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Volume 10 No. 2 February 1980


March 6, 1980


Terry Wold
Executive Director, Data Processing Authority

"Recommendations Resulting From Recent Planning Conference"
Golden Carriage

Speaker Introduction

This month’s speaker, is Terry Wold, Executive Director of the Data Processing Authority.

Terry was born in Minneapolis, Minnesota on February 21, 1936. On January 16, 1980 he was appointed the Executive Director of the Data Processing Authority. He had served in an ‘‘Acting’’ capacity since May 1978 when Clint DeGabrielle left the position.

Terry was educated at the University of Minnesota, graduating cum laude and elected to Phi Beta Kappa--with a major in Mathematics and a Minor in Economics and Statistics. From July 1957 to June 1961, Terry was with the Northwestern National Life Insurance Company in Minneapolis, Minnesota where he worked on the mathematics of mortality and interest tables (actuarial science)--the art of insurance companies and their means of making money. This was before the time when every actuary could have access to a computer, so all calculations were done on desk calculators. This work and study experience was very arduous, since one has to go through a sequence of tests to became a certified actuary. He did this for four or Live years; and, had he followed through, would have taken the series of tests over a period of at least eight years. But computers came into use in the life insurance industry at that time, Northwestern National Life Insurance Company got an early model internally stored-program computer, and Terry became a programmer. As he put it, his "career was rescued by computers."

Terry’s first programming assignments were determining how to computerize actuarial computations. Shortly thereafter (July 1961) came the opportunity to become involved in computer technology for The Rand Corporation in Santa Monica, California. At that time, Terry moved his family to Southern California, which was a traumatic experience for his clan because he was the first of the lot, so to speak, to leave the Minnesota settlement.

Terry started work at the Rand Computation Center as a Programmer Analyst. Over time he worked as a programmer on research projects, software systems, and corporate information applications. He progressed into project leadership, supervision of computer systems and operations, and various managerial assignments. Moving up the ladder over the next ten years, he ultimately became Business Manager of the Rand Computation Center. He served in this capacity from July 1971 to September 1973, during which time he had budgetary and administrative responsibility for all computational support requirements of The Rand Corporation, managing a budget of approximately $2.0 million per year and an organization including between 75 and 100 people. The primary equipment at the time he left Rand was an IBM 370/158 computer.

After spending a dozen years with The Rand Corporation, Terry decided he wanted to leave the Southern California area. The family had taken their vacation in the Northwest in the Summer of 1973. They decided this was a good place to live, environmentally, so in August of 1973, Terry responded to a blind ad in The Oregonian which was for a position with the Data Processing Authority. He was hired, sold his home, bought and moved into a house east of Lacey, and started working on the staff of the Authority in October of 1973.

Terry’s fami1y includes his wife, Sharon, and five children: three boys--rather, young men--and two girls. Their ages and names respectively--Tom, 23; Tim, 20; Ted, 18; Sandra, 12 and Sheryl, 10. (Guess the next letter in the series.) He has a busy and active family, whose hobbies include many outdoor activities--especially backpacking. Terry very much enjoys the wilderness and the outdoors generally, and thus is concerned about preserving the natural heritage of our neighboring and national environment. He was also recently appointed to serve as a Commissioner for the Thurston County Human Rights Commission.

Role as Executive Director

In his role as the Executive Director, Terry has the philosophy that the approach to a job should be toward a cooperative solution to problems; this being the ultimate ingredient in individual and group survival. His aim is to strive to find ways for all parties in the data processing community to work more productively and cooperatively together. One of his personal goals is to achieve this kind of relationship with OFM, the Legislative, and LEAP.

This brings us to Terry's short range goals. His goal is to work at establishing cooperative relationships working together to achieve mutual goals. This starts with the Authority itself. "The only thing tougher than with one boss is to work with eleven," to attempt to merge their directions and aspirations and bring about a real understanding--not in an artificial way, but by creating a true recognition of the key issues and a determination of where Authority members agree and  disagree.  The human element is the key; technology follows.

Future of the Authority

The Data Processing Authority has been through a difficult couple of years, Terry feels. A lot of soul searching and scrutiny has finally borne fruit, culminating in the recent Planning Conference. Terry see a new beginning without any really radical shift in policy, a reaffirmation of direction and focus, and a redetermination on the part of the Authority board and staff to find the right ways to function effectively among themselves in order to adapt to our rapidly changing environment.

Long Range Goal - Authority

The new Executive Director of the DPA sees data processing in the State merging with office automation. We need to find more effective ways, he feels, to manage office automation and word processing without stifling it or letting it run out of control--"go bananas". By figuring out the right kind of approach to automation, we should be able to foster and encourage change in a cohesive rather than a fragmented way. We nee," d to take advantage of our exciting technology and realize the greatest possible productivity with it. "Over the next five years", Terry says "there will be even more rapid change and we will have to run fast to keep abreast."

Systems Designs

One controversial area which Terry sees as a particular challenge is systems design.  The Authority is trying to promote more cost-effective systems designs by reducing individual agency efforts on what might be common systems projects, and by instituting a program of application feasibility study and post implementation review. Five to ten years ago, computer hardware was the major cost element, so careful and tight control over its acquisition was appropriate. Personnel costs, i.e., system development costs, are now paramount, and it seems appropriate to exercise control at the system design and feasibility review level--before major costs have been incurred in detail design and development. Post implementation review is also desirable to ensure that projected benefits of data processing are indeed being achieved by State agencies.

Projects such as the OFM Agency Financial Reporting System, and the Higher Education Payroll/Personnel System, are examples of common systems efforts which will receive DPA monitoring. The Judicial Information Systems project is illustrative of a major agency developmental effort with which the Authority will also want to keep closely attuned.

Professional Goals

Terry says he does not have any career goals as such, except to be happy in his job. At one time many years ago, he admits, he was married to his job, but came to realize it was not the most important thing in life for him--but rather, one of the many things to be fitted properly into his life. To quote Terry, "I like this job. In my experience in the State of Washington with the Data Processing Authority, the good has far overshadowed the bad. It has been a good experience. Having been named Acting Director was also a good experience, although somewhat painful at times. When I made the decision to go for the job permanently, I realized there was a lot more I really liked about the job than that which I did not like. I feel fortunate and pleased to be given this opportunity. I particularly enjoy the management part--the interactions and interrelationships with people."

Personal Goals

In terms of Terry’s personal goals, he plans to utilize his knowledge and his own consciousness to help keep this planet and its inhabitants alive and in tune, He feels it will continue to require real shifts in the attitudes of people. He is committed to work hard for the sake of his children and future generations to try to help other people understand the relationships which exist among all aspects of life on earth. His general crusade is to give of himself whatever it takes to help save this place.

Who’ s Who in DPA

J. W . Wilson

J. V. Wilson graduate from the University of Washington in 1953 with a B.A. in Business Administration. He served as a Naval Supply Officer in a Mobile Construction Battalion on Guam for two years and than completed one year of Law School at the University of Washington.

In June 1956 he began his career in the Bell System as a Junior Accountant working for the Pacific Telephone Company in Seattle. Jim has held a variety of positions in the Telephone Company while working at Pacific Northwest Bell both in Seattle, Washington and Portland, Oregon, American Telephone and Telegraph Company in New York, and Bell Telephone Laboratories in New Jersey. In most of these assignments Jim has worked in the field of Automated Data Processing as programmer, Application or System Developer and Manager, Data Center Manager, Coordinator with AT&T Centralized System Development, and Hardware Planner.

In January 1969 Jim was loaned to the State of Oregon for two months as Chairman of their Computer Study Task Force. Following the task force recommendations he served as Chairman of the Governor’s Data Systems Committee and the later renamed Governor’s Inter-governmental Information Systems Committee until transferred back to Seattle in September 1973.

He is presently is Division Staff Manager in Data Systems responsible for all computer hardware p1anning, Inter-departmental Data Systems Projects and Applications, and Business Information Systems coordinator with AT&T Bell Laboratories.

Jim Lives on Mercer Island with his wife, Jane, and their four children, Jeff, Barabar, Jodi, and Dannelle.

Personality Profile

Patrick Mailey

Our profile of the month, Pat Mailey, is a familiar face to many of us in Washington State government. Pat began his career in Data Processing in 1951 with Tacoma City Light, following his graduation from the University of Puget Sound with a B.A. in Business Administration. In 1953 he joined United Pacific Insurance Company Home Office in Tacoma where he became EDE Production Supervisor. In 1962 Pat was instructor/administrator as Data Processing department head at Clover Park Vocational/Technical School in Tacoma. He set up the full 2-year career programming courses as well as a variety of evening adult classes. He taught in both the day and evening programs. There was a heavy demand for graduates of the 2-year programming courses by industry and government in the Northwest.

Pat’s attention turned to state government in 1968 when he accepted a position with the Central Budget Agency (CBA) as a staff data processing coordinator in the State Data Processing Coordinator’s Office, the predecessor organization to the Data Processing Authority. He served as Manpower Resources Coordinator. This position was transferred to the Department of Personnel in 1969, where Pat remained for eight years. He was responsible for the coordination and administration of the state-wide inter-agency data processing training program and assisted in other data processing personnel matters. In October 1977, Pat returned to the state budget agency, now called OFM, where he served as project leader for the examination and analysis of the state accounting and financial system. This effort led directly to the current state financial system development. A recent temporary reorganization of the data processing function in OFM made Pat Supervisor of Programming and Operations. Pat also coordinates OFM projects assigned to Service Center #1 System Support Staff.

Pat is married and resides in Lacey. His wife, Patricia, is a domestic engineer. "She’s also my confidant and supporter. We’re a team", he says. Their daughter, Molly, 32, teaches in California; son Dan, 29, is Oregon’s representative for NIKE Corporation; daughter Kathryn, 28, is a job interviewer for the Department of Employment Security in Tumwater; and Tommy, 16, is living at home and attends North Thurston High School, Pat reports two grandchildren, Sean Patrick and Nicole Bernadette,

Pat has had numerous affiliations and credits, including:

Pat’s hobbies include salmon fishing, boating on the Puget Sound, and amateur photography.

When discussing short-range goals Pat has a keen desire to "do my part" to see OFM’s Data Processing section built into a quality center the agency can be proud of. "I don’t think many state data processing managers are aware that OFM’s data processing directly services all agencies and government branches in the state. We’re running a state-wide service bureau. We hope the new financial system will relieve us of some of this."

His long-range goals include a desire to use his years of experience and knowledge in a broader way. Eventually, Pat would like to go into consulting, or consultant lecturing. The objective is to combine what he likes to do with traveling, which both he and his wife enjoy.

In state data processing matters Pat feels there continues to be a question: Are we getting the "bang for the computer bucks?" He feels the DPA could do more to address the payoff issues in state data processing, such inter-agency systems. He feels there simply is no real direction and leadership in the application of the state computer investment. "State-wide systems, for example, can be sticky areas, but I think the DPA is in a good position to identify those applications and smooth the way for their development.

Pat feels strongly about data processing management titles. He feels data processing isolates itself when tied to generic MIS type titles. "Data processing managers actually become very knowledgeable about their agencies' mission and operations because of broad exposure and the nature of their work. Somehow their titles should recognize this as well as indicate an identity with the agency. For example, banking organizations often use the title Cashier or Vice President instead of Data Processing Manager. This has the effect of "belonging" to the organization.

Finally, Pat believes the quality of data processing people in state government is equal to or exceeds that of private industry in the Northwest. "We have personnel with a high degree of skills and abilities on the most modern equipment around. Perhaps we could do better in systems design but poor designs are not always the fault of the systems analyst," Pat says. "However, good user oriented analysts can do a lot to improve this situation. And, we have quite a few of these."

So "What’s Happening" at SPI

Had a call from Patti Palmer the other day asking why I had not been attending any Association meets lately. After I gave Patti several feeble excuses, she suggested that I write this article. I really believe she wanted to see if I would put my excuses in written form, so here it goes!

A lot of events are occurring at SPI. Last summer we purchased and installed a Hewlett-Packard HP3000-33 mini computer. (With 256K of memory, I am not sure if it should be called a mini.) The HP3000 configuration includes two 5014B disk drives and a 300LP14 printer. Built into the CPU console is a floppy disk drive and cassette tape reader. Sometime in February 1980, a 1600 BPS tape drive will also be installed. Eventually there will be six on-line TVI-CRT teletype terminals to support user needs.

Currently we have two major projects planned for the HP3000. By February 1, our agencies addressing system will be converted to the 1{P3000. The system will use data base technology and will provide for on-line data inquiries and requests for mailing labels. Updates to the addressing data base may be done on-line or in the batch mode. Requests for mailing labels will also be processed on-line or via a batching process. As requests for labels are processed on-line, they will be edited for correctness and a batch job stream will be created and placed in the input job queue area for later processing. After 5:00 p.m. the queued jobs will be released and processed by the swing shift personnel.

The second HP3000 application is to be an on-line system which will be used to track SPI grants. The Grants and Program Evaluation System (GRAPES) will be used to track federal funds and compliance schedules for Title IV-B projects. The GRAPES data base will provide on-line inquiry capability and will be designed for use by the major users of the system. One major user of the system and his staff are trained to code BASIC and thus perform many of their own programming functions. The GRAPES system is scheduled for implementation in May.

Another major event that is currently impacting our work load is the upcoming MVS conversion at the WSU computer center (WSUCS), MVS is scheduled to be installed by March 30, 1980. We are utilizing the conversion effort as an opportunity to gain control of all our programs and systems. All existing systems will be converted to a new set of naming standards. All programs, files, cataloged procedures, etc., will be renamed and inventoried. By May, we will know what systems and programs we have in our shop.

SPI is scheduled to move to new temporary facilities at the Tumwater Airport in December 1980. We will be physically located at these facilities for approximately two years. Thus, we have had to develop building specifications for a new computer center. The computer center will be designed to meet all state security standards which includes installing a HALON fire suppression system. We are currently working with our vendors to layout an orderly plan for moving our equipment and communications.

To add insult to injury, when we move back to the Old Capitol Building in late 1982, we will not move into our old computer facilities, therefore, we must design a new computer center for our permanent relocation in 1982.

Throughout all of these tasks, we must continue to support our customers. Two of our staff members have been trained to develop applications on our state-wide School Information Data Bases, which are on a Xerox SIGMA 9 computer system near Everett. The data bases contain information on approximately 40,000 teachers and 20,000 non- teaching personnel, plus additional information is available about school financial data and bus transportation data. The data bases are hierarchical and are designed for user on-line inquiry. It is our intent, when the data bases are loaded by February of each year, reports will then be generated and combined to create a Public School Data Facts manual. The manual will contain basic information about the K-12 school system. Our analysts and programmers are learning how to determine the most efficient data base data paths and how to code COBOL programs to access the data base elements. Talk about versatile programmers, do we have them! They know how to program on an AMDAHL at WSU, Xerox SIGMA 9 equipment at Everett, and the Hewlett-Packard at SPI.

In addition to the above items, we have stabilized our production systems so that an average of 98.4% of our production work for the past six months was produced on schedule and our data entry productivity has increased by 117% over the same period of time. (NO BRAG, JUST FACT.)

As you can see, we have alot happening. We have an exciting environment to work in; we have shifted from an all maintenance shop to a shop that is approximately 75% new development. We are becoming more and more involved in planning of long range agency programs. Because of our increased productivity and other recent successes, SPI management now considers data processing an asset.

Jim Andersen
Superintendent of Public Instruction


While the US may represent a little less than 6% of the world’s population it does not use more than 30% of the world’s energy (as some "no-growth" advocates say). It does not use 30% of the world’s sun, wind, moving water, oxen, donkeys and human backs. This is what the world meant by energy until the inventiveness released by democratic capitalism 200 years ago changed the meaning of the word.

In 1808, Jesse Fell, in Wilkes Barre, PA, discovered how to make anthracite coal burn, thus magnifying the power of the steam engine. Together, these made possible the industrial revolution. The first commercially successful locomotive began operation in 1829.

In short, all modern forms of energy--anthracite, oil, steam, electricity, gas, and nuclear--have been invented under democratic capitalism, and indeed by the same 6% of the world’s population. It may be that "Six percent of the world’s population has invented l007~ of the world’s modern energy--and distributed almost 70% of it to the rest of the world." (Michael Novak column, Chicago Tribune, 12/31/79, sec. 1, p.7)

Submitted by Twila Perry
General Administration


Throughout history the combination of man’s inventiveness and nature’s bounty has, in free nations, produced whatever energy was needed for growth, development and progress. Today’s so-called energy crisis results solely from government intervention that has disrupted the natural cycles of energy development by destroying the checks and balances of the marketplace.

Cliff Nolte, an independent geologist, recently made this point in an address to a meeting of the American Association of Professional Geologists. He said that a decline in availability of one fuel or another is part of a normal, natural cycle, but that there is not an energy shortage in this country. "If someone had plotted the consumption of wood in the late 1800s, the graph would show relatively little use in 1800, a peak at about the middle of the century, and the nation running out of the resource around 1900." Nolte continued: "Wood provided 90% of the nation’s fuel in 1853. But the projection that might have been made by the pessimists never happened. Instead, there was a natural, normal transition to coal."

Mr. Nolte believes that America has plenty of time for the transition to energy sources other than oil and gas. For instance, the US has more than 600 billion tons of recoverable coal. Our supply of uranium, working in breeder reactors, would give this nation a 750-year supply of energy at estimated 1985 consumption rates, Nolte called for the elimination of the Environmental Protection Agency along with federally-mandated price controls as the only lasting solutions to our energy woes. (Review of the News, 1/9/80, p27. )

Submitted by Twila Perry
General Administration

Structured System Design Technology - Logic Charts 2

Last month we described how logical processing is defined to take the inputs and produce the outputs. The four basic processing operations were defined and the relation of sets and levels in the hierarchy of a structure chart were explained. Simple and repetitive processes were described and the difference between data driven and record driven philosophies was emphasized,

Alternative pathways are the mechanism for branching in structure charts. When there are two or more pathways available and only one of them is to be taken, then the structure is an exclusive alternative structure, or briefly and exclusive OR.

An example of an exclusive alternative structure is shown below. The two alternative pathways are Boats That Caught Fish and Boats That Did Not Catch Fish, each being a set in the chart. These two alternative sets are separated by an -OR- indicating that one or the other is processed, i.e.~ on exclusive OR. The symbol -OR- is used because it is the most meaningful symbol for both users and data processing.

Computer Totals Begin Computer Totals (Conditional branch to one or the  other of the pathways)
Boats That Caught Fish Process
(Unconditional branch to end compute total)
Boats That Did Not Catch Fish Process
End Computer Totals  

The control for the exclusive alternative structure is also shown in the example, though in many charts it is implied rather than being shown. The last statement in the Begin Set preceding the alternative sets is a conditional branch to the beginning of one of those alternative sets. The last statement in each alternative set is an unconditional branch to the End Set. The last alternative set in the structure obviously does not need the unconditional branch.

When labeling the alternative sets it is best to use words rather than symbols. In the past a bar was placed above the label to indicate a "not" situation (Fish Caught and Fish Caught), or the "not" symbol was used (Fish Caught and ------ Fish Caught). These symbols have different meanings tc~. different people, or maybe no meaning at all, causing confusion and misinterpretation. Therefore, the word NOT is best because it is meaningful to most people.

When developing alternative structures, the structure must be all inclusive, i.e., all possibilities must be covered. The example above is all inclusive because the only possibilities are to catch fish, or to not catch fish.

The example at the left below is not all inclusive other types of Licenses than the three stated. shellfish pot license in this structure would properly. To resolve this situation a set for the added at the end as shown in the example on the right. because there are For instance, a not be processed other should be

Each License Gill Net License Each License Gill Net License
-OR- -OR-
Purse Seine License Purse Seine License
-OR- -OR-
Troll License Troll License
    Other License

The general rule for developing exclusive alternative have either an Exist/Not Exist situation as shown in example, or an A/B/C/other situations as shown in the or to list all possibilities. Any other structure is in failure sooner or later. structures is to the fish catch license example, likely to result

If an exclusive alternative structure has only one pathway to be processed, i.e., all the others are either Null or Skip, then the structure may be reduced to one inclusive alternative. The example below shows the use of an inclusive OR.

  Over 10 Tons Gross Skip      
Each Boat 5 to 10 Tons Gross Process Each Boat If 5 to 10 Tons Gross Process
  Less than 5 Tons Gross Skip      

The inclusive OR is indicated by the word IF in the set label, meaning that if the conditions are met then perform the processing. If the conditions are not met, then processing is not performed. The inclusive OR used to be indicated by a (0,1) below the set label. However, this was confusing to many people, especially users, and the IF was substituted with better acceptance.

Each License Each Boat

When two or more inclusive OR sets are used then an inclusive alternative structure is developed. A typical example is edit routines where most of the processing is done if a data element fails to meet specified criteria. If the data element does meet the criteria, then there is no processing. An example is shown below.

Each Data Record If Boat Number Not Numeric (Conditional branch)
If Species Code Not Numeric (Conditional branch)
If Buyer Name Is Blank (Conditional branch)
If Catch Area Code Not in Table (Conditional branch)

The control for an inclusive alternative structure is shown in the example above. The first statement in each inclusive OR set is a conditional branch either to the processing for that set, or to the next inclusive OR set, depending on whether the conditions were met or not.

The last of the four basic operations is parallel pathways, where two or more processes are occurring simultaneously. The example below shows parallel processing.

Process Application Begin Process Separate copies 1 and 2  
Send copy 1 to Licenses  
Send copy 2 to Fiscal  
License Processing Determine if applicant eligible, etc.  
Fiscal Processing Determine if applicant eligible, etc.  
End Process Application OK Issue
Application not OK Return

In this example separate copies of a license application are processed at the same time. If both processes show the applicant is eligible then the license is issued. If not, the application is returned with an explanation.

The control for parallel pathways is similar to the example above. The last statements in the proceeding Begin starts all the paths. The first statement in the subsequent End waits for all pathways to complete.

Thus far we have described repetitive, alternative, and parallel structures individually. There are situations where these structures may occur together within the same level. To combine these structures in the same level a new Intermediate set in used. This Intermediate set is a single process set that contains the functions of the proceeding structures End set and the subsequent structures Begin set.

In the example below a group of data is processed to calculate a total, then is processed again to prorate the profit. The Intermediate set is processed only once and contains all the functions that would have been in proceeding End and subsequent Begin sets. The Intermediate set is also used between alternative structures, parallel structures, or any combination of repetitive, alternative, or parallel structures.

  Each Person Add hours worked
Prorate profit  Intermediate Calculate percentage
  Each Person Prorate profit 

In this and the previous article we have briefly described the use of structure charts to define logical processing. We have not gone into the detail of how to develop the charts, or shown examples of all possible uses of the charts. That topic alone would take several articles. Let it suffice to say that with a thorough understanding of the four basic operations, and an understanding of how sets are put together in a heirarchy to build a logic chart, that any process can be defined. That process will be defined in terms a user can understand, and will include the sequence of events, level of detail, and processing flow. Can any other methodology make that claim?

Michael Brackett
Dept. of Fisheries

Job Matrix Update

Ron Pierce, Cliff Cotey, Larry Seaburg, Tim Seth, Dick Applestone and two Personnel representatives met on January 31, 1980 to discuss the Job Matrix Manager’s series. Tim Seth presented a counter proposal to the Manager’s Sub-Committee. Basically the proposal utilized the Matrix with some modifications as developed by the Sub-Committee but utilized a different series of classification titles. Tim Seth proposed keeping the concept of Operations Managers Series, a Systems Development Managers Series and the Prinicpal Management Series with minor modifications.

The Sub-Committee felt that Tim Seth and the Committee were closer to a resolution and agreement than we have ever been before. Two follow- up meetings are planned; the Job Matrix Sub-Committee will meet to review Tim Seth’s proposal in more detail on February 7, and the Sub- Committee will then meet with Tim Seth on February 15.

Tim Seth indicated the desire to conclude the Job Matrix Manager’s series and get it before the April DOP Board meeting.

Job Matrix Sub-Committee

Association Minutes - February 1980

The February ADPM meeting was called to order by Chairman Mike Brackett. There were 44 persons in attendance. Miriam Pritcher Bausch introduced Leonard Nord, Director of the Department of Personnel since 1967, as our guest speaker. Leonard discussed Legislation House Bill 1411: the certification of names for positions in salary range 43 and above must contain the 10 highest applicants or the top 25% of that register, whichever is greater. This Bill is a result of the abolishment of the non-competitive registers because of the veteran’s preference. It did not get out of committee and was opposed by the Department of Personnel because of lack of alternatives.

House Bill 38, A Career Development and Training Act addressed legislation to insure all employees have career plans provided by the Agency. Leonard Nord hopes this will pass; it keeps employees current and updated. Before, this was only present in Merit System Rules. Another portion, the Executive Service Career Development and Training could result in different assessments of jobs, probations, classifications, etc. , and would compel persons occupying management positions to take supervisory training courses. There is a real need within Washington State government for management training.

A Personnel Appeals Board establishment was introduced last session to handle primarily disciplinary actions appeals. This was not included in this session but Leonard Nord expects it to be coming down the pike in the future.

The Merit Pay Pilot, which received opposition last session and did not get out of committee, was not introduced this session. However, it could be here in the future,

Two court decisions affecting Personnel included a Superior Court decision that it is not permissible to enforce the rule excluding supervisors from collective bargain units, therefore the rule will be abolished; and, the Higher Education Personnel Board was taken to Court by the community colleges saying that it was not a statutory authority for higher education systems to provide mediation or arbitration--they need a method of collective bargaining or strike. Leonard Nord feels that the community colleges were short sighted and will cause a break-down in collective bargaining units. This is being appealed by the Higher Education Board and has no direct effect on us. however, we could be taken to Court over a similar action unless the Supreme Court reverses the decision,

The salary survey to be done this year will probably result in the largest pay increase for State employees in history.

A comparable worth study has not been appropriated but has been directed to be completed this year to determine the value of state employees to the State by position. The areas being investigated include skill requirements, mental demands, and accountability. For example, an LPN may receive 200 points where a Highway Technician may only receive 150 points. However, current salaries favor the Highway Technician by 207~: The problem is not two accountants getting different pay. The sex bias comes in only because there is a 20% differential in typical woman-jobs versus men-jobs. This study cannot be completed in one year and implemented. If this study is implemented in total, it will cost the State approximately $70 million over and above salary increases. It is not just a fiscal problem, however. Private industry will complain that they can’t pay these salaries: small business people can’t match the State already and are being very noisy. Comparable worth makes the public and the unions nervous. The biggest obstacle: How to structure the State compensation systems. Salary alone won’t make you angry unless you know someone else gets more than you and doesn’t do any more work. Some still view the project as a sex discrimination project. Women organizations will join the bandwagon of the public. Someone has already said, "Having DOP do this study is like putting a fox in a chicken coop."

Another area to be addressed in comparable worth is the high turnover in some job classes, Salary increases may be required just to keep people. Registered Nurses have a 36% turnover. Power Keyboard Operators also have a high turnover. It is becoming more difficult for Department of Personnel to propose salary changes because of being watched by employee and employee groups. For example, a pay raise for Registered Nurses will trigger Opposition because of Hospital Aides.

Assessing the performance evaluation system, if the Legislature passes Pay for Merit, it will result in a reworked evaluation system. Leonard Nord expects the ADPM to be heavily involved. Quantifying of evaluations will need a committee to ensure that data processing can handle the variations.

The automation of the pre-employment/referral system is being redeveloped by John Long on a Sanders Computer System.

Jim Michal reported on the DPA meeting held January 16. There will be no February meeting and the next meeting will be held March 5 in the OTCC Board Room. There were three acquisitions approved. The Administrator of the Courts received approval to acquire a 3032 IBM Compatible Computer to be installed August of 1980. Department of Transportation received approval to lease additional disk and memory and Service Center #3 received approval for upgrading their printer complex. Service Center rate revisions were approved. Service Center #1 has a structure change. Department of Transportation had a significant rate reduction and Service Center #2 had a major rate change. The Washington Library Network had a change in the license agreement of their software package.

Mike Brackett indicated the Personnel Liaison Committee was being developed and will be reporting at the next meeting.

Ron Pierce, Larry Seaberg, Cliff Cody and Dick Applestone, met with Tim Seth, of the Department of Personnel, to discuss the job matrix. Dick feels the relations are good and that they are beginning to use the MIS structure for the matrix approach. Ron Pierce is concerned that the general membership may not have a chance to review the final document prior to being placed on the 20 day notice for the April agenda. That problem is being worked.

The meeting was adjourned.

Personnel Liaison Committee

The Personnel Liaison Committee is in full swing with their first project, under the close eye of Paul Newman, being the Operations II Benchmark definition to ensure satisfactory salary survey results.

Official members include:

Don Brown, Chairman   Department of Transportation
Pat Mailey   Office of Financial Management
Mike Edmons   Service Center #3
Louie Orlando   Service Center #1

Association of Data Processing Managers
Meeting Agenda

Golden Carriage
March 6, 1980
12:00 Noon

  1. Introduction of Guests
  2. Presentation of Guest Speaker
    Terry Wold
    Executive Director, Data Processing Authority
  3. Treasurer’s Report
  4. DPA Announcements
  5. Old Business
    - Personnel Liasion - Mike Brackett
    - Job Matix - Dick Applestone
  6. New Business
  7. Correspondence
  8. Comments from Members
  9. Adjourn

Terry Wold will discuss the recommendations resulting from the recent Planning Conference.

REMINDER: Please send your notification of attendance to Patti Palmer Mail Stop KF-0l.