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Timeline/Planning Documents
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Records of the Office of National Service (Clinton Administration)
Sarah Whitman'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:
Sarah Whitman
Subseries:
OA/ID Number:
1289
FolderID:
Folder Title:
Timeline/Planning Documents
Stack:
Row:
Section:
Shelf:
Position:
S
66
2
5
3
Memorandum:
Date:
May 21, 1993
From:
Sarah Whitman
To:
Inter-agency task force and outside consultants
Subject:
Notes from introductory planning meetings
Thank you for your help in getting the planning process for the new corporation underway. As
Eli and Rick mentioned in the first meeting, I will be working full time on this project and will
be helping them coordinate and manage the process.
The following is a brief outline of what we covered in the first two meetings.
May 18 Meeting:
The purpose of the first meeting was to set the stage for what will be a an exciting and, at times,
difficult process of developing an integrated and successful business plan for the start-up of the
Corporation for National Service by October 1.
1.
Eli began the meeting by stressing the importance of this project and the need for all
of the group members to begin thinking and working toward a common purpose.
2.
After a round of introductions, the meeting resulted in a discussion of what the
"shared values" should be for the Corporation for National Service. (The list of
"shared values" is attached).
3.
A memo was handed out from ONS to facilitate the discussion about how we might
organize the task force process. The memo outlined 8 possible task forces and
questions that each task force might want to address before October 1.
4.
The discussion on how to organize the process was not completed in the first
meeting and was put on the agenda for the May 20 meeting.
May 20 Meeting:
The agenda for the second meeting was to learn more about the existing CNCS and ACTION
programs, to determine the goals of the Corporation, and to continue the conversation as to how
we best organize the planning process to have a successful start-up on October 1.
Presentation on existing CNCS and ACTION programs:
1.
The second meeting began with a brief description from CNCS and ACTION on
what services and programs exist now within the two agencies. (Handouts were
given that describe the major programs).
2.
Strengths:
Gary mentioned that three key strengths of ACTION are that (1) the structure works
(2) the programs are locally based (3) the local communities are actively involved in
the program.
3. Concerns:
Gary is worried about the lack of public recognition for the programs.
Catherine says the commissions biggest worry is quality. CNCS has not had a
chance to monitor the programs in the field they way they would like to be able to in
the future. (Gary feels quality is less of a problem for ACTION because the states
offices are in close touch with the programs in their area.)
Discussion of Corporate Goals:
The second part of the meeting was a discussion of the goals for the corporation that was
facilitated by a handout that ONS put together after the first meeting. (The resulting list of goals
for the corporation is attached.)
Organization of planning process:
Finally, the planning group further discussed ideas on how to organize the planning process:
1.
The group came up with 7 different task forces
(1) Program (recruiting, training, technical assistance, resource allocation)
(2) Personnel
(3) Communication/ public awareness
(4) Monitoring/ evaluation
(5) Private sector role
(6) State structure
(7) Finance
2. Shirley Sagawa had some suggestions about how we might want to think about the
planning process and she split it up into two different phases.
By 10/1/94 she suggested we have (1) key personnel in place (2) technical
assistance set up (3) a public awareness campaign well structured (4)
monitoring, fraud and technical assistance training systems established (5) and a
state structure established.
By 10/1/95 she suggested we have (1) quality models in place 2) high demand
for programs (documented) (3) an integrated plan (4) a comprehensive data
base (5) and state systems operational.
3.
Catherine Milton also proposed a possible breakdown of work into (1) training needs
for the field (2) technical assistance needs in the field (3) recruiting and selecting
participants (4) developing and selecting programs and (5) creating state structures.
All of these suggestions will be put together with the initial recommendations from ONS to form
the basis for the breakdown of the task forces going forward. Since the program considerations
will be the key driver for how the corporation is set up, a meeting was set for 12:30 Friday
(Catherine Milton, Gary Kowalczyk, Shirley Sagawa, Susan Stroud, Sarah Whitman, Robert
Gordon) to review legislative requirements, to discuss strategies and timeline and to establish
sub-groups.
Conclusion:
By the end of next week (May 24-28) we would like to determine the structure of the task forces,
a timeline for the meetings and what products the task forces need to complete by 10/1/93.
From now on most of the meetings will be in smaller task force groups of 5-8, and we will keep
the group informed about the progress.
Thank you again for your help.
Goals of the Corporation for National Service
- 25,000 new participants
- Strong mix of pre-, during, and post- college
- Adequate non-college representation
- Ethnic and economic diversity
- Geographic diversity
- Strong local support
- Measurable results (participants and programs)
- Good mix of the 4 issue areas
- Developed replicable and sustainable programs
- Programs substantially oversubscribed
- Governors fully supportive
- 100% public recognition of national service as a Clinton program
- Esprit de corps
- New models of service underway
- VISTA and OAVP clients feel programming continuity
- Congress members see results in their districts
- No fraud and abuse
- Programs well managed and outside management advice readily available
- Programs (local, ACTION etc.) coordinate to leverage impact
- Federal agencies participating
- Underserved communities are represented in programs and participants
- Employees of old CNCS and ACTION are excited about new corporation
- The plan for integrating all operations (of ACTION and CNCS) is clear and
well accepted
- Any time-bombs from past programs were found internally first and
defused without embarrassment to the President
- Private sector support is well divided between local, state and national
levels
- Program competition very strong at all levels (state and national)
- Training models well established
- Programs received necessary technical assistance
- Comprehensive database of applicants and programs established
- Clear national goals to focus local initiatives
Shared Values of Corporation for National Service
- Make individuals agents of change
- Make fundamental social change
- Define needs in community
- Failure is Ok -- Can't be afraid to innovate
- Employees are empowered/ non-bureaucratic
- Resourceful (Era of Austerity)
- Diversity/ inclusive (in the field and the Corporation)
- Maximum community involvement
- Common esprit de corps (all programs feel part of national service)
- Team work (at all levels)
- Program delivered locally
- Lean organization
- Responsive/ accessible
- Accountability
- Simple for participant
- Results oriented (measurable)
- Excellence
- Life transforming
- Maximize educational opportunity (in and after service)
- Shed institutional loyalty
- Continuity
- Perpetual presidency
- Nationally recognized and appreciated
- Develop ethic of service
- Effective partnership
- Re-invent government
Time line for Start-up of Corporation
July
August
September
October
- Continue working on tasks.
- Complete tasks required
- Hold first board meeting.
Finalize the lists of tasks for
to frame the overall strategy.
the working groups.
- Complete 1994 budget and project.
- Official start -up of the Corporation.
for 1995.
- Make a decision summer of service '94
(Move into ACTION building.)
- Finish assigning the tasks.
Recommend Corporate Board to
- Senate confirms POTUS' nominees.
- Publication interim final regs for state
- Begin work on the tasks.
POTUS and submit names of other
commissions and notice of funding
presidential nominees.
- Finalize the business
for state comm. administrative funds.
- Plan the overall time line.
plan for the corporation.
-
Decide on structure of the corporation
-Absorb CNCS staff into Corporation.
- Begin work on regulations.
- Begin to conduct outreach.
& begin to integrate ACTION into Corp.
Establish contact with governors.
- Finalize hiring decisions senior positions.
- Publication of personnel system regs.
November
December
January 1994
February
- Draft applications for program.
- Program regulations, applications
finalized.
- Move Corporation into a permanent
- Publication of proposed program
location.
regulations and applications.
- Personnel regs made final.
- Administrative regs published.
- [Summer of service program
Hearings on regulations begin (if
- Finalize applications -- and
notification.]
there are any)
OMB review of applications.
- Application technical assis. begins
- Hold 2nd board meeting.
March
April
June
May
- Glenn business plan is due. (20 day
- Direct grant applications are due.
before grants are funded.)
- Hold 3rd board meeting.
- Educational award system operational
- Peer review of applications..
- Site visits direct grant finalists.
- Complete audit and evaluation system
- State applications are due, peer
review state apps.
- Complete hiring of program staff.
- Strategic plan due.
- Direct grant, existing program,
- Send out Annual report
- Administrative regs. made final.
start-up.
- Begin recruit national leadership pool.
- Notify direct grant recipients.
- CCC start-up.
July
August
September
October
- Complete integration of ACTION
- Hold first leadership pool
- Program start date for new direct
- Celebrate first year of operation!
into new Corporation.
supervisor training.
grants, existing state programs.
- Hold first conference.
- Site visits, negotiation and
- Hold first participant training.
notification of the state grants.
- Hold fourth board meeting.
November
December
January 1995
February
- Issue 1995 applications
- Program start date -- new state
programs.
March
April
May
June
- Program start -- new state grants.
- Durenberger report due.
July
August
September
October
- Program start date -- planning
grant programs, all others.
Timeline Update 7/26/93
Early June
June 21 - July 4
July 5 - July 18
July 19 - August 1
Program
*
Held several planning meetings
*Act. and Comm will submit doc. show
* 7/12 First meeting together of four
* End of July start outreach
*
Broke program into 5 main areas; ed.,
what programs have with other agencies
priority area groups and interagency
envr., health, public safety, inter-agency
*Act and Comm. will assess which
*
Decided on point people for health/
programs of theirs fall in 4 sub. areas
human needs, safety, and inter-agency
*Locate point people for Env. and Ed.
Strategic Plan
*
Comm. and outside consultants set
* Strategic planning process focuses on
* Held first strategic planning meeting 7/9
*
Putting together task sheets for the
for Program
strategic planning process
developing infra. required for program:
they agreed to have initial findings by
working groups.
*ONS reacted to planning process
quality assurance, tech ass./knowledge
the end of July and final recs. by mid
*
Start to compile information.
transfer, state capacity building
August.
Private Sector
*
Held intro brainstorming meeting
*SW develop plan/tmline complete work
Complete 1st draft strategy
Determine on a site-by-site basis
*
Developed list of questions
*SW write initial draft of strategy to which
* Draft list tasks to complete
whether SOS programs make good
*
Meeting POL to determine working
the priv. sec. group will react
*
Decide nature of ongoing relationship
service demonstrations. If so, we need
relationship going forward
* Draft decision memo options POL
with POLF & communicate to them
to organize half day servathons with
Make a list of all private sec. meetings
lunch.
to date - & all who have agreed to help
7/ 29 Reviewed list of task with
working group to get feedback.
Personnel
*Held intro meeting
*
Get assessment done on ONS (Currie)
* Interview potential ACT. directors
Receive first draft of corporation's
*Bob Currie begun assess emp.
Develop an initial list of all senior
* Create list of top candidates for
personnel policy .
*Gary devel. names for Act. Director
positions we need to fill
the corporate board
*
Review personnel policy internally
*Collecting names Board Members
*
Bob and Janet are looking into legal
Begin to interview for other senior
and give feedback so that we can get
*Arnie will help review candidates
consideration for hiring
positions that we need to fill
the system in place.
Comm/Marketing
* Developed list of questions
*
6/23 Draft agenda for initial meeting
*
Meet with Diana, Melinda, Laura and
*
Determine who want on working group
Ethan to update them on other groups
*
Melinda asked to head group focusing
on outreach along with Gloria, Diana
Diana focus on question of National
identity & overall comm. plan
Page 1
Early June
June 21 - July 4
July 5 - July 18
July 19 - August 1
Finance
* Intro mtg. 6/4 report current finances
*6/23 report D&D on 1st set questions
* 4/7 Recommendations from ACT/Comm
for ACTION and Comm.
and discuss financial projections
on systems for budget and grants and
*
Developed list of questions
Talk to OMB about getting on their
structure of finance function
*
Dave & Dick agreed to complete first
list for hearings in July to discuss corp.
list of questions by 6/23
funds for 1995
* 6/29 Sarah gets update from ACTION
on how they structure their accounting
State Structure
* Developed list of working
* 6/21 Draft agenda for intial meeting
* Bob drafts letter for ACTION state dir.
Decide on state structure
*
group names
* Draft letter Eli to send to Govs.
*
Hold intro meeting 6/28 at 4:00
Begin Communications with Govs.
* Task force write up recommendations
*
* Drafted a list of questions.
Send letter to Govs. from Eli
on ONS questions
*
Send letter ACTION St. dir. from Eli
*7/7 Task force meeting in which
* Get material ACTION & CNCS that tells
group presents answers to ONS quest.
which are strong and weak state offices
* Get schedule for and plan to attend
* Patty gives recs. on how to get Fed.
all NGA and ACTION state meetings
funds in & out of states
* Get NGA opinion on how best comm
with Gov. about Corp. state needs
Equipment/Facil.
*Janet & Jim assessed current leases
* J&J found some potential properties
* SW visits potential sites w/ J&J
Make location/equip. decisions
*
Drafted initial memo on findings
* CM talk with Janet about facilities
Gov/ Structure
*Held several brainstorming meetings
*Bob & SW develop redraft of org. chart
* Give new recommendations to Eli
*Bob and ONS drafted and discussed
* BC, RA, SW meet with Jack & Shirley
on org. structure
several possible org. charts
about structure of corp.
* Make decision on basic
framework for org. structure
Inspector Gen.
*Judy Denny IG at ACTION is working
* 6/30 SW meet with Judy to get update
*
Judy Denny completed a first draft of
in evaluation of VISTA to be completed
where they are w/ evaluation
a plan for the Inspector General Office.
by early Aug.
6/30 SW meet with Roland who is also
working evaluating ACTION programs
Overall Plan
* Set up structure for process
* Janet and Jim look into comperable
*
Make a list of all regulations
split work into 8 broad categories
start-up govt. corps to make sure that
that have to be answered for Fed Reg.
we learn from past lessons
* Have Robert start drafting answers
* Talk to V.P.'s rego. people for
suggestions and recommendations
Page 2
August 2 - August 15
August 16 - - August 29
August 30 - September 12
September 13 - September 30
Program
Strategic Plan
* 8/4 meeting working groups to let
Program
CNCS know where they are in process.
* 8/6 Update for ONS office with Eli.
Private Sector
*
Complete list of large bus. orgs. and
*
Hold meeting w/ Corp. Execs. in NY
*
Decide make-up of Nat. Bus. Council
*
Develop marketing/fundraising
trade assoc. with whom we want to be
with Doug Holladay.
*
Complete comm. strategy priv. sec.
materials
affiliated and address.
*
Meet w/ fundraising consultants
*
Create overall communications strategy
*
Hold meeting re. venture cap. fund
*
Create list that describes which
private sector.
*
Meet corp. comm. professionals
foundations and corporations donate
*
Determine ethical quidelines
in four subject areas.
*
Complete first draft of private sector
marketing materials. (Annual report)
Personnel
*
Finish interviewing for ACTION
* Make decision on ACTION
Make all final hiring decisons
director position
director.
- board of directors
*
Decide which positions to hire from an
- senior employees in company
outside pool of candidates.
* Interview for CFO
* Interview for Board of Directors
Comm/Marktng
*
Ask outside firms to come up with
* Create specialty press lists for each of
Complete 1st draft strategy
ideas for a logo for the company.
our constiuencies.
*
Determine how to leverage summer of
*
Develop advertising/ promotion
service with media and public to build
strategy.
awareness for the full program.
*
Determine what special events would
*
Determine what market information
be useful to raise awareness.
* Plan for any special events.
we need.
*
Develop internal communications
*
Develop a core set of messages to
strategy.
communicate to the general public
about national service.
Page 3
August 2 - August 15
August 16 - August 29
August 30 September 12
September 13 September 30
Finance
*
Create list financial & programmatic info
*
Develop budget for the corporation.
needed by corp.
*
Figure out the trust will operate and
*
Decide on procedure for grants
what corp. resp. is to the trust.
processing.
*
Decide which accounting system the
* Complete FY 1995 budget.
corporation should use.
*
Determine method acct for donations
* Determine flow of funds.
State Structure
* Develop list of resources needed to
* Convene group of state budget
get st. comm. established - which can
officers to identify impediments.
the corp. provide which do we need to
*
Determine role of corp. rep in state
get elsewhere.
structure.
*
Evaluate future capacity of ACTION
*
Collect and comment on model state
state offices & CNCS lead agencies.
enabling statutes. (CA and RI ex.)
*
Determine each state transition entity
*
Determine what goes into state
* Conduct outreach to Gov and State
strategic plan.
legislators.
*
Identify impediments & long-term barriers
Equip/Facil.
8/3 meet with GSA work out details
* Get estimates for build out
* Make decision on location of the
of relationship.
*
Determine time it will take to get
Corporation.
*
Continue to receive suggesstions for
facility ready to move in
* Decide on timing of the move.
locations for the company.
* Review computer options -- determine
cost implications of new system.
Gov/ Structure
* Complete org. chart that has number
* Make decisions about roles for ONS
of people in each functional area.
and CNCS staff within the new corp.
Inspector Gnrl
* Discuss Judy's IG plan with other
experienced IG's.
Overall Plan
Set up meetings with HBS/ Boston
* 8/25 Have 1st draft of business
* Begin to implement bus. plan
* Complete final draft of bus. plan
group, Knisley, Walter McDonough
plan completed
C. William Fischer, and Dwight Ink.
Page 4
CORPORATION FOR NATIONAL SERVICE
Current Number of Employees
October 1, 1993
Board of Directors
11 to 15 voting members
7 Cabinet non-voting
Inspector General
Office of the President/ Chairman
Special Assistant to Director
- ACTION -- 12
Chief of Staff/ Exec VP
Deputy/VP
Director Strategic Planning
Total: 5 6
Chief Financial Officer
- ACTION Mgmt/budget --3
Director of Investment
ACTION Director
-Comptroller ACTION -- 30
(Director of Volunteer Services)
- Grants CNCS 3
- Director's office -- 1
Total: 36
- Serve America 2
Director's office 5
Higher Education -- 2
Domestic Programs -- 15
General Counsel
Youth Corps 2
Older Americans 12
ACTION legal -- 3
National Service Demo -- 2
VISTA & Students -- 11
ACTION Legis. 2
Discretionary 1
CNCS & ONS -- 2
- Youth Programs - -1
Total: 43
Total: 7
Total: 10
Private Sector Llalson
ONS 2
CNCS 1
Total: 3- 4
Communications/Mktg
- ONS -3 -
- CNCS 3
ACTION 9
Total: 15
Administrative Officer
- ACTION Admin. 19
- ACTION personnel 15
Total: 34
Program Support
Action prgm. evaluation -- 8
ACTION
Action prgm devel -- 5
State & Regional Offices
CNCS 5 to 6
State Commissions
Regional Offices -- 96
- ONS -- 5
State Offices 160
Total: 23
Total: 256
Time line for Start-up of Corporation
July
August
September
October
- Continue working on tasks
- Complete tasks required
- Hold first board meeting.
- Finalize the lists of tasks for
to finalize the business plan.
to frame the overall strategy.
the working groups.
- Official start -up of the
- Finish major hiring decisions.
- Senate confirms POTUS' nominees.
Corporation.
- Finish assigning the tasks.
- Recommend Corporate Board to
- Finalize the business
- Start accepting contributions from
- Begin work on the tasks.
POTUS and submit names of other
plan for the corporation.
the private sector.
presidential nominees.
- Plan the overall time line.
- Begin to conduct outreach.
- Begin to integrate ACTION into
- Write the first draft of the
Corporation.
- Begin work on regulations.
business plan.
- Finalize other hiring decisions.
November
December
January
February
- Draft applications for program.
- Publish regulations for public
- Make changes to regulations based
- Move Corporation into a permanent
comment.
on comments and final government
location.
- Review regulations with OMB, etc.
review.
- Hold hearings on regulations. ??
- Issue final regulations in late
- Finalize applications -- and
February.
OMB review of applications.
- Hold 2nd board meeting.
March
April
May
June
- Send out applications.
- Programs fill out applications.
- Applications are due.
- Conduct a negotiation and site visit
process to choose among finalists.
- After finalize regs. Money can go
- Review panels rank applications and
out to the states to create
- Set up review panels.
make recommendations on finalists.
- Review state plans (plans should
commissions.
include grant recipients.)
- Notify finalists for grants.
- Hold 3rd board meeting.
July
August
September
October
- Notify the winners.
- Complete integration of ACTION
- New program starts. (Brand new
- Celebrate first year of operation.
into new Corporation.
programs will need another 6 months
to be up and running - subtitle D
- Hold first conference.
model.)
- Hold fourth board meeting.
KEY TASKS OF MANAGEMENT TEAM FOR THE CORPORATION
I. PRESIDENTIAL APPOINTMENTS:
President/Chairman of the Corporation
- Oversee management team in the running of day-to-day operations
- Lead management team in setting strategic direction of corporation
- Be key spokesperson for Corporation
- Meet and communicate with important constituencies (ie. President, members of House
and Senate, board members and prominent business figures.)
Director of Investment
- Administer programs currently run by CNCS
- Administer new programs
- Oversee selection of Grants
- Oversee grants Administration
- Supervise liaison with State Commissions
- Work closely with Director of ACTION to make all of program more cohesive
- Oversee (jointly with Director of ACTION) program support positions
Director of ACTION/ Director of Volunteer Services
- Administer all programs currently run by ACTION
- OAVP
- VISTA
- Oversee (jointly with Director of Investment) program support position
- Supervise State ACTION offices
- Oversee grants selection ??
- Work closely with Director of Investment to make all of program more cohesive
[Who will oversee federal employees who will be the liaison member of each state
commission??]
Program Support Position (Reports to Director of ACTION and Director of Investment)
- Provide Technical Assistance to programs
- Organize and oversee training
- Organize and oversee evaluation of each program area
- Work with program issue advisors to continue to develop program in Environment,
Human Needs, Public Safety, and Education
- Coordinate new program development
Chief Financial Officer
- Ensures President of Corporation in informed on all matters relating to financial
management and control
- Conducts financial projections for the Corp.
- Oversee staff responsible for all financial reports required under CFO Act
- Evaluate major financial policy issues
- Manage the financial accounting system for corporation
- Administer grants
- Ensures budget execution/budget management
[- Potentially also supervise administrative functions ??]
(I would recommend hiring someone familiar with government financial requirements. )
Inspector General
- Oversee programs to protect against fraud and waste
- Provide policy direction for the conduct and supervision of audits
- Establish guidelines for the use of non-federal auditors
- Assure compliance with government accounting standards
- Keep president of Corp. and Congress fully informed concerning problems and abuses
II. OTHER SENIOR POSITIONS
Chief of Staff & Deputy Chief of Staff and/or Executive Vice President, etc.
Fill three deputy-type functions:
- Manage day-to-day operations
- Conduct strategic planning
- Oversee transition
Private Sector Liaison
- Provide technical assistance to local programs regarding fundraising
- Fundraise on a national level
- Put together major events with business community leaders
- Coordinate with National Executive Council
- Involve board members in private sector outreach
- Find seed capital to help fund start-up service model organizations
- Ask corporations to donate management time and talent to programs that need them
- Undertake regular outreach to the private sector (individual meetings, trade
associations, etc.)
- Establish collaborative relationships with other existing service organizations (ie, POLF
and United Way)
- Handle overall communications with the private sector -- potentially including a
business newsletter that gives quarterly updates to the major donors and organizers in
each community. (This should be done in conjunction with the communications
department.)
General Counsel/ Government Affairs
- Advise on all legal matters
- Oversee government relations at all levels
- Communicate with executive branch
- Communicate with House and Senate
- Counsel management when any changes of gov. regulations effect corp.
- Communicate with governors and mayors
Marketing and Communications Director (Might be two separate people)
- Create a communication strategy to reach all of the Corporation's constituents
(participants (youth, elderly), non-profits, businesses, foundations, general public,
Congress)
- Develop and maintain press relations
- Develop advertising/promotion campaign
- Conduct public liaison/ Outreach
- Conduct internal communications
- Coordinate scheduling of senior management appearances
- Coordinate speech writing
Administrative Officer
- Oversee all administrative functions necessary to ensure smoothly running corporation
- Handle all personnel issues - hiring, firing, out placement, benefits
- Determine need for and obtain equipment/facilities
Note: Arnie suggests having the CFO also be the Administrative officer, or at least
supervise him/her.
SUMMARY OF PROPOSED RECOMMENDATIONS
1.
Organize pay structure into 4-7 overlapping Pay Bands
(see Sample Pay Band Chart attached).
2.
Utilize appropriate locality pay adjustments.
3.
Utilize recruitment, retention and relocation bonuses.
4.
Allow for periodic salary increases based, in part, on
the Corporations's performance system.
5.
Blend work with similar characteristics into a few
broad categories for the above purposes by developing
broad generic evaluation guide (s) to determine 4-7 pay
band levels. Develop standardized job descriptions of
work for different bands.
6.
Develop an internal system to resolve employee job
evaluation appeals.
7.
Performance evaluated at two core levels documenting
that employees have either been successful or
unsuccessful.
8.
Performance appraisal, alone, does not entitle employee
to a pay increase.
9.
Pay may be adjusted once every 12 months.
10.
Performance must consistently exceed expectations for
employee to be eligible for an increase greater than
five percent in a 12 month period with an annual cap of
20 percent.
11. Allow exceptions to 20 percent limit for exceptional
performance, subject to maximum limit of the pay band.
12. Pay increases are tied to basic pay without regard to
locality adjustments.
13. Pay reductions can be taken when employees fail to meet
expectations.
14. Develop a process for assessing qualifications based
primarily on Corporation job descriptions.
15. Competition not required for movement within the same
pay band even if movement results in higher pay.
16.
Competition required for movement to a higher pay band.
17.
Competition required when considering applicants from
outside the Corporation (except for those individuals
with non-competitive eligibility under title 5).
18. As a recruitment incentive, managers make individual
determinations, within broad guidelines, for interview
travel costs, entry pay, and recruitment or relocation
bonuses.
19. Apply an additional probationary period for first time
supervisors and managers.
20. Apply an additional probationary period for promotion
to a higher level pay band.
PROPOSED INTERIM APPOINTMENT AUTHORITY
Anticipating the need to make immediate appointments to
perform start-up work in the Corporation, a profile of the
characteristics of a special limited appointing authority is
proposed as follows:
1. Excepted appointments under this authority limited to an
18 month term of service.
2. Appointments are not subject to a competitive selection
procedure.
3. Design generic position descriptions, using existing OPM
classification standards.
4. Compensation would mirror the general schedule pay
structure as it currently exists, although appointees would
be in a unique pay plan.
5. Compensation adjustments subject to Federal general pay
raises and step increases that are issued government-wide.
6. An appointment with a term greater than one year
entitles employees to standard benefits, specifically,
coverage under the FERS retirement system and Thrift Savings
Plan (TSP), and eligibility for health and life insurance
programs.
7. Employees would be covered by title 5 leave procedures
and worker's compensation program.
8. Employees subject to a six month probationary period,
during which employment may be terminated.
9. Appointments may be terminated at any time for lack of
work.
10. Appointment under this authority confers no entitlement
to regular employment in the Corporation; consideration for
regular employment would be subject to the policies of the
new personnel system established by the Corporation.
11. Employment under this authority would be treated as a
period of service in the competitive service, for purposes
of chapter 33 of title 5, United States Code, as defined in
the proposed legislation.
NOTE: Regulations describing the above interim authority are
required to be published in the Federal Register.
Agenda for Friday Meeting
12:00 am to 6:00 pm
I. Mission for the Corporation
- What should the overall mission of the Corporation be?
- What do we want to achieve?
- Where do we want to be next year, 4 years from now, 10 years from now?
II. Time line for first year of operation
The three areas that most affect the time line for the first year of operation are State, Program,
and Regulations questions. The following are the main topics in each area that we need to
address.
State:
- What is the responsibility at the national and state/local level?
- What is the relationship between state and national application process? Do we want
to allow states to apply for national funds before state commissions are set up? What
issues does that raise? How can we get variety, excellence and speed in intra-state
competitive process? How do we avoid double dipping among 3 categories?
- How can we pinpoint adequate state transition entities?
- What role should the Corporation play in regulating how the States allocate funds?
- Should the checks be cut to each of the programs or to each of the respective states?
- Can money go to states before regulations are done?
- State plans -- do we just approve states process or do we approve who they are going
to fund?
Program:
How soon can we have program up and running?
- What do we need to show for our first year in terms of program?
- What is the program mix that we are looking for? Expanding old programs,
supporting brand new programs?
- How can expanding ACTION programs help/hurt?
- Within priority areas, will you establish national priorities -- and within these areas, set
minimum outcomes and standards against which programs will be measured? If so,
how will you communicate these?
- Should the Corporation have a geographic focus in the first year for competitive
grants? An issues focus?
- What are the key factors defining diversity?
Regulations:
- How long will it take to complete regulations process?
- What needs to be covered by regulations (1) to comply with the law (2) to begin
operating (3) to allow states to operate (4) to make goals and process clear to applicants?
- Can draft applications be sent out before regulations are published?
- Review list created by Terry.
III. Creating culture and image for Corporation
Three of the most important factors that determining the culture of the organization are
personnel system, people within the organization (organizational chart) and how the
corporation is viewed by the outside world (our national identity or brand image).
Personnel System:
- What are the key components of a good personnel system?
Organizational Chart:
- What should the organizational chart look like October 1, 1993 and October 1, 1994?
- What are the management positions within the corporation?
- What responsibilities do each of the functional areas have?
- What is our process for the transition of ACTION into the corporation? How fast?
Communications:
How should the corporation create a national identity - brand image ?
- What is the corporation's name?
- Logo
IV. Finance
- Go over 1994 budget.
- Determine an accurate cost per participant?
- Discuss financial accounting system.
V. Private Sector
- Local vs. national fundraising
- Degree and direction of technical assistance.
VI. Business Plan
- Review outline of the business plan.
- Determine who is responsible for different pieces of the plan.
July 20, 1993
MEMORANDUM
TO: Sarah Whitman
FROM: Patty Sullivan
CA
RE: Possible preparatory activities to assure timely
implementation of the National Service Trust Act
I've listed below s number of activities that can be completed
during the next few months that will help lay the groundwork for the
implementation of the National Service Trust ACL from & state
perspective.
1) Continued outreach between the Office of National Service and the
nation's Governors. Special efforts should be made to engage
Governors other than Romer, who will be leaving the NGA chairmanship
in August of 1993. Perhaps efforts could be targetted on lead
states or others identified by the Commission as strong service
states.
2) Development of basic information to educate Governors' staffs on
the mechanics of the National Service program. This effort would
build on the current materials that have been distributed during the
legislativo process and could include a short "implementation guide"
that would lay out the specific steps that need to be taken by a
Governors' office. Such materials should be developed jointly by
the NGA, the Office of National Service and where appropriate, the
Commission.
3) Convene a working group of governors' staff from interested
states to help identify the potential barriers to the timely
implementation of the National Service program. The Commission
could again help to identify states and individuals that would serve
on such a working group. Based on the lessons learned from the
existing programs, the group could help anticipate the potential
problems in implementation and assist in working out some of these
problems in advance. NGA could convene the working group from the
Governors.