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[Loose Material - Citizens Service Summit - April 27-29, 1997] [1]
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66
1
9
1
1/7/97
To: Stuart Shapirs
Here is a draft of the
CC: Maici Levin
inj, tation letter fn
Jim scheibel
Grags Patermay
forernors - comments
Kenn Allen
by Thursday am
one
Melica Hudson
From: Shuly
please to Main
Dear Governor :
havin.
new name
I am writing to invite you to participate in The Citizens Service Summit jointly
sponsored by the Corporation for National Service and the Points of Light Foundation. It
will be held at Independence Hall in Philadelphia on April 27-29, 1997.
The aim - and ultimate outcome - of the Citizens Service Summit is to "turn the
tide" for children and youth - to improve the quality of life and chances of success of
those most affected by serious problems in education, health, family structure, lack of
economic opportunities, and safety. The Summit will be the kick-off event in a three year
strategy to produce a quantum leap in effective community volunteering and citizen
service which will result in the following:
2,000,000 additional young people having caring and supportive mentoring or
tutoring relationships by the year 2000
2,000,000 additional youngsters having access to a safe and decent place to
gather, learn, work and play by the year 2000
2,000,000 additional children are receiving proper healthcare by the year 2000
2,000,000 additional young people are connected to economic opportunities
through education, in which the ability to read is essential, but the year 2000
2,000,000 additional young people are giving back to others through effective
citizen service by the year 2000
If we are to ensure that every child growing up today has a chance to succeed, we
must reach beyond the traditional government and social sector resources, and call on
every American to turn the tide for our children. Whatever the goal, whatever the
strategy, it is no surprise that these challenges often call for new resources. And whatever
its demographics, whatever the need, virtually every community has an important resource
that is often overlooked: the time, commitment and caring of ordinary citizens.
To galvanize and jump-start the campaign, President Clinton and former Presidents
citize service
Bush, Carter and Ford will join in this historic call for greater volunteer action. Each
President and former President will be invited to chair a roundtable to talk about
mobilizing Americans and their organizations for expanded, more effective service for
youth.
the
Because we them believe that communities that are closest to their problems are best
suited to address these problems, approximately 1500 people - current or future leaders -
will be invited to participate in the Summit. We will invite 100 communities to send
delegations of ten people to the Summit. We anticipate that the 1,000 people from the 100
communities will be local or community representatives. In addition, we expect 250
national leaders from the corporate and non-profit sectors, and 250 gubernatorial/state
delegates.
We are asking you to lead a delegation of citizens from (STATE). Each state team
will consist of five people, appointed by you and under your leadership. We suggest that
people considered for state delegation invitations include representatives from the State
Commission on National and Community Service and other state agencies serving children
and youth, state volunteer associations, the State Legislature, the higher education
community, communities of faith, regional or state associations, or public and private
sector leaders.
The state delegations should be composed of people who believe that citizen
involvement in community problem solving is desirable and necessary and who will
commit their personal and institutional assets to that end by supporting participation in a
statewide summit. Other tasks confronting state delegations include
and
deploying state and local resources to/support increased citizen involvement in
community problem solving,
supporting local community delegations in planning local summits and
implementing the plans resulting from those summits, and
expanding the Summit process to communities beyond those actually attending
the national Summit in Philadelphia.
We are asking the Governors of each state, with the help of each state's
Stuart nave
Commission on National and Community Service, to take on that state's pro rata share of
the targets. For example, Governor Wilson of California issued an Executive Order earlier
to inc
this year calling for 250,000 mentors in California by the year 2000. He has given each
state employee 40 hours a year off with pay if they match it with 40 hours of their own by
mentoring purposes. If each governor does something similar, based on proportionate
population, the goal of 2,000,000 by 2000 for each target would be reached.
The convening of a national Summit with the President of the United States,
former Presidents and the First Ladies is without precedent. That itself will enhance the
importance of voluntary citizen action and national service but the aim is to prove that this
strategy of service can "turn the tide" and actually connect Americans to solve some of the
most serious problems facing the coming generation and thus the nation as a whole. In
doing so, Americans will feel a new sense of faith and hope that the great challenges facing
our country can be successfully met by citizens working together.
Marci Levin from the Corporation for National Service will be contacting the
office of your chief of staff in January to coordinate participation from your state. You
may wish to assign a point of contact for her. Her telephone number is 202/606-5000,
extension 274.
The Summit is the beginning of an on-going process that will continue through the
year 2000, and we hope, beyond. We look forward to your participation at this event.
Please call either of us, or Marci Levin, as questions arise. Thank you very much.
Sincerely,
Harris Wofford
Robert K. Goodwin
Chief Executive Officer
President and Chief Executive Officer
Corporation for National Service
Points of Light Foundation
FACSIMILE TRANSMITTAL SHEET
CORPORATION
1/7/97
FOR NATIONAL
*
S
ERVICE
TO: STuWT Schapiro, POLF
LOCATION: ATTN: Greer torsy The
9256
FAX #: (202)223-9186 PHONE #: 223-9186
FROM: Shrley Sagnor
FAX #: (202) 565-2784
TELEPHONE #: (202) 606-5000. Ext. 394
COMMENTS:
Pls Sini This to 1 Stuart S. rhouts
Gregg P Kenn 3 allen
NUMBER OF PAGES (INCLUDING COVER SHEET) 4
IF THERE IS ANY PROBLEM WITH THIS TRANSMISSION, PLEASE CALL THE EXT.
.
1201 New York Avenue, NW
Washington, DC 20525
Telephone 202-606-5000
Getting Things Done.
AmeriCorps, National Service
Learn and Serve America
National Senior Service Corps
Public/Private Ventures
One Commerce Square
2005 Market Street
Suite 900
Philadelphia PA 19103
215/557-4400
Fax 215/557-4469
PPV
MEMORANDUM
Alice F. Emerson
To:
Stuart Shapiro
Board Chair
Gary Walker
From:
President
Gary Walker
Board of Directors
Re:
The Citizens Service Summit
Rex D. Adams
William R. Anton
Michael A. Berin
Date:
January 10, 1997
Douglas J Beaharov
Amalla V. Betanzes
Roy J. Bostock
Alan K. Campbell
Yvonne Chan
John J. Dilulio, Jr.
Alice F Emerson
Mitchell S Fromatein
You asked P/PV to address five issues regarding the Summit, and we agreed that I'd get
Susan H. Fuhrman
you a brief memo on the first of the five issues by January 10, and the rest one at a time
David W Hornbeck
Siobhan Oppennelmer-
over the next month or so. As we later discussed, I think on reflection that the five
Nicolau
issues are interconnected enough, and are as strategic in nature as they are technical, that
Marion Pines
John W. Porter
P/PV could serve your needs better if we addressed all five issues in one document, and
Parold A. Richman
focussed on the strategic perspective rather than the technical.
Gary Walker
Eddie N Williama
William Junua Wilson
1. Can an evidentiary case be made for the Summit's five substantive strategies as
priority ways to achieve the Summit's goal "to improve the quality of life and chances
Research Advisory
Committee
of success of those most affected by social problems?"
Marta Tienda. Char
Jacquelynne Eccles
Yes, you can make a reasonably persuasive case, based on "scope of the problem"
Ron Ferguson
Frank Furstenberg
numbers and evaluations about what works. The strength of the case varies across
Robinson Hollister
the five substantive strategies; is generally stronger in "scope of the problem" data
Alan Krueger
Frank Levy
than it is in evaluations about what works; and is stronger in strategies 1-4 than it is
Katherine Newman
in strategy 5.
The evidentiary case is as strong for this group of strategies as it is for any other. It's
just that no one or group of strategies can claim that the evidence unequivocally
elects it as the way to go.
*Mentoring/safe places/proper health care/economic improvement through
education/service to others.
P/PV Is an equal opportunity employer.
2 FACE
12:90 (IHE) L6. 01 NVP
Stuart Shapiro
January 10, 1997
Page 2
But the evidentiary case is not your strongest case, and I wouldn't lead with it: it'll just stir up
academic/policy wonk/turf arguments. Your strongest case is common sense: what kids need
more of to grow up to be economically self-reliant and good citizens is more adult guidance
and attention; more safe and positive activities; good health; good education; and a strong
value of caring for others. The evidence can provide some support, but it's not your strong
lead or main attractor, from a citizen's perspective. Using "common experience" and
"common sense" as your lead is much more consistent with a "citizens summit."
I have other documents that develop this approach and argument further, if you would find
them useful.
2. What is a reasonable set of numbers--very ambitious but achievable--to use as goals?
A very difficult question, since the strategies are not clearly defined; since standards for what
is effective do not exist in all five areas; since the implementation vehicle you are relying on
(volunteers) has little precedent for a task of this content, scope and duration; and since you
expect "business done not as usual" to be local modus operandi.
Nonetheless
Mentoring and tutoring relationships. Our guess is that there are about 300,000 such
relationships right now. If we halved the BBBS standard, and said these relationships
should last six months to be effective, and this worth counting, the number falls to
about 250,000.
I think it's doable but very ambitious to double the number of effective
mentoring/tutoring slots over the next three years. So our goal would be to get to
500,000 such relationships at a given point of time.
Let's say we achieve most of that in the first two years. If the average effective
mentoring or tutoring relationship lasts nine months, the original 250,000 mentor/tutor
slots will generate 1,000,000 additional young people over the 1997-98-99 period; the
new stock of 250,000 will generate about 400-500,000 new and countable
relationships.
That's a total of about 1.5 million youth being mentored in the 1997-98-99 period.
Note that only 500,000 are youth who would not otherwise have received mentoring
or tutoring--but that's only because of start-up. But that would be one way to state
the goal: 500,000 more youth in mentoring/tutoring relationships than would
otherwise be the case, or a 50 percent increase.
E PAGE
12:11 (IHE) L6. 01 NVP
Stuart Shapiro
January 10, 1997
Page 3
I think you could count your way to larger numbers, but I think that the American
public is becoming more and more suspect of numbers--and if someone points out the
goal includes youth who would have already had mentors, or that it includes anything
that calls itself a mentor or tutor, it will damage this initiative's credibility.
So lowering your quantity goal from 2,000,000 to 500,000, and adding the six-month
quality standard, will in my judgment strengthen the credibility and sustainability of
this initiative.
Safe places. I'd focus on increasing youthful participation in safe, structured activities
in non-school hours, with adult involvement. That's the critical need.
I think 2 million new youth "having access to safe places" is a vague achievement, and
will promote big numbers but will also undercut long-term credibility. We've recently
done work with organizations in large urban areas who might have 300 youth use
them a day, and maybe 2,000 different youth use them a year--but within a 15 block
area might live 15,000 youth who "have access." I think actual participation is what
you want to increase.
So we would focus on the increase of youthful participation in non-school hour
activities that take place with adult supervision or involvement. They could be in a
school, at a B&GC; there could be chess, soccer or computer literacy.
I'd set three months duration as the quality control/effectiveness standard, because it's
the standard sport length, is equal to a trimester, and is long enough to know that a
young person's interest was genuinely piqued--but maybe just as genuinely waned.
That's okay, and is developmentally healthy.
We don't have a ready baseline number of youth who participate in at least one three-
month, non-school adult-supervised activity a year, but we're working to come up with
a credible number. Whatever it is, I'd take the numerical approach used above: a goal
to double the stock capacity, and thus increase the youth participation about 50
percent over the initial three-year period.
Healthcare I won't even address this, as there are plenty of health experts who can
better deal with the definitional and other issues imbedded in this one--and I know
you'll find them, if you haven't already!
Economic opportunity through education. This one is very confusing as currently
phrased, and I'd suggest you clarify and simplify it--and at the same time address this
to PAGE
12:91 (THE) L6. 01 NVT
Stuart Shapiro
January 10, 1997
Page 4
document's most serious lack--by simply making a goal of doubling the employment
rate of high school graduates in high poverty areas.
That goal would give the document a hard-nosed practicality that it might otherwise
be accused of lacking, and would involve the employing sector in the way most
citizens would like to see employers involved. In addition, the Boston Compact
experience over the past 15 years provides an excellent model of how to do it, without
firms feeling that they have lowered their standards, or made commitments that they
cannot keep.
This goal could be clarified in other ways, but this is the way we would recommend
doing so, and the way we would recommend phrasing the quantitative goal.
Youth Service. If Harris and Corporation staff were involved in setting this goal, then
you can ignore my comments below, since they'll know what they are talking about.
If they weren't involved, I'd suggest revising it downward to 500,000, in part because I
think there should be a duration and/or time standard--e.g., a service project of three-
months length, or 75 hours total--and in part because our experience has been that
youth "most affected by serious social problems" are not attracted in large numbers to
service projects, unless those projects also offer income and/or career and employment
possibilities. Thus in our judgment this strategy will cost more money than the rest to
achieve numbers. Even a low cost of $1,500 for a three-month slot would equal $3
billion, and that seems unlikely.
You could drop the duration or hour standard, and count any kind of service, but I
would worry, once again, that this would breed cynicism about the numbers. In
addition, you might generate criticism that you were asking the most disadvantaged
youth to provide service without offering them any opportunities in return to improve
their own income and employment prospects.
*****
I realize that our advice on what are ambitious yet achievable numbers may disappoint you.
But these are still big numbers, and once you get beyond the startup years, they will grow
rapidly. For example: doubling the number of mentoring/tutoring relationships from 250,000
to 500,000 will, once it is achieved and reaches a steady state, produce 2,000,000 effective
relationships in the second three-year period (2000-01-02). That is one million more than
would have been achieved otherwise.
≤ PAGE
12.32 (THE) 46. CI NVS
Stuart Shapiro
January 10, 1997
Page 5
In addition, because these numbers include effectiveness standards, they will be credible, will
help sustain momentum, and will not risk the debilitating effects of cynicism. Our country is
cynical about the potential of social improvement efforts in good part because from the War
on Poverty to the present, all our social improvement efforts have promised far more than
they could deliver. While it is vitally important that the Summit effort be ambitious, we
should not let it repeat that tragic mistake, and further confirm the electorate's deepening
sense that "nothing works" for our country's most disadvantaged young people.
3. Can the five substantive strategies be defined more crisply?
Yes. The previous section offers some suggestions on how to do so, so I won't repeat them.
I don't believe the definitions should be nailed down too tightly at this point, since localities
will no doubt come up with some very good interpretations that would only cause you to
make exceptions to overly-tight initial definitions.
4. What past or existing efforts could be highlighted as examples?
You'll get many good suggestions here; we would emphasize a few.
Communities in Austin, Texas, Savannah, Georgia, St. Petersburg, Florida and the
Lower East Side of New York City are currently engaged in privately-initiated efforts
to accomplish simultaneously your strategies 1, 2 and 4. It would be inspiring to other
communities to hear about these impressive efforts to accomplish multiple goals with
very modest new resources, through public/private partnerships governed by local
citizen councils. I'm sending information to you on these under separate cover.
The Beacons initiative is a school-based effort that involves many of the goals you
want to achieve; it has multiple sites in New York City and San Francisco. It would
serve as a good way to highlight your desire to have schools better utilized.
The Boston Compact, which I mentioned earlier, is the best example I know of a
privately-initiated effort to ensure that youth in job-poor urban areas feel that high
school graduation does help get jobs in job-rich suburban areas. For years it has
equalized the employment rates for minority and white high school graduates from
job-poor Boston neighborhoods-a major accomplishment.
There are of course many other examples of inspiring and effective initiatives. These three
are, we think, outstanding.
9 PAGE
12:92 (THE) 46. 01 NVP
Stuart Shapiro
January 10, 1997
Page 6
5. How can progress be measured?
The goal should be to set a measurement system that is credible, and that by its very structure
promotes better performance and sustains momentum.
We think the way to accomplish that goal is to establish a measurement system that has two
parts: first. a component that gets regular information from each state, based on three to ten
local areas in each state, which would then be compiled nationally and used as the public
report card for how the initiative is doing as a whole, and by state.
The basic protocols, methods and timetables for information collection would have to be
established nationally, and then each state, possibly through the Governor's office in
conjunction with its university and community college system, would be responsible for
collecting and reporting the data--and for absorbing the financial burden of doing so. A
creative use of service-minded faculty and graduate students would permit this to be done
economically.
Having a state-based reporting system as the major public information source would not only
disperse costs but would create a healthy state and local rivalry to accomplish the Summit's
goals. No governor or mayor would want to be embarrassed.
However, even in the best of worlds this component would suffer from inconsistencies, quality
control problems and other glitches that would make even the most ardent Summit supporter,
much less an objective observer, wonder about the reliability of the numbers.
Thus a second component would be composed of one or more of the following options, with
each option administered by one organization, to increase the probability of consistent and
quality data:
A multiple (10-20) site measurement project, that would produce more reliable data on
a representative group of sites chosen by regional, demographic and other indicators;
A measurement project that looked at major federation-type organizations whose
mission was to accomplish one or more Summit goals, such as BBBS and B&G Clubs.
We think it's a fair assumption that these organizations, which have hundreds of
satellites, will be highly motivated and well-equipped, structurally and resource-wise,
to accomplish a big portion of the Summit's overall goals.
A national survey of youth, to secure information from youth's perspective on their
involvement in Summit-like activities and relationships.
L PAGE
12:39 (188) 46. 01 NVP
Stuart Shapiro
January 10, 1997
Page 7
These three complementary approaches would each, and certainly together, provide an
excellent check on what the state-based public reporting system was producing. In short, they
would help establish credibility. They would not substitute for the state-based system, though,
since they would not produce the competition, peer pressure and direct accountability that
helps to generate momentum and drive for increased performance.
Establishing and operating the first component, or any of the options of the second
component, is a major undertaking. The first step is to decide on the overall strategy. Our
recommendation would be to do the first component, and at least two of the options under the
second component.
6. Key concerns.
We think that the Summit is a very important and timely undertaking, and you should not be
discouraged by naysayers or nitpickers. Anything of this magnitude will not proceed without
some serious stumbles and hitches. There are some hitches, however, that could directly
impact on public will, momentum and sustainability, and those need to be avoided at all cost.
Credibility and seriousness. We have dealt with those issues throughout this
document, and here only want to underscore their importance.
Implementation infrastructure and resources. Enthusiasm alone will not get this done.
The best-run national media campaign can be a tremendous negative force if people
perceive nothing real is happening locally.
Thus you must have a strong national vehicle with political clout, leverage resources
and ability to assist states and localities that want it. It must be a vehicle that can
acknowledge the reality of how things are really going, and act to improve them, and
not see its job solely as cheerleader and shaper of good news.
I am a firm believer that there is too much bureaucratic infrastructure in both the profit
and non-profit worlds, and too much whining about resources when creative
strategizing is the more critical need. But social problems are like any other problem--
they do require organization, management, intense dedication and the resources
needed to sustain those qualities. We do worry that the Summit emphasis on
volunteers and service will mask those needs, and oversell what can be accomplished
by those means alone.
8 PAGE
12:34 (THE) L6. 01 NVT
Stuart Shapiro
January 10, 1997
Page 8
Somebody--preferably an anti-bureaucrat--needs to be thinking hard on the likely
resources and organizational structures necessary to carry out these goals in the real
world of poor communities.
Local spirit. This is key. We worry that the site selection process outlined in the
paper will not work to produce it, even initially. The competitive selection process set
forth, in our experience, will anger every community turned down-especially the
volunteers and local citizens involved. We've been through this, and have made this
very mistake. The Summit's 100 communities will not alone be able to produce the
quantitative goals you want, so you can't afford 200 "turned off" communities.
It may be that a more random selection process-like a "drawing"--would be more
palatable, and could be easily justified on the grounds that the Civic Center can only
hold so many people. Whatever, I would by any means avoid having "losers" at the
very outset of this important process.
*****
I hope this has been helpful. P/PV is very supportive of the Summit's effort to arouse our
country's will to do better for its youth. If we can be of further assistance, please don't hesitate to
call.
DE 2: (:HE) L6. 01 NVP
JAN- 9-97 THU 10:54
AMELIOR FOUNDATION
FAX NO. 12015400958
P.03
KHRHN
002 P01
JAN 08 '97 21:57
January 7, 1997
Dear Ray,
I have just completed my last meetings of the day (It is 11:55 p.m.) and as I approach
the witching hour, I would like to take this opportunity to briefly summarize the
foundation of our discussion today. Please excluse the somewhat displaced format of
these notes; I am sending them to you simply as a reminder of some of the basic
ideas we discussed-and as a jumping off point for future discussion.
First of all, when you shared with me your vision of two million mentals in place
by the year 2000 and Informed me of the resources you had amassed by way of a
committed undon between President Citnion and George Bush, #3 well as the
resources of such notable Americans as Oprah Winfrey, Colin Powell, Bill Cosby,
the governors of asveral states, and CBO's of major corporations, I became more
certain than ever that this vision could be met. While I did not see this converence
as the ultimate and absolute solution for America's youth at risk, I did feel that a
disciplined commitment to the specific goal of bringing forth two million
participants in the mentoring program (along with a simplified set of systems for
training those mentors to develop quality, caring committed relationships with
young people) could provide the critical mass of initial leverage to "tam the tide for
our future."
However, as I began to road the strategic Overview of what this initial simple, clear,
and brilliant idea has mushmoned into, I became extremely anxious Why?
Simply due to the fact that expending your initial vidon into Hve goals, no worthy BB
they may be, runs the risk of diluting the resources you have available to produce
the result you are truly after who have a compelling future.
It is imperative that we all stay focused on this outcome and that we remember that
the individuals who participate in this program are the architects of our children's
future. They WB charged with creating 1 serve of self worth within the child by
caring being there for him/her, they must be honest with the child, 50 he/she feelo
respected and is held to # standard; finally, they must show their child that all
individuals are capable of making mistakes and that as long as those nistakes are
both uninentional and immediately corrected, life can and will constantly improve
If our focus is to truly empower this youth then we must not only give them a
SETURE that they are worthwhite by consistent communication and caring, but we
must also give them experiences that show them that they are much more
resourceful than they believe themselves to be. In addition we must expose them
to and encourage them to utilize the tools that can ultimately provide them with
economic independence.
If we are going to achieve a significant change in the belief systems and resources
available to the youth of America, we must not attempt to do everything at once I
sincerely agree that health care must be available to the ten million kids at risk who
are currently uncovered, not just the two million that you are originally targeting.
But as we discussed. I believe this gnal is not under public control, but instead needs
to be lobbled to the Preddent and hey members of the U.S. Congress
JAN- 9-97 THU 10:55
AMELIOR FOUNDATION
FAX NO, 12015400958
P. 04
003 P01
JAN 08 '97 22:01
I know you have the resource as well as the contacts to provide the leverage and
support necessary to move these politicians in the right direction. As 1 have already
stated, I am one hundred percent supportive of providing both caring and d pathway
to personal commic sustainability (through internship programs). I think the
work that to being done by Charles Schwab is a great cxample of this and 1 am sure
the resources that you have available to you Junior Achievement will be
invaluable In this area
I must state again, however, the importance of focusing on creating tree million
mentors by the year 2000 and establishing plan for creating ACCEM for two million
young people to nafe apaces these are the two foundations of & four step plan that
will create long term transformation. As you know, step number three of this plan
involves teaching these kids marketable skills for a long term future and stop
number four is devising a way for them to give back to the community in such a
way that will create an expanded identity for each individual
While all four of these elements are paramount the focus of the next three years is
to get the critical REQUIRES necessary-which are the two onlition caring adults. If
we have two million volunteers who really care about kids and are mobilized to
strategize solutions, these two million adults can certainly conceive of d way to gat
these kids access to health are These same individuals must also know that part of
our goal is to help these kids develop marketable skills and it will be our lob in the
second, third and fourth conforences to begin to come up with very specific ways to
network these enenture with organizations such as Junior Achievement who
provide internahip opportunities. We СВП also create within our mentoring
training simple ways to teach children that they are resourceful well as ways they
can give back to society in order expand their Identity- we need caring adults
and safe spaces to accomplish this.
You are well on your way to safe spaces with your 500,000 person commitment from
the Boys and Girls Clubs of America and you are half way to your two million
mentors if the numbers quoted by the President's office can be backed up by an
intelligent plan for one million tuturs. Thus the path becomes simple: From a
conservative perspective, how do we generate an additional one million mantors? I
believe that a seven-step plan can create these one million mentors. Only those
who have a direct impact on this plan should be invited to the Summit. (The
exception would be people who can attract media, focus, Interest and emotion from
the general public to the event and our outcame.)
The first part of this plan involves the utilization of the governor of each state as a
major leader in setting the frend for supporting the mentoring program. Options
for this include modeling the state of California by creating and communicating an
executive order that commin each siate to producing their fair share of the two
million mentors. The governors of each state could also support s provision for
matching the off work with full pay for the twenty to furty hours spent menturing
per year. We could provide the governors with an OPA plan of specific outcomer,
purposes, and action items necessary to reach their goals for recrulting mentors into
manageable chunks,
AMELIOR FOUNDATION
FAX NO. 12015400958
P. 05
JAN- 9-97 THU 10:56
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room for two million kids to enter a safe space where they can create, learn and
have access to the critical resources we know are necessary for & life change
I don't know if anything I have dictated has made any Bense at this stage (or at this
houri) and I will not have the opportunity to read this prior to you receiving it, but
on a final note, I would like to suggest a change in the name of the program. When
the President speaks of Citizens of Service H sounds exactly Hke a Government
Agency. Because I believe your goal is to create n movement, I suggest we call this
the American Menturing Summit-an opportunity for today's heroes to create
tomorrow's leaders; an opportunity to turn the tide, an opportunity to create a
stistainable and compelling future for all American's by playing their part in
nurturing and expanding giving and contributing to the most valuable resource
that existe-the young souls who will lead us all into tomorrow.
What is required of a mentor is simple: individuals who have four characteristics;
one, A commitment to caro; two, a commitment to be therey three, a commitment to
be honcet and four, a commitment to be human-to make mistakes and correct
them We are not looking for professional therapists, nor are we louldng for two
million corporate CHO's, we are looking for real people with real heart and soul who
want to learn name fundamental tools on how to create quality friendships and then
gradually be taught to expand the emotional, psychological, and economic
opportunities for these children who they will tram to Love and care for.
There is no question in my mind that if we almplify the target, we can achieve this
goal. But we must create $ clear plan and utilize the Summit to achieve three
simple outcumes:
One: to bring the players together to agree upon the goals that have already
been outlined;
Two: to have each individual at the Summit select one of four or five plans
that they will utilize and expand upon in way that gives them a sense of
ownership and certainty that they can achieve their partian of the goal;
Three, to commit to measurable numbers of mentors, safe speas, and all
the resources necessary to achieve two million mentors and two million
safe spaces, thus providing the environment and the foundation in which
caring adult relationships, marketable Bkilla, and a way to give back to
society can be fustered.
Again, the summit should bring public attention to this issue and those invited to
the summit should only be those who are roady to leave with a clear plan and A
conunitment to not only achieve the result but to report their progress at each
measurable degree in this Drst stage of the initiative. Let's keep ourselves focused
on the first two elements and wo can achieve the second two and more How do we
take this discussion that seems to be rambling at this hour into reality? I would
suggest that you bring your team together to visit with me in Philadelphia so that
we can clearly define the six or seven pathways to achieve this goal as well as create
measurable, simple, OPA formsta, and assign koy individuals responsible for
obtaining the resources to meet these needs. We should trim dows the summit and
Invite those individuals ready to commit, but we should also produce more
emotion in the cummit not only in the summit's title, but In the commit's content.
We must shorten the summit's time period and make measurable goals during that
individuals know they can and will meet.
JAN- 9-97 THU 10:56
AMELIOR FOUNDATION
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JAN 08 '97 22:02
The second part of this plan includes corporate involvement. (See example listed in
the enclosed notes from our meeting with the California Mentoring Council).
Major corporations associated with Junior Achievement and/or any and all
organizations that attract the leaders of such socially-conscious corporate entities
should be brought in and provided with three primary ways to support mentoring.
For comple a) create mentoring systems and training programs within their own
companies, b) endorse mentoring and provide, like the state, maiching hours off
work for menturing; and c) institute internship programs.
The third part of the plan involves service organizations which should be invited to
commit resources for expanding the reach they already have in place.
The fourth part of the plan involves garnering support from churches; the fifth
would involve support from the state militia, and the sixth would involve
educational institutions. Finally, the seventh part of the plan would involve
encouraging the general public to participate by way of joining organizations that
already exist, Le Big brothere Big Sleters, etc., and/or becoming part of the mentor
movement by creating their own team of people to work with the local youth. Once
again, see the enclosed chunking of the goals for California as an example.
Once these approaches have been somewhat defined with specific numbers
established one individual should be assigned as the primery person responsible for
creating the plan for each one of these Bectora That individual should have assigned
two or three key:team players whose entire focus is to cultivate that plan in a way
that will meat the ultimate goal of supporting the children by recruting mentees
and creating a format for training. This plan must also meet the psychol
positioning political, social and environal needs of the client, i.a., the governor,
who must make these decisions, the Corporate CEO who must commit these
resources, the minister of the shurch, the heads of the service organizations, etc.
This team should be put together Immediately to develop & game plan that is
realistic. Recruitment of the initial players who can conse vatively commit to
numbers with I simple, yet intelligent plan to meet the ultimate goal (with some
room for error, unanticipated distraction or disaster, etc) should also begin
immediately.
Similarly, a team to create two million safe spaces should be put in place and
monitored ecconingly. Next a team should be created that will work on creating
ways to link economic opportunity, health care resources, and simple structures for
sllowing children to have the experience of giving back to their community
available to menture and mentres. I believe the challenge in all of this Hea in the
fact that all the organizations you currently have in mind for participation are
working under the auspice of their own agendas.
Yet everyone's agends-the president's of building и larve force of volunteers
committed to civil service. Tunior Achievement's goal of linking economic
opportunity to millions of kide, etc.- will be mgt If we can simply recruit two
million mantoring volunteers. Isn't that really what we're after-two million
caring people who are willing to put themselves on the line on a consistent basis in
measurable ways to make a difference for America's youth? With those two million
mentors, we can access all the other resources we need N6 long as we also create
JAN- 9-97 THU 10:57
AMELIOR FOUNDATION
FAX NO. 12015400958
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JAN 08 '97 22:03
This will create the initial momentum that can turn this youth ampowerment
summit into a occasion of true impact and cansequence in which the first action
are taken to change the direction of our society AS a whole. Thank you for your
review and for Listening. I hope to see you and your team in Philadelphia and I will
look forward to speaking with you on Thursday. Feel free to contact me souner If
necessary. Enjoy your vacation Ray!
Love and respect,
Tony
P.S. All I've said in this letter is To turn the tide of our society we must transform
our youth To do that WE must act on the goals you've already identified There are
five steps.
I. Wc must make available a caring adult relationship for all needy youth in our
culture. This relationship can transform the identity and experience of an
individual and give them a sense of a compelling future. It im the most
important resource of all; it is the goal.
Safe spaces should be provided fur all those youth who need It (with two
million as the goal) because that environment provides the place for children to
have their foundedonal needs met while giving than the opportunity to learn,
grow, and receive all that is required to support them coeching health care,
training for marketable skills, etc. The third goal of teaching marketable akilla,
and the loarth goal of finding a way for them to give back to their community,
can only be achieved if we focus on the foundation of the first two goals. Our
first year's Socus must be on these and these alone.
II
A. Before we get to the Sanmit we must focus and create & clear pathway on
how we can achieve two million mentors through the involvement of the
entitles dearibed in the previous pages. Ideally WE should do our best to see if
we can far surpass our goal utilizing fewer than there seven, but we should
have individuals senigned to each of these ontities to develop a clear plan on
how, for example, to got 400 churches in each state to supply one hundred
menture. This must be done before the everunte. The summit should not be a
discussion about what is possible, or an argument on how to do 14, rather it
should be a discourse on how we chance the plan that already exists and who
is ready to take reporsibility for specific numbers in each of these categories 90
that our goals are absolutely met.
B. A similar plan must be generated creating two million safe spaces.
C. Individuals who will own each of these categories of responsibility must be
established prior to the summit and have developed their plans, ready for
publication, prior to or directly at the summit.
JAN- 9-97 THU 10:58
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III. The summit's focus should not be one of continuous discussion instead it
should be a place to highlight gorls that are already established with plans that
are well on their way: it should be an opportunity for individuals of influence
and power to refine the plan, not create the plan, and announce what they are
willing to commit to in a public forum in which they are scknowledged and
held to a new standard; it should be an opportunity for the President of the
United States, our past presidents, key celobrities, and corporate executives, to
atilize their immense influence to rivet the nation's attention- not just to the
problem, but to a clear solution that we can all participate th-one that will
transform our future by taking care of the most valuable INSURE that exists in
our society our youth. There should be a simpla, actionable plan that the
leaders in this summit are committed to.
IV. The mentoring process should be simplified, clarified, and measured in such a
way that the public, as well R8 those involved in these organizations, will be able
to see an ongoing Impact from the actions committed to by the loaders of this
summit.
V. Simplify and Pocusl Create a small, concise and powerful teath. Most
revolutions throughout history were generated by loss than a dozen people.
Most change in society is not orchostrated by a group; it is orchestrated by a small
band of leaders who have ultimate resolve. As leaders we must create the
outcome with clarity and a plan that makes sense. We must not try to please
everyone nor try to solve all the illa of our youth at one time. Let's take one bite
at a time; let's take it intelligently; let's make it real; and let's produce the result
that you and [ are both committed to.
JAN- 9-97 THU 10:59
AMELIOR FOUNDATION
FAX NO. 12015400958
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JAN 08 '97 22:05
SUMMARY-CALIFORNIA MENTORING INITIATIVE MRETING
DECEMBER 17, 1996, SACHAMENTO, CA
ONPT ISHAN
December
1. Identified that we didn't have either a plan nor я consistent delivery
system in place.
2. Identified that we must look at making this into a movement and
empower the public to get involved (utilize the resources that already exist
and are available)
3. Decided that WE must focus on a plan for distribution onticts to achieve
250,000 mentors by 2000.
a. To this ond, we identified our target customers and goals for each one.
b. We identified the responsible people to own producing the plan and the
result for each target customer.
4. Identified the current obstacles to recruiting mentors.
5. Identified the questions that wa need to answer for people (and in what
order).
6. Identified the primary options for corporations.
7. Identified the reasons mentors leave.
Ric: Sunmary 12/17/96 Meeting
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Complied by: PMH
+ 1996 Reductions Research Intervational, 4d. all digits Representation intogr Issues - - - writes - of m
JAN- 9-97 THU 11:00
AMELIOR FOUNDATION
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JAN 08 '97 22:06
HOW IO
How do WE accomplish this?
Simplicity is austrinability
Adopt a different/more relaxed, simpler rule
Change beliefs: remember, people are resourceful
What is the message?
a. The message must be specific, coherent, and emotional.
b. There are two messages:
(1) Getting people to want to volunteer to become B mentor
(2) Getting kids to want to have a mentor
How do we distribute the message?
a. Television (public service announcements, etc.)
b. Radio
c. Print
d. Word of Mouth
c. Schools
f. Churches
B. Chambera/Service Clubs
h. Fratemitica/Sororities (colleges)
i Military/National Guard
j. Billing insents
k Businesses
1. Events
Hile Summary 12/17/96 CA Mentering Initiative Meeting
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JAN- 9-97 THU 11:00
AMELIOR FOUNDATION
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GOVERNMENT
25,000
Jeff Hoffman
2/1/96
- 10% 250,000 employees)
Ben d Memoring
Resource Conter
Maff to to currist
MILITARY/NATIONAL
25,000
Jeff Haffrues
2/1/96
GUARD/VETERAN'S
Roa, National
Guard Outroach
AFFAIRS
Doctor
& Mentoring
Resource Center
staff to dirivt
NETWORKS
115,000 total
Ran Weekley
2/1/96
George to arrin
1. Friday Night Live
50,000 abair goe! - 100.0000
Jim
1/15/96
2 Chardola area
$0,000 new goal - 100,000)
Ron (Gourge to assist)
2/1/96
3. MAPP
5,000
Jeff (Ron. George,
2/1/96
Pro. of MARP to
and
4. 4-H Claims
10,000
George
2/1/96
EDUCATION
55,000 socal
Jeff Hollman
2/1/96
1. High Schools
5,000
Dr. Audy Meecu to
2. CA Education
and
50,000 ( goel " 100,000)
Rogadtable
CORPORATIONS
25,000
George Grays
2/15/96
Ren to anrist
GENERAL PUBLIC
5,000
Karl Miner
2/1/96
Lanane no assist
TOTAL
250,000
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AMELIOR FOUNDATION
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1. TIME: How mach time will it take?
4. # of hours/days
b. Availability (i.c. travel)
Solution: Team mentoring
2. FEAR/IDENTITY(CAPABILITY AND RESPONSIBILITY): Can 1
succeed? Am I qualified? Do I went thus kind of responsibility?
Solution: Teami montoring
3. DURATION: How long is this gring to last? is this forever? How long do I
have to commit for?
Sobition: Team mentoring, create a commitment the period (Le. 6
month commitment/2 hours per wook with your mentoring team)
4. SAFETY/LIABILITY: (fear of mentee and of saviroument mentee is in)
Solution: Team mentoring
5, CONVENIENCE (ACCESS): How do ! get access 10 them?
Solution: Team mentoring
6. The TIME LAG between when someone is "in state" and decides they wan to
be a mentor and when they actually receive the information and are matched up
with a child. (This also makes people wonder if it's legitimate.)
7. LACK OF INFORMATION about the Impact and opportunity and what
montoring is
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JAN- 9-97 THU 11:01
AMELIOR FOUNDATION
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OFFICERS
1. What is the program's objective and bow can we help you?
2. What's to h for me?
3. How do I get involved?
4. Is it going to cost ICE any money? If so, how much?
S. Is there any assistance? Will I ever sce you again?
6. Is It valc? (Liability and personal safety)
7. Why should I do this vs. something clac? Why to this special?
6. What's the next step? (onco they've decided to become a mentor)
Pila Summary - - 12/17/96 CA Mentoring Initiative Meeting
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AMELIOR FOUNDATION
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PREVARY OPTIONS YORK ORPOR
1. Team Mentoring
2. Utilize a current program that already exists (i.e. Big Brothers/Big Sisters,
100 Black Men, One-to-One). (Directory of 243 resources)
3. School-based programs - opportunity for employees to volunteer 1-2 hours
per week (company could underwrite cost)
4. Create their own program
5. Provide social marketing/resources
INCENTIVES
STUDENTS:
1. Lower car Insurance
2. Give them a card for discounts at local businesses (i.c. "Mentor Plus Card")
3. Give academic credits and service credits toward their degree
4. Recognition
BUSINESSES:
1. Tax incentives designed to cover one-time recruitment training costs.
File: Summary - 12/17/96 CA Menioring Initiative Meeting
Fage 6
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AMELIOR FOUNDATION
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ulse
1. Expectations are not met/Disappointruent (i.e. mentor does not understand
the model of the world for this)
a. Not feeling appreciated by the menter or by the organization
b. The manice "tesis" the mentor and the mentor does not understand this.
2. Incompatibility with the child
3. Mentor's priorities change/conflicts (i.e. mentor becomes a parent
him/herself, etc.)
4. Child or mentor moves
HAM VRORING RITTRA
Menturing teams would consist of 3-4 mentors for overy 9-12 kids.
1. Commitment: 2 hours a work for six months.
2. qualities;
a. Care
b, Be there
c. Be honost
d. Bo human
3. Mentor must replace him/herself after 6 months if he/she decides not to
continue
Files Summary-- 12/17/96 CA Mentoring Initiative Meeting
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AMELIOR FOUNDATION
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JAN 08 '97 22:09
11,11 THE
1. Video for marketing
2. Audio that explains the power of montaring
3. Corporate brochure
4. System involving the governor's office for following up with
corporations:
a. Show vidao to corporation
b. Do presentation to corporation
C. Follow-up with a letter from the governor
d. Follow-up with 8 phone call from the governor's office
e. Create regional events with celebrities
f. Create an annual rooognition event
5. Internet site set-up
6. Newsletter
7. 1-3 day emotional training program that empowers and educatos
mentors
8. Reginnal/smmi-annual/anmual conferences with celebrities
9. System of communication with governor/government offices
File: Summary - 12/17/96 CA Mentoring Initiative Meeting
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JAN- 9-97 THU 11:04
AMELIOR FOUNDATION
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P.17
AMRAN
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JAN 08 '97 22:10
COMMITING
Determine ml be Invite to the next
George Grays
2/1/97
meeting (Rebruary 1997)
Creats OPA for trem
Tony Robbins
2/1/97
Key, George, Ron. &
to anist
I Create OPA for recruiting meptors:
JeffHoffiman
2/1/97
Government (Please submit copy w Tony
Rom a Menturing
Robbins)
Resource Center moff
to assist
IL Create OFA for recreiting mentors:
Jeff Hoffman
2/1/97
Military & National Guard (Please submit
Ron, National Guard
copy to Tony Robbins)
Outroach Director
(Themix) & Mentoring
Researce Conter ma()
10 quidit
III. Create OPA for recruiting mentors:
Ron George no unist
2/1/97
(Marg alait my n Two
1. Friday Night Live
Jim
1/15/97
2. Churter/LA area
Ron (Goorgo w ments)
2/1/97
3. MARP
Julf (Ren Genrge, Pres of
2/1/97
MARP to
4. 4-H Clubs
George
2/1/97
IV. Create OPA for recruiting mentors:
left Hoffman
2/1/97
Education (High schools, Colleges &
Dr.Andy.Mocos to
masist
California Education Reundtable)
(Please submit capy de Tena Robbins)
V. Create OPA for recruiting mentors:
George Grays
2/15/97
Corporations (Please probable capy w Tony
Ran to assist
Rebbins)
VI. Create OPA for recruiting mentors;
Kari
2/1/97
General Pablic (Plasse sobrots - x
Lynne to assist
Jane
Track people's OPA's on macketing plans to
Toey Robbins
ongoing
rocruit mentges
Creste list of critical objectives, outcomes,
David Monti
2/15/97
and components of the next mesting (February
1996)
Flics Summary - 12/17/96 CA Montering Initiative Meeting
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JAN- 9-97 THU 11:04
AMELIOR FOUNDATION
FAX NO. 12015400958
P. 18
5207497769 KARAN
003 P15
JAN 08 '97 22:10
Submit the following to Touy Robbins to assist
All
1/13/97
him in creating "team mentoring O.P.A.":
1. What are the elements of montoring that are
'musts'- what are the critical components
that make mentoring work?
2. What does do WE have to athieve in order to
make this work? (I.c. what are the most
important outcontes/restits?)
Reinforcement tools
Resources to find mentees
Marketing system to market to
corporations
Simple & duplicable training tools
Promotional tools such as andios, videos, etc.
Acknowiedgment systems
Tony
THE about contact for World
Joff
KTM Urgan
Coordinate phone call/mesting between Tony
Veronique Bots
1/3/97
Robbins & Dr. Andy Meocs for the first week of
Scheduled
January
& 1/8/47@
10:00.
1. Roview and refine s 'offers' for promoting
George Grays
2/1/97
mentoring within organizations
2. Brainstorm reinforvemont/acknowledgment
system & create an OPA once a corporation
says 'yes' to team mentoring, how do you
keep them in the process?
3. Send Tony Robbins' the offers/plans that are
already in place for this.
Send Tony Robbins' "Kid's with Character"
Kay
1/6/97
workbook, plan and materials
Create summary/list of responsibilities &
Pam Hendrickson
12/24/96
primary focus for next maeting:
Distribute to Dr. Mecca & Ray Chambers
Send OPA planners and tapes to participants
Pam Hendrickson
12/24/96
of 12/17/96 meeting
Summarize AJR's 6/1/96 Mesting with Hay
Pain Hondrickson
1/3/96
Chambers and schedule meeting w TR-carly Jan.
Schedule next meeting
Veronique Boen (with
meeting set for
Dr. Mooos's office)
2/15/97
File: Summary - 12/17/96 CA Mentoring Initiative Meeting
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AMELIOR FOUNDATION
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JAN 08 '97 22:11
TK to most with Joseph McCleadon to debrief
Verousique Boss to
1/6/96
him on Mentering Initiative and Invite to
schedule
street meeting with 100 Binck Men
Send George Graysand Kno Weekley copies
Veranique Boar to
12/24/96
of UPBC (Invite them to give quotes)
coordinate with Joseph
Meet with Charles Schwab's organization
Tony Robbins
1/17/96
about their program
(Veronique Boar to
schedule)
Visit and review 3 organizations:
Tony Robbins
1/15/97
1. 100 Black Mon (with Goorge Grays and
(Veronique Bom to
Joseph McClendan)
schodule meetings)
2. Sammy Bandsck's group
3. Patrice's groups
Create timeslines for AJR:
Tony Robbins
1. Design training program (1-3 day
or this
+ model 3-4 best programs
discuss at 2/15/96 meeting
2. Design simple system to be unilized for
team mapturing
3. Creats audio tape to promote team
mentoring to the goneral public ("What is
mentering?" "Whes in true incoloring?")
4. Creats video tape series
Crusts identity
what are the '4 big issues"?
Model of the world/poiential problems
with kids
(paper to be ordered OVER registable IMO period
ia " months; LEVERAGE creation of partiers so
Pairice. and with to Rey Chambers as ha Lucins or
- organization who to dovelop this for
profit)
Rice Summary- 12/17/96 CA Mentaring Initiative Meeting
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GENDATOR 1111.
February 1997
Attendees to include people from other organizations to assist us in
understanding/ereating recruitment and training models.
1. Review of last meeting
2. Report on progress and results produced to date,
3. Review the now plans for marketing to targeted customers
a. How to recruit mentors
b. How to recruit menters
4. Training program mentors:
a. Create O.P.A. plan for training
b. How to reinforce mentors to play long-term
S. Brainstorm resources to implement these plans
Miss Summary - 12/17/96 CA Mentoring Initiative Meeting
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AJR's OUTCOMES/QUESTIONS
CA MENTORING INITIATIVE PLANNING MERTING
DECEMBER 17, 1996, SACHAMENTO, CA
To create an effective, actionable, and flexible strategic plan with government
entertainment and business leaders and to implement this plan immediately in
order to create a powerful Fame for Good' of more than two million mentors by the
year 2000.
1. Learn
a. What systems are currently in place
b. Who the players are
c. What is the current plan
2. What are the best mentoring organizations in the state and what makes them
effective?
3. How do you corrently find enroll, and train mentors? What are the most
effective systems?
4. What are the obstacles that you currently encounter in recruiting mentors? that
you will encounter in recruiting 250,000 mentors? and 2 million mentors?
What are some potential solutions?
5. How do you inspire, secruit, and select montees?
& How do you determine how to connect specific mentors with specific menters?
(What is your current "motching" system?)
7. Who are some of the most effective mentors? What specific character traits,
akills, etc. make them
8. What do you believe the most important outcomes/remilts are in order to have s
lasting impact?
9. What causes mentors to leave their association with a mentee?
10. What do you believe the necessary components are to achieving 250,000 mentors
by the year 2000?
Finally, we must review what elements were discussed and discover who will own
what portions of our 'ection plan.'
File: AJR's Outcomes/Questions 12/17/96 Mmg
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STRATEGIC PLANING MEETING
Philadelphia, PA
Sunday, January 12, 1997
11:00 am - 3:00 pm
AGENDA
1. Introductions
2. Review core "Needs/Rights" for children and youth.
3. Review analysis from Public Private Ventures and McKinsey
4. Review proposed targets as outlined in strategic plan
5. Discuss preliminary strategy for meeting each target.
6. Discuss number of targets for Summit and seek consensus
7. Discuss Community Involvement strategy
8. Discuss Names for Summit and aftermath
9. Next Steps
BY:EXEC. OFFICE
; 1-10-97 ; 18:06 ;
2026820798-
202 565 2784;# 2/ 2
Dear
We are pleased to join together to invite you to participate in an historic convening in Philadephia.
The Citizen Service Summit will bring together representatives and leaders from communities across the
country, along with leaders from every sector in American society, to begin a process that addresses the
issues and problems that face our Nation's young people. This is an event so critical that it crosses all
political and ideological boundaries. We will be joined by President Jimmy Carter, President Gerald Ford
and First Lady Nancy Reagan.
Never in our Nation's history have these problems been so critical. Conversely, never has the
promise and opportunity to begin to solve those problems been so great. America has always been the land
of promise, the land of opportunity. But unless OUT young people have caring and supportive role models,
safe places to gather, play and live, access to health care, education and the connection to economic
opportunities, and the chance to make a contribution through service, they will never be able to realize our
great Nation's full promise.
In communities across the country, concerned citizens, volunteer groups, businesses, labor unions,
educational and religious institutions are already involved in myriad activities on behalf of our youth. But
it is important that our communities join all available forces to attack these problems. We believe that the
Citizen Service Summit can be the beginning of an effort that can make a significant positive difference in
the lives of millions of our Nation's young people.
We hope that you can join us at this historic event and look forward to seeing you in Philadelphia.
Sincerely,
S
BY:EXEC. OFFICE
; 1-10-97 ; 18:06 ;
2026820798-
202 565 2784;# 1/ 2
POINTS OF LIGHT
FOUNDATION
TRANSMITTAL SHEET
TO:
Thirley Suogeer
FAX: 565-2784
FROM:
Pichard Mock
DATE: 1/10/97
NO. OF PAGES:
(INCLUDING THIS ONE)
MESSAGE: attached is a draft of a letter I did
for invitation from Presidents Clinton/Bush. Bush.
you can leave comments either w/Bob at ext 120
or me as exv 134
Thanks
IF THERE ARE ANY PROBLEMS OR QUESTIONS, PLEASE CALL:
AT 202-223-9186, Ext.
.
The Citizens Service Summit
MEMORANDUM
TO:
Kenn Allen
Bill Milliken
Andrew Chambers
Gregg Petersmeyer
Christine Chambers
Shirley Sagawa
Bob Goodwin
Billy Shore
Rick Little
Jay Winsten
Suzanne Mertz
Harris Wofford
FROM:
Stuart H. Shapiro, M.D.
DATE:
January 9, 1997
RE:
Sunday's Meeting
We will be meeting at the Four Seasons Hotel, located at One Logan Square, Philadelphia, PA
from 11:00 am until 3:00 pm in room number 361. The telephone number there is (215) 963-
1500. Lunch will be served.
An Agenda and related materials are attached for your review prior to our meeting, including a
document that Tony Robins prepared for Ray, and some material prepared by Public/Private
Ventures and McKinsey and Company for the Summit. Thank you.
cc:
Ray Chambers
Tony Robins
INVITATION STRATEGY -- BUILDING PARTNERSHIPS
Only committed and enthusiastic people will participate in the Summit. The approximately 1500
participants -- all current or future leaders -- will become partners in turning the tide for children
and youth. Approximately 1000 participants will be local or community delegates, 250
gubernatorial/state delegates, and 250 national leaders. All three types of invitees should cross all
sectors (private, public and non-profit) and represent age, economic, social and racial diversity.
Any individual, regardless of the type of delegation into which they fall, invited to the Summit
must make a commitment that will accomplish the Summit's goals to receive an invitation.
Local Community Teams -- Local Partners
Approximately 1000 individuals (10 from each of approximately 100 communities) will be invited
as part of community teams. These teams will come together before, during and after the Summit
to assess the things they as a community are doing well, the things they should stop doing, and the
things they would like to do (or do more of) to increase the volume of citizens involved in
effectively solving community problems around the needs of young people specifically focusing on
the 5 goals or targets. Each local delegation will begin with team meetings in their local
communities before the Summit to establish working relationships and begin assessing their
community assets and needs. They will then work together for two-days in Philadelphia to
develop initial plans for holding local community Summits and develop action plans for broader
citizen involvement in community solutions. Clearly, many communities already have established
local teams that are working effectively together. It is intended that this process will build on
existing assets.
The Application and Selection Process
The process by which communities and, therefore, delegates are chosen to participate in the
Summit will be competitive. To attend the Summit, communities must believe in and be
enthusiastic about the possibilities open to them for creating better circumstances for children and
youth through increasing the volume of effective citizen service for community problem solving.
Through an application process, communities will compete for the opportunity to attend the
Summit in Philadelphia. The successful applicant must demonstrate the community's
understanding of existing problem solving efforts, have some demonstrated capacity to achieve
the Summit goals, assemble a diverse and inclusive community team, and commit to a process to
hold a local community summit to increase the volume of effective citizen service for community
problem solving. Willingness to complete, in a timely manner, the application and put forth the
effort to assemble diverse teams committed to the follow on process will help assure the kinds of
13
delegations we desire. By establishing a competitive process, we hope to stimulate involvement
of committed individuals who are willing to go beyond "business as usual".
Generating Local Applications
Before and after the distribution of applications, the invitation team will cultivate interest and
support for the community team process by targeting communities through individuals and
organizations known to understand the power of citizen service for community problem solving.
Applications will be distributed locally to mayors, targeted individuals and many organizations
who have been recommended as knowledgeable about their community, understand the power of
citizen service to solve critical problems and have the stature to assemble community teams and
support follow on activities. This distribution process will be very broad and will encourage
immediate local collaboration. Lists of possible applicants will be provided by Leadership 18
member organizations, The Corporation for National Service, and many others. The
local/community team application will include criteria for the suggested make up and
characteristics of the community team. Applications and attachments will also be posted on the
Summit Web site for more general distribution and to promote broader possibilities for post
Summit activities.
Applications will be mailed for delivery to coincide with the national announcement of the Summit
(early January). The national announcement will include mention of the web site to access
community applications. Applications will be due to the Points of Light Foundation (or
appropriate Summit entity) approximately one month after the date of the formal Summit
announcement.
Selection Process
After applications are received, a quick staff screening will take place to determine if adequate
geographic distribution is possible in the selection process. The staff review and recommendation
process will take place in a timely fashion to assure governance committee final approval and
formal invitation/logistic package mailing not later than March 3. The governance committee
process assumes a high level, recognizable governance committee that is beyond reproach who
will make final decisions about community team and national delegate selection based on staff
recommendations.
Applications will be reviewed against a set of criteria which may include:
diverse and inclusive members of the community delegation,
demonstrated knowledge of existing community activities already utilizing citizen
service to solve community problems, and
14
demonstrated capacity to expand citizen involvement to solve community problems
and meet goals of Summit.
making their own personal and organization commitments to expand citizen service
and volunteering.
In the event the application process does not generate at least one delegation per state and close
to population equity, individuals and organizations will be approached directly to assemble
community delegations. Summit staff will be monitoring application flow to assure this is done in
a timely manner.
Community delegations may also be recruited to represent model communities - communities
where individuals and institutions (public and private) are already collaborating effectively to
increase the volume of citizen service to solve community problems. The Summit will build on
these community assets.
The hope is that the community competition will generate a wealth of interest in the possibilities
of the Summit to produce the quantum leap in effective citizen service to solve community
problems we all know possible. It is anticipated that some communities will not be chosen, but
even those non-Summit communities will have a very important post Summit role to play in this
effort.
On March 3ʳᵈ, when invitations are sent to community delegations, we will send information to
the local teams who were not chosen to come to Philadelphia informing them of their value and
how they may have a continuing role in our partnership. They will receive post Summit materials
that will assist them in becoming full partners.
Numbers of Local Communities
The numbers of delegations or local communities chosen per state will be assigned roughly on a
population basis with the following exceptions:
no state will have less than one local community delegation,
states with only one community delegation may have an additional community
delegation if, and only if, that delegation reaches a special population like a rural area,
a Native American area, or an economically impacted area like the Mississippi River
Delta area, and
no state will have more than 9 delegations.
Any state with more than one delegation will be encouraged to select diverse communities (urban,
mid-size and rural) from which to recruit community delegations.
15
Based strictly on population and assuming approximately 100 communities, below is a listing of
the approximate number of community delegations each state might field:
States with one delegation (30)
Alabama
Alaska
Arizona
Arkansas
Colorado
Connecticut
Delaware
Hawaii
Idaho
Iowa
Kansas
Kentucky
Louisiana
Maine
Mississippi
Montana
Nebraska
Nevada
New Hampshire
New Mexico
North Dakota
Oklahoma
Oregon
Rhode Island
South Carolina
South Dakota
Utah
Vermont
West Virginia
Wyoming
States with two delegations (10)
Georgia
Indiana
Maryland
Massachusetts
Minnesota
Missouri
Tennessee
Virginia
Washington
Wisconsin
States with three delegations (2)
New Jersey
North Carolina
States with four delegations (5)
Michigan
Ohio
Florida
Illinois
Pennsylvania
States with six delegations (2)
New York
Texas
States with nine delegations (1)
California
In addition to these delegations, states with only one delegation could apply or petition to send an
additional delegation if the delegation is reaching a special population, i.e. rural, Native American,
or region like Appalachia that might have special needs due to location and economy.
Adding delegations from territories and special circumstances (District of Columbia), would add
five more delegations. They are as follows:
16
American Samoa
District of Columbia
Guam
Puerto Rico
Virgin Islands
Suggested Characteristics and Make-up of the Local Team
The local teams should be made up of approximately 10 people who:
are committed to the idea that each person regardless of status in community, age,
gender, race, religious or institutional affiliation has a place at the table and something
to contribute to the community,
are experienced in creating opportunity for others to contribute to solutions, not just
do it themselves,
know their community and the key players,
are able to leave their institutional hat at the door,
are not harnessed by the "politics as usual" way of doing business, and
Above all, are trusted by others in their community.
In addition, local community teams should be selected with the following things in mind:
The team look like the community it represents recognizing diversity of age, race,
economic and physical ability, and including young people.
The mayor or his/her designee must be invited to serve on the community team.
At least 2 of the individuals should be doing work that addresses the overarching goal
of achieving better conditions for children and youth and creating opportunities for
other citizens to be involved in this work.
The balance of the team should include some of the following perspectives that would
be most beneficial in increasing the volume of effective citizen engagement in their
communities: communities of faith; educators (both k-12 and higher education),
corporate (largest employer and small business); neighborhood leaders (like
homeowner associations or neighborhood councils); social service delivery agencies;
philanthropic groups (community, private or corporate foundations); media; and
professional manager (like the city manager).
All team members should either be in positions to advance citizen action or are already
doing so, either through work at the neighborhood or grass-roots level or from a
position of institutional power or administrative authority in the community.
17
Gubernatorial/State Leaders Delegation -- State Partners
State teams will consist of approximately 5 people per state and should include the Governor, a
representative of the State Commission on National and Community Service and 3 other people
chosen by the Governor. Types of individuals who should be considered for state delegation
invitations include representatives from the higher education community, the extension service,
state volunteer associations, United Way associations, communities of faith, regional or state
associations of grantmakers, public sector leaders, to name a few. These people should be
citizens, not public employees or political appointees.
All state team members should also commit to the idea that increasing citizen involvement in
community problem solving is desirable and necessary and that they will commit their personal
and institutional assets to that end by:
identify targets to work more collaboratively and inclusively within the communities
where they reside,
mimicking the national commitment process to deploy state and local resources to
support increased citizen involvement in community problem solving,
supporting local community delegations in planning local summits and implementing
the plans resulting from those summits, and
expanding the Summit process to communities beyond those actually attending the
national Summit in Philadelphia.
This local summit process may also include supporting a statewide summit, participation in
regional summits, etc.
National Leaders Delegation -- National Partners
National leaders who represent the public, nonprofit, and private sectors will be invited to
participate in the Summit based on the strength and potential of their commitments to "turn the
tide" for children and youth by the turn of the century.
The national delegation will be made up of a matrix of leaders and representatives of the private
sector (business, labor, foundations, media/entertainment, philanthropists), nonprofit sector
(youth-led, service, faith, k-12, higher-education, civic/fraternal, healthcare), and public sector
(military, local, state, and federal government, and the legislative branch) and the leaders and
representatives from those sectors that can support the conditions and achieve the targets (caring
adult, education, safe/clean place, work, health, and service).
Those leaders and organizations that have been targeted for commitments will be included in the
first round of national invitations as a part of the process of securing their commitment. Of the
1,500 attendees, approximately 250-300 will be a part of the national delegation.
18
The national invitation strategy is driven primarily by the commitments strategy. While there is an
expectation that members of the national delegation will bring with them a tangible commitment
to new action that will affect the most critical problems of children and youth, there will also be
attendees whose commitments will be developed as a result of the Summit process. However, a
commitment to producing the quantum leap in effective community volunteering and citizen
service is a condition of attendance, whether it affects the conditions for the success of youth, the
policies that support or impede service, or the post-Summit process in communities across the
nation. The Summit is not a forum for advocates or politicians, or a recognition of outstanding
service in the past, but an historic call to action for the future.
The draft national invitation list is a combination of potential commitment makers and "titans",
thought leaders, and the like. There will be some advocates, but few if any federal and political
policy figures so that the focus remains on service and the future.
The national invitation process has already begun with the approaches being made for
commitments. Leaders of the Leadership 18 organizations, Community and National Service
Grantmakers Forum, and Connect America partners, and current private sector partners of the
Corporation and Foundation are already engaged in active discussions about commitments and
there is some expectation that there will be representatives of these entities at the Summit.
As commitments are formalized, each one will be fed into the Invitation Team's database which
will produce the mailing and RSVP tracking. In turn, this information will be periodically
reviewed by other teams and the senior management.
Expected Outcomes
The outcomes expected from the implementation of the invitation plan are to recruit and support
the invitation of approximately 1500 individuals to the national summit. These individuals should
be of the character and position within their community and the nation to increase the volume of
effective citizen engagement in community problem solving and to leverage commitments around
issues affecting children and youth.
Milestones for Invitation Process
Local
Present to Announcement (approximately January 8 - 10) - continue to develop lists of
individuals, communities, and organizations to send community team applications.
Simultaneously cultivate same. Develop and print application and guidelines. Application
guidelines to be completed and approved by 12/31/96.
January 8 - February 7 - support the application process at the local level.
19
February 8 - February 19 - staff review and preliminary selections for recommendation. Also
during this time we will recruit community teams to backfield for geographic shortfalls that may
exist.
February 21 - governance committee decisions on community delegations.
February 22 - March 2 - finalize community list, compile community and individual team
member data base, assemble invitation packets for mailing.
March 3 - mail invitations
State and National
Invitations will be mailed to Governors at the time of the announcement. Invitations will include
guidelines for selecting their delegation.
The National Leaders Delegation will be an on-going process involving the commitment team and
the invitation team.
20
Confidential
McKinsey&Company.inc
Memorandum to:
Steering Committee
Economics of Contemporary Social
Challenges
DETERMINED TO BE AN
ADMINISTRATIVE MARKING
Citizen Service Summit
INITIALS: 2813-0661-F(2) JGP DATE: 1/16/20
McKinsey & Company was asked by the Citizen Service Summit to assess the
economic "cost" to the nation of four social conditions: drug and alcohol abuse,
high unemployment, crime, and the failure of many youths to complete high
school. A strong national consensus already exists on the social, moral, and
political reasons for improving such conditions. But there is less consensus that
correcting such problems is economically "affordable." The McKinsey study was
designed to estimate conservatively the economic costs currently associated with
these social conditions. That information could then be useful in assessing the
economic as well as social benefits that might be derived from reducing their
incidence.
In general, there is widespread agreement on the desirability of three goals for
citizen actions:
1. Ensuring an educational system that prepares every member of the
coming generation for productive employment and good citizenship
2. Providing a healthy start in life and encouraging both physically and
socially healthy behavior - where every individual cares for others
who may be sick or in distress and is strongly opposed to
participation in criminal activities
3. Strengthening the opportunities for meaningful employment which
dignifies every individual's life and provides hope for the future.
Each of these is essential. A healthy society obviously begins with children and
youth - where increased community support and educational preparation of our
coming generation will create the candidates for a fulfilling adult life.
Employment opportunities and safe communities also are instrumental for
creating the appropriate adult world, which in turn will prepare our children
and into which our children will graduate.
But achieving these goals may be expensive. Knowledge of the range of
potential benefits is integral to any decision as to how much effort and money
can reasonably be committed to improving these social conditions. Specifically,
it allows the following questions to be answered:
1 If a particular current social condition results in costs of Sx, how much
might communities be willing to spend/invest to ameliorate that social
condition?
I Is there evidence that existing programs have produced such social
improvements and economic benefits?
1 Can/should new programs be initiated to make such improvements?
These three questions are addressed in the McKinsey report.
CHALLENGES
The McKinsey report has estimated the costs arising from a single year's
activities, considering four categories: current-year expenditures, future-year
expenditures due to current-year activities, annual opportunity costs (i.e., lost
income), and future-year opportunity costs resulting from current-year activities.
These estimates have been based upon conditions within individual "base years"
ranging from 1994 to 1996. Total costs for all four challenges are as follows:
I Annual directly-related expenditures - $315 billion
I Annual lost opportunities - $92 billion
9 Future expenditures (present value) - $7 billion
I Future lost opportunities (present value - $197 billion
I Total economic costs - $611 billion.
2
McKinsey&Company
For each social challenge, the costs have been estimated as shown in the
following tables (amounts in $ billions):
Crime
Expenditures
Opportunity
Total
Annual
204
16
220
Future
*
15
15
(created annually)
Total
204
31
235
High school dropouts
Expenditures
Opportunity
Total
Annual
-1
-2
-3
Future
*
18
18
(created annually)
Total
-1
16
15
Unemployment
Expenditures
Opportunity
Total
Annual
1
14
15
Future
7
139
146
(created annually)
Total
8
153
161
Drug and alcohol abuse
Expenditures
Opportunity
Total
Annual
111
64
175
Future
*
25
25
(created annually)
Total
111
89
200
Total
Expenditures
Opportunity
Total
Annual
315
92
407
Future
7
197
204
(created annually)
Total
322
289
611
*
Unable to be reliably determined.
3
McKinsey&Company
CAVEATS
While a margin of error exists for all of the above totals, we believe that each
estimate represents a conservative approximation of the economic costs resulting
from crime, drug and alcohol abuse, etc. However, these estimates are not, nor
could they ever be, dollar-accurate. They simply represent order-of-magnitude
approximations of the economic costs of these particular social challenges. It is
understood that assumptions that are different, and perfectly defensible, from
those made by McKinsey will result in totals that are quite different from those
given in the report.
Initial efforts were made to sort costs by age bracket. Rough estimates suggest
that at least one-third of the given costs are related to youths under 25 years of
age. However, it can also be argued that improving the social condition of
youths will ultimately reduce the incidence of the aforementioned social
conditions. Therefore, one can posit that all the stated costs ultimately are
associated with youth-related issues. Even independent of this fact, it is still
important and necessary to address these conditions.
TARGETS
In addition to estimating the economic costs resulting from crime, drug and
alcohol abuse, high unemployment, and high school dropouts, McKinsey was
asked to generate hypotheses regarding the economic costs and benefits that
would result from realization of potential Summit targets. As given to
McKinsey, these targets were:
I Two million additional mentors for children and youth
I Two million additional children and youth involved in safe community
group activities
I Two million additional children and youth immunized or provided
with health insurance
I Two million children and youth with improved literacy skills
I Two million additional children and youth engaged in community
service.
Estimates have been prepared for four of the five targets. The volunteer-hour,
cost, and benefit totals are merely "ballpark," order-of-magnitude figures. The
projections have been based on limited data, including localized, specific studies
and data that have been extrapolated onto a national scale. Therefore, they are
intended more as examples of a useful framework by which one may examine
the results of particular programs and initiatives rather than definitive cost-
benefit evaluations.
4
McKinsey&Company
TARGET ESTIMATES
The following estimates are shown in $ billions.
Two million additional mentors
Total
Total
Total
Estimated volunteer hours
costs
benefits
savings
required
4
7
3
672 million
Two million additional children and youth
involved in safe community group activities
Total
Total
Total
Estimated volunteer hours
costs
benefits
savings
required
8
16
8
370-500 million
Two million children with
improved literacy skills
Total
Total
Total
Estimated volunteer hours
costs
benefits
savings
required
1
62
61
1.3 billion
Two million children and youth
engaged in community service
Total
Total
Total
Estimated volunteer hours
costs
benefits
savings
required
*
4
4
307 million
Total
Total
Total
Total
Estimated volunteer hours
costs
benefits
savings
required
15**
89
74
2.7 billion
* Less than $.5 billion
** Figures do not add due to rounding
The total number of volunteer hours required to reach these targets is large -
approximately 1.5 million person-years would be necessary to realize the entire
$74 billion savings total. However, the savings are also substantial. We as a
nation could afford to "employ" each volunteer full time at a salary of
$45,000/year and still save $650 million. Alternatively, the number of volunteer
hours required could be achieved if less than 5 percent of the U.S. population
served 5 hours per week for 1 year.
5
McKinsey&Company
CONCLUSIONS
The information provided in this executive summary is explained in further
detail and fully referenced within the full report. It is hoped that the report will
be helpful to those individuals and groups who accept the challenge of
developing programs that address pressing social problems. We believe that our
findings will be useful in estimating the true costs and benefits of their proposed
actions.
January 9, 1997
6
McKinsey&Company
1/11/97
The Summit Program
Overview Schedule
Sunday, April 27
Monday, April 28
Tuesday, April 29
Morning
Participants begin
Breakfast on own
8:00 - 12 Noon -
arriving; registration
Breakout working
Participants move to
sessions for local
"Signature" service
Independence Hall
delegations; state
project begins
delegations; national
9:00 - 10:00 AM
delegates (with
Opening Business
continental breakfast to
Session
start)
10:00 - 11:00 AM
[Possibility of Oprah
The Presidents
Winfrey Show live
taping]
11:00 12 Noon
VIP Brunch with
Presidents
Afternoon
Participants continue to
11:45 AM - 1:15 PM
12:00 - 1:00 PM - Lunch
arrive; registration
Working lunch sessions
in Convention Center
on the goals -
"Signature" service
Convention Center
1:00 - 2:30 PM -
project ends
Signing ceremony and
1:30 5:30 PM
closing session in
4:00 - 6:00 PM
Breakout working
Convention Center
Celebration of Service at
sessions for local
Independence Hall
delegations; state
2:30 PM - Participants
delegations; national
depart for home
delegates
Evening
Welcome to
Options to consider:
Philadelphia reception
and food - sponsored by
Dinner with major
local host committee -
speaker at Convention
tent near Independence
Center
Hall
Working sessions
Free evening
1/11/97
The Summit Program
Annotated Schedule
Sunday, April 27
Celebration of Service Day
Participants likely will begin arriving on Saturday, April 26 but the majority are expected
to arrive on Sunday. They will need to check into their hotels and officially register for
the Summit.
Service Projects - The local host committee, working with the Corporation's local
programs and with the Volunteer Center, will organize a "weekend of service" for
Philadelphians. Summit delegates will be invited to join in for a portion of the day.
Advance registration will allow us to assign them based on their arrival times and local
needs.
The "Signature Service Project" - The focal point of the day will be a project to which all
delegations can contribute and which will leave a significant contribution to the people of
Philadelphia. It might be a "safe space" where tutors and mentors can meet young
people, where immunizations or eye exams could be given, where a Junior Achievement
chapter and scout troops can be based, where youth volunteer programs for the
community can be based. Each community and state delegation will be asked to
designate one volunteer who will contribute time to the project, perhaps painting part of a
mural or other symbolic act that contributes to the overall project. Our goal is to get live
coverage of the work by the Sunday morning network news shows.
The Celebration of Service (4:00 - 6:00 PM) - Timed at the conclusion of the service
project, this will be a true "community celebration" that will welcome Summit
participants to Philadelphia. It will be staged outside Independence Hall. Welcomes will
be given by the Mayor of Philadelphia and/or the Governor of Pennsylvania. There will
be a single featured speaker who will reflect the spiritual dimension of service, perhaps
Billy Graham. Entertainment will be tied to Philadelphia (Bill Cosby, Patti LaBelle, local
community choirs or dance groups).
Welcome to Philadelphia Reception (6:00 - 7:30 PM) - Held in a tent near Independence
Hall; sponsored by the local host committee; perhaps a BBQ or picnic that will provide
participants with their evening meal.
Monday, April 28
Participants will be asked to have breakfast on their own. Buses will run from the hotels
to Independence Hall with all participants arriving no later than 9:00 AM.
The Monday morning session will be held at Independence Hall. The Convention Center
will be prepared as a back-up site in case of rain with a replica backdrop of Independence
Hall as the focal point of the staging.
The Opening Business Session (9:00 - 10:00 AM) - The time to officially begin the
Summit and to brief delegates on the program, expectations, etc. We will consider a
major speaker to set the stage for the Presidents.
The Presidents (10:00 - 11:00 AM) - Very ceremonial, designed for live television
coverage by CNN or C-SPAN. Each president will be accompanied by their "heroes,"
volunteers who have made a significant contribution to our five goal areas. A video will
be used to tell the story of why the Summit is important and of the potential for future
action. The Presidents will sign the "declaration of commitment" on stage.
VIP Brunch with the Presidents (11:00 AM - 12 Noon) - To be held in one of the public
buildings in the Independence Hall complex. Invitees include Governors, Mayors,
corporate CEOs, significant national leaders. This will be a time for Presidents to learn
of commitments that will be announced on Tuesday and for photo opportunities and a
clutch.
Delegates return to the Convention Center starting at 11:00 AM.
Working Lunches on Goal Areas (11:45 AM - 1:15 PM) - Each community and state
delegation will be asked to designate representatives to each of these lunches. The
program in each will focus on the nature of the challenge underlying the goal and on
examples of innovative, effective programs that already exist.
Breakout Working Sessions (1:30 - 5:30 PM) - Separate tracks will be conducted for local
delegations, state delegations and national representatives. This is the first half of the
process that will result in development of action plans for post-Summit follow-up.
The evening schedule is unresolved. Options to consider include a dinner with a major
speaker at the Convention Center; additional working sessions; or a free evening.
Tuesday, April 29
Breakot Working Sessions (8:00 AM - 12 Noon) - Will include a continental breakfast.
This is the second half of the process leading to the action plans.
Lunch (12:00 - 1:00) at the Convention Center.
Signing Ceremony and Closing Session (1:00 - 2:30 PM) - Focus will be on
announcement of commitments and on signing of the "declaration of commitment" by all
delegates. This could take place at Independence Hall or at the Convention Center using
the replica of Independence Hall as a backdrop.
Draft - 1/13/97
Team-Up with America's Youth
The Goal
Two million Americans, of all ages, will commit to become Youth Champions - giving
their creative energy and at least 100 hours per year to connect America's youth to the
five fundamental conditions for success. Millions more Americans, individually and
through their organizations, will commit to contribute their time and resources to making
those conditions a reality for all youth.
To:
Senior Staff
From: Shirley Sagawa
Date: 1/13/97
This is the version of the Strategic Plan that will go to the Board. Thank you for all of
your input.
The Citizens Service Summit
Draft 1-10-97
Agenda
presented by: Team 1
I. Time Schedule
Saturday, April 26
5:00pm - 9:00pm --
Early Registration
Sunday, April 27
10:00pm - 5:00pm --
Service Project for Early Arrivals
2:00pm - 10:00pm --
Registration
7:30pm - 9:30pm --
Welcoming Philadelphia Celebration
Location: Outside Independence Hall
Speaker: Mayor of Philadelphia
Local Entertainment (Fireworks, local choir, celebrity
speaker).
Monday, April 28
7:00am - 9:00am --
Late Registration
7:30am - 8:30am --
Continental Breakfast
9:00am - 11:00am --
Opening Session
Location: Convention Center
- Introduction of delegations
- National/local organization booth displays
- General Colin Powell to speak
- Introduction of Presidential 'Hero Volunteers'
- Presidents sign the Citizen Service Commitments
11:30am - 1:00pm --
Breakout Session #1 (content on page 3)
1:30pm - 2:30pm --
Lunch with Celebrity Speaker (informal)
3:00pm - 4:00pm --
Issue Based Forum #1
Issue Based Forum #1: Education that Prepares the Coming
Generations for Productive Employment, Economic Fulfillment, and
Good Citizenship
4:30pm - 6:30pm --
Breakout Session #2 (content on page 3)
6:30pm - 8:00pm --
Dinner
8:30pm - 9:45pm --
Issue Based Forum #2
Issue Based Forum #2: Inspiration and Opportunities for Everyone--
Young and Old--to Give Back to Others Through Service and to
Contribute to the Common Good.
10:00pm --
Optional -- Informal Social/Networking with
entertainment
Tuesday, April 29
7:00am - 8:00am --
Continental Breakfast
8:30am - 11:30am --
Breakout Session #3 (content on page 3)
12:00pm - 1:30pm --
Lunch with Celebrity Speaker (informal)
2:00pm - 2:30pm --
Signing Ceremony
Location: Independence Hall
*Only VIP's, Vice Presidents (possibility) and certain
delegate representatives to seal the Citizen Service
Commitments.
2:00pm - 3:30pm --
Closing Session
Location: Outside Independence Hall
including the viewing of the signing ceremony and
entertainment from the Philadelphia area.
*Note: Meals will be served in a cafeteria which will be open during the
designated hours. Summit participants are free to eat their meals at any time
during these hours.
2
Breakout Session Rotation
State Delegates and
Summit
National & Corporate
Session 1
Local Delegates
Delegates
Local Delegates, State Delegates
Summit
and National & Corporate Delegates
Session 2
Summit
National & Corporate
Session 3
Local Delegates
State Delegates
Delegates
II. Breakout Sessions
Local Community Delegations
There will be 100 local delegation teams consisting of ten representatives from
the community. Each group will attend three Breakout Sessions in order to
prepare community delegations to convene local summits. The delegations will
have objectives to complete by the end of the first, second, and third working
Breakout Session.
Local Summit Sessions
The goal of the Breakout Sessions is to help the community delegations create
an action plan for convening their own Local Summits. Community delegations
should leave The Citizens Service Summit with an action plan for organizing
their Local Summit.
Local Summit Session 1: The Local Community
At the end of this session, the following questions should be answered:
How do we define our community?
What are the "boundaries" of our community?
How does our community work?
What resources are needed to make our community work?
What problems exist in our community and what actions should be
taken to solve them?
What are we doing well that we want to increase, support, and
reinforce?
What are we doing poorly, and should stop doing?
Local Summit Session 2: Applying the Summit Goals
At the end of this session, the following questions should be answered:
What are the Summit national conditions?
How do the national conditions defined by the Summit apply to our
community?
What are the community assets that are available now that could be
used to increase citizen service?
How do we want service in our community to change over the next
three years?
What resources will be necessary to bring about this change?
3
Local Summit Session 3: Creating the Local Summit Action Plan
At the end of this session, the following questions should be answered:
Who will be the key local leaders, convenors, and "sustainors" of the
entire effort over the three year period?
What steps will be necessary to successfully plan and organize the
blue prints of our Local Summit?
What resources will be needed to carry out our Local Summit?
State and National & Corporate Delegations
There are 100 state teams which contain two representatives and 100 National
& Corporate teams, each including four representatives. These two State
representatives and four National & Corporate representatives are paired with a
local delegation during the third Local Summit Session.
State Delegation Sessions
The goal of these sessions is to help the state delegations fulfill their
commitments. These include introducing the work of the Summit to communities
in their respective states which are not represented in Philadelphia and
supporting community service statewide.
State Summit Session 1: Connecting Statewide
At the end of this session, the following questions should be answered:
How can we expand citizen service throughout our state?
How can we work more effectively with government and state
institutions?
How can we support private sector initiatives?
How can we motive our citizens to become involved after the National
Summit?
State Summit Session 2: State and National & Corporate Teamwork
At the end of this session, the following questions should be answered:
How can we work together to build collaboration, teamwork, and
leadership across sectors to achieve community conditions to support
youth?
What assets can be linked together to promote the importance of
citizen service?
"A chain is only as strong as its weakest link." What can we contribute
to our weakest community so that the entire state can be
strengthened?
State Summit Session 3: State and National & Corporate Supportline
At the end of this session, the following questions should be answered:
What can we do to support the successful planning, organizing, and
convening of Local Summits?
4
How can we uphold the enthusiasm of citizens after six months of the
National Summit? One year? Two years? Three years?
National & Corporate Delegation Sessions
The goal of these sessions is to help the National & Corporate Delegations fulfill
their commitment to increase citizen service to support young people, achieve
one or more of the five core community conditions, and to support local summits.
National & Corporate Summit Session 1: Reaching Out for Commitment
At the end of this session, the following questions should be answered:
How can we reach out across the sectors to other organizations?
How can we increase citizen service?
How can we contribute to the growth of individual communities?
How can we motivate our people to set a good example for the citizens
of each community?
National & Corporate Summit Session 2: Joining Bridges
At the end of this session, the following questions should be answered:
How can we work together to build collaboration, teamwork, and
leadership across sectors to achieve community conditions to support
youth?
What assets can be linked together to promote the importance of
citizen service?
"Your only as strong as your weakest community." What can we
contribute to our weakest community so that the entire state can be
strengthened?
National & Corporate Summit Session 3: National Supportline
At the end of this session, the following questions should be answered:
What can we do to support the successful planning, organizing, and
convening of Local Summits?
How can we uphold the enthusiasm of citizens after six months of the
National Summit? One year? Two years? Three years?
5
The Citizen Service Summit
P.2
Web Site
Flow & Content Diagram
(Phase 1)
graphics
The Citizen Service
- date stamp
Summit
- 3 "What's New headlines
Main Page
- navigation to sub-pages
PROTEPOTOMAC INTERACTIVE 103 276 2981
Guestbcok
Community Service
About the Summit
Goals of the Summit
Commitments
How Do I Participate?
Our Thanks
Event
IF eedback)
Links
program & Agenda
five gcals to helping
highlight commitments
link to guestbock
e-mail form to gather
list of links to other
thanks to all
logistics
the youth of America
already made
link to commitments
feedback from site
community service
participating groups
working Sessions
call to action
visitors
sites
hotels 1 venues
White papers
community
links to participants'
link to fax back form
1
sites
task forces
RFP
transportation
links to groups
who have made
link to fax back form
commitments
links to participating
communities
4-11
9661-35
Revised Diagram - 12/20
12/19/96 Potomac Interactive Corporation
signature
Date
CORPORATION
FOR NATIONAL
*
SERVICE
office of General Counsel
To: Sluiley
From: Barry Stevens
Date: 1/10
FIE
Corporation for National Service
CORPORATION
Office of the General Counsel
1201 New York Avenue, N.W.
FOR NATIONAL
Suite 8200
*
SERVICE
Washington, D.C. 20525
Fax Number: (202) 565-2796
Telefax Message:
Date: 1/10/97
For:
alle Dowell/Daved Frulla
Office:
Brand Jowell, Reyan
Telephone: 662-9700
Fax : 737-7565
This transmission consists of this cover sheet and 8
page(s).
From:
Barry Starms
Comments: Here are (1) a revised dirft of ltr
Comperative agreements, which we believe is ready
for discussion with a broader audience, and
2) our mark-up of your draft MOU. It's also ready
for discussion when re- e-tepred
If there are any problems with this transmission, please call (202) 606-5000,
ext. 565
1201 New York Avenue. NW
Washington, DC 20525
Telephone 202-606-5000
Getting Things Done.
AmeriCorps. National Service
Learn and Serve America
National Senior Service Corps
Cooperative Agreement
A COOPERATIVE AGREEMENT
BETWEEN
THE POINTS OF LIGHT FOUNDATION
AND
THE CORPORATION FOR NATIONAL AND COMMUNITY SERVICE
1.
LEGAL AUTHORITY. The National and Community Service Act of
1990, as amended, codified at 42 U.S.C. § 12501 et seq.
[hereinafter referred to as the "Act"].
2. PURPOSE. To implement the various purposes set forth in
Subchapter II of the Act, namely:
a. To encourage every American and every American
institution to help solve our most critical social
problems by volunteering their time, energies and
services through community service projects and
initiatives.
b. To identify successful and promising community service
projects and initiatives, and to disseminate information
concerning such projects and initiatives to other
communities in order to promote their adoption
nationwide.
C. To discover and encourage new leaders and develop
individuals and institutions that serve as strong
examples of a commitment to serving others and to
convince all Americans that a successful life includes
serving others.
3. ACTIVITIES TO BE SUPPORTED UNDER THIS GRANT. To accomplish
the above purposes and to further mutual objectives, the
Points of Light Foundation (hereinafter referred to as the
"Foundation") will use grant funds provided by the Corporation
for National and Community Service (hereinafter referred to as
the "Corporation") to:
a. recognize outstanding volunteers and volunteer programs;
b. encourage individuals and institutions (including
businesses and their employees) to participate in
community service projects and initiatives;
- 1 -
Cooperative Agreement
C. disseminate information about outstanding community
service projects and initiatives; and
d. promote community service in other ways consistent with
the purposes of the Act.
4.
CORPORATION INVOLVEMENT IN CARRYING OUT ACTIVITIES. The
Corporation and the Foundation expect that the Corporation
will be substantially involved in carrying out the activities
contemplated in this Agreement. This involvement may include,
inter alia:
a.
Co-sponsorship of conferences, forums, and other events.
b. Creating committees to assist in coordinating or planning
specific events or initiatives.
C.
Sharing the use of office space to maximize the
effectiveness of cooperative efforts.
5. THE FOUNDATION AGREES--
a. To use funds provided under this Agreement only for
activities and programs that are consistent with the
purposes described in sections 12661 and 12663 of title
42, United States Code.
b. To ensure that the Foundation does not issue any shares
of stock or declare or pay any dividends.
C. To ensure that no part of the funds available to the
Foundation inures to the benefit of any board member,
officer, or employee of the Foundation, except as salary
or reasonable compensation for services or expenses, and
that compensation for board members is limited to
reimbursement for reasonable costs of travel and
expenses.
d. To ensure that no director, officer, or employee of the
Foundation participates, directly or indirectly, in the
consideration or determination of any question before the
Foundation that affects his or her financial interests or
the financial interests of any corporation, partnership,
entity, or organization in which he or she has a direct
or indirect financial interest.
e. Not to engage in lobbying or propaganda for the purpose
of influencing legislation, or to participate or
- 2 -
Cooperative Agreement
intervene in any political campaign on behalf of any
candidate for public office.
f. To use its best efforts to raise from private sector
sources additional funds to supplement financial
assistance provided by the Corporation.
g. To keep such records as will facilitate effective audits.
h. To ensure that recipients of financial assistance
provided by it under Subchapter II of the Act keep
separate accounts with respect to such assistance and
other records that are reasonably necessary to disclose
fully (i) the amount and disposition of assistance, (ii)
the total cost of the project or undertaking supported by
the assistance, (iii) the amount and nature of other
support for the project or undertaking, and (iv) other
information to facilitate effective audits.
i. To ensure that recipients of financial assistance
provided by it under Subchapter II of the Act provide the
Foundation, or any of its duly authorized
representatives, access, for the purpose of audit and
examination, to any books, documents, papers, and records
of the recipients that are pertinent to assistance
provided from funds granted pursuant to Subchapter II.
j. To participate in efforts to coordinate, prevent
duplication, share information, and obtain the benefit of
the expertise of the Corporation and Foundation.
k. To obtain adequate and appropriate liability insurance
coverage in connection with activities undertaken by the
Foundation with financial assistance provided under this
Agreement.
1. To account to the Corporation for the use of financial
assistance provided under this Agreement and to submit to
the Corporation in timely fashion information and
reports required by Subchapter II of the Act and
applicable regulations (including those codified at 45
C.F.R. §§ 2543.50 - 2543.53) or otherwise requested by
the Corporation, including but not limited to the
following:
i. An annual report to the Corporation, the President,
and the appropriate Committees of Congress, that includes
a comprehensive and detailed description of the
Foundation's operations, activities, financial condition,
and accomplishments, including an annual independent
audit, due not later than three (3) months after the
conclusion of each fiscal year.
- 3 -
Cooperative Agreement
ii. An annual SF-269a, Financial Status Report (FSR) in
an original and two copies, due thirty (30) days after
the end of each fiscal year. Extensions of due dates for
FSRs may be approved only by the Chief Financial Officer
of the Corporation.
m.
To comply with the Corporation's uniform administrative
requirements for Federal grants and agreements awarded to
institutions of higher education, hospitals, and other
non-profit organizations, codified in regulations at 45
C.F.R. Part 2543.
6.
THE CORPORATION AGREES--
a.
To provide funds to the Foundation up to the amount
appropriated by Congress for each fiscal year to support
the activities described in Paragraph 3, upon the
Corporation's determination that the Foundation is
capable of carrying out the activities described in
Paragraph 3 and is otherwise in compliance with the
requirements of Subchapter II of the Act and the terms
and conditions of this Agreement.
b.
To participate in efforts to coordinate, prevent
duplication, share information, and obtain the benefit of
the expertise of both the Corporation and the Foundation.
7.
PERIOD OF COOPERATIVE AGREEMENT. It is mutually agreed that
this Agreement becomes effective upon the signature of both
parties and shall remain in effect until September 30, 1997,
unless extended by mutual consent.
8.
OTHER AGREEMENTS. The Corporation and the Foundation may
enter into Memoranda of Understanding, or other agreements, in
furtherance of the activities described in Paragraph 3.
9.
KEY PERSONS. For the purposes of implementing this Agreement,
each party has identified the following key contact persons:
For the Corporation, the Project Manager is Melinda Hudson,
1201 New York Avenue, N.W., Washington, D.C. 20525, Telephone
(202) 606-5000, Extension 193.
For the Foundation,
- 4 -
Cooperative Agreement
Either party may substitute another individual, provided that
written notice is provided in timely fashion to the other
party.
IN WITNESS WHEREOF, the parties whose signatures appear
below attest to having the authority to enter into such
agreements and agree that this Agreement shall become
effective upon signature of both parties.
Donna H. Cunninghame,
Date
Chief Financial Officer
Corporation for National and
Community Service
Ed Szrom, Chief Financial Officer
Date
Vice President
The Points of Light Foundation
- 5 -
1/09/97 THU 14:52 FAX 2027377565
BRAND&LOWELLRYAN
DECEIVE
002
DRAFT
MEMORANDUM OF UNDERSTANDING
By this MEMORANDUM OF UNDERSTANDING, made on the date indicated
below, by and between the Corporation for National and Community Service
(hereinafter, "Corporation") and the Points of Light Foundation (hereinafter,
"Foundation") (collectively, the "Parties;" individually, a "Party"), the Corporation and
the Foundation acknowledge and agree that they wish to work together to organize
and conduct the Citizens' Service Summit tentatively scheduled for the Spring of
1997 in Philadelphia, Pennsylvania, for the purpose of bringing together organizations
and institutions engaged in service to create conditions for the success of American
youth;
WHEREAS, the Corporation is a duly formed United States Government
corporation, chartered pursuant to the National and Community Service Act of 1990,
as amended, to "administer the programs established under the national service
laws" (42 U.S.C. § 12651);
WHEREAS, the Foundation is a duly formed 26 U.S.C. Section 501(c)(3)
charitable organization, incorporated pursuant to the laws of the State of Delaware;
WHEREAS, the Corporation and the Foundation have entered into Cooperative
Agreement No.
[reference new agreement] (the "Cooperative Agreement");
may
contemplates that
WHEREAS, the Cooperative Agreement provides for the Corporation and the
Foundation to enter into memoranda of understanding to carry out the purposes of
I
Subchapter II of the National and Community Service Act of 1990, as amended:
in furthermce of the activities desculed in the Cooperative axpearment
WHEREAS, the Corporation and the Foundation desire to organize and
conduct the Citizens' Service Summit, tentatively scheduled for the Spring of 1997 in
Philadelphia, Pennsylvania, and believe that the Citizens' Service Summit will further
their respective missions;
Now, THEREFORE, the Parties enter into the following Memorandum of
Understanding for the purpose of organizing and conducting the Citizens' Service
Summit:
1.
The Foundation shall provide resources, including but not limited to
personnel, office space, equipment, and supplies, reasonably necessary to assist in
making the Citizens' Service Summit a success.
2.
The Foundation shall use its best efforts to raise private donations to
defray all costs it incurs in connection with the Citizens' Service Summit.
1/09/97 THU 14:53 FAX 2027377565
BRAND&LOWELLRYAN
003
DRAFT
3.
To the extent that private donations do not defray all of the Foundation's
costs and expenses incurred in connection with the Citizens' Service Summit, the
Foundation may devote resources to the Citizens' Service Summit that either
represent or are purchased in whole or in part using funds provided by the separately
Corporation pursuant to the Cooperative Agreement. The Foundation shall account
for any Federal grant funds used for the Citizens' Service Summit in the manner
prescribed in Paragraph 5K be of the Cooperative Agreement.
activities in connection with
4.
Any contract for services or goods entered into by the Foundation in
and for
furtherance of its efforts as to the Citizens' Service Summit is not, and shall not be
construed to be, a contract of the United States or the Corporation subject to Federal
procurement laws.
supported sokly by
5.
To the extent that the Foundation's activities in connection with the
Citizens' Service Summit are defrayed from private contributions, the provisions of 45
C.F.R. Part 2543 do not apply: otherwise, the Foundation's activities are consistent are subject
with 45 C.F.R. / 2543.4
Part
6.
The Corporation may utilize its authority to provide resources, including
but not limited to personnel, office space, equipment, and supplies, reasonably
necessary to assist in making the Citizens' Service Summit a success.
7.
The Corporation may utilize its authority, granted pursuant to 42 U.S.C.
§ 12651g(a), to use private volunteers and to raise private contributions to assist in
fulfilling its obligations in connection with the Citizens' Service Summit.
8.
Personnel used by the Foundation to carry out activities related to the
Citizens' Service Summit will generally be located at the Foundation's Washington,
D.C. headquarters. These personnel may utilize office space at the Corporation's
headquarters if that space is available.
X
9.
The Foundation shall maintain adequate liability and other insurance to
cover the activities of the Citizens' Service Summit for the duration of activity
pertaining to the Citizens' Service Summit.
10. The Parties shall establish a Coordinating Committee for the Citizens'
Service Summit. Each Party shall assign personnel to serve on the Coordinating
Committee. The Coordinating Committee shall serve as a vehicle for the Parties to
prevent duplication, share information, and obtain the benefit of each other's
experience. expertive.
Memorandum
11.
Nothing in this Agreement shall limitseither Party's independent authority
to make decisions regarding its participation in the Citizens' Service Summit,
including its use of personnel, office space, equipment, supplies, and other resources.
2
1/09/97 THU 14:53 FAX 2027377565
004
has NO the authority BRAND&LOWELLRYAN to buid enther Party
on to Movate consensus recommendation AF
to the Corporation.
The Coordinating Committee shall not, by consensus or otherwise, make decisions or
issue recommendations regarding the Citizens' Service Summit or either Party's
activity relating to the Citizens Service Summit.
the Cooperative Agreement.
12. This Memorandum of Understanding this shall be attached as Exhibit A to Why?
IN WITNESS WHEREOF, the Parties whose signatures appear below attest to
having the authority to enter into such /Memorandum of Understanding and agree that
this Memorandum of Understanding shall become effective upon signature of both
Parties.
Date
Date
Neither the Coordevating Committee man any other
group commuttee to which the Parties may assign
personnel for the purpage of organizing or conducting
the Cetizeris' Service Summit
3
CORPORATION
FOR NATIONAL
*
SERVICE
office of General Counsel
To: Sluitey
From: Barry Stevens
Date: 1/13/97
Here's a clean copy
for the Summer
of the digt MO
01/13/91 MON 13.09 PAA 202/31/003
MEMORANDUM OF UNDERSTANDING
By this MEMORANDUM OF UNDERSTANDING, made on the date indicated
below, by and between the Corporation for National and Community Service
(hereinafter, "Corporation") and the Points of Light Foundation (hereinafter,
"Foundation") (collectively, the "Parties;" individually, a "Party"), the Corporation and
the Foundation acknowledge and agree that they wish to work together to organize
and conduct the Citizens' Service Summit, tentatively scheduled for the Spring of
1997 in Philadelphia, Pennsylvania, for the purpose of bringing together organizations
and institutions engaged in service to create conditions for the success of American
youth;
WHEREAS, the Corporation is a duly formed United States Government
corporation, chartered pursuant to the National and Community Service Act of 1990,
as amended, to "administer the programs established under the national service
laws" (42 U.S.C. § 12651);
WHEREAS, the Foundation is a duly formed 26 U.S.C. Section 501(c)(3)
charitable organization, incorporated pursuant to the laws of the State of Delaware;
WHEREAS, the Corporation and the Foundation have entered into Cooperative
Agreement No.
[reference new agreement] (the "Cooperative Agreement");
WHEREAS, the Cooperative Agreement contemplates that the Corporation and
the Foundation may enter into Memoranda of Understanding in furtherance of the
activities described in the Cooperative Agreement;
WHEREAS, the Corporation and the Foundation desire to organize and
conduct the Citizens' Service Summit, tentatively scheduled for the Spring of 1997 in
Philadelphia, Pennsylvania, and believe that the Citizens' Service Summit will further
their respective missions;
Now, THEREFORE, the Parties enter into the following Memorandum of
Understanding for the purpose of organizing and conducting the Citizens' Service
Summit:
1.
The Foundation shall provide resources, including but not limited to
personnel, office space, equipment, and supplies, reasonably necessary to assist in
making the Citizens' Service Summit a success.
2.
The Foundation shall use its best efforts to raise private donations to
defray all costs it incurs in connection with the Citizens' Service Summit.
01/13/97 MON 13:10 FAX 2027377565
BRANDELOWELLRYAN
3.
To the extent that private donations do not defray all of the Foundation's
costs incurred in connection with the Citizens' Service Summit, the Foundation may
devote resources to the Citizens' Service Summit that either represent or are
purchased in whole or in part using funds provided by the Corporation pursuant to the
Cooperative Agreement. The Foundation shall separately account for any Federal
grant funds used for the Citizens' Service Summit in the manner prescribed in
Paragraph 5l of the Cooperative Agreement.
4.
Any contract for services or goods entered into by the Foundation in
furtherance of its activities in connection with the Citizens' Service Summit is not, and
shall not be construed to be, a contract of the United States or the Corporation
subject to Federal procurement laws.
5.
To the extent that the Foundation's activities in connection with the
Citizens' Service Summit are supported solely by private contributions, the provisions
of 45 C.F.R. Part 2543 do not apply.
6.
The Corporation may utilize its authority to provide resources, including
but not limited to personnel, office space, equipment, and supplies, reasonably
necessary to assist in making the Citizens' Service Summit a success.
7.
The Corporation may utilize its authority, granted pursuant to 42 U.S.C.
§ 12651g(a), to use private volunteers and to raise private contributions to assist in
fulfilling its obligations in connection with the Citizens' Service Summit.
8.
Personnel used by the Foundation to carry out activities related to the
Citizens' Service Summit will generally be located at the Foundation's Washington,
D.C. headquarters. These personnel may utilize office space at the Corporation's
headquarters if that space is available.
9.
The Parties shall establish a Coordinating Committee for the Citizens'
Service Summit. Each Party shall assign personnel to serve on the Coordinating
Committee. The Coordinating Committee shall serve as a vehicle for the Parties to
prevent duplication, share information, and obtain the benefit of each other's
expertise.
10. Nothing in this Memorandum limits either Party's independent authority
to make decisions regarding its participation in the Citizens' Service Summit,
including its use of personnel, office space, equipment, supplies, and other resources.
Neither the Coordinating Committee nor any other committee to which the Parties
may assign personnel for the purpose of organizing or conducting the Citizens'
Service Summit has the authority to bind either Party or to provide consensus
recommendations to the Corporation.
2
01/13/97 MON 13:10 FAX 2027377565
BRAND&LOWELLRYAN
11. The Foundation shall obtain adequate and appropriate liability insurance
coverage in connection with its activities involving the Citizens' Service Summit.
IN WITNESS WHEREOF, the Parties whose signatures appear below attest to
having the authority to enter into this Memorandum of Understanding and agree that
this Memorandum of Understanding shall become effective upon signature of both
Parties.
Date
Date
3
01/13/97 MUN 13:09 FAA 2027377565
BRAND, LOWELL & RYAN
923 Fifteenth Street, N.W.
Washington, D.C. 20005
(202) 662-9700 (office)
(202) 737-7565 (fascimile)
THIS MESSAGE IS INTENDED ONLY FOR THE USE OF THE INDIVIDUAL OR ENTITY TO WHICH IT IS ADDRESSED AND MAY
CONTAIN INFORMATION THAT IS PRIVILEGED, CONFIDENTIAL AND EXEMPT FROM DISCLOSURE UNDER APPLICABLE LAW.
If the reader of this message is not the intended recipient or the employee or agent responsible for delivering the message. to
the intended recipient, you are hereby notified that any dissemination, distribution, or copying of this communication is strictly
prohibited. If you have received this communication in error, please notify US immediately by telephone (collect). and return
the original message to us at the above address via the United States Postal Service.
FACSIMILE COVER SHEET
Date:
1/13/97
Sender:
Time:
1:10
Sender Fax #: (202) 737-7565
TOTAL NUMBER OF PAGES (INCLUDING COVER SHEET):
4
IF ALL PAGES ARE
NOT RECEIVED, PLEASE CONTACT
AT (202) 662-9700.
Recipient:
Barry Stewss, Esf.
Recipient:
Fax #:
565 565-2796
Fax #:
Recipient:
Recipient:
Fax #:
Fax #:
MESSAGE
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