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Trip of Eli Segal to Chicago, Illinois and Atlanta, Georgia, October 6-7, 1993 [binder] [2]
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289844713
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Trip of Eli Segal to Chicago, Illinois and Atlanta, Georgia, October 6-7, 1993 [binder] [2]
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Records of the Office of National Service (Clinton Administration)
Eli Segal's Files
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FOIA Number: 2013-0661-F (2)
FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
National Service
Series/Staff Member:
Correspondence
Subseries:
OA/ID Number:
2601
FolderID:
Folder Title:
Trip of Eli Segal to Chicago, Illinois and Atlanta, Georgia, October 6-7, 1993 [binder] [2]
Stack:
Row:
Section:
Shelf:
Position:
S
66
2
8
3
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
Chicago Tribune Editorial
Board 3:45 p.m.
Divider Title:
THE WHITE HOUSE
WASHINGTON
October 6, 1993
MEMORANDUM TO ELI SEGAL
FROM:
ETHAN
SUBJECT: Meeting with the Editorial Board of the Chicago Tribune
Your meeting with the board will include some, but probably not all of the following people:
Don Wycliff, Editor of the editorial page
Ellen Soedeber, Deputy editorial page editor
Bruce Dold, board member
Terry Brown, board member
John McCarron, board member
According to a Lexis/Nexus computer search, the Chicago Tribune has published only one
editorial specifically on national service. It ran a week after the President's first speech at
Rutgers. The editorial was not positive. It raised the following basic questions/complaints:
1. Cost -- how is the program going to be paid for? The editorial was published when our
cost estimate was $7.4 billion.
2. Unions will they be willing to go along with the President's plan to have the
government employ young people at wages far below theirs? As it turns out, the answer to
this question is "yes".
3. Volunteerism is paid national service less valuable than donated service in terms of the
investment an individual makes in doing it?
Judging by the piece (which is attached), these guys are not going to be an easy sell.
Therefore, I suggest you first focus heavily on how the program exemplifies Al Gore's
"government reinvented" and discuss openly your background in the business community. It's
basically the same pitch you used on Republican Senators.
cc: Susan Stroud
PAGE
3
LEVEL 1 - 3 OF 3 STORIES
Copyright 1993 Chicago Tribune Company
Chicago Tribune
March 8, 1993, Monday, NORTH SPORTS FINAL EDITION
SECTION: EDITORIAL; Pg. 10; ZONE: N
LENGTH: 426 words
HEADLINE: Clinton's call to service
BODY:
And while we're on the subject ...
National service is a concept that seems to appeal instinctively to most
Americans. But like space stations and particle accelerators, it must pass the
test of fiscal responsibility in this time of $300 billion deficits. At least as
enunciated last week by President Clinton, it does not pass that test.
Borrowing themes from Franklin Roosevelt and John Kennedy, Clinton sketched
the outlines of his national service proposal in a speech at Rutgers
University in New Jersey.
The deal, fundamentally, is an exchange of education money for work before or
after college in public service projects.
f Congress approves, the program would begin this summer with a $15 million
st demonstration for 1,000 participants.
It would grow each year subsequently to an eventual enrollment of 100,000
young people and would cost $7.4 billion in its first four years.
The initial element of the program, to be called "Summer of Service," sounds
suspiciously like the familiar summer jobs program. It would employ 1,000 teens
on education, health, public safety and environmental projects. They would
receive minimum-wage stipends and post-service benefits of $1,000 to be applied
to education or training.
The president also proposes that college and post-secondary technical
students be able pay off tuition debts with community service jobs for a set
number of years. They could help as police cadets, anti-pollution workers,
tutors, health-care aides and in other public-service jobs.
Left unaddressed in the Clinton speech was a host of details. And as Ross
Perot is fond of saying, the devil is in the details.
Most obviously, how does the president plan to persuade public employee
unions to allow him to fill positions doing socially useful, economically
valuable work with young people who would receive compensation that, while not
poverty level, would have to be below the standard for regular public employees?
On a more philosophical yet more fundamental level, would service induced by
gs like financial aid be likely to produce the kind of community spirit that
ional service advocates hope for?
PAGE
4
Chicago Tribune, March 8, 1993
ut the decisive consideration at this time must be financial. Quite simply,
nation doesn't have 7.4 billion new dollars to undertake a national
service plan of President Clinton's design or someone else's. And the
president has not suggested an existing program to cut to pay for it.
Such is the straitjacket that a nation hooked on deficit spending ultimately
requires.
TERMS: OFFICIAL; ISSUE; EDUCATION; COST; EMPLOYMENT; ALTERNATIVE; GOVERNMENT;
BUDGET; ECONOMY; AID
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
Conference Call to Dick
Staufenberger 5:30 pm CDT
Divider Title:
THE WHITE HOUSE
WASHINGTON
CONFERENCE CALL TO DICK STAUFENBERGER
DATE:
Wednesday, October 6
TIME:
5:30 p.m. CDT
LOCATION: Chicago O'Hare Airport
FROM:
Karen Ewing
I. PURPOSE
You will discuss corporation personnel issues.
II. BACKGROUND
The following individuals will be at the Commission awaiting
your call. You will call 202-724-0600.
III. PARTICIPANTS
Dick Staufenberger, CNCS
Don Scott, CCC
Gary Kowalyczk, ACTION
Catherine Milton, CNCS
Nancy Rand, ACTION
Phyllis Beaulieau, ACTION
Ray Kogat, OMB
IV. REMARKS
Discussion material attached
MEMORANDUM FOR ELI SEGAL
ASSISTANT TO THE PRESIDENT AND DIRECTOR
OF THE OFFICE OF NATIONAL SERVICE
FROM:
Dick Staufenberger, Phyllis Beaulieu, and Nancy Randa
PERSONNEL TASK GROUP
SUBJECT: Preliminary Personnel Issues for the Corporation of
National and Community Service
We have outlined below a number of preliminary issues we would
like to discuss with you prior to proceeding with personnel
planning for the Corporation. We have also attached some
additional materials for your information, including a proposed
timetable for our work and a summary description of Federal
personnel laws and regulations, with an indication of which we
believe will apply to the Corporation.
Policy Objectives
Issue:
Principles of "Reinvented" Human Resource Management
For purposes of designing the alternative personnel
system, should we assume that the Corporation's
ultimate organizational structure and culture will be
in line with the reinvention principles outlined in the
National Performance Review (see summary below)
-
a delayered, entrepreneurial organization with
decentralized decisionmaking and minimal systems
control staff
-
a small cadre of managers held responsible for
broad delegated personnel authority
I
an organization that develops and empowers
employees, while holding them accountable
-
a labor-management partnership and a process for
alternative dispute resolution
-
simplified, flexible approaches to hiring,
classification, and managing and rewarding
performance
Consider: Extent of decentralization and delegation within the
organizational structure, e.g., number of management meet
layers, typical span of control (NPR target is 15:1), to
Ricse
and extent of field structure.
verbility of
reyent
sheudare
:
12 o cutback
Personnel Policy Issues
Issue 1: Organizational Culture and Career Patterns
Compensation and performance management system design
will depend on the identification of primary "career
paths" and associated competencies as well as on the
core values the organization wishes to reinforce. What
will be the most common occupations? What do you see
community
as the core values for the Corporation, e.g., team
volunteer
performance or individual excellence, service quality
is
Facus.
or efficiency, innovation and risk or discipline and
stability? The culture of the organization will depend
on these values, and the personnel strategies and
system design should be aligned with them. For
example, if teamwork is valued, the organization should
take that into account in its selection of employees
teamweek up
and managers, and its compensation and reward systems
compate of
should not reinforce internal competition.
ideas in spent
of
efenness.
Consider: Career paths can be broad groups, such as
administrative, program specialist, support, and
management, which allow for flexibility and mobility;
or they can be delineated into narrow occupational
paths, which can enhance competency in key
specializations. Core values will be influenced by the
business strategy and structure of the organization.
For example, small, start-up businesses are often
unstructured and idiosyncratic, while large government
organizations are typically hierarchical, formal, and
uniform in their treatment of employees. A more
workable model for the Corporation would probably lie
somewhere in between, balancing flexibility with
structure and using more of a partnership approach with
First gool
employees and managers.
uit lemiths.
Issue 2: Pay-for-Performance Strategy
The pay-for-performance strategy of the Corporation
will depend not only on value-driven factors, such as
whether the emphasis is on team or individual
performance, but also on budgetary considerations. How
much of the performance-driven pay will be in the form
of base pay (salary) increases within a grade range or
pay band and how much will be given in the form of
award or bonus? Or will the line manager have the
discretion to make that decision?
Consider: The option of making base pay increases dependent on
vs.
business
performance-related determinations is problematic.
Organizations that have used performance distinctions
in determining base pay increases have found it
Daes this
differ whom
ACTION "rust?
difficult to control a tendency toward inflated
Unwn not
supervisory ratings, which in turn leads to growing
payroll costs in future years. Another problem is that
employees are more likely to demand uniform treatment
or valid distinctions for salary increases than they
are for are for one-time bonuses. One alternative is
to develop more "neutral" determinations of competency
based on job-related criteria to use for purposes of
base pay increases. Another is to impose strict budget
controls for managers who have pay-setting authority
and to develop more credible assessments of relative
performance. A different strategy would be to rely
principally on bonus pay to reward distinctions in
levels of performance but make finer distinctions
Requires depts
between grade levels of the positions.
to establish
objectives ON
annwal beens.
Issue 3: Types of Appointments and Tenure
What kind of appointments will the Corporation use for
its employees? Will all appointments be made initially
on a contingency basis and then, after a certain
period, allow competition for or conversion to the
permanent "core" workforce? Or should all appointments
?
be made for a specified period with renewal at the
option of the Corporation and no long-term expectation
on the part of the employee? Is it important for the
Corporation to have an "interchange" agreement with
other Federal agencies to allow non-competitive
transfer?
Consider: Having some portion of the workforce on a contingency
basis would give the Corporation more flexibility to
adjust to changes in needed staffing levels as well as
more opportunity to select proven employees for its
permanent workforce. Other employees who do not become
permanent could still make valuable contributions to
the Corporation and provide an ongoing source of "new
blood. " These appointments could include most standard
benefits so that they would present an attractive
employment opportunity without creating an entitlement.
The idea of renewable appointments for all employees
would send a clear signal that there is no entitlement
but may also create an unnecessary sense of insecurity
in the workforce. The appeal of this type of
employment will depend on the economy, the practices of
competitors, and the relative security needs of the
candidates. On the other hand, some form of
"interchange" agreement with other organizations might
permit movement and yet be perceived by security-
oriented candidates as improving long-term employment
prospects.
Personnel Operating Issues
Issue 1: Initial Hiring
Until the alternative personnel system is approved and
regulated, Corporation personnel (transferred with
their function) and new hires will be subject to all
Title V statute and regulations that apply to
Corporations. Initial hires under Schedule A authority
will be classified and paid under General Schedule
rules. Although these appointments will likely be
time-limited and will not confer career status, they
will serve as a source for future career-type
appointments under the alternative selection system.
Therefore, recruitment planning should take into
account diversity objectives, long-term staffing needs
of the Corporation, and a consistent pay policy. What
are the Corporation's objectives for this initial round
of recruitment?
Consider: What are the critical needs of the Corporation in the
short and long term, and which of those needs can be
filled by employees whose functions will be transferred
to the Corporation? Taking into account the diversity
profile of those who will be transferred to the
Corporation, what groups are most under-represented?
Should all appointments be made at the minimum pay rate
of the grade? If not, what criteria can be identified
to justify exceptions? (See the attached set of
guidelines for more detailed information on staffing
procedures for these appointments.)
Issue 2: Personnel Servicing
ACTION personnel staff have thus far been handling
initial personnel-related matters for the Corporation.
The Commission on National and Community Service has
been serviced through an agreement with the General
Services Administration. A decision should be made
regarding personnel servicing so that initial Schedule
A appointments and all necessary pay and benefit
actions can be processed without undue delays.
Consider: Payroll actions may be easier to process through ACTION
than through GSA since we understand that the
Corporation will be using ACTION's accounting system.
In either case, an agreement or memorandum of
understanding will be needed. The decision regarding
immediate servicing could be an interim arrangement and
would not limit the Corporation's decision regarding
Personnel structure at a future date.
Issue 3: Single versus Parallel Personnel Systems
Once employees of ACTION and the Commission are brought
into the Corporation under a Transfer of Function, they
will be subject to Title V unless those positions are
designated to be covered by the Corporations's
"alternative" personnel selection and compensation
systems (other Title V components of the Corporation's
personnel system may also differ from ACTION/Commission
systems). Should we maintain two parallel personnel
systems? or would it be preferable to move to a single
system as soon as practicable?
Consider: A decision to move ACTION under the Corporation's new
system would likely be subject to collective bargaining
requirements and might be restricted by terms of the
Transfer of Function. In any case, an employee's pay
and benefits could not be adversely affected for one
year after the transfer occurs. If there are no legal
restrictions preventing it, a move to a single system
would be easier to administer and would represent a
symbolic break with the prior system and culture. On
the other hand, unless the new system is attractive to
employees and the union, the move could cause serious
disruption and morale problems. If a single system is
envisioned, it would be desirable to have discussions
early on with the union to avoid problems later.
Attachments
Attachment 1
PERSONNEL TASK GROUP TIMETABLE
By October 1
Meet with Corporation executive staff to discuss the draft paper
on preliminary policy and operating issues. The paper will also
be sent to OMB for comment.
Mid-October
Complete follow-up paper on policy and operating issues to
resolve remaining questions; hold meeting to discuss the paper.
November 10
Complete draft framework of the components of the alternative
personnel system -- selection and compensation, which require OPM
approval and agency regulation. (Other components, including a
performance management system, a plan for senior executives, and
a process for handling discipline and disputes, will be a second
priority. Only after those components are developed, would we
shift attention to other components, such as leave and benefits,
which are more heavily regulated under Title V and where there
are fewer policy issues to address.)
November 15
Submit proposal to executive staff and Board for approval.
November 22
Official submission to OPM. Pending OPM approval and any
necessary modifications, begin developing regulations and
internal guidance. (At this point servicing personnel staff
could take over much of the drafting.) Continue developing plans
and policy guidelines for other components.
Mid-December
Complete regulations and continue to develop guidance as
necessary.
Attachment 2
APPLICABILITY OF SELECT TITLE 5 CHAPTERS
NOTE: The following determinations of applicability to the Corporation for
National and Community Service are subject to a comprehensive legal review.
CHAPTERS
OTHER FEDERAL
CORPORATION FOR
AGENCIES
NATIONAL and
COMMUNITY SERVICE
23
Merit System Principles
2301 Merit System Principles
Yes
Yes
2302 Prohibited Personnel Practices
Yes
No
31
Employment Authorities
3101 General Authority to Employ
Yes
Yes
3109 Employment of Experts/Cons
Yes
Yes
3110 Employment of Relatives
Yes
Yes
3131 Senior Executive Service
Yes
No
33
Examination, Selection and
Placement
3301 Civil Service Positions
Yes
No
3309 Veteran Preference
Yes
Yes
3320 Excepted Service Positions
Yes
No
3321 Probationary Periods
Yes
No
3327 Selective Service Registration
Yes
Yes
3331 Oath of Office
Yes
Yes
3333 Loyalty/Strike Affidavit
Yes
Yes
3343 Details to Int'l. Org.'s
Yes
Yes
3361 Promotion
Yes
No
3371 Assignment to State/Local
Yes
Yes
Governments
34
Part-time Employment
Yes
Yes
35
Retention
3501 Reduction in Force
Yes
Yes
3502 Transfer of Function
Yes
Yes
41
Training
Yes
Yes
43
Performance Appraisal
4302 Performance Appraisal Systems
Yes
No
4302a PMRS Appraisal System
Yes
No
4303 Unacceptable Performance
Yes
No
45
Incentive Awards
Yes
Yes
51
Classification
5102 Application
Yes
No
5104 General Schedule (GS)
Pay System
Yes
No
5107 Use of OPM Standards
Yes
No
5108 OPM Allocation of Jobs
Yes
No
Above GS-15 (ST & SL)
5110 OPM Oversight of
Classification Authority
Yes
No
5111 Revocation/Suspension
Yes
No
of Authority
5112 OPM Appeal Rights
Yes
No
5113 Prescribed Format for
Position Descriptions
Yes
No
53
Pay Rates and Systems
5301 Principles/Policy
Yes
Yes
5303 Annual Pay Adjustments
Yes
No
(ECI)
5304 Locality-based payments
Yes
No
5305 Special Salary Rates
Yes
No
5307 Aggregate Limitation on
Pay-Level I (Calendar Year)
Yes
Yes
5311 Executive Schedule Positions
Yes
Yes
Subchapter III
(General Schedule Pay Rates)
5331 Application
Yes
No
5332 The General Schedule
Yes
No
5333 OPM Approval for Above
Yes
No
the Minimum Rate
5335 Within-Grade Increases
Yes
No
5336 Quality Step Increases
Yes
No
5363 Grade/Pay Retention
Yes
No
5381 Pay for Senior Executives
Yes
No
54
PMRS (Pay System)
Yes
No
57
Travel Expenses
5753 Recruitment and Relocation
Bonuses
Yes
No
5754 Retention Allowances
Yes
No
5755 Supervisory Differentials
Yes
No
61
Hours of Work
6122 Flexible Schedules
Yes
Yes
6127 Compressed Schedules
Yes
Yes
63
Leave
Yes
Yes
71
Labor-Management Relations
Yes
Yes
73
Suitability/Security/Conduct
Yes
Yes
75
Adverse Actions
Yes
Yes
79
Services to Employees
7901 Health Service Programs
Yes
Yes
7903 Employee Assistance Programs
Yes
Yes
81
Worker's Compensation
Yes
Yes
83
Civil Service Retirement (CSRS)
Yes
Yes
84
Federal Employee Retirement
System (FERS)
Yes
Yes
8431 Thrift Savings Plan (TSP)
Yes
Yes
87
Life Insurance
Yes
Yes
89
Health Insurance
Yes
Yes
Title 7 of the United States Code, the Civil Rights Act of 1964, is also
applicable to the Corporation.
KEY PROVISIONS OF TITLE 5
1.
Employment Authorities
Agencies may employ such number of employees as is required
without exceeding their authorized budget or employment
ceiling. Appointments of individuals may be made in the
following categories:
Competitive Service - positions at grades GS-1 through GS-
15 (or equivalent) normally filled through open competitive
examinations under civil service rules and regulations.
Employment may be full-time, part-time, on-call, seasonal,
or intermittent.
Career Conditional - initial tenure of a permanent
employee who has not completed three years of
substantially continuous service (includes a one year
probationary period).
Career - tenure of a permanent employee who has completed
three years of substantially continuous service.
Temporary - non-permanent appointment for a specified
period (not to exceed one year). May be extended in
increments (up to a year) for a total period of four
years.
TERM - non-permanent appointment for a specified period
exceeding one year and lasting not more than four years.
Excepted Service - positions at grades GS-1 through GS-15
(or equivalent) which are exempt from the competitive
service by law, by executive order, or by OPM. Employment
may be full-time, part-time, on-call, seasonal, or
intermittent.
Schedule A - positions other than those of a confidential
or policy-making nature for which it is impracticable to
examine (attorneys, readers, personal assistants,
interpreters, etc.).
Schedule B - positions other than those of a confidential
or policy-making nature for which it is impracticable to
hold competitive examinations (Cooperative Education
Programs, Outstanding Scholars, etc.).
Schedule C - positions of a policy-making nature or which
involve a close personal relationship with the Agency
Head.
Senior Executive Service - a separate personnel system of
various key executive and managerial positions just below
the top Presidential appointees (classified at levels above
GS-15).
Employment of Experts & Consultants - appointments as
special government employees, paid on a daily rate for a
temporary or intermittent period of time. There are maximum
limitations on appointments, e.g., 130 calendar days in a
Fiscal Year.
2. Examination, Selection, and Placement
Agencies must adopt and administer staffing programs which
ensure a systematic means of selection (for appointment,
promotion, reassignment, transfer, and reinstatement)
according to merit. Agencies may select from among a
variety of sources, including, but not limited to:
Merit Staffing/Promotion - selection based on open
competition using various job related standards (i.e.,
education, training, experience, suitability, and
physical and mental fitness, etc.) which applicants must
meet.
Office of Personnel Management (OPM) Registers - for a
few specific positions, OPM maintains "registers of
eligibles" or lists of qualified applicants. Agencies
may select from among the top three applicants. Veterans
listed at the top of a register may not be bypassed
without OPM approval. As an extension of this process,
OPM may delegate all or part of this examining authority
to Agencies (also known as direct hire or delegated
authority).
Non-Competitive Appointments - are exempt from the
competitive process. Applicants may be appointed under a
wide variety of authorities, after certain requirements
are met. They include:
- Former Peace Corps & VISTA Volunteers
- Peace Corps Staff
- Disabled Veterans (30% or more)
- White House Staff
- Legislative Branch Employees
- Career Foreign Service Employees
- Severely Disabled applicants
- Outstanding Scholars
- Reinstatement of a Career or Career Conditional
Employee
2
Veterans Preference - must be afforded to honorably
discharged veterans during the hiring process. The extent
of preference depends on the type of recruitment.
3.
Merit System Principles
Agencies are required to administer their personnel programs
consistent with the following merit principles:
Recruit qualified individuals from appropriate sources in
order to achieve a work force from all segments of
society, and select and advance individuals solely on the
basis of relative ability, knowledge, and skills, after
fair and open competition which assures that all receive
equal opportunity.
All employees and applicants for employment should
receive fair and equitable treatment in all aspects of
personnel management without regard to political
affiliation, race, color, religion, national origin, sex,
marital status, age, or handicapping condition, and with
proper regard for their privacy and constitutional
rights.
Equal pay should be provided for work of equal value,
with appropriate consideration of both national and local
rates paid by employers in the private sector, and
appropriate incentives and recognition should be provided
for excellence in performance.
All employees should maintain high standards of
integrity, conduct, and concern for the public interest.
The Federal work force should be used efficiently and
effectively.
Employees should be retained on the basis of adequacy of
their performance, inadequate performance should be
corrected, and employees should be separated who cannot
or will not improve their performance to meet required
standards.
Employees should be provided effective education and
training in cases in which such education and training
would result in better organizational and individual
performance.
Employees should be:
(a)
protected against arbitrary action, personal
favoritism, or coercion for partisan political
purposes; and
3
(b)
prohibited from using their office authority or
influence for the purpose of interfering with or
affecting the result of an election or a
nomination for election.
Employees should be protected against reprisal for any
lawful disclosure of information which the employees
reasonably believe evidences:
(a)
a violation of law, rule, or regulation, or
(b)
gross mismanagement, a gross waste of funds, and
abuse of authority, or a substantial and specific
danger to public health or safety.
4.
Reduction in Force
Agencies must utilize Reduction-In-Force (RIF) procedures
when lack of work; shortage of funds; insufficient personnel
ceiling; reorganization; the exercise of reemployment rights
(or restoration rights) ; or reclassification of an
employee's position (due to erosion of duties) will result
in a permanent employee being released from his/her
competitive level by furlough (for more than 30 days),
separation, demotion, or reassignment requiring
displacement.
Retention registers are established with employees listed
on the register based on four factors: (1) tenure; (2)
veteran preference; (3) total Federal service; and (4)
credit for performance ratings.
Employees are afforded an opportunity to exercise
assignment rights (i.e., the right to displace other
employees instead of being furloughed or separated). Most
commonly called bump and retreat rights, these rights allow
employees to move into a position held by another employee
in a lower tenure group or lower subgroup within the same
tenure group or move into position if the position is
encumbered by an employee with a later service date with
performance rating no higher than Minimally Successful, as
long as the position is at the same grade or no more than
three grades below the position from which the employee is
being released.
5. Transfer of Function
A transfer of function is defined as: (1) a transfer of
performance of a continuing function from one competitive
area and its addition to one or more other competitive
areas, except when the function involved is virtually
4
identical to functions already being performed in the other
competitive area (s) affected; or (2) movement of the
competitive area in which the function is performed to
another commuting area.
When a function is transferred from one agency to
another, each competing employee in the function shall be
transferred to the receiving agency for employment in a
position for he/she is qualified before the receiving agency
may make an appointment from another source to that
position.
When one agency is replaced by another, each competing
employee in the agency to be replaced shall be transferred
to the replacing agency for employment in a position for
which he/she is qualified before the replacing agency may
make an appointment from another source to that position.
6. Training
Agencies are required to plan, budget, establish, and
evaluate an on-going training program to increase economy
and efficiency on the operations of the agency and to raise
the standards of performance by employees in the operation
of their official duties.
Training needs assessments must be conducted annually to
determine training requirements in order to bring about more
efficient performance at the least possible cost. Annual
reports are required by the Office of Personnel Management.
7. Position Classification
Agencies have responsibility for establishing and
maintaining a job grading system for positions covered by
Chapter 51 of title 5. This system, the General Schedule
(GS), is the basic classification and compensation system
established in 1949. The basic tenet of the system is equal
pay for substantially equal work.
The General Schedule is divided into 15 levels of
difficulty and responsibility, GS-1 to GS-15. Chapter 51
provides definitions for each grade level. Non-supervisory
positions at all grade levels and supervisory positions
below GS-13 are designated by GS. The designator GM is used
for supervisory and management positions at grades 13, 14,
and 15.
5
The Office of Personnel Management (OPM) develops guides
(classifications standards) that agencies must use to
determine the title, occupational grouping (series) and
grade level of positions. There are 22 broad occupational
groups, broken down into approximately 460 different job
series. For example, GS-300 is the General Administration,
Clerical and Office Services Group. This Group is further
subdivided into 35 occupational series, e.g., Computer
Specialist is GS-334 and Secretary is GS-318.
Classification standards used to evaluate positions are
written in two basic formats, narrative and Factor
Evaluation (FES). Both provide for the analysis of major
duties and responsibilities. In addition, there is a
separate OPM guide that must be used to determine the grade
of supervisory and managerial positions.
Classification authority is either conducted by personnel
officials or delegated to line managers.
Corporations not subject to Chapter 51 have the
flexibility to develop a classification system without
regard to any of the above requirements. Some have chosen
to create new systems or modify the current systems to
accommodate organizational needs.
Other key aspects of the title 5 classification system
include requirements to have a written position description
(pd) for each position, change the pd every time the
position changes, provide for employees to appeal system the
classification of their positions to the Office of Personnel
Management. Agencies must ensure that similar positions are
classified on a consistent basis throughout the
organization.
8. Compensation
Chapter 53 requires that pay determinations for covered
employees be based on equal pay for substantially equal
work and that pay distinctions be maintained in keeping
with work and performance distinctions and comparability
with non-Federal pay rates for the same levels of work
within the same local pay areas.
Title 5 allows for 15 pay levels, (GS-1 to GS-15) with a
broad current annual salary range of $11,903 to $85,589.
The pay structure has ten steps for each grade level which
may be granted to an employee over fixed periods of time
based on performance. For example, an employee is eligible
to receive increases in the first 3 steps every 52 weeks;
eligibility for the other steps take much longer.
6
Supervisors and managers at the GM-13, 14 and 15 levels
are covered by the Performance Management and Recognition
System (PMRS) and receive salary increases and bonuses also
based on performance. While this system does not provide
for steps, the minimum and maximum salary paid under the
PMRS system matches the minimum and maximum payable to
general schedule 13, 14 and 15 levels.
The maximum salary paid to employees under Title 5 is
level IV of the Executive Schedule, or $115,700, a provision
applicable to the Corporation for National and Community
Service.
Effective January, 1994, the uniform adjustment to the
General Schedule pay rates (annual nationwide comparability)
will be based on the Employment Cost Index (ECI) minus 0.5%.
The Federal Employees Pay and Comparability Act of 1990
(FEPCA) proposed that a phased-in reduction of local pay
disparities (locality pay) be initiated in 1994, based on
Presidential approval. Both the ECI and the locality pay
provisions are subject to change based on the pending
legislation.
Agencies must determine how they will classify and
compensate positions established above the GS-15 level.
Options include placing positions in the Senior Executive
Service (SES), Senior-level (SL) or Scientific or
Professional (ST) positions. The President establishes pay
levels and rates for the SES. Agencies establish pay rates
for ST and SL positions in accordance with OPM guidelines.
ST and SL positions were formerly identified as GS-16,
17, and 18 level positions. The pay range for ST and SL
positions is a minimum of 120% of GS-15 and a maximum of
SES Level IV, or $115,700. The pay range for SES is
$92,900 to $115,700. Corporations are excluded from SES
coverage, but not from establishing ST and SL positions, or
their own executive level system.
Other key features of Chapter 53 include the requirement
to grant grade and/or pay retention to eligible employees
who are downgraded through a reduction-in-force,
reclassification or for "without cause" situations.
The aggregate limitation on pay cannot exceed the rate
payable for level I of the Executive Schedule ($148, 400).
This includes performance bonuses, overtime or other
payments.
Certain localities receive an "interim geographic
adjustment" of 8% where there are significant pay
disparities, e.g., San Francisco and New York.
7
9.
Select Excepted Service Positions - Schedule C
These are positions classified up to GS-15 that are of a
confidential or policy-determining nature or, which involve
close and confidential working relationship with an agency
head or other key appointed officials. OPM authorizes the
establishment of these positions and approves them on a
case-by-case basis. Appointment to this type of position
can be made only with prior OPM approval. These positions
are either permanent or temporary.
Agencies must report each appointment and vacancy to OPM.
Authority for each position is revoked each time a
position is vacated.
Special temporary appointment authorities are granted to
agencies during Presidential transition and the creation of
a new agency or department.
Prior OPM approval is not required to appoint individuals
to temporary positions as long as the appointments are
within an agency's approved allocation (e.g., ACTION has 7
allocations).
Temporary appointments are made for 120 days. One
extension of 120 days may be granted.
10. Senior Executive Service (SES)
This is a separate personnel system for most career and
non-career employees who serve in key positions, typically
just below the Presidential appointee level. Included are
managerial, supervisory, and policy positions classified
above the GS-15 level. The system was created by the Civil
Service Reform Act of 1978.
Government-wide there are more than 8200 positions filled
in the SES.
OPM allocates positions to agencies every two years.
ACTION has 10 allocations.
Agencies establish positions within their allocation
without further OPM approval.
Agencies report all position and employee changes to OPM.
There are two basic types of position - career reserved
and General. There are four types of appointing authorities
8
- career, non-career, limited term and emergency.
Career reserved positions cover functions such as law
enforcement, audits, inspections, fiduciary, grants, etc.,
and must be filled by career appointees.
General positions cover all other functions and may be
filled by any appointee, e.g., career, non-career or
limited.
Initial entry into a career position must be through a
merit staffing process with approval of qualifications by
OPM.
Agency heads approve qualifications of non-career
appointees.
There are six pay rates, ES-1 ( $92,900) through ES-6
($115,700).
Career appointees may receive annual bonuses based on
performance. The range is 5-20% of basic pay. Other special
rank awards are available that grant either $10,000 or
$20,000. Agency heads nominate career candidates. The
President makes the final selections.
The performance system must have at least three and not
more than five levels.
A special benefit is no limit on the accumulation of
annual leave. Pending legislation may eliminate this
feature.
Every three years (beginning 1991) career appointees must
be recertified for retention in the SES. Retention
decisions are based on a standard of excellence defined by
OPM. If not recertified, the appointee is removed from the
SES.
11. Performance Management
Covered by Chapter 43. Agencies, since 1986, have had to
establish 5-level performance appraisal systems with awards
and performance-based adverse actions based on the appraisal
of record. OPM is now proposing a framework requiring a 2-
level system (Meets or Does Not Meet Expectations) with
Agencies having the leeway to expand to more rating levels
or enhance systems in other ways.
GS employees are covered by Performance Management System
(PMS). This system mainly covers GS-12 and below, but also
9
includes grades 13-15 who are classified at GS levels. This
system allows for within grade increases based on longevity,
as long as performance is Fully Successful or better. It
allows a performance based removal only when an employee has
been rated Unacceptable.
GM employees are covered by Performance Management and
Recognition System (PMRS). This covers employees in grades
GM-13 through GM-15. It is a limited pay-for-performance
system with annual salary increases and cash bonuses
predicated on the performance rating. There are no regular
within grade increases. An employee can be removed for
Marginally Successful or Unacceptable performance. PMRS
legislation sunsets September 30, 1993 and it is not
expected to be reauthorized. It will probably be replaced
by a new system covering all employees.
Government corporations have normally had flexibility to
establish alternate performance appraisal systems, and
leeway to decide how much the performance rating will
influence pay decisions.
Removal or downgrade of an employee for poor performance
requires an opportunity to improve period, a minimum 30-day
advance notice of the proposed action. The employee has the
opportunity to respond, prior to a final decision by a
higher level management official. The final decision, if
adverse, is appealable to the Merit Systems Protection Board
(MSPB).
12. Awards and Recognition
Forms of recognition most widely used are performance
awards, superior accomplishment awards and Quality Salary
Increases (QSI's). The performance awards are made to PMS
and PMRS employees and coincide with the end of the annual
appraisal cycle. SES employees are eligible for SES bonuses
which must be at least 5 percent of the employee's salary.
The SES bonus pool is 3 percent of SES payroll; the PMRS
awards pool can be no more than 1.5 percent of PMRS payroll;
the PMS awards pool is established by Agency discretion.
Superior accomplishment awards are for one-time special
acts and are not intended to substitute for performance
awards. The amount budgeted for these awards is up to the
Agency.
Quality Salary Increases are accelerated salary increases
for top GS performers. These increase the annual salary by
one step (approximately 3%) on the salary scale.
10
Other recognitions include awards for suggestions and on-
the-spot awards which are immediate awards of a nominal
amount.
13. Leave
Employees earn annual (personal) leave according to
length of government service:
4 hours per pay period for first 3 years
6 hours per pay period after 3 years
8 hours per pay period after 15 years
Employees may carry no more than 240 hours annual leave
into the new leave year (January) except that SES members do
not currently have this restriction.
Sick leave is earned at 4 hours per pay period regardless
of length of service with no limit on carry over.
14. Alternate Work Schedules
Agencies are authorized to establish Alternative Work
Schedules (AWS). These may include flexitime, compressed
schedules, either, or both. When there is a Union, any
establishment, change, or termination or AWS must be
negotiated.
Flexitime includes varying the starting and quitting
times and the possibility of employees earning credit hours
to use in lieu of leave.
Compressed schedules allows for employees working 9 or 10
hour days in return for one or two days off within the pay
period.
11
15. Labor-Management Relations
Covered by Chapter 71, all government employees, unless
expressly excluded by Statute, may join, form, assist or
participate in a labor organization without fear of
reprisal.
Unions have the right to negotiate policies to the extent
not prohibited by law, represent employees in grievances,
and represent employee concerns in general. By law, the
Union is the exclusive representative for employees and
Management is precluded from recognizing or dealing with any
other employee organization.
Pay is normally not negotiated in the Federal sector
because pay levels are set by law. To the extent that the
Agency head has authority to set pay levels, pay becomes
negotiable. There are several Agencies or other
governmental entities that now negotiate pay with Unions.
Non-appropriated fund (NAF) DOD units have been negotiating
pay for some time.
Federal employees do not have the right to strike.
Bargaining disputes are resolved by third parties under the
supervision of the Federal Labor Relations Authority (FLRA),
a National Labor Relations Board counterpart for the Federal
sector. Third party decisions are legally binding but are
appealable to the courts in some cases.
The trend in the Federal government and most major
private sector industries is towards labor-management
cooperation. Federal sector labor relations was codified
into law in 1979 (Unions had more limited recognition rights
under Executive Orders issued by the Kennedy and Nixon White
Houses) and the 1980's were marked by conflict and
litigation. This type of relationship is now generally seen
as costly in terms of money, morale and lost opportunities.
All Federal sector contracts are required by law to have
a grievance procedure that includes the Union's right to
invoke binding arbitration. Subjects normally grieved
include performance ratings, failure to receive a promotion,
denial or leave, disciplinary actions, and employee-
supervisory conflicts.
16. Employee Benefits
Worker's Compensation - If an employee is hurt on the
job, the employee may receive worker's compensation which is
adjudicated through the Department of Labor. The
compensation continues as long as the employee is unable to
12
resume work and is also payable to the employee's survivors.
Worker's compensation also covers VISTA Volunteers and will
cover as other volunteers under the National and Community
Service Trust Act. Compensation is charged back by the
Department of Labor to the Agency that employs or employed
the claimant on a dollar-for-dollar basis.
Employee Assistance Program (EAP) - All Agencies are
required to offer an EAP program which includes counseling
services to employees which are confidential and free to the
employee. We participate in a small agency consortium run
by the Public Health Service. The EAP is used frequently by
employees experiencing substance abuse problems and
supervisors who suspect that off the job problems may be
contributing to performance or conduct deficiencies are
counseled to formally refer employees to counseling.
Retirement - Employees hired before 1984 were covered
by the Civil Service Retirement System (CSRS). Employees
hired after 1984 are covered by the Federal Employees
Retirement System (FERS). In 1987, there was a one-time
election period allowing CSRS employees to switch to FERS.
The requirements for voluntary retirement are the same under
both systems:
Age 55 with 30 years of service
Age 60 with 20 years of service
Age 62 with 5 years of service
Disability retirement after 5 years of service is also
available under both systems.
Benefits are different under each system. Under CSRS,
employees receive an annuity based on their total years of
service and the average of their "high 3" years of earnings.
At 30 years of service, an employee would receive 56 percent
of the "high 3" average, less if the employee elects a
survivor's annuity.
Under FERS, the employee receives retirement benefits
from three parts of the system: The FERS annuity, Social
Security, and the employee's account in the (voluntary)
Thrift Savings Plan (similar to a 401 (k) plan).
13
Thrift Savings Plan (TSP) - The TSP is the savings
feature that is available to employees in either retirement
system. Like a 401 (k) plan, the money invested in the TSP
is tax deferred; i.e., it is not taxable until the employee
starts drawing from the account after retirement. FERS
employees receive a dollar for dollar match from the
government for the first 5 percent of salary they invest in
TSP. This match is charged to the Agency. FERS employees
may contribute up to 10 percent of salary to their TSP
accounts tax deferred.
CSRS employees may contribute up to 5 percent of salary
tax deferred to a TSP plan but do not receive a matching
Agency contribution.
There are two open seasons each year in which employees
may start or increase their TSP withholdings.
Employees may designate how their TSP accounts are
invested. One fund invests in Treasury bills, one invests
in the bond market and one invests in the stock market.
Life Insurance - Employees are eligible for government
subsidized life insurance when they start government
employment. No proof of insurability is required.
Periodically, an open season is held, but these are
infrequent and not held in regular intervals. Outside of an
open season, employees wishing to subscribe to life
insurance, who have previously waived insurance, must
furnish medical proof of insurability.
Health Benefits - Employees may subscribe to any of a
number of health benefit plans where the government pays the
major share of the cost and the employee pays a premium set
yearly by the Office of Personnel Management. Employees
have the choice of national fee-for-service plans
(deductibles and co-payments where the employee chooses the
providers) or local Health Maintenance Organizations (HMOs)
where there is less discretion to choose providers but the
cost for services is usually lower.
17. Adverse Actions
Adverse actions include removal from government service
for cause, suspensions and downgrades for cause.
Taken for misconduct or unacceptable performance.
Employees are entitled to full due process including a
review by a higher level management official and an appeal
to an outside administrative agency.
14
At least 30 days advance notice is required. There must
be a proposing official, an opportunity to reply to the
proposal, and a decision by a higher level deciding
official.
If the deciding official upholds a removal, downgrade, or
a suspension for more than 14 days, the employee may appeal
to the Merit Systems Protection Board (MSPB) which normally
conducts an administrative hearing, and has authority to
order the Agency to reverse the action. Bargaining unit
employees also have the right to take these actions to
outside arbitration, through the Union, in lieu of the MSPB
appeal.
Suspensions of 14 days or less and reprimands cannot be
appealed to the MSPB but are grievable through the
appropriate grievance procedure.
15
GRIEVANCE AND APPEAL RIGHTS
TYPE OF ACTIONS
GRIEVANCE
MSPB
COURT¹
Demotion/Reduction
No²
Yes
No
in Pay/Removal
Suspension/Reprimand
Yes
\3
No
Reduction-in-Force
No
Yes
No
Reassignment
Yes
No
No
Salary/Pay Levels4
No
No
No
Performance Appraisal
Yes
No
No
Non-Promotion
No⁵
No
No
Note:
Negotiated grievance procedures with a recognized Union
end with an option to invoke binding arbitration. Internal
grievance procedures normally provide for a final decision no
higher than the head of the organization.
1
When the internal grievance procedure does not allow the
appeal of an Agency action resulting in loss of pay, courts will
occasionally assume jurisdiction.
2 Bargaining unit employees covered by a collective
bargaining agreement have the option of grieving under the
contract or going directly to the MSPB, but may not choose both
procedures.
3
Suspensions longer than 14 days are appealable to the
MSPB. Suspensions of 14 days or less are grievable.
4 While individual salaries are not normally appealable,
salary levels may be subject to negotiation with a recognized
Union, depending on the language of the statutory authority to
set pay. Should they be negotiated, a complaint that the
negotiated process was not correctly applied would be grievable.
5 While non-selection is not normally grievable, most
grievance procedures permit grievances over alleged violations of
process.
16
THURSDAY, OCTOBER 7, 1993
ATLANTA, GA
EVENTS FOR THE DAY
Breakfast with Hands On Atlanta
Meeting with Governor Zell Miller
UNCF Speech
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
Breakfast w/ Hands On Atlanta
staff 10/7 8:30 a.m.
Divider Title:
THE WHITE HOUSE
WASHINGTON
BREAKFAST WITH MICHELLE NUNN
DATE:
Thursday, October 7
TIME:
8:30 a.m.
LOCATION: Stouffer Concourse Hotel
FROM:
Karen Ewing
I. PURPOSE
You will meet with selective staff from Hands On Atlanta
over breakfast.
II. BACKGROUND
Hands On Atlanta is a nonprofit volunteer service
organization which promotes direct community service. HOA
was chosen as a sos site and engaged 50 sos participants
with the College Park Elementary School, a year-round school
in an inner-city neighborhood. The project was one of the
most successful of the SOS programs. You visited the school
on August 16 with Senator Nunn, Commissioner Lomax and
others for Community Leaders Day.
III. PARTICIPANTS
Michelle Nunn - Executive Director, Hands On Atlanta
Christa Roth - SOS Director, Hands On Atlanta
Rolette Thomas - Social SEA Change Awardee from CNCS
(proposal attached). He was a sos team leader from Atlanta.
Tenera McPherson - Youth Service Projects Coordinator, Hands
On Atlanta. This includes TeamWorks, HOA's citizenship and
leadership development program for volunteers. She was also
a sos team leader from Atlanta and the moderator for the sos
Atlanta Community Leaders Day in August.
IV. REMARKS
You should talk about the status of the corporation, the
timeline for regulations, and the importance of setting up
state commissions and working with the Governor's office.
Attachments - TeamWorks Brochure
- Rolette Thomas' award proposal
D
#
0
TEAMWORKS
A Project of Hands On Atlanta
Team Works with Youth
Hands On Atlanta's Citizenship Development Program
for High School Students
Introduction
TeamWorks is Hands On Atlanta's youth service initiative designed to uniquely combine adult
volunteers with high school students on teams working together to serve the community through
direct service. Team Works serves as an introductory course in community service and citizenship,
exposing volunteers to a variety of critical needs in the city through service in the areas of education,
health care, housing, and hunger and allowing them the opportunity to practice citizenship in a direct
and meaningful way.
Goals
TeamWorks has a positive impact by exposing youth participants to critical needs in the larger
community that they can address and allowing youth participants a group mentoring context for
developing relationships with supportive and diverse adults. Participants cultivate team building skills
and practice reflection skills upon the nature of citizenship. In addition to these benefits for young
people, Team Works allows adult volunteers from diverse backgrounds to develop relationships and
work together with at-risk youth in service to the community.
Program
Team Works teams are composed of 6 high school students and 6 adult volunteers. Students are
selected with the assistance of the school principals, teachers, guidance counselors and other school
personnel. Adult volunteers are selected from the ranks of Hands On Atlanta. Each potential
participant completes an application and participates in an interview with a selection committee.
Teams are organized with members representing many interests, experiences and backgrounds.
After first participating in a training and orientation session, teams begin volunteering on Saturdays
on a bi-monthly basis for a 3 month period. Team Works service events include projects that reflect a
broad range of community needs. Examples of targeted service projects include sorting food boxes at
the Atlanta Community Food Bank, tutoring young children through HOA's Discovery Program,
building houses for the homeless through the Ecumenical Association of Churches for the Homeless
(E.A.C.H.) and building community gardens through the Atlanta Urban Gardening Program.
Service project days have two components: the service project itself and a lunch-time discussion and
reflection session for participants after the project. A resource library of pertinent books and materials
for both adults and youth is assembled for use by participants and all team members keep a journal of
their experiences and reflections.
TeamWorks is an innovative program for involving diverse high school youth with caring adults in
important service for the benefit of all citizens. Through this process, youth participants develop
mentors from among their adult team members, and every participant discovers lessons of service and
citizenship, cultivates leadership skills and is empowered through the ennobling nature of serving
others.
If you would like to sign up for the 1993 fall Team Works program, call Thom Bales or
Kathleen Kelly at 872-2252.
Team Works
Hands On Atlanta's Citizenship Development Program
Introduction
Team Works serves as an introductory course in citizenship, exposing volunteers to a variety of critical
needs in the city through service in the areas of community improvement, education, homelessness,
hunger and public housing. Additionally, TeamWorks provides the opportunity to practice citizenship
in a direct and meaningful way. Through TeamWorks, volunteers participate in a variety of
community service projects and reflect as a team upon the nature of citizenship and volunteerism.
Teams consist of 8-10 members, including a team-selected leader who assists the team with the
reflection process. After first participating in an orientation, teams begin volunteering on a monthly
basis for 4 months and conclude the program with a guided, large group reflection and evaluation
session. All Team Works group events are held on Saturdays. Each team member volunteers
individually once a month in addition to the monthly team projects.
Goals
Team Works is designed to assist participants in the process of defining for themselves the citizenship
values necessary to live in an ever-increasingly, confusing and complex society and to foster and
support the practice of those values through service. Teams serve and reflect throughout the program
period to develop a definition for citizenship and to develop meaningful ways to apply that definition
to their private and public lives. Along the way, Team Works affords participants an opportunity to
develop support networks, participate in constructive, meaningful activities and have some fun.
Program
TeamWorks projects are all direct service activities that reflect a broad range of community needs and
offer an opportunity for serious reflection. Projects are selected based on genuine need and their fit
within one of 5 sectors of the community: charity, community development, conservation, education,
or public housing. The diversity of projects gives participants an opportunity to examine work being
done by different institutions, non-profit, private and public. Examples of service projects may
include sorting food boxes at the Atlanta Community Food Bank, tutoring young children through
HOA's Discovery Program, building houses for the homeless through the Ecumenical Association of
Churches for the Homeless and painting apartments in a housing project. The TeamWorks program
has four components: the service project itself, a lunch-time reflection session for participants after the
project, readings pertinent to particular projects and a participant journal. Through participation in
these activities, team members discover lessons of service and citizenship, cultivate leadership skills
and are empowered through the ennobling nature of serving others.
Guidelines
TeamWorks participants agree to participate in an orientation session, four service projects and an
evaluation/reflection session. The projects are held on Saturday mornings each month and last
approximately one half day. The next orientation for individuals interested in participating in the
TeamWorks program will be held on Saturday, April 24 from 10:00am-12:00noon at the HOA
office.
If you would like to sign up for the next Team Works orientation, please call Thom Bales or
Kathleen Kelly at 872-2252.
SERVICE ENTRENEUR AWARD PROPOSAL
FIVE QUARTER BASKETBALL with Service Entrepeneur Rolette Thomas, Jr.
A. PROJECT DESCRIPTION:
WHY DO IT?
At College Park Elementary School, there is an afterschool program managed by
the local YMCA. While this program is "open" to all students from the school, it actually
only serves those families that can afford to pay for the service(approximately 15-20
students). Furthermore, in the past three years, it has only attracted students in the lower
grade levels (K-2). In addition to this program, there is a Girl Scout Troop based at
College Park Elementary School which meets on Thursday afternoons. It accomodates
girls in their
units.
During the Summer of Service, the Hands On Atlanta corps created a full fledged
afterschool program that operated Monday - Thursday from 2:15 4:00 pm and offered a
total of 34 activities (see attached schedule). In the five weeks that the afterschool
program was in operation, more than half the students (approximately 250) enrolled at
College Park Elementary School participated in at least two activities on a weekly basis.
Obviously, the afterschool program satisfied a need in this community.
While there are other institutions that run afterschool programs (for a fee or for
free), most of them don't have an academic component other than homework assistance.
In many cases (eg. Jess E. Draper Boys & Girls Club), the institutions that do provide
academic enrichment are understaffed and consequently the children do not receive
adequate attention.
WHAT IS IT?
Essentially, Five Quarter Basketball is a program where students take tests as a
team during the first quarter, average the (team) score, play a four quarter basketball
game, then add the test score to their game score to determine the real winner. Since one
quarter of academics is not equivalent to four quarters of athletics, this modified Five
Quarter Basketball program expands the academic and social development component.
The "5 Quarter Basketball" program will provide the 4th and 5th grade students at
College Park Elementary School with an opportunity to develop their athletic and
academic skills in a systematic manner. By combining academic skill development
(eg. test taking and mathematical problem solving) with athletic skill development, the
program will not only provide the security of an afterschool program - it will go a step
further by preparing the students for the academic challenges of middle school and the
difficult developmental stage known as puberty.
This program is based on the pillars of child development that were introduced at
the Summer of Service National Training workshop developed by Anne Bouie on
"Meeting the Needs of Children."
High Expectations - academics and athletics are compatible, males and females can learn
sports together; High Content - PSAT questions, and non-traditional elementary level
subjects- eg. Economics & Sports; High Structure regular field trips based on
attendance and performance, and mandatory monthly community service projects;
High Support individual academic and family counseling, volunteer staff of College
Park adult residents & high school students and Atlanta area college students.
A mininum of 40 students will be served in this program which is scheduled to
begin operation on Monday, September 27, 1993 and conclude nine months later on
Friday, May 27, 1993. While 40 students represents almost 25% of the target population
(4th & 5th grade students), if volunteer recruitment exceeds the minimum level of 8 com-
mitted adults the number of students served will increase accordingly.
HOW WILL IT WORK?
The 5 Quarter Basketball Program will combine the athletic aspects of basketball
skills, physical conditioning, team building and sportsmanship with the academic aspects
of homework practice, test-taking strategies, problem solving skills and intellectual
achievement. In addition to group activities and lessons, there will be individual sessions
scheduled every week for progress (academic, athletic and social) check-ups. Furthermore
there will be regular (bi-weekly) meetings with the student's teacher and parents to assess
their performance in school and in the neighborhood.
To measure the impact of the 5 Quarter Basketball Program some universal (eg.
academic grades, attendance, test scores, ...) factors will be monitored while individual
improvement plans will also be developed. The individual improvement plans will take
approximately one month to develop because they will involve the student, teachers,
school counselor and parents. Students will present and commit to their plan at a
ceremony on the first field trip (retreat). Accordingly, they will participate in a similiar
ritual at the end of the school year to "own up" to their peers.
The community of College Park should benefit from the 5 Quarter Basketball
Program in several ways. Obviously, the program will expand the afterschool option for
many families in this community in a qualitative way. College Park Elementary School
will be giving much (providing space and resources) and receiving much (students better
prepared for middle school with expanded horizons). The monthly community service
projects will not only transform the physical locale of College Park, it will instill a sense
of pride and accomplishment in the students, their teachers, parents and neighbors.
Most of the Service Entrepeneur's time will be spent at the site, College Park
Elementary School, however at least two hours per day will be spent at the project
sponsor's office - Hands On Atlanta. The weekly format is outlined below:
Monday, Wednesday & Friday
2:15 - 2:30
Snack
2:30- 3:30
Lesson and test (see sample)
3:30 - 5:00
Basketball instruction and game
5:00 - 6:00
Homework and tutoring
Tuesday & Thursday
8- 12 noon
Meetings with teachers and school staff
4 - 8 pm
Meetings with families.
Saturday (rotating weeks)
1st
Clinic on a particular aspect of basketball (eg. zone defenses) led by local coaches
2nd
Community Service Project at a site in College Park /Atlanta
3rd
No program due to Hands On Atlanta's Discovery Program (weekly tutorial)
4th
Field trip (eg. local college, professional basketball game,...)
ACTION PLAN
September '93
*Recruit volunteer team to assist in the management of 5 Quarter Basketball
program from Tri-Cities H.S., local colleges, College Park residents and SOS partici-
pants. Set up a schedule that will accomodate the various volunteers.
*Develop monthly service projects for 1993 (October - December).
*Develop field trips for the school year.
*Develop the clinics for the school year.
*Create the curriculum for the school year.
*Begin registration for program.
October '93
*Complete enrollmentment registration process.
*Begin individual improvement plan process.
*Diagnose the skills level of participants.
*Modify volunteer schedule accordingly.
*Complete individual improvement plan process.
November '93
*Fine-tune program.
*Develop monthly service projects for January - May '94
December '93
*First trimester evaluation
January '94
*Mid-year Individual Improvement Plan check-up
February '94
*Major fundraiser - Benefit Basketball Game
March '94
*Second trimester evaluation
*Bus trip to NCAA Final Four or Regional Game
April '94
*Bus trip to Basketball Hall of Fame
May '94
Closing retreat - evaluation of program
BUDGET
ROLETTE THOMAS, JR.
3181 Spring Street
Telephone/Messages
College Park, Georgia 30349
(404) 768-5869
OBJECTIVE
To enhance my skills and knowledge in
academic and recreational programs for
children.
EDUCATION
Hampton University, Hampton, Virginia
B.S., Biology
Selected Courses:
*
Biology I, II
*
Chemistry I, II
Activities:
*
Hampton University Pre-medical Club
*
Hampton University Biology Club
*
NAACP
*
Young Democrats of America
Association
EXPERIENCE
Hands On Atlanta, Atlanta, Georgia
Summer of Service Team Leader
*
Managing teams of ten corps members
(Taking attentandance, administering
time sheets and other paperwork,
evaluating corps member performance).
*
Supervising individual corps members.
*
Leading teams in implementing their
group projects.
*
Developing curriculum materials and
ideas.
*
Acting as a liaison between corps
members, the school and HOA staff.
*
Participating in the program as a corps
member.
Oxford Apartments, Hampton, Virginia
Head Lifeguard/Swim Instructor, May-
August, 1991,1992
To maintain and direct pool activities.
*
Encouraged children to be active
participants in individual and group
activities.
*
Assisted children between the ages of 6
years and 18 years with warm-up
exercises and basic swimming skills.
Old Virginia Condominiums, Union City,
Georgia, Lifeguard, May-August 1989,1990
*
To provide supervision for children
between the ages of 5 years and 18
years.
*
Coordinated fundamental swimming
activities for children.
*
To maintain and direct pool activities.
Central Christian Church, Atlanta, Georgia
Youth Vacation Bible School Teacher,
June, 1993
*
Responsible for preparing and teaching
Bible school lessons to children
between the ages of 16 years and 25
years.
Camp Cosby Boarding Camp, Alpine, Alabama
Assistant Counselor, May-August, 1985,
1986,1987
Responsible for supervision and daily
activities for children between the ages
of 6 years and 18 years.
Organized recreational programs and
activities.
Aided children with problems and
concerns.
REFERENCES
Available upon request
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
Mtg with Governor Zell
Miller, State Capitol, Atl, GA
Divider Title:
- -Say HBCU
THE WHITE HOUSE
meeting.
WASHINGTON
- Privatesectore
UP
MEETING WITH GOVERNOR ZELL MILLER
Home Depot
DATE:
Thursday, October 7
- Garden Giffin (Conville
TIME:
10:00 a.m.
- Greste Atlant CC
LOCATION: 201 State Capitol
FROM:
Karen Ewing
Peach C
I. PURPOSE
You will meet with Gov. Miller to discuss Georgia's role as
a leader in the national and community service effort.
II. BACKGROUND
Georgia is a very strong service state with solid political
support from Gov. Miller and Sen. Nunn (and even Republican
Sen. Paul Coverdall supports the Peach Corps). Lynn
Thornton has done an excellent job of launching the Peach
Corps, a rural youth corps, in Vidalia and Thomason. Demand
for the Peach Corps is now state-wide. The program has
received good press from both the New York Times and CNN.
Even though numerous Fortune 500 companies are located in
Atlanta, the Peach Corps is weak on private sector support
possibly because of Lynn's strong emphasis on program
development. Most likely, she will be the new director of
the state commission and is moving quickly to establish one.
Georgia also has a strong corps network in Savannah as part
of the urban corps expansion of the 1980s. The state has an
active higher education and K-12 network through colleges
and universities.
III. PARTICIPANTS
Governor Zell Miller
Lynn Thornton, Director of the Peach Corps
Ed Kilgore, Director of Intergovernmental Affairs
Steve Wrigley, Chief of Staff
IV. REMARKS
You should compliment Lynn on her extraordinary effort with
the Peach Corps and its impact on citizens of the rural
areas it services. You should thank Gov. Miller for his
exemplary support in national and community service
endeavors.
Attachment - State talking points
- Press clips
OF
GEORGIA DEPARTMENT OF
1115
COMMUNITY AFFAIRS
4
Jim Higdon
April 14, 1993
Zell Miller
COMMISSIONER
GOVERNOR
GEORGIA
PEACH
Mr. Michael Camunez, Program Officer
corps
Commission on National and Community Service
529 14th Street, N.W., Suite 452
McDuffie County
Washington, D.C. 20045
Georgia Peach Corps
835 Augusta Road
Dear Michael:
Thomson,
Georgia 30824
The Georgia Peach Corps has been grabbing some headlines
(706) 595-2185
recently, and I wanted to share these articles with you.
Toombs County
As you know, President Clinton met privately with several corps-
Georgia Peach Corps
members during his visit to Atlanta on March 19. Our corpsmembers
Ross P. Bowen Building
presented him with a Peach Corps cap, sweat shirt, and tee shirt, and
100 Courthouse Square
asked him to wear them one day on his morning jog!!
Post Office Box 348
yons,
On Monday, April 5, Senator Sam Nunn visited our site in Toombs
Georgia 30436
County. He visited our school renovation project, a nursing home, and
(912) 526-9644
an elementary school, and chatted with a number of corpsmembers
about their experiences. I believe he was quite impressed with our
achievements to date, and with the positive impact that service is
having on both the young adults and seniors.
We were also delighted to make the New York Times quarterly
insert on education, which is also attached.
We also prepared a municipal and county version of the enclosed
article, using materials sent to us by the Commission. We expect the
article to be published in the next issues of the Georgia municipal and
county magazines. We will forward copies once they are printed.
Sincerely,
you
Lynn Thornton
Director
LT/bkc
Enc.
A NATIONAL DEMONSTRATION PROJECT - COMMISSION ON NATIONAL AND COMMUNITY SERVICE
1200 Equitable Building
100 Peachtree Street
Atlanta, Georgia 30303
An Equal
Opportunity Employer
(404) 656-3836
Fax (404) 656-9792
Recycled Paper
The Georgia Peach Corps:
The Future of National Service?
The Georgia Peach Corps, which operates in two counties in Georgia, may be
the wave of the future in national service. President Bill Clinton made
establishing a program of national service one of the major goals for his
administration when, in his inaugural address, he challenged young Americans
to give "a season of service" to their nation and community.
The most effective way to develop national service, according to a report just
issued by the federal Commission on National and Community Service, is to build
on existing state and local networks and avoid creating a massive federal
bureaucracy. The Commission is an independent, bipartisan federal agency
established by Congress in 1990 to support and enhance national and community
service.
The Georgia Peach Corps is one of the programs which received funding
from the Commission and is an example of local initiatives upon which a national
community service network could be built. McDuffie and Toombs counties were
selected as demonstration sites because both excelled in the Governor's All-Star
Program, a community betterment program in which residents work together to
make their cities and counties better places to live. Local governments also
pledged financial and material support to the program as a necessity for the corps
locating in their counties.
Each corps has 60 participants: 50 young adults between the ages of 17 and
25, and 10 senior citizens. These corpsmembers spend four days a week on
community service projects selected through the All-Star process. The Peach
Corps-All Star Steering Committee, a group of both the All-Star chairpersons and
other residents of the community-at-large, further refine projects for the corps.
Typical projects being undertaken are: renovating an abandoned school for corps
headquarters and to provide additional classroom space for the board of
education; assisting with Meals on Wheels and doing chores for the home-bound
elderly; running an after-school program for latch-key children; and mentoring
with at-risk middle school students.
Corpsmembers also spend one day a week on educational and training
endeavors, working on getting their GED or studying for the the SAT, and doing
life skills and career planning activities.
In exchange for their services, corpsmembers receive a minimum wage and,
upon completion of one year of service, young adults also receive a $5,000 voucher
for use in pursuing post-secondary education.
The report of the Commission on National and Community Service, entitled
What You Can Do For Your Country, concludes that any new federally-funded
program should strengthen and expand, not replace, the existing state and local
service corps programs. The federal role, according to the report, should be to set
program standards and provide seed money. The Commission's
recommendations are designed with the goal of fostering a national network of
community service that will make service voluntary, direct, personal
The Georgia Peach Corps: The Future of National Service?
involvement with the country's most pressing social needs and challenges -- part
of the fabric of every American's life.
Among the major recommendations of the Commission are:
National service need not and should not create a massive federal
bureaucracy. The federal role should be to support, not to control. "A network of
diverse, locally-based programs would respond to America's great variety of
needs and circumstances and to the variety of capabilities and interests of
prospective volunteers better than a single federal program ever could," says the
report.
A major component of the Georgia Peach Corps is its use of a local
committee to ensure that projects are selected locally, by residents, so that
local needs are identified and met. The state Department of Community
Affairs acts in a supportive capacity, administering payroll, budget, and
federal grant requirements, but has no role in selecting projects to be
undertaken.
National service is much more than a device for paying for college. While
national service is linked to student aid and could help some afford higher
education, it should also provide opportunities for a range of participants.
Georgia's Peach Corps accomplishes this goal by providing service
opportunities for senior citizens and non-participant volunteers, and
through linkages with the Serve America and Cities in Schools programs
in local schools.
Participants should provide needed services not otherwise provided, so they
would not displace currently employed workers. Most participants would work
in the areas of education, human services, public safety and the environment.
"Numerous studies suggest that there are enough useful service assignments in
these areas to busy more than 3 million full-time servers, says the report.
The Georgia Peach Corps undertakes service projects in three areas:
public works, education, and human services. While having been in
operation only since February 1, 1993, all indications are that there will be
more than enough useful service assignments to keep participants busy for
quite some time!
The federal government should fund only a portion of each program.
"Requiring that some funds come from local communities would ensure that
they would become stakeholders," says the report.
In Georgia, the Department of Community Affairs is making a significant
in-kind contribution to the program by handling all administrative
aspects. One criteria for participation on the part of counties and cities
was their willingness to provide financial, in-kind, and transportation
support for the Peach Corps. Both businesses and individuals at each site
are contributing goods and money to the program. A major goal of the
Corps is to reach a level of self-sustainability.
Page 2
The Georgia Peach Corps: The Future of National Service?
Participation in national service should be voluntary rather than
mandatory. Requiring young people to participate in national service would be
counterproductive. "Participants are likely to be most committeed and effective
when they have made a positive decision to volunteer," says the report. "If they
don't want to do it, their involvement will be wasteful and rebellious."
And in fact, competition has been keen to get a slot in the Georgia Peach
Corps: both sites received applications from twice as many people as they
could handle in the program.
The Commission believes that it may be feasible to expand the number of full-
time national service opportunities to approximately 100,000 in a few years. A
nationwide network of 100,000 full time participants might entail an annual
federal cost of less than $2 billion. The annual federal cost in these areas is
already $300 million.
The National and Community Service Act, sponsored by Georgia Senator
Sam Nunn, also funds the Serve America program in grades K through 12,
through which 15 Georgia school and associated programs have been funded; a
higher education service program which has funded Clark Atlanta's service
program; and demonstration programs in seven other states across the nation.
For more information, call Lynn Thornton, State Director, Georgia Peach
Corps, Georgia Department of Community Affairs, 404-656-3836.
Page 3
Section
TheNew Bork Times
April
Education Life
BLACKBOARD
New Georgia Peach:
A Volunteer Corps
0
NE of the first government-
the corps to help landscape de-
financed projects to com-
teriorated parks and cemeter-
bine community service with
ies, institute a 911 emergency
educational rewards was
system, mentor troubled
launched in Georgia in Febru-
youths and tutor inmates at the
ary. Called the Peach Corps, it
McDuffie County Jail
employs 100 youths ages 17 to
"I want to give the good part
25 who are working at mini-
of me that can help pull this
mum wage with 20 older men
community out of the hole,"
and women on selected public
said Donald Neal, a 24-year-old
works and human-service
volunteer who was training to
projects in two rural counties.
be a mortician before joining
The younger corps members
the Peach Corps. Mr. Neal, who
who complete a year of service
is black and describes himself
will earn $5,000 in credit toward
as upper-middle-class, says tu-
tuition costs at any higher edu-
toring and mentoring poor
cation institution nationwide.
black children from a local
Half the credits will be paid by
middle school has prompted
the Federal Government, the
him to consider social work or a
other half by the state. The old-
"healing profession."
er participants will benefit
Anna Surowitz, a 76-year-old
from an existing state program
corps member, spent most of
that enables them to attend any
her life as a sewing-machine
state school free of charge.
operator in a bra and girdle fac-
The three-year pilot pro-
tory and says she joined the
gram, created by the Georgia
program primarily for the
Department of Community At-
money. Recently, however, she
fairs, is financed with a grant of
admitted: "My days used to
$2.3 million by the National and
drag. Now time just flies, and
Community Service Act. The
I'm starting to have some hope
program is to be expanded and
for the young people."
replicated in other rural areas
Ms. Thornton says the pro-
Alan s. Wetner for The New York Times
nationally if it works, said the
gram differs from other serv-
corps' director, Lynn Thornton.
ice projects by emphasizing in-
Peach Corps workers landscaping a cemetery in Themson, Ga.
Ms. Thornton said the key
tergenerational cooperation
was local participation. Corpe
and socioeconomic diversity.
members and crew leaders are
"We're trying to revive an old
recruited from the communi-
idea that goes back to Thomas
ties they serve; every project
Jefferson and F.D.R.," she said,
as been identified by commu-
"that you can't just be a taker,
ty leaders as a pressing need.
that everyone owes something
or example, citizens in Thom-
back to their community."
son, Ga., population 6,900, asked
JMI Jordan Sleder
THE ATLANTA CONSTITUTIC
MONDAY, APRIL 12, 1993
50 CENTS
SPORTS FINAL
MASTERS GOLF
Serbs ridicule
Proud papa wins again
NATO air shield
Flights over Bosnia start today
ASSOCIATED PRESS
S
arajevo, Bosnia-Herzegovina - Hours be-
fore NATO planes were to begin patrolling
Bosnian skies, the defiant commander of rebel
Serbs said Sunday that the Western alliance has
"no chance" of stopping his forces.
Gen. Ratko Mladic, his troops poised to grab
more Muslim territory, branded NATO's plan to
enforce a U.N.-imposed no-fly zone over Bosnia a
prelude for the use of Western air power against
the Serbs.
But he and a top Croatian general agreed that
the enforcement of the flight ban, to begin today,
would have little immediate military effect. Most
of the Serb military campaign has been fought by
WALTER STRICKLIN Scaff
ground troops.
Tara Parks of the Geor-
Nearly 60 Dutch, French and U.S. warplanes at
an Italian base and on aircraft carriers in the Adri-
gia Peach Corps works on
atic Sea are to start enforcing the flight ban today
a building in Lyons.
at 2 p.m. (8 a.m. EDT).
The operation is the first time the North Atlan-
tic Treaty Organization has projected military
might outside alliance territory since its founding
Georgia
in 1949.
Bells rang in Sarajevo's Roman Catholic cathe-
drals, and candles of hope were lit, but Easter Sun-
corps sets
day brought little respite in the war. Of Bosnia's peo-
ple, only the primarily Catholic Croats celebrate a
Western-style Easter. The Serbs are preparing for
pace for
their Orthodox Easter celebration Sunday.
Pope John Paul II, in his Easter message, called
the Bosnian war "an atrocious drama."
U.S. plan
Angered by the planned NATO patrols and last
week's discovery of ammunition hidden aboard a
U.N. aid convoy, the Serbs have shown increasing
Youth service program
disdain for international peace efforts.
offers hope to students
President Clinton's envoy to Yugoslavia, Regi-
nald Bartholomew, was due late Sunday in neigh-
By Don O'Briant
boring Croatia.
STAFF WRITER
He was to fly today to Sarajevo, where the U.N.
humanitarian airlift to besieged residents re-
Lyons, Ga. - When Tara
mained suspended after Serb fighters moved anti-
Parks joined the fledgling
aircraft artillery near the airport.
Georgia Peach Corps two
As tensions continued to rise, U.N. officials can-
months ago as a way of financ-
celed an aid convoy scheduled for today to Mus-
ing her education, she had no
lims in Srebrenica, an eastern Bosnian town ringed
idea that she would be digging
by General Mladic's troops.
ditches and liking it.
Eight people were killed and 24 wounded
"I don't mind the work at
across Bosnia during a 24-hour period ending at
all," said Ms. Parks, 22, stand-
midday, officials said Sunday.
ing knee-deep in a trench,
Citing the continuing clashes, a Bosnian gov-
shoveling broken pieces of
AMY SANCETTA / Associated Press
ernment statement said military commander Gen.
pipe. "At least I'm getting
Bernhard Langer clasps his 9-month-old daughter, Christina, on Sunday
Sefer Halilovic would not attend talks today at Sa-
money to continue my educa-
at Augusta National Golf Club after winning the prestigious Masters golf
rajevo airport with General Mladic, as the Serb
tion and helping others too."
tournament for the second time. Full coverage in Sports, Section C.
general had requested
She and 99 other young
people are part of a new Geor-
Corps: Students are drawn by sense of service, job training and tuition
gia program that is a model
Continued from AI
for President Clinton's Na-
Dickerson Elementary School.
tional Youth Service plan.
"The first day, I thought some of
100,000 students
Backed by Democratic Sen.
Participants are pai
them were in it just for the mon-
Sam Nunn and funded by a
ey. But their whole attitude has
may work for aid
$2.3 million grant from the
$4.25 an hour, am
Commission on National and
changed. They're taking it very
WASHINGTON BUREAU
seriously."
Community Service, the state
The corps is divided into
at the end of a yea
program is one of eight being
groups that work roughly four
Washington - Presi-
tested nationally. It is offered
months in rotations ranging from
dent Clinton plans to submit
those who qualify
only in Toombs County in
construction to assisting nursing
a national service program
southeast Georgia and
home patients. One day a week is
to Congress this spring.
McDuffle County near Au-
spent on academic training, such
Many of the details have yet
will be given $5,00
gusta.
as preparation for the Scholastic
to be worked out, but as it
in educational
Mr. Clinton's plan, subject
Assessment Test for college and
now stands, the plan will:
to congressional approval,
the General Equivalency Diplo-
Provide financial sup-
would begin with a 1,000-stu-
ma (GED) test for high school
port for education or train-
benefits for college,
dent pilot project this summer
dropouts. Other classes cover
ing of young people who
and expand to 100,000 by
serve a year or two in low-
trade school or
1997. College students would
topics from balancing a check-
book to practicing safe sex.
paying public service jobs.
pay off tuition debts as teach-
Cost $7.5 billion over
The most important lesson
apprenticeship.
ers or police officers, or by
may be that there is still hope.
four years.
working with the homeless.
Before joining the Peach
Involve 100,000 peo-
Youths range in age
The Georgia Peach Corps
Corps, Tim Beck, 20, had been in
ple over four years.
operates similarly, but its
trouble with the law and was un-
Simplify and lower the
ranks include more than col-
$4 billion annual cost of oth-
from 17 to 25.
lege students.
employed. "Maybe this will help
me straighten out my life," he
er student aid programs.
"We have every back-
said.
ground," said Toombs County
CCC hired millions
Not everyone is sold on U
Corps members provide ser-
education coordinator Hope
value of such programs becau
Manuel. "Our only goal is to
vices such as renovating an
WALTER STRICKLIN
of the expense, and those who
match the demographics of
abandoned school building, help-
Gwenice Copeland (left) and Toni Corbin, helping renovate a building in Lyons, Ga., are
President Clinton's plan
support them caution against u
the community, not just age
ing disabled citizens and build-
part of a program that serves as a model for President Clinton's National Youth Service plan.
for a cadre of youth in ser-
realistic expectations.
ing a hiking trail. In McDuffie
vice to America is rooted in
and race and gender, but eco-
County, members are working on
zenship through public works
"Before investing heavily in
nomic background too."
Peach Corps
"We're self-sustaining," Ms.
President Franklin D. Roo-
new program that could cost by
Members are paid $4.25 an
a cemetery expansion, park land-
programs.
Wood said, "and after seven
sevelt's Civilian Conserva-
scaping, fire station repairs and
On the coast, members of the
Two Georgia counties picked for
lions and enroll up to a millio
hour, and at the end of a year
unusual community service project
years, that's pretty remarkable."
tion Corps. From 1933 to
a theater renovation.
Chatham-Savannah Youth Fu-
young people, it is important
those qualified will be given
Although the Peach Corps
1942, almost 3 million
tures Authority rehabilitate his-
examine what is expected," sa
$5,000 in educational benefits
has been operating just two
young men worked to build
Public works statewide
Suzanne Goldsmith, director
toric inner-city houses, plant
for college, trade school or ap-
S.C.
months, the members have expe-
state and national parks,
trees, improve playgrounds and
the American Alliance for Righ
prenticeship. In addition to
Site coordinator Lynn Spring
McDuffie
rienced a sense of accomplish-
earn a decent wage and
parks, and work as volunteers at
and Responsibilities in Washin,
said each project is selected after
50
the 100 young people ranging
Co.
ment. Seventeen-year-old Kenny
learn new skills. Sixty years
ton, D.C.
in age from 17 to 25, the Peach
approval by a local citizens' advi-
day-care centers and nursing
Signate
Butler, wearing one of the green
later, they will be coming
sory committee.
homes.
"Proponents have found th
Corps offers positions for 20
Augusta
Peach Corps T-shirts all mem-
from all over the South for a
"In all of our projects we
The Greater Atlanta Conser-
their most compelling argume:
adults over age 60. Senior
Toombs
bers are given, sets up a bingo ta-
regional reunion May 7-9 in
make sure we are not displacing
Macon
is the idea that service can have
vation Corps, launched seven
(10
Co
members get no scholarships,
ble as he proudly describes the
Chattanooga, Tenn. For in-
years ago, operates as a kind of
transformative effect on youth
workers," she said. "Right now,
Columbus
but most say they welcome the
satisfaction he has gained work-
formation, call (706) 866-
said Ms. Goldsmith. "But
we do not charge a fee for ser-
urban Peace Corps. Based on the
Savan
ing with senior citizens at Mead-
8065.
job as an antidote to boredom.
notion that young adults have a
dream of a quick fix for soch
"I just decided I wanted to
vice, but eventually we hope to
ows Hospital in Vidalia.
do so in order to become self-sus-
responsibility to serve their
R
pathic tendencies and problem
A
do something else," said Reu-
"This is the first time I've
country in some way, the corps
that begin in early childhood
ben Gamble, 64, a retired mi-
taining."
worked with older people," said
wishful thinking. National se:
The Peach Corps is unusual
trains high school dropouts and
crobiologist who has been
Mr. Butler, who wants to become
didn't want to play bingo and
vice is a good idea with man
because it offers an educational
unemployed youths to perform
working with first-graders at
an auto mechanic. "I like it. Ev-
checkers at first, but after we
positive benefits. But if we de
stipend, but two other youth ser-
needed community work.
helping the Peach Corps get off
ery morning we go around and
started giving prizes, now they
cide that its primary goal is sav
Please see CORPS, A6
vice groups in Georgia provide
Atlanta Conservation Corps
the ground, said there is no doubt
give them ice water and turn on
beat us getting to the game
ing souls, we are setting the pm
job training and a sense of citi-
Director Karan Wood, who is
that such programs work.
their favorite TV shows. They
room."
gram up for failure."
The Thomson Times
Peach Corps members meet President Clinton
By Melissa Wells
Community Affairs office in
Editor in Chief
downtown Atlanta. They were on
the 14th floor and had a bird's eye
Two Georgia Peach Corps
view of the presidential entourage
members from Thomson had the
and security measures as Clinton
opportunity to meet President Bill
arrived to visit the neighboring
Clinton Friday.
child care center. Mrs. Surowitz
The two were told by coordi-
said she was impressed that
nator David Moore that they were
Clinton got out to talk to a group
to travel to Atlanta to meet some
of demonstrators protesting the
dignitaries, but Anna Surowitz
construction of an incinerator in
and Andre' Neal had no idea they
Ohio.
would be meeting the president.
Neal and another Peach Corps
Well, almost no idea. Neal said
member from Vidallia were se-
he suspected something was up
lected to present President Clinton
and had heard on the news the
with a t-shirt, sweat shirt and ball
night before that the president
cap. The group met the president
would be in Atlanta to tour a child
in the hallway of the office
care facility. When they left
building.
ANNA SUROWITZ
ANDRE' NEAL
headquarters in Thomson that
"He told us to go for it and
he would like to come to
had the opportunity to meet other
morning Moore gave them both
congratulated us and shook our
McDuffie County to observe the
dignitaries including U.S. Rep.
an envelop with instructions to
hands," said Mrs. Supowitz. He is
local Peach Corps in action.
Don Johnson, Atlanta Mayor
open it at 9 a.m., about halfway to
a charming man, full of personal-
Maynard Jackson and Gov. Zell
Atlanta. "We were thrilled and we
ity."
"He told me to keep up the
Miller.
were honored," said Mrs.
In presenting the Peach Corps
good work and to succeed at what
Mrs. Surowitz said meeting our
Surowitz.
items, Neal told the president that
I wanted to accomplish in life,"
president was one of the most
Mrs. Surowitz and Neal joined
he would like to see him wearing
Neal said. Neal wants to be a state
memorable events of her life. "I'm
two others from the Vidallia Peach
it on one of his morning jogs.
patrol officer.
an old jaded woman, but still I
Corps at the Department of
President Clinton told Neal that
The Peach Corps members also
was thrilled," she said.
eac 1 Corps mem ers ake oa h a capito
By Melissa Wells
Editor in Chief
McDuffie County's 55 Peach
Corps members were swom in on
the steps of the State Capitol
Monday in a ceremony conducted
by Gov. Zell Miller, United States
Sen. Sam Nunn and other digni-
taries.
The Valdosta Peach Corps
joined local corps members in
See related stories pages 2-3A
making the public commitment
to one year of service. As the
governor came out, the Valdosta
and McDuffle corps shouted their
military-style countdown and
chant.
After the governor addressed
the group on the interior steps of
the state capitol, he introduced
Continued on page 2A
9931
February 10, 1993
Page
THE McDUFFIE COUNTY PEACH CORPS DEBUTS
PHOTO BY TOM CHEDESTER
Peach Corps member from McDuffie County and Valdosta joined Monday to take their oath on the interior steps of the state
capitol. (Lr) Sen. Paul Coverdell, Sen. Sam Nunn and Gov. Zell Miller were among the dignitaries present for the ceremony.
Continued from PSI
Corps takes oath
Continued from page 1A
Sen. Sam Nunn who was instru-
mental in developing this national
service program. Also speaking
at the ceremony was newly elected
Sen. Paul Coverdell, a former di-
rector of the Peace Corps, and
John Sibley, director of the state
advisory board for community
service. He read a letter from
President Bill Clinton to the gov-
ernor and Peach Corps members.
Then the governor conducted the
swearing in ceremony for all of
the Peach Corps members.
The Valdosta Peach Corps
presented dignitaries with a Peach
Corps t-shirt and the McDuffie
Corps presented them with a ball
cap. All of the officials signed the
Peach Corps commitment board
which will be brought back to
Thomson to hang at the Depot
during the year.
Local site coordinator David
Moore said the event was well
covered by Atlanta media, in-
cluding CNN. Corps members
were interviewed after the cer-
emony and there was a time for
them w meet and shake hands
with the dignitaries.
"It was a very successful day,"
Moore said. "We got to meet the
senator and governor and to shake
is lot of hands. Everyone enjoyed
talking to them.'
Afterwards, the group took a
tour of the state capitol, went to
the Martin Luther King Jr. Center
and took a drive-by tour of some
homes built by Habitat for Hu-
manity.
Page
Local Peach Corps to 20 ne tional
y Jennifer Whitsker
line News, a specialty of
Sinctuded
Staff Reporter
Moore said that CNN arrived in
members
al work
in
Thomson Thursday atapproximately
Thomson-McDuffie County
10 a.m. and had a full schedule of
ementary
School,
has made national news, That's
stops to film the various Peach Corps
School and Dear
right, Thomson's own Peach
volunteers in action.
School,
Corps was filmed in action
"We have a very right schedule
Cede-
Thursday, Feb. 11, by national
with lots of stops R the
news network CNN based in
enough film footage. I told
Atlanta.
may not even have time to
Peach Corps site coordinator
Moore said.
being
David Moore said that CNN was
The first stop of the day
was
Thomson,
one of the many television crews
elderly woman's
that were present on Monday,
corps members will
that
Feb. 8, for the corps swearing-in
check on her and see
House
ceremony at the state capital in
in any way.
find
out
when
Atlanta.
Some of the thin
He said that from there, some*
help the elderly with are
household
from
the
one from CNN asked if
duries, such as taking ou
footage could be tiped and I
reqding
story be put together about the
pora to them or just
Peach Corps for CNN and Head
with
some
CNN
(Continued from Page 1)
when it will air. President Clinton i
CNN
very big on this kind of thing. Ir
exiting to know that he's interested i
Georgia's Peach Corps," Moon
said.
Because news changes from min
ute to minute and day to day, an exa
time that the story will air on CNN
not certain, but Modre said it is tests
tively scheduled for
ternoon or Monday evening.
He also said that the corps will b
featured again on CNN with a fol
low-up story probably in two or thre
months.
Hard at Work
Peach Corps worker Bo Carson is hard at work at the Westview Cemetery clearing an area for the city that
will be a part of the cemetery' sexpansion. The public works crew of the corps spent.approximately four days
last week hard at work.
Progress Photo by
PAGE
9
LEVEL 1 - 4 OF 4 STORIES
Copyright 1993 The Atlanta Constitution
The Atlanta Journal and Constitution
February 9, 1993
SECTION: LOCAL NEWS; Section A; Page 1
LENGTH: 311 words
HEADLINE: Job service plan tried in Georgia Helpers sign up in two counties
BYLINE: By Julie K. Miller STAFF WRITER
KEYWORD: georgia; employment; counties
BODY:
A groundbreaking job service program - part of a national test project has
been launched in two rural Georgia counties with a pledge to tackle economic and
social problems facing the country.
About 120 residents of Toombs and McDuffie counties met at the Capitol Monday
and took an oath to serve in the Georgia Peach Corps - a task U.S. Sen. Sam
Nunn said will help address the "unmet social needs in our country."
Jane Degrado, a mother of two and a high school dropout, thinks the federal
money flowing into her rural community will help change lives.
If I can keep one teenager from getting pregnant and make sure that one girl
gets an education, then I will have done my part," said the 23- year-old Thomson
woman.
The Peach Corps is part of a new national job service program pushed by Mr.
Nunn. It will address such issues as adult literacy, housing rehabilitation and
health care. The project is also being tested in Oklahoma, Maryland, New Jersey,
Boston, Pennsylvania, the Seneca Indian Nation in New York and in the Delta
Corps Louisiana, Arkansas and Mississippi.
In Georgia, it is composed of 100 people between the ages of 17 and 25 plus
another 20 over the age of 60 and is funded by a $ 2.3 million federal grant
from the Commission on National and Community Service.
Participants will be paid a subsistence salary roughly equivalent to minimum
wage for four days of service work and one day of study each week. When the year
is over, younger members will get $ 5,000 to help further their education.
"That's the grabber," said David Cato, 21, of Thomson, who will take a year
off from classes at Augusta College to work with the disabled, renovate an
elementary school and tutor latchkey kids.
NOT Map: Georgia with McDuffie and Toombs counties highlighted as location of
Peach Crops unusual community service projects.
STAFF
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
UNCF Speech - Atlanta, GA
Stouffer Concourse 12 p.m.
Divider Title:
October 5, 1993
Meeting with United Negro College Fund presidents
DATE:
October 7, 1993
TIME:
12:30 - 1:45
LOCATION:
Stouffer Concourse Hotel
From:
Susan Stroud
I.
PURPOSE
To meet with the presidents of the United Negro College Fund at their semi-
annual meeting to discuss the national service legislation.
Format: 12:30-1:00 lunch buffet line
1:00
Bill Gray introduces Johnnetta Cole; Johnnetta Cole
introduces Eli
1:05-1:15
video
1:15-1:30
Eli's comments
1:30-1:45
Q&A facilitated by Johnnetta Cole
Sec. Riley will address the UNCF presidents and a larger audience at the King
Chapel at Morehouse College at 11:00. I will have a copy of his remarks. Terry Peterson
and I agreed that each of you should reference the other's remarks. The Secretary will
include service in his remarks; you should reference education as one priority and the
Secretary's support.
II.
BACKGROUND
UNCF presidents were not supportive of the legislation, believing that funding for
national service directly competes with funding for financial aid. You met with Bill Gray
several months ago; Jack met with Bill Gray at an earlier point: Susan met with the
lobbyist and government affairs person at UNCF.
You have met with several UNCF presidents: Johnnetta Cole, Norman Francis,
and Delores Cross.
III.
PARTICIPANTS
Bill Gray, President, UNCF
UNCF staff
UNCF presidents (see attached list)
ONS staff
IV.
REMARKS
This is an important meeting because the lack of support or resistance to national
service would continue to be a political embarrassment. If they can be persuaded that
national service funding does not compete with financial aid, then the common ground to
build a relationship on is very firm. Black colleges and universities have strong traditions
of serving their communities and talented and needy Black students.
OF EDUCATION EDUCA
UNITED STATES DEPARTMENT OF EDUCATION
UNITED STATES of AMERICA
OFFICE OF POSTSECONDARY EDUCATION
MEMORANDUM
October 5, 1993
TO:
Eli Segal
Susan Stroud
FR:
Paul Jamieson
Reve 20.9
RE:
Briefing material for meeting with UNCF
FY 1994 BUDGET
As you may be aware, Congress is considering the appropriation for the Department's FY 1994
budget. Both the full House and Senate have passed their respective Committee's versions of
the bill, and conference negotiations are occurring this afternoon (Tuesday). We will be sure
to let you know the outcomes as soon as they are available.
The 1995 budget is still being developed, so we cannot give out any but the most general
information regarding the President's commitment to expanding educational opportunity.
SPECIFIC ISSUES
At a meeting with Secretary Riley toward the end of the summer, UNCF raised the following
issues as important agenda items for historically black colleges and universities (HBCUs):
Pell Grants As you know, UNCF's position on national service has been fed by the perception
of a conflict between funding for Pell grants and national service. As you have said in the past,
I think you ought to say that the Administration's 93 Supplemental and 94 budget request
demonstrated our commitment to the financial integrity of the Pell grant program and keeping
the maximum award at $2300, even with increased numbers of students. Now and in the future,
Pell grants will remain the cornerstone of financial aid for low income students.
Campus Based Aid The Department's FY 94 budget does include a $200 million overall cut
in the campus based programs (Supplemental Education Opportunity Grants, Work Study and
Perkins loans). The campus-based aid is likely to be less of an issue because the House and
Senate Committee versions restored most of what the Administration proposed cutting. Without
making any promises, you can also emphasize that national service can mean great things for
the HBCUs, many of whom have been operating successful model community service programs
on their campuses for decades.
State Postsecondary Review Entity (SPRE) In an attempt to get a handle on unscrupulous and
financially unsound schools with high default rates, poor job placement records, and sloppy
management, the Department is proposing giving the state review boards (authorized in the 1992
1
400 MARYLAND AVE., S.W. WASHINGTON. D.C. 20202
Our mission is to encuse equal ...... to education and As aramata adusational queallanas the Nation
Amendments) increased funding and authority to sanction schools in their state. HBCUs are
vehemently opposed to this proposal for two reasons. First, they often have high default rates
and low job placement statistics, even for their graduates. Since one criterion used is the
percentage of people in default (instead of the gross dollar amount), HBCUs feel that such a
policy discriminates against black colleges, whose purpose it is to serve low income students "at
risk" of defaulting on their loans. Second, many HBCUs (particularly in the South) have
traditionally had an adversarial relationship with state governments and have been able to appeal
to the federal government for help. Under this proposal, HBCUs could not easily bypass these
state review boards. One positive thing you can point out is the Department would support a
continuation of the current waiver from penalties for high defaults for HBCUs through 1997
(when the Higher Education Act is reauthorized).
HBCU Capital Financing The capital financing proposal would use federal funds to insure a
percentage of bonds issued by institutions to raise money for physical improvements on campus.
The President of UNCF serves on the advisory board of the capital financing program. The
Department's 94 request includes fund to cover $375 million in bonds ($125 million for public
institutions which also receive state funding, and $250 million for insurance for private
institutions). HBCUs are very excited about this proposal.
Institute for International Public Policy Another new program, this initiative would fund an
institute to conduct a program to significantly increase the numbers of African Americans and
other minorities in international service. HBCU students are specifically cited as eligible
recipients for the award. The Administration budget includes $4 million for FY 1993.
Minority Teacher Recruitment The Department is requesting a slight increase for this
initiative, although the House and Senate versions have kept the figure at $2.4 million.
Direct lending The Administration's direct lending initiative will help low-income students by
expanding access to postsecondary education through lower interest rates and more flexible
repayment schedules. Approximately 20 HBCUs have applied to be direct lending schools.
OTHER GENERAL ISSUES
Lack of an Executive Order Traditionally incoming Presidents sign an executive order
recognizing the needs of and pledging to work with HBCUs. The President has not yet signed
this executive order, though we suspect it is only a procedural, not a substantive, delay.
Training and Technical Assistance You might also mention the effort to provide training and
technical assistance in applying for federal grants. HBCUs feel unfairly penalized because they
lack the training necessary to write a grant proposal for federal funds (from a variety of sources)
You can explain that providing training and technical assistance will be a major focus of the
Corporation and State Commissions.
Attached is a table of specific budgetary information regarding Education programs of interest
to HBCUs.
cc:
The Deputy Secretary
Terry Peterson
Billy Webster
Hazel Mingo
Catherine LeBlanc
David Longanecker
2
COMPARISON OF FY 93 APPROPRIATION AND FY 94 REQUEST FOR SELECT
PROGRAMS IN DEPARTMENT OF EDUCATION (HIGHER EDUCATION)
The following table highlights some of the initiatives that are of concern to Historically Black Colleges a
Universities (HBCUs). Figures are in thousands of dollars:
Program
FY 93
FY 94
House
Senate
Notes
Appropr.
Admin.
Floor
Floor
Request
Pell Grants
6,188,683
6,303,566
6,303,566
6,303,566
Administration request
maintains $2300 maximum
award and $185.3 million for
the shortfall
SEOG's (campus-
585,280
499,892
555,000
583,407
Cut will not be popular among
based)
HBCUs
Perkins Loans
183,520
159,037
173,000
173,000
Looks like Congress will only
(campus-based)
make a small cut.
Federal Work
616,949
526,941
586,000
616,508
Includes request that 10
Study (campus-
percent of FWS funds be
based)
spent on community service in
94-95; technical amendment
would make non federal
match requirement easier for
schools to meet.
State Student
72,555
-----
62,800
72,429
Proposal to eliminate will not
Incentive Grants
be popular with HBCUs.
HBCU Capital
----
375,000
187,500
375,000
Will be an area of dispute in
Financing
conference. HBCUs pushing
hard for this.
State
----
25,000
25,000
10,000
Also likely to be discussed in
Postsecondary
detail during conference.
Review
HBCUs anxious they will be
disproportionately affected.
Minority Science
5,892
5,892
5,892
5,892
No change in funding.
improvement
Minority Teacher
2,480
2,5447
2,480
2,480
Administration requesting
Recruitment
slight increase from 93.
3
Program
FY 93
FY 94
House
Senate
Notes
Appropr.
Admin.
Floor
Floor
Request
----
12,500
-----
Despite limited budget, seen
Mary McCloud
as important tribute to black
Bethune Fine Arts
leader. Senator Harkin said
Center
he liked the idea, but couldn't
fit it into budget.
Federal TRIO
388,048
398,525
418,525
418,525
TRIO programs targeted
toward providing
supplementary education for
at risk, low income students.
Howard
194,005
192,686
192,686
192,686
Includes funds for academics,
University
endowment, construction and
research.
Urban Community
9,424
9,424
9,424
11,000
UCS provides grants to foster
Service
community service in low-
income urban areas.
National Early
----
2,500
----
Modeled on Lang "I have a
Intervention
dream" program, this
initiative would provide
academic support and
financial assistance to at-risk
youth who stay in school.
1 Does not include $2,023,730,000 supplemental request to eliminate the shortfall.
4