PRESIDENIAL MANAGEMENT INTERN NEWSLETTER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83-00156R000300040098-4
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 8
• Document Creation Date: December 19, 2016
• Document Release Date: December 8, 2005
• Sequence Number: 98
• Publication Date: July 1, 1979
• Content Type: MAGAZINE

Approved For R
Presidential
Management
Intern
Stuart E. Eizenstat, Assistant to the President for Domestic Affairs
and Policy, fields questions from PMIs during an evening speaker
series address sponsored by NIPA. OPM Director Alan K.
Campbell introduced Eizenstat.
Intergovernmental Slots
Coming This Summer
"When we began to design the PMI Program, the
executive directors of the public interest
groups advised us that public managers need to
be trained not just in a Federal perspective
but in an intergovernmental context," says
Andrew Boesel, Chief, PMI Program.
"The new PMI intergovernmental assignments,
while optional, are part of the Program and
should be viewed as an attractive opportunity
for PMIs, their agencies, and state and local
governments," he says.
1978 PMIs can expect the first 25 to 50 of the
150 intergovernmental 2 to 4 month positions to
be identified by July 10, with some beginning
as early as mid-July.
0PM awarded the $118,000 contract in March to
the National League of Cities (NLC), with sub-
contracts to the International City Management
Association and the Council of State Community
Affairs Agencies.
Interested PMIs will need to consult with their
supervisors and agency coordinators on arrange-
ments. Federal agencies will negotiate costs
with the intergovernmental agency, which will
also be encouraged to assist PMIs in temporary
housing and travel, if necessary.
NLC's Susan Clark (202-293-7858) says she wel-
comes ideas from PMIs on assignments. NLC will
aim primarily for executive agencies (states,
cities, counties, councils of government, mu-
nicipal leagues, etc.), both singly and collab-
oratively, such as a few small cities banding
together. Lynn Strakosch of the PMIP office
will monitor the project.
Continued on pa e 2
CIA-RDP83-00156RC*00040098-4
Newsletter
New PMIs Aboard,
Program Grows to 500
Selected in March, the 1979 group of 254
Presidential Management Interns, with 48 alter-
nates, represent a diversity similar to the
1978 group of PMIs.
Finalists
1978
1979
Females
_
46%
44%
Minority
20%
16%
Colleges
114
120
While
fewer minorities
and women were selected
as finalists, fewer were also nominated.
Approximately 41 Federal agencies have been in-
terviewing the new PMIs for at least 330 possi-
ble positions, located in Washington and the
ten standard Federal regions. Some 48 1978
PMIs have been assisting the new PMIs through
the New Intern Counseling Project, organized by
Marilyn Henry.
A writing sample and a revised individual in-
terview with a problem situation focus were
added to the screening process. Some 130
regional screening panels in 40 sites, consist-
ing of 350 federal, state and local officials,
reviewed 800 nominees from 220 graduate pro-
grams. As the PMI Program enters its second
year, the full complement of 500 PMIs will be
"on board." The 1978 PMIs are currently work-
ing for 36 Federal departments and agencies in
Washington, D.C., and in 40 cities throughout
the nation.
Welcome New Interns!
On behalf of the 1978 group of Presidential
Management Interns, the PMI Newsletter
staff welcomes you to the Federal govern-
ment. So, you want to make a contribution
to the efficient and effective operation of
the Federal government? So do we. Unlike
ourselves though, you now have a resource
of veteran PMIs with a year's experience
who might be willing to talk about those
experiences and provide some helpful ideas.
Talk to them.
Another source of information and self-ex-
pression is this newsletter. It's the only
newsletter for both current and new PMIs.
We are constantly soliciting greater parti-
cipation from interns. If you'd like to
meet other PMIs, write articles, draw,
type, take photos and/or do graphic layout,
you might enjoy working on the newsletter.
Contact us at Presidential Management
Intern Newsletter, P.O. Box 2933, Washing-
ton, DC, 20013. Good luck in your intern-
ship. THE NEWSLETTER STAFF
Approved For Release 2006/01/01 : CM-M1383-00156RUM300040098-21
 flease
And NowoavMR
From Our Sponsor
by Andrew Boesel
OPMI Director
02/01: QMQPQQ .QQ03M4M8e:4is choice--
It seems hard to believe that it is time again
to be planning an orientation session for the
newest group of Presidential Management In-
terns. A lot has happened during the past year
since that muggy Monday in July with no public
transportation when we began the first orienta-
tion. While much has happened, some things re-
main the same.
Individuals want to know if the Program will
remain in existence, are curious and anxious
about promotional opportunities, and are becom-
ing more comfortable with the often frustrating
and dynamic nature of the Federal bureaucracy.
The internship experience must be viewed as a
constantly changing, evolving, and improving
experience.
It may be the "emperor's new clothes syndrome,"
but we are very pleased with the reports we get
back ftom the agencies on the performance of
interns. The fact that agencies are willing to
use their increasingly scarce job slots for
Presidential Management Interns indicates that
something seems to be going right. Sure there
are going to be periods of frustration and anx-
iety. If there weren't such periods, we would
all be a little worried. All of us involved in
the Program continue to be enthusiastic about
the Program and your performance.
An important element in our administration of
the Presidential Management Intern Program has
been a commitment to evaluation. Working with
our Personnel Research and Development Center,
we have made changes in the regional screening
process and'will continue to refine this proc-
ess. Soon we will be embarking upon a study to
compare PMIs with other new Federal employees
who have graduate degrees and who were hired at
roughly the same grade level as you. We will
be looking at such factors as promotion rates,
retention patterns, and level of responsibili-
ty. As part of this study we will be surveying
you, our comparison group members, supervisors,
mentors, coordinators, and other key officials.
NIPA has been doing some evaluative work in
looking at cluster groups and the modules. We
will be working with NIPA in analyzing these
findings and making improvements. Finally, we
also hope to get involved in a study to look at
the relevance of graduate education in public
management to entry level management jobs in
the public sector, especially in Federal de-
partments and agencies.
your choice tlWet involved in any number of
interesting discussion sessions, to attend a
film festival on management and leadership, and
to act out some critical management situations.
PMIP staff will be at all the briefings and
would suggest that you use the briefings to
talk individually with staff on specific ques-
tions you have about the Program.
New cluster leaders and resource persons are
being selected for the series of cluster meet-
ings beginning in the fall. In a few cases we
have had leaders and resource persons who have
had to relinquish these positions due to job
demands. The utility of the career development
modules, as well as other aspects of the career
development component are being carefully re-
viewed to determine areas needing improvement
and to find out which topics and practices
worked best.
Having gone through a management internship
program myself and now trying to manage this
Program, my general conclusion is that an in-
ternship is only as productive as-what you put
into it. If you are going to sit back and wait
for "exciting" things to happen, you will have
a long wait. If, on the other hand, you are
willing to take some initiative, make contacts
beyond your own office or agency, establish
working relationships outside other PMIs, then,
in all likelihood, the internship is going to
look a lot different. For those in the first
group, you have another year to make something
happen. For the new interns, you are beginning
a two year work experience which you will not
have the opportunity to repeat in you carder.
All I can say is make the most of it.
Intergovernmental Slots Continued....
The positions, both general management and in
specialized subject, will attempt a balance be-
tween a developmental and "product-oriented"
experience.
NLC has assembled a Practitioners Council, con-
sisting of persons with previous internship
program experience, to advise them.
NLC will evaluate the effectiveness of the ex-
perience, which will be useful in planning sim-
ilar opportunities for the 1979 group of PMIs.
It is also developing handbooks and guides for
the intergovernmental agencies and has widely
publicized the search for positions.
u jr
ORthis
z
I believe this year's orientation will give in-
terns more opportunities to meet in smaller
~P
groups, to exchange ideas and opinions, and to
77
learn more about the Program's goals and expec- tations. Most important, there will be an op-
portunity for new interns to meet those hired
-Or
?..... '
last year. The end of the year briefings at Marriottsville ~ ~ ndo, y
should be fun, exciting, interesting, and chal-
lenging. At least that's the way they have been planned. somAp1aro e?6FC aReleas 2QOSJO2o-1
ship, ethics and values, and personal develop-
 2006/02/01 CIA-F &M X9.$;4
Nlf '160 ...Consider me Alternatives
In the "Pathfinders" interview in this issue,
OPM Director Alan K. Campbell provided a policy
clarification on job transfer of internship
from one agency to another. Briefly stated it
says that intern transfer is ultimately subject
to the approval of the employing agency.
If you are a PMI who's been considering the
possibility of transferring., then Campbell's
statement might seem like a door closing, espe-
cially if you think your agency would not be
receptive to the idea.
But, here's another way of looking at this is-
sue. A "crisis mentality" could blind you to
other considerations. Transfer should be the
last resort only used when your job situation
becomes legitimately untenable and other alter-
native avenues within your agency have been ex-
hausted.
Management, has said, "Management improvement
comes about because people do want to achieve.
Responsible leadership asks them to achieve and
provides the conditions to permit change, crea-
tivity, and innovation."
If transfer is your only real alternative, then
OPMI still stands willing to review the situa-
tion on a case-by-case basis. I've also found
that other PMIs can provide some advice and
support.
There are several clients served in the Program
among them are the PMI, graduate schools, and
the agencies, but you soon find out that you
are not equal in terms of obligations and ob-
jectives. In the end it will be your job per-
formance and your own ingenuity that will lead
to survival and prosperity in government.
First order actions should include discussion
of the situation with your immediate supervisor
followed by meetings with your mentor and agen-
cy PMI Coordinator, if needed. If the issue
involves a poor supervisor, then you can expect
that it won't be easy. Sometimes, though, basic
communication reveals that misunderstandings
were really miscommunications.
OPMI Chief Andrew Boesel and his staff regard
their office as an advocate for the Program,
and are willing to bring interns and agency
representatives together, even in joint confer-
ence, to seek a solution.
If you feel your work is not challenging, it
lacks the variety that you perceived the PMI
Program intended, or you're prevented from ro-
tation, then you might find that your agency
has an internal organizational solution that
would be beneficial to both of you. For in-
stance, there may be a particular division that
needs a short term management analysis per-
formed or a program badly in need of evaluation
of some phase of service delivery. Your Indi-
vidual Development Plan (IDP) provides a recog-
nized vehicle for establishing a series of ex-
periences and contributions you can make. A
lack of creative use of the IDP by PMIs and
their agencies might be haunting them now.
The possibility of short term details to other
agencies, such as OMB, could provide a meaning-
ful experience, especially if that agency is
engaged in related and complementary functions.
These could be functions related on a broad
management perspective or from a program spe-
cific aspect. There's a lot of potential in
this avenue, but it's not that simple to facil-
itate, especially if you don't try it.
The options mentioned here are not abstract
concepts; they are being done everyday by your
fellow PMIs. A quick look at other features in
this newsletter attest to the flexibility you
have.
ASPA/PMI Activities
Deemed Successful
"We were highly pleased with how well it all
came off. ASPA knew the PMIs were there and
everyone seemed to appreciate and enjoy the ex-
perience," says Robert Maslyn, describing the
"PMI Rendezvous" at the April American Society
for Public Administration National Conference,
in Baltimore.
A PMI panel discussed the wide variances in the
experience of the Program across the agencies,
with a lively audience. The panel, convened by
Maslyn, consisted of PMIs Janice Pope, James
McMullen and Elizabeth LaPointe, plus Wayne
Maresch, an Agriculture Department PMI supervi-
sor, Dr. Robert Graham, an HEW PMI Mentor, and
Lynn Strakosch, OPMI staff member.
Outgoing ASPA President Dwight Ink saluted the
PMI Program at the opening session. Incoming
ASPA President Ray Remy and OPM Director Alan
Campbell joined other officials as PMIs and
their guests jammed the PMI Reception. A PMI
Contact Center attracted PMIs from the regions
and DC as well as many of the 1979 PMIs.
PMIs Penny Jacobs and Maslyn received the fi-
nancial support of the National Institute of
Public Affairs, The American University, Uni-
versity of Colorado, and University of Southern
California in arranging PMI activities at the
conference.
Newsbriefs...
The Civil Service Journal will be replaced in
August with a new OPM quarterly, MANAGEMENT,
targeted to members of the Senior Executive
Service, Executive Level Presidential appoint-
ees and GS 13 to 15 managers under merit pay
systems.
The primary OFFICIAL INFORMATION on the PMI
Program can be found in the Federal Personnel
Manual (FPM), Chapter 362, incorporated from
FPM Letter 362-1, July 19, 1978; some additions
will be issued soon. The April 24 Federal
Register contains regulations on PMI CONVERSION
Norman Beckman, Assistant Director,Intergovern- to career or career-conditional status, at the
mental Personnel Programs, Office of Personnel d
Approved For Release 2006/02/01: C~iX-F~bP8_3 6B%KV60300040098-4 3
 Approvea a ease IA-RDP83-00
P
by Melba Meador, Lynne Ehrlich, PMIs
Alan K. Campbell has served as Director of the Office of Personnel
Management since it was created on January 1, 1979. He was
formerly Chairman of the Civil Service Commission from May 5,
1977, until December 31, 1978, when the Agency was abolished.
He has also served as Dean of the Lyndon B. Johnson School of
Public Affairs an the University of Texas at Austin and as Dean of
the Maxwell School of Citizenship and Public Affairs, Syracuse
University. Additionally, Campbell has been a professor or visiting
lecturer at Howard University, at Hofstra University, and at the
Maxwell School. Previous experience also includes service in
various posts in New York State government, as a consultant to
the Federal government, and as Chairman of the State Demo-
cratic Platform Committee in New York.
MEADOR: We would
like to begin this
interview by ex-
pressing apprecia-
tion for the signif-
icant role you had
in developing the
Presidential Manage-
ment Intern Program. Naturally, PMIs think of
that as one of your most worthwhile achieve-
ments. But as you look back over your career,
what is the one thing that you would most like
to be remembered for?
CAMPBELL: There is no one thing, but I would
certainly put the establishment of the Presi-
dential Management Intern Program very high on
my list. Obviously, its significance will be
known only in the long run, and will be based
largely on the performance of the interns and
the proportion of them who remain in the Feder-
al government. If it works as I expect it will,
Presidential Management Interns are the future
top managers in the Federal government. On the
basis of what I know about the interns and the
reports that I've received about them from the
agencies, I am convinced they will make a major
contribution to the effectiveness of the Feder-
al government.
MEADOR: Now that the major groundwork is laid
for the Civil Service Reform Act, what other
Carter policy initiative excites you the most?
CAMPBELL: On the administrative side, most im-
portant is implementation of the Civil Service
Reform Act, and, within that, the establishment
of an evaluation system which can measure
whether the reforms make a difference. On the
R00030004009& 4
EHRLICH: What originally motivated you to go
into public service, and what stands out in
your memory regarding your first government
job?
CAMPBELL: I always have problems answering
questions like that because I think that one's
choice of career and activity is a complex com-
bination of interest, chance, and opportunity.
For me, it is very difficult to isolate a par-
ticular event or activity that accounts for it.
EHRLICH: Any particular memory of your first
job, a person or a situation, that made you
want to continue in public service?
CAMPBELL: No, I don't think so. I think that
probably the circumstances which originally
created my great interest in the public sector
was growing up during the Great Depression.
The Depression impacted my family very severely
because, in our case, it was combined with the
drought in the Midwest. I was convinced that
Government ought to do something about that.
MEADOR: You have changed occupations a numbe_
of times and the richness of your career back-
ground - as a teacher, dean, author, consultant
and government worker - would certainly serve
you well to head OPM. As you know, the
Presidential Management Intern Program is in-
tended to keep the PMIs in a government career.
Will PMIs be able to have a rich and varied
career such as yours without leaving government
service.
CAMPBELL: First, I think that one has to look
very carefully at the data which demonstrates
occupational changes. If you examine that data
closely, it frequently shows not occupational
changes, but doing related things in different
environments. For example, I would argue that I
have followed the same profession throughout my
career. Although I have worked in different
places, with different emphases, my fundamental
interest has always been in public policy anal-
ysis. I have followed that interest while in
academia, in government, and as a researcher
and writer.
I think it is quite possible for PMIs to have
very rich and varied careers within Government.
I would suggest that they move, not only from
agency to agency, but from one type program to
another. In fact, I would argue that PMIs will
become effective managers only if they have
that kind of varied career.
legislative side, the new Presidential initia- It will also be possible within the context of
tive will be reforming the Federal compensation a Federal career for PMIs to have experiences
system, and I'm convinced that such reform is outside of government, whether on mobility
vital. Pay reform will serve the interest of assignments or simply leaving for a few years
Federal employees well, even though I know it to go to academic institutions, state and local
will be very difficult to convince them of governments, or private sector activities. The
that. Without reform, the principle of compara-
bility Continued on page 5
will -pled For Release 2006/02/01 : CIA-RDP83-00156R000300040098-4
 possibility 9Aplfl-bVG F I!c ee2O/42!OA1
there, even though one is fundamentally
changing professions in the pro ss.
There is one other aspect which I think is im-
portant for a satisfying career, and I have had
many discussions with students about this. It
is important to have a career base. Even though
you might go back and forth between different
sectors and activities, there is a need for a
home. I have always considered my home to be
the university, and still do.
EHRLICH: Some PMIs have concerns that they are
not getting all that they should out of the PMI
Program. Realistically, what should a PMI ex-
pect of the two year internship?
CAMPBELL: First, I'd argue that what a PMI gets
out of the experience depends very heavily on
the initiative of the PMI. In fact, one of the
tests of how well selected the PMIs were is the
degree to which they exercise initiative and
accomplish for themselves the variety of ex-
periences they want. It is my hope that PMIs
will get many kinds of experiences both on
their jobs and in the training programs that go
with them.
At the end of their internships, they should
have a real understanding of the public sector.
They should also have a sophistication about
the bureaucratic process and its relationship
to the external political world within which it
exists. That, of course, is in addition to the
occupational and managerial skills which they
will acquire.
"...many long-time career bureaucrats under-
stand little about the political process."
It is amazing to me that many long-time career
bureaucrats understand little about the politi-
cal process. In fact, many act as if it is al-
most immoral to be aware of it.
MEADOR: Do you think that is because of the
Hatch Act?
CAMPBELL: No. It is, in part, a result of
ideology. We in the academic world have some
responsibility for this because of the heavy
emphasis placed on the supposed line between
political policymakers and career administra-
tors. It is a line which has no empirical base,
but which is assumed. Out of that arose the
feeling on the part of career people that they
should not involve themselves in the political
process, not even to understand it sufficiently
enough to be effective in that environment. I
think this is a serious mistake.
MEADOR: In a recent cluster group session, you
said that there are career development plans
being made for the PMIs after the two year Pro-
gram is concluded. Will you tell us what speci-
fic details you have on those Plans?
CAMPBELL: With the creation of the Senior Ex-
ecutive Service, there is a need for improved
and increased executive development opportuni-
ties. It is necessary that those in the career
service who are heading for the SES have expe-
riences which will provide them with both con-
tinuous improvement in their managerial skills
and with significant educational and practical
experiences. Additionally, they need to be
aware of the nature of the poltical environment
in which they work.
b~3~ % ne kind of
executive developmen ogram. e are are now iden-
tifying the kinds o ompetencies and skills
that people in the SES will need. The next step
will be to identify the kinds of activities and
institutions which can provide those compe-
tencies and skills.
We will begin by working with Grade 15's, but
intend to expand the program to involve persons
at early stages in their careers, perhaps at
Grades 9 or 11.
MEADOR: But then at this time you don't have
any formal kind of program planned for PMIs
when they are 12's and 13's? The plan that you
are implementing will take a few years to fil-
ter down to the 12's and 13's?
CAMPBELL: I hope by one year from now we will
be able to extend the program to cover those
grade levels.
EHRLICH:In a cluster group session, you stated
that the Program should have a considerable a-
mount of flexibility. Do you think this flexi-
bility should extend to the switching of agen-
cies or departments if a PMI is, for some
reason, unhappy with the department that he or
she chose?
CAMPBELL: That is not an easy question to an-
swer. The answer depends, at least in part, on
the motivation of the person involved. It's
obvious that when you're dealing with 250 as-
signments, some are not going to work out and
should be changed. On the other hand, if there
is unhappiness on the part of PMIs who think
they're being made to work too hard or who have
difficult interpersonal relationships, then
they should learn to live with those situations
because at various points in their career, they
will have to live with them.
It is difficult to generalize, but my own view
is that PMIs who are dissatisfied ought to have
an opportunity within their agencies to bring
their problems to the attention of their first
level supervisors. In the end, however, it
should be a decision of the agencies as to
whether or not the transfers are permitted, as
opposed to independent decisions by the PMIs.
MEADOR: Is there anything else that you would
like to add before we conclude this interview?
CAMPBELL: I would like to say that the future
of the PMI Program will become increasingly de-
"...thee future of the PMI Program will become in-
creasingly dependent upon the support it receives
from PMI alumni."
pendent upon the support it receives from PMI
alumni. I think those of us who feel very
strongly about the Program, and who were invol-
ved in getting it started, see ourselves as
having a four or five-year obligation to keep
it alive, and to tend to it as well as we can.
The lasting value of the Program, however, de-
pends upon the PMIs themselves. It is my hope
that PMIs will continue to maintain contact
with each other after they leave their intern-
ships, and that they will continuously examine
the Program and make suggestions for changing
it.
I hope that PMIs develop a concern for the con-
tinued effectiveness of the Program, and that
they maintain contacts with the schools from
which they came. They should feed back to their
I believe that in a few years a large number of schools those experiences which they believe
PMIs will become active candidates for member- have relevance to education for public manage-
ship in the Senior Executive Service. They, ment careers.
Approved For Release 2006/02/01 : CIA-RDP83-00156R000300040098-4 5
 Approved F Release 2006/02/
Clusters
Report ?
by Penny Jacobs, PMI ?
?
The D.C. Clusters are all taking a similar ap-
proach to the way their sessions are conducted.
Modules are being used as a guide for suggested
topics of discussion, rather than following the
prepared work plan and exercises. The general
format consists of outside speakers followed by
a question and answer period.
JOE GALINDO reports that CLUSTER 1 actively
participates in organizing and moderating the
sessions. Some planning group members also
present the topics. The Cluster invites four
speakers to a session; each speaks about 45
minutes, then answers questions. Speakers have
included Howard Messner, Director, Management
Improvement and Evaluation Division, OMB, on
Reorganization, and Elmer Staats, Comptroller
General, who spoke about the Political/Career
Executive Interface and also the PMIP.
CLUSTER 2 had a special unplanned session, ac-
cording to BARRY COGAN, when the cluster met
with OP11 Director Alan Campbell and Dr. Abraham
Friedman, Civil Service Commissioner of Israel.
Friedman talked about the differences between
the Israeli and the American civil service sys-
tems, while Campbell talked about and received
feedback on the PMIP. The Cluster also had Jule
Sugarman and Gilds Jacobs speak on the politics
of getting the Civil Service Reform Act passed.
For their Intergovernmental Relations session,
the Cluster did a case study of the CETA pro-
gram. Representatives from both Federal and
local governments spoke on the Federal/local
interface as it relates to CETA.
CLUSTER GROUP 3 liaison, SUSAN MUELLER, says
that PMIs are also involved in the planning of
their sessions. They generally begin with an
hour talk by the resource or cluster leader on
the topic for that day followed by one or two
speakers and exercises that invite full group
participation. Jule Sugarman spoke on Civil
Service Re-form, for the Reorganization Module.
The Cluster selected Conflict Management and
Action Research for one of their sessions and
Larry Kirkhart, a USC Professor, did a negotia-
tion exercise.
VIC HARRIS reports that CLUSTER 4, in doing a
session on Economics for Public Managers, heard
from Joseph Pechman of The Brookings Institu-
tion, followed by representatives from the
Council of Economic Advisors, Congressional
Budget Office, and the private sector. In an-
other session, Jule Sugarman spoke on Federal-
City relationships in human resources programs.
David Walker, Asst. Director, Advisory Commis-
sion on Intergovernmental Relations (ACIR),
also spoke during this session on Intergover-
nmental Management.
RETA LEWIS reports CLUSTER 5 has come up with
some topics that are not in the modules. Their
cluster leader presented a half day session on
"The Office of the Future" which is a computer-
ized approach to communication and office man-
agement. This concept will be tried shortly as
a pilot pro jeirove`''po??6fe&se$o$/0/t'1
"tU~iR"2ntPh P ! 0P 4 $-4urfel, Dept
Press Secrets W the President, spoke during
the session on Public Affairs. Early in the
year, the Cluster heard Ted Lutz, then Director
of Metro, speak on Intergovernmental Affairs.
Following the philosophy of using the case
study approach to supplement the theoretical
orientation of the modules, the PMIs focused on
the Watergate Era in their discussion of the
Ethics Module.
CHUCK STAIGER relayed that CLUSTER 6 had both
Alan Campbell and Elmer Staats attend their
session on Program Evaluation. The PMIs did an
exercise in which they were role playing staff
members in OMB and OPM and had to defend the
PMIP budget before Congress. They then pre-
sented the results of their exercise to
Campbell. There was also an opportunity to have
a discussion with him about the Program. Staats
was there to speak on GAO's role in program
evaluation.
OPM Director Alan K. Campbell and Dr. Abraham Friedman
(pointing), Civil Service Commissioner of Israel, address Cluster
Group 2.
CHARLES KIEFFER wrote that experience has prov-
en CLUSTER GROUP 7 to have different back-
grounds, skills , and interests. To blend these
varied elements into a constructive cluster,
they have volunteered in groups of 3 to work
with the resource leader in developing cluster
sessions. In this way, PMI input is cultivated
while using the resource leader truly as a re-
source. A recent session was on Stresses in the
Intergovernmental Management System. A keynote
speaker, Dr. David Walker, ACIR, a panel, and
group exercise proved to be a successful for-
mat. Particular interest has been expressed in
the use of the group exercise to generate dis-
cussion among PMIs.
MARGE DeBLAAY reported that Jule Sugarman spokE.
again on personnel at a recent meeting of CLUS-
TER 8. The PMIs in this cluster group are also
involved in working with the resource leader to
plan the program. They compile a list of read-
ings for the topic and select speakers to lec-
ture and field questions. Howard Messner also
attended this cluster group meeting and spoke
about the working relationship between Congress
and the Executive Agencies during the session on
Congress' Oversight Function. He was joined by
a staff person from Rep. Levitas'(D-Ca.) Office
who talked about the legislative veto bill
Levitas is sponsoring.
S. Dillon Ripley, Smithsonian Institution
Secretary, will address P11Is as part of the
NIPA SPEAKER series on September 12.
 PMI On The Street
by Melba Meador, Lynne Ehrlich, PMIs
The roving reporters for this issue caught up
with one regional PMI at the ASPA National Con-
ference in Baltimore in April; the other PMI
was interviewed in Washington, D.C. Both were
asked:
What advice would you give new PMIs?
rotations flexible. Wou are having a bad ex-
perience with a particular rotation, don't be
afraid to change. Also, choose a good mentor,
and provide that person with a lot of input.
That way you get the benefit of that person's
expertise.
Hilary Stephenson
University of Tennessee
Management Analyst
General Accounting Office
Phildelphia, PA.
Joseph Galindo set that any position is what you make of it.
University of Southern California It has been my experience that the best jobs
Acting Manager, Hispanic Employment stem from those which are developed by the
Program, U.S. Department of Labor individual interacting with those surrounding
Washington, D.C. Z ~ him.
Service Delivery,
Assessed by HEW PMIs
by Libby Kelley, PM1
At the Department of Health, Education, and
Welfare, PMIs are participating in an exciting
and unique top management strategy to get rap-
id feedback on how HEW programs function on
the service level. The strategy is to send
multidisciplinary teams of HEW staff around
the country to ask people how they perceive
specific HEW services.
HEW Secretary Califano initiated Service De-
livery Assessments (SDAs) in 1978 to keep him
directly informed of urgent problems and is-
sues. The SDAs are aimed at aiding managers in
maintaining effective and efficient control
over the more than 380 programs which comprise
the HEW budget, estimated at $183 billion for
FY 1979.
Undersecretary Hale Champion likes SDAs be-
cause they are fast and relatively cheap. The
average project cost is less than $40,000. In-
itial SDAs have been experimental in design.
They do not replace monitoring and evaluation
functions which can take three years to com-
plete. Their value is in being qualitative,
measuring the subjective impact of programs on
people and providing a direct link between the
people and the Secretary.
The benefit of SDAs to top management is as an
early warning device to improve policy and
programmatic decision making. Their benefit to
PMIs is in the organizational training and di-
rect client exposure they obtain. All HEW PMIs
will serve on one SDA team as an integral part
of their internship, spending 2-6 weeks on the
project.
The first year work plan lists over 10 proj-
ects proposed by the Secretary and Undersecre-
tary. Included are Maternal and Child Health,
Community Mental Health, Social Services to
the Public, 504 regulations for the physically
disabled, Health Maintenance Organizations, and
Heads tart.
mendations are discussed and acted upon. For
example, a family planning study resulted in
program increases in the area of teenage preg-
nancy.
Thirty-five PMIs will be participating in this
effort. Five who have already completed an as-
sessment had these reactions. Steve Deal said,
"I'm very high on the idea, not only for PMIs
but for anyone holding staff level positions."
Steve was assigned for 2 weeks to study Social
Security Services to the public in New York
State.
Bill Gillen, assigned to the same study, inter-
viewed in small towns, VA hospitals, and on the
Wind River Indian Reservation in Wyoming. Bill
said,"SDAs are useful to PMIs and I would like
to do another one. I liked the teamwork ap-
proach and the contact with clients and staff."
Bonnie Fisher traveled through California to
evaluate community mental health centers in ur-
ban and rural counties. Bonnie enjoyed her
participation: The exposure to different lev-
els of government was useful. I recommend that
others should have the experience of working
out of a regional office."
Charles Kieffer spent 3 weeks in Utah evalu-
ating a demonstration work-for-benefits pro-
gram for Aid to Families with Dependent Child-
ren recipients. The study found the program
was not effective, and it is now being discon-
tinued. Charles interviewed State office per-
sonnel, who "were very happy to have someone to
whom they could vent their frustrations."
Edna Rhoden spent six weeks on the Boarding
Home Assessment and was able to participate in
all major stages of the study. She felt staff-
ing for the SDA team was critical to success
since "you have to step out of the bureaucrat-
ic role and deal with people on their level."
She detected some hostility toward her as a
representative of HEW. Some people asked, "Is
this just another study or are you going to do
something?"
Clearly, the question goes beyond evaluating a
learning experience for HEW employees. For
PMIs, participation on an SDA can show how top
management gets information on the quality of
service to clients. The more important ques-
and with theAg,~, MMed" a elase P19061dr17d1 : C~~r ~~1b1 68000300040098-4
NN 7
 Elections/Appointments: Connecticut Governor
Ella Grasso has named MAUREEN HARRIS to the
Governor's Task Force on School Health Services
Subcommittee on Dental Health Services, to
assess programs offered to school children
through legislation... .CINDY MILLER has been
named to the National Committee on Women in
Public Administration .... PENNY JACOBS has been
named to the ASPA Policy Issues Committee....
JOSEPH GALINDO has been selected Acting Manager
for the Labor Department's Hispanic Employment
Program... ELLEN CLOVER was elected secretary of
the DC/ASPA Women's Committee while ROBERT
MASLYN won a seat on the Chapter Council and
has been selected coordinator for the Young
Professionals Forum...
On Rotations: Those PMIs who thought they'd see
their name here because they're doing a rota-
tion at the Office of Management & Budget, for-
get it--there's too many of you doing it...
On Travel: RETA LEWIS went to Puerto Rico to
coordinate the Drug Enforcement Administration
work with the House Select Committee on Narcot-
ics regarding narcotics traffic in Puerto Rico.
In Transition: While we're not sure where some
PMIs are who've left the Program, we do know
that MARILYN HENRY joined the (Washington, DC)
Mayor's Infant Mortality Committee and ALAN
FRIEDMAN became a foreign coprrespondent for
the London Financial Times...
On The Hill: JONATHAN WEISS can be found with
the Senate Antitrust, Monopoly and Business
Rights Subcommittee staff...MIKE JACKSON's with
Sen. Alan Cranston's office and ANNA GOTTLIEB's
assisted Senator Ted Kennedy's Judiciary Com-
mittee.
At The Conferences: RICK WEHMHOEFER presented
a paper on voter preferences at the March
Western Political Science Association meeting;
he's also teaching a quantitative analysis
course at the University of Colorado... SUE VAN
GELDER, CHUCK STEIGER, JAMES RYAN, PHIL GODWIN,
Mark your calendar now for a July 15 PMI ORIEN-
TATION RECEPTION for both 1978 and 1979 PMIs,
5-7 pm, at the Franklin Room of the State
Department in Washington, DC.
ASPA has spearheaded publication of a "WOMEN
IN PUBLIC MANAGEMENT DIRECTORY;" details from
Sally Gutiereez, 311 S. Spring Street, Suite
450, Los Angeles 90013.
CONFERENCE ON ALTERNATIVE STATE AND LOCAL
PUBLIC POLICIES will hold its Fifth Annual Con-
ference, August 3-5, 1979, Philadelphia, Pa.
C RPP?~" 0`GR~G"MY'Dl9NAH 4 and BRIAN
ESTES joined GAO regional management in
March for an intergovernmental relations ses-
sion...SEAN O'KEEFE, SAM BOONE, PAULA ALFORD,
PHIL GODWIN, SUE VAN GELDER, and HAZEL WILSON
spoke with National Academy of Public Admini-
stration members on public service education at
their May meeting.... in January, another PMIP
discussion occurred with the National Associa-
tion of Schools of Public Affairs and Admini-
stration's Joe Robertson (Exec. Dir.), Jim
Kitchen (Pres.), Bob Biller (USC Dean) and PMIs
KEN SALA, KAREN REED, RETA LEWIS, BLAINE AIKEN,
JULIE MAYNE, HELEN ROTHMAN, SAM BOONE, LINDA
SAMUELSON, MARK KERRIGAN, LEE SOLSBURY, SUSAN
MUELLER, and ROLAND GILBERT....STEVE ROBERTS,
TYRONE MINOR and SANDRA WEISMAN served as pan-
elists for the NIPA/PMI session in February
with Arizona Gov. Bruce Babbitt and Vermont
Gov. Richard Snelling...
Potpourri: The National Committee for Women in
Public Administration videotaped SUSAN MUELLER
and other women as part of a special project on
how women administrators look at power; contact
Ruth Ann Barrett (212-355-4380, Assn. of Junior
Leagues, 825 Third Ave. NY 10022) for details..
JUSTINE FINCH, EDIE HARDING, PEGGY CATRON and
MELBA MEADOR assisted in rating the 1979 PHI
nominees' writing samples...
You can send items for PMIs On The Move (and
other news) to P.O. Box 2933, Washington, DC
20013 or call Bob Maslyn 202-245-8901 (w)...
OPM Research Studies on
PMI Program Available
The 1978 PMI Program has drawn into the Federal
government many PMIs who would not have other-
wise looked for a Federal job, who view them-
selves as highly mobile, and who see network-
building with other PMIs and with federal man-
agers as influencing their career advancement.
Such conclusions can be found in three OPM re-
search reports, which can be acquired through
the Personnel Research and Development Center,
OPM, 1900 E St., Washington, DC 20045,: "The
1978 PMIP: Descriptive Data on Applicants and
Selectees," PRR 79-2; "The 1978 PMIP: Ratings
and Attitudes of Panelists," PRR 79-3; "The
1978 PMIP: Job Analysis, Conclusions and Recom-
mendations," PRR 79-4.
CONGRESSIONAL CLEARINGHOUSE ON THE FUTURE (CCF)
furnishes Congress and its membership with in-
formation on the future through seminars, re-
ports, reference services and personal contact.
Non-members can subscribe to an informative
newsletter and attend programs on art, values
and perspectives, information/communication,
global resources, learning, habitats, science
and technology, biomedicine, lifestyles, and
cosmic consciousness. For information contact
CCF, 3546 House Annex #2, Wahington, DC, 20515,
or call [phone].
For details write to: 1901 Q Street, N.W., GPO 943-830
Washington, A provedaFbr(RdPea T?6/02/01 : CIA-RDP83-00156R000300040098-4