Despite challenging financial conditions in 1981-82, the Partnership for Rural Improvement (PRI) continued its traditional emphases on project development, organizational development, interorganizational coordination, and training and education as well as its newer emphases on task forces, community education, internships, community service fellowships, and model diffusion. Three major changes challenged PRI's management during the year. The PRI administration turned over in 1981-82 as did the administrations of various agencies and partner organizations. Also, organizations requesting PRI's help marked a new trend in collaboration by beginning to submit requests for organizational development assistance rather than for help in delivering a service more effectively. Finally, task force activities became largely sub-regional with some exceptions for regional efforts. From the new federalism PRI sensed four themes emerging to affect its operations in 1982-83: assistance to volunteer organizations, program planning with agencies trying to become more efficient to offset budget restrictions, efforts to provide outreach services, and movements toward community self-reliance. PRI intended to focus on model diffusion and new applications for management and leadership development and requested funding of $405,948 from the Kellogg Foundation. (SB)