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Monthly Association Meeting

Date: October 4th

Location: Arnold’s

Time: 12:00 Noon

Topic: The Office Of Minority and Women Business Enterprises:
Purposes, Problems and Perspectives

Speaker: Carolyn Patton, Director
Office of Minority and Women Business Enterprises

Recently left a managerial post at the Weyerhauser Company

Has served as Assistant to the University of Puget Sound President

Has done personnel work for Aerojet General Corporation

Welcome to the 1984 FORUM

John Long, ADPM Chairman

This year’s annual forum promises to be another excellent event that contains a variety of items that should be of interest to all of us. Nine vendors are eager to show us their "state-of-the-art" wares. A series of excellent speakers will be sharing valuable information with us throughout the two days. This Is truly a unique opportunity to increase our knowledge of a fast moving profession alongside peers and users.

Needless to say, a number of people volunteered a lot of their valuable time to make this l984 Forum happen. Dr. Ruben Marti serves as overall forum coordinator. Ruben and Connie Williams handle all the administrative duties such as facilities, registration, etc. Dr. Tom Bennett, Larry Seaberg and Mary Swarthout lined up the speakers; and Bob Elias and Rodger Olson are coordinating the vendor activities These people met at least ten times as a group, plus carried out many individual assignments since early March--over six months ago.

They certainly deserve our gratitude for a job well done. Give them a word of thanks as you circulate.

Association of Data Processing Managers

October 4th, 1984 Meeting - Arnold’s Restaurant - Noon

AGENDA

1. Introduction of Guests

2. Introduction of Guest Speaker:
"The Office of Minority and Women Business Enterprises:
Purposes, Problems and Perspectives"
Carolyn Patton, Director
Office of Minority a-id Women Business Enterprises

3. Approval of Minutes

4. Treasurer’s Report

5. ADPM Board Report

6. DPA Announcements

7. Old Business

8,. New Business

9. Correspondence

10. Other Comments

11. Adjournment

ADPM September 10,1984 Board Meeting
Summary of Meeting Results
By Galen Schmidtke, ADPM Board Secretary 

The ADPM Board met on September 10, 1984 with Sunny Cotey and Larry Seaberg absent, and Bob Payne in attendance to present a DPA request to the Board.

1. Fall DP Forum: The Fall DP Forum will September 26 and 27 at the Westwater. Nine vendors will have displays/demos.

2.Technical DP Series: Ron Pierce reported that the Personnel Liaison Committee was working on "typical duties" statements for the new Technical classes. Although some problems have been noted In minimum qualifications in the new series, the decision is the new Class Descriptions out In use for awhile making any appreciable modifications,

3. Management Training: The Lake Wilderness Management Training sessions are booked at 29 attendees for the October 15 and 16 session, and 29 for the November 28 and 29 replay.

Also, John Long presented a proposal to invite Lonnie Barone to do a one-day management (motivational) seminar. The members felt the proposal had merit and asked that Seaberg follow-up on the suggestion.

4. Statewide Policy on Compatibility and Competition: Bob Payne reported that the DPA had decided in its recent Planning Conference to formulate a policy on Statewide DP architecture which would promote compatiblity and competition. DPA staff were directed to form a committee on the matter, and Bob was soliciting recommendations from the Board on membership. Bob suggested the Senior Managers Ad Hoc Advisory Group might be an appropriate body. After some discussion of the mechanics of the project group, and timing of forwarding recommendations to the DPA Acquisition Subcommittee and to the DPA as a whole, the Board decided to table the request to the next Board meeting.

5. ADPM Newsletter: Joe Coogan requested articles for future newsletters; e.g., overviews of DOL’s CAAP System and DSHS’s COSMOS Systems were suggested. The Board approved payment of the cost for printing newsletters.

6. Membership: John Long indicated at least 400 people are eligible for membership - range 49 is the threshold.  The following was discussed:

• Have a pile of newsletters at the Fall Forum registration desk,
• Print current membership roster in next newsletter,
• Promote ADPM at Fall Forum as part of Long’s introductions,
• Issue membership cards - initiation.
• Discuss possibility of only a salad bar at monthly lunches, at less costs.

7. Speakers Bureau: Discussion on Speaker’s Bureau resulted in agreement on two pilot attempts. Jack Morris will work with a local public school(s) and Joe Coogan will discuss the idea with Olympia Rotary. The idea to find a "client" or two and then identify topic and speaker.

September 6, 1984 ADPM Meeting Minutes
Submitted By Mark Johnson, ADPM Secretary/Treasurer

The meeting was called to order by Chairman John Long.

John Flanagan introduced Jay Johnston from Boeing Computer Services who gave a very interesting slide presentation on the general theory of data networking and included comments on the current state data communication needs study.

Business Report

Approval of Minutes

The minutes of the July 5, 1934 meeting were approved as written.

Treasurer’s Report

July 5 ending balance	1775.74
Retiring Board member momentos	182.32
September 6, 1984 balance	1593.42
Trust account for fall forum	2800.00
Checking account balance	$4393.42

Board Reports

• The fall forum was discussed and attendance encouraged. The forum will be September 26 and 27 at the Westwater.
• A progress report was made on the two fall Senior Management Seminars to be held October 15 and 16, and November 28 and 29.
• Comments were made by the Newsletter editor, Joe Coogan, encouraging the submission of articles and constructive ideas for maintaining a quality newsletter.
• The results of the DPA meeting were provided by Jim Michal, (Secretary’s note: If you miss the DPA meeting, Jim’s synopsis will keep you fully informed)

The next ADPM meeting will be October 4, 1984. The meeting adjourned at 1:22 p.m.

(Secretary’s Note: Make a note that the next three meetings are scheduled for October 4, November 8 and December 13)

Statewide Information Processing Training
Dr. Ruben Marti, Dept. of Personnel - SCAN 235-1348

SENIOR DP MANAGEMENT SEMINAR 

Confirmation letters for both sessions, October 15-16 and November 28-29, at the UW Lake Wilderness facility have already been mailed out. Final enrollment figures are as follows: 29 participants for the October session, and 28 participants for the November session. Information about travel, lodging, meals and pre-seminar reading assignments will be mailed later on.

TRAINING COURSES DISCONTINUED

Data Communications for non-DP Personnel, 8 hours, has been discontinued. We have found that most of the participants just wanted to sit in front of a terminal or microcomputer and be able to key-in their input data. Computer Based Training (CBT) is available for this purpose from both Service Centers. Microcomputer training offered through the Employee Development and Training Division (ED&TD) will provide for the remaining needs.

Introduction to EIS,SAS, SPSS, which is an 8 hour briefing on statistically oriented software, has been also discontinued, Especially dedicated courses on each one of these subjects will provide for the respective training needs,

OCTOBER 1984 TRAINING SCHEDULE

First Annual College and University
ADABAS Users Meeting

Summarized From WSU Brochure by Dennis Jones, OFM

From October 21st through the 23rd, Washington State University will host the first annual ADABAS Users Meeting for colleges and universities. To date, 28 colleges and universities are planning to send representatives. Rumor has it that Software AG’s new president will also be in attendance.

While the tone of the conference will be oriented towards higher education institutions, other interested persons are invited to attend. Conference activities include presentations by Software AG, and participating institutions from around the country. Special sessions will be devoted to Technical Support, Application Programming, Design and Data Administration, and Management Issues.

Speakers will include Steve Carter, Bill Smith, and Mike Brackett - known in the Olympia area - as well as other experienced guest speakers.

The conference fee is $50. This covers two noon meals, one evening banquet and entertainment, break refreshments, and registration materials.

If you’re interested, please call Steve Watson, Acting Director, University Computing Services, Washington State University (509) 335-3584. For registration information call 335-2946.

Be A Winner

SOURCE: Annual Conference Proceedings of the Society for Information Management - Mr. Lippencott. Chairman, President and CEO of Scott Paper Company.

Decision Support System
In A Legislative Environment

Donald Tierney, LEAP Administrator

The Washington State Legislature contracted with a consulting firm in 1974 to design a management inforlw3tion system for the Legislature. The project was called the Legislative Evaluation and Accountability Program (LEAP). The conceptual design was followed by a second contract calling for an automated budgeting system. This second contract resulted in the first ever computer support to the House and Senate Ways & Means committees beginning in January, 1975, initially this support was limited to comparative reporting. Historical expenditures for each state agency were captured back to 1970 as was each agency’s requested budget for the 1975-77 period. The Governor’s proposed budget was also loaded and, as they evolved, the various legislative versions of the budget were input, Reports were generated using this new computer capability comparing agency requests with pest expenditure levels, the Governor’s proposal with the House Ways & Means Committee version and so forth. A data base was assembled containing this information which is called the budgeting data base, This data base is updated each biennium and comparative reporting continues to be a popular use of the LEAP computer system,

In July, 1977 a new legislative committee (LEAP) was established to provide a formalized data processing service support capability to the Legislature. This support focuses on the fiscal aspects of legislative branch responsibility: budget development, oversight of executive branch fiscal operations and analysis of issues/proposed legislation with major fiscal impact.

Formalization of this support responsibility in a separate committee prompted identification of requirements for additional data bases and various costing and forecasting models, The following paragraphs illustrate applications developed to support legislative fiscal decision making.

The LEAP Committee maintains major data bases for access by legislative fiscal committees. Examples include the statewide budgeting data base, the monthly monitoring base and the K-12 data base.

These data bases provide ready access to detailed information, e.g. average classroom teacher salary in each of the 300 local school districts but, more importantly, the data can be used analytically in a variety of ways, Statistical computations such as regressions can be performed on the data; graphical displays in the form of line charts, bar charts and pie charts are also readily available.

The nature of data processing support the LEAP Committee provides to the Legislature has changed through additions of new data bases and through increased experience on the part of legislative users. More emphasis is placed on dynamic use of data new. For example, during the first legislative session with computer capability (1975), we had a single application of costing alternatives, A number of compensation alternatives for state employees were costed out using the LEAP system. Effective dates of increases were varied, different percentage amounts were costed and sine flat dollar across-the-board increases were costed out. This type of costing is still being performed through a menu-driven model, The user specifies the nature of the compensation change (salary percent, benefit percent, salary flat rate or benefit flat rate), the timing of the change and the amount of the change. The computer then per- forms the calculations and produces a tabular report listing the assumptions, the cost of each change by year and fund source for the total state and for each type of employee group.

A number of other computer models have been developed to support legislative fiscal functions. Examples include the basic education funding model, higher education tuition and fee models, higher education entitlement models and a revenue forecasting model. These models allow the Legislature to examine the fiscal impact of changing assumptions such as enrollment levels, tuition rates and student teacher ratios.

LEGISLATIVE OVERSIGHT

While the foregoing material involved support of the budget development process, the LEAP Committee’s data processing support also extends to legislative oversight of executive fiscal operations. Monthly data tapes from the Office of Financial Management (OFM) provide the base data for the majority of LEAP’s fiscal oversight activities, These tapes contain detailed actual monthly expenditure information for all state agencies as well as detailed estimated monthly expenditure data out through the end of the biennium, This information is used to perform variance analysis and trendular analysis of expenditure patterns versus legislative assumptions. This type of analysis permits the legislature to quickly identify potential trouble spots in the execution of the budget. Follow-up action with the Governor’s Office of Financial Management (OFM) and with management of the specific agency in question can then be instituted by the appropriate legislative committees.

OFM and the LEAP Committee are expanding the oversight function to include more workload data, The dollar amounts expended in major areas of the budget are "driven" by workloads. For example, amounts expended by the income maintenance program in a given month are largely determined by the number of AFDC cases eligible for payment in that month. Similarly, quarterly enrollments in the state’s community colleges determine faculty and support levels and, therefore, expenditure levels. The appropriation levels set by the Legislature for community colleges, for the income maintenance program and for many other major budget areas necessarily have workload assumptions underlying the appropriation amount. In some cases, the budget may direct agency managers to limit workloads to a specified level. Because of the major role workloads play in the budget process, the LEAP Committee is devoting more resources to tracking actual workload experience and comparing that information to budget assumptions.

 ISSUE ANALYSIS

Budget development and legislative oversight represent ongoing and recurring support activities, The Legislature also must address unique fiscal issues. The LEAP Committee’s support systems have been effective in gaining a better understanding of a number of these issues.

One such issue involved forecasting of cash balances. The State of Washington experienced serious cash flow problems in mid-1981. The Governor called the Legislature into special session to address both the cash flow problem and the overall issue of revenue shortfalls. The Legislature formulated alternative solutions to the revenue problem which included varying combinations of revenue increases and expenditure reductions. They also considered deferring some obligations to the end of the biennial period. Estimating the cash flow impact of these alternatives was a critical requirement. This was accomplished by constructing a computerized model using a month by month base line forecast of cash receipts and disbursements. The impact of discrete components of each alternative were input to the model. The model produced a graphic and tabular display of each month’s estimated cash balance for as many as three alternatives on a single report. While this model was constructed in response to a unique issue, it remains a useful tool for performing cash flow analysis,

The flexibility of LEAP support systems is evidenced by the varying nature of issues for which analysis has been performed. Models have been constructed to phase in salary equalization for teachers in 300 separate school districts over periods ranging from two to twenty years. The impact of a new reimbursement system for nursing homes was analyzed by modeling the service delivery environment for nursing homes within the state. Information concerning the state’s timber tax was collected and a modeled was built to analyze distribution of these receipts to hundreds of local taxi districts under a variety of scenarios.

CONCLUSION

Legislators and legislative staff are becoming more knowledgeable concerning the capabilities of automated support systems. This knowledge is leading to more emphasis on supporting analysis of unique or "one-time" issues. This s a fertile area for use of personal computers. Most of the fiscal analysts in the Legislature are trained in the use of personal computers and are now using these tools on a daily basis, This phenomenon will not eliminate the need for larger automated support systems, but will require coordination of activities among separate committee staffs. LEAP is presently working on a method to "download" information from the larger systems for use on the personal computers. We also plan on integrating budget development work done on the personal computers into our central budgeting data base.

The purpose of the LEAP support systems is to provide analytic and information resources to aid in legislative decision making. These systems must evolve as the technology evolves and, just as importantly, as the nature of issues confronting the Legislature evolve.

Personal Computers At DNR

Submitted By John Flanagan, DPA

Normally acquisition Post Implementation Review (PIR) reports are an excellent way for DPA staffers to cure their insomnia problems. Once in a while, however, something comes along which is timely, informative, and entertaining. In such cases it is well worth sharing with the ADPM community.

Bill Geisler, Norm Gunther, and Ken Arlint over at the Department of Natural Resources recently files such a PIR. It was to review the acquisition of 16 IBM PCs which the agency had received approval to purchase about a year ago. The following is an extract from a section of that report called "Lessons Learned". Considering today's mushrooming population of PCs within Washington state government, I think that we can all benefit from their experiences and observations.

The IBM Advertising Induced "Charlie Chaplin Mentality" 03.01.00

IBM, and other computer manufacturers to a lesser extent, has done a disservice to the end user population and those who have to support them. "The Little Tramp" imitation of Charlie Chaplin in IBM advertising, especially, has left people with a false premise about PC’s. It has left people with the feeling that "All I’ll have to do is get my PC, push a button, and the whole world will  be right." They haven’t seen it as another tool. It tends to be rather deflating when they learn what the systems are really like. Like any tool, those who are unfamiliar with it must be given time and training to learn how to use it effectively; and the time to use it to be effective.

Impact of Attitude of User’s 03.02.00

There is also a certain fear or apprehension of the new technology in some people. This fear has tended to stifle the progress of these people toward becoming literate in using this tool. Much more time needs to be allocated to employee development in this area. The question, "When am I going to learn to use this thing when I don’t even have time to do what I’m supposed to?" has been heard from many pressured possible users.

There has been a new expertise developed in some others - an expertise that has had benefits and drawbacks. These new "experts" tend to be the only persons at the site that get to use the resource, inhibiting the development of a broader user base. They also, though, at times are a valuable teaching and systems design resource - for people in other agencies as well as this one.

Importance of Support 03.03.00

By distributing processes from a centralized to a distributed philosophy, one would think that there would reed to be less systems support. Just the opposite has been experienced. The backlog of systems requests merely shifts emphasis from full processing systems to requests for data extractions, telecommunications and other technical support, package systems analysis and acquisitions, hardware maintenance, and systems consulting and training. In some ways this has called for a more highly skilled kind of personnel and sometimes personnel with a mixture of skills not needed when processing was centralized. Support staff has also needed to retrain and grow into this new support role. Users have sometimes been impatient with this and had a "Well, if you can’t do it, and you’re the expert, how am I supposed to be able to?" attitude. Some users have far surpassed the "experts" and are occasionally called upon to support other installations. The systems backlog has grown as the end users have developed a new awareness of what is possible in data processing.

Again, the managerial philosophy, spurred on by the "Charlie Chaplin Mentality", has been that these systems don't need any support and the allocation of personnel resources for support has reflected this philosophy. Allocating more personnel resources for support could make these systems more productive.

Site Requirements and Supplies 03.04.00

There were lessons to be learned in the site requirements for the systems. There were some additional equipment needs that not were not thought necessary when the systems were originally installed. Power conditioning equipment was probably the biggest expense. Environmental problems from excess heat, low humidity, noise, and glare on displays have also extended staff and capital resources. A new need for special office furniture and different office supplies became evident - especially diskettes, another "hidden" expense of using these systems.

Software/Hardware Explosion 03.05.00

Another support expenditure has occurred because of the dynamic state of the PC software/hardware industry, There is always some Dressure to try some new product with a better price or some new wonderful feature, The volume of literature dealing with this subject is also staggering.

Proliferation of software has been held back as well as humanly possible. Certain packages have been chosen as the agency package for those kinds of applications. (In explanation, dBaseII for data base package, Lotus 1-2-3 for spreadsheet package, Wordstar for word processing, etc.) This has been done in an effort for the existing technical support staff to be able to maintain supportability. This has led to the disappointment of some users because they don’t get their preferred package.

Logistics 03.06.00

Logistically, there have also been problems with both access by the users and with support. In some ways, it’s the same problem that occurred with on-line terminals. It’s not usable if you have to walk to another room to use it. How and when do field staff use it? Some field staff would have to drive almost 100 miles to get to their area PC. Will it be available when they get there? Also, the general policy is that field personnel should not be in the area office. They should be in the field. How do you give these field personnel the same chance at increasing their data handling productivity that area and division level people have without a much larger acquisition and distribution of these systems?

PC sites are spread all over the state. The furthest away from the support staff is in the Northeast Area Headquarters Office in Colville. Any on-site support of this site requires a staff-day, mostly taken up in travel. Air travel expenses are also incurred supporting this site. As much support as possible is done over the phone, by trail, and by surrogate support staff that were headed for that site anyway. (Luckily, the DNR chief pilot has become a computer crazy and has been called upon several times for remote support.)

Hardware repair is being handled on a walk-in service by occurrence basis. The only problems encountered so far have been the failure of two hard disk units on delivery (covered under warranty), the failure of two diskette drives ($250 a piece for replacements, installed in-house, $95 a piece for refurbishing), one broken diskette drive door, and one color display. Less than $900 has been spent in hardware repair, This has proven to be an outstanding record in light of the fact that service vendors want an average of one-third of the new value of the system for a service contract. Needless to say, service contracts are dismissed as an untenable alternative to maintenance because of their expense. Other alternatives are still being pursued.

Loss by Theft 03.07.00

PC’s are a temptation to persons of a larcenous tendency. The loss through theft of one system added another expense to these systems for hard security devices. Natural Resources contracted with Magnetic Information Systems of Federal Way, Washington for Anchor Pad Inc. security cads. This system somewhat permanently locks the PC to the desk or table it is on, making theft much harder. Hopefully, with the installation of these newly acquired devices no more systems will walk out the door.

The Emergent Data Processing Phi1osophy 03.08.00

Users of PC’s are starting to think of themselves as the owners of their data (rather than data processing) and tend to take more responsibility for it. This has changed the way in which people do their work and how they think about their work. They have become much more information conscious. The PC’s have made some mundane activities more interesting and have increased the employee satisfaction with their positions. People more interested in and more satisfied with their jobs tend to be more effective.

Employees have also started to think differently about the work they do. Some of the reasons for this may be because of the incentive program in the state or because the PC’s offer data processing as a tool that was not as readily available before. A user received a bonus for an idea submitted to the State of Washington Employee Suggestion Program for automating part of her job. This idea saved the department labor costs and FTE time that could be directed to other activities. This could not have been done without the PC.

Taken as a whole, this acquisition has been cost effective. Some sites have been much more fruitful than others and this was to be expected. Remedial action has been and will be taken to help those installations who have not been as cost effective as the norm. This action will include more user education, direct systems consultation with systems support staff, application of training software packages, cataloguing and distribution of more off-the-shelf intra-agency processing systems, and finally, reallocation of the systems resource if necessary.

State Microcomputer Resource Center

Jefferson Building, 1st floor
1110 Jefferson Street
Olympia, Washington 98504
mail stop PC-11

SUMMARY OF SERVICES

The Microcomputer Showroom has hardware and software products on display.. These products are generally those that have been evaluated and found to be effective, popular products that can be supported both with training and consulting services. Products that are not supported by training and consulting will sometimes be shown in a "being evaluated" status.

Hardware on display in the MRC Showroom includes an IBM PC, IBM PC XT, Sperry Mod-40, Zenith Z-150 and possibly other IBM compatibles. We also plan to display an Apple Lisa and a MacIntosh. Software includes a variety of popular packages in the areas of word processing, spreadsheet, data base, planning, graphics. Integrated software is currently being evaluated. Communications hardware and software is installed to allow demonstrations of micro to mainframe (SNA, BiSync and ASYNC) and micro to micro communications.

Consulting Services are available by visiting the MRC or by calling 754-0807. The MRC staff will assist state agency staff to determine their microcomputing needs and solutions. If a purchase or equipment lease is part of the solution, MRC staff will work with the agency staff to meet all state rules and regulations, itemize the products to be ordered and transmit the order to the appropriate data processing service center so the order can be placed. If the consulting work requires an excessive amount of time the MRC will require the agency to pay for the consulting service or will refer the project to a consultant at one of the data processing service centers.

The MRC supports research of micro-products by acquiring new products and coordinating their evaluation. The evaluations will be made by a team of agency and service center staff who have agreed to examine the product and make a report on it to the MRC.

Opens in Olympia in August, 1984

The MRC Showroom is used as a Demonstration Site for micro-products. Special demonstrations will be announced and presented by the MRC staff, usually at least monthly. Agency micro-support staff are also welcome to schedule the facility to provide demonstrations to the people they support.

The MRC Newsletter is used to disburse information about micro-products to the microcomputer support staff of all agencies. Evaluations of new products, available training, demonstrations scheduled, user group meeting schedules along with other topics relevant to the effective use of microcomputers will be highlighted.

A Reference Library is being developed and is available to all state agency personnel. In addition to a variety of books and periodicals on the subject of microcomputers, information summary sheets are available on a variety of subjects like, Wordstar, Lotus 1-2-3, and The Care and Feeding of Your Microcomputer. Although the books and periodicals are to remain in the MRC, copies of the information sheets are available on request. 

Working with the Education Division of the Department of Personnel the MRC will keep informed of all micro-related Training that is available through them as well as through other sources and we will assist people to be enrolled. We will also participate with the Education Division in needs assessment to help assure that adequate training is provided on subjects related to microcomputers. If necessary the MRC will arrange to provide additional courses. In these cases agencies will be required to reimburse the MRC for the costs of offering the class.

Help! Help! Help!

As you may be aware, the Department of Personnel Board adopted the new series to be made effective December 1, 1984, One of the next major steps is to have in place appropriate exams by that date. Here is the plan:

• Technical Specialists - trainees and interns will be certified  using experience and training (E & T) as the criteria for certification.
• Computer Analyst/Programmers (CAP) I & 2 will use existing written examinations upgraded to meet today’s needs.
• Computer Analyst/Programmers (CAP) 3 & 4 will be certified using new written exams--already partially developed.
• Computer Analyst/Programmers (CAP) 5 will be certified using an oral E & T exam.. This oral will be of the structured interview type as opposed to the standard specific question type.

Toni Curtis, DOP Test Development, will be formulating the new examinations and needs some dedicated volunteers to assist, Two teams will be formulated, one to develop/upgrade written exams for the CAP 1-4 series, and a second team to develop the oral exam for the CAP 5 series.

Want to help out in this most important assignment that will go a long way to assure our profession has a quality work force? If so, send your name NOW to Ron Pierce, the Association’s Personnel Liaison, Toni (753-5383) or Ron (753-3697) will answer questions.

TO:
Ron Pierce
Department of Social & Health Services
Mail Stop: OB-12

Yes, I’ll volunteer to help with the professional/technical exams:

• Computer Programmer/Analyst 1-4 Series
• Computer Programmer/Analyst 5 Series

Signed                                                                 Agency                                                                            Date                                                

Current ADPM Membership

You will notice on the next page, our current membership list. You are invited to see if your name appears there. If you think you are a member and you aren't on our list, please contact Mark Johnson, ADPM Secretary/Treasurer (Administrator For The Courts, Mall Stop: EZ-11). If your name is on the list, but the address or something is not correct, please use the next page for sending your correction to Mark - it's a self-mailing application/correction form, designed to simplify the process. If you would like to become a member of the ADPM, the By-Laws require that you are a Computer Systems Analyst 4 (or equivalent) or above. . . complete the ADPM application, fold and mail it. Thanks.

Current ADPM Members