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10/6-7 Chicago: Corporate Community Relations, Atlanta: UNCF [United Negro College Fund] Speech/Governor Miller
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10/6-7 Chicago: Corporate Community Relations, Atlanta: UNCF [United Negro College Fund] Speech/Governor Miller
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FOIA Number: 2013-0661-F
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This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
National Service
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Eli Segal
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OA/ID Number:
1293
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Folder Title:
10/6-7 Chicago: Corporate Community Relations, Atlanta: UNCF [United Negro College Fund]
Speech/Governor Miller
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66
2
7
1
ELI J. SEGAL
October 6-7, 1993
Chicago, IL
Atlanta, GA
WEDNESDAY, OCTOBER 6
7:15 a.m.EDT
Depart 1535 28th Street en route to National
Airport via taxi with Susan Stroud
7:35 a.m.
Arrive DCA, proceed to United Terminal
8:00 a.m.
United #603 DCA to Chicago O'Hare
9:00 a.m. CDT
Arrive Chicago.
Taxi to 105 W. Adams Street
10:00 a.m.
Arrive WBEZ for NRP Interview
105 W. Adams Street, 39th Floor
(Corner of Adams and Clark)
Contact: Adam Davidson 312-460-9321
ONS contact: Ethan Zindler
10:45 a.m.
Depart NPR en route to City Hall, 121 N.
LaSalle
11:00 a.m.
Arrive City Hall. Proceed to 5th floor press
conference room
11:05 - 11:35 a.m.
Meeting with Police Chief Matt Rodriquez
Chicago P.D.: Helen Watts 312-747-5501
ONS Contact: Rana Sampson
11:40 a.m.
Depart City Hall en route to Community
Policing Event
NOTE:
Warren Friedman will pick you up at the Clark
Street entrance to City Hall and drive you to
site visit and return to Hotel Nikko.
12:00 p.m.
Arrive Policing event with VISTAS: Chicago
Alliance for Neighborhood Safety (CANS)
Contact: Mary Lubertozzi 312-353-4899
1:00 p.m.
Depart policing event en route to Hotel
Nikko, 320 North Dearborn (312-744-1900)
1:30 p.m.
Arrive Hotel Nikko. Proceed to Ballroom A
Center for Corporate Community Relations at Boston
College 1993 Leaders Conference: Strategic Community
Relations
Opening Panel: The Changing Environment and its Impact
on Business
1:45 p.m.
Remarks by Peter Morrison, demographer from
RAND
2:10 p.m.
Remarks by Joel Kurtzman, Editor, Harvard
Business Review
2:30 p.m.
Remarks by Eli Segal
Staff Contact: Jody Kanter/Rick Allen
2:50 p.m.
Question & Answer session moderated by Jack
Sabater, Director of Corporate Social Policy
and Programs, IBM
3:30 p.m.
Depart Hotel Nikko en route to Chicago
Tribune, 435 North Michigan (312-222-3232)
Via taxi
3:40 p.m.
Arrive Chicago Tribune.
Staff contact: Ethan Zindler
3:45 p.m.
Editorial board meeting
4:30 p.m.
Depart Tribune en route to O'Hare airport via
taxi
5:30 p.m.
Arrive O'Hare airport. Proceed to United
terminal
5:35 p.m.
Conference Call to Dick Staufenberger re:
personnel issues (202-724-0600)
6:30 p.m. CDT
United #364 Chicago O'Hare to Atlanta
9:29 p.m. EDT
Arrive Atlanta airport. Depart en route to
Stouffer Concourse Hotel, 1 Hartsfield
Centre Parkway (404-209-9999) via taxi
9:45 p.m.
Arrive Stouffer Concourse Hotel
Confirmation #: 3652773012
NOTE: Karen will meet you at the hotel.
THURSDAY, OCTOBER 7
8:30 a.m.
Breakfast with Michelle Nunn, Christa Roth,
Rolette Thomas, Tenera McPherson from Hands
On Atlanta at the Stouffer.
9:30 a.m.
Depart Stouffer Concourse Hotel en route to
State Capitol via taxi
10:00 a.m.
Meeting with Georgia Governor Zell Miller
201 State Capitol
11:00 a.m.
Depart State Capitol en route to Stouffer
Concourse Hotel, 1 Hartsfield Centre Parkway
(404-209-9999) via taxi
DIRECTIONS: 85 South to Aviation Commercial
Center Exit. Hotel is one block on right.
11:15 a.m.
Arrive Stouffer Concourse Hotel.
11:15-12:00
Downtime and speech prep in hotel room
NOTE: Check out time is 1:00 P.M.
12:00 - 1:00 p.m.
Buffet lunch with UNCF Board Members,
Ballroom A
1:00 p.m.
Bill Gray introduces Dr. Johnetta Cole
Dr. Cole introduces Eli Segal
1:05 p.m.
Eli introduces National Service video
1:15 p.m.
Remarks by Eli Segal
1:30 p.m.
Questions & Answers moderated by Dr. Cole
2:40 p.m.
Depart hotel en route to airport via hotel
shuttle
2:50 p.m.
Arrive Atlanta airport. Proceed to Delta
Terminal A
3:14 p.m. EDT
Delta #499 (Atlanta to Denver)
4:16 p.m. MDT
Arrive Denver Stapleton airport. Proceed
to
rental car area. Drive to Vail
Monday, October 11
3:50 p.m. MDT
United #710
(Denver to Washington Dulles)
9:04 p.m. EDT
Arrive Dulles
THE WHITE HOUSE
WASHINGTON
October 6, 1993
MEMORANDUM TO ELI SEGAL
FROM:
ETHAN
SUBJECT: Interview on the "Mora Tapp Show" at 10 AM
The Maura Tapp program is a public affairs talk show broadcast on Chicago's local NPR
affiliate, WBEZ. Ms. Tapp has shown a great interest in national service several of her
recent programs have been on the initiative.
Joining you on the program will be Professor Charlie Moskos of Northwestern University. As
you well know, Moskos has long been a key supporter of national service among academics.
The program lasts a total of two hours but only the first 45 minutes will deal with national
service (10:00 AM - - 10:45 AM). I wouldn't expect this program to be easy. From what I
hear, Ms. Tapp is a bright and evenhanded host. Having hosted at least one anti-national
service guest, she probably knows all the arguments against the program. Also, if she's done
her homework, she's probably seen the Waldman piece.
cc: Susan Stroud
Schedule At a Glance
11:00 - 11:30
[30 minutes] Meet with Chicago
Superintendent of Police Matt Rodriguez re: nexus between
community policing and the public safety component of National
Service. Meeting place is 5th Floor, City Hall, Press Conference
Room. Contact name is Helen Watts of Chicago P.D. (312) 747-5501.
11:35 - 12:00
[25 minutes] Warren Friedman picks up Eli
and Susan with van outside Clark Street entrance to City
Hall/County Building and drives to 70th Street and Emerald Avenue
for site visit and talk with VISTAs.
12:00 - 12:35
[35 minutes] Eli spends some time with the
two neighborhood VISTAS. Warren Friedman orchestrates. Action
Regional Director, Mary Lubertozzi and two of her senior staff
I
- Timothy Krieger (Ill. State Program Director) and Margaret
Brown (Action program officers) -- accompany Eli and Susan.
12:35 - 12:40
[5 minutes] En route to Christ United
Methodist Church (6401 South Sangamon in Englewood) by van.
12:40 - 1:00
[20 minutes] Meet with several other VISTAs,
as well a handful of community leaders who work on crime and
disorder problems in Chicago's neighborhoods.
1:00 - 1:30
[30 minutes] Travel to Hotel Nikko. Warren
will drive Eli and Susan.
October 5, 1993
Meeting with the Superintendent
of Police: Matt Rodriguez
DATE:
October 6, 1993
TIME:
11:00 am - 11:30 am
LOCATION:
City Hall, Chicago, IL
121 North LaSalle Street
(enter LaSalle Street, no
parking available)
5th Floor Press Conference
Room (across from Cheryl
Thomas' office)
From:
Rana Sampson
I. PURPOSE
You will meet with the Chicago Superintendent of Police to speak
with him about the nexus between National Service and community
policing. The point of this meeting and the event that follows
is to understand the role National Service can play in community
policing. These two meetings will give you an opportunity to
understand this from the community, the volunteer, and the police
point of view.
This first meeting is also an opportunity for you to get a
feeling for Matt Rodriguez who you are considering as a possible
candidate for the Corporation's Board.
II. BACKGROUND
The role for National Service public safety workers should be --
although we don't say this to the police unions -- to free up
police officers so that police can focus their problem-solving
skills on addressing crime and disorder problems in the
neighborhoods. [See attached community policing memo written to
the Attorney General.] In Chicago, officers are just now
receiving problem-solving community policing training. National
Service participants could help make community policing work.
They can help with community policing's two component parts --
community engagement and problem-solving. Examples of what they
can do are contained in the attached National Service public
safety descriptive summary. In addition, as you know, police
departments can establish a corps where similar work could be
done opening up a career path for National Service workers to
become police officers.
III. PARTICIPANTS
Chicago Superintendent of Police Matt Rodriguez
Barbara McDonald: Director of Research and Planning for the
police. I have talked to her often. She has a very
good understanding of community policing and has been a
key person within the Chicago Police Department in
setting up their community policing efforts. She has a
very good relationship with CANS.
Deputy Chief Charles (Chuck) Ramsey: - He also has been
instrumental in Chicago's community policing effort.
Jim Reilly: City Hall liaison for community policing.
Mary Sue Barrett: City Hall Director of Intergovernmental
Affairs.
Contact name if anything goes wrong is Helen Watts of Chicago
P.D. (312) 747-5501.
August 25, 1993
MEMORANDUM FOR ATTORNEY GENERAL JANET RENO
FROM:
RANA SAMPSON, WHITE HOUSE FELLOW
SUBJECT:
COMMUNITY POLICING
This brief memoranda provides a follow-up to your August
23rd conversation with the Chiefs of Police from St. Louis, Ft.
Pierce, Austin, Prince George's County, and Greensboro at NIJ's
community policing conference. For a number of years now, I have
provided technical assistance and training in community policing
to police and city officials throughout the country, including
three of the above-mentioned chiefs, and I would like to take
this opportunity to follow-up with you to underscore community
policing's essential elements. In addition, with community,
government and political expectations raised concerning community
policing, it is important to have a full picture about the level
of progress the police profession has made thus far.
Community policing is best understood through its
component parts -- community engagement and problem solving.
These two are integrally linked and must exist in tandem in a
department doing community policing. Community engagement just
for the sake of improving the police relationship to the
community is community relations, not much more. And a problem-
oriented approach that does not focus on the crime and disorder
problems that communities care about misdirects scarce police
resources and undermines police accountability to the public.
Many police departments only rely on community engagement
limiting their effectiveness in tackling crime and disorder
problems.
Community policing is not a return to a style of
policing done in earlier times. Although some in the profession
make this claim, it is generally because they were not around 30
or 40 years ago in policing or are truly unfamiliar with those
times in our policing history. Not all communities had officers
assigned to their areas who were helpful to its residents.
Communities of color often do not have as fond memories of
policing in their neighborhoods. In addition, the working
environment in police departments was paramilitary (in many, it
still is), and departments placed a high value on conformity --
both of which are characteristics that do not lend themselves to
community policing. Officers, in most police departments, were
seen as crime fighters, nothing more, and had few skills to help
them do anything but criminal apprehension.
Most police departments that claim to have implemented
community policing are only in the beginning stages of their
efforts -- even those who have been at it for a few years. The
chiefs that you met the other day represent some of the better
community policing departments, yet only a handful of the
officers in each of those departments is actually engaged in
community policing. Most police officers, even in the better
departments, remain unengaged from community policing efforts.
This is true, in part, because many chiefs have opted for a
split-force concept of community policing where only a small
group of officers engage in community policing while the majority
go about business as usual engaged in traditional reactive,
incident-driven policing. In addition, for those few departments
that have opted to implement community policing department-wide,
a long-term (probably 10 years), transformational change will be
required, offering little in terms of quick successes.
Community policing is not a series of programs (block
watch and mentoring) nor a series of tactics (foot patrol and
bike patrol). It is a philosophy that requires the
transformation of the way we deliver police service. It requires
police to change their organizations internally -- how they
recruit, train, deploy, supervise, evaluate, transfer and promote
personnel. It requires police to change the way they provide
service. Under community policing, officers will be analyzing
crime and disorder problems, working with the community on a
search for alternative solutions, implementing solutions, and
evaluating their effectiveness in between responding to calls for
police service. It requires police to change the way they
interact with the public -- engaging the public in the
responsibility or co-production of public safety. It requires
police to change the way they interact with the criminal justice
system, reserving for the system only the most serious, deserving
or problematic of offenders. It requires police agencies to
change the working environment internally, the way first line
supervisors and management interact with officers. And it
requires police agencies to look to new training and technologies
to better understand neighborhood crime and disorder problems.
Community policing is all about tailoring solutions, based on
thoughtful, in-depth analysis, to unique neighborhood crime and
disorder problems, not applying generic models from other
communities and overlaying them to the problems of another
community.
Community policing is probably most effective in a
community which believes in community-oriented government --
where services are shared, customer-driven, integrated, and turf
battles kept to a minimum. Yet we are only just learning about
the effectiveness of community policing. In many places, boasts
of reducing crime is unsubstantiated when put to greater
scrutiny. This is not to say community policing doesn't reduce
crime. Rather it must be done right and done well (thoughtful
analysis and tailored solutions), and efforts must be focused on
specific crime and disorder problems -- larcenies from the
parking garage, drug dealing in a park, theft of social security
checks from an apartment house's mailboxes, drug sales in a
mobile home park -- but most police departments are not doing
this.
Most police departments fail to measure the
effectiveness of their community policing projects, (i.e. did
moving the bus stop away from the vacant lot and environmentally
redesigning the bus stop shelter really reduce purse snatchings?)
Unless the profession is encouraged to document its efforts, it
is unclear how assessments can be made.
Finally, community policing departments are going to
have to focus on their primary business -- crime control and
prevention. To some extent, it is easier, as many police do, to
focus less on this primary function and concentrate time and
limited resources on projects that, while related, are the work
of other government agencies (inspecting housing violations,
clearing unkempt lots and parks, removing graffiti, establishing
park basketball leagues). Police should only provide referrals
and work with government officials to make sure the referrals
actually work. Otherwise, these new tasks are extremely time
consuming and labor intensive, and the hazard is that they
distract police from their focus on crime control and prevention.
In the long run, community policing will be judged, not on its
ability to be a more efficient provider of other government
services, but in its ability to prevent and control crime.
THE WHITE HOUSE
WASHINGTON
NATIONAL SERVICE AND PUBLIC SAFETY
The President's National Service Plan will offer Americans opportunities to serve
our country and receive awards to pay for post-secondary education. According to
Congressional estimates, by 1996, as many as 100,000 participants will be able to engage
in service in one of four priority areas: education, environment, human needs and public
safety.
Localities, associations, and other entities that are seeking National Service
positions will develop plans for service. In all instances, programs will be required to
meet important unmet needs, provide skills to participants, and not displace existing
workers. Based on quality criteria developed in conjunction with experts, a Federal
corporation and individual state commissions will then together select national service
programs for funding.
The public safety component of National Service will include opportunities for
participants in police agencies (sworn and non-sworn), as well as non-sworn opportunities
in the courts, prosecutors' offices, community and institutional corrections, treatment,
community-based organizations, and victim services. The Act aims to provide significant
and substantive opportunities for National Service participants to work in challenging,
skill-building assignments. Some National Service participants will be law students,
others criminal justice or psychology majors. Some will need training to help prepare
them for their National Service assignment. The bill proposes that participants receive
an educational award of nearly $5,000 for one year of service. Police departments,
courts, prosecutor and defender offices, criminal justice service providers, as well as non-
profit organizations interested in reducing crime and violence can apply for assistance
including federal assistance towards: a modest stipend, healthcare and childcare benefits,
and training costs of the National Service Officer.
Police practitioners have suggested some of the following assignments for
National Service Officers (NSO's) who could be trained to meet these unmet needs:
conducting community surveys of neighborhood crime and disorder
problems
working on projects to prevent senior victimization
staffing a police substation
preparing victims/witnesses for their appearances in court
researching points of law for district attorneys' offices in preparation for
trial
preparing exhibits for trial
developing, organizing and scheduling anti-drug educational programs as
part of a court liaison program with schools
developing model education programs tailored to inform local businesses of
new environmental laws and innovative compliance options
training middle and secondary school students in conflict resolution skills
assisting with court-ordered mediation
Victim assistance providers have suggested some of the following assignments for
National Service Officers (NSO's) who could be trained to meet these unmet needs:
training high school students in peer counseling
helping domestic violence victims navigate the court system and linking
them to needed social services
monitoring community restitution programs
representing abused and neglected children as court appointed advocates
serving as crisis intervenors at crime scenes and on hot lines
staffing victim assistance desks in neighborhood courts
coordinating victim counseling volunteers
training middle and secondary school students in conflict resolution skills
helping communities develop disaster relief plans
working on projects to reduce victimization of senior citizens
Community and institutional corrections personnel have suggested some of the
following assignments for National Service Officers (NSO's) who could be trained to
meet these unmet needs:
supervising offender work programs and staffing intermediate
sanction programs including home arrest
supervising probationers and parolees engaged in community compensatory
service and restitution projects
teaching offenders basic reading, math and computer literacy skills
teaching offenders life skills including job preparation and personal fiscal
management
teaching jail industries in marketable areas like data management,
construction, and the automotive trades
staffing prison libraries and training prison library staff
teaching correctional personnel literacy instructional skills, as well as the
basics of foreign languages needed for interaction with diverse populations
These are just some of the suggestions proposed thus far by practitioners in the
field. The President hopes to have the first National Service Officers on the streets for
the summer of 1994.
October 5, 1993
Meeting with VISTA Volunteers Placed
with the Chicago Alliance for Neighborhood Safety (CANS)
DATE:
OCTOBER 6, 1993
TIME:
11:35 to 1:00 pm
LOCATION: Chicago, IL (Englewood Neighborhood)
Meet Warren Friedman in van outside
Clark St. entrance of City Hall/County
Building for transportion to 2 Sites:
70th and Emerald Ave, Englewood
Christ United Methodist Church
From:
Rana Sampson
I. PURPOSE
You will visit two different sites and hear from VISTAs who will
talk about their work experience and then hear from community
leaders who you can ask questions of about the role of National
Service workers in community policing. The VISTAs were recently
placed with the Chicago Alliance for Neighborhood Safety (CANS)
and are now working on neighborhood crime problems. At the first
site, a street corner in the Englewood neighborhood, two VISTAs
will describe their work and you will be able to see:
the types of crime and disorder problems VISTAs work with
community members and police to address,
the work VISTAs do in relationship to community policing,
the problems National Service participants might face
working in community policing efforts,
the kind of training National Service workers would need
for this kind of experience (this is a first time
program, so the training VISTAs received was new as
well),
the kinds of outcomes that could be expected over time
from this kind of placement
At the second site, a church, you will meet with a few more
VISTAS, also placed with CANS, and with a few (aproximately
thirteen) community leaders who are engaged in addressing crime
and disorder problems with the police. You will:
gain an understanding of the value of the VISTAs to the
community,
get a sense -- from the community's perspective -- of what
the possible outcomes to the VISTAs' work might be,
get a sense of whether you need a minimum number of
National Service public safety participants in one
place to make a difference.
II. BACKGROUND
As you may know, 16 VISTAs were recently placed with the Chicago
Alliance for Neighborhood Safety (CANS). They work with the
community in support of community policing. The hope is that
VISTAs will help identify neighborhood crime and disorder
problems, will work with community members to mobilize interest
in problems, and will work with the police and the community to
develop narrowly tailored, long-term solutions to these
neighborhood crime and disorder problems.
Warren Friedman, CANS Executive Director, is an interesting and
knowledgeable person. I have read several of his articles on the
role of the community in community policing and I called him
several months ago to inquire about CANS' work in Chicago. We
have spoken on a number of occasions about community policing.
He has worked to try to get the Chicago Police Department engaged
in community policing for several years now.
Placing community policing advocates in the community, as opposed
to the police department, is a novel idea, and it will be
interesting to see how this works over time. The VISTAs received
VISTA-developed training in late August and CANS-developed
training in early September, and have been on the streets for
only a few weeks. While it is early in their experience, I think
there are interesting things to learn from this visit. Mary
Lubertozzi, Action Regional Director and Diana London, Acting
VISTA Director agree.
III. PARTICIPANTS
Warren Friedman, Director of CANS
Mary Lubertozzi, ACTION Regional Director
Timothy Krieger, ACTION IL State Program Director
Margaret Brown, ACTION Program Officer
Reverend John Porter, Christ United Methodist Church
[2 VISTAs at first site: Ron Ware and Michael Jackson]
[4 VISTAs at second site: Eithne Barton, Melanie St. Clair, Hugo
Rojas [National VISTA recruit], and Hanifah Al-Amin.]
[Community people at Church include: Steward Turner, Joe Guzman,
Jerry Waters, Candice Howell, Karen Hoover, Iris Johnson, John
Porter, Selena Pettigrew, Nancy Cobb, John Molden, Ani Russell,
Carols Miranda, Dr. Thomas.]
IV. LOGISTICS
Warren Friedman picks up Eli and Susan with van outside Clark
Street entrance to City Hall/County Building. He will have
ACTION Regional Director, Mary Lubotozzi, and her staff, with
him. You will drive with Warren to Chicago's Englewood
neighborhood -- a high crime African American community where 2
VISTAS work. Site is 70th Street and Emerald, a street corner
where there are emerging block watch groups. Crime problems
include prostitution and drug sales. Warren and two VISTAs will
provide a tour of the area on foot and explain their work.
Reverend John Porter of the Christ United Methodist Church will
also be present.
At the second site, Christ United Methodist Church, community
leaders will be engaged in a steering committee meeting. They
are members of the community policing task force. This group is
the major partner to the police in its community policing
efforts. When Eli enters, Candace Howell will suspend the
meeting's business. Candace will announce that Eli is there.
Eli can add to this introduction and he should introduce his
accompanying guests. Meeting members will very briefly introduce
themselves and then Eli will have an opportunity to ask questions
related to the objectives outlined above.
V. REMARKS
None
Contact name if something goes wrong is Warren Friedman (312)
461-0444.
THE WHITE HOUSE
WASHINGTON
Tuesday, October 5, 1993
SPEECH TO THE CENTER FOR CORPORATE
COMMUNITY RELATIONS AT BOSTON COLLEGE
DATE:
Wednesday, October 6
TIME:
1:30 p.m.
LOCATION: Hotel Nikko Chicago, Ballroom A
FROM:
Jodi Kanter
I. PURPOSE
You will address approximately 150 corporate community
relations people on the Administration's efforts to
implement a national service program emphasizing the role of
corporations in shaping this vision.
II. BACKGROUND
The 1993 Leaders Conference: Strategic Community Relations
will explore current issues and trends in corporate
community relations. The centerpiece of the conference's
first day is a keynote panel representing three different
perspectives on "The Changing Business Environment." You
are the last of three speakers. Peter Morrison, a
demographer from RAND, will speak first in general terms of
new trends in families, employees, diversity and job related
issues. Joel Kurtzman, executive editor of the Harvard
Business Review, will follow with a discussion of the
changing social compact of private business and government,
and employee economics. After your presentation, Jack
Sabater of IBM will moderate a panel question/answer
session.
The panel will be arranged in front of the room with three
chairs behind a table with individual microphones and a
podium with its own microphone. You will make your remarks
from the podium and then be seated again for Q&A.
III. PARTICIPANTS
150 corporate community relations people from companies
throughout the country.
Panelists include: Peter Morrison, RAND
Joel Kurtzman, Harvard Business Review
Jack Sabater, IBM
IV. REMARKS
Speech to follow
ELI SEGAL
CENTER FOR CORPORATE COMMUNITY RELATIONS LEADERS CONFERENCE
Chicago, IL
October 6, 1993
Thanks, Jack. It's great to be here in Chicago.
I'm an optimist, and Chicago is the home of the oldest
example of human optimism I know about: Cubs fans.
I think Cubs fans have kept the faith against such
staggering odds for one reason: because they know
that, in the long run, optimism makes for a winning
team.
Two weeks ago yesterday, your President signed
into law the National and Community Service Act of
1993. Before the ceremony, they put up a tent on the
South Lawn; it was supposed to rain that afternoon. It
didn't rain.
And when President Clinton entered the tent with
60 energetic young people from youth corps around the
country, the audience of more than 1000 rose in a
spontaneous ovation. Present that day were service
warriors from FDR's Civilian Conservation Corps of 60
years ago; Sarge Shriver -- who launched not only the
Peace Corps, but VISTA and the Older American
Volunteer Programs; heads of service organizations of
all kinds and descriptions; and leaders from the worlds
of business, foundations, academia and athletics. They
cheered again, as President Clinton used FDR's pen
from the CCC signing, and JFK's pen from the Peace
Corps ceremony, to launch Americorps. September 21
was a banner day for optimists and for the land in
which we believe so deeply.
I want to spend a few minutes today describing
why that optimism is so well placed: telling you what
this new Corporation is going to do and how we're
going to do it. Then, I want to discuss with you your
crucial role in this new program.
National service will unleash our nation's greatest
natural resource--the idealism and energy of our people.
Starting next year, it will elicit substantial commitments
from tens of thousands of Americans to improve our
communities through their service.
3
The participants in our new Americorps will be
tutoring our students, cleaning up our streams and
parks, joining patrols of our streets, and doing the other
hard and necessary work each of us would list as
needed here in Chicago and across the country.
Let me give you just one example of this work:
the day after he signed our national service legislation,
the President unveiled his plan to fix a badly broken
health care system. In the course of it, he lamented our
dreadful record on immunizing our young. Under his
program, your government will buy the vaccines for the
millions of unprotected children.
4
And that's where national service steps in. We will
get mothers and fathers to bring their kids to the
clinics; we will keep those clinics open after hours; we
will educate them about preventible diseases; we will
man the 800 number; and we will do whatever else
communities believe it will take to get the job done.
We will change the noble idea of community service
into a reality as we began doing on a trial basis in
Philadelphia and Texas this past summer.
Americorps participants will not supplant traditional
part-time volunteer services. Rather, they will
supplement existing activities by providing talented
resources, available essentially full-time.
5
And like the G.I. Bill, our Corporation will reward
those who serve their country with increased
educational opportunities. They will receive an
educational benefit of nearly $5000 after they've
finished a full year of service, in addition to minimum
wage while they're working. And our country will
benefit again later when they put the knowledge they've
gained through that educational grant to work.
Americorps works differently from service
organizations. It won't operate community programs
itself. Instead, we will invest in the good ideas of
organizations already operating in your communities.
6
Our philosophy is different, too. We combine an
optimistic spirit with an approach which reflects the
lessons of the marketplace. When I was in business,
we tried many things, and some of them just plain
didn't work. I never found that surprising. But for
some reason, when it comes to government, the
expectation is that any failure is attributable to fraud or
mismanagement. That's just not true. Innovation
means taking risks -- and that means the risks of
missteps, not the prospect of an unbroken series of
triumphs.
7
So our Corporation will operate like a venture
capital firm, investing in local nonprofits with good
ideas. We'll demand results--not rhetoric. Those
programs that don't work in your communities and
across the U.S. will simply be cut off.
This competitive process will operate at all levels.
One-third of Americorps' grants will be made to
programs selected by states after their own internal
competitive process; one-third after competition among
the states; and the final third after competition among
direct applicants to the new national Corporation.
8
And when a program does work, we'll help expand
it. The new Corporation will be relentless in seeking
out the most profitable uses of its limited resources.
We are committed to proving that a federal program
can be soft-hearted and hard-headed at the same time.
Americorps, then, is reinvented government at its
best: non-bureaucratic, cost-effective and innovative.
What's more, this government program celebrates and
depends upon a real functioning partnership with the
private sector.
9
The journey from campaign idea to legislative
passage was a painstaking one for me, still an idealist
and an optimist after backing 7 previous losing
Presidential candidates. There were the inevitable
compromises and differences. There was a last minute
Senate filibuster. I'm frequently asked what my
impressions of all this are. I usually reach two obvious
conclusions: Number one, American capitalism is a lot
simpler than American democracy. Number two,
everything is simpler than American democracy. The
Lord's Prayer consists of 56 words; the Ten
Commandments 297 words; the Declaration of
Independence 300 words -- The National and
Community Service Trust Act of 1993, 22,000 and
counting.
10
But I have always thought that passing the law was
the easy step, in the longer journey of making national
service a reality in every city, town and hamlet of
America. To suceed in that journey, we need your
help.
As business people, you and I have long recognized
the important role that corporations can and must play
in effective community service. In 1910 Jane Adams,
the Nobel Prize winning founder of Chicago's Hull
House, said, "[Individual] beneficence is totally
inadequate to deal with the vast numbers of the city's
disinherited."
11
This Center for Corporate Community Relations
has been helping corporations around the world help
their communities for nine strong years and I applaud
that work. It's terrific.
Now, there's a new opportunity to help your
communities. Although national-level involvement will
also be possible, I want to encourage you today to
begin your support work locally. Let me tell you four
specific ways you can do that.
12
First, you can fund local programs that have been
approved for national service participants. In order to
receive Americorps members, a non-profit will need to
show broad-based community support; it will need to
raise at least 15% of the minimum wage each
Americorps member will be paid. You can help make
that happen. And if you do, the federal Corporation
will fund the remainder of the Americorps wage and the
full educational award.
13
Second, you can encourage company employees to
provide management, training and other assistance to
local programs by allowing them release time or
providing paid leave -- or at least making it part of your
corporate culture that everyone volunteers on their own
time. Business people will be especially needed, for
good training and management are as essential to our
business as they are to yours.
Third, you can donate products such as work
shirts, computers, office space and supplies which will
be required by local programs.
14
And fourth, you can offer employment
opportunities to qualified "graduates" of local
Americorps programs.
For national service to work, we need you.
Without your energy, your wisdom and your resources,
I'm convinced we'll look back on this bold undertaking
with disappointment. Some of you endorsed our bill,
or even testified for us. You did so -- and continue to
work in your communities far from the legislative arena
in Washington -- because you know the benefits in
terms of image, customer loyalty and employee morale
that an active role in service to your communities
provides.
15
But as you well know, the most important return on
your investment will be the changes you'll see in your
neighbors and in your neighborhoods. When more
Americans can read, when homelessness is reduced,
when streets are safer, businesses and business people
directly benefit. And when the common fabric of our
society, woven with such care and sacrifice by those
before us; both strained and blessed by our modern
diversity; and forced to cover new challenges in a
world hurtling toward the 21st Century -- when that
fabric is re-knit by the common efforts of uncommon
Americans -- then we are all enriched.
16
I realize the importance of your role in this effort
when I think about how I would have addressed a group
like this twenty-five years ago. In 1968, I was deeply
involved in the presidential campaign of Eugene
McCarthy. I was sure then that I had all the answers,
and that what America needed was for me to go to
Washington and provide those answers to a waiting
nation. Fortunately--for me and for the country--I have
had a long time to rethink my ideas. Those twenty-five
years taught me that I do not have all the answers, and
neither does anyone else. So when I finally participated
in a winning campaign, I was not sure that I wanted to
go to Washington after all.
17
What brought me into the government was the
opportunity to be part of President Clinton's national
service initiative. This program made sense to me. It
fit not only with my values, but with the lessons I
learned as a businessman and as a citizen. I no longer
believe that government, acting alone, is the answer. I
know that together, we are the answer.
18
I'd like to close where I began: with optimism.
At Wrigley Field, the flag of optimism is carried by
Harry Caray, the Cubs' longtime announcer, who--even
on a cold, wet day at the end of the season with the
Cubs thirty games out of first and down five runs --
announces a long fly ball with a resounding shout of,
"It might be it could be it IS, a home run!"
19
Despite all the good work that's been done by
many players in the last quarter century, including those
in this room, America's great spirit of civic
responsibility has been in a bit of a slump. But today,
Americans of all ages and backgrounds in communities
around the country just might be re-dedicating
themselves to each other. With the support of the new
Corporation for National and Community Service,
dedicated and creative community organizations could
be on the verge of meaningful solutions to the
educational, human, public safety and environmental
needs of the nation. And with continued superb
leadership from you and your corporations, I announce
confidently and proudly that this IS our season--the
season of service.
20
With appreciation for your past efforts and
excitement about our common future, I thank you.
21
THE WHITE HOUSE
WASHINGTON
October 6, 1993
MEMORANDUM TO ELI SEGAL
FROM:
ETHAN
SUBJECT: Meeting with the Editorial Board of the Chicago Tribune
Your meeting with the board will include some, but probably not all of the following people:
Don Wycliff, Editor of the editorial page
Ellen Soedeber, Deputy editorial page editor
Bruce Dold, board member
Terry Brown, board member
John McCarron, board member
According to a Lexis/Nexus computer search, the Chicago Tribune has published only one
editorial specifically on national service. It ran a week after the President's first speech at
Rutgers. The editorial was not positive. It raised the following basic questions/complaints:
1. Cost - how is the program going to be paid for? The editorial was published when our
cost estimate was $7.4 billion.
2. Unions -- will they be willing to go along with the President's plan to have the
government employ young people at wages far below theirs? As it turns out, the answer to
this question is "yes".
3. Volunteerism -- is paid national service less valuable than donated service in terms of the
investment an individual makes in doing it?
Judging by the piece (which is attached), these guys are not going to be an easy sell.
Therefore, I suggest you first focus heavily on how the program exemplifies Al Gore's
"government reinvented" and discuss openly your background in the business community. It's
basically the same pitch you used on Republican Senators.
cc: Susan Stroud
PAGE
LEVEL 1 - 3 OF 3 STORIES
Copyright 1993 Chicago Tribune Company
Chicago Tribune
March 8, 1993, Monday, NORTH SPORTS FINAL EDITION
SECTION: EDITORIAL; Pg. 10; ZONE: N
LENGTH: 426 words
HEADLINE: Clinton's call to service
BODY:
And while we're on the subject
National service is a concept that seems to appeal instinctively to most
Americans. But like space stations and particle accelerators, it must pass the
test of fiscal responsibility in this time of $300 billion deficits. At least a
enunciated last week by President Clinton, it does not pass that test.
Borrowing themes from Franklin Roosevelt and John Kennedy, Clinton sketched
the outlines of his national service proposal in a speech at Rutgers
University in New Jersey.
The deal, fundamentally, is an exchange of education money for work before O
after college in public service projects.
If Congress approves, the program would begin this summer with a $15 million
pilot demonstration for 1,000 participants.
It would grow each year subsequently to an eventual enrollment of 100,000
young people and would cost $7.4 billion in its first four years.
The initial element of the program, to be called "Summer of Service," sounds
suspiciously like the familiar summer jobs program. It would employ 1,000 teens
on education, health, public safety and environmental projects. They would
receive minimum-wage stipends and post-service benefits of $1,000 to be applied
to education or training.
The president also proposes that college and post-secondary technical
students be able pay off tuition debts with community service jobs for a set
number of years. They could help as police cadets, anti-pollution workers,
tutors, health-care aides and in other public-service jobs.
Left unaddressed in the Clinton speech was a host of details. And as Ross
Perot is fond of saying, the devil is in the details.
Most obviously, how does the president plan to persuade public employee
unions to allow him to fill positions doing socially useful, economically
valuable work with young people who would receive compensation that, while not
poverty level, would have to be below the standard for regular public employees
On a more philosophical yet more fundamental level, would service induced by
hings like financial aid be likely to produce the kind of community spirit tha
national service advocates hope for?
PAGE
Chicago Tribune, March 8, 1993
But the decisive consideration at this time must be financial. Quite simply,
nation doesn't have 7.4 billion new dollars to undertake a national
service e plan of President Clinton's design or someone else's. And it. the
president has not suggested an existing program to cut to pay for
Such is the straitjacket that a nation hooked on deficit spending ultimately
requires.
TERMS: OFFICIAL; ISSUE; EDUCATION; COST; EMPLOYMENT; ALTERNATIVE; GOVERNMENT;
BUDGET; ECONOMY; AID
THE WHITE HOUSE
WASHINGTON
CONFERENCE CALL TO DICK STAUFENBERGER
DATE:
Wednesday, October 6
TIME:
5:30 p.m. CDT
LOCATION: Chicago O'Hare Airport
FROM:
Karen Ewing
I. PURPOSE
You will discuss corporation personnel issues.
II. BACKGROUND
The following individuals will be at the Commission awaiting
your call. You will call 202-724-0600.
III. PARTICIPANTS
Dick Staufenberger, CNCS
Don Scott, CCC
Gary Kowalyczk, ACTION
Catherine Milton, CNCS
Nancy Rand, ACTION
Phyllis Beaulieau, ACTION
Ray Kogat, OMB
IV. REMARKS
Discussion material attached
MEMORANDUM FOR ELI SEGAL
ASSISTANT TO THE PRESIDENT AND DIRECTOR
OF THE OFFICE OF NATIONAL SERVICE
FROM:
Dick Staufenberger, Phyllis Beaulieu, and Nancy Randa
PERSONNEL TASK GROUP
SUBJECT: Preliminary Personnel Issues for the Corporation of
National and Community Service
We have outlined below a number of preliminary issues we would
like to discuss with you prior to proceeding with personnel
planning for the Corporation. We have also attached some
additional materials for your information, including a proposed
timetable for our work and a summary description of Federal
personnel laws and regulations, with an indication of which we
believe will apply to the Corporation.
Policy Objectives
Issue:
Principles of "Reinvented" Human Resource Management
For purposes of designing the alternative personnel
system, should we assume that the Corporation's
ultimate organizational structure and culture will be
in line with the reinvention principles outlined in the
National Performance Review (see summary below) ?
-
a delayered, entrepreneurial organization with
decentralized decisionmaking and minimal systems
control staff
-
a small cadre of managers held responsible for
broad delegated personnel authority
-
an organization that develops and empowers
employees, while holding them accountable
-
a labor-management partnership and a process for
alternative dispute resolution
-
simplified, flexible approaches to hiring,
classification, and managing and rewarding
performance
Consider: Extent of decentralization and delegation within the
organizational structure, e.g., number of management
layers, typical span of control (NPR target is 15:1),
and extent of field structure.
Personnel Policy Issues
Issue 1: Organizational Culture and Career Patterns
Compensation and performance management system design
will depend on the identification of primary "career
paths" and associated competencies as well as on the
core values the organization wishes to reinforce. What
will be the most common occupations? What do you see
as the core values for the Corporation, e.g., team
performance or individual excellence, service quality
or efficiency, innovation and risk or discipline and
stability? The culture of the organization will depend
on these values, and the personnel strategies and
system design should be aligned with them. For
example, if teamwork is valued, the organization should
take that into account in its selection of employees
and managers, and its compensation and reward systems
should not reinforce internal competition.
Consider: Career paths can be broad groups, such as
administrative, program specialist, support, and
management, which allow for flexibility and mobility;
or they can be delineated into narrow occupational
paths, which can enhance competency in key
specializations. Core values will be influenced by the
business strategy and structure of the organization.
For example, small, start-up businesses are often
unstructured and idiosyncratic, while large government
organizations are typically hierarchical, formal, and
uniform in their treatment of employees. A more
workable model for the Corporation would probably lie
somewhere in between, balancing flexibility with
structure and using more of a partnership approach with
employees and managers.
Issue 2: Pay-for-Performance Strategy
The pay-for-performance strategy of the Corporation
will depend not only on value-driven factors, such as
whether the emphasis is on team or individual
performance, but also on budgetary considerations. How
much of the performance-driven pay will be in the form
of base pay (salary) increases within a grade range or
pay band and how much will be given in the form of
award or bonus? Or will the line manager have the
discretion to make that decision?
Consider: The option of making base pay increases dependent on
performance-related determinations is problematic.
Organizations that have used performance distinctions
in determining base pay increases have found it
difficult to control a tendency toward inflated
supervisory ratings, which in turn leads to growing
payroll costs in future years. Another problem is that
employees are more likely to demand uniform treatment
or valid distinctions for salary increases than they
are for are for one-time bonuses. One alternative is
to develop more "neutral" determinations of competency
based on job-related criteria to use for purposes of
base pay increases. Another is to impose strict budget
controls for managers who have pay-setting authority
and to develop more credible assessments of relative
performance. A different strategy would be to rely
principally on bonus pay to reward distinctions in
levels of performance but make finer distinctions
between grade levels of the positions.
Issue 3: Types of Appointments and Tenure
What kind of appointments will the Corporation use for
its employees? Will all appointments be made initially
on a contingency basis and then, after a certain
period, allow competition for or conversion to the
permanent "core" workforce? or should all appointments
be made for a specified period with renewal at the
option of the Corporation and no long-term expectation
on the part of the employee? Is it important for the
Corporation to have an "interchange" agreement with
other Federal agencies to allow non-competitive
transfer?
Consider: Having some portion of the workforce on a contingency
basis would give the Corporation more flexibility to
adjust to changes in needed staffing levels as well as
more opportunity to select proven employees for its
permanent workforce. Other employees who do not become
permanent could still make valuable contributions to
the Corporation and provide an ongoing source of "new
blood. These appointments could include most standard
benefits so that they would present an attractive
employment opportunity without creating an entitlement.
The idea of renewable appointments for all employees
would send a clear signal that there is no entitlement
but may also create an unnecessary sense of insecurity
in the workforce. The appeal of this type of
employment will depend on the economy, the practices of
competitors, and the relative security needs of the
candidates. On the other hand, some form of
"interchange" agreement with other organizations might
permit movement and yet be perceived by security-
oriented candidates as improving long-term employment
prospects.
Personnel Operating Issues
Issue 1: Initial Hiring
Until the alternative personnel system is approved and
regulated, Corporation personnel (transferred with
their function) and new hires will be subject to all
Title V statute and regulations that apply to
Corporations. Initial hires under Schedule A authority
will be classified and paid under General Schedule
rules. Although these appointments will likely be
time-limited and will not confer career status, they
will serve as a source for future career-type
appointments under the alternative selection system.
Therefore, recruitment planning should take into
account diversity objectives, long-term staffing needs
of the Corporation, and a consistent pay policy. What
are the Corporation's objectives for this initial round
of recruitment?
Consider: What are the critical needs of the Corporation in the
short and long term, and which of those needs can be
filled by employees whose functions will be transferred
to the Corporation? Taking into account the diversity
profile of those who will be transferred to the
Corporation, what groups are most under-represented?
Should all appointments be made at the minimum pay rate
of the grade? If not, what criteria can be identified
to justify exceptions? (See the attached set of
guidelines for more detailed information on staffing
procedures for these appointments.)
Issue 2: Personnel Servicing
ACTION personnel staff have thus far been handling
initial personnel-related matters for the Corporation.
The Commission on National and Community Service has
been serviced through an agreement with the General
Services Administration. A decision should be made
regarding personnel servicing so that initial Schedule
A appointments and all necessary pay and benefit
actions can be processed without undue delays.
Consider: Payroll actions may be easier to process through ACTION
than through GSA since we understand that the
Corporation will be using ACTION's accounting system.
In either case, an agreement or memorandum of
understanding will be needed. The decision regarding
immediate servicing could be an interim arrangement and
would not limit the Corporation's decision regarding
Personnel structure at a future date.
Issue 3: Single versus Parallel Personnel Systems
Once employees of ACTION and the Commission are brought
into the Corporation under a Transfer of Function, they
will be subject to Title V unless those positions are
designated to be covered by the Corporations's
"alternative" personnel selection and compensation
systems (other Title V components of the Corporation's
personnel system may also differ from ACTION/Commission
systems). Should we maintain two parallel personnel
systems? Or would it be preferable to move to a single
system as soon as practicable?
Consider: A decision to move ACTION under the Corporation's new
system would likely be subject to collective bargaining
requirements and might be restricted by terms of the
Transfer of Function. In any case, an employee's pay
and benefits could not be adversely affected for one
year after the transfer occurs. If there are no legal
restrictions preventing it, a move to a single system
would be easier to administer and would represent a
symbolic break with the prior system and culture. On
the other hand, unless the new system is attractive to
employees and the union, the move could cause serious
disruption and morale problems. If a single system is
envisioned, it would be desirable to have discussions
early on with the union to avoid problems later.
Attachments
Attachment 1
PERSONNEL TASK GROUP TIMETABLE
By October 1
Meet with Corporation executive staff to discuss the draft paper
on preliminary policy and operating issues. The paper will also
be sent to OMB for comment.
Mid-October
Complete follow-up paper on policy and operating issues to
resolve remaining questions; hold meeting to discuss the paper.
November 10
Complete draft framework of the components of the alternative
personnel system -- selection and compensation, which require OPM
approval and agency regulation. (Other components, including a
performance management system, a plan for senior executives, and
a process for handling discipline and disputes, will be a second
priority. Only after those components are developed, would we
shift attention to other components, such as leave and benefits,
which are more heavily regulated under Title V and where there
are fewer policy issues to address.)
November 15
Submit proposal to executive staff and Board for approval.
November 22
Official submission to OPM. Pending OPM approval and any
necessary modifications, begin developing regulations and
internal guidance. (At this point servicing personnel staff
could take over much of the drafting.) Continue developing plans
and policy guidelines for other components.
Mid-December
Complete regulations and continue to develop guidance as
necessary.
Attachment 2
APPLICABILITY OF SELECT TITLE 5 CHAPTERS
NOTE: The following determinations of applicability to the Corporation for
National and Community Service are subject to a comprehensive legal review.
OTHER FEDERAL
CORPORATION FOR
CHAPTERS
AGENCIES
NATIONAL and
COMMUNITY SERVICE
23
Merit System Principles
2301 Merit System Principles
Yes
Yes
2302 Prohibited Personnel Practices
Yes
No
31
Employment Authorities
3101 General Authority to Employ
Yes
Yes
3109 Employment of Experts/Cons
Yes
Yes
3110 Employment of Relatives
Yes
Yes
3131 Senior Executive Service
Yes
No
33
Examination, Selection and
Placement
3301 Civil Service Positions
Yes
No
3309 Veteran Preference
Yes
Yes
3320 Excepted Service Positions
Yes
No
3321 Probationary Periods
Yes
No
3327 Selective Service Registration
Yes
Yes
3331 Oath of Office
Yes
Yes
3333 Loyalty/Strike Affidavit
Yes
Yes
3343 Details to Int'l. Org.'s
Yes
Yes
3361 Promotion
Yes
No
3371 Assignment to State/Local
Yes
Yes
Governments
34
Part-time Employment
Yes
Yes
35
Retention
3501 Reduction in Force
Yes
Yes
3502 Transfer of Function
Yes
Yes
41
Training
Yes
Yes
43
Performance Appraisal
4302 Performance Appraisal Systems
Yes
No
4302a PMRS Appraisal System
Yes
No
4303 Unacceptable Performance
Yes
No
Incentive Awards
Yes
Yes
45
51
Classification
5102 Application
Yes
No
5104 General Schedule (GS)
Pay System
Yes
No
5107 Use of OPM Standards
Yes
No
5108 OPM Allocation of Jobs
Yes
No
Above GS-15 (ST & SL)
5110 OPM Oversight of
Classification Authority
Yes
No
5111 Revocation/Suspension
Yes
No
of Authority
5112 OPM Appeal Rights
Yes
No
5113 Prescribed Format for
Position Descriptions
Yes
No
53
Pay Rates and Systems
5301 Principles/Policy
Yes
Yes
5303 Annual Pay Adjustments
Yes
No
(ECI)
5304 Locality-based payments
Yes
No
5305 Special Salary Rates
Yes
No
5307 Aggregate Limitation on
Pay-Level I (Calendar Year)
Yes
Yes
5311 Executive Schedule Positions
Yes
Yes
Subchapter III
(General Schedule Pay Rates)
5331 Application
Yes
No
5332 The General Schedule
Yes
No
5333 OPM Approval for Above
Yes
No
the Minimum Rate
5335 Within-Grade Increases
Yes
No
5336 Quality Step Increases
Yes
No
5363 Grade/Pay Retention
Yes
No
5381 Pay for Senior Executives
Yes
No
54
PMRS (Pay System)
Yes
No
57
Travel Expenses
5753 Recruitment and Relocation
Bonuses
Yes
No
5754 Retention Allowances
Yes
No
5755 Supervisory Differentials
Yes
No
61
Hours of Work
6122 Flexible Schedules
Yes
Yes
6127 Compressed Schedules
Yes
Yes
63
Leave
Yes
Yes
71
Labor-Management Relations
Yes
Yes
73
Suitability/Security/Conduct
Yes
Yes
75
Adverse Actions
Yes
Yes
79
Services to Employees
7901 Health Service Programs
Yes
Yes
7903 Employee Assistance Programs
Yes
Yes
81
Worker's Compensation
Yes
Yes
83
Civil Service Retirement (CSRS)
Yes
Yes
84
Federal Employee Retirement
System (FERS)
Yes
Yes
8431 Thrift Savings Plan (TSP)
Yes
Yes
87
Life Insurance
Yes
Yes
89
Health Insurance
Yes
Yes
Title 7 of the United States Code, the Civil Rights Act of 1964, is also
applicable to the Corporation.
KEY PROVISIONS OF TITLE 5
1. Employment Authorities
Agencies may employ such number of employees as is required
without exceeding their authorized budget or employment
ceiling. Appointments of individuals may be made in the
following categories:
Competitive Service - positions at grades GS-1 through GS-
15 (or equivalent) normally filled through open competitive
examinations under civil service rules and regulations.
Employment may be full-time, part-time, on-call, seasonal,
or intermittent.
Career Conditional - initial tenure of a permanent
employee who has not completed three years of
substantially continuous service (includes a one year
probationary period).
Career - tenure of a permanent employee who has completed
three years of substantially continuous service.
Temporary - non-permanent appointment for a specified
period (not to exceed one year). May be extended in
increments (up to a year) for a total period of four
years.
TERM - non-permanent appointment for a specified period
exceeding one year and lasting not more than four years.
Excepted Service - positions at grades GS-1 through GS-15
(or equivalent) which are exempt from the competitive
service by law, by executive order, or by OPM. Employment
may be full-time, part-time, on-call, seasonal, or
intermittent.
Schedule A - positions other than those of a confidential
or policy-making nature for which it is impracticable to
examine (attorneys, readers, personal assistants,
interpreters, etc.)
Schedule B - positions other than those of a confidential
or policy-making nature for which it is impracticable to
hold competitive examinations (Cooperative Education
Programs, Outstanding Scholars, etc.)
Schedule C - positions of a policy-making nature or which
involve a close personal relationship with the Agency
Head.
Senior Executive Service - a separate personnel system of
various key executive and managerial positions just below
the top Presidential appointees (classified at levels above
GS-15).
Employment of Experts & Consultants - appointments as
special government employees, paid on a daily rate for a
temporary or intermittent period of time. There are maximum
limitations on appointments, e.g., 130 calendar days in a
Fiscal Year.
2. Examination, Selection, and Placement
Agencies must adopt and administer staffing programs which
ensure a systematic means of selection (for appointment,
promotion, reassignment, transfer, and reinstatement)
according to merit. Agencies may select from among a
variety of sources, including, but not limited to:
Merit Staffing/Promotion - selection based on open
competition using various job related standards (i.e.,
education, training, experience, suitability, and
physical and mental fitness, etc.) which applicants must
meet.
Office of Personnel Management (OPM) Registers - for a
few specific positions, OPM maintains "registers of
eligibles" or lists of qualified applicants. Agencies
may select from among the top three applicants. Veterans
listed at the top of a register may not be bypassed
without OPM approval. As an extension of this process,
OPM may delegate all or part of this examining authority
to Agencies (also known as direct hire or delegated
authority).
Non-Competitive Appointments - are exempt from the
competitive process. Applicants may be appointed under a
wide variety of authorities, after certain requirements
are met. They include:
- Former Peace Corps & VISTA Volunteers
- Peace Corps Staff
- Disabled Veterans (30% or more)
- White House Staff
- Legislative Branch Employees
- Career Foreign Service Employees
- Severely Disabled applicants
- Outstanding Scholars
- Reinstatement of a Career or Career Conditional
Employee
2
Veterans Preference - must be afforded to honorably
discharged veterans during the hiring process. The extent
of preference depends on the type of recruitment.
3. Merit System Principles
Agencies are required to administer their personnel programs
consistent with the following merit principles:
Recruit qualified individuals from appropriate sources in
order to achieve a work force from all segments of
society, and select and advance individuals solely on the
basis of relative ability, knowledge, and skills, after
fair and open competition which assures that all receive
equal opportunity.
All employees and applicants for employment should
receive fair and equitable treatment in all aspects of
personnel management without regard to political
affiliation, race, color, religion, national origin, sex,
marital status, age, or handicapping condition, and with
proper regard for their privacy and constitutional
rights.
Equal pay should be provided for work of equal value,
with appropriate consideration of both national and local
rates paid by employers in the private sector, and
appropriate incentives and recognition should be provided
for excellence in performance.
All employees should maintain high standards of
integrity, conduct, and concern for the public interest.
The Federal work force should be used efficiently and
effectively.
Employees should be retained on the basis of adequacy of
their performance, inadequate performance should be
corrected, and employees should be separated who cannot
or will not improve their performance to meet required
standards.
Employees should be provided effective education and
training in cases in which such education and training
would result in better organizational and individual
performance.
Employees should be:
(a)
protected against arbitrary action, personal
favoritism, or coercion for partisan political
purposes; and
3
(b)
prohibited from using their office authority or
influence for the purpose of interfering with or
affecting the result of an election or a
nomination for election.
Employees should be protected against reprisal for any
lawful disclosure of information which the employees
reasonably believe evidences:
(a)
a violation of law, rule, or regulation, or
(b)
gross mismanagement, a gross waste of funds, and
abuse of authority, or a substantial and specific
danger to public health or safety.
4. Reduction in Force
Agencies must utilize Reduction-In-Force (RIF) procedures
when lack of work; shortage of funds; insufficient personnel
ceiling; reorganization; the exercise of reemployment rights
(or restoration rights) i or reclassification of an
employee's position (due to erosion of duties) will result
in a permanent employee being released from his/her
competitive level by furlough (for more than 30 days),
separation, demotion, or reassignment requiring
displacement.
Retention registers are established with employees listed
on the register based on four factors: (1) tenure; (2)
veteran preference; (3) total Federal service; and (4)
credit for performance ratings.
Employees are afforded an opportunity to exercise
assignment rights (i.e., the right to displace other
employees instead of being furloughed or separated). Most
commonly called bump and retreat rights, these rights allow
employees to move into a position held by another employee
in a lower tenure group or lower subgroup within the same
tenure group or move into position if the position is
encumbered by an employee with a later service date with
performance rating no higher than Minimally Successful, as
long as the position is at the same grade or no more than
three grades below the position from which the employee is
being released.
5. Transfer of Function
A transfer of function is defined as: (1) a transfer of
performance of a continuing function from one competitive
area and its addition to one or more other competitive
areas, except when the function involved is virtually
4
identical to functions already being performed in the other
competitive area (s) affected; or (2) movement of the
competitive area in which the function is performed to
another commuting area.
When a function is transferred from one agency to
another, each competing employee in the function shall be
transferred to the receiving agency for employment in a
position for he/she is qualified before the receiving agency
may make an appointment from another source to that
position.
When one agency is replaced by another, each competing
employee in the agency to be replaced shall be transferred
to the replacing agency for employment in a position for
which he/she is qualified before the replacing agency may
make an appointment from another source to that position.
6. Training
Agencies are required to plan, budget, establish, and
evaluate an on-going training program to increase economy
and efficiency on the operations of the agency and to raise
the standards of performance by employees in the operation
of their official duties.
Training needs assessments must be conducted annually to
determine training requirements in order to bring about more
efficient performance at the least possible cost. Annual
reports are required by the Office of Personnel Management.
7. Position Classification
Agencies have responsibility for establishing and
maintaining a job grading system for positions covered by
Chapter 51 of title 5. This system, the General Schedule
(GS), is the basic classification and compensation system
established in 1949. The basic tenet of the system is equal
pay for substantially equal work.
The General Schedule is divided into 15 levels of
difficulty and responsibility, GS-1 to GS-15. Chapter 51
provides definitions for each grade level. Non-supervisory
positions at all grade levels and supervisory positions
below GS-13 are designated by GS. The designator GM is used
for supervisory and management positions at grades 13, 14,
and 15.
5
The Office of Personnel Management (OPM) develops guides
(classifications standards) that agencies must use to
determine the title, occupational grouping (series) and
grade level of positions. There are 22 broad occupational
groups, broken down into approximately 460 different job
series. For example, GS-300 is the General Administration,
Clerical and Office Services Group. This Group is further
subdivided into 35 occupational series, e.g., Computer
Specialist is GS-334 and Secretary is GS-318.
Classification standards used to evaluate positions are
written in two basic formats, narrative and Factor
Evaluation (FES). Both provide for the analysis of major
duties and responsibilities. In addition, there is a
separate OPM guide that must be used to determine the grade
of supervisory and managerial positions.
Classification authority is either conducted by personnel
officials or delegated to line managers.
Corporations not subject to Chapter 51 have the
flexibility to develop a classification system without
regard to any of the above requirements. Some have chosen
to create new systems or modify the current systems to
accommodate organizational needs.
Other key aspects of the title 5 classification system
include requirements to have a written position description
(pd) for each position, change the pd every time the
position changes, provide for employees to appeal system the
classification of their positions to the Office of Personnel
Management. Agencies must ensure that similar positions are
classified on a consistent basis throughout the
organization.
8. Compensation
Chapter 53 requires that pay determinations for covered
employees be based on equal pay for substantially equal
work and that pay distinctions be maintained in keeping
with work and performance distinctions and comparability
with non-Federal pay rates for the same levels of work
within the same local pay areas.
Title 5 allows for 15 pay levels, (GS-1 to GS-15) with a
broad current annual salary range of $11,903 to $85,589.
The pay structure has ten steps for each grade level which
may be granted to an employee over fixed periods of time
based on performance. For example, an employee is eligible
to receive increases in the first 3 steps every 52 weeks;
eligibility for the other steps take much longer.
6
Supervisors and managers at the GM-13, 14 and 15 levels
are covered by the Performance Management and Recognition
System (PMRS) and receive salary increases and bonuses also
based on performance. While this system does not provide
for steps, the minimum and maximum salary paid under the
PMRS system matches the minimum and maximum payable to
general schedule 13, 14 and 15 levels.
The maximum salary paid to employees under Title 5 is
level IV of the Executive Schedule, or $115,700, a provision
applicable to the Corporation for National and Community
Service.
Effective January, 1994, the uniform adjustment to the
General Schedule pay rates (annual nationwide comparability)
will be based on the Employment Cost Index (ECI) minus 0.5%.
The Federal Employees Pay and Comparability Act of 1990
(FEPCA) proposed that a phased-in reduction of local pay
disparities (locality pay) be initiated in 1994, based on
Presidential approval. Both the ECI and the locality pay
provisions are subject to change based on the pending
legislation.
Agencies must determine how they will classify and
compensate positions established above the GS-15 level.
Options include placing positions in the Senior Executive
Service (SES), Senior-level (SL) or Scientific or
Professional (ST) positions. The President establishes pay
levels and rates for the SES. Agencies establish pay rates
for ST and SL positions in accordance with OPM guidelines.
ST and SL positions were formerly identified as GS-16,
17, and 18 level positions. The pay range for ST and SL
positions is a minimum of 120% of GS-15 and a maximum of
SES Level IV, or $115,700. The pay range for SES is
$92,900 to $115,700. Corporations are excluded from SES
coverage, but not from establishing ST and SL positions, or
their own executive level system.
Other key features of Chapter 53 include the requirement
to grant grade and/or pay retention to eligible employees
who are downgraded through a reduction-in-force,
reclassification or for "without cause" situations.
The aggregate limitation on pay cannot exceed the rate
payable for level I of the Executive Schedule ($148,400).
This includes performance bonuses, overtime or other
payments.
Certain localities receive an "interim geographic
adjustment" of 8% where there are significant pay
disparities, e.g., San Francisco and New York.
7
9. Select Excepted Service Positions - Schedule c
These are positions classified up to GS-15 that are of a
confidential or policy-determining nature or, which involve
close and confidential working relationship with an agency
head or other key appointed officials. OPM authorizes the
establishment of these positions and approves them on a
case-by-case basis. Appointment to this type of position
can be made only with prior OPM approval. These positions
are either permanent or temporary.
Agencies must report each appointment and vacancy to OPM.
Authority for each position is revoked each time a
position is vacated.
Special temporary appointment authorities are granted to
agencies during Presidential transition and the creation of
a new agency or department.
Prior OPM approval is not required to appoint individuals
to temporary positions as long as the appointments are
within an agency's approved allocation (e.g., ACTION has 7
allocations).
Temporary appointments are made for 120 days. One
extension of 120 days may be granted.
10. Senior Executive Service (SES)
This is a separate personnel system for most career and
non-career employees who serve in key positions, typically
just below the Presidential appointee level. Included are
managerial, supervisory, and policy positions classified
above the GS-15 level. The system was created by the Civil
Service Reform Act of 1978.
Government-wide there are more than 8200 positions filled
in the SES.
OPM allocates positions to agencies every two years.
ACTION has 10 allocations.
Agencies establish positions within their allocation
without further OPM approval.
Agencies report all position and employee changes to OPM.
There are two basic types of position - career reserved
and General. There are four types of appointing authorities
8
- career, non-career, limited term and emergency.
Career reserved positions cover functions such as law
enforcement, audits, inspections, fiduciary, grants, etc.
and must be filled by career appointees.
General positions cover all other functions and may be
filled by any appointee, e.g., career, non-career or
limited.
Initial entry into a career position must be through a
merit staffing process with approval of qualifications by
OPM.
Agency heads approve qualifications of non-career
appointees.
There are six pay rates, ES-1 ( $92,900) through ES-6
($115,700).
Career appointees may receive annual bonuses based on
performance. The range is 5-20% of basic pay. Other special
rank awards are available that grant either $10,000 or
$20,000. Agency heads nominate career candidates. The
President makes the final selections.
The performance system must have at least three and not
more than five levels.
A special benefit is no limit on the accumulation of
annual leave. Pending legislation may eliminate this
feature.
Every three years (beginning 1991) career appointees must
be recertified for retention in the SES. Retention
decisions are based on a standard of excellence defined by
OPM. If not recertified, the appointee is removed from the
SES.
11. Performance Management
Covered by Chapter 43. Agencies, since 1986, have had to
establish 5-level performance appraisal systems with awards
and performance-based adverse actions based on the appraisal
of record. OPM is now proposing a framework requiring a 2-
level system (Meets or Does Not Meet Expectations) with
Agencies having the leeway to expand to more rating levels
or enhance systems in other ways.
GS employees are covered by Performance Management System
(PMS). This system mainly covers GS-12 and below, but also
9
includes grades 13-15 who are classified at GS levels. This
system allows for within grade increases based on longevity,
as long as performance is Fully Successful or better. It
allows a performance based removal only when an employee has
been rated Unacceptable.
GM employees are covered by Performance Management and
Recognition System (PMRS). This covers employees in grades
GM-13 through GM-15. It is a limited pay-for-performance
system with annual salary increases and cash bonuses
predicated on the performance rating. There are no regular
within grade increases. An employee can be removed for
Marginally Successful or Unacceptable performance. PMRS
legislation sunsets September 30, 1993 and it is not
expected to be reauthorized. It will probably be replaced
by a new system covering all employees.
Government corporations have normally had flexibility to
establish alternate performance appraisal systems, and
leeway to decide how much the performance rating will
influence pay decisions.
Removal or downgrade of an employee for poor performance
requires an opportunity to improve period, a minimum 30-day
advance notice of the proposed action. The employee has the
opportunity to respond, prior to a final decision by a
higher level management official. The final decision, if
adverse, is appealable to the Merit Systems Protection Board
(MSPB).
12. Awards and Recognition
Forms of recognition most widely used are performance
awards, superior accomplishment awards and Quality Salary
Increases (QSI's). The performance awards are made to PMS
and PMRS employees and coincide with the end of the annual
appraisal cycle. SES employees are eligible for SES bonuses
which must be at least 5 percent of the employee's salary.
The SES bonus pool is 3 percent of SES payroll; the PMRS
awards pool can be no more than 1.5 percent of PMRS payroll;
the PMS awards pool is established by Agency discretion.
Superior accomplishment awards are for one-time special
acts and are not intended to substitute for performance
awards. The amount budgeted for these awards is up to the
Agency.
Quality Salary Increases are accelerated salary increases
for top GS performers. These increase the annual salary by
one step (approximately 3%) on the salary scale.
10
Other recognitions include awards for suggestions and on-
the-spot awards which are immediate awards of a nominal
amount.
13. Leave
Employees earn annual (personal) leave according to
length of government service:
4 hours per pay period for first 3 years
6 hours per pay period after 3 years
8 hours per pay period after 15 years
Employees may carry no more than 240 hours annual leave
into the new leave year (January) except that SES members do
not currently have this restriction.
Sick leave is earned at 4 hours per pay period regardless
of length of service with no limit on carry over.
14. Alternate Work Schedules
Agencies are authorized to establish Alternative Work
Schedules (AWS). These may include flexitime, compressed
schedules, either, or both. When there is a Union, any
establishment, change, or termination or AWS must be
negotiated.
Flexitime includes varying the starting and quitting
times and the possibility of employees earning credit hours
to use in lieu of leave.
Compressed schedules allows for employees working 9 or 10
hour days in return for one or two days off within the pay
period.
11
15. Labor-Management Relations
Covered by Chapter 71, all government employees, unless
expressly excluded by Statute, may join, form, assist or
participate in a labor organization without fear of
reprisal.
Unions have the right to negotiate policies to the extent
not prohibited by law, represent employees in grievances,
and represent employee concerns in general. By law, the
Union is the exclusive representative for employees and
Management is precluded from recognizing or dealing with any
other employee organization.
Pay is normally not negotiated in the Federal sector
because pay levels are set by law. To the extent that the
Agency head has authority to set pay levels, pay becomes
negotiable. There are several Agencies or other
governmental entities that now negotiate pay with Unions.
Non-appropriated fund (NAF) DOD units have been negotiating
pay for some time.
Federal employees do not have the right to strike.
Bargaining disputes are resolved by third parties under the
supervision of the Federal Labor Relations Authority (FLRA),
a National Labor Relations Board counterpart for the Federal
sector. Third party decisions are legally binding but are
appealable to the courts in some cases.
The trend in the Federal government and most major
private sector industries is towards labor-management
cooperation. Federal sector labor relations was codified
into law in 1979 (Unions had more limited recognition rights
under Executive Orders issued by the Kennedy and Nixon White
Houses) and the 1980's were marked by conflict and
litigation. This type of relationship is now generally seen
as costly in terms of money, morale and lost opportunities.
All Federal sector contracts are required by law to have
a grievance procedure that includes the Union's right to
invoke binding arbitration. Subjects normally grieved
include performance ratings, failure to receive a promotion,
denial or leave, disciplinary actions, and employee-
supervisory conflicts.
16. Employee Benefits
Worker's Compensation - If an employee is hurt on the
job, the employee may receive worker's compensation which is
adjudicated through the Department of Labor. The
compensation continues as long as the employee is unable to
12
resume work and is also payable to the employee's survivors.
Worker's compensation also covers VISTA Volunteers and will
cover as other volunteers under the National and Community
Service Trust Act. Compensation is charged back by the
Department of Labor to the Agency that employs or employed
the claimant on a dollar-for-dollar basis.
Employee Assistance Program (EAP) - All Agencies are
required to offer an EAP program which includes counseling
services to employees which are confidential and free to the
employee. We participate in a small agency consortium run
by the Public Health Service. The EAP is used frequently by
employees experiencing substance abuse problems and
supervisors who suspect that off the job problems may be
contributing to performance or conduct deficiencies are
counseled to formally refer employees to counseling.
Retirement - Employees hired before 1984 were covered
by the Civil Service Retirement System (CSRS). Employees
hired after 1984 are covered by the Federal Employees
Retirement System (FERS) In 1987, there was a one-time
election period allowing CSRS employees to switch to FERS.
The requirements for voluntary retirement are the same under
both systems:
Age 55 with 30 years of service
Age 60 with 20 years of service
Age 62 with 5 years of service
Disability retirement after 5 years of service is also
available under both systems.
Benefits are different under each system. Under CSRS,
employees receive an annuity based on their total years of
service and the average of their "high 3" years of earnings.
At 30 years of service, an employee would receive 56 percent
of the "high 3" average, less if the employee elects a
survivor's annuity.
Under FERS, the employee receives retirement benefits
from three parts of the system: The FERS annuity, Social
Security, and the employee's account in the (voluntary)
Thrift Savings Plan (similar to a 401 (k) plan).
13
Thrift Savings Plan (TSP) - The TSP is the savings
feature that is available to employees in either retirement
system. Like a 401 (k) plan, the money invested in the TSP
is tax deferred; i.e., it is not taxable until the employee
starts drawing from the account after retirement. FERS
employees receive a dollar for dollar match from the
government for the first 5 percent of salary they invest in
TSP. This match is charged to the Agency. FERS employees
may contribute up to 10 percent of salary to their TSP
accounts tax deferred.
CSRS employees may contribute up to 5 percent of salary
tax deferred to a TSP plan but do not receive a matching
Agency contribution.
There are two open seasons each year in which employees
may start or increase their TSP withholdings.
Employees may designate how their TSP accounts are
invested. One fund invests in Treasury bills, one invests
in the bond market and one invests in the stock market.
Life Insurance - Employees are eligible for government
subsidized life insurance when they start government
employment. No proof of insurability is required.
Periodically, an open season is held, but these are
infrequent and not held in regular intervals. Outside of an
open season, employees wishing to subscribe to life
insurance, who have previously waived insurance, must
furnish medical proof of insurability.
Health Benefits - Employees may subscribe to any of a
number of health benefit plans where the government pays the
major share of the cost and the employee pays a premium set
yearly by the Office of Personnel Management. Employees
have the choice of national fee-for-service plans
(deductibles and co-payments where the employee chooses the
providers) or local Health Maintenance Organizations (HMOs)
where there is less discretion to choose providers but the
cost for services is usually lower.
17. Adverse Actions
Adverse actions include removal from government service
for cause, suspensions and downgrades for cause.
Taken for misconduct or unacceptable performance.
Employees are entitled to full due process including a
review by a higher level management official and an appeal
to an outside administrative agency.
14
At least 30 days advance notice is required. There must
be a proposing official, an opportunity to reply to the
proposal, and a decision by a higher level deciding
official.
If the deciding official upholds a removal, downgrade, or
a suspension for more than 14 days, the employee may appeal
to the Merit Systems Protection Board (MSPB) which normally
conducts an administrative hearing, and has authority to
order the Agency to reverse the action. Bargaining unit
employees also have the right to take these actions to
outside arbitration, through the Union, in lieu of the MSPB
appeal.
Suspensions of 14 days or less and reprimands cannot be
appealed to the MSPB but are grievable through the
appropriate grievance procedure.
15
GRIEVANCE AND APPEAL RIGHTS
TYPE OF ACTIONS
GRIEVANCE
MSPB
COURT¹
Demotion/Reduction
No²
Yes
No
in Pay/Removal
Suspension/Reprimand
Yes
\³
No
Reduction-in-Force
No
Yes
No
Reassignment
Yes
No
No
Salary/Pay Levels⁴
No
No
No
Performance Appraisal
Yes
No
No
Non-Promotion
No⁵
No
No
Note:
Negotiated grievance procedures with a recognized Union
end with an option to invoke binding arbitration. Internal
grievance procedures normally provide for a final decision no
higher than the head of the organization.
1 When the internal grievance procedure does not allow the
appeal of an Agency action resulting in loss of pay, courts will
occasionally assume jurisdiction.
2
Bargaining unit employees covered by a collective
bargaining agreement have the option of grieving under the
contract or going directly to the MSPB, but may not choose both
procedures.
3 Suspensions longer than 14 days are appealable to the
MSPB. Suspensions of 14 days or less are grievable.
4
While individual salaries are not normally appealable,
salary levels may be subject to negotiation with a recognized
Union, depending on the language of the statutory authority to
set pay. Should they be negotiated, a complaint that the
negotiated process was not correctly applied would be grievable.
5
While non-selection is not normally grievable, most
grievance procedures permit grievances over alleged violations of
process.
16
Attachment 3
Schedule A Guidelines and Requirements
1. The Schedule A authority provides for making appointments in
the excepted service at grades GS-1 through SES equivalent levels
for a maximum of 100 positions in the Corporation, with no more
than 10 at the senior levels. OPM has granted this authority for
use by the Corporation through September 30, 1995.
2. A determination should be made whether appointments are to be
made for an indefinite period, or for a specific time limit. If
time limited, the term of appointment must exceed one year for
appointees to be eligible for health benefits, life insurance,
etc.
3. At the discretion of the Corporation, trial periods may be
required for Schedule A appointments. The length of the trial
period is also discretionary. Termination during the trial
period does not entitle the individual to appeal rights.
4. Appointees may be removed for cause without the right to
appeal to the Merit Systems Protection Board up to the first two
years of employment (or up to one year for preference eligibles
(veterans).
5. Positions and grade levels are established under the Title 5
classification system, and position descriptions are required.
Positions will be placed in GS or SES equivalent pay plans, based
on job responsibilities.
6. Appointments are not subject to Title 5 competitive selection
procedures or qualification requirements for the competitive
service. Qualification requirements are established by the
Corporation and outlined in position descriptions. When
applicants are actively recruited through the publication of
vacancies, a basic plan is necessary to describe the process that
will be followed. A sample recruitment plan is attached.
7. Entry pay is established under Title 5 regulations, which is
normally set at the first step of the grade, unless the appointee
possesses superior qualifications for the appointment, or is
entitled to a highest previous rate.
8. Pay adjustments are subject to Federal general pay raises as
authorized government-wide; employees would be eligible for step
increases, as appropriate.
9. Appointees are covered by the provisions contained in Title 5
for leave, worker's compensation and unemployment compensation
programs.
10. Cultural diversity should be a consideration in making
appointments under this authority.
11. Appointments under this authority confer no entitlement to
regular employment in the Corporation; consideration for regular
employment would be subject to the policies of the new personnel
system established by the Corporation.
Corporation for National and Community Service
Recruitment Plan
1.
This plan implements requirements contained in Chapter 213,
Subchapter 3 of the Federal Personnel Manual (FPM) regarding
the appointment of employees under the Corporation's special
Schedule A authority - 213.3121(a) - approved by the Office
of Personnel Management on September 22, 1993. The special
authority covers up to 100 appointments in the Corporation
in grades GS-1 through SES equivalent through
September 30, 1995.
2.
When applicants are actively recruited through the
publication of vacancies, applications will be solicited
through various methods as deemed appropriate to locate
qualified applicants. Vacancies will be open for receipt of
applications for a period of at least five calendar days.
Applications will only be accepted for current advertised
vacancies.
3.
To the extent practicable, recruitment will be targeted
toward individuals who have demonstrated a commitment to
national and community service as a volunteer or leader in
the volunteer community.
4.
Applicants will be evaluated against established
qualification standards and placed into one of three
groupings: "Basically Qualified," "Highly Qualified," or
"Best Qualified." (Compensable disabled 10-point veterans
who meet the minimum qualification standards will be placed
in "Best Qualified" group and referred first). A decision
to non-select an applicant entitled to Veterans' Preference
is only allowed for reasons of qualifications or
suitability.
THE WHITE HOUSE
WASHINGTON
BREAKFAST WITH MICHELLE NUNN
DATE:
Thursday, October 7
TIME:
8:30 a.m.
LOCATION: Stouffer Concourse Hotel
FROM:
Karen Ewing
I. PURPOSE
You will meet with selective staff from Hands On Atlanta
over breakfast.
II. BACKGROUND
Hands On Atlanta is a nonprofit volunteer service
organization which promotes direct community service. HOA
was chosen as a SOS site and engaged 50 SOS participants
with the College Park Elementary School, a year-round school
in an inner-city neighborhood. The project was one of the
most successful of the SOS programs. You visited the school
on August 16 with Senator Nunn, Commissioner Lomax and
others for Community Leaders Day.
III. PARTICIPANTS
Michelle Nunn - Executive Director, Hands On Atlanta
Christa Roth - SOS Director, Hands On Atlanta
Rolette Thomas - Social SEA Change Awardee from CNCS
(proposal attached). He was a SOS team leader from Atlanta.
Tenera McPherson - Youth Service Projects Coordinator, Hands
On Atlanta. This includes TeamWorks, HOA's citizenship and
leadership development program for volunteers. She was also
a SOS team leader from Atlanta and the moderator for the sos
Atlanta Community Leaders Day in August.
IV. REMARKS
You should talk about the status of the corporation, the
timeline for regulations, and the importance of setting up
state commissions and working with the Governor's office.
Attachments - TeamWorks Brochure
- Rolette Thomas' award proposal
Team Works with Youth
Hands On Atlanta's Citizenship Development Program
for High School Students
Introduction
TeamWorks is Hands On Atlanta's youth service initiative designed to uniquely combine adult
volunteers with high school students on teams working together to serve the community through
direct service. Team Works serves as an introductory course in community service and citizenship,
exposing volunteers to a variety of critical needs in the city through service in the areas of education,
health care, housing, and hunger and allowing them the opportunity to practice citizenship in a direct
and meaningful way.
Goals
Team Works has a positive impact by exposing youth participants to critical needs in the larger
community that they can address and allowing youth participants a group mentoring context for
developing relationships with supportive and diverse adults. Participants cultivate team building skills
and practice reflection skills upon the nature of citizenship. In addition to these benefits for young
people, Team Works allows adult volunteers from diverse backgrounds to develop relationships and
work together with at-risk youth in service to the community.
Program
Team Works teams are composed of 6 high school students and 6 adult volunteers. Students are
selected with the assistance of the school principals, teachers, guidance counselors and other school
personnel. Adult volunteers are selected from the ranks of Hands On Atlanta. Each potential
participant completes an application and participates in an interview with a selection committee.
Teams are organized with members representing many interests, experiences and backgrounds.
After first participating in a training and orientation session, teams begin volunteering on Saturdays
on a bi-monthly basis for a 3 month period. TeamWorks service events include projects that reflect a
broad range of community needs. Examples of targeted service projects include sorting food boxes at
the Atlanta Community Food Bank, tutoring young children through HOA's Discovery Program,
building houses for the homeless through the Ecumenical Association of Churches for the Homeless
(E.A.C.H.) and building community gardens through the Atlanta Urban Gardening Program.
Service project days have two components: the service project itself and a lunch-time discussion and
reflection session for participants after the project. A resource library of pertinent books and materials
for both adults and youth is assembled for use by participants and all team members keep a journal of
their experiences and reflections.
Team Works is an innovative program for involving diverse high school youth with caring adults in
important service for the benefit of all citizens. Through this process, youth participants develop
mentors from among their adult team members, and every participant discovers lessons of service and
citizenship, cultivates leadership skills and is empowered through the ennobling nature of serving
others.
If you would like to sign up for the 1993 fall Team Works program, call Thom Bales or
Kathleen Kelly at 872-2252.
Team Works
Hands On Atlanta's Citizenship Development Program
Introduction
TeamWorks serves as an introductory course in citizenship, exposing volunteers to a variety of critical
needs in the city through service in the areas of community improvement, education, homelessness,
hunger and public housing. Additionally, Team Works provides the opportunity to practice citizenship
in a direct and meaningful way. Through TeamWorks, volunteers participate in a variety of
community service projects and reflect as a team upon the nature of citizenship and volunteerism.
Teams consist of 8-10 members, including a team-selected leader who assists the team with the
reflection process. After first participating in an orientation, teams begin volunteering on a monthly
basis for 4 months and conclude the program with a guided, large group reflection and evaluation
session. All Team Works group events are held on Saturdays. Each team member volunteers
individually once a month in addition to the monthly team projects.
Goals
TeamWorks is designed to assist participants in the process of defining for themselves the citizenship
values necessary to live in an ever-increasingly, confusing and complex society and to foster and
support the practice of those values through service. Teams serve and reflect throughout the program
period to develop a definition for citizenship and to develop meaningful ways to apply that definition
to their private and public lives. Along the way, TeamWorks affords participants an opportunity to
develop support networks, participate in constructive, meaningful activities and have some fun.
Program
TeamWorks projects are all direct service activities that reflect a broad range of community needs and
offer an opportunity for serious reflection. Projects are selected based on genuine need and their fit
within one of 5 sectors of the community: charity, community development, conservation, education,
or public housing. The diversity of projects gives participants an opportunity to examine work being
done by different institutions, non-profit, private and public. Examples of service projects may
include sorting food boxes at the Atlanta Community Food Bank, tutoring young children through
HOA's Discovery Program, building houses for the homeless through the Ecumenical Association of
Churches for the Homeless and painting apartments in a housing project. The TeamWorks program
has four components: the service project itself, a lunch-time reflection session for participants after the
project. readings pertinent to particular projects and a participant journal. Through participation in
these activities, team members discover lessons of service and citizenship, cultivate leadership skills
and are empowered through the ennobling nature of serving others.
Guidelines
TeamWorks participants agree to participate in an orientation session, four service projects and an
evaluation/reflection session. The projects are held on Saturday mornings each month and last
approximately one half day. The next orientation for individuals interested in participating in the
TeamWorks program will be held on Saturday, April 24 from 10:00am-12:00noon at the HOA
office.
If you would like to sign up for the next Team Works orientation, please call Thom Bales or
Kathleen Kelly at 872-2252.
SERVICE ENTRENEUR AWARD PROPOSAL
FIVE QUARTER BASKETBALL with Service Entrepeneur Rolette Thomas, Jr.
A. PROJECT DESCRIPTION:
WHY DO IT?
At College Park Elementary School, there is an afterschool program managed by
the local YMCA. While this program is "open" to all students from the school, it actually
only serves those families that can afford to pay for the (approximately 15-20
students). Furthermore, in the past three years, it has only attracted students in the lower
grade levels (K-2). In addition to this program, there is a Girl Scout Troop based at
College Park Elementary School which meets on Thursday afternoons. It accomodates
girls in their
units.
During the Summer of Service, the Hands On Atlanta corps created a full fledged
afterschool program that operated Monday - Thursday from 2:15 - 4:00 pm and offered a
total of 34 activities (see attached schedule). In the five weeks that the afterschool
program was in operation, more than half the students (approximately 250) enrolled at
College Park Elementary School participated in at least two activities on a weekly basis.
Obviously, the afterschool program satisfied a need in this community.
While there are other institutions that run afterschool programs (for a fee or for
free), most of them don't have an academic component other than homework assistance.
In many cases (eg. Jess E. Draper Boys & Girls Club), the institutions that do provide
academic enrichment are understaffed and consequently the children do not receive
adequate attention.
WHAT IS IT?
Essentially, Five Quarter Basketball is a program where students take tests as a
team during the first quarter, average the (team) score, play a four quarter basketball
game, then add the test score to their game score to determine the real winner. Since one
quarter of academics is not equivalent to four quarters of athletics, this modified Five
Quarter Basketball program expands the academic and social development component.
The "5 Quarter Basketball" program will provide the 4th and 5th grade students at
College Park Elementary School with an opportunity to develop their athletic and
academic skills in a systematic manner. By combining academic skill development
(eg. test taking and mathematical problem solving) with athletic skill development, the
program will not only provide the security of an afterschool program - it will go a step
further by preparing the students for the academic challenges of middle school and the
difficult developmental stage known as puberty.
This program is based on the pillars of child development that were introduced at
the Summer of Service National Training workshop developed by Anne Bouie on
"Meeting the Needs of Children."
High Expectations - academics and athletics are compatible, males and females can learn
sports together; High Content - PSAT questions, and non-traditional elementary level
subjects- eg. Economics & Sports; High Structure - regular field trips based on
attendance and performance, and mandatory monthly community service projects;
High Support - individual academic and family counseling, volunteer staff of College
Park adult residents & high school students and Atlanta area college students.
A mininum of 40 students will be served in this program which is scheduled to
begin operation on Monday, September 27, 1993 and conclude nine months later on
Friday, May 27, 1993. While 40 students represents almost 25% of the target population
(4th & 5th grade students), if volunteer recruitment exceeds the minimum level of 8 com-
mitted adults the number of students served will increase accordingly.
HOW WILL IT WORK?
The 5 Quarter Basketball Program will combine the athletic aspects of basketball
skills, physical conditioning, team building and sportsmanship with the academic aspects
of homework practice, test-taking strategies, problem solving skills and intellectual
achievement. In addition to group activities and lessons, there will be individual sessions
scheduled every week for progress (academic, athletic and social) check-ups. Furthermore
there will be regular (bi-weekly) meetings with the student's teacher and parents to assess
their performance in school and in the neighborhood.
To measure the impact of the 5 Quarter Basketball Program some universal (eg.
academic grades, attendance, test scores, ...) factors will be monitored while individual
improvement plans will also be developed. The individual improvement plans will take
approximately one month to develop because they will involve the student, teachers,
school counselor and parents. Students will present and commit to their plan at a
ceremony on the first field trip (retreat). Accordingly, they will participate in a similiar
ritual at the end of the school year to "own up" to their peers.
The community of College Park should benefit from the 5 Quarter Basketball
Program in several ways. Obviously, the program will expand the afterschool option for
many families in this community in a qualitative way. College Park Elementary School
will be giving much (providing space and resources) and receiving much (students better
prepared for middle school with expanded horizons). The monthly community service
projects will not only transform the physical locale of College Park, it will instill a sense
of pride and accomplishment in the students, their teachers, parents and neighbors.
Most of the Service Entrepeneur's time will be spent at the site, College Park
Elementary School, however at least two hours per day will be spent at the project
sponsor's office - Hands On Atlanta. The weekly format is outlined below:
Monday, Wednesday & Friday
2:15 - 2:30
Snack
2:30- 3:30
Lesson and test (see sample)
3:30 - 5:00
Basketball instruction and game
5:00 - 6:00
Homework and tutoring
Tuesday & Thursday
8 12 noon
Meetings with teachers and school staff
4 - 8 pm
Meetings with families.
Saturday (rotating weeks)
1st
Clinic on a particular aspect of basketball (eg. zone defenses) led by local coaches
2nd
Community Service Project at a site in College Park /Atlanta
3rd
No program due to Hands On Atlanta's Discovery Program (weekly tutorial)
4th
Field trip (eg. local college, professional basketball game,...)
ACTION PLAN
September '93
*Recruit volunteer team to assist in the management of 5 Quarter Basketball
program from Tri-Cities H.S., local colleges, College Park residents and SOS partici-
pants. Set up a schedule that will accomodate the various volunteers.
*Develop monthly service projects for 1993 (October - December).
*Develop field trips for the school year.
*Develop the clinics for the school year.
*Create the curriculum for the school year.
*Begin registration for program.
October '93
*Complete enrollmentment registration process.
*Begin individual improvement plan process.
*Diagnose the skills level of participants.
*Modify volunteer schedule accordingly.
*Complete individual improvement plan process.
November '93
*Fine-tune program.
*Develop monthly service projects for January - May '94
December '93
*First trimester evaluation
January '94
*Mid-year Individual Improvement Plan check-up
February '94
*Major fundraiser - Benefit Basketball Game
March '94
*Second trimester evaluation
*Bus trip to NCAA Final Four or Regional Game
April '94
*Bus trip to Basketball Hall of Fame
May '94
Closing retreat - evaluation of program
BUDGET
ROLETTE THOMAS, JR.
3181 Spring Street
Telephone/Messages
College Park, Georgia 30349
(404) 768-5869
OBJECTIVE
To enhance my skills and knowledge in
academic and recreational programs for
children.
EDUCATION
Hampton University, Hampton, Virginia
B.S., Biology
Selected Courses:
Biology I, II
Chemistry I, II
Activities:
*
Hampton University Pre-medical Club
Hampton University Biology Club
NAACP
Young Democrats of America
Association
EXPERIENCE
Hands On Atlanta, Atlanta, Georgia
Summer of Service Team Leader
Managing teams of ten corps members
(Taking attentandance, administering
time sheets and other paperwork,
evaluating corps member performance).
Supervising individual corps members.
Leading teams in implementing their
group projects.
Developing curriculum I materials and
ideas.
Acting as a liaison between corps
members, the school and HOA staff.
Participating in the program as a corps
member.
Oxford Apartments, Hampton, Virginia
Head Lifeguard/Swim Instructor, May-
August, 1991,1992
To maintain and direct pool activities.
Encouraged children to be active
participants in individual and group
activities.
Assisted children between the ages of 6
years and 18 years with warm-up
exercises and basic swimming skills.
Old Virginia Condominiums, Union City,
Georgia, Lifeguard, May-August 1989,1990
To provide supervision for children
between the ages of 5 years and 18
years.
Coordinated fundamental swimming
activities for children.
To maintain and direct pool activities.
Central Christian Church, Atlanta, Georgia
Youth Vacation Bible School Teacher,
June, 1993
Responsible for preparing and teaching
Bible school lessons to children
between the ages of 16 years and 25
years.
Camp Cosby Boarding Camp, Alpine, Alabama
Assistant Counselor, May-August, 1985,
1986,1987
Responsible for supervision and daily
activities for children between the ages
of 6 years and 18 years.
Organized recreational programs and
activities.
Aided children with problems and
concerns.
REFERENCES
Available upon request
THE WHITE HOUSE
WASHINGTON
MEETING WITH GOVERNOR ZELL MILLER
DATE:
Thursday, October 7
TIME:
10:00 a.m.
LOCATION: 201 State Capitol
FROM:
Karen Ewing
I. PURPOSE
You will meet with Gov. Miller to discuss Georgia's role as
a leader in the national and community service effort.
II. BACKGROUND
Georgia is a very strong service state with solid political
support from Gov. Miller and Sen. Nunn (and even Republican
Sen. Paul Coverdall supports the Peach Corps). Lynn
Thornton has done an excellent job of launching the Peach
Corps, a rural youth corps, in Vidalia and Thomason. Demand
for the Peach Corps is now state-wide. The program has
received good press from both the New York Times and CNN.
Even though numerous Fortune 500 companies are located in
Atlanta, the Peach Corps is weak on private sector support
possibly because of Lynn's strong emphasis on program
development. Most likely, she will be the new director of
the state commission and is moving quickly to establish one.
Georgia also has a strong corps network in Savannah as part
of the urban corps expansion of the 1980s. The state has an
active higher education and K-12 network through colleges
and universities.
III. PARTICIPANTS
Governor Zell Miller
Lynn Thornton, Director of the Peach Corps
Ed Kilgore, Director of Intergovernmental Affairs
Steve Wrigley, Chief of Staff
IV. REMARKS
You should compliment Lynn on her extraordinary effort with
the Peach Corps and its impact on citizens of the rural
areas it services. You should thank Gov. Miller for his
exemplary support in national and community service
endeavors.
Attachment - State talking points
- Press clips
National Service and the States
The National and Community Service Trust Act of 1993 ("the Act") will enable States
to meet the needs of their communities, pay for the education of their young people, and
restore the confidence of all their citizens in government's ability to work. In this initiative,
States will work as full partners with Washington. Governors can begin work immediately --
establishing State Commissions that will draw Federal funds and promote excellent programs.
NATIONAL SERVICE: A BRIEF DESCRIPTION
The concept of national service encompasses a range of initiatives. Most funds under
the Act will be used to enable Americans to earn educational awards in return for an
extended term of stipended service through a new National Service Trust Program.
Additional funds will be available for part-time, college- and school-based programs that
integrate unstipended service into education, known as "service-learning." Both programs
build on existing initiatives, and States will be essential to the success of each. The
legislation also expands the VISTA program, which engages young people and adults in full-
time service focused on alleviating poverty, as well as programs that support the involvement
of older persons in community service.
While the Act spells out the goals of the program more fully, the following three
categories capture much of what the new National Service Trust Program must accomplish:
Measurable results. A good national service program will have a clear, positive
impact in meeting the unmet needs of local communities within the broad areas of
education, environment, human needs and public safety. In addition, the Corporation
for National and Community Service ("Corporation") and States will establish
priorities and performance goals to focus programs within these broad areas -- for
example, tutoring, community policing, immunizations, and pollution control.
A spirit of community. Young men and women of every education level, race,
region and religion should participate in national service. Service should unite them
all in a common enterprise, providing service.
A market for quality. Government should act as venture capitalist, "picking
winners" instead of operating programs. No program can be entitled to funds; each
initiative must demonstrate continued quality in a competition. And programs must
look beyond government for support -- matching federal dollars with funds from
private sources.
THE STATE ROLE IN GENERAL
At least two-thirds of National Service Trust Program funds, or up to $1 billion over
three years, will be allocated through States. One-third of funds will be provided through a
population-based formula to States, and one-third will be provided on a competitive basis to
States. These funds will be subgranted by States; no more than 40 percent may be
subgranted to State agencies. Remaining funds will be allocated on a competitive basis to a
range of grantees.
In order to receive funds, States must establish State Commissions on National and
Community Service (or approved alternatives). These State Commissions will be responsible
for selecting national service programs to be funded and for applying to the Corporation for
funds. More broadly, they will support a range of activities to encourage quality service
throughout the State.
STATE COMMISSIONS: ORGANIZATION
In order to receive national service funds, States will establish State Commissions or
comparable "alternative administrative entities," discussed below. Governors will be
responsible for selecting members of these Commissions and ensuring their compliance with
Federal and State law. Once Commissions are established, Governors will notify the
Corporation. If the Commissions comply with the Act, the Corporation will approve them
and begin to pay up 85 percent of their administrative costs, with grants between $125,000
and $750,000 per State per year. Commissions that are not approved will be provided with
opportunities for technical assistance and prompt reconsideration.
Commissions may have between 15 and 25 voting members. Governors will select
members, and members will select a chair from among themselves. In general, Commission
members should be selected who will share a determination to achieve the central purposes of
the Act: meeting unmet needs, bringing Americans from all backgrounds together, and
selecting programs on the basis of quality.
As outlined in the Act, Governors must select at least one member from each of
certain categories, and may select other members from additional categories. Voting
members should reflect diverse backgrounds, and no more than 50 percent plus one may
come from the same political party. Individuals affiliated with applicants for funds may
serve on State Commissions, but may not participate in administration of the grant program.
A representative of the Corporation, employed by the Corporation, will also sit on
State Commission as either a voting or non-voting member, at the discretion of the State.
Governors may appoint State officers to fill up to 25 percent of voting Commission positions,
though additional employees may serve ex officio.
Commission members will serve terms of three years, except that the Governor will
initially provide one- and two-year terms to stagger appointments. Commission members
will receive only reimbursements and per diem payments, not salaries.
States may petition the Corporation to establish alternative administrative entities in
lieu of State Commissions. In order to receive approval, such entities must be able to carry
out the duties of State Commissions, and must include in significant policy-making roles
types of individuals specified for membership on the State Commission. States may also use
an existing agency to perform the duties of the State Commission for up to 27 months.
However, States are strongly encouraged to establish State Commissions as quickly as
possible; these best reflect the intent and requirements of the legislation.
STATE COMMISSIONS: RESPONSIBILITIES
State Commissions will not be responsible for operating programs; indeed, the Act
forbids their doing so. This reflects the general intent of the Act to emphasize "steering"
over "rowing. The Act outlines the major responsibilities of the State Commissions. These
fall into five basic categories:
Strategic planning. Through an open process, State Commissions will develop and
annually update a 3-year plan for national service programs in the State. Plans must
include State priorities for national service programs -- within the four basic areas -
that the State will apply in allocating its formula funds. State priorities will be
subject to Corporation approval.
Selection of grantees and application to the Corporation. Under guidelines and
within priority areas specified by the Corporation, State Commissions will administer
the competitive process to select national service programs within the State. In
general, at least 60 percent of programs selected must be operated by entities other
than State agencies. Once programs are selected at the State level, States will apply
to the Corporation for approval for a share of funds based on a formula. States may
also apply for additional funds which will be awarded on a competitive basis.
Training and technical assistance. State Commissions will assist State educational
agencies to apply for "service-learning" funds which support school-based community
service programs. In addition, one of their most important duties will be to provide
technical assistance to local non-profit organizations and other entities in planning
programs and applying for funds. This aid, along with additional help with training
and curriculum development, will be essential to ensure a range of quality
applications. Commissions will also assist programs in providing the health care and
child care benefits to participants required under the Act.
Recruitment and placement. Commissions will make information about national
service programs widely available to potential participants, through schools, job
placement offices, and the like. In addition, they will set up systems that link
participants to programs, such as 800-numbers or uniform applications.
Coordination. Commissions will work closely with the Corporation, ensuring that
the national regulations are truly applicable in each State. In addition, the State
Commission will coordinate its activities with those of any relevant State or regional
offices of the Corporation that are responsible for the VISTA and Older American
Volunteer Programs. The Commission should work with these offices to ensure that
their services together are complementary, not duplicative. The two entities may shift
functions between them.
OF
GEORGIA DEPARTMENT OF
COMMUNITY AFFAIRS
Jim Higdon
April 14, 1993
Zell Miller
COMMISSIONER
GOVERNOR
GEORGIA
Mr. Michael Camunez, Program Officer
PEACH
corps
Commission on National and Community Service
529 14th Street, N.W., Suite 452
McDuffie County
Washington, D.C. 20045
Georgia Peach Corps
835 Augusta Road
Dear Michael:
Thomson,
Georgia 30824
The Georgia Peach Corps has been grabbing some headlines
(706) 595-2185
recently, and I wanted to share these articles with you.
Toombs County
As you know, President Clinton met privately with several corps-
Georgia Peach Corps
members during his visit to Atlanta on March 19. Our corpsmembers
Ross P. Bowen Building
presented him with a Peach Corps cap, sweat shirt, and tee shirt, and
100 Courthouse Square
asked him to wear them one day on his morning jog!!
Post Office Box 348
Lyons,
On Monday, April 5, Senator Sam Nunn visited our site in Toombs
Georgia 30436
County. He visited our school renovation project, a nursing home, and
(912) 526-9644
an elementary school, and chatted with a number of corpsmembers
about their experiences. I believe he was quite impressed with our
achievements to date, and with the positive impact that service is
having on both the young adults and seniors.
We were also delighted to make the New York Times quarterly
insert on education, which is also attached.
We also prepared a municipal and county version of the enclosed
article, using materials sent to us by the Commission. We expect the
article to be published in the next issues of the Georgia municipal and
county magazines. We will forward copies once they are printed.
Sincerely,
You
Lynn Thornton
Director
LT/bkc
Enc.
A NATIONAL DEMONSTRATION PROJECT - COMMISSION ON NATIONAL AND COMMUNITY SERVICE
1200 Equitable Building
100 Peachtree Street
Atlanta, Georgia 30303
An Equal
(404) 656-3836
Fax (404) 656-9792
Received
The Georgia Peach Corps:
The Future of National Service?
The Georgia Peach Corps, which operates in two counties in Georgia, may be
the wave of the future in national service. President Bill Clinton made
establishing a program of national service one of the major goals for his
administration when, in his inaugural address, he challenged young Americans
to give "a season of service" to their nation and community.
The most effective way to develop national service, according to a report just
issued by the federal Commission on National and Community Service, is to build
on existing state and local networks and avoid creating a massive federal
bureaucracy. The Commission is an independent, bipartisan federal agency
established by Congress in 1990 to support and enhance national and community
service.
The Georgia Peach Corps is one of the programs which received funding
from the Commission and is an example of local initiatives upon which a national
community service network could be built. McDuffie and Toombs counties were
selected as demonstration sites because both excelled in the Governor's All-Star
Program, a community betterment program in which residents work together to
make their cities and counties better places to live. Local governments also
pledged financial and material support to the program as a necessity for the corps
locating in their counties.
Each corps has 60 participants: 50 young adults between the ages of 17 and
25, and 10 senior citizens. These corpsmembers spend four days a week on
community service projects selected through the All-Star process. The Peach
Corps-All Star Steering Committee, a group of both the All-Star chairpersons and
other residents of the community-at-large, further refine projects for the corps.
Typical projects being undertaken are: renovating an abandoned school for corps
headquarters and to provide additional classroom space for the board of
education; assisting with Meals on Wheels and doing chores for the home-bound
elderly; running an after-school program for latch-key children; and mentoring
with at-risk middle school students.
Corpsmembers also spend one day a week on educational and training
endeavors, working on getting their GED or studying for the the SAT, and doing
life skills and career planning activities.
In exchange for their services, corpsmembers receive a minimum wage and,
upon completion of one year of service, young adults also receive a $5,000 voucher
for use in pursuing post-secondary education.
The report of the Commission on National and Community Service, entitled
What You Can Do For Your Country, concludes that any new federally-funded
program should strengthen and expand, not replace, the existing state and local
service corps programs. The federal role, according to the report, should be to set
program standards and provide seed money. The Commission's
recommendations are designed with the goal of fostering a national network of
community service that will make service voluntary, direct, personal
The Georgia Peach Corps: The Future of National Service?
involvement with the country's most pressing social needs and challenges -- part
of the fabric of every American's life.
Among the major recommendations of the Commission are:
National service need not and should not create a massive federal
bureaucracy. The federal role should be to support, not to control. "A network of
diverse, locally-based programs would respond to America's great variety of
needs and circumstances and to the variety of capabilities and interests of
prospective volunteers better than a single federal program ever could," says the
report.
A major component of the Georgia Peach Corps is its use of a local
committee to ensure that projects are selected locally, by residents, so that
local needs are identified and met. The state Department of Community
Affairs acts in a supportive capacity, administering payroll, budget, and
federal grant requirements, but has no role in selecting projects to be
undertaken.
National service is much more than a device for paying for college. While
national service is linked to student aid and could help some afford higher
education, it should also provide opportunities for a range of participants.
Georgia's Peach Corps accomplishes this goal by providing service
opportunities for senior citizens and non-participant volunteers, and
through linkages with the Serve America and Cities in Schools programs
in local schools.
Participants should provide needed services not otherwise provided, so they
would not displace currently employed workers. Most participants would work
in the areas of education, human services, public safety and the environment.
"Numerous studies suggest that there are enough useful service assignments in
these areas to busy more than 3 million full-time servers, "says the report.
The Georgia Peach Corps undertakes service projects in three areas:
public works, education, and human services. While having been in
operation only since February 1, 1993, all indications are that there will be
more than enough useful service assignments to keep participants busy for
quite some time!
The federal government should fund only a portion of each program.
"Requiring that some funds come from local communities would ensure that
they would become stakeholders," says the report.
In Georgia, the Department of Community Affairs is making a significant
in-kind contribution to the program by handling all administrative
aspects. One criteria for participation on the part of counties and cities
was their willingness to provide financial, in-kind, and transportation
support for the Peach Corps. Both businesses and individuals at each site
are contributing goods and money to the program. A major goal of the
Corps is to reach a level of self-sustainability.
Page 2
The Georgia Peach Corps: The Future of National Service?
Participation in national service should be voluntary rather than
mandatory. Requiring young people to participate in national service would be
counterproductive. "Participants are likely to be most committeed and effective
when they have made a positive decision to volunteer," says the report. "If they
don't want to do it, their involvement will be wasteful and rebellious."
And in fact, competition has been keen to get a slot in the Georgia Peach
Corps: both sites received applications from twice as many people as they
could handle in the program.
The Commission believes that it may be feasible to expand the number of full-
time national service opportunities to approximately 100,000 in a few years. A
nationwide network of 100,000 full time participants might entail an annual
federal cost of less than $2 billion. The annual federal cost in these areas is
already $300 million.
The National and Community Service Act, sponsored by Georgia Senator
Sam Nunn, also funds the Serve America program in grades K through 12,
through which 15 Georgia school and associated programs have been funded; a
higher education service program which has funded Clark Atlanta's service
program; and demonstration programs in seven other states across the nation.
For more information, call Lynn Thornton, State Director, Georgia Peach
Corps, Georgia Department of Community Affairs, 404-656-3836.
Page 3
Section
TheNew York Times
Education Life
BLACKBOARD
New Georgia Peach:
A Volunteer Corps
0
NE of the first government-
the corps to help landscape de-
financed projects to com-
teriorated parks and cemeter-
bine community service with
ies, institute a 911 emergency
educational rewards was
system, mentor troubled
launched in Georgia in Febru-
youths and tutor inmates at the
ary. Called the Peach Corps, it
Mc Duffie County Jail
employs 100 youths ages 17 to
"I want to give the good part
25 who are working at mini-
of me that can help pull this
mum wage with 20 older men
community out of the hole,"
and women on selected public
said Donald Neal, a 24-year-old
works and human-service
volunteer who was training to
projects in two rural counties.
be a mortician before joining
The younger corps members
the Peach Corps. Mr. Neal, who
who complete a year of service
is black and describes himself
will earn $5,000 in credit toward
as upper-middle-class, says tu-
tuition costs at any higher edu-
toring and mentoring poor
cation institution nationwide.
black children from a local
Half the credits will be paid by
middle school has prompted
the Federal Government, the
him to consider social work or a
other half by the state. The old-
"healing profession."
er participants will benefit
Anna Surowitz, a 76-year-old
from an existing state program
corps member, spent most of
that enables them to attend any
her life as a sewing-machine
state school free of charge.
operator in a bra and girdle fac-
The three-year pilot pro-
tory and says she joined the
gram, created by the Georgia
program primarily for the
Department of Community Af-
money. Recently, however, she
fairs, is financed with a grant of
admitted: "My days used to
$2.3 million by the National and
drag. Now time just flies, and
Community Service Act. The
I'm starting to have some hope
program is to be expanded and
for the young people."
replicated in other rural areas
Ms. Thornton says the pro-
Also
$
Weaner
for
The
New
York
nationally if it works, said the
gram differs from other serv-
corps' director, Lynn Thornton.
Ice projects by emphasizing in-
Peach Corps workers landscaping a cemetery in Themson, Ga.
Ms. Thornton said the key
tergenerational cooperation
was local participation. Corpe
and socioeconomic diversity.
members and crew leaders are
"We're trying to revive an old
recruited from the communi-
idea that goes back to Thomas
ties they serve; every project
Jefferson and F.D.R.," she said,
has been identified by commu-
"that you can't just be a taker,
nity leaders as a pressing need
that everyone owes something
For example, citizens in Thom-
back to their community."
son, Ga., population 6,900, asked
JM
Jordan Sleder
THE
ATTANTA
MONDAY, APRIL 12, 1993
50 C I
SPORTS FINAL
MASTERS GOLF
Serbs ridicule
Proud papa wins again
NATO air shield
Flights over Bosnia start to
ASSOCIATED PRESS
S
arajevo, Bosnia-Herzegovina - Hours be-
fore NATO planes were to begin patrolling
Bosnian skies, the defiant commander of rebel
Serbs said Sunday that the Western alliance has
"no chance" of stopping his forces.
Gen. Ratko Mladic, his troops poised to grab
more Muslim territory, branded NATO's plan to
enforce a U.N.-imposed no-fly zone over Bosnia a
prelude for the use of Western air power against
the Serbs.
But he and a top Croatian general agreed that
the enforcement of the flight ban. to begin today,
would have little immediate military effect. Most
of the Serb military campaign has been fought by
WALTER STR
ground troops.
Tara Parks of th
Nearly 60 Dutch. French and U.S. warplanes at
gia Peach Corps
an Italian base and on aircraft carriers in the Adri-
atic Sea are to start enforcing the flight ban today
a building in Lyon
at 2 p.m. (8 a.m. EDT).
The operation is the first time the North Atlan-
tic Treaty Organization has projected military
might outside alliance territory since its founding
Georgi
in 1949.
Bells rang in Sarajevo's Roman Catholic cathe-
drais, and candles of hope were lit, but Easter Sun-
corps S
day brought little respite in the war. Of Bosnia's peo-
ple, only the primarily Catholic Croats celebrate a
Western-style Easter. The Serbs are preparing for
pace fc
their Orthodox Easter celebration Sunday.
Pope John Paul II, in his Easter message, called
the Bosnian war "an atrocious drama."
U.S. pl
Angered by the planned NATO patrois and last
week's discovery of ammunition hidden aboard a
U.N. aid convoy, the Serbs have shown increasing
Youth service p
disdain for international peace efforts.
offers hope to st
President Clinton's envoy to Yugoslavia. Regi-
naid Bartholomew, was due late Sunday in neigh-
By Don O'Briant
boring Croatia.
STAFF WRITER
He was to fly today to Sarajevo, where the U.N.
humanitarian airlift to besieged residents re-
Lyons, Ga. - W
mained suspended after Serb fighters moved anti-
Parks joined the
aircraft artillery near the airport.
Georgia Peach C
As tensions continued to rise, U.N. officials can-
months ago as a way
celed an aid convoy scheduled for today to Mus-
ing her education.
lims in Srebrenica, an eastern Bosnian town ringed
idea that she would
by General Mladic's troops.
ditches and likin
Eight people were killed and 24 wounded
"I don't mind t.
across Bosnia during a 24-hour period ending at
all." said Ms. Parks
midday, officials said Sunday.
ing knee-deep in
Citing the continuing clashes, a Bosnian gov-
shoveling broken
AMY Associated Press
ernment statement said military commander Gen.
pipe. "At least I'
Bernhard Langer clasps his 9-month-old daughter, Christina, on Sunday
Sefer Halilovic would not attend talks today at Sa-
money to continue
at Augusta National Golf Club after winning the prestigious Masters golf
rajevo airport with General Mladic, as the Serb
tion and helping ot)
tournament for the second time. Full coverage in Sports, Section C.
general had requested
She and yy other young
people are part of a new Geor-
Corps: Students are drawn by sense of service, job training and tuition
gia program that IS a model
Continued from AI
for President Clinton's Na-
Dickerson Elementary School
tional Youth Service plan.
"The first day, I thought some of
100,000 students
Backed by Democratic Sen.
Participants are pai
them were in it just for the mon-
Sam Nunn and funded by a
ey. But their whole attitude has
may work for aid
$2.3 million grant from the
$4.25 an hour, an
changed. They're taking it very
Commission on National and
seriously."
WASHINGTON BUREAU
Community Service, the state
The corps is divided into
at the end of a yea.
program IS one of eight being
groups that work roughly four
Washington - Presi-
tested nationally. It is offered
months in rotations ranging from
dent Clinton plans to submit
those who qualify
only in Toombs County in
construction to assisting nursing
a national service program
southeast Georgia and
home patients. One day a week is
to Congress this spring
McDuffie County near Au-
spent on academic training, such
Many of the details have yet
will be given $5,00
gusta.
as preparation for the Scholastic
to be worked out, but as it
in educational
Mr. Clinton's plan, subject
Assessment Test for college and
now stands, the plan will:
to congressional approval,
the General Equivalency Diplo-
Provide financial sup-
would begin with a 1,000-stu-
ma (GED) test for high school
port for education or train-
benefits for college,
dent pilot project this summer
dropouts. Other classes cover
ing of young people who
and expand to 100,000 by
serve a year or two in low-
trade school or
topics from balancing a check-
1997. College students would
book to practicing safe sex.
paying public service jobs.
pay off tuition debts as teach-
The most important lesson
Cost $7 $ billion over
apprenticeship.
ors or police officers, or by
may be that there is still hope.
four years.
working with the homeless.
Before joining the Peach
Involve 100,000 peo-
Youths range in ag
The Georgia Peach Corps
Corps, Tim Beck, 20, had been in
ple over four years.
operates similarly, but its
trouble with the law and was un-
Simplify and lower the
ranks include more than col-
$4 billion annual cost of oth-
from 17 to 25.
employed. "Maybe this will help
lege students.
me straighten out my life." he
er student aid programs
"We have every back.
said.
ground." said Toombs County
CCC hired millions
Not everyone IS sold on u
Corps members provide ser-
education coordinator Hope
value of such programs becau
vices such as renovating an
Manuel "Our only goal is to
WALTER STRICKLIN Suff
of the expense, and those who
match the demographics of
abandoned school building, help-
Gwenice Copeland (left) and Toni Corbin, helping renovate a building in Lyons, Ga., are
President Clinton's plan
support them caution against u
the community, not just age
ing disabled citizens and build-
part of a program that serves as a model for President Clinton's National Youth Service plan.
for a cadre of youth in ser-
realistic expectations.
ing a hiking trail. In McDuffie
vice to America is rooted in
and race and gender, but eco-
County, members are working on
zenship through public works
"Before investing heavily in
nomic background too."
Peach Corps
"We're self-sustaining," Ms.
President Franklin D Roo-
new program that could cost bi
Members are paid $4.25 an
a cemetery expansion, park land-
programs.
Wood said, "and after seven
sevelt's Civilian Conserva-
scaping, fire station repairs and
On the coast, members of the
Two Georgia counties picked for
lions and enroll up to a milli.
hour, and at the end of a year
unusual community service project
years, that's pretty remarkable.'
tion Corps. From 1933 to
Chatham-Savannah Youth Fu-
young people, it is important
a theater renovation.
those qualified will be given
Although the Peach Corps
1942, almost 3 million
tures Authority rehabilitate his-
examine what is expected," se
$5,000 in educational benefits
Public works statewide
has been operating just two
young men worked to build
toric inner-city houses, plant
Suzanne Goldsmith, director
for college, trade school or ap-
S.C.
months, the members have expe-
state and national parks,
trees, improve playgrounds and
the American Alliance for Righ
prenticeship. In addition to
Site coordinator Lynn Spring
McDuffie
rienced a sense of accomplish-
earn a decent wage and
parks, and work as volunteers at
and Responsibilities in Washin
said each project is selected after
11
the 100 young people ranging
Co.
ment. Seventeen-year-old Kenny
learn new skills. Sixty years
day-care centers and nursing
ton, D.C.
In age from 17 to 25, the Peach
approval by a local citizens' advi-
Carlanta
Butler, wearing one of the green
later, they will be coming
Corps offers positions for 20
sory committee.
homes.
Augusts
"Proponents have found th
Peach Corps T-shirts all mem-
from all over the South for a
"In all of our projects we
The Greater Atlanta Conser-
their most compelling argume
adults over age 60. Senior
Toombs
make sure we are not displacing
Macon
bers are given, sets up a bingo ta-
regional reunion May 7-9 in
vation Corps, launched seven
is the idea that service can have
S
Co
members get no scholarships,
ble as he proudly describes the
Chattanooga, Tenn For in-
workers," she said. "Right now,
years ago, operates as a kind of
Columbus
transformative effect on youth
but most say they welcome the
satisfaction he has gained work-
formation, call (706) 866-
we do not charge a fee for ser-
urban Peace Corps. Based on the
Savang
said Ms. Goldsmith. "But 'I
job as an antidote to boredom.
ing with senior citizens at Mead-
8065.
"I just decided I wanted to
vice, but eventually we hope to
notion that young adults have a
dream of a quick fix for soch
ows Hospital in Vidalia.
do so in order to become self-sus-
responsibility to serve their
E
R
A
pathic tendencies and problem
do something else," said Reu-
"This is the first time I've
country in some way, the corps
that begin in early childhood
ben Gamble, 64, a retired mi-
taining."
worked with older people," said
wishful thinking. National se
The Peach Corps is unusual
trains high school dropouts and
payer
crobiologist who has been
Mr. Butler, who wants to become
unemployed youths to perform
didn't want to play bingo and
vice is a good idea with men
because it offers an educational
working with first-graders at
an auto mechanic. "I like it. Ev-
needed community work.
checkers at first, but after we
positive benefits. But if we de
stipend, but two other youth ser-
helping the Peach Corps get off
ery morning we go around and
Please see CORPS, A6
started giving prizes, now they
cide that its primary goal is say
vice groups in Georgia provide
Atlanta Conservation Corps
the ground, said there is no doubt
give them ice water and turn on
job training and a sense of citi-
Director Karan Wood, who is
beat us getting to the game
ing souls, we are setting the prt
that such programs work.
their favorite TV shows. They
room."
gram up for failure."
The Thomson Times
Peach Corps members meet President Clinton
By Melissa Wells
Community Affairs office in
Editor in Chief
downtown Atlanta. They were on
the 14th floor and had a bird's eye
Two Georgia Peach Corps
view of the presidential entourage
members from Thomson had the
and security measures as Clinton
opportunity to meet President Bill
arrived to visit the neighboring
Clinton Friday.
child care center. Mrs. Surowitz
The two were told by coordi-
said she was impressed that
nator David Moore that they were
Clinton got out to talk to a group
to travel to Atlanta to meet some
of demonstrators protesting the
dignitaries, but Anna Surowitz
construction of an incinerator in
and Andre' Neal had no idea they
Ohio.
would be meeting the president.
Neal and another Peach Corps
Well, almost no idea. Neal said
member from Vidallia were se-
he suspected something was up
lected to present President Clinton
and had heard on the news the
with a t-shirt, sweat shirt and ball
night before that the president
cap. The group met the president
would be in Atlanta to tour a child
in the hallway of the office
care facility. When they left
building.
ANNA SUROWITZ
ANDRE' NEAL
headquarters in Thomson that
"He told us to go for it and
he would like to come to
morning Moore gave them both
had the opportunity to meet other
congratulated us and shook our
McDuffie County to observe the
an envelop with instructions to
hands," said Mrs. Supowitz. He is
dignitaries including U.S. Rep.
local Peach Corps in action.
open it at 9 a.m., about halfway to
a charming man, full of personal-
Don Johnson, Atlanta Mayor
Atlanta. "We were thrilled and we
Maynard Jackson and Gov. Zell
ity."
"He told me to keep up the
Miller.
were honored," said Mrs.
In presenting the Peach Corps
good work and to succeed at what
Surowitz.
Mrs. Surowitz said meeting our
items, Neal told the president that
I wanted to accomplish in life,"
Mrs. Surowitz and Neal joined
president was one of the most
he would like to see him wearing
Neal said. Neal wants to be a state
memorable events of her life. "I'm
two others from the Vidallia Peach
it on one of his morning jogs.
patrol officer.
an old jaded woman, but still I
Corps at the Department of
President Clinton told Neal that
The Peach Corps members also
was thrilled," she said.
By Melissa Wells
Editor in Chiq
McDuffie County's 55 Peach
Corps members were sworn in on
the steps of the State Capitol
Monday in a ceremony conducted
by Gov. Zell Miller, United States
Sen. Sam Nunn and other digni-
taries.
The Valdosta Peach Corps
joined local corps members in
See related stories pages 2-3A
making the public commitment
to one year of service. As the
governor came out, the Valdosta
and McDuffie corps shouted their
military-style countdown and
chant.
After the governor addressed
the group on the interior steps of
the state capitol, he introduced
Continued on page 2A
9932
February 10, 1993
Page
THE McDUFFIE COUNTY PEACH CORPS DEBUTS
PHOTO BY TOM CHEDEST
Peach Corps member from McDuffie County and Valdosta joined Monday to take their oath on the interior steps of the stat
capitol. (Hr) Sen. Paul Coverdell, Sen. Sam Nunn and Gov. Zell Miller were among the dignitaries present for the ceremon)
Continued from PSI
Corps takes oath
Continued from page 1A
Sen. Sam Nunn who was instru-
mental in developing this national
service program. Also speaking
at the ceremony was newly elected
Sen. Paul Coverdell, a former di-
rector of the Peace Corps, and
John Sibley, director of the state
advisory board for community
service. He read a letter from
President Bill Clinton to the gov-
ernor and Peach Corps members.
Then the governor conducted the
swearing in ceremony for all of
the Peach Corps members.
The Valdosta Peach Corps
presented dignitaries with a Peach
Corps t-shirt and the McDuffie
Corps presented them with a ball
cap. All of the officials signed the
Peach Corps commitment board
which will be brought back to
Thomson to hang at the Depot
during the year.
Local site coordinator David
Moore said the event was well
covered by Atlanta media, in-
cluding CNN. Corps members
were interviewed after the cer-
emony and there was a time for
them to meet and shake hands
with the dignitaries.
"It was a very successful day,"
Moore said. "We got to meet the
senator and governor and to shake
is lot of hands. Everyone enjoyed
talking to them.
Afterwards, the group took a
tour of the state capitol, went to
the Martin Luther King Jr. Center
and took a drive-by tour of some
homes built by Habitat for Hu-
manity.
page 16
Hard at Work
Peach Corps worker Bo Carson is hard at work at the Westview Cemetery clearing an area for the city that
will be a part of the cemetery' sexpansion. The public works crew of the corps spent. approximately four days
Jast week hard at work.
Progress Photo-by
October 5, 1993
Meeting with United Negro College Fund presidents
DATE:
October 7, 1993
TIME:
12:30 - 1:45
LOCATION:
Stouffer Concourse Hotel
From:
Susan Stroud
I.
PURPOSE
To meet with the presidents of the United Negro College Fund at their semi-
annual meeting to discuss the national service legislation.
Format:
12:30-1:00
lunch buffet line
1:00
Bill Gray introduces Johnnetta Cole; Johnnetta Cole
introduces Eli
1:05-1:15
video
1:15-1:30
Eli's comments
1:30-1:45
Q&A facilitated by Johnnetta Cole
Sec. Riley will address the UNCF presidents and a larger audience at the King
Chapel at Morehouse College at 11:00. I will have a copy of his remarks. Terry Peterson
and I agreed that each of you should reference the other's remarks. The Secretary will
include service in his remarks; you should reference education as one priority and the
Secretary's support.
II.
BACKGROUND
UNCF presidents were not supportive of the legislation, believing that funding for
national service directly competes with funding for financial aid. You met with Bill Gray
several months ago; Jack met with Bill Gray at an earlier point; Susan met with the
lobbyist and government affairs person at UNCF.
You have met with several UNCF presidents: Johnnetta Cole, Norman Francis,
and Delores Cross.
III.
PARTICIPANTS
Bill Gray, President, UNCF
UNCF staff
UNCF presidents (see attached list)
ONS staff
IV.
REMARKS
This is an important meeting because the lack of support or resistance to national
service would continue to be a political embarrassment. If they can be persuaded that
national service funding does not compete with financial aid, then the common ground to
build a relationship on is very firm. Black colleges and universities have strong traditions
of serving their communities and talented and needy Black students.
STATEMENT OF EDUCATION
UNITED STATES DEPARTMENT OF EDUCATION
UNITED STATES OF AMERICA
OFFICE OF POSTSECONDARY EDUCATION
MEMORANDUM
October 5, 1993
TO:
Eli Segal
Susan Stroud
FR:
Paul Jamieson
Real 20.9
RE:
Briefing material for meeting with UNCF
FY 1994 BUDGET
As you may be aware, Congress is considering the appropriation for the Department's FY 1994
budget. Both the full House and Senate have passed their respective Committee's versions of
the bill, and conference negotiations are occurring this afternoon (Tuesday). We will be sure
to let you know the outcomes as soon as they are available.
The 1995 budget is still being developed, so we cannot give out any but the most general
information regarding the President's commitment to expanding educational opportunity.
SPECIFIC ISSUES
At a meeting with Secretary Riley toward the end of the summer, UNCF raised the following
issues as important agenda items for historically black colleges and universities (HBCUs):
Pell Grants As you know, UNCF's position on national service has been fed by the perception
of a conflict between funding for Pell grants and national service. As you have said in the past,
I think you ought to say that the Administration's 93 Supplemental and 94 budget request
demonstrated our commitment to the financial integrity of the Pell grant program and keeping
the maximum award at $2300, even with increased numbers of students. Now and in the future,
Pell grants will remain the cornerstone of financial aid for low income students.
Campus Based Aid The Department's FY 94 budget does include a $200 million overall cut
in the campus based programs (Supplemental Education Opportunity Grants, Work Study and
Perkins loans). The campus-based aid is likely to be less of an issue because the House and
Senate Committee versions restored most of what the Administration proposed cutting. Without
making any promises, you can also emphasize that national service can mean great things for
the HBCUs, many of whom have been operating successful model community service programs
on their campuses for decades.
State Postsecondary Review Entity (SPRE) In an attempt to get a handle on unscrupulous and
financially unsound schools with high default rates, poor job placement records, and sloppy
management, the Department is proposing giving the state review boards (authorized in the 1992
1
400 MARYLAND AVE., S.W. WASHINGTON. D.C. 20202
Our mission is to ensure equal access to education and to premote educational excellence throuchout the Nation
Amendments) increased funding and authority to sanction schools in their state. HBCUs are
vehemently opposed to this proposal for two reasons. First, they often have high default rates
and low job placement statistics, even for their graduates. Since one criterion used is the
percentage of people in default (instead of the gross dollar amount), HBCUs feel that such a
policy discriminates against black colleges, whose purpose it is to serve low income students "at
risk" of defaulting on their loans. Second, many HBCUs (particularly in the South) have
traditionally had an adversarial relationship with state governments and have been able to appeal
to the federal government for help. Under this proposal, HBCUs could not easily bypass these
state review boards. One positive thing you can point out is the Department would support a
continuation of the current waiver from penalties for high defaults for HBCUs through 1997
(when the Higher Education Act is reauthorized).
HBCU Capital Financing The capital financing proposal would use federal funds to insure a
percentage of bonds issued by institutions to raise money for physical improvements on campus.
The President of UNCF serves on the advisory board of the capital financing program. The
Department's 94 request includes fund to cover $375 million in bonds ($125 million for public
institutions which also receive state funding, and $250 million for insurance for private
institutions). HBCUs are very excited about this proposal.
Institute for International Public Policy Another new program, this initiative would fund an
institute to conduct a program to significantly increase the numbers of African Americans and
other minorities in international service. HBCU students are specifically cited as eligible
recipients for the award. The Administration budget includes $4 million for FY 1993.
Minority Teacher Recruitment The Department is requesting a slight increase for this
initiative, although the House and Senate versions have kept the figure at $2.4 million.
Direct lending The Administration's direct lending initiative will help low-income students by
expanding access to postsecondary education through lower interest rates and more flexible
repayment schedules. Approximately 20 HBCUs have applied to be direct lending schools.
OTHER GENERAL ISSUES
Lack of an Executive Order Traditionally incoming Presidents sign an executive order
recognizing the needs of and pledging to work with HBCUs. The President has not yet signed
this executive order, though we suspect it is only a procedural, not a substantive, delay.
Training and Technical Assistance You might also mention the effort to provide training and
technical assistance in applying for federal grants. HBCUs feel unfairly penalized because they
lack the training necessary to write a grant proposal for federal funds (from a variety of sources)
You can explain that providing training and technical assistance will be a major focus of the
Corporation and State Commissions.
Attached is a table of specific budgetary information regarding Education programs of interest
to HBCUs.
cc:
The Deputy Secretary
Terry Peterson
Billy Webster
Hazel Mingo
Catherine LeBlanc
David Longanecker
2
COMPARISON OF FY 93 APPROPRIATION AND FY 94 REQUEST FOR SELECT
PROGRAMS IN DEPARTMENT OF EDUCATION (HIGHER EDUCATION)
The following table highlights some of the initiatives. that are of concern to Historically Black Colleges a
Universities (HBCUs). Figures are in thousands of dollars:
Program
FY 93
FY 94
House
Senate
Notes
Appropr.
Admin.
Floor
Floor
Request
Pell Grants
6,188,683
6,303,566
6,303,566
6,303,566
Administration request
maintains $2300 maximum
award and $185.3 million for
the shortfall
SEOG's (campus-
585,280
499,892
555,000
583,407
Cut will not be popular among
based)
HBCUs
Perkins Loans
183,520
159,037
173,000
173,000
Looks like Congress will only
(campus-based)
make a small cut.
Federal Work
616,949
526,941
586,000
616,508
Includes request that 10
Study (campus-
percent of FWS funds be
based)
spent on community service in
94-95; technical amendment
would make non federal
match requirement easier for
schools to meet.
State Student
72,555
62,800
72,429
Proposal to eliminate will not
Incentive Grants
be popular with HBCUs.
HBCU Capital
----
375,000
187,500
375,000
Will be an area of dispute in
Financing
conference. HBCUs pushing
hard for this.
State
----
25,000
25,000
10,000
Also likely to be discussed in
Postsecondary
detail during conference.
Review
HBCUs anxious they will be
disproportionately affected.
Minority Science
5,892
5,892
5,892
5,892
No change in funding.
improvement
Minority Teacher
2,480
2,5447
2,480
2,480
Administration requesting
Recruitment
slight increase from 93.
3
Program
FY 93
FY 94
House
Senate
Notes
Appropr.
Admin.
Floor
Floor
Request
12,500
Despite limited budget, seen
Mary McCloud
as important tribute to black
Bethune Fine Arts
leader. Senator Harkin said
Center
he liked the idea, but couldn't
fit it into budget.
Federal TRIO
388,048
398,525
418,525
418,525
TRIO programs targeted
toward providing
supplementary education for
at risk, low income students.
Howard
194,005
192,686
192,686
192,686
Includes funds for academics,
University
endowment, construction and
research.
Urban Community
9,424
9,424
9,424
11,000
UCS provides grants to foster
Service
community service in low-
income urban areas.
National Early
2,500
Modeled on Lang "I have a
Intervention
dream" program, this
initiative would provide
academic support and
financial assistance to at-risk
youth who stay in school.
1 Does not include $2,023,730,000 supplemental request to eliminate the shortfall.
4
Durner Battle Rm 921
404-209-9999
Karen Shimkus 312-744-7256
Mayor's ofc
many Lubertozzi 312-353-4899
action
adam Davidson 312-460-9321
WBEZ NPR
Helen Watts, Chic P.D. 312-747-5501
michelle nunn, Hands on atlanta
404-872-2252
Ed Kilgore 404-651-7768
United Negro College Fund, Inc.
500 East 62nd St., New York, N.Y. 10021 (212) 326-1118
Turner C. Battle, III
Assistant Executive Director
Secretary of the Corporation
September 30, 1993
404-209-9999
Ms. Karen D. Ewing
Executive Assistant
XO
to the Director
X921
Office of National Service
The White House
Room 145
Washington DC 20500
Dear Ms. Ewing:
This is to confirm our telephone conversation with reference to Mr. Eli J. Segal
agreeing to make a presentation at 12:30 p.m. on Thursday, October 7.
It is our understanding that he will arrive at 12:00 p.m. The meeting will reconvene
at 12:30 p.m. in Ballroom A at which time lunch will also be served.
With warm personal regards,
Sincerely,
Juner Battlem
TCB:pc
"A mind is a terrible thing to waste."
American Express
Travel Related Services Company, Inc.
AMERICAN
Travel
Government Travel Management Center
EXPRESS
Management
1901 North Moore Street, 10th Floor
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
®
SALES PERSON: 30
ITINERARY/INVOICE NO. 0002411
DATE: 05 OCT 93
CUSTOMER NBR: 9N0043
SULCOY
PAGE: 01
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
REF: KC571303
06 OCT 93 - WEDNESDAY
AIR
UNITED AIRLINES
FLT:603
COACH
SNACK
L.V WASHINGTON NATL
800A
EQP: BOEING 757
AR CHICAGO OHARE
900A
NON-STOP
SEGAL/ELI MR
SEAT-28B
OTHER WASHINGTON
PLEASE CHECK AT ARPT FOR PREFERRED SEAT
OTHER WASHINGTON
PREFERRED SEATING NOT AVAILABLE
HOTEL STOUFFER HOTELS
1 NIGHT
OUT-07OCT
STOUFFER CONCOURSE HOTEL
1 ROOM
ACCOMMODATIONS
1 HARTSFIELD CENTRE PARKWAY
RATE-120.0OUSD PER NIGHT
ATLANTA GA 30354
AMERICAN EXPRESS TRAVEL RATE
FONE 404-209-9999
CANCEL 6PM DAY OF ARRIVAL
GUARANTEED LATE ARRIVAL
CONFIRMATION 3652773012
AIR
UNITED AIRLINES
FLT:364
COACH
DINNER
LV CHICAGO OHARE
630P
EQP: 737 STRETCH
AR ATLANTA
929P
NON-STOP
SEGAL/ELI MR
SEAT-17C
07 OCT 93 **** THURSDAY
AIR
DELTA AIR LINES INC FLT:499
ECONOMY
SNACK
LV ATLANTA
314P
EQP: BOEING 757
AR DENVER
415P
NON-STOP
SEGAL/ELI MR
SEAT-38E
1.1. OCT 93 - MONDAY
AIR
UNITED AIRLINES
FLT:710
ECONOMY
DINNER
LV DENVER
350P
EQP: DC-10
AR WASHINGTON DULLES
904P
NON-STOP
SEGAL/ELI MR
SEAT-32D
AIR
TRANS WORLD
FLT:726
COACH
SNACK
LV ATLANTA
147P
EQP: 727 STRETCH
AR WASHINGTON NATL
333P
NON-STOP
11 JAN 94
****
TUESDAY
OTHER WASHINGTON
PURGE
CONTINUED ON PAGE 2
TO
COPY 1
Travel Related Services Company, Inc.
AMERICAN
Travel
Government Travel Management Center
EXPRESS
Management
1901 North Moore Street, 10th Floor
Services
©
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
SALES PERSON: 30
ITINERARY/INVOICE NO. 0002411
DATE: 05 OCT 93
CUSTOMER NBR# 9N0043
SULCOY
PAGE: 02
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
REF: KC571303
AIR TICKET
UA1340350266
SEGAL ELI MR
447.00
1
SUB TOTAL
447.00
TOTAL AMOUNT DUE
447.00
FOR AFTER HOUR EMERGENCIES
CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
REMINDER
ALL FREQUENT FLYER BENEFITS EARNED ON OFFICIAL TRAVEL
ARE THE SOLE PROPERTY OF THE U.S. GOVERNMENT AND CANNOT
BE REDEEMED FOR PERSONAL USE.
ALL UNUSED TICKETS ARE TO BE RETURNED TO AMERICAN
EXPRESS OR YOUR TRAVEL COORDINATOR IMMEDIATELY UPON
RETURN FROM TRAVEL OR WHEN TRIP HAS BEEN CANCELED.
THANK YOU FOR TRAVELING WITH AMERICAN EXPRESS.
U7-010CT93 KC52
U6-MK10
COPY 1
TR 6451 (12/90) PRINTED IN U.S.A.
American Express
AMERICAN
Travel
Travel Related Services Company, Inc.
Management
U.S. General Accounting Office
EXPRESS
Services
1901 North Moore Street, 10th Floor
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
®
Reservations: 703 351-0368
Outside the Washington Area: 1 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free in the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 30
ITINERARY
DATE: 04 OCT 93
CUSTOMER NBR: 9N0043
SULCOY
PAGE: 01
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
06 OCT 93 .... WEDNESDAY
AIR
UNITED AIRLINES
FLT:603
COACH
SNACK
LV WASHINGTON NATL
800A
EQP: BOEING 757
AR CHICAGO OHARE
900A
NON-STOP
SEGAL/ELI MR
SEAT-28B
OTHER WASHINGTON
PLEASE CHECK AT ARPT FOR PREFERRED SEAT
OTHER WASHINGTON
PREFERRED SEATING NOT AVAILABLE
HOTEL STOUFFER HOTELS
1 NIGHT OUT-OZOCT
STOUFFER CONCOURSE HOTEL
1 ROOM
ACCOMMODATIONS
1 HARTSFIELD CENTRE PARKWAY
RATE-120.OOUSD PER NIGHT
ATLANTA GA 30354
AMERICAN EXPRESS TRAVEL RATE
FONE 404-209-9999
CANCEL 6PM DAY OF ARRIVAL
GUARANTEED LATE ARRIVAL
CONFIRMATION 3652773012
AIR
UNITED AIRLINES
FLT:364
COACH
DINNER
LV CHICAGO OHARE
630P
EQP: 737 STRETCH
AR ATLANTA
929P
NON-STOP
SEGAL/ELI MR
SEAT-17C
30 DEC 93 ---- THURSDAY
OTHER WASHINGTON
PURGE DATE
07 OCT 93 **** THURSDAY
AIR
DELTA AIR LINES INC FLT:499
ECONOMY
SNACK
LV ATLANTA
314P
EQP: BOEING 757
AR DENVER
415P
NON-STOP
SEGAL/ELI MR
SEAT-38E
11 OCT 93 - MONDAY
AIR
UNITED AIRLINES
FLT:710
ECONOMY
DINNER
LV DENVER
350P
EQP: DC-10
AR WASHINGTON DULLES
904P
NON-STOP
SEGAL/ELI MR
SEAT-32D
TR 6451 (12/90) PRINTED IN U.S.A.
COPY 1
American Express
AMERICAN
Travel
Travel Related Services Company, Inc.
Management
U.S. General Accounting Office
EXPRESS
1901 North Moore Street, 10th Floor
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
®
Reservations: 03 351-0368
Outside the Washington Area: 1 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free In the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 30
ITINERARY
DATE: 04 OCT 93
CUSTOMER NBR: 9N0043
SULCOY
PAGE: 02
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
FOR AFTER HOUR EMERGENCIES
CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
REMINDER
ALL FREQUENT FLYER BENEFITS EARNED ON OFFICIAL TRAVEL
ARE THE SOLE PROPERTY OF THE U.S. GOVERNMENT AND CANNOT
BE REDEEMED FOR PERSONAL USE.
Rick
of
ALL UNUSED TICKETS ARE TO RE RETURNED TO AMERICAN
EXPRESS OR YOUR TRAVEL COORDINATOR IMMEDIATELY UPON
RETURN FROM TRAVEL OR WHEN TRIP HAS BEEN CANCELED.
one 7
THANK YOU FOR TRAVELING WITH AMERICAN EXPRESS.
train
Social sea change Leader SOS
activirates
from ONES
Tenera Morhuson stuff
corract
youth Scoree Buyeets
tham leadue liamunks
TR 6451 (12/90) PRINTED IN U.S.A.
COPY 1
American Express
AMERICAN
Travel
Travel Related Services Company, Inc.
Management
U.S. General Accounting Office
EXPRESS
Services
1901 North Moore Street, 10th Floor
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
Reservations: 703 351-0368
Outside the Washington Area: 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free in the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 30
ITINERARY
DATE: 04 OCT 93
CUSTOMER NBR: 9N0043
SULCOY
PAGE: 01
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
06 OCT 93 - WEDNESDAY
AIR
UNITED AIRLINES
FLT:603
COACH
SNACK
LV WASHINGTON NAIL
800A
EQP: BOEING 757
AR CHICAGO OHARE
900A
NON-STOP
SEGAL/ELI MR
SEAT-28B
OTHER WASHINGTON
PLEASE CHECK AT ARPT FOR PREFERRED SEAT
OTHER WASHINGTON
PREFERRED SEATING NOT AVAILABLE
HOTEL STOUFFER HOTELS
1 NIGHT
OUT-07OCT
STOUFFER CONCOURSE HOTEL
1 ROOM
ACCOMMODATIONS
1 HARTSFIELD CENTRE PARKWAY
RATE-120.OOUSD PER NIGHT
ATLANTA GA 30354
AMERICAN EXPRESS TRAVEL RATE
FONE 404-209-9999
CANCEL 6PM DAY OF ARRIVAL
GUARANTEED LATE ARRIVAL
CONFIRMATION 3652773012
AIR
UNITED AIRLINES
FLT:364
COACH
DINNER
LV CHICAGO OHARE
630P
EQP: 737 STRETCH
AR ATLANTA
929P
NON-STOP
SEGAL/ELI MR
SEAT-17C
30 DEC 93 - THURSDAY
OTHER WASHINGTON
PURGE DATE
07 OCT 93 .... THURSDAY
AIR
DELTA AIR LINES INC FLT#499
ECONOMY
SNACK
LV ATLANTA
314P
EQP: BOEING 757
AR DENVER
415P
NON-STOP
SEGAL/ELI MR
SEAT-38E
11 OCT 93 - MONDAY
AIR
UNITED AIRLINES
FLT:710
ECONOMY
DINNER
LV DENVER
350P
EQP: DC-10
AR WASHINGTON DULLES
904P
NON-STOP
SEGAL/ELI MR
SEAT-32D
TR 6451 (12/90) PRINTED IN U.S.A.
CONTINUED ON PAGE 2
ORIGINAL
Travel Related Services Company, Inc.
Travel
U.S. General Accounting Office
AMERICAN
Management
1901 North Moore Street, 10th Floor
EXPRESS
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
©
Reservations: 703 351-0368
Outside the Washington Area: 1 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free in the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 30
ITINERARY
DATE: 04 OCT 93
SULCOY
PAGE: 02
CUSTOMER NBR# 9N0043
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: SEGAL/ELI MR
FOR AFTER HOUR EMERGENCIES
CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
REMINDER
ALL FREQUENT FLYER BENEFITS EARNED ON OFFICIAL TRAVEL
ARE THE SOLE PROPERTY OF THE U.S. GOVERNMENT AND CANNOT
BE REDEEMED FOR PERSONAL USE.
ALL UNUSED TICKETS ARE TO BE RETURNED TO AMERICAN
EXPRESS OR YOUR TRAVEL COORDINATOR IMMEDIATELY UPON
RETURN FROM TRAVEL OR WHEN TRIP HAS BEEN CANCELED.
THANK YOU FOR TRAVELING WITH AMERICAN EXPRESS.
ORIGINAL
TR 6451 (12/90) PRINTED IN U.S.A.
American Express
AMERICAN
Travel
Travel Related Services Company, Inc.
Management
U.S. General Accounting Office
EXPRESS
1901 North Moore Street, 10th Floor
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
R
Reservations: 703 351-0368
Outside the Washington Area: 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free in the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 51
ITINERARY
DATE: 04 OCT 93
CUSTOMER NBR: 9N0043
SAYISH
PAGE: 01
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: EWING/KAREN
06 OCT 93 - WEDNESDAY
AIR
TRANS WORLD
FLT:751
COACH
SNACK
LV WASHINGTON NATL
215P
EQP: MD-80
AR ATLANTA
400P
NON-STOP
EWING/KAREN
SEAT-26C
HOTEL STOUFFER HOTELS
1 NIGHT
OUT-07OCT
STOUFFER CONCOURSE HOTEL
1 ROOM
ACCOMMODATIONS
1. HARTSFIELD CENTRE PARKWAY
RATE-120.OOUSD PER NIGHT
ATLANTA GA 30354
AMERICAN EXPRESS TRAVEL RATE
FONE 404-209-9999
CANCEL 6PM DAY OF ARRIVAL
GUARANTEED LATE ARRIVAL
CONFIRMATION 3652771514
NON SMOKING
07 OCT 93 **** THURSDAY
AIR
TRANS WORLD
FLT:728
COACH
SNACK
LV ATLANTA
723P
EQP: MD-80
AR WASHINGTON NATL
908P
NON-STOP
EWING/KAREN
SEAT-19D
FOR AFTER HOUR EMERGENCIES
CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
REMINDER
ALL FREQUENT FLYER BENEFITS EARNED ON OFFICIAL TRAVEL
ARE THE SOLE PROPERTY OF THE U.S. GOVERNMENT AND CANNOT
BE REDEEMED FOR PERSONAL USE.
ALL UNUSED TICKETS ARE TO BE RETURNED TO AMERICAN
EXPRESS OR YOUR TRAVEL COORDINATOR IMMEDIATELY UPON
RETURN FROM TRAVEL OR WHEN TRIP HAS BEEN CANCELED.
THANK YOU FOR TRAVELING WITH AMERICAN EXPRESS.
BOOKING INFORMATION
THIS RESERVATION PREPARED BY MEL CARMALT.
THIS RESERVATION REQUESTED BY KAREN EWING.
TR 6451 (12/90) PRINTED IN U.S.A.
ORIGINAL
American Express
Travel
Travel Related Services Company, Inc.
AMERICAN
U.S. General Accounting Office
EXPRESS
Management
1901 North Moore Street, 10th Floor
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
R
Reservations: 703 351-0368
Outside the Washington Area: 1 800 241-2794
In Emergency After Hours Call:
1 800 847-0242 (Toll-Free in the U.S.)
313 271-7887 (Collect outside the U.S.)
SALES PERSON: 51
ITINERARY
DATE: 04 OCT 93
CUSTOMER NBR: 9N0041
SXNQIN
PAGE: 01
TO: WHITE HOUSE TRAVEL
1600 PENNSYLVANIA AVE
WASH DC 20500
FOR: STROUD/SUSAN
06 OCT 93 **** WEDNESDAY
HOTEL STOUFFER HOTELS
1. NIGHT
OUT-07OCT
STOUFFER CONCOURSE HOTEL
1 ROOM
ACCOMMODATIONS
1 HARTSFIELD CENTRE PARKWAY
RATE-120.OOUSD PER NIGHT
ATLANTA GA 30354
AMERICAN EXPRESS TRAVEL RATE
FONE 404-209-9999
CANCEL 6PM DAY OF ARRIVAL
GUARANTEED LATE ARRIVAL
CONFIRMATION 3652771925
NON SMOKING
FOR AFTER HOUR EMERGENCIES
CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
THANK YOU FOR TRAVELING WITH AMERICAN EXPRESS.
BOOKING INFORMATION
THIS RESERVATION PREPARED BY MEL CARMALT.
THIS RESERVATION REQUESTED BY KAREN EWING.
TR 6451 (12/90) PRINTED IN U.S.A.
THE WHITE HOUSE OFFICE
NO. 71304
TRAVEL AUTHORIZATION
Date of Request October 4, 1993
UA
UT
21
ТАУОЯ99А
2011
1. TRAVELER:
awail
Name:
KAREN D. EWING
White House Staff
BA
Extension: 6444
Room: 011439
Other:
2. PURPOSE(s) and DATE(s): 10/6-7 logistics for Eli Segal's speech and meetings in
ATlanta.
3. ITINERARY:
DCA - Atlanta - DCA
(List all cities where stopovers occur.)
4.
DEPARTURE
RETURN
Date:
Time:
Mode:
Date:
Time:
Mode:
10/6
PM
commercial
10/7
PM
commercial
5. FUNDING SOURCE:
OFFICIAL
POLITICAL
501 (c)(3)
OTHER
6.
SPECIAL EXPENSES
TRAVEL ADVANCE REQUESTED
Commercial Car Rental
Taxi
Yes
No
Amount $
Hotel
Recipient's
Name: Marriott Marquis
Signature:
Other:
Date:
Please See Reverse Side for Further Instructions Regarding Trauel Expenses
7. TRAVELER'S SIGNATURE:
Karont (I have read and agree to the terms set forth on the reverse side.)
8. APPROVING SIGNATURES:
ИФЯ
Office Head:
Approving Official
(Political or Foreign Travel):
Special Assistant to the President and
Director of White House Operations
9. FOR TRANSPORTATION OFFICE USE ONLY:
Control No.:
Account:
(REV. 6/21/89)
ORIGINATING OFFICE COPY
THIS APPROVAL IS SUBJECT TO ALL
APPLICABLE GOVERNMENT LAWS AND REGULATIONS
AS WELL AS THE FOLLOWING ADMINISTRATIVE
TRAVEL POLICIES
1.
ADVANCES FOR OFFICIAL TRAVEL ONLY
Cash travel advances will not be provided for political trips.
Advances will not be provided to anyone with an outstanding unaccounted-for
advance.
Advances over $250 require 48-hour notice to White House Administrative
Office, Extension 2500.
2.
ADVANCES TO BE REPAID FROM SALARY AFTER 15 DAYS
Any travel advance which is neither repaid nor accounted for in full by an
expense voucher within 15 days after return may be deducted from the staff
member's salary.
3.
GOVERNMENT TICKETS FOR OFFICIAL TRAVEL ONLY
Government-issued tickets shall be used for official trips only (i.e., no political
or personal travel). The entire cost of any government-issued tickets that are
used for unofficial travel will be considered a personal travel advance and
treated accordingly.
4.
TO OBTAIN REIMBURSEMENT, RECEIPTS ARE REQUIRED FOR ALL
EXPENDITURES REGARDLESS OF THE AMOUNT
5.
FOR DETAILED INFORMATION REGARDING TRAVEL REGULATIONS AND
POLICIES, PLEASE REFER TO THE WHITE HOUSE TRAVEL HANDBOOK
(Additional copies available by calling Extension 2500.)
THE WHITE HOUSE OFFICE
NO. 71303
TRAVEL AUTHORIZATION
Date of Request
October 1, 1993
JJA TOSLAUE 21 JAVO899A 21BT
1. TRAVELER:
AJUDAR 8WAJ ТИЗМИЯБУСО
SEGAL ELI
Name:
DEIWO.LION 3x White House Staff
Extension: 6444
Room 145
Other:
2. PURPOSE(s) and DATE(s): 10/6 Speech in Chicago to Center for Corporate Community
Relations. 10/7 speech to United Negro College Fund in Atlanta and meeting / Gov.
3. ITINERARY:
DCA - Chicago - Atlanta - Colorado
(List all cities where stopovers occur.)
4.
DEPARTURE
RETURN
Date:
Time:
Mode:
Date:
Time:
Mode:
10/6/93
AM
commercial
10/11/93
PM
commercial
Am
5. FUNDING SOURCE:
OFFICIAL
POLITICAL
501 (c) (3)
OTHER plus personal
6.
SPECIAL EXPENSES
TRAVEL ADVANCE REQUESTED
Commercial Car Rental
Taxi
Yes
No
Amount $
Hotel
Recipient's
Name: Marriott Marquie
Signature:
Other:
Date:
Please See Reverse Side for Further Instructions Regarding Travel Expenses
7. TRAVELER'S SIGNATURE:
(I have read and agree to the terms set forth on the reverse side.)
8. APPROVING SIGNATURES:
Office Head:
Approving Official
(Political or Foreign Travel):
Special Assistantito the Presidentand
Director of White House Operations
9. FOR TRANSPORTATION OFFICE USE ONLY:
Control No.:
Account:
(REV. 6/21/89)
ORIGINATING OFFICE COPY
80815
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THIS APPROVAL IS SUBJECT TO ALL
APPLICABLE GOVERNMENT LAWS AND REGULATIONS
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AS WELL AS THE FOLLOWING ADMINISTRATIVE
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TRAVEL POLICIES
Addd
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ADVANCES FOR OFFICIAL TRAVEL ONLY
Cash travel advances will not be provided for political trips.
Advances will not be provided to anyone with an outstanding unaccounted THANSMITT for
advance.
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Advances over $250 require 48-hour notice to White! House Administrative
Office, Extension 2500
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2.
ADVANCES TO BE REPAID FROM SALARY AFTER 15 DAYS
Any travel advance which is neither repaid nor accounted for in full by an
INTeexpense voucher within 15 days after return may be deducted from the staff
member's salary.
3.
GOVERNMENT TICKETS FOR OFFICIAL TRAVEL ONLY
Government-issued tickets shall be used for official trips only (i.e., no political
or personal travel). The entire cost of any government-issued tickets that are
used for unofficial travel will be considered a personal travel advance and
treated accordingly
198 20191 seit of sarge Seet 0
4.
TO OBTAIN REIMBURSEMENT, RECEIPTS ARE REQUIRED FOR ALL
EXPENDITURES REGARDLESS OF THE AMOUNT
(levenT engined 10 Insitito9)
5.
FOR DETAILED INFORMATION REGARDING TRAVEL REGULATIONS AND
POLICIES, PLEASE REFER TO THE WHITE HOUSE TRAVEL HANDBOOK
(Additional copies available by calling Extension seuoH stidW to notestic
venn BORTA
DRAFT
Tuesday, October 5, 1993
SPEECH TO THE CENTER FOR CORPORATE
COMMUNITY RELATIONS AT BOSTON COLLEGE
DATE:
Wednesday, October 6
TIME:
1:30 p.m.
LOCATION: Hotel Nikko Chicago, Ballroom A
FROM:
Jodi Kanter
I. PURPOSE
You will address approximately 150 corporate community
relations people on the Administration's efforts to
implement a national service program emphasizing the role of
corporations in shaping this vision.
II. BACKGROUND
The 1993 Leaders Conference: Strategic Community Relations
will explore current issues and trends in corporate
community relations. The centerpiece of the conference's
first day is a keynote panel representing three different
perspectives on "The Changing Business Environment." You
are the last of three speakers. Peter Morrison, a
demographer from RAND, will speak first in general terms of
new trends in families, employees, diversity and job related
issues. Joel Kurtzman, executive editor of the Harvard
Business Review, will follow with a discussion of the
changing social compact of private business and government,
and employee economics. After your presentation, Jack
Sabater of IBM will moderate a panel question/answer
session.
The panel will be arranged in front of the room with three
chairs behind a table with individual microphones and a
podium with its own microphone. You will make your remarks
from the podium and then be seated again for Q&A.
III. PARTICIPANTS
150 corporate community relations people from companies
throughout the country.
Panelists include: Peter Morrison, RAND
Joel Kurtzman, Harvard Business Review
Jack Sabater, IBM
IV. REMARKS
Speech to follow
DRAFT
Monday, October 4, 1993
SPEECH TO THE CENTER FOR CORPORATE
COMMUNITY RELATIONS AT BOSTON COLLEGE
DATE:
Wednesday, October 6
TIME:
1:30 p.m.
LOCATION: Hotel Nikko, Chicago
FROM:
Karen Ewing
I. PURPOSE
You will address approximately 150 corporate community
relations people on the Adminsitration's efforts to
implement a national service program emphasizing the role of
corporations in shaping this vision.
II. BACKGROUND
You are the last of three participants on the Opening Panel
of the 1993 Leaders Conference: Strategic Community
Relations. Peter Morrison, a demographer from RAND, will
speak first in general terms of new trends in families,
employees, diversity and job related issues. Joel Kurtzman,
executive editor of the Harvard Business Review, will speak
second. He will discuss the changing social compact of
private and government, and employee economics. You will
then speak followed by a panel question/answer session
moderated by Jack Sabater of IBM.
III. PARTICIPANTS
150 corporate community relations people from companies
throughout the country.
Panelists include: Peter Morrison, RAND
Joel Kurtzman, Harvard Business Review
Jack Sabater, IBM
IV. REMARKS
Speech to follow
Talking points to follow
MEMO
To: Rick
From: Jodi
Re:
Center for Corporate Community Relations 1993 Leaders
Conference, Chicago
This conference will explore current issues and trends in community relations,
including the CR professional's changing role in corporations. The centerpiece of the first
day of the conference will be the Keynote Panel which Eli is scheduled to lead off. The
panel will represent three different perspectives on "The Changing Business Environment."
About 150 people will attend the conference. Most of this number will be made up of
Managers and Vice Presidents of major corporations in the United States and Europe.
The panel will be held in Ballroom A of the Hotel Nikko. Eli is scheduled to speak
for twenty-five minutes (maximum) at 1:45 and should arrive no later than 1:00 pm. The
tables in the ballroom will be arranged in a "herring bone" configuration--slanted in towards
the center. The panel will be set up in the front of the room. There will be three chairs
behind a table with individual mikes and a podium with its own mike.
Eli will be introduced by Jack Sabatur, Director of Corporate Social Policy and
Programs at IBM. He has Eli's bio and will also be the moderator of the panel.
After Jack's introduction, Eli will proceed to the podium to speak. When he is
finished, he will sit down and the two other panelists will deliver their remarks. They are
Peter Morrison, Senior Staff Member of RAND policy center, who will provide demographic
analysis, and Joel Kurtzman, Editor of the Harvard Business Review, who will provide the
business perspective. Their presentations will be followed by a 30 minute open question and
answer session in which Eli will participate.
Eli should address these kinds of questions: How is government trying to work with
corporations? Why does government want corporations' help? What makes this program
different from all other programs? Etc.
DRAFT
MEETING WITH GOVERNOR ZELL MILLER
DATE:
Thursday, October 7
TIME:
LOCATION: Georgia State Capitol
FROM:
Karen Ewing
I. PURPOSE
You will meet with Governor Zell Miller, Ed Kilgore, and
Lynn Thornton to discuss Georgia's role as a leader in the
national and community service state effort.
II. BACKGROUND
III. PARTICIPANTS
Governor Zell Miller
Ed Kilgore, Director of Intergovernmental Affairs, Office of
the Governor
Lynn Thornton, Department of Community Affairs
IV. REMARKS
Talking points attached
The Center for
Corporate Community
Relations
at BOSTON COLLEGE
tommanity in rels
August 2, 1993
terms
Mr. Eli Segal
Director, Office of National Service
The White House
1600 Pennsylvania Avenue, OEB Room 145
Washington, DC 20500
trends generac family
Dear Mr. Segal:
This letter is a final confirmation of your willingness to serve as a featured speaker at The
Center for Corporate Community Relations' 1993 Leaders Conference to be held at hotel
nikko chicago in Chicago, Illinois from Wednesday, October 6, to Friday, October 8.
You will be one of three participants on the Opening Panel on Wednesday, October 6, from
changes
1:45 to 3:30 p.m. You will open the panel. Peter Morrison, a demographer from RAND,
will follow you and Joel Kurtzman, Executive Editor of the Harvard Business Review, will
conclude the panel. Each panelist's presentation should last no longer than 25 minutes. A
question and answer session, moderated by Jack Sabater, Director of Corporate Social
Policy and Programs for IBM, will follow. 914-765-5619
As we have previously discussed, you should be prepared to discuss the Clinton
Administration's efforts to implement a national service program. Specifically, your
audience will expect to hear about what role corporations can play in helping shape this
effort. Finally, we would like for you to close by making some recommendations as to
how companies might work more closely with the Administration to achieve this objective.
Switching gears, I need to know if you will need overnight accommodations at hotel nikko
chicago for Tuesday, October 5, and/or Wednesday, October 6. If so, please let me know
as soon as possible so that I can make the necessary arrangements. If not, I still need to
know when you plan on arriving, be it Tuesday, October 5, or Wednesday, October 6.
Enclosed is a copy of the Conference brochure for your review. You should expect to
receive another letter from me, concerning your audio visual needs, in late August.
However, in the meantime, should you have any questions, please feel free to contact me.
We look forward to your participation. Thank you.
Sincerely,
William M. Davis
Manager, Marketing
cc:
K. Ewing
Chestnut Hill, Massachusetts 02167-3835
Phone (617) 552-4545
FAX (617) 552-8499
2 notw
Center for Corporate Community
Relaters - chicago
inter
Oct 6
1:45 PM
WED.
I PM
arrival
heart of loop
The Center for
Corporate Community
Relations
at BOSTON COLLEGE
August 24, 1993
Mr. Eli Segal
Director, Office of National Service
The White House
1600 Pennsylvania Avenue, OEB Room 145
Washington, DC 20500
Dear Mr. Segal:
This letter is the last written correspondence that we will have until you arrive in Chicago to
speak at The Center's 1993 Leaders Conference. Therefore, I would like to take this
opportunity to review some last minute details.
You should plan to lead off the Opening Panel on Wednesday, October 6, at 1:45 p.m.
Given the time limit for this panel, your presentation should last no longer than 25 minutes.
If you have any special audiovisual requests, please fill out the enclosed form and return it
to The Center by Friday, September 10.
Furthermore, it would be greatly appreciated if you could furnish me with a copy of your
presentation by Friday, September 24. This is done for two reasons. First, and
foremost, we like to have copies of the presentations available at the Conference for
registrants to take with them. Second, it allows us the opportunity to preview your
comments prior to the Conference. However, if this is not feasible, I will still need at least
an outline of your proposed remarks.
Finally, I am still waiting to hear if you will need overnight accommodations at hotel nikko
chicago for Wednesday, October 6. If so, please let me know by Friday, September
10, so that I can make the necessary arrangements. If not, I still need to know when you
plan on arriving.
Should you have any further questions, please feel free to contact me.
Thank you for your efforts.
Sincerely, William M. Davis
William M. Davis
Manager, Marketing
cc:
K. Ewing
Chestnut Hill, Massachusetts 02167-3835
Phone (617) 552-4545
FAX (617) 552-8499
The Center for
Corporate Community
Relations
at BOSTON COLLEGE
August 2, 1993
Mr. Eli Segal
Director, Office of National Service
The White House
1600 Pennsylvania Avenue, OEB Room 145
Washington, DC 20500
Dear Mr. Segal:
This letter is a final confirmation of your willingness to serve as a featured speaker at The
Center for Corporate Community Relations' 1993 Leaders Conference to be held at hotel
nikko chicago in Chicago, Illinois from Wednesday, October 6, to Friday, October 8.
You will be one of three participants on the Opening Panel on Wednesday, October 6, from
1:45 to 3:30 p.m. You will open the panel. Peter Morrison, a demographer from RAND,
will follow you and Joel Kurtzman, Executive Editor of the Harvard Business Review, will
conclude the panel. Each panelist's presentation should last no longer than 25 minutes. A
question and answer session, moderated by Jack Sabater, Director of Corporate Social
Policy and Programs for IBM, will follow.
As we have previously discussed, you should be prepared to discuss the Clinton
Administration's efforts to implement a national service program. Specifically, your
audience will expect to hear about what role corporations can play in helping shape this
reffort. Finally, we would like for you to close by making some recommendations as to
how companies might work more closely with the Administration to achieve this objective.
Switching gears, I need to know if you will need overnight accommodations at hotel nikko
chicago for Tuesday, October 5, and/or Wednesday, October 6. If so, please let me know
as soon as possible so that I can make the necessary arrangements. If not, I still need to
know when you plan on arriving, be it Tuesday, October 5, or Wednesday, October 6.
Enclosed is a copy of the Conference brochure for your review. You should expect to
receive another letter from me, concerning your audio visual needs, in late August.
However, in the meantime, should you have any questions, please feel free to contact me.
We look forward to your participation. Thank you.
Sincerely, William M. Davis
William M. Davis
Manager, Marketing
cc:
K. Ewing
Chestnut Hill, Massachusetts 02167-3835
Phone (617) 552-4545
FAX (617) 552-8499
The Center for
Corporate Community
Relations
at BOSTON COLLEGE
AUDIOVISUAL CHECK LIST
1993 Community Relations Leaders Conference
hotel nikko chicago
October 6 - 8, 1993
NAME
TITLE
COMPANY
ADDRESS
CITY
STATE
ZIP
PHONE
FAX
Please check here if you DO NOT need any audiovisual equipment
Lavaliere Microphone (A podium microphone is provided)
Overhead Projector
Blank Transparencies with Marker
35mm Carousel Slide Projector
Pointer
Flip Chart with Marker
Other
Chestnut Hill, Massachusetts 02167-3835
Phone (617) 552-4545 FAX (617) 552-8499
The Center for
?KA
Edmund Burke
Corporate Community
Director
Relations
at BOSTON COLLEGE
KAREN
October
Dear Sli,
event al
Congratulations
Getting the Prident's
National Scries Bill through
Cragees was a lot of hard
work and preserenance on
your part. You should
feel very proud of this
accompliament
Se you in Chicago in
October when you can sell
corporations on the mossion
Chestnut Hill, MA 02167
Tel: (617) 552-4545
Fax: (617) 552-8499
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a publication.
Publications have not been scanned in their entirety for the purpose
of digitization. To see the full publication please search online or
visit the Clinton Presidential Library's Research Room.
The Center for Corporate Community Relations at Boston College
Corporate Community Relations
LETTER
July/August 1993
Vol. 7, No. 10
Corporations and National
Youth Service
If National Youth Service
Opportunities for Corporate
They will work in the streets, creating
(NYS) becomes a reality,
as the Clinton administra-
Support
community gardens and hauling
tion is advocating, each
As with any new program, NYS has
year thousands of young
met with skepticism and criticism.
away junk. They will work.in
adults will help mend the
Although they like the idea of
classrooms, helping young children
country's ills in return for
additional help, many nonprofits are
money for education. And
concerned about the program's
improve reading and math skills.
although no one antici-
expense, saying they just don't have
pates that an NYS pro-
the cash to participate. Some suggest
They will work in the fight against
gram will alleviate the
this is one place where corporations
need for corporate in-
could get involved, by subsidizing
AIDS, delivering meals to those
volvement in the non-
nonprofits' participation.
afflicted and teaching kids about the
profit sector, experts say it
The corporate response to this idea
could certainly affect cur-
has been less than positive, though,
disease.
rent involvement and of-
with CR executives asking why a cor-
fer new options for the
poration would fund a program that
future.
pays for service when employee vol-
As currently proposed, an NYS
unteers may already donate time to
program would provide educa-
the cause, without stipend or pay-
tional awards of $6,500 in return
ment.
Inside
for a year of full-time service to
"The difference is intensity of ser-
programs that directly benefit the
vice," says Susan J. Ellis, president of
community and address unmet
Energize, a volunteerism consulting
educational, environmental, hu-
company in Philadelphia. "The rea-
Programs & Projects UPS's
man or public service needs. In ad-
son for stipending is that it is meant
Community Internship
dition, program recipients would
to be full time, and that is not in any
4
Program G Street Fabrics
receive a stipend (amount to be
way, shape, or form what employee
helps homeless kids Sara
determined), health insurance, and
volunteers are doing."
Lee's Frontrunner Awards.
child care assistance, if needed.
When considering the options for
Programs employing the partici-
corporate involvement in an NYS
pant would have to pay 15 percent
program, most experts agree that
News & Trends CEP targets
of the stipend and health care ben-
funding nonprofits' participation is
teens Arts make a
efits in cash, and 25 percent of
an obvious option, but the least ambi-
6
difference The case for
other program costs. (See proposal
tious one. Nonetheless, says Ellis,
CSR
highlights, page 3.)
Scan a coupon, give a
meal and more.
continued on page 2
To
Karen.
Date
8/19.
Time 4:15
WHILE YOU WERE OUT
M
Bill Davis
of
Center 617-552-8671 at B.C.
Phone
Area Code
Number
Extension
TELEPHONED
PLEASE CALL
CALLED TO SEE YOU
WILL CALL AGAIN
WANTS TO SEE YOU
URGENT
RETURNED YOUR CALL
Message
re: accomodations tor
segal in chicago.
Dues to need a
a notel room for 10/5,
10/6,?
Operator
AMPAD
23-021 - 200 SETS
EFFICIENCY@
23-421 - 400 SETS
CARBONLESS
The Center for
Center for Corporate Relations Comm
Corporate Community
Relations
Boston college
at BOSTON COLLEGE
Oct 6
DATE: 7/22/93
FROM: Bill Davis
-
The Center for Corporate Community Relations at Boston College
(617) 552-4545
FAX # (617) 552-8499
TO: Karen Ewing of Jim Kreidler
OF: Office of National Service
FAX# 202-456-6420
VOICE #
COMMENTS:
Copy of letter inviting Mr. Segal
to speak and the latest
registration brochure.
Number of pages following this cover sheet:
7
36 College Road, Chestnut Hill, Massachusetts 02167-3835
617-552-4545
10'd WHID:II 1993 $22 701
:01
83 :WORE
FAX-617-552-8499
The Center for
Peter MORRISON-
Corporate Community
Relations
RAND
at BOSTON COLLEGE
Joel Kurkmar
March 24, 1993
HBusiness Review
Exec. DIR
Ms. Karen Ewing
Special Assistant
Office of National Service
1600 Pennsylvania Avenue
JACK SABATUR
Washington, DC 20500
moderator
1BM- DIR. Corp
Dear Ms. Ewing:
Social Policy+
I am writing to you, as Mr. Segal's personal assistant, to determine both his interest in and
availability for serving as a featured speaker at The Center for Corporate Community
Prog.
Relations' 1993 Leaders Conference.
Internationally recognized as a leading policy center for corporate citizenship, The Center
for Corporate Community Relations at Boston College hosts its national conference every
18 months. The next Conference will be held at the hotel nikko chicago in Chicago,
Illinois from Wednesday, October 6, to Friday October 8.
The Conference will open with a panel discussion from 1:30 to 3:30 pm on Wednesday,
October 6. This discussion is designed to highlight the changing environment and its
25 mins
impact on business. We intend to bring in an official from the Clinton administration to
discuss the efforts to develop and implement a national service program. Given Mr.
ELI - 1st
Segal's new role as head of the Office of National Service, I thought he would be ideally
suited to address what the new administration's position will be towards promoting
corporate involvement in the community.
We will be filling out the panel with someone who will address the changing demographics
in this country, as well as someone who will look at the changing economic climate and its
impact on both US and world affairs. We have already confirmed Peter Morrison of
RAND, a California think tank, and Joel Kurtzman, newly appointed editor of the Harvard
Business Review, respectively, for these roles.
I have included some general information on The Center for your review. If Mr. Segal is
available, and has an interest in sharing his insight on the incoming administration's attitude
towards national service with corporate America, we would be most appreciative if he
would join our opening panel. In the meantime, should you have any questions, please
feel free to contact me. I will follow-up with you shortly to confirm his availability.
Thank you for your time and consideration.
Sincerely,
Q&A 30 mins. end
William M. Davis
William M. Davis
Marketing Manager
150 people
corp. community Relations
Chestnut Hill, Massachusetts 02167-3835
People from across
Phone (617) 552-4545
FAX (617) 552-8499
P.02
WHID:II
1993
$22
701
:01
country
FROM: EB
1993
Community
Relations
Leaders
Conference
Strategic Community Relations:
Gaining a Competitive Edge
An outstanding agenda of expert speakers, panel
discussions and strategy sessions designed to increase
your leadership skills and effectiveness in strategically
managing today's CR challenges:
Planning and Positioning for Success
Measuring CR's Impact on Corporate Performance
CR as a Competitive Advantage
Using the Corporate Culture
Developing Global Strategies
October 6-8, 1993
hotel nikko chicago
Chicago, Illinois
conducted by The Center for Corporate Community Relations at Boston College
JUL 22, 1993 11:42AM P.03
83:WCA9
Strategic Community Relations:
Gaining a Competitive Edge
As we enter this last decade of the 20th century, the challenges
we face in strategically managing the CR function grow increas-
Wednesday, October 6
ingly complex, Today's business environment is characterized by
change and uncertainty on all levels. External forces such as a
0 am-12:00 noon
Registration
new administration, our global economy, and an increasing
Note: Farly registration is available on
fuesday, October 5, from I to pm. If you
regulatory climate place unyiclding pressures on the community
arrive on Tuesday, please join us at the
relations function. Inside the company, CR professionals face the
Welcoming Reception from 7 to 9 pm.
demands of quantitative measurement and the need to demon-
7:30 am-8:55 am
Continental Breakfast
strate added value.
9:00 am-12:00 noon
Industry Group Meetings
The Center's 1993 Leaders Conference has been organized with
Back by popular demand! An opportunity
these challenges in mind. The Conference will explore current
for participants to discuss with colleagues
issues and trends, looking at what is new and changing and how
issues unique to their particular industries.
Consult the registration form to indicate
these developments will impact the CR professional's role in the
your interest!
corporation. this conference was designed to provide the infor-
mation you need to give your corporation the necessary competi-
12:00 noon-12:55 pm
Lunch (attendees on their own)
tive edge.
1:00 pm-1:30 pm
Welcoming Remarks
Dee Dee Forbes, Conference Chair
Edmund M. Burke, Center Director
Speakers
30 pm-3: pm
Opening Panel:
The Changing Environment and its
Impact on Business
Some of the speakers you will hear:
Panel will assess the current and future
business environment from several differ
Peter Morrison, Senior Staff Member, RAND
ent perspectives.
Morrison will provide a current analysis of the demographics and
Government
trends impacting both companies and communities.
Eli Segal, Director, National Service
Office
Joel Kurtzman, Editor, Harvard Business Review
Kurtzman will report on the current and future business climate and
Demographics
Peter Morrison, Senior Staff Member,
the implications for corporations.
RAND
Dennis Foster, President & COO, Sprint Cellular
Business
Foster will discuss how CR is a significant part of any senior
loel Kurtzman, Editor, 1 tarvard Business
Review
executive's responsibilities, as well as its role in helping companies
achieve their business objectives.
3:15 pm-3:40 pm
Refreshment Break
Arnold Hiatt, Chairman of the Board, Stride Rite Foundation &
3:45 pm-5:00 pm
Implications for the CR Response:
Director, CEO Programs, The Center for Corporate Community
Roundtable Discussion Groups
Relations at Boston College
An opportunity to explore with colleagues
the current and future business environ
/ fiatt will share his experience on how corporate citizenship and
ment as presented in the opening panel,
social responsibility can play a significant role in improving corporate
and examine the implications for the CR
performance.
position.
1. Kermit Campbell, President & CEO, Herman Miller
7:00 pm-10:00 pm
Dinner Cruise on Chicago's First Lady
Campbell will share his views on how strategic CK benefits both
Join us for a dinner cruise along the Chi
corporations and communities.
cago River and Lake Michigan,
a. P.84
WASD
1993
22.
701
:01
FROM:
Thursday, October 7
7:30 am-8:55 am
Strategy Breakfast (optional)
12:00 noon-1:30 pm
Keynote Luncheon:
An informal opportunity to network with
CEO Perspectives on CR
colleagues about issues, programs, and
Guest Speakers:
concerns.
Dennis Foster, President & COO, Sprint
Cellular
9:00 am-9:15 am
Brief Review of the Previous Day's
Amold Hiatt, Chairman of the Board,
Activities
Stride Rite Foundation
9:15 am-10:45 am
Integrating CR into Business Functions
(Panel)
1:45 pm 2:45 pm
Strategies for Enhancing the Value of CR
Concurrent workshops continue.
Senior executives will speak about why
and how they view CR as important to
Evaluation/Measurement
their jobs.
Program Specific: Judy Gilbert, BP Oil
Operations
Corporate Culture
Richard Fvans, Vice President of Refining,
Benchmarking: Ann Pomykai, Texas In
Amoco Oil
struments
Marketing/Sales
Building Alliances/Partnerships
*Tim Leiweke, President, Denver Nuggets
Externally: Pam Fuller, Bell South
Finance/Accounting
Promoting CK programs
Bill O'Neil, Executive Vice President &
Externally: Phil Johnson, Tandem Com-
CFO, Polaroid
puters
Human Resources
Global Initiatives
*Richard Lidstad, Vice President of Hu.
Overseas company: *Howard Chandler,
man Resources, 3M
Grand Metropolitan
10:45 am-10:55 am
Refreshment Break
2:45 pm-2:53 pm
Refreshment Break
11:00 am-12:00 noon
Strategies for Enhancing the Value of CR
3:00 pm-4:15 pm
Strategically Managing Critical Issues
Concurrent workshops will evaluate how
of the '90s (Workshops)
CR can have a positive impact on corpo-
Workshops will focus on successful CR
rate performance.
program initiatives.
(Participants choose two workshops; one
Education
prior to lunch and one after. Please meh-
Cileen McSweency, Champion Interna-
cate your choices on the registration form.)
tional
Evaluation/Measurement
Environment
Overall: Dave Olsen, Salt River Project
Bob I angert, McDonald's
Corporate Culture
Diversity
Benchmarking: Ann Pomykal, Texas In-
Shirley Strong. Levi Strauss
struments
Health
Building Alllances/Partnerships
Donna Cary, March
Internally: Pat / loven, 1 loneywell
Economic & Community Development
Promoting CR programs
Joan Shapiro, South Shore Bank
Internally: Bob Roid, Ford Motor Com-
pany
Global Initiatives
Domestic company: Ken Ross, PepsiCo
S0'd
WHED:11
1993 $22 701
:01
FROM: EB
Friday, October 8
Registration Information
7:30 am-8:55 am
Strategy Breakfast (optional)
Registration Fees
An informal opportunity to network with
Register before July 15, 1993 and save $100!
colleagues about issues, programs, and
Center member company: $695 ($795 after July 15)
concerns.
Alumni company: $795 ($895 after July 15)
9:00 am-9:30 am
1993 Profile of the CR Profession
Registration fees are payable in advance. Upon receipt of your
^ report on results of the Center's 1993
registration form and payment, a confirmation letter will be scnt to
Survey of Community Relations Profes-
you. Registration fees cover all conference materials, scheduled
sionals.
program events and meals. Registration fees do not include hotel
Richard Barnes, Research Director, the
accommodations.
Center
The full conference fee is payable in advance. Make all checks
9:30 am-10:30 am
Research
payable to Boston College-CCCR.
David Grayson, Managing Director, Busi-
ness in the Community, London, England
Hotel Information
A summary of the current research high.
$130/single per night, $155/double per night, phis 14.9% city tax.
lighting how CR helps Improve corporate
This rate Is available to our registrants from Tuesday, October 5
performance and a discussion of what is
through Saturday, October 9. Although registration fees do not
needed to foster future research.
include the cost of lodging, The Center will take responsibility for all
10:30 am-10:40 am
Refreshment Break
hotel reservations by providing the hotel with a rooming list prior to
the conference. Please indicate on the enclosed registration form it
10:45 am-11:30 pm
Future Directions:
hotel accommodations are required. You will receive registration
Standards of Excellence
confirmation soon after your registration information is received.
Introduction of The Center's Standards
For Reservations
of Excellence in Community Relations,
a measurement tool to help companies
Please complete the enclosed registration form and return it to The
assess and guide their community rela-
Center. Registration forms must be received by September 1, 1993.
tions practices.
Nancy Goldberg, Associate Director,
Cancellation Policy
The Center
Full refunds before August 1, 1993. $250 administrative fee after
August 1, 1993. No refund after September 1, 1993. Cancellations
11:30 am-12:00 noon
Closing Remarks
may be phoned into The Center, but must be confirmed in writing by
Guest Speaker:
the stipulated deadline dates, either by tax or by letter.
J. Kermit Campbell, President & CEO,
Herman Miller
Airline Discounts
Save 5 to 40% with Thomas Cook Travel, the official agency of the
1993 Community Relations Leaders Conference. To take advantage
of the special airfare, call 1-800-457-2323, and ask for a Boston
College representative. (Re sure to mention The Center's 1993
Leaders Conference to obtain your discount.)
*confirmation pending
90°C
11:43:00
1993
$22
701
83 EROM:
Registration Form
Community Relations Leaders Conference
October 6.8, 1993
Chicago, Illinois
Please complete the registration form below and return (for multiple registrations, please
photocopy this form):
By mail: The Center for Corporate Community Relations at Boston College, 36 College Road,
Chestnut Hill, MA 02167-3835.
1993
By fax: Dial (617) 552-8499.
By phone: To register by phone, call Kathy Outlaw at (617) 552-0723.
Community
Name
Relations
Title
Leaders
Company
Conference
Address
City/Statc/Zip
Phone
Fax
Name you wish to appear on badge:
Conference Registration Information: Register early and save
Please check the two strategy workshops you plan to attend on
$100!
Thursday, October 7.
Center Member Company: $695 ($795 after July 15)
Session One: 11 am-12 noon:
Alumni Company:
$795 ($895 after July 15)
Evaluation/Measurement-overal
Total amount enclosed: $
Corporate Culture benchmarking
Please bill me.
Building Alliances/Partnerships-internally
Promoting CR Programs-internally
I plan to stay at the hotel nikko chicago.
Global Initiatives-domestic company
Please reserve a single room for the nights of:
Session Two: 1:45-2:45 pm:
Please reserve a double room for the nights of:
Evaluation/Measurement-program specific
Corporate Culture benchmarking
smoking
Building Alliances/Partnerships externally
Promoting CR Programs-externally
non-smoking
Global Initiatives-overseas company
king-size bed
I do not require hotel reservations.
Please check the one issues workshop you plan to attend on
Thursday, October 7.
1 plan to attend the reception on Tuesday evening, October 5.
Education
1 plan to attend the dinner event on Wednesday, October 6.
Environment
(Cost is included in registration.)
Diversity
Health
Yes, I am interested in attending the Special Meeting for
Economic/Community Development
Industry Groups on Wednesday, October 6, from 9 am to 12
noon.
Please indicate which group you would like to attend:
Banking/Financial Services
Defense/Manufacturing
Pharmaceuticals
Gas/Electric Utility
Computers/Hi Tech
Health
Telecommunications
Consumer Products
Oil/Chemical
Other (please specify)
JUL 22, 1993 11:44AM P.07
:01
FROM:
Chestnut Hill, MA 02167-3835
36 College Road
Permit No. 54465
at BOSTON COLLEGE
Boston, MA
Relations
PAID
on
Corporate Community
First-Class Mail
The Center for
CONFERENCE SPONSORS
1993 LEADERS CONFERENCE PLANNING COMMITTEE
Abbott Laboratories
Dorothy Forbes (Chair)
Jane Ostrander
Ameritech/Illinois Bell
Brian Cosgrove
Cabot Corporation
Morton International
Securities Industry
Amoco Corporation
Automation Corp.
ARCO Coal Company
Miriam Welly
Linda Tucker
Abbott Laboratories
Motorola, Inc.
David Thomas
Baxter International
Sprint
BellSouth Telecommunications
Connie Crowley
Jelf Price
ARCO Coal Company
National Basketball
Blue Cross & Blue Shield of
Janine Manning
Association
UNUM Life Insurance
Illinois
Jill Willis
Company
BellSouth Telecommunica-
Cabot Corporation
Joan Rahavy
tions
New England Telephone
Thomas Vance
Conoco
The Upjohn Company
GTE
Valerie Sherlock
Michael Lewis
Conoco Inc.
National Basketball Association
North Atlantic Energy
Theresa Apodaca
Services Corporation
US WEST
Reebok International
James Simmons
Coors Brewing Company
Ruthann Williams
Sears, Roebuck and Company
Virginia Rodriguez
Public Service Company of
The Washington Post
Securities Industry Automation
Melissa MacDonnel!
Colorado
Corporation
Fleet Bank
Jay Van Den Berg
Sprint Corporation
Marge Qualls
Whirlpool Corporation
Bruce Childs
Puget Sound Power & Light
Tandem Computers
GTE North
Company
UNUM Life Insurance Company
Bill Lipscomb
Joyce Williams-Mitchell
Whirlpool Corporation
IBM Corporation
Reebok International Limited
80°2
JUL 22, 1993
83:WORF
1993
Community
Relations
Leaders
Conference
Strategic Community Relations:
Gaining a Competitive Edge
An outstanding agenda of expert speakers, panel
discussions and strategy sessions designed to increase
your leadership skills and effectiveness in strategically
managing today's CR challenges:
Planning and Positioning for Success
Measuring CR's Impact on Corporate Performance
CR as a Competitive Advantage
Using the Corporate Culture
Developing Global Strategies
October 6-8, 1993
hotel nikko chicago
Chicago, Illinois
conducted by The Center for Corporate Community Relations at Boston College
closed press?
DRAFT
OMAR - Xavier
30 September 1993
To:
Johnnetta Cole
From:
Susan Stroud
Re:
UNCF meeting
Thank you again for helping to arrange for Eli to meet with the UNCF presidents on
October 7. We know that this is an important meeting for building bridges with college
and university presidents who have concerns about the national service legislation. Eli
would like to respond fully to those concerns. To that end, we would hope the format
would allow for his remarks as well as a thorough and frank discussion.
Eli and I have had a brief conversation about his remarks. Thank you for agreeing to look
over some bullet points and let us know about the substance and approach. I look
forward to talking with you on Monday.
talking points:
this is not a white, middle class program (how explicit can Eli be?)
don't mention Sam Nunn. Dave McCurdy. DLC
don't mention national service as an access to college program
sell it as a way to build communities. encourage responsibility. a means to bring down
barriers by providing opportunities to work together
1.
politics
support of the entire Black caucus: 34 members of the Black caucus were original co-
sponsors
Congressman Stokes' committee is the principal funder: and Rep. Owens was also a
key sponsor
meeting with John Lewis?
2.
program
50% rule: targeted service at economically distressed rural and urban communities
priorities of program: violence reduction. improvement of education. health and human
needs. environment
$12 million for training and technical assistance will be available to colleges and
universities
states are encouraged to empahasize hiring of participants from communities of
greatest poverty
3.
financial aid
(Get briefing book materials from floor debates - talking points)
(How much does Eli want/need to defend financial aid policies?)
national service does not compete with financial aid; Administration is committed to
need-based aid (see attached re Pell grants. campus-based programs)
funded out of HUD/VA: no guarantee this money would have gone to financial aid:
another kind of domestic program
compare to GI Bill: give to society, society gives back - education is one of the best
benefits
4.
historically black colleges
builds on the traditions in Black education - service fraternities. focus on community
presidents consulted with: Norman Francis. Johnnetta Cole, Delores Cross. others?
5.
what should Eli offer?
a liaison with HBCUs?
Eli's door always open?
regular conversations?
We need to add examples. details. names of other presidents and students Eli has met
with.
We also have an eight minute video about the national service program that we should
consider showing before Eli speaks.
DIVERSITY
DIVERSITY IS THE KEY TO NATIONAL SERVICE
National service should not be limited to at-risk youths. Without diversity, it won't
build a spirit of community and citizenship; it won't send the message that service is for
everyone; it won't reunite Americans; and ultimately, it won't win the support of American
taxpayers.
DIVERSITY BUILDS COMMUNITY
National service should bring together Americans from diverse economic backgrounds
in service to our communities. When we work together, we discover the values and the bonds
that unite us. Nothing is more important in America right now than breaking down the
barriers that divide our communities.
Not all programs will be diverse -- and that's fine. Specifically, youth corps offer
important benefits like job training and high school equivalency/GED help that are especially
important for disadvantaged youth.
There has to be diversity in the program as a whole -- and that requires broad
eligibility for participation. High school dropouts in many service corps and college graduates
in professional corps should be on the same team, working for common goals. Even if
individual programs aren't diverse, the national service initiative as a whole has to be an
American program that includes the full spectrum of Americans.
THE LEGISLATION REQUIRES STRONG LOW-INCOME PARTICIPATION
There will be special efforts to ensure that programs meet the greatest needs. Nobody
wants to see programs serving the most affluent communities. That's why there is a special
priority for programs in areas that need help most, and why the legislation targets 50 percent
of program funds to areas of greatest need.
Programs will recruit from the areas they serve. The legislation requires that 50
percent of program funding goes to programs that recruit from distressed areas.
All programs will be required to make special efforts to recruit disadvantaged young
people. It can be harder to reach at-risk youth; the program makes sure that happens. And, by
providing a living allowance and health and child care benefits, the program makes it possible
for low-income participants to serve.
MEANS-TESTING
NATIONAL SERVICE IS NOT NEED-BASED AID
Need-based student aid is based on the premise that finances along will not keep a
talented citizen who has worked hard to earn college admission from pursuing that
dream.
The guarantee of access to a higher education for all who qualify for admission is the
key to our country's future economic competitiveness as well as to individual success.
The five need-based student aid programs - Pell Grants, Student Loans, College Work
Study, Perkins Loans and Supplemental Educational Opportunity Grants -- have been
highly successful in helping worthy students pull themselves up by their bootstraps
and get ahead in life.
NATIONAL SERVICE IS A SERVICE PROGRAM WITH A MERIT SCHOLARSHIP
APPROACH -- VERY DIFFERENT FROM NEED-BASED AID
National service is not and should not be viewed as student aid. The President's
National Service program provides a merit scholarship based on service performed.
Such a concept is best exemplified by the GI Bill and the Public Services Health
Corps -- not by the Title IV programs in the Higher Education Act.
As a service program, national service is very different from need-based aid, meeting
the educational, environmental, human, and public safety needs of communities,
building a sense of community, and bringing diverse citizens together for common
purposes. The program is very different from need-based aid.
Merit programs should be available to all who perform the required service or meet
the required standards. They should not be based on income, and should not separate
into two classes people who do the same work. That would undermine a central goal
of the program -- to bring people together. We should not means-test this program any
more than we should means-test the GI Bill.
The proposal before us sets a dangerous precedent that could serve to undermine both
needs-based aid and the GI Bill. Friends of veterans and the 5 million plus student aid
recipients per years should oppose this amendment.
Eli is the only speaker
you the lead migs.
UNITED NEGRO COLLEGE FUND
500 East 62 Street, New York, New York 10021
60 people
(212) 326-1111
212-326-1164 jax
William H. Gray, III
President
Yes 9/17
Chief Executive Officer
September 8, 1993
60 Presidents
Mr. Eli Segal
Assistant to the President and
Director of National Service
Executive Office Building
The White House
Room 145
Washington DC 20500
Dear Mr. Segal: Eli
It is with great pleasure for me to extend this invitation to you to make a
presentation on the President's National Service Plan to the Presidents of our 41 member
colleges and universities. throughout South
The meeting will be held on Thursday, October 7, 1993, at the Stouffer Concourse
Hotel located adjacent to the Atlanta Airport. We would be delighted to have you speak
during the morning session from 10:30 am to 11:15 am.
The Presidents have shown great interest in the National Service Plan. I am certain
your discussion will be a rewarding experience for each of them.
We would like to have your response on or before Monday, September 20, 1993. If
you should require further information, you may contact Turner Battle, our Corporate
Secretary at (212) 326-1118.
Sincerely,
/
Bill
TCB:WHG:pc
THE WHITE HOUSE
WASHINGTON
September 17, 1993
Mr. Turner Battle
Corporate Secretary
United Negro College Fund
500 East 62 Street
New York, NY 10021
Dear Mr. Battle:
This is to confirm that Eli J. Segal will address
the board meeting of the UNCF college and university
presidents in Atlanta on October 7. I have enclosed a
photo and a copy of his biography. Should you have any
questions or need additional information, please don't
hesitate to call me at 202-456-6444.
We look forward to seeing you soon.
Sincerely,
KareND.Eurny Karen D. Ewing
Executive Assistant to the Director
Office of National Service
/kde
Enclosure
The Center for
Corporate Community
Relations
at BOSTON COLLEGE
August 2, 1993
Mr. Eli Segal
Director, Office of National Service
The White House
1600 Pennsylvania Avenue, OEB Room 145
Washington, DC 20500
Dear Mr. Segal:
This letter is a final confirmation of your willingness to serve as a featured speaker at The
Center for Corporate Community Relations' 1993 Leaders Conference to be held at hotel
nikko chicago in Chicago, Illinois from Wednesday, October 6, to Friday, October 8.
You will be one of three participants on the Opening Panel on Wednesday, October 6, from
1:45 to 3:30 p.m. You will open the panel. Peter Morrison, a demographer from RAND,
will follow you and Joel Kurtzman, Executive Editor of the Harvard Business Review, will
conclude the panel. Each panelist's presentation should last no longer than 25 minutes. A
question and answer session, moderated by Jack Sabater, Director of Corporate Social
Policy and Programs for IBM, will follow.
As we have previously discussed, you should be prepared to discuss the Clinton
Administration's efforts to implement a national service program. Specifically, your
audience will expect to hear about what role corporations can play in helping shape this
effort. Finally, we would like for you to close by making some recommendations as to
how companies might work more closely with the Administration to achieve this objective.
Switching gears, I need to know if you will need overnight accommodations at hotel nikko
chicago for Tuesday, October 5, and/or Wednesday, October 6. If so, please let me know
as soon as possible so that I can make the necessary arrangements. If not, I still need to
know when you plan on arriving, be it Tuesday, October 5, or Wednesday, October 6.
Enclosed is a copy of the Conference brochure for your review. You should expect to
receive another letter from me, concerning your audio visual needs, in late August.
However, in the meantime, should you have any questions, please feel free to contact me.
We look forward to your participation. Thank you.
Sincerely,
William M. Davis
Manager, Marketing
cc:
K. Ewing
Chestnut Hill, Massachusetts 02167-3835
Phone (617) 552-4545
FAX (617) 552-8499
Strategic Community Relations:
Gaining a Competitive Edge
As we enter this last decade of the 20th century, the challenges
we face in strategically managing the CR function grow increas-
Wednesday, October 6
ingly complex. Today's business environment is characterized by
change and uncertainty on all levels. External forces such as a
8 am-12:00 noon
Registration
new administration, our global economy, and an increasing
Note: Early registration is available O
Tuesday, October 5, from 1 to 6 pm. If yo
regulatory climate place unyielding pressures on the community
arrive on Tuesday, please join us at th
relations function. Inside the company, CR professionals face the
Welcoming Reception from 7 to 9 pm.
demands of quantitative measurement and the need to demon-
7:30 am-8:55 am
Continental Breakfast
strate added value.
9:00 am-12:00 noon
Industry Group Meetings
The Center's 1993 Leaders Conference has been organized with
Back by popular demand! An opportunit
these challenges in mind. The Conference will explore current
for participants to discuss with colleague
issues and trends, looking at what is new and changing and how
issues unique to their particular industrie:
Consult the registration form to indicat
these developments will impact the CR professional's role in the
your interest!
corporation. This conference was designed to provide the infor-
12:00 noon-12:55 pm
Lunch (attendees on their own)
mation you need to give your corporation the necessary competi-
tive edge.
1:00 pm-1:30 pm
Welcoming Remarks
Dee Dee Forbes, Conference Chair
Edmund M. Burke, Center Director
Speakers
1:30 pm-3:15 pm
Opening Panel:
The Changing Environment and its
Impact on Business
Some of the speakers you will hear:
Panel will assess the current and futur
business environment from several diffe:
Peter Morrison, Senior Staff Member, RAND
ent perspectives.
Morrison will provide a current analysis of the demographics and
Government
trends impacting both companies and communities.
*Eli Segal, Director, National Servic
Office
Joel Kurtzman, Editor, Harvard Business Review
Demographics
Kurtzman will report on the current and future business climate and
Peter Morrison, Senior Staff Member
the implications for corporations.
RAND
Dennis Foster, President & COO, Sprint Cellular
Business
Foster will discuss how CR is a significant part of any senior
Joel Kurtzman, Editor, Harvard Busines
Review
executive's responsibilities, as well as its role in helping companies
achieve their business objectives.
3:15 pm-3:40 pm
Refreshment Break
Arnold Hiatt, Chairman of the Board, Stride Rite Foundation &
3:45 pm-5:00 pm
Implications for the CR Response
Roundtable Discussion Groups
Director, CEO Programs, The Center for Corporate Community
Relations at Boston College
An opportunity to explore with colleague
the current and future business enviror
Hiatt will share his experience on how corporate citizenship and
ment as presented in the opening pane
social responsibility can play a significant role in improving corporate
and examine the implications for the C:
performance.
position.
J. Kermit Campbell, President & CEO, Herman Miller
7:00 pm-10:00 pm
Dinner Cruise on Chicago's First Lady
Campbell will share his views on how strategic CR benefits both
Join us for a dinner cruise along the Ch
cago River and Lake Michigan.
corporations and communities.
American Express
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American Express
AMERICAN
Travel
Travel Related Services Company, Inc.
Government Travel Management Center
EXPRESS
Management
1901 North Moore Street, 10th Floor
Services
INVOICE/ITINERARY
Arlington, Virginia 22209-1901
R
SALES PERSON: 51
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DATE: 05 OCT 93
CUSTOMER NBR: 9N0043
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CALL 800-847-0242/YOUR HOTLINE CODE IS S-KC52
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