The internship at the Arizona Industrial School consisted of the assignment to the position of Correctional Programs Officer II. This position afforded the opportunity to observe skilled administrators in the performance of their duties and enabled this intern to conduct a program of correctional rehabilitation and to supervise subordinate counselors while under professional supervision. Knowledge concerning general casework and treatment programs was obtained both through observation and instruction from professionally trained individuals. Staff meetings, interviews, conversations, and tours further enhanced the acquisition of invaluable knowledge concerning correctional administration. A great amount of time was utilized in reviewing written material concerning this institution’s financial, vocational, and educational divisions, and the CHAPS project, resulting in a more complete understanding of the total management of a public, residential, correctional treatment facility which should be of self benefit in the future.

No description available.

No description available.

My internship experience at the Arizona State Employment Service can basically be divided into two parts. The first part, at the Tucson Metro Office, provided me the opportunity of observing and participating in the basic functions of the traditional Employment Service: employment interviewing and job placement. While at the Tucson Metro Office, I was also able to participate in the organizational and administrative planning and initial execution of the Summer Jobs for Youth Program. This program gave me insight into the basic administrative or management problem of attempting to maximize effectiveness while working within the constraints of severely limited resources. The second part of my internship consisted of three and one- half weeks at the Employment Opportunity Center. This experience gave me an exposure into what has become the new direction and emphasis of the Employment Service: providing employability development services for the disadvantaged. The team approach was developed as a means of providing the support and the variety of services that the disadvantaged needs to overcome his problems. While at the E.O.C. I also had the opportunity to attend management level conferences with other manpower agencies. These conferences were basically an attempt to eliminate the duplication of services by similar governmental agencies. This impressed upon me the absolute necessity of agency coordination, but I soon found out that this was difficult to achieve because of the many different manpower programs designed for specialized interest groups. Competition among the interest groups thus developed and impeded coordination.

The internship experience with.the Phoenix Parks and Recreation Department provided opportunities to observe administrative and supervisory techniques, practice and observe leadership responsibilities, and examine written material relating to policies, procedures, and planning. Administrative and supervisory techniques were observed at meetings held by the parks and recreation superintendent, the recreation superintendent, and section supervisors. In addition, each of these persons, and others, were interviewed regarding their personal views on administration and supervision. Two weeks were spent in a leadership role with the department's recreation program for retarded children. Both individual and group leadership was practiced. Leadership in action was observed by visiting many recreation programs at parks and schools. Leadership problems were discussed with several of the recreation division's staff. A large part of the last two weeks of the internship was spent examining records and files at the parks and recreation department's offices in the city hall. Particular attention was paid to the financial operations of the department, personnel procedures, and long range planning. When the internship was over and the material for the diary compiled, twenty-nine criteria for a successful municipal recreation program were selected from a textbook and compared to the author’s opinion of how well the parks and recreation department met the criteria.

This Diary has been written in partial fulfillment of the requirements for a Master’s Degree in Public Administration, with public recreation being the selected major field. The internship experience was done with the City of Phoenix Parks and Recreation Department from June 6, 1967 to August 18, 19&7. Orientation to the department’s organization structure was of primary importance during the first weeks of the program. This required obtaining a degree of familiarity with all aspects of the department's operations, and a general knowledge of the personnel relations within the structure. Specific knowledge pertaining to recreation skills and training was used while participating in a special project assigned by the department. Also, in working with highly qualified staff personnel, this project afforded an opportunity to acquire many new recreation skills. Keeping a daily accounting of time during the internship permitted the inclusion of many significant experiences which might otherwise have been omitted. Finally, an integration, of the theory and practices experienced during formal education with those of actual practice must be completed to result in a full realization of the total educational experience.

No description available.

No description available.

This internship with the Tucson Police Department began with the assignment to the Office of Internal Affairs within the Administrative Offices of the Chief of Police. During the internship, the Office of Internal Affairs was moved into the newly created Administrative Division. The first project assigned was the 1969 Personnel Report. This report consisted of a compilation of personnel statistics about the Tucson Police Department. This project was set aside with the assignment of my second project. The second project was a survey of the educational achievements within the Tucson Police Department. This project was given priority over the 1969 Personnel Report and, therefore, is listed first in the diary. This project was a complete evaluation of the Tucson Police educational system and its accomplishments. The third and final project concerned the development of an awards system for the Tucson Police Department. A survey of other cities was conducted, and recommendations were based on the results of that survey. These three projects concluded the internship in the prescribed 400 hours.

The internship experience with the Department of Community Development and its Urban Programs Division provided an opportunity to participate in the preparation and revision of operating budgets, in the organizing and revision of fiscal management systems and in the review and preparation of a federally assisted program. The functioning of intergovernmental relations was observed both between the city and the national government and between the city and the state government. Also, the role of individual personalities was observed in such relations. A part of the first two weeks of the internship was spent in private meetings with various department directors and division administrators. In these meetings, particular attention was paid to the techniques the directors and administrators use in the budgetary process. When the internship was over, the practical experience which it provided was compared to the academic experience.