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text: "Dinner Guests" William Worthington, Elizabeth Braddock, Laura Kinney With the steam of her wine glass pinched between her manicured fingers Tiffany contented to tell her handsome date all about her job at Worthington Enterprises and how it was the same and different then her position at Frost Industries. She talked and giggled and toyed with her wine glass and folk, her meal only partly touched. Everything William did to sound dull only made the girl giggle, he couldn't believe it. I'm going to kill my Dad when I get home, he thought. He's going to die slowly and painfully. "So you're a... what was it... a glorified secretary?" he asked idly, hoping it'd come off as obnoxious. "Personal executive assistant to the junior executive in charge of inter-office commutation." She replied with a bright and bubbly smile and giggle. Oh my God, William groaned inwardly, do they grow them on trees or something? His mirror eyes drifted away from the girl and across the restaurant to land squarely on a familiar and welcomed face. He lifted his hand and waved vigorously at X-23, praying Betsy was with her too. "Want to meet an old friend of the family, Stephany... or whatever your name is...? You'll love her, she's kinda like a fluffy puppy when you get to know her." "Tiffany." The woman chirped and then bounced in her seat. Laura saw young Worthington and nearly laughed at the look of pure torture on his face. She'd smelled him and the dime store blonde as soon as she and Betsy had walked in and would have looked for him if he hadn't spotted her. Walked towards the table she smirked. "Evening Junior, playing with your Barbies again?" "See? Didn't I tell you she's got class?" William almost cheered, grinning madly at X. "Care to join us?" Please, please, please... Elisabeth smiled as she sauntered up behind Laura and placed a hand in the small of her back. "New girlfriend, Will?" The first woman looked almost savage in an upscale United Nations sort of way and was actually sort of pretty. Tiffany wondered if she needed to worry about this one, after all this evening end in millions, but she relaxed when the older woman walked up. Tiffany blinked. Purple hair? Ah the smell of gold diggers, Laura thought with a twitch of her nose. "Wouldn't want to impose on your evening." She teased. "Could lead to something horizontal and pricey." "Hey, you know my Dad'll pay," William winked. "And it'll give my date something of a yardstick to work out how much I'm worth." "Now, now, Will, be nice," Elisabeth teased. ~~Don't be mean, love. Look at the poor thing, she's totally outclassed~~ ~~This one would be outclassed by a basket of kittens.~~ Laura replied mentally before adding verbally, "Might want to make that a ruler, a yardstick might confuse her." Tiffany huffed. "If you both don't mind William and I would like to get back to our evening?" "We would?" William blinked. ~~She's a resilient one, isn't she?~~ "That wasn't very polite. I do believe Master Worthington invited us to join you both. Shall we, love?" ~~I'm going to gag on the cheap perfume.~~ With as must grace as she was capable of Laura took a seat next to Betsy. "We wouldn't want to miss out on the delightful company." Again Tiffany huffed then stared at William expecting him to turn the women away. She didn't like them and the younger one actually scared her a bit. There was something almost animal like in her eyes. William rubbed his hands together and grinned. "What would my delightful companions like? Oh, and you, Stephanie?" He winked at Laura then waved over a waitor. "Your best champagne please, on the tab." "Ah, the infamous Worthington 'tab'," Elisabeth laughed. "It's like a bottomless pit." William laughed brightly. "I've made my Dad wince once or twice with how much I've put on it, believe me." "Well you would think a man married to your mother would be smarter in making choices." Laura said sweetly. Looking over at the woman she smirked. She smelled a touch of fear. "I think I'm in the mood for something raw and bloody." Tiffany turned pale as she sipped her wine. ~~Be nice~~ Elisabeth warned even if her dark eyes danced merrily. "We'll both have steak, blue for Laura and I'll have mine medium rare," she told the waitor. Leaning over, she patted the girl's hand as she said, "Don't worry, she only eats people when she's particularly hungry or harassed." The woman nearly gagged on the mouthful of wine. William let out a deep laugh that had chirruping undertones. "I'm sure you'd go well with a dressing of honey and mustard, Stephanie," he teased as he popped open the bottle of champagne that the waitor had brought. "More wine?" "It's Tiffany!" The woman replied as she took her napkin from her lap and threw it on her plate. "And no thank you. The surroundings are suddenly making me feel ill." Laura smirked as her eyes danced. "Don't leave on our account." "Not fond of staring at mutants, Tiffany?" William asked softly, his mirror eyes hard. "Or is it that the dollar signs are no longer worth it?" Laura asked. "I no longer wish to spend my time with tactless and classless freaks." Tiffany replied. Laura laughed. "Did you hear that? Tactless and classless freaks. Now went do you think the last time someone called Lady Braddock classless." Tiffany blinked. "You know you really should be more aware Barbie." Laura told the woman. "If you gonna social climb you need to learn who's on the ladder." Elisabeth rolled her eyes and nudged Laura in her ribs with her elbow. "It isn't tasteful to name-drop," she said as haughtily as her barely suppressed laughter could manage. "How many people d'you think Stephanie's told about her date with her boss's son?" William mused. "All her relatives and friends, at least. This girl is going places, you know." "Oh yes, I can tell," Elisabeth finally laughed deeply. "Right out the door." ~~Poor thing, she never stood a chance. This boy has his sights set too high~~ Laura playfully rubbed her side and watched as the blonde turned several mortified colors. "What do I know I'm just a savage." Bolting to her feet Tiffany all but growled as she threw Betsy's glass of wine in William's face before storming out." Spluttering a bit, he chuckled as he picked up his napkin and dabbed his face dry. "You know, I may just have deserved that," he grinned. "Definitely," Elisabeth smirked. "I don't think you've done much for mutant relations tonight, dear William. But then none of us have." "Warren started it." Laura huffed jovially. "What was he thinking?" "That I need a woman," William groaned. "He wants heirs, he wants me to settle down, he wants me to be happy." He rolled his eyes then took a dep swig of his wine. "He wants the impossible." "He's worried about you," Elisabeth said softly. "We all are, aren't we, Laura?" Laura nodded. "Ya know the whole settling down, grown up life, it ant's so bad kid." "Show me a woman who would not only not throw up whenever she rolled over in the morning to find me looking at her but who can also put up with the self-depreciation, thrill-seeking self-obsession of a spoiled brat," he shrugged one wing. "Throw up?" Elisabeth blinked then narrowed her eyes. "Do you gag when you see your own father?" "No, only my own reflection," William admitted. "You got one of those fun house mirrors?" Laura asked as she absently itched the skin between her knuckles. "Cause lookin' at ya, I'm not seeing anything gross or ugly and I got perfect eye sight and then some." "I have feathers," he said flatly. "Yeah so?" Laura replied, generally not getting it. "Bets has purple hair and eyes and I got these," The very tip of bone claws pokes out of the skin she'd just been itching. "Feathers, fur, tails, scales, claws, it's what we are." All William did was shrug his wings and swig some more wine. His mirror eyes drifted off to stare into nothing. "Are you truly that interested in the admiration of baselines? Elisabeth asked softly. "Is that what you crave in a mate? Someone who would simply 'overlook' what you are, instead of revelling in it, adoring it, worshipping it for the power it is?" She shook her head as she placed a hand on Laura's knee and rubbed it gently. "Don't you feel like a god when you fly, William?" "Even among our kind? There are very few who can fly so naturally." The raven haired woman added as Elisabeth's touch made her smile. "And even the most unique of us have found happiness. Look at Kurt and I hear his son has found someone. Even my sister's managed to make a life with the ice queen." William simply shook his head as he returned his strange gaze to his companions. He liked Laura, she, at least, could communicate on a level he understood. She'd known similar things. "There's always something wrong with them," he replied with a jovial laugh to lighten the mood. "Oh yes," Elisabeth snorted. "I'm told I snore and Laura is over-protective to the point of obsession. Let me see," she said as she ticked things off her fingers, "Your father had commitment issues, Havok had intimacy issues, and let's not forget dear, sweet Kaptain Britain, shall we?" "Everyone has issues." Laura added in. "You should have seen me when I first showed up. Feral isn't just an adjective to make me look fierce." She'd been nothing more then a wild animal with the social skills of a bobcat. "And Betsy does snore." "Hey!" she laughed, prodding Laura again. "It's a very delicate snore." Laura snickered. "Yes, very English and proper." She smirked as she caught the older woman's hand and held it. Elisabeth smiled softly as she rubbed a thumb over the back of her lover's hand. "This is what you need, Will. Something normal and soft." ~~My soft little furball~~ A light pink blush colored the bridge of Laura's nose and the tips of her ears as she smiled brightly. "If I'm soft Pete must be a marshmallow." "Big fluffy bunny," Elisabeth corrected primly. "Very handy to have around if you need someone to pick the furniture up so one can vacuum under it." At that William snorted. "Oh yeah, regular house husband, eh?" "Just ask Kitty," she insisted. Laura laughed at the image and nearly laughed harder when she remembered seeing Logan doing the same for Ororo. "Are you getting the point yet fly boy? Even mutants get to have normal happy lives." "I get it, seriously," he groaned. "But there just isn't one out there for me." "There's someone out there for everyone, kid." Laura told him firmly. "Even you."

subset: commoncrawl


text:
Maid who claims she saw Michael Jackson shower with Wade Robson when he was EIGHT 'asked to testify at choreographer's new lawsuit'
- Wade Robson, 30, is mounting a civil lawsuit against the dead star's estate claiming he suffered years of abuse
- Robson, who testified for Jackson and denied former maid Blanca Francia's evidence at his 2005 trial, is now asking her to help him
- Maid said she saw the pop star with the boy, hired as a dancer for Jackson, in the shower with their underwear on the floor
- Robson says he hadn't come to terms with the abuse when he spoke at the 2005 trial age 22
- Jackson supporters say Robson's claims are lies while his estate brands them 'outrageous and pathetic'
Choreographer Wade Robson has approached Michael Jackson's former housekeeper, who claims she witnessed the star showering with him as an eight-year-old boy, to testify at his abuse civil lawsuit, according to reports.
Lawyers for the Australian, whose family was helped to move to America by Jackson when he was a dancer at age five, are approaching Blanca Francia to appear as a witness, according to TMZ.
Robson, 30, claims he was abused by Jackson for seven years and that the King of Pop told him he'd go to jail for the rest of his life if he told anyone about it.
Lawsuit: Wade Robson, pictured yesterday with his family, has launched a civil lawsuit against Jackson's estate claiming he was abused and staff from the pop singer's company should have protected him
Support? Robson's lawyers are approaching Jackson's former maid Blanca Francia, left, to back him, according to reports. Robson denied her claims Jackson showered with him in the star's 2005 trial, right,
He has now launched a civil lawsuit against the pop star's estate.
It is a change of tune for Robson who took to the stand as the first defense witness at a trial in 2005, where Jackson was accused of molesting 13-year-old cancer survivor Gavin Arvizo.
It was the same court case where Francia spoke out about seeing a young Robson in the shower with the singer.
'I walked in and they were in the shower,' Ms Francia told the court, according to a report from the time.
'When I saw it I saw clothes on the floor by the shower...underwear,' she said, adding that she recognized Jackson's and Robson's underclothes.
According to TMZ in the maid's full written testimony she said she couldn't see what was happening in the shower but could hear Jackson laughing.
Ms Francia's own son spoke at the court case in which Jackson was cleared of all 14 counts.
Robson is planning to argue that Michael Jackson's companies -- MJJ Productions and MJJ Ventures -- had a duty to protect him.
However, his claims have been ridiculed by those close to the now deceased pop star.
Debbie Rowe, 54, the ex-wife and mother of two of Jackson's children, criticized Robson on Thursday.
She called the choreographer 'opportunistic' and said he was seeking publicity.
She told TMZ on Thursday: 'It will be quickly forgotten, and will do nothing, nothing to tarnish Michael's extraordinary legacy.'
Jackson's estate has called the claims 'outrageous and pathetic' while Jermaine Jackson has said that Robson is 'full of s***'.
But Robson has been making his case too.
He appeared on the Today program this week for a lengthy interview on why he is coming forward now and to outline his claims.
He says from the age of seven to around 14, Jackson 'performed sexual acts on me and forced me to perform sexual acts on him'.
Robson told Today Jackson convinced him that 'both of us would go to jail for the rest of our lives' if he told anyone about what they had done together.
During the Arvizo case he adamantly denied that he had ever been molested or inappropriately touched by the singer.
Seven years of alleged abuse: Robson, pictured right with Jackson as a kid, said from the age of seven to around 14 Jackson 'performed sexual acts on me and forced me to perform sexual acts on him'
Breaking his silence: Robson, right, told Matt Lauer, left, that he decided to break his silence about the alleged molestation after having his own son two years ago
Robson, now a top music choreographer who has worked with Britney Spears and Justin Timberlake, said he hadn't yet come to terms with what had happened to him.
'I said what I understood and I said what I was able to say,' he explained. 'From seven years old, from day one of the abuse, Michael told me that we loved each other and this was love, this was an expression of our love. And then he would follow it up with 'but if you ever tell anyone what we are doing both of our lives and careers would be over'.'
'This is not a case of repressed memory. I have never forgotten one moment of what Michael did to me, but I was psychologically and emotionally completely unable and unwilling to understand that it was sexual abuse.'
He said having his own child two years ago made him face up to the truth, as he said he couldn't help thinking about how he'd feel if a stranger molested his little boy.
'I'm a father and I became a father
two and a half years ago to this beautiful baby boy and during the first
18 months of his life I collapsed into two nervous breakdowns,
terrifying nervous breakdowns,' he said.
'At that point, I had no idea what was going on. And for the first time in my life, I began to realize that my completely numb and unexplored feelings about what Michael did to me might be a problem and maybe I need to speak to somebody about it.'
He has asked a
probate court to allow him to file a late creditor's claim against Jackson's
estate, even though the deadline has passed for creditors to file such
The estate's lawyer, Howard Weitzman, has dismissed Robson's claims.
In a statement Weitzman said: 'This is a young man who has testified at least twice under oath over the past 20 years and said in numerous interviews that Michael Jackson never did anything inappropriate to him or with him.
'Now, nearly four years after Michael has passed, this sad and less-than-credible claim has been made.'.
Robson said the ordeal of launching such a public case was too great for it to be about money.
'The idea that I would make all of this up and put myself, my wife, my son, my entire family through this extremely stressful and painful experience all for money is incomprehensible,' he said.
'I've lived in silence and denial for 22 years and I can't spend another moment in that... I'm never going to go away with this for the sake of money. I'm never going to be silenced for money. That's not going to happen.'
Robson's lawsuit comes as the high
profile trial of Michael Jackson's tour promoter, AEG, continues.
The trial is brought by the singer's mother and children who claim AEG shares blame in his death for neglecting to vet and supervise Jackson's doctor, Dr Conrad Murray.
Evidence: Jackson's case was backed by Robson at the star's 2005 trial, pictured entering court, over molestation claims
Idol: Robson, pictured as a young boy, was supported by Jackson who had him appear in numerous videos
Wade Robson, who was then 22, testified in the Santa Maria courtroom that he was five when he met Jackson for the first time in his hometown, Brisbane, Australia.
Two years later, he was a guest at Jackson's Neverland ranch for the first of some 20-plus overnight visits. He told jurors he shared a bed with Jackson on numerous occasions from the ages of seven to 14, at Neverland, as well as apartments in Los Angeles and at hotels in Las Vegas and LA.
When asked by Jackson's lead lawyer, Thomas A. Mesereau Jr., whether he'd ever been molested by the singer Robson replied: 'Absolutely not,' before also denying strongly that Jackson had ever touched him in a sexually explicit way.
When senior deputy district attorney, Ronald J. Zonen, questioned Robson's account, he replied: 'I'm telling you, nothing ever happened.'
Zonen then said, according to a New York Times article at the time: 'You're saying nothing ever happened when you were awake,' to which Robson responded: 'I think something like that would wake me up.'
However, a former maid at Neverland who testified at the trial as a witness for the prosecution, said she had seen Jackson groping Robson in the shower at the ranch. But Robson denied ever having a shower with the star.
But now Robson is claiming Michael Jackson did in fact molest him, over a period of seven years.
In an interview with Today, Robson, now 30, labelled Jackson 'a pedophile and a child sexual abuser' who from the ages of seven to around 14 'performed sexual acts on me and forced me to perform sexual acts on him.'
He said that Jackson told him the alleged abuse was 'an expression of our love.'
Robson added, explaining why he gave what he claims now was a false testimony: 'This is not a case of repressed memory. I have never forgotten one moment of what Michael did to me, but I was psychologically and emotionally completely unable and unwilling to understand that it was sexual abuse.'
But he said he was never offered money to deny the abuse during the trial.
'There was no money, there was no "you must lie." Michael, when he would talk to me before these things were going on, and he would call me everyday... it was complete manipulation and brainwashing. It wasn't any sense of the truth on the phone, he would role play with me and train me for these scenarios.'
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text:
It's diabolical. If the Reserve Bank of Australia fears an overheated property market, then the US Fed just turned the burner up with its announcement this week to keep pouring billions into the financial markets.
Looser monetary policy over there means a higher dollar here as the US currency devalues. Not only does this tighten the squeeze on exporters, it also swings the heat back onto the RBA to respond with rate cuts.
But using that lever risks driving property prices higher.
This past week's unexpected decision by the US Fed sent the Australian dollar rocketing back above US95¢. This month alone it has risen more than 6 per cent and again there are forecasts of a return to parity, effectively torpedoing much of the Reserve Bank's efforts to push the dollar lower and bring relief to trade-exposed manufacturing and tourism sectors.
"I want to see a lower dollar and it's going to take us longer to get there – so it's not great," Reserve Bank board member
Asked what level he would like to see for the currency, he said: "I wouldn't put a number on it. Lower is good."
The comments underscore the degree of difficulty associated with bringing down a currency, particularly with monetary policy.
The Reserve Bank's stated goal is to use lower interest rates to help Australia transition away from the resources investment boom – central to that is a lower dollar.
But after 2.25 percentage points of rate cuts between late 2011 and last month, it is still hard to see the sources of new growth.
Construction remains weak. business investment is rising at one-third the pace of last year. At the same time consumption growth – which accounts for more than 70 per cent of the economy – has halved to around 1 per cent,
Leading economic figures such as
"If you adopt a policy that pushes up interest rates too quickly, you're threatening the engine room of recovery."
But he also admits the Reserve Bank, with a cash rate of 2.5 per cent, is running out of capacity to cut rates and engineer a lower dollar. "The lower you get, the tougher it is to cut rates, no doubt about that," Evans said.
The Australian Financial Review


text:
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text: OverviewBack to top Rainbow Research - Colloidal Oatmeal Bath and Body Wash Unscented - 12 oz. Item# :75095UPC# :000518100186 Brand:Rainbow Research Size/Form:12 oz. Ship Weight:0.88 Colloidal Oatmeal Unscented Bath & Body Wash 12oz Rainbow Colloidal Oatmeal Bath & Body Wash provides soothing relief to itchy, dry and irritated skin. Colloidal Oatmeal is made from finely ground oats which are boiled and the colloidal material is extracted and milled to a fine powder. Rainbow Oatmeal Body Wash is a great way to cleanse and soften the skin naturally. Safe for Babies, Children & Adults. Rainbow ResearchRainbow Research was founded in 1976. Their philosophy is simple - use the best natural ingredients available, avoid unnecessary chemicals, and tell the truth. Since the beginning, Rainbow Research has chosen not to test their products on animals. Rainbow products are made in small batches to keep quality high. Rainbow Research guarantees their products 100%. Rainbow Research's following has grown through the years and they now sell their products to health food stores, massage therapists, chiropractors, medical doctors, salons, and consumers throughout the world Rainbow Research urges you to support those groups who are promoting both animal and human rights throughout the world.


text:
As the aging homepage wallpaper peeled away revealing the HTML beneath, Strong Bad and the gang finally returned to the Internet.
They have blocks of HTML inexplicably wrapped in script tags.
Just choose your charity and the size of the banner you want to use, then copy the HTML code and paste it onto your site.
He is as conversant with HTML and Git as with metaphor and the twists and turns of plotting.
In this HTML version of this e-book, plates are linked to larger versions of the illustrations.
The first title page was placed before this list for this HTML edition.
These pages are retained as comments in the HTML, and can be seen by viewing the page source.
These have been kept in the HTML version to align the page numbers.
In the HTML version of this book, images of the plates are linked to larger versions of the illustrations.
Some compromises had to be made in laying out this HTML version.
1992, standing for Hypertext Markup Language.
An abbreviation for Hypertext Markup Language. This is the basic format for language that is used to construct the World Wide Web.


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CP11 - Comptroller Civilian Career Program
The PMI Program was established by Executive Order 12384 in 1977. It is designed to attract to the Federal Service outstanding individuals from a wide variety of academic disciplines who have an interest in, and commitment to, a career in the analysis and management of public policy and programs.
By drawing graduates from diverse social and cultural backgrounds, the PMI Program provides a continuing source of trained men and women to meet the future challenges of public service. During this 2-year internship program, a PMI will expand his/her knowledge of the Federal government, acquire in-depth knowledge of the Army mission and programs, develop basic management skills, and prepare to enter a generic position of a specific grade at the end of the program.
2. Selecting PMIs PMIs are graduate degree recipients who have successfully completed a rigorous application and screening process. PMIs are competitively nominated by their schools; have a record of academic excellence; and possess leadership ability. Most have prior professional work experience. The specific criteria for eligibility includes:
- Completion of a master's degree or its equivalent from an accredited college or university during the current academic year;
- Demonstrated exceptional academic achievement;
- Demonstrated capacity for leadership;
- Demonstrated potential for future professional growth; and,
- Demonstrated commitment to a career in the analysis and management of public policies and programs.
The Office of Personnel Management (OPM) reviews applications and selects semi-finalists to participate in a structured assessment center process consisting of individual and group interviews and a writing exercise. The criteria used to evaluate applicants include interest in government service; demonstrated leadership; interpersonal and team skills; a wide range of quality of accomplishments; analytical thinking; policy and program evaluation; written expression; and, oral communication.
An average of more than 500 PMI finalists are selected depending on the number of potential positions available and are eligible for placement with an executive agency. Many are hired based on interviews held at an OPM sponsored Career Fair. Competition for PMIs is keen. The Executive Order limits OPM to select 400 PMIs. However, there are numerous career opportunities within the Federal Government.
The PMI Program places a strong emphasis on career development. During the two-year internship, PMIs experience a myriad of challenging career opportunities. Federal agencies arrange for seminars, briefings and conferences, as well as on-the-job training and other developmental opportunities. Agencies also provide PMIs with rotational assignments that expose them to another area of their agency, another agency or another branch of the Federal Government. According to OPM, a minimum of one rotational assignment is required for PMIs. PMIs receive an initial two-year appointment to an excepted service position in the federal government. At the end of their successful internship, PMIs may be converted to a permanent federal position. The decision to convert a PMI to a permanent position is made by the federal agency to which the PMI is assigned.
Each PMI is assigned to a mentor who guides and assists in planning and coordinating career development experiences during the internship. The PMI, supervisor, mentor, and agency coordinator work together preparing a 3-Year Individual Development Plan (3yIDP). The PMI and his/her supervisor plan developmental assignments and formal training activities that enhance both technical and management/leadership training. The OPM PMI Program Office provides structured career development activities through its own programs and facilitation of Career Development Groups.
OPM is asking agencies to take more responsibility for developing PMIs, subject to their government-wide standards. These standards include completing the IDP, 80 hours of formal training a year, and a minimum of at least one rotational assignment lasting at least 60 days.
The Army has traditionally established additional requirements to that of the ones required by OPM. Two examples of these increased requirements are: each CP 11 PMI will conduct at least two 90-day rotational assignments over the two year intern period; and each CP 11 PMI will be required to successfully complete, at least 80 hours of formal training per year.
Once the PMI arrives, a planning meeting should be held to formalize expectations discussed during the job interview and to begin to plan the next two years. Since the Army will provide most of the PMIs technical training, these experiences should be thoroughly planned and designed to meet the PMI and the agency's needs. Former PMIs and supervisors report that internships are most successful when PMIs and supervisors establish clear goals at the start while maintaining flexibility throughout the two-year program. The agency PMI coordinator and local Intern Program Manager will be an important resource person for the PMI, supervisor and mentor during these first few months and throughout the internship.
5. Individual Development Plans
CP 11 PMIs as well as all CP 11 careerists will be required to develop a 3yIDP. Within the first three months of the internship, the intern should prepare his/her 3yIDP. The 3yIDP is a training and development guide for the PMI's internship and the first year of continuous employment. Federal regulations on the PMI Program require agencies to provide individual development planning for PMIs in order to set goals and plans for use of training resources. It also allows the PMI to establish contacts and become familiar with various components of the federal government. The IDP is a planning document to be reviewed periodically and revised as appropriate.
The IDP should include planned rotational assignments and the learning objectives for each rotation, short- and long-range goals, and training activities, including participation in the PMI Program training conferences. The IDP must be reviewed and signed by the PMI, the PMI's supervisor, and his/her mentor. OPM does not require a specific format for the IDP. The learning objectives outlined should include the core competencies of the Multi-Disciplined Financial Analyst. Ideally the PMI should be exposed to all 17 core competencies through rotational assignments, on-the-job training and formal training. The PMI must fulfill all accreditation requirements for Level I and ideally Level II as well.
Preparing the IDP will take time. The PMI should speak to several people to plan his/her rotations to include: managers of other organizations, managers in other departments and agencies (if appropriate), current or former PMIs, the agency PMI coordinator, the supervisor, and the mentor. The PMI may review training course catalogs to select pertinent courses to help achieve the necessary learning objectives. The PMI should also review IDPs of previous PMIs to get ideas for rotations, training, and other career development activities.
6. Performance Standards and Evaluations
The supervisor is responsible for completing the PMI's first two 6 months and subsequent annual performance evaluation. After each rotation, the rotational supervisor should complete an evaluations. A copy should be provided to the PMI Coordinator and the supervisor. The supervisor will then incorporate the rotational performance evaluations into one annual evaluation in accordance with the agency's policies and procedures. PMIs must have a satisfactory annual performance appraisal to be promoted during the internship and to be converted to a permanent competitive position at the end of it. The supervisor and mentor will work closely with the PMI to correct any unsatisfactory performance.
PMIs should be assigned projects that challenge them and take advantage of their capabilities. PMIs represent an important pipeline to future government management and leadership. They need to be developed in-house both technically and managerially. Since the PMI Program regulations require agencies to train PMIs in both technical and professional competencies, PMIs should learn the skills and duties of permanent staff, when feasible, especially for the target position. Although highly desirable, some rotations may not always afford PMIs the full range of responsibilities given a permanent employee. However, PMIs can still have a high degree of responsibility for a project of more limited scope.
While OPM is responsible for providing orientation and graduation sessions for the PMIs, supervisors should also ensure that PMIs' work assignments include a mix of both programmatic duties and leadership and management-related experiences. Developmental experiences related to management might include involvement in developing budgets or work plans, participation on an organizational task force, or leading a small workgroup. Some projects should expose the PMI to high-level managers and provide insight into the managers' responsibilities.
Rotations are an important part of the PMI experience. They allow PMIs to contribute to different programs, develop a broad understanding of the agency's mission, acquire a variety of professional skills, and lay the foundation for future managerial/supervisory responsibilities. Rotations must be carefully planned. Before a rotation is finalized, a written learning objective planning memo should be developed. After action memos will be prepared to evaluate the PMI's success in meeting these objectives (sample provided). Ideally, rotations should have the following characteristics:
- Extend for two to three months and involves different types of work assignments
- Include interaction with as many different parts of the department as possible
- Focus on developing specific professional skills or fulfilling particular managerial competencies
- Complement the PMI's existing knowledge or professional interests
- Allow PMIs to gain different perspectives on his/her agencies either by moving around in the agency or rotating to a related program inside or outside the Federal Government (at discretion of agency-e.g., OMB or Congress)
- Allow a PMI based in a region to rotate to a headquarters location and vice-versa
A minimum of one 60 to 90-day rotations is required. These rotations should be at the installation, major subordinate command, major command, and Headquarters, Department of the Army levels. For many PMIs, more will be appropriate. Overall, the number and time allotted for rotations will vary greatly.
9. Career Development Groups (CDG)
The purpose of a CDG is to provide educational and developmental activities, programs, and experiences for the PMIs within the group. The CDG is another avenue through which PMIs can acquire their managerial-track competencies, learn the views and insights of key government managers and officials, and foster relationships with other PMIs and agencies. Planning and participating in these activities provide PMIs with opportunities to practice organizational development and theories, group dynamics, management techniques, and interpersonal skills. CDGs are also an important source of support and networking. CDGs are comprised of approximately 20 to 25 PMIs from a cross section of federal agencies/departments, with one group leader/advisor and a co-leader/advisor, typically a high level manager. Washington-based CDGs usually meet once a month for program meetings and/or group activities. Regionally based CDGs generally hold monthly conference calls to plan training activities and discuss issues and concerns of PMIs in the regions. In addition, the CDG leader/advisor is an important resource for individual group members to identify developmental and training opportunities, network with other agencies, and gain valuable insight from the leader/advisor's extensive federal experience.
CDGs should focus on government wide issues and not the special issues of the PMI's agency. Therefore, supervisors and mentors are encouraged to help PMIs find additional activities that increase their understanding of the agency and its place within the federal government. (For example, in the past PMIs went on a Staff ride to the Gettysburg Battlefield). PMIs should attend at least one such special event per year.
CP 11 PMIs are expected to attend the PMI Program-sponsored training conferences and participate in the activities of their Career Development Group (CDG). These activities are intended to broaden the PMI's knowledge of the Federal Government, enhance their management skills, and develop a network with other PMIs and government executives and officials. Agencies/departments pay a fee to OPM for PMI screening, selection and placement, and career development. Associated travel and per diem expenses are paid by the agency.
The OPM PMI Program office hosts several training programs for PMIs over the two-year internship such as orientation and graduation training programs. These programs are an important component of PMIs' training and generally include a variety of important program information on specific management topics and government issues. Conferences are in or near Washington, D.C. and last from 1 to 3 days each. The agency/department is responsible for PMIs travel and per diem when they attend training programs.
OPM charges an annual program fee of $3600 per PMI which supports the program operations, recruitment, screening and selection activities, tuition for OPM sponsored training conferences, and Career Development Group seminars. Expenses for PMI activities vary according to location. Since many of OPM's training conferences are held in or near Washington, D.C., regional PMIs will have higher travel expenses. Most CDG activities for Washington-based PMIs take place in the Washington area; however, Washington-based CDGs may plan occasional activities and programs outside the Washington metropolitan area.
13. Roles of the Players in the PMI Program
Clearly defined roles and responsibilities of the various players throughout a PMI's two-year tenure are important to the success of the PMI Program and the individual PMI. Each participant in the PMI Program contributes greatly to the overall development of the PMI, both individually and in concert with other participants. Communication and coordination enhance the PMI's experience, and the agencies involved in the program. The major players in the PMI Program are listed below, along with their primary responsibilities:
Supervisors. Supervisors provide instruction, guidance, and feedback to PMIs. The success of PMIs and the PMI Program is due in large part to the interaction PMIs have with their supervisors. A PMI supervisor is responsible for:
- Meeting with the PMI to establish the office's expectations and conditions for evaluating performance and achieving developmental objectives;
- Completing the PMI's performance evaluation;
- Assisting the PMI in the development of an IDP which allows for a reasonable number of rotations;
- Monitoring the execution of the PMI's IDP;
- Maintaining contact with the PMI's rotational supervisors;
- Assisting with administrative issues, e.g. travel, health benefits, etc.
- Providing time during work hours for the PMI to attend CDG activities and OPM/PMI-sponsored training conferences;
- Assigning the PMI appropriate work;
- Initiating all appropriate personnel actions in a timely manner;
- Providing regular feedback and guidance;
- Maintaining a basic knowledge of the PMI Program; and
- Helping PMIs develop and evaluate potential rotational assignments.
PMIs. A PMI is offered many different learning opportunities throughout his/her 2-year program. However, the PMI must also take control of his/her own career development, and advancement by:
- Being flexible and developing a professional reputation;
- Developing and following up on the goals established in the IDP;
- Achieving goals and objectives established for each rotation by the PMI and his/her supervisor;
- Participating in all OPM- and agency-sponsored career development activities;
- Being an active member of the CDG and accepting leadership roles whenever possible; and
- Working closely with the agency PMI coordinator, supervisor, mentor, and CDG leader/advisor, and selecting rotations with both long- and short-range career goals in mind.
Mentor. Mentors are valuable sources of information and advice for the PMI. They help the PMI understand the Federal Government, the Army, and his/her position in the agency. A mentor/PMI relationship is very personal and can contribute greatly to a PMI's success. Each CP 11 PMI will be assigned to a SES mentor. The responsibilities of the mentor include:
- Playing a key role in the PMI's career development;
- Providing guidance, advice and support to enhance the professional development of the PMI;
- Serving as a resource for rotational opportunities;
- Linking the PMI into a wider network;
- Helping to develop and evaluate potential rotations; and
- Reviewing the PMI's IDP.
PMI Coordinator. The Army's PMI coordinator is the liaison between the PMI, the department, the OPM PMI Program Office, and supervisors. Providing funding for PMI initial costs to OPM. The PMI Coordinator is responsible for:
- Working with agency managers to identify PMI positions;
- Acting as a resource person for the PMI, supervisor and mentor;
- Helping PMIs and supervisors identify and clarify responsibilities and commitments;
- Providing funding to OPM for PMI initial costs.
Intern Program Manager. Each MACOM and agency has an Intern Program Manager who is responsible for:
- Conducting and orientation to agency mission and structure;
- Acting as a resource person for the PMI, supervisor and mentor;
- Helping PMIs and supervisors identify and clarify responsibilities and commitments;
- Guiding the PMI and the supervisor in the design of the IDP with goals and objectives; and
- Receiving and reviewing all rotational agreements and evaluations, and insuring that all OPM and requirements are met; and, providing information on external and in-house technical and managerial training opportunities for the PMI.
Rotational Supervisor. The rotational supervisor is the manager responsible for the PMI during the temporary assignments outside of the intern's core area. These supervisors are responsible for:
- Insuring that the PMI is assigned a full and appropriate workload;
- Developing objectives to be accomplished during the assignment;
- Communicating the objectives to the PMI prior to the beginning of the assignment; and
- Evaluating the intern's performance during the rotation and providing an assessment to the supervisor.
Office of Personnel Management - PMI Program Office. The PMI Program Office is responsible for the overall coordination of the program within the various agencies/departments of the Federal Government. The PMI Program Office is responsible for:
- Overseeing the PMI recruitment, selection, screening and placement components;
- Providing structured career development activities, including orientation and graduation programs, as well as other career development activities and programs; and
- Working as a conduit for communication among all those involved in the PMI Program: PMI coordinators, supervisors, mentors, CDG advisors/leaders, and PMIs.
PMI positions are 2-year Schedule A excepted service appointments at the GS-9/11 grade levels. After successfully completing the program, PMIs are eligible for a non-competitive conversion to a GS-12 competitive career or career-conditional service appointment.


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