MONTHLY CALENDAR OF PERSONNEL AND MANAGEMENT MEETINGS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP81-00314R000200080035-6
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 4
• Document Creation Date: December 12, 2016
• Document Release Date: July 17, 2002
• Sequence Number: 35
• Publication Date: June 1, 1979
• Content Type: AG

/NTERArENCY ADVISORY GROUP
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UNITED STATES OF AMERICA
OFFICE OF PERSONNEL MANAGEMENT
WASHINGTON, D.C. 20415
Secretariat
Room 1304-1900 E St.. N. W.
Code 101. Ext. 26266 or
Area Coda 202-632-6266
MONTHLY CALENDAR OF PERSONNEL AND MANAGEMENT MEETINGS
(This list of meetings is published as a service of the Interagency Advisory Group
Secretariat) -
Thursday and Friday ''CLASSIFICATION AND COMPENSATION SOCIETY
June 28-29, 1979 'TENTH'ANNUAL'CONFERENCE
"The Latest American Revolution: Classification and
Compensation under the Reform Act"
PLACE: Capital Hilton Hotel
16th & K Streets, N. W., Washington, D. C.
KEYNOTER: Honorable James M. Hanley, Chairman
Post Office and Civil Service Committee
MEET THE PRESS:
Alan K. Campbell, Director, Office of Personnel Management
Dwight Ink, Director, Office of Continuing Education and
Research, American University
Moderator: John W. Macy, Jr., former Chairman, Civil
Service Commission
Plus Members of the Press
REGISTRATION: Advance registration will be accepted up to June 15 together with payment
or invoice, which should be mailed to:
Classification and Compensation Society
4626 Wisconsin Avenue, N. W.
Washington, D. C. 20016
Full registration fee is $85 for members and $95 for nonmembers.
Registrant may substract $5 from full registration fee if advance payment is made by
check or money order. Registration may also be made at the door.
FURTHER INFORMATION: Please call Michele Cooke at [phone] for further infor-
mation about registration. General information about the overall conference agenda
may be obtained by calling Tom Strow at [phone].
PLEASE CALL OR MAIL IN PERSONNEL AND MANAGEMENT MEETINGS TO BE INCLUDED I THE
MONTHLY CALENDAR A r,6%Md gO~ B/ R i JEW FRON"W035 -
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May 2, 1979
OFFICE OF PERSONNEL MANAG ::: T
THE PRESIDENT'S MANAGEMENT IMPROV f?',T COUNCIL
The President has established a Management Improvement Council
to support efforts to improve management practices and program.
performance throughout the. Federal government. This Council,
which is to be co-chaired by the Directors of the Office of Management
and Budget and the Office of Personnel Management, will further
the government-wide management reforms and improvements envisioned
by the Civil Service Reform Act of 1978. It will complement the
reorganization efforts already under way in the Federal government
through efforts to address and solve specific management problems.
The President will appoint the Council, and will give it
a series of specific tasks. The membership, in addition to the
two Directors of the Office of Management and Budget and the Office.
of Personnel Management who are jointly to chair the Council,
will include members from Federal agencies, business, labor, universities,
foundations and State and local government. Its members, who
will number not more than 15, including the co-chairmen, will.
meet quarterly. The Office of Personnel Management, with the
support of the Office of Management and Budget, will provide staff
assistance to the Council. The Council will work cooperatively
with the Comptroller General, agency Inspectors General, and. senior
agency officials. It will provide reports periodically to the
President on specific management improvements it has made within
the Federal government.
The tasks the President will ask the Council to perform
include the following:
. Provide advice and assistance on critical management problems
and issues of Federal agencies.
Undertake specific management improvement projects involving
one or more Federal agencies.
. Support the development of management systems or ranagement
techniques to improve the effectiveness and productivity
of Federal programs.
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Identify critical management problems and constraints
on management effectiveness and propose solutions to these
problems.
Utilize the combined experience of the public and private
sectors in developing solutions to the problems and issues
of public sector management.
Undertake specific management improvement projects which
the President may from time to time direct.
The charter of the Council will provide that, as a general rule,
the Department or Agency with a problem will have the lead in
developing and implementing solutions to the problem. The Office
of Personnel Management and the Office of Management and Budget
will have specific, direct roles in these agency or departmental
efforts. They will assist the agencies in diagnosis of the problems
and in implementation of remedial actions.
Agencies will normally chair task forces and supply staff
and other resources for this purpose. The task forces will include
Office of Management'and Budget and Office of Personnel Management
staff. The role of these two agencies on the task forces will
be not only to contribute directly to the efforts, but also to
assure that the full institutional support of these two offices
is brought to bear in assisting the agency in solving the problem.
The Council will also utilize the Assistant Secretaries'
Management Group as a resource for identification and resolution
of problems.
Projects initiated under Council auspices will give priority
to the rapid identification of problems and the prompt development
of remedial actions. However, project teams will also be sensitive
to the need to assure that the improvements made are lasting.
Long term improvement plans for the program or agency will be
a routine product of task force efforts. The Agency affected,
as well as OMB and OPM, will monitor the implementation of the
plans.
The major immediate result the Council can expect to achieve
in any given instance is the solution to a specific problem for
that agency, with specific plans for the development of the needed
longer term changes which must occur if the short-term improvement
is to become a permanent feature of the way the agency is to be
managed. There are, as well, some larger purposes which are longer
range and which ought to be government-wide in their impact
over time. The persistent problem of inflation requires that there
be major government-wide efforts to improve general management
practices and productivity in the public sector.
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It is anticipated that the Council will becone an important
mechanism for transferring the information an3 research results
from OPB's productivity program into action, and for assuring
the appropriate application of OMB's management policies to support
general management improvements.
The Council, in addition to its specific problem solving
role for individual agencies, should become over time an important
forum for the exchange of ideas and information about what is
most effective in making government work. While the Council will
focus on problems of program implementation, it should in the
course of doing that develop an institutional knowledge of what
works well and be in a position to suggest models for mangement
improvement which should be of use to all agencies. The result
should be ultimately a growth in productivity in the Federal goverment.
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