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1995 Renewal Applications [1]
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1995 Renewal Applications [1]
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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:
Americorps
Series/Staff Member:
General Files
Subseries:
OA/ID Number:
24234
FolderID:
Folder Title:
1995 Renewal Applications [1]
Stack:
Row:
Section:
Shelf:
Position:
S
66
1
2
2
We encourage you to become involved in this grassroots program. Units wishing
to participate should read the FY 1996 AmeriCorps Process Paper attached and
complete Appendix 1, Concept Paper Form. Refer to the AmeriCorps Operations
Manual for further guidance on participating in the AmeriCorps program.
Copies of the Manual can be obtained from Lou Woltering, (202) 205-1784, if
necessary. Field units should forward their Concept Papers to the Washington
Office through their Regional AmeriCorps Coordinators and limit the total
value of papers to no more than $2,000,000. FY 1996 Concept Papers will be
ranked against the criteria in Appendix 2, Sample WO Concept Paper Ranking
Sheet. Concept papers must be received by Lou in the Washington Office,
Administration, no later than November 14.
J. LAMAR BEASLEY
Deputy Chief
Administration
Enclosure
1996 AMERICORPS PROCESS PAPER
The National and Community Service Trust Act of 1993, Public Law 103-82,
provides legislative authority for the creation of the Corporation for National
and Community Service (CNCS) and its oversight of national service programs.
The national service programs have been delineated by the CNCS as:
- AmeriCorps*USA
- AmeriCorps*VISTA
- AmeriCorps*National Civilian Community Corps (NCCC).
The law authorizes Federal agencies to apply for and receive cooperative
agreements or contracts from CNCS to implement AmeriCorps programs. Currently
the Forest Service (FS) is involved in AmeriCorps*USA with the Public Lands and
Environment Team and the Rural Development Team. We are are also involved in
AmeriCorps*NCCC with members performing fire fighting activities. To become
involved in FY 1996, the FS is required to participate in competitive processes
at the United States Department of Agriculture (USDA) and the CNCS level. This
is described in some detail in the USDA/AmeriCorps Operations Manual.
These competitive processes must be accommodated in such a way so as to allow
the FS the most flexibility in seeking partners and cooperative agreement
recipients, yet not provide firm commitments to those parties prior to CNCS
confirmation of FS selection. Therefore, the WO process provides a mechanism
for field units to receive an assurance that their proposed projects stand a
strong chance of being approved by the USDA and CNCS prior to commitments being
made to partners and recipients. To accommodate this need, the WO has
implemented a two-step process.
Step 1:
The WO shall objectively rank and select proposed AmeriCorps
projects from short, concise Concept Papers. The Concept Papers
should be submitted by field units to the Washington Office
through their Regional AmeriCorps Coordinators. The Concept
Paper format provides for easy, simple construction that requires
a minimal amount of time.
Step 2:
Once WO selections are made, those most highly ranked, standing a
strong chance of approval by the USDA and CNCS, will be asked to
submit a Field Proposal to WO covering all of the specific
details on project design and implementation. The Field
Proposals must provide a greater amount of detail, including any
and all anticipated partner, interagency, or recipient
involvement, and donations or contributions. The Field Proposals
should be submitted by field units to the Washington Office
through their Regional AmeriCorps Coordinators.
This process paper includes a detailed discussion of all the steps and
procedures for participation in the AmeriCorps program. The schedule of
proposal target dates, requirements, and actions is listed chronologically for
the entire fiscal year.
1. NOTIFICATION LETTER TO FIELD UNIT - TARGET DATE: OCTOBER 15.
To initiate the process, each year the WO will issue a letter to all field
units requesting the submission of "Concept Papers". The Concept Paper is a
short document, which explains the units conceptual approach to a proposed
AmeriCorps project. Field units choosing to submit Concept Papers will be in
effect competing against one another at the WO level, for the purpose of
targeting those proposed projects which are determined to be the most
beneficial to the CNCS AmeriCorps program, the USDA, and the FS. The field
units will use the format shown in Appendix 1 to complete their concept papers,
which will include a:
cover page.
brief concept narrative of the proposed project.
preliminary budget breakdown.
preliminary Milestone schedule.
The letter to the field units will include the WO projected ranking criteria so
that there is a clear understanding of those elements considered most valuable
by the CNCS, USDA, and the FS. It will also include a required response date
for submission by the field units.
A sample WO Concept Paper Ranking Sheet is included as Appendix 2.
2. AMERICORPS TELECONFERENCE - TARGET DATE: NOVEMBER 1.
WO personnel will conduct a teleconference call with all field unit
representatives involved in developing proposals. The objective of the call is
to ensure that field unit representatives have a chance to ask questions and
obtain a good understanding of the Field Proposal process, the Concept Paper,
and the AmeriCorps processes as a whole. This is particularly important, as
many of the remaining steps in the process may require a substantial amount of
staff time with relatively short deadlines.
3. WO SELECTION PROCESS - TARGET DATE: NOVEMBER 14.
The WO will receive the field unit Concept Papers by November 14 and a panel of
AmeriCorps Coordinators will meet to review and rank them. Those projects
determined to be most beneficial to CNCS, USDA, and the FS will receive high
rankings and be included in the group selected for the next step, which
involves completion of a Field Proposal.
4. TENTATIVE SELECTION LETTER TO FIELD UNITS - TARGET DATE: NOVEMBER 21.
Once the top ranked Concept Papers are selected, field units will be sent a
selection letter notifying them of their selection. The selection letter will
provide detailed instructions for completion of the Field Proposals. The field
units will use the forms in Appendix 3 for completion of the Field Proposal,
which will include a:
- cover page.
- detailed project.
- organizational plan, partnerships, and colloboration.
- discussion of organizational capacity.
- discussion of the potential for innovation and replicability.
- discussion of outcome objectives adn measurements of success.
- complete detailed budget supporting the narrative.
- detailed workplan and milestone schedule.
- detailed budget.
5. AMERICORPS WORKSHOP TARGET DATE: DECEMBER 1.
Soon after field units have been notified of selections, WO personnel will hold
an AmeriCorps Workshop for all selected agency representatives. The purpose of
the workshop will be to ensure agency field representatives understand all of
the requirements and processes involved in AmeriCorps program. The workshop
will include a variety of concurrent working sessions for representatives to
construct pertinent program elements needed at different points in the
process. For example, working sessions would include:
- How to complete the Field Proposal
- How to compose competitive announcements for AmeriCorps projects
involving contracts or cooperative agreements to nonFederal parties or
States (a mandatory Departmental requirement)
- Construction of procurement solicitation packages and sample contract
documents
- Coordination and completion of member forms involved in the program
- In-depth discussion of the total competitive process for involving
nonFederal third parties and the statutory requirements
- In-depth discussions on the use of agency appropriated funds vs CNCS
funds, statutory wording and funding areas of concern/difficulty
- How to seek cooperation and partnerships with other parties to
participate in a given project, etc.
Agency field representatives would pick and choose to attend those sessions
most useful to their own situation and perhaps over the course of the workshop
attend all sessions. A workshop like this will ensure consistency in the
overall USDA AmeriCorps program and provide much needed guidance for all field
unit participants.
6. WO SELECTION AND CONSOLIDATION TARGET DATE: FEBRUARY 15.
The WO will receive the Field Proposals by this target date and the selection
panel will reconvene to review and rank them. Those projects determined to be
most beneficial to CNCS, USDA, and the FS will receive high rankings. The WO
will at this point have a good idea of the human resources and facilities
available for implementation of the overall FS AmeriCorps program. They may
find that the number of Field Proposals or some individual Field Proposals must
be scaled down to accommodate agency needs and potentially available CNCS
funds. In this case, the field units will be notified and mutually agreed
modifications to the Field Proposals made. All of these factors will result in
the selection of the final Field Proposals that will be consolidated by the WO
for submission to the USDA. The field units having Field Proposals in the
consolidation will be notified.
7. PROPOSAL SUBMISSIONS TO USDA - TARGET DATE:
25
The USDA National Service Office must receive consolidated proposals from all
agencies by no later than March 1.
8. USDA SELECTIONS AND TRANSMITTALS TO CNCS - TARGET DATE: APRIL 1.
The USDA will hold its own competitive process, which in effect, will allow
USDA agencies to compete against one another for AmeriCorps funding and
participation. Once received, Department personnel will review and rank agency
proposals and select those which are determined to be most beneficial to CNCS,
USDA, and the agencies for participation in the AmeriCorps program. The USDA
National Service Office will consolidate the selected USDA agency proposals to
the CNCS no later than April 1.
9. USDA SELECTION NOTIFICATIONS TO AGENCIES - TARGET DATE: APRIL 15.
Agencies will be notified by the Department of all selections or rejections by
April 15.
10. CNCS COMPETITIVE SELECTION PROCESS - TARGET DATE: MAY 30.
The CNCS must receive the USDA consolidated proposal by no later than April 1.
Once received, the CNCS personnel will review and rank all of the Federal
proposals and select those which are determined by the CNCS to be the most
beneficial for Federal agency implementation of the AmeriCorps program. The
Departments will be notified of their selection or rejection and the conditions
of future award by letter or receive a formal letter of cost incurrence.
11. CNCS COOPERATIVE AGREEMENT - TARGET DATE: JUNE 1.
If selected for award, the USDA will receive a CNCS cooperative agreement
providing approval, program requirements, and Corporate funding no later than
June 1. It will be a fairly substantial document and will be flowed-down by
the USDA to the FS and from the FS to any nonFederal third parties involved in
FS implementation of the AmeriCorps program (see Appendix 4 for the Flow of
Contracts or Agreements).
12. USDA INTERAGENCY AGREEMENT - TARGET DATE: JUNE 15.
The USDA will compose an Interagency Agreement (IA) for each selected USDA
agency to transfer the Corporate funding to the agency level.
13. FS COOPERATIVE AGREEMENTS OR CONTRACTS - TARGET DATE: AUGUST 1
Field units that proposed the involvement of nonFederal third parties in their
proposal to the CNCS, which requires a competitive process and matching
contributions, will compose and award the cooperative agreements and contracts
at this point (see Appendix 5 for sample FS cooperative agreement).
14. RECRUITMENT INSTRUCTIONS - TARGET DATE: SEPTEMBER 1.
Once all cooperative agreements, contracts, or other agreements are executed,
field unit recruitment of AmeriCorps members may begin (see Appendix 6 for
sample recruitment instructions).
15. AMERICORPS MEMBER AGREEMENTS OF PARTICIPATION - TARGET DATE: OCTOBER 1.
Field units will complete and execute AmeriCorps Member Agreements of
Participation by October 1. (see Appendix 7 for sample AmeriCorps Member
Agreements of Participation)
The discussion above, provides a listing of all the processes involved to
participate in the FS AmeriCorps program. Two additional appendixes have been
included for your convenience:
- Appendix 8 - Timeline Schedule
- Appendix 9 - WO and Regional AmeriCorps Coordinator Listing
If you have any questions, feel free to contact your Regional AmeriCorps
coordinator or the WO AmeriCorps liaison.
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OREGON
FOOD
BANK
April 13, 1995
Joel Berg
USDA Office of National Service
538A USDA
14th and Independence, SW
Washington DC 20250
Dear Joel:
I have enclosed Oregon Food Bank's proposal in application for a USDA Americorp Anti-Hunger
Team. Oregon Food Bank is applying for the Americorp volunteers on behalf of our partnership
with hunger-relief agencies, businesses, and universities throughout the state of Oregon.
Please call me if you have questions, or if you would like further dialogue about our proposal
(282-0555).
Thank you for your consideration.
Sincerely,
Rackel
Rachel Bristol Little
Executive Director
2540 N.E. Riverside Way
Portland, Oregon 97211
(503) 282-0555
Printed on recyclen
scription of needs
Hunger in Oregon continues to be a growing problem. More families, individuals and
children live in poverty, struggling to meet all of their most basic needs. The faces of the
424,000 Oregonians who suffer without enough to eat cannot be captured by the statistics
used to portray them. But the names and faces of these people are real. It is difficult to
determine a precise number of men, women and children who go hungry each day. We
must rely on census data and service statistics to tell us the grave problem we face.
According to the 1990 Census, nearly 323,000 Oregonians live at or below the poverty
level. People are hungry because they lack the financial means to purchase their own food;
therefore, lack of adequate income is a root cause of hunger. People are impoverished
because of unemployment, inadequate wages, and the escalating cost of living. Many
people hold full-time, year-round jobs, but do not earn enough to support a family above
the poverty line. These working poor are most likely to be women and adults with limited
education. At the same time that a large number of Oregonians are going hungry, the
federal government has drastically cut food available to Oregon's emergency food banks.
In 1994, nearly 424,000 individuals received emergency food box assistance. Single-
parent families make up 24.6% of all households receiving emergency food boxes and
40.4% of households with children aged 17 and younger. Children 17 and younger
account for 47.6% of the total household members receiving food assistance.
Although the demand for nutritional assistance has increased, the supply of food available
for distribution to low-income Oregonians has been perilously reduced. The Emergency
Food Assistance Program(TEFAP), which once provided 10 million pounds of USDA
commodities for Oregon's emergency food boxes, will make only 1.8 million pounds
available in Federal Fiscal Year 1995 and will likely be abolished in FFY'96. Private-
sector food donations have leveled off at 10 million pounds per year. Without a major
escalation of new resource-development efforts, such as innovative projects that build
communities' capacity to address local issues, resource levels will remain flat.
AmeriCorp Anti-Hunger Teams could be effective catalysts to achieving local resource
development.
To address the growing gap between the nutritional needs of low-income Oregonians and
the diminished supply of food and volunteers available to meet those needs, Oregon Food
Bank proposes to establish an AmeriCorps Anti-Hunger Team with 20 members and one
program manager for these key activities: creating a community garden; educating clients on
nutrition and food preparation; developing community resources; collecting, packaging and
distributing perishable and prepared foods; increasing community volunteers; developing a
hunger curriculum; and conducting a hunger study. Oregon Food Bank will work with a
partnership of more than 600 agencies to establish sustainable models of collaboration that
ultimately can be replicated in other areas. Partners include Oregon State University-
Extension Program, Oregon State University, University of Portland, the food industry,
Oregon Department of Agriculture, Community Action Agencies, food pantries, residential
shelters, soup kitchens, day care centers, youth programs, homeless shelters, senior
programs, and rehabilitation centers. The problem of hunger in Oregon relates to the
national priority area of Human Needs by helping people who are hungry.
In order to provide low-income Oregonians with ready access to low-cost, nutritious food
and to provide an alternative to emergency food boxes, the Oregon Food Bank network and
the Oregon Housing and Community Services Department are working on a feasibility
study to establish a food-buying cooperative. If the study determines that a food buying
cooperative is viable, program members will be able to help conduct research, organize
general meetings in target areas, contact individuals/families who indicate interest in
membership, design training programs for volunteers who will distribute and receive food
orders, develop a cooperative newsletter and other activities.
OFB sponsored the first-ever Oregon Hunger Summit in 1994, bringing together about 200
people from throughout the state. Committed individuals came from food banks, churches,
private non-profits, local and state government and community organizations. Many
critical issues were raised during the presentations and the discussions that followed.
Participants identified six top issues for action groups to address. Task groups were able
to outline future action plans. Two of the needs identified can be addressed by this project.
They are: the involvement of people directly affected by poverty and hunger in leadership
and decision-making processes, and the need to educate the public about the root causes of
hunger.
Program Design
The mission of the AmeriCorps Anti-Hunger Teams: Help local communities achieve
excellence in performance while addressing the issues of hunger and poverty and building
responsible citizenship. To improve the utilization of emergency and commodity food
sources through community based, informal experiential education that builds basic living
skills and decision making capability and enables the recipients to feel successful and "in-
control" of this area of their lives.
Oregon Food Bank's mission is: To assume a leadership role in feeding Oregon's hungry
by recovering, securing and delivering quality food in cooperation with a well-established
network of food banks, and playing a strong education and advocacy role on local, state
and national levels on hunger-related issues.
Proposed activities
OFB continues to working with the selected sites to refine the goals, objectives and
activities. The need for AmeriCorp Anti-Hunger teams to work with local community
partners in the following proposed activities has been identified.
Getting Things Done:
Goal: To help local communities identify untapped resources and develop a
model projects which brings together community members to initiate and
implement a solution.
PROJECT 1:
CLIENT LEADERSHIP DEVELOPMENT
GOAL:
An anti-hunger team member working in Portland will establish a
mechanism for input and leadership by emergency food box clients into the
planning and policy development process at emergency food pantries.
Objectives:
Using a community organizing model developed by Sisters of the Road Cafe (in
conjunction with a group formed at the 1994 Oregon Hunger Summit) and through partnerships
with Portland metro area low-income leadership groups (Oregon Human Rights Coalition, JOIN:
A Center for Involvement), develop a leadership program at one food pantry in the Portland metro
ar 1. The program will train food box recipients in leadership and train agency staff and volunteers
h V to porate food box recipients in planning and policy development for their agency.
P OJECT 2:
COMMUNITY RESOURCE DEVELOPMENT
GOAL:
Anti-hunger teams will initiate a gleaning project that collects donated produce from
backyard and community gardens during the growing season and work with the food industry to
substantially increase the quantity of food contributions to provide a consistent, reliable food
source, and to increase community involvement in the area of food
Objective:
A garden gleaning project will be established in the Salem area.
Objective:
A Gleaning Program will be introduced and the 5000 Neighbors program will be
revitalized in Lane County.
objective:
To recruit community volunteers to form a garden gleaning group.
GOAL:
An anti-hunger team will develop a method of collecting and distributing the
product, and help establish a mechanism to market the fresh produce to member agencies.
Objective: To establish a mechanism for marketing fresh produce to food box agencies.
Objective: Creating a community garden.
Objective: Educate clients on nutrition and food preparation.
Objective: Increase community volunteers involvment.
Objective: Increase collection and use of produce.
PROJECT 3:
FOOD AND NUTRITION EDUCATION
GOAL:
An anti-hunger team will provide a culturally sensitive and literacy
appropriate food and nutrition education program for emergency food recipients at sites in
Clatsop, Lincoln, Washington, Clackamas and Multnomah Counties.
Objective: At least 20% of recipients at the participating sites will attend two or more
demonstrations or mini classes.
GOAL:
Provide a training program for AmeriCorps Anti-Hunger Team
members that enables them to share appropriate food, nutrition and food safety education
information with emergency food recipients and volunteers working at the sites where the
team member is assigned.
Objective: Increase the knowledge of safe food handling procedures, basic nutrition, and
food preparation skills among all AmeriCorps team members.
GOAL:
Strengthen current and develop new partnerships with staff,
volunteers and recipients at emergency food sites in the participating counties.
PROJECT 4:
COMMUNITY GARDEN
GOAL:
An anti-hunger team will work to develop a community garden in Lincoln County
which serves low-income families.
Objective: To create one community garden which provides food for emergency food boxes.
Objective: Utilize the local Master Gardener Club as a resource for training clients in container
gardening practices.
Objective: Collaboration with local service clubs in the implementation of the garden(s).
PROJECT 5:
PERISHABLE AND PREPARED FOODS
GOAL:
An anti-hunger team in Portland will establish a model for rescuing
perishable foods.
Objective: Work with volunteers to identify and solicit sources of nutritious from food retailers
and industry.
Objective: Work with volunteers to collect and distribute the product to low-income people and
emergency food box recipients.
Objective: To market the produce to member programs during the off-season, building on the
model of the garden gleaning project.
St engthening Communities
PROJECT 1:
VOLUNTEER DEVELOPMENT
GOAL:
An anti-hunger team will increase the communities participation in providing service
to emergency food recipients and identifying solutions to problems of hunger in their local
community.
Objective:
To recruit and train volunteers to work with local Portland metro area emergency
food box programs.
Objective: Train volunteers in nutrition education so they can educate clients.
Objective: Facilitate community discussion on reasons for hunger and work to identify solutions in
their local area. Address issues of how to increase availability of food, education needs, low
paying jobs and other issues.
PROJECT 2:
HUNGER CURRICULUM
GOAL:
An anti-hunger team will develop a hunger curriculum which is service learning
based for K-12 students in Multnomah County in partnership with the University of Portland,
Portland Public School District, Oregon State Extension and Oregon Dept. of Education.
Objective: During the fall of 1995, develop a hunger curriculum to be utilized in the spring of 1996
during Project Second Wind with 57,000 students in the Portland Metropolitan area.
Objective: Recruit volunteers to speak with students K-12.
Objective: During the spring of 1996, work in Portland Public Schools with teachers to implement
the hunger curriculum.
PROJECT 3:
DATA COLLECTION
GOAL:
An anti-hunger team will work with Oregon State University to complete a Hunger
Factors Assessment to provide information on hunger in Oregon. The assessment will be used
with the business community, public education, foundations and evaluation of service delivery.
Objective: Update data on the characteristics of emergency food recipients for the purpose of
educating the public and funding sources regarding the need for emergency food services.
GOAL:
In Portland, establish a model for rescuing prepared foods for emergency
food programs to distribute to homeless and low-income people.
Objective: Work with partners and the community to develop warehouse and kitchen operations to
properly sort, package and store recovered prepared and perishable foods.
PROJECT 6:
CHILDHOOD HUNGER PROJECT
GOAL:
An anti-hunger team will coordinate the activities of KIDS EAT TOO, a childhood
nutrition program.
Objective: To alleviate the devastating effects of childhood hunger and malnutrition through
cooperative projects and resource development.
Objective: To implement an already-funded vitamin distribution pilot project.
PROJECT 7:
CORPORATE RESOURCE DEVELOPMENT
GOAL:
An anti-hunger team will work in Eugene to substantially increase food
contributions from food processors, wholesalers and retailers and from the Harvest Share
program.
Objective:
To assist the implementation of the Harvest Share project, and substantially increase
the number of food processors, wholesalers and retailers making food contribution.
jective: Develop and implement method of collecting Client Characteristics Profile information
meet Oregon Housing and Community Services Omniplan quarterly reports requirement.
lember program design
AmeriCorps Anti-hunger team members will each have a job description which outlines
their responsibilities and ensures that 80% of their time will be in direct service and 20 %
will be participating in training. Each members As each activity is developed, it will
include measurable objectives and activities. A workplan will be established for each
AmeriCorp Anti-Hunger team member. Goals and objectives will be clearly outlined and
monitored by the program manager.
Both on individual job training and group training will be scheduled. Group training will
be held on a quartely basis and will begin with orientation training. Training will be
provided by OFB, project partners andthe state commision office. Targeted training areas
will include: decision making, problem-solving skills, communication, CPR, work site
specific skills, group facilitation, nutrition, hunger, community organizing, volunteer
training, presentation skills.
Communication with State Commission:
Oregon Food Bank and its partners have coordinated with the Oregon Commission on
National and Community Service during the project's development through meetings,
phone conferences and written materials. Research on anti-hunger teams across the nation
was coordinated with the Commission Office. Site location was based on need and
capacity within Oregon communities and on the balance between urban and rural areas.
Oregon Commission on National and Community Service staff members were instrumental
in sharing the work and location of other AmeriCorps teams in Oregon, and will be used as
a member recruitment referral source as well as a training resource.
Links between sites:
Sites will be linked through the already established Oregon Food Bank network. Quarterly
training will coincide with OFB network meetings to ensure all members will attend
national training sessions together.
OFB staff will provide technical assistance to members across sites. Technical assistance
also will be provided through the Oregon Commission on National and Community
Service, Oregon State University-Extension Program and other partners on an as-needed
basis. All sites are linked with FAX numbers, an 800 phone number and weekly mailings.
Site identification:
Initial target areas for organizing anti-hunger models will be the Portland, Eugene, and
Salem urban areas as well as rural Lincoln County, on the Oregon Coast, and four counties
in Northeastern Oregon, based in the community of La Grande.
The urban areas were selected for initial organizing activities because of the concentration
of emergency food box recipients in these areas. Of the 424,000 Oregon households that
received food box assistance in 1994, nearly 58% were in these areas (129,481 in
Portland, 61,000 in Eugene and 29,797 in Salem). Because of this geographic
concentration, the needs for providing low-income residents with nutritional assistance is
especially critical. In rural Oregon, building local capacity to generate resources is essential
to feeding hungry people.
According to 1990 Census data, the project's target area contains 94% of Oregon's
African-American population ( 42,781 ), 47% of the state's Native American population
(19,348), 83% of its Asian and Pacific Islander residents (56,748) and 62% of the
Hispanic population (70,045). Census data also indicate that 45% of the state's population
with incomes at or below the poverty level (189,137) live in the target area.
In addition to needs, sites were selected by the communities interest in establishing
partnerships to address hunger with innovative projects. These activities would be self-
sustaining after one year, could be replicated in other areas or would produce a document
that would affect the community for years to come.
Member profile, recruitment and selection:
The proposed activities and site locations require diverse skills/education and serve diverse
populations. Members will be recruited using the national and state AmeriCorps referral
system as well as recruitment from local community neighborhoods.
Cost-effectiveness and sustainability
OFB's proposal is cost-effective due to the structure and partnerships that already exist.
AmeriCorps Anti-Hunger Teams would provide the resource for communities to organize
and accomplish the proposed activities, finding solutions to hunger and poverty within
their neighborhoods.
The impact would be long lasting since many of the projects likely will be replicated or will
leave tools such as the hunger curriculum, gardens and trained volunteers who will enable
the work to continue long after the AmeriCorps Anti-Hunger teams leave. The projects are
all in line with the core mission of the partnerships, so individual donors, foundations and
businesses can be approached with the results of the working models and solicited for their
financial support.
C. Organizational Background and Capacity.
The beauty of the Oregon Food Bank Network working with a national service project is its
organizational capacity it do the work, meet national criteria and benefit Oregon
communities. By its very nature, the network is a partnership with businesses,
corporations, government, individuals, clients, volunteers, universities, cities, counties,
non-profits and coalitions. Oregon Food Bank is the voice of hunger in Oregon. It is the
source of information for media, state statistics and policy. The network has a presence in
almost every neighborhood in the state. Oregon Food Bank and its partners have solid,
community-based projects, that would help address the issue of hunger in Oregon long into
the future. What is missing is the catalysts to accomplish the projects that have been
identified.
It is important to note that Oregon Food Bank began as a collaboration. Built on equitable
distribution and sharing. In 1980, Oregon Food Share was established to develop a
statewide network of food banks. By 1983, the year in which the Temporary Emergency
Food Assistance Program (TEFAP) began, the network consisted of 20 Regional
Coordinating Agencies that served all of Oregon's 36 counties with emergency food box
programs. When TEFAP began, Oregon decided to use the Oregon Food Share network to
distribute USDA commodities. By 1990, a reorganized Oregon Food Share was renamed
Oregon Food Bank.
Grants Administration - OFB administers several grants to benefit the OFB network and the
work of the Oregon Hunger Relief Task Force. They include: USDA TEFAP, USDA
SK/FB, CFNP, State Food Grant, State Linkage Grant, FEMA, OFB Emergency Food
Fund, OFB Food Subsidy Fund, & OFB RCA Travel Fund.
OFB provides training and technical assistance through network training conferences;
production and distribution of training manuals, nutrition information and other
organizational materials; and coordination of trainers for presentations at meetings.
OFB staff technical assistance is available for grantwriting, direct mail, special events,
media relations and corporate relations.
OPERATING SITE BUDGET NARRATIVE
Item A: Member Support
Living Allowance: All 20 members will be full time members, receiving a living allowance of
$7,945. Grantee will fund 15% of the living allowance, and all other Item A expenses.
FICA: Grantee will provide 15% matching funds.
Workers' Compensation: Oregon has variable rates, based upon the workers specific activity. An
average rate of 1% is assumed, which allows for activity away from the prime site.
Health Care: The grantee, Oregon Food Bank, provides health care to all employees at the rate of
$175 per month.
Item B: Other Member Costs
Training is budgeted at $500/ member to enable each to perform his/her assigned responsibilities,
and unique jacket and cap will be provided each member. Grantee will fund 25%.
Item C: Staff
Salaries: Grantee will hire one full time staff person to recruit, coordinate training, and monitor
activities of all members. The wage for this position will be $30,000 annually. Other salary is
comprised of pertinent professional staff providing direct training and assistance to members.
The total equivalent full time support is two people, and the associated salary of $54,000 is based
upon averaging all support person's actual projected salary for the period of the grant. Grantee
will fund 25%.
Benefits: Benefits, including FICA, health care, worker's compensation, unemployment
insurance, and other Oregon Food Bank employee benefits are calculated in total at 25.65% of
staff salaries. Grantee will fund 25%.
Training: Because of the unique requirements associated with the OSU Extension Food and
Nutrition Education Program, $3000 is budgeted for professional staff.
Item D: Operating Costs
Travel: Activities for members vary widely, but specific requirements have been projected for
individual members. Travel is based upon a per diem meal rate of $30 and a lodging rate of $50.
Mileage is calculated at $.29 per mile. Grantee will fund 25%.
Supplies: Supply requirements, which again vary widely by position, have been projected for
each position. Supplies include $4820 of general office supplies; $4000 for demonstration
supplies; project forms and mailers-$1500; and postage-$100. Grantee will fund 25%.
Transportation: Local transportation varies widely by position, from very little in the case of the
development of the Hunger Curriculum to substantial for activities where the local area is an
entire county. Transportation is calculated at the rate of $.29 per mile. Grantee will fund 25%.
Equipment: Telephones, although individually costing less than $500, represent a substantial
potion of equipment expense-$1158.
Personal computers are another significant item, budgeted at $2000 each for a total of $10,000.
Sharing between projects is planned to as great a degree as possible, within geographic
limitations and project demands. Computers will be required in supporting Hunger Studies and
Curriculum Development, Community Resource Development in multiple communities, and for
the project manager. No other equipment needs exceed $500 per item, but office furniture is
budgeted at $3,500. The total equipment budget is $23,308, which represents 7.9% of items A
through E. Grantee will fund 25%.
Other: The largest single expense is the video production associated with the Hunger Curriculum
project-$26,000. Space requirements also represent a primary expense in this category. Sites
seeking an individual member will generally have sufficient space to house that individual.
Those that will employ multiple members will generally be forced to seek additional space. The
current rate per office employ at Oregon Food Bank is $1200 per year, including space, utilities,
and insurance. This rate is assumed for all members, regardless of location. Total space is
$24,000. Other significant items are consulting charges in support of Hunger Data Analysis-
$5000, and printing Curricula material-$3000. All other expenses in this category are for
monthly telephone charges. Grantee will fund 25%.
Item E: Internal Evaluation
Program evaluation will be performed by the project manager upon project completion, with the
continued assistance of those staff professionals who provided direct support to the members.
Considering the multiple sites and projects represented, it is projected that this evaluation will
require two months to complete. The expenses shown represent two months of the project
manager's salary and benefits, plus the two full time equivalent professional staff. Grantee will
fund 25%.
Item F: Administration
Indirect administrative support is calculated at 5.26% of items A through E.
Please attach the
operating site budget
narrative to this page.
OPERATING SITE BUDGET FORM
Legal Applicant/Parent Organization
OREGON FOOD BANK
Program Name
Site Location (City, State. Zip)
ITEM A: MEMBER SUPPORT COSTS
1995 AMERICORPS DIRECT APPLICATION
LIVING ALLOWANCE TYPE
Number of
Corporation
Grantee:
Total
Members
Share
Share
Program
1 Year FT 1700
20
135,065
23,835
158,900
1 Year PT 900
2 Year PT 450
Subtotal
135,065
23,835
158,900
(7.65%) FICA
10,333
1,823
12,156
Workers Compensation
1,351
238
1,589
Health Care*
35,700
6,300
42,000
AmeriCorps Member Health Care Policy**
($1200 per eligible participant)
Subtotal A
182,449+ 32,196= 214,645
85%
15%
%
100%
-
=
(max 85%)
(min 15
ITEM B: OTHER MEMBER COSTS
Training and Education
7,500
2,500
10,000
Uniforms
750
250
1,000
(please specify in budget narrative) Other
Subtotal
8,250+ 2,750 = 11,000
ITEM C: STAFF
Salaries
63,000
21,000
84,000
Benefits
16,160
5,386
21,546
Training
2,250
750
3,000
(please specify in budget narrative) Other
Subtotal
81,410+ 27,136 = 108,546
1 Except for health care, federal funds cannot be used as a match in Sec.A
OPERATING SITE BUDGET FORM
.
For programs with an existing policy that meets minimum benefits.
: For programs utilizing the AmeriCorps Member Health Care Policy.
30450001
51 AmeriCorps Direct Application-1995
TEM D: OPERATING COSTS
Travel 17,085
5,695
22,780
1995 AMERICORPS DIRECT APPLICATION
Corporation-sponsored meeting
$750
750
Supplies
7,815
2,605
10,420
Transportation
7,072
2,357
9,429
(no greater than 10% of A through E) Equipment
17,481
5,827
23,308
(please specify in Budget Narrative) Other
67,046
22,349
89,395
Subtotal
117,249 + 38,833 = 156,082
ITEM E: INTERNAL EVALUATION
13,194
4,398
17,592
26,674
-
ITEM F: ADMINISTRATION
26,674
To arrive at the Corporation's maximum share of 5%. multiply the total of
Items A through E in the Corporation Share column by .0526.
ITEM G: TOTAL PROGRAM OPERATING COSTS
246,777 73,117 319,894
(B-F)
IITEM H: TOTAL OPERATING SITE BUDGET (A+G) 429,226 105,313 534,539
Items below are not part of the grantee budget and should not be included in totals that are transferred to the title page.
ITEM I: CHILD CARE
Estimated #
Grantee
of Children
Share (if applicable)
10
OPERATING SITE BUDGET FORM
ITEM J: EDUCATION AWARDS
Number of Members
Amount per Member
Total
Full-Time Members
20
X $4725 =
94,500
Part-Time Members
X $2363 =
52 AmeriCorps Direct Application-1995
30450001
SUBJECT: Request for State Consolidated Farm Service Agency (CFSA)
USDA\AmeriCorps Projects
President Clinton signed into law the National and Community Service Trust Act (the Act)
on September 21, 1993. Promising that national service will "strengthen the cords that binds
us together a people," the President created AmeriCorps, a new program which will allow
20,000 young people to earn education benefits in exchange for grass-roots community
service. The centerpiece of the President's initiative is a program offering opportunities for
education, human, public safety, and environmental needs at the community level.
Participants earn education awards in return for their service.
The national service programs are administered by a new Federal entity created by the Act,
the Corporation for National and Community Service. USDA is implementing the
President's initiative through AmeriCorps/Team USDA, a group of USDA agencies working
together to promote three of AmeriCorps central programs, Anti-Hunger, Nutrition and
Environment, Public Lands and the Environment, and Rural Development.
USDA's AmeriCorps project is the largest single federal agency component of the
AmeriCorps initiative with more than 1,200 members at sites in 38 states in every region of
the country. USDA was awarded such a large program in FY 1995 because agencies such as
the FS, the National Resource Conservation Service (formerly SCS), the Rural Housing and
Community Development Service (formerly FmHA), and the Rural Business and Cooperative
Development Service (formerly RDA) committed portion of their mission funding for
AmeriCorps projects. It is expected these agencies will commit at least the same amount of
funding in their FY 1996 budgets as they did in FY 1995 for AmeriCorps projects.
As you may know, CFSA's (formerly ASCS) role in USDA's AmeriCorps program was
limited during FY 1995, because of legal constraints on mission authorities and funding,.
However, 23 CFSA serve as Regional/State facilitators in Arizona, California, Colorado,
Illinois, Iowa, Kansas, Kentucky, Maine, Michigan, Minnesota, Missouri, Nebraska,
New Mexico, North Dakota, Ohio, Oregon, South Carolina, South Dakota, Tennessee,
Utah, Vermont, Virginia, Washington, West Virginia, Wisconsin and Erie County, New
York.
While CFSA's role as Regional/State facilitators in the AmeriCorps Rural Development
Team program proved to be a integral part of the overall program, we believe the
opportunity exists for CFSA to do more to support this important Presidential and
Administration's initiative particularly in light of the realignment of CFSA's mission and
funding authorities as a result of reorganization.
We believe State and County CFSA Committees can develop and administer, through
AmeriCorps projects, outreach programs specifically designed to educate and assist small,
disadvantaged, and beginning farmers about CFSA mission areas including disaster relief;
sustainable agriculture; farm safety; Native American feeding programs; farm credit loans;
and catastrophic crop insurance protection for insurable crops.
To become involved, CFSA must participate in a competitive process at the Departmental
and Corporate level. We are currently working with Administrator Buntrock and
DAM/BUD regarding FY 1996 funding proposal for CFSA AmeriCorps projects in ten
States with at least ten AmeriCorps members per State.
CFSA needs to be "on record" as a federal agency that strongly supports the President and
Administration in this important initiative.
CSFA
A.
Mission Statement
The objective will provide assistance to small, disadvantaged, or beginning farmers in
rural areas in assessing CFSA loans programs, and catastrophic crop insurance
initiatives.
B.
Situation Statement
This project site will serve (name of county(s) where project will be carried out).
Through the program, AmeriCorps members will assist small, disadvantaged, and
beginning farmers in rural areas in assessing CFSA loans programs and catastrophic
crop insurance protection for insurable crops. The AmeriCorps members will help
educate applicants about the availability of farmer agricultural loans and crop
insurance protection and assist these individuals through the applications process for
agricultural loans and catastrophic crop insurance protection for insurable crops.
These counties have historically had the highest unemployment and poverty rates in
the State of (name of State). Generally, in the (name of geographical area where
project will be located) only about percent of the population has participated in
CSFA programs especially the small, disadvantaged, and beginning farmer. The
area is generally distressed with many small, disadvantaged, or beginning farmers
with limited resources. Many of these farmers would like to continue in farming but
lack the necessary capital and program knowledge to make their farming interests
successful. The AmeriCorps members can be used to improve CFSA's customer
service image as they assist local individuals and communities identify and assess the
available agricultural resources.
C.
Objectives and Evaluation Plan
The AmeriCorps members will identify and establish a network with community
leaders and other groups that provide services to the small, disadvantaged, or
beginning farmers in rural areas. The AmeriCorps members will provide general
information concerning CFSA agricultural loans and catastrophic crop insurance
protection for insurable crops and assist these individuals in accessing the other
Agency programs.
The AmeriCorps members will assist the small, disadvantaged, or beginning farmers
by meeting with various community groups to discuss Consolidate Farm Service
Agency programs. The AmeriCorps members will work with church congregations,
seniors citizens, young farmers groups, 4-H groups, etc. They will explain the
advantages of CFSA programs and assist individual applicants in completing program
applications. They will also direct individuals and applicants to other agencies
providing similar or other agricultural services.
The general public and specifically the small, disadvantaged, or beginning farmer will
be better informed about the availability of program assistance through the
Consolidate Farm Service Agency and of other agency program services. The
applicants will be able to select from a roster of service providers and services that
best fit their farming needs. The AmeriCorps members should assist at least twenty
families in receiving catastrophic crop insurance protection for insurable crops. The
AmeriCorps members should assist at least five small, disadvantaged, or beginning
farmers to obtain agricultural loans.
Evaluation will be based on feedback from community leaders regarding the level of
program information provided to the general public and the number of small,
disadvantaged, or beginning farmers that continue in farming as a result of services
provided by participants.
D.
Plan for AmeriCorps Members and/or Client Diversity
Maintain a list of leaders and their contacts in the target area. Meet with existing
special interest groups or neighborhood groups which service the target area. County
Office records should reflect an increase in application enrollment for small,
disadvantaged, or beginning farmers. Community response and feedback from the
community leaders and the general public should be favorable.
E.
Action Plan and Timetable
October - December
Identify and establish a network with community leaders and groups that provide
service to small, disadvantaged, or beginning farmers of a rural area. Visit with key
leaders in the community in five counties. Contact organizations that service the
target groups in the five counties.
January - September
Assist at least twenty families to receive catastrophic crop insurance protection for
insurable crops. Assist five beginning farmers to obtain agricultural loans. Assist the
applicants in completing program application process. Continually assist small,
disadvantaged, and beginning farmers in five counties in obtaining agricultural loans
and catastrophic crop insurance protection for insurable crops. Assist the families in
obtaining other available assistance.
Meet with various youth groups and organizations including schools and churches.
Assist the youth, sponsoring organization, and parents in better understanding agency
programs. Follow-up with those individuals to ensure their continued compliance
with programs regulations.
John blenses
3'00 R M.
F:
Resources
The project is designed to span two year period with an estimated annual budget of
$1,000,000. This program will focus on educating the small, disadvantaged, and
beginning farmer about the program assistance available through Consolidate Farm
Service Agency as well as encouraging them to continue their interest in farming.
AmeriCorps members will also assist in educating the entire community about
Agency programs.
E) Primary accomplishments:
Significant accomplishments include securing office space, equipment, supplies,
vehicles, and housing for all Members on board. Each Member has received an
orientation from the program manager and participated in the regional
orientation. Each Member has met with individuals with whom they will be
working at the local level, and begun the process of understanding what they
will be doing, with whom, etc. Members are meeting with elected officials and
county/city elected staff to explain the AmeriCorps program and to offer their
assistance on selected projects.
F) Primary challenges:
The major challenge of the quarter has been attempting to get everything in
place to bring the Members on. Understanding the program myself, and educating
those who are in support roles (e.g. field office, state office, county
volunteers, etc.) has been an overwhelming task. The challenge of getting each
Member assigned to a project leader and defining specific tasks to accomplish
yet remains. Attempting to carry on my "regular" work while getting AmeriCorps
in place is an ongoing challenge.
G) Primary training and technical assistance needed:
Within the Four Corners AmeriCorps project we have ample knowledge, experience
and expertise to make the AmeriCorps program successful. Our challenge is to
manage our ongoing programs along with AmeriCorps. Training or technical
assistance to help us do this would be welcome. The major way in which we need
assistance (other than the above-mentioned) is to have all policies, procedures
and requirements associated with AmeriCorps clearly and consistently
communicated to program managers in an effort to help us do our jobs. Please
minimize paperwork.
H) Media coverage:
Local newspapers carried articles about the AmeriCorps program during the
recruitment stage. Articles are currently being written introducing the
communities to AmeriCorps Members.
I) Other creative documentation:
None
AMERICORPS/USDA QUARTERLY REPORT
4-Corners Rural Development Program
New Mexico & Arizona
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
5/0
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
619 /150
C) Any major staff or structural changes you have made:
Currently in process of making an offer to fill the sixth position in R3.
D) Progress towards meeting community service objectives:
Members have initiated contacts with community leaders and Members of Action
Teams in 5-10 communities in NM and AZ to begin to identify social and economic
development needs.
E) Primary accomplishments:
Potential projects such as plan development and grant proposal writing
assistance have been identified.
All Members attended a 3 day orientation session November 28-30, 1994.
F) Primary challenges:
Getting Members recruited, obtaining office furniture and supplies.
G) Primary training and technical assistance need:
Training in FS and other agency rural community assistance programs, grant
writing. Too early to assess long term training needs for most Members.
One Member has expressed the need to learn to speak Spanish as she will be
working in communities where a large segment of the population is hispanic.
H) Media Coverage:
General coverage of Americorps in area newspapers.
I) Other Creative Documentation:
None at this time.
December 19, 1994
To: Joel Berg
From: Lou Woltering
Subj: Attached Documents
Attached please find:
1) A copy of the Forest Service AmeriCorps objectives cross-walked to our
Contact list. We have a total of 31 major objective sheets and these are
distributed to the appropriate field contacts (right hand column). We hope
to update this in the near future.
2) A disk and hard copy of our First Quarter Report for the Forest Service
AmeriCorps program. In talking with Ron DeMunbran on Wednesday December
14, he advised to get it in as is asap and that we'd follow the
Corporations new format on the second quarter report. We will of course
appreciate not having to do this over.
That's it for now. Do you and your staff, my best wishes for a very Merry
Christmas or happy holidays as you so choose and a productive and happy New
Year.
v/r
82W
Lou
AMERICORPS/USDA QUARTERLY REPORT
San Bernardino National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
79/80
The San Bernardino N.F. program initially hired 80 AmeriCorps Members. These
Members started their "Year of Service" on Monday, October 31, 1994. On
November 30, we had 79 Members still enrolled in our program. One Member was
released because of medical reasons.
B) Total number of hours of direct service performed by Members and total
number of hours Members were in training:
Members have completed 10,143 hours of direct service.
Members have completed 561 hours of formal training.
C) Any major staff or structural changes you have made:
No major staff changes were made during this time. The program has basically
the same organization that was proposed in our original application.
Operationally, we have made some changes. Our crews and teams are based
geographically within and around the forest. Rather than have Members commute
great distances to a single reporting location, we have Members service days
begin at various locations:
Crew 7:
BLM office in Riverside
Crew 8:
Mill Creek Station, Mentone
Crew 9:
Mill Creek Station, Mentone
Crew 10: Big Bear Station, Sky Forest Station, Apple Valley
Crew
11: BLM office in Riverside
Crew 12: Ontario/Supervisor's office in San Bernardino
Crew 13: BLM office in Palm Springs
Crew 14: Glen Helen Regional Park/San Bernardino
These reporting locations provide opportunities for shorter commute times to
project locations on and off the forest. As an example, the Palm Springs crew
can get to Joshua Tree N.P. within 45 minutes, rather than the 90-120 minutes
of driving time required from San Bernardino or Mill Creek.
(Crew numbers 1 through 6 are reserved for Forest Service crews already
assigned on the forest.)
D) Progress towards meeting community service objectives:
Many of our projects give direct benefits to the communities in which they are
located. For instance, crews have put a lot of work into maintaining
facilities in Yucaipa Regional Park. This is a popular park in the area that
plays host to a lot of community events. Another example would be helping to
construct a new visitor's center in the Big Bear, CA community. Visitors to
that community and the surrounding forest can go there to receive information
about the forest and surrounding communities. This is possible through
AmeriCorps.
The education team is currently in the planning stage. By Jan. 17, 1995 the
education team will be ready to take environmental education programs into
classrooms in the surrounding area. Currently we are offering three
educational programs; Smokey's 5 Rules, Hug-a-Tree and Habitat means Home.
Future plans are to present a series of environmental education programs for
in-class presentations. These would be interactive programs based on CA state
science and social studies curriculum concepts. Teachers who have been
surveyed about the program are very excited and eager to have us come and work
in their classrooms.
E) Primary accomplishments:
One of our primary accomplishments has been the rehabilitation of the Devil
fire burned area on the Arrowhead and Big Bear Ranger Districts on the forest.
This was a 12,000 acre fire that stripped the hills of essential vegetation.
Preventing erosion was the primary goal. This is crucial not just for saving
the soil so vegetation can return but also to protect one of the very few
remaining wild trout streams in Southern California. This project would not
have been possible without the AmeriCorps, our project sponsor has said.
Another accomplishment is the contacts we have made with other agencies. We
have good working relationships with various government agencies such as the
BLM and the Park Service. We have also made initial contact with various local
state and county agencies.
For the environmental education team, teachers from San Bernardino schools have
been surveyed to obtain their input into program design. The response has been
very positive and helpful. There is a lot of excitement about the program.
A week long training in education and interpretive techniques has been
scheduled for the week of January 9 - 13th. Presenters will focus on the hot
topics facing the forest as well as providing direct instruction on how to
present programs. One of the main goals of this team is that the Members gain
professional skills in interpretation and education. Much of the training will
be devoted to working on these skills.
Meetings have been held to obtain input from other branches of the Forest
Service as well as input from county school representatives.
County school representatives have been kept updated as to progress on the
program and their input is actively sought on different aspects of the
program
Advertisements for the programs available in January are being sent to
teachers in the local area.
In progress, AmeriCorps Members from other crews are being interviewed to
determine their ability to work well on the ed. team.
In progress, classes are being scheduled to review programs.
In progress, on going bi-monthly training sessions for Members and others
interested in environmental education and the forest.
F) Primary Challenges:
Our biggest challenge is getting the Members where they need to go. Right now
we must continue to rent vans from a private company at an expensive rate. We
also must borrow vehicles from other agencies such as the BLM. These vehicles
must be returned on request when that agency needs them. The rental vans are
not equipped with four wheel drive, snow chains, or enough cargo capacity to
carry equipment needed to complete projects. Most of the equipment must be
brought up in a chase vehicle that is borrowed and in very high demand among
the crews.
Southern California is very dependent on individual vehicles. Our communities
are very spread out and our projects take us many miles in different
directions. We need our own vehicles. The GSA has not delivered the vehicles
we ordered months ago. We have made numerous attempts to get them to give us
our vehicles. No attempts have been successful to date.
Education Team
Office space for our environmental education teams has been hard to come
by, we are still working on meeting our physical space requirements.
A personal computer is needed in order to make our handouts look
professional. Education Team Members will be required to create their own
programs which will entail handouts for teachers.
G) Primary training and technical assistance needs:
Crew Supervisors
Time management training (training scheduled for December 12)
Supervisory training (40 hour Basic Supervision scheduled for Feb 13)
Sexual Harassment Training (Planned, but not scheduled)
Gov't drivers license training (Planned, but not scheduled)
Computer CEO Training (Some training planned for week of Dec 12)
Personal Computer Training (Some training planned for week of Dec 12)
Chainsaw Training (Planned for Jan'95)
Crew Boss Certification (Planned for Spring '95)
Interpretation Training (Planned for Jan'95)
Environmental Education Training (Planned for Jan'95)
Crisis management Training (Planned, but not scheduled)
CPR and First Aid Training (Training scheduled for Dec 15/16)
Defensive Driving (Planned for Jan'95)
Members
Defensive Driving Training (Planned, but not scheduled)
Sexual Harassment Training (Planned, but not scheduled)
CPR and First Aide (Training scheduled for Dec 15/16)
Gov't Drivers License Training (Planned, but not scheduled)
Chainsaw Use Training (Planned, Jan'95)
General Forest Education (Planned, not scheduled)
Environmental Education Training (Training scheduled for Jan'95)
Interpretation Training (Training scheduled for Jan'95)
Fire Prevention Programs (Training planned for Spring'95)
Continuing Education in Tool and Equipment Use (On-going)
H) Media Coverage:
Media coverage is progressing. We have had articles in small town weeklies
that covered projects in their area. These articles give the "local angle" on
our program. Their focus was on the project, which was the rehabilitation of a
fire burned area near their community. They showed photos of our Members
carrying straw wattles to place on the slopes to prevent erosion. They talked
about the program's mission and its operations.
Another article, in a daily newspaper with a circulation of 90,000, focused on
our program and its Members more than the project. The article portrayed us as
a novel new program full of eager and giving young people that are very serious
about saving the environment. The reporter told us that he had met a few very
interesting and surprising people in our program. His article showed this,
profiling a few of our many Members. The article included these Member's goals
and motivations. It was a lengthy article as well.
The Governor of California's Commission on Improving Life Through Service has a
newsletter in which an article on the AmeriCorps, specifically our program,
will be included. Commissioner Clay Hage came to the opening week of our
program and gave our Members a talk on responsibility. He is our contact with
the Commission.
A news release about our program has been sent to the Pacific Southwest
Region's Newslog. The focus of the release was to introduce to the Region to
our program. A lot of our internal publics within the Forest Service do not
know anything about the program and a lot of others who have heard of it, are
very leary of it. Many think it is a program for the underprivileged or the
hopeless. They will see what and who we are. The issue is coming out sometime
before Christmas.
I) Other Creative Documentation:
Evaluation forms have been created for both Members and project sponsors. The
evaluation form for Members covers the basic information for each project such
as the objective, the location, the contact, the tools used, and the work
involved. It covers these areas so that each Member, who will receive a copy
of the completed form, can reMember the specifics of each project for resumes
and applications. It also covers how the Members feel about the project and
how much they got out of it for their future. For instance, Members evaluate
and record whether or not they were exposed to a new career field or to
anything that interested them as far as future studies. It also covers their
feelings on the logistical support, the safety precautions, the quality of the
work and the quantity of work.
The evaluation form for project sponsors will be included in a post-project
letter of appreciation for each sponsor. The letter will be a cover for the
evaluation that they will send back to us. The form asks about their
satisfaction with our work, our professionalism, and our attitude. It asks if
they liked us enough to recommend us to others, and to use us again.
Another document that has been created is a monthly newsletter for the San
Bernardino N.F. It has a standard format and is in the planning stages for a
third issue. Its primary function is to keep up good relations with our
internal publics on the forest that see us and work with us on many occasions.
A Member newsletter is now in the planning stages. It will be a conduit of
information from the staff to the Members. Anything they need to know about,
such as an upcoming training or anything they are interested in, such as
articles on some of their stated career directions, will fill the issues. Each
crew will know what the others are up to and also what is in store for them.
Hopefully, the Members will participate in it as well. Articles will be
solicited from the Members themselves on whatever they might want to
contribute.
Letterhead for our program has been developed. It has the national symbol for
AmeriCorps in the upper left hand corner. It is boxed in with lines that run
from the that corner to the right and to the bottom. It has "AmeriCorps"
written on the top above the line that goes to the right. It also has our
address and the Forest Service shield in the lower left margin. Our official
letters will be put on paper with this letterhead.
AMERICORPS/USDA QUARTERLY REPORT
Six Rivers National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
25/23. Six Rivers successfully recruited 120 applicants for our project. From
this applicant pool we hired 25 Members. Our crew composition is composed of
54% women, 54% minority, and 4 % handicap. The ethnicity of the group
represents 24% Native American, 12% Asian, 8% Black, 12% Hispanic, and 44%
white. To date we have 23 Members, two Members have been released. One Member
was released for compelling personal reasons, the other Member was released
from the program for cause.
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
To date enrollees have have performed 5466 hours of direct service and 1366
hours of training.
C) Any major staff or structural changes you have made:
To date we have made no major staff or structural changes. Our original
program format is working well with some minor adjustments. At the inception
of our program implementation, the Project Director worked with a recruiting
specialist to ensure that we obtained an applicant pool which was
representative of the general population and also to meet the objectives of our
recruitment plan which included targeting displaced timber worker families. As
noted in response A, we were able to recruit 120 applicants and meet our
recruitment plan objectives. Two weeks before the start of the program, we
hired a crew supervisor who had the requisite skills in order to lead and
direct a diverse group of AmeriCorps Members. This supervisor provides the
direction and supervision to the crew Members on all project work. In
accordance with our partnership arrangement, the College of the Redwoods
provides college level instruction and training during the course of project
work. AmeriCorps Members accumulate college level credit which leads to a
Natural Resource Conservation Technician Certificate. We also have an
assistant crew leader that is an AmeriCorps Member. This individual was
selected based on his ability to provide guidance and leadership in the
capacity of a crew leader. This Member is paid at higher pay rate in
accordance with AmeriCorps guidelines.
D) Progress towards meeting community service objectives:
In our original objectives we planned a strategy for community and economic
revitalization for our area by first developing a recruitment plan which
targeted the families of displaced timber workers. During the last few years
our locality has been economically depressed because of the decrease logging
activities which has resulted in a large unemployment rate for Humboldt,
Trinity, and Del Norte Counties. By being awarded an AmeriCorps grant we were
able to recruit family Members of displaced timber workers to be part of our
AmeriCorps project. Simultaneously we planned projects which support our
ecosystem management practices and to enhance opportunities for tourism and
recreation.
Fisheries - The projects which we have accomplished have given direct benefit
and will provide sustainable long term benefits to the communities. One of our
major projects was a fisheries/riparian/vegetation project on the Smith River.
Our AmeriCorps crew went through an experiential learning exercise whereby they
received college credit for an anadromous fisheries class and completing the
class by working on on a fisheries project. Under the direction of Fish and
Wildlife Service and the Forest Fisheries Biologist, they installed 16 instream
structures (large woody debris and boulders) to restore critical salmon and
steelhead habitat in the Smith River. Approximately .5 mile of anadromous
fisheries habitat was rehabilitated. This project required labor intensive
activity to anchored these structures. The benefit to the community will
hopefully result in an increase of salmon population which will in turn
stimulate community and also help to protect the salmon species.
Reforestation - The crew completed a reforestation project consisting of 10
acres of an old gold mine "waste' area to restore riparian vegetation, increase
wildlife habitat, erosion control etc. on Red Cap Creek. This activity will
benefit the community by supporting ecosystem management and public service
conservation.
Trail maintenance - The AmeriCorps completed 3.5 miles of trail rehabilitation
on the Little Bald Hills Trail. This trail is a major trail which connects to
the Jedediah State Park. This trail is used by recreationists using all-terrain
vehicles, horseback and foot traffic.
Watershed - Collection and processing of 15,000 willow cuttings for propagation
at the USFS Nursery for future riparian revegetation projects.
Intern Projects - One of the AmeriCorps interns is working on water systems
evaluation, water quality monitoring, and facilities design. To date we now
have a contract prescription for Panther Flat Campground. This campground is
utilized by many tourists and local community Members. This work is of such
high priority but yet underfunded that this project would have not been done
for several years without the AmeriCorps Program.
Other intern projects/assignments include the planning of environmental
education programs which will be conducted starting next quarter at a number of
the local schools. The sessions will cover the following topics and subject
matter:
Introduction to Six Rivers National Forest, Describe a national forest and
discuss recreational uses, Botanical and Wilderness Trails, and How to
tread lightly in the Forest.
Trees - Specific trees within Six Rivers, Importance of redwood and old
growth, Port Orford Cedar Alert, Aging Trees, Dead vs Live trees
Watersheds in Six Rivers NF: Identify the differences between rivers,
lakes, and creeks. Identify the watersheds of Six Rivers, Wild and Scenic
Rivers, Recreational Opportunities and uses of water, Restoration-fish
habitat/erosion control, importance of water and ground pollution.
Animals on the Forest: Food webs; How all living things depend on each
other; and discussion on wildlife safety and endangered species.
Fish: Fisheries in the Forest; Anadromous fish discussion; and Recreational
Opportunities.
How We can Help? : Reduce/Reuse/Recycle; Give a Hoot; and Smokey Talks
Intern and crew Members will also coordinate two fishing derbies designed to
provide a fishing and outdoor experience to school age children, many of these
children come from disadvantaged backgrounds who may never experience this type
of adventure.
One intern has completed a lobby display for the Supervisor's office and has
created a Forest display for the Eureka Chamber of Commerce's Pride of Humboldt
Room. She has also reformatted 3 different Recreational Opportunity Guides for
public use. This work will have direct effect on the public for tourisms and
educating the public about the Forest lands.
E) Primary accomplishments:
Development/Implementation of a diversified recruitment plan.
Development/Implementation of an effective relevant orientation and training.
Implementation of a unique community college level "work/learn" education
program.
AmeriCorps Members have participated in numerous volunteer/community service
projects (blood drive, senior center, tutors, etc.).
One of our Members has been selected through statewide competition to serve as
an Americorps Member on the California Commission on Improving Life Through
Service "AmeriCorps Member Ad Hoc Committee".
F) Primary challenges:
The primary challenge which the administrators have actively dealt with during
this first quarter is to implement the program and provide a well planned
orientation for the Members. We have also been challenged in planning and
coordinating project work because of weather conditions. We had to reschedule
on reforestation project because the heavy rains prevented the nursery to
obtain trees for planting. We feel our program is progressing well and the
AmeriCorps Members are successfully acclimating to the program.
Implementation of the Child Care portion of our project.
Integration of AmeriCorps Members into the Del Norte CCC Community.
G) Primary training completed and technical assistance need:
Training Completed during this reporting period:
Orientation which included:
Introduction to the AmeriCorps Program
Forest Service Orientation
Partnership/Collaboration
Sexual Harassment
Conflict Resolution
First Aid
Employee Assistance Program
AmeriCorps Program Responsibilities and Benefits
Other Training:
Team Building (Working together) (10 hours)
Proper and safe use of hand and power tools
Chain Saw Use and Safety
Defensive driving and License Certification (for designated Members)
Electronic Office Automation (Computer Use) offered to interns
The following classes are college level classes which were conducted and which
lead to a Certificate as a Natural Resource Conservation Technician:
This curriculum involves classroom lectures, examinations as well as forest
on-site laboratory training while accomplishing project goals.
Anadromous Fisheries Training (Aqua-Culture) (3 units)
Trail Construction & Maintenance (2.5 units)
Principles of Reforestation (1.0 units)
Leadership (1.0 units)
H) Media Coverage:
Our project received media coverage during the nationwide AmeriCorps Launch day
Activities. We had a number of representatives from State, Local and
governmental groups. Congressman Dan Hamburg sent a representative to speak.
Two local television stations covered our launch, as well as a number of local
newspapers. We have also published articles in the local newspapers outlining
our recruiting efforts and publicizing our AmeriCorps objectives (Copies of
newspaper articles, photos and video tapes will be sent). Our project is
fortunate to have as a Member an individual who has worked for CBS
Broadcasting, we are taking advantage of this Member's skills and abilities in
capturing many of the AmeriCorps Members experiences and program
accomplishments. Her accounts which are being documented in the form of
photos, video and written documentation will be used in the creation of an
AmeriCorps historical account.
We have also been fortunate to have been visited by a number of key program
supporters and leadership. The project has been visited by the State Director
of the California Conservation Corps, Redwood National Park Superintendent, and
Six Rivers National Forest Forest Supervisor. In addition, The Forest Service
Americorps Director, Lou Woltering visited the project in November. The USDA
Director for National Service, Joel Berg spent a day working side by side
AmeriCorps Members on a trail maintenance project.
I) Other Creative Documentation:
One of the greatest strengths of our AmeriCorps Project is the educational
component of the program. The program offers college level courses leading to
a Natural Resource Conservation Technician Certificate. This certificate will
qualify an individual to enter the natural resources and forestry fields at the
entry level. The curriculum is unique in that both class room and experiential
learning and experience is involved. This unique learning activity allows for
the Members to receive actual hands-on experiences and the application of many
of the academic principles gained in the classroom.
We have developed a number of different systems to keep track of
program/project accomplishments.
1. Each AmeriCorps crew Member is responsible for keeping a journal of
daily activities.
2. A project development form has been designed to assist and establish
project goals, standards and accountability for projects performed on the
forest.
3. Use of the CCC project documentation process (project evaluation,
completion reports, monthly worksheet, tailgate safety, etc.)
4. Each project completed will have a final report documenting the project
accomplishments, value associated, and other pertinent information
associated with the project. This report will be prepared in conjunction
with respective forest program managers.
5. Project completion - public notification.
AMERICORPS/USDA QUARTERLY REPORT
Rogue River National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
34 / 37
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
7448 / 2088
The number of education hours (28% of total) is slightly higher for the first
quarter due to the intensive 2 week orientation of new Members.
C) Any major staff or structural changes you have made:
We have added a full time Project Manager position to help organize and
facilitate all projects to be completed by AmeriCorps Members. One of the crew
bosses hired by our contractor (Northwest Youth Corps) resigned and will be
replaced as soon as possible.
D) Progress towards meeting community service objectives:
Campground enhancement: 230 trees planted in several campgrounds to restore
overused areas. A kitchen shelter originally constructed by the Civilian
Conservation Corps in the 1930's has been completely restored in the McKee
Bridge picnic area. 700 feet of old fencing has been removed and 900 feet of
new fencing has been constructed on the Applegate district.
Trail Maintenance: Over 13 miles of lower elevation hiking trails have been
reconstructed.
Timber Stand Improvement: Over 55 acres of second growth timber has been
pruned on the Prospect district. 2 acres of heavily wooded acres have been
released to promote healthier trees.
Fish habitat enhancement: 4000 manzanita bushes have been pruned. Branches
have been anchored in the Applegate Reservoir to improve native fish habitat.
E) Primary accomplishments:
One of our primary accomplishments was the completion of a nature trail at the
local elementary school. It was really great to watch the AmeriCorps crews
spend a day designing and constructing a trail to be used by hundreds of local
children. The students will be able to use the trail on a daily basis for an
outdoor educational experience. AmeriCorps Members decided to include a
special area designed to accommodate an entire class at one time. Members
created benches from old logs and placed them in a secluded area on the trail.
Instructors will be able to utilize the site for various activities such as
bird watching and story telling.
Another project that has been extremely successful is the restoration of fish
habitat in the Applegate reservoir. The Members worked extremely diligently to
carefully remove over 4000 Manzanita branches to be cabled to the lake bottom
to provide cover for native species of fish. The Members enjoyed seeing their
accomplishments and look forward to returning to the area in the spring.
Perhaps the most important accomplishment was the completion of the Star Gulch
facility. The Members are housed at "The Gulch", and the existing facility
required extensive restoration and expansion to accommodate the AmeriCorps
program. The Members were invited to help complete the construction of the
addition to the men's dorm and the dining hall. Watching them build their own
community and having hands-on experiences creating their living environment
have instilled an incredible pride and sense of accomplishment for all
Members. The Members not only learned important construction and planning
skills, but they were able to actually have a part in creating the community
that they will live in for the next 11 months. The "can do" attitude of this
project has carried over to all other projects performed by the AmeriCorps
crews.
F) Primary challenges:
The biggest challenge has been working with the 6 week deadline for hiring new
Members. Unfortunately, we lost 3 Members in the last 2 weeks. One Member was
encouraged to leave, but the other 2 are a great loss to the AmeriCorps
community. Both Members were leaders and well liked individuals. Difficult
personal family problems required the Members to quit the program and return to
their homes. I would like to replace these individuals with other qualified
adults, but I am unable to do that with the 6 week hiring restriction.
Another challenge has been the early winter and the EXTREME amount of snowfall
in the area! Many of the projects that could normally have been accomplished
during the early winter months have been delayed until Spring due to the amount
of snow. It has been quite challenging finding lower elevation projects to
replace the planned projects. Next year, I will make sure that I have
sufficient back-up projects in lower elevations!
G) Primary training and technical assistance need:
Partnerships have proven to be a vital part of the AmeriCorps program.
Additional groundwork and/or existing working agreements between other federal
agencies and city and county governments would be helpful. As the program
progresses, I hope to become more familiar with the agreement processes needed
to work with other agencies and organizations. It would also be helpful to
coordinate with other AmeriCorps sites and utilize agreements that are already
in place.
H) Media Coverage:
The media coverage has been excellent! The local interest in AmeriCorps has
spurred numerous stories on local television newscasts and in local and
regional newspapers. We have had one of the networks air two stories on
AmeriCorps highlighting the crews on the job site in the local communities.
The reporter is continuing the story with monthly updates on the progress of
work being accomplished by the Members. Another major network has also aired a
story on the camp. The Medford Mail Tribune (local newspaper) has been
supportive of the program since its inception. One of the executive editors
has followed the program for over a year, printing several full page cover
photographs of some of the crews. All publicity has been extremely positive. I
have been amazed at the support from the public. I always receive several
phone calls after a major story has appeared. An interesting note: all
publicity has been unsolicited. The only press release I have written was to
announce the beginning of the application process. I can hardly keep up with
the interest from local reporters. I need a full time Public Affairs person to
organize media field trips!
I) Other Creative Documentation:
The impact of the AmeriCorps program is far greater than work being
accomplished or public service in the communities. AmeriCorps is about growing
up and becoming a productive citizen in the community. One of our Members, a
20 year old male, is supporting a wife and four children. He has been on the
welfare program for 10 years and saw the AmeriCorps program as an opportunity
to get out of the welfare "vicious circle". He feels that the sacrifice of
time spent away from his family will be worth it in the long run. He does not
want his family to have to experience the same hardships that he has had to
experience. He has now completed his GED, and plans to use the educational
award to help him achieve his personal goals.
Another Member, a Native American female, is being portrayed as a role model in
her tribe. Her native tribe fully supports the AmeriCorps program, and wants
her to return to the tribal community after the completion of the program to
teach the importance of education. She will signify a "new generation of
Native Americans", bringing education back as a focal point in society.
AMERICORPS/USDA QUARTERLY REPORT
Fort Worden Camp
Olympic National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
38 /36
Note: Target is 32 Members.
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
Program began November 01, 1994.
9020 hours of direct service and 2160 hours in training
C) Any major staff or structural changes you have made:
None
D) Progress towards meeting community service objectives:
Objective is to maintain 150 miles of trail. The Members have completed 4 miles
of maintenance this quarter.
Objective is to rehabilitate 15 campgrounds. Members have completed
rehabilitation on 4 sites.
Objective is to complete handicapped access in 30 developed recreation sites.
Members have completed 6 sites this quarter.
Objective is to restore 2 historic sites. Members have completed restoration on
one site.
Objective is to survey habitat on 50 acres for T&E species. Members have
completed surveys on 700.
Objective is to install 3000 feet of fence. Members have completed 1500 feet of
fence installation.
Objective is to hand prune 130 acres. Members have pruned 20 acres this
quarter.
E) Primary accomplishments:
Members attended a two week orientation in which they participated in classes
had in the field training discussed safety issues and policies and were
certified in first aid and CPR. Members also attended AIDS awareness and blood
borne pathogen training. Approximately one third of the Members had never
attended a first aid or CPR class in the past. Members were trained in
leadership skills, team building and conflict resolution.
Members have completed a large amount of work for both Jefferson and Clallam
Counties. Members have replaced the shingle roof on two shelters which were
originally constructed by the CCC. These shelters are high visibility to the
public and achieved a real since of accomplishment for the Members. In addition
Members have completed a large amount of work in renovation of County
recreation facilities including trails, camp sites and fence. County officials
are very pleased with the high quality work being done by the Members. Members
are very enthusiastic about the trail maintenance work that has been done. Work
has been completed on both the Quinault and Quilcene Ranger Districts. This
enthusiasm was evident in spite of the adverse weather conditions with rain,
snow, cold temperatures, mud etc..
Members have formed an archives committee, a rules committee and recreation
committee to look at ways to make the residential program better. We are
looking forward to the suggestions from these committees.
F) Primary challenges:
The Members have a great desire to communicate with other AmeriCorps programs.
We have been unable to come up with a quality computer that will allow the
preparation of camp news letters or internet with other programs.
We are struggling with ways to balance the needs of the project on site
contacts with the needs and design of the program. This is an issue that is fun
to deal with but is time consuming. The reality is that there are some projects
that may not get done because they can not be fit into the program. The reason
it becomes more of a problem is because there is not shortage of project that
can be done by the crews. Competition to get projects on the schedule is keen!
G) Primary training and technical assistance need:
None
H) Media Coverage:
Highly favorable articles have been published in the Port Townsend Leader,
Bremerton Sun and the Port Angeles Peninsula Daily News. All articles have
spoken highly of the AmeriCorps program and the work being done by the Members.
I) Other Creative Documentation:
Members are working on a newsletter that will document what they are up to and
the human side of it all.
Members have documented all their work and activities through photos and
journals. Photos of Members "getting things done" would be available upon
request.
Special Note: Members of the local Port Townsend community have opened their
homes to Members who were staying at the Fort Worden Camp over the Thanksgiving
Holiday. All Members were invited to have dinner and spend the day with local
families. Several Members took advantage of this special opportunity.
AMERICORPS/USDA QUARTERLY REPORT
National Forests in Arizona
First Quarter Report
A) Number of Members enrolled at the end of quarter vs. number who enrolled at
the time of launch:
45 / 16
B) Total numbers of hours of direct service performed by Corps Members and
total number of hours Corps Members were education/training:
11,879 / 600
C) Any major staff or structural changes you have made:
None
D) Progress towards meeting community service objectives:
PROJECT
TARGET
COMPLETED
TRAIL MAINTENANCE
200 MILES
15 MILES
TRAIL BRIDGES
2 BRIDGES
CAMPGROUND REHABILITATION
25 SITES
10 SITES
CAMPGROUND MAINTENANCE
15 CAMPGROUNDS
3 CAMPGROUNDS
IMPROVE WILDLIFE HABITAT
6 TRICK TANKS
WILDLIFE HABITAT STRUCTURES
7 MILES FENCE
WILDLIFE HABITAT PROTECTION/
1000 ACRES
300 ACRES
IMPROVEMENT
RANGE FENCE CONSTRUCTION
5 MILES
.5 MILES
RANGE FENCE REMOVAL
15 MILES
2.5 MILES
RANGE WATERLOT REHAB
3 WATERLOTS
2 WATERLOTS
ROAD OBLITERATION
2 MILES
2 MILES
E) Primary accomplishments:
Getting the residential camp up and functional then relocating it three months
later has been a major undertaking and accomplishment in itself. The
recruitment of Corps Members has resulted in a diverse camp. Nearly all staff
are in place. The quality and quantity of work being completed has been
exceptional as evidenced by several documents to be faxed separately.
Crew supervisors initially provided by the Forest Service helped to get the
program going and was well received by all involved. Current crew supervisors
and Corps Members have evolved into cohesive units. The unique mobile
residential camp offered by the Arizona AmeriCorps program has provided the
opportunity to implement projects on the ground on a year round basis.
F) Primary challenges:
We have had a total of seven Corps Members drop out of the program since the
launch date. The primary reason is that the Members found the residential camp
setting difficult to adjust to.
Majority of challenges are related to starting up a new program, especially one
in which we have moved from the high country residential camp near Flagstaff to
the current location in southern Arizona at Sierra Vista. Operating a mobile
residential camp requires continuous logistical planning in order ot make
operational. Some basic administrative infrastructure components namely the
lack of a dependable phone system has been a continuing problem. Crew radios
are currently being borrowed from host units due to a backorder.
G) Primary training and technical assistance need:
Environmental education lesson plans for levels K-3, Grades 4-6, Junior High
and High School would be valuable tools in implementing a successful
environmental education program.
H) Media coverage:
Several media articles, which were previously sent to the Washington Office,
were highly favorable of the program.
I) Other creative documentation:
Video diary is being produced by the Arizona AmeriCorps to document
accomplishments. Each of the Corps Members is also keeping a journal and will
be developing a portfolio which will document accomplishment of program
objectives. Photo scrapbooks are also being developed. Selected photo's will
be forwarded when they become available.
12-15-1994 01:35PM FRUIT ADN DHCH MC
united States
Forest
Mormon Lake
4825 S. Lake Mary Rd
Department of
Service
Ranger District
Flagstaff, AZ 86001
(602) 527-3650
Agriculture
Date: November 28, 1994
Kr. Gary Burden
Program Manager
Team USDA Arizona-Americorps
Ft. Huachuca, Arizona
Dear Cary:
I would like to take this opportunity to express my feelings concerning my recent
involvement with the Americorps program. Since my introduction to human resource
programs in 1977 I've had many choice experiences. Characteristic of most
programs are nectic start-ups, varied projects, meaningful interpersonal
relationships with fine participants and a ocnse of sadness at good-byes. My
experience for the paet two or three months has followed a similar pattern. How
grateful I am for it.
It has been a delightful experience working with the corpumembers, yourself and
your staff. I believe I can speak for the Mormon Lake Ranger District and the
Coconino National Forest in extending to you our thanks for the many projects the
Americorpe crews were able to accomplish. Each week I witnessed a eloser and
more echedive group. They listened well, worked hard and received the benefit of
knowing they did needed work to a high quality standard. Truly growth was taking
place for all of NR.
I was privileged to work with your crews on several fence projects involving both
construction and removal. Additionally, we worked together on some site
rebabilitation and trail projects.
I wish you personally and each member of your program my sincere best wishes for
a successful tour at Ft. Huacbuca. I look forward to seeing you back at Camp
Navajo in the Spring.
Sincerely,
DAVID R. MICHAEL
Coconino work supervisor
P.2/4
DEC 19 '94 10:34AM USDA FOREST SERVICE R3
12-15-1994 01:36PM FROM HSN BHCH HC
10
18-00-1554 FRUS'S CHKC K.U.
IU
8.00
United States
Porest
Kerun Lake so
4825 S. Lake Mary Rd
Department of
service
Flagetsff, as 86001
Agriculture
Date: November 28, 1994
To: Americorp
Dear Americorg Crows:
I personally want to take this opportunity to express my gratitude and deep
apprectiation for the work your arew accomplished at the Palatki
cliff-duelling complex in sedona. He had some trails constucted by
contractor's in 1993 and they wore already exhibiting wear and tear and
trospass of now trails was occuring at an alarming rate. The stow that
worked at Palatki not Daly repaired the existing trails, they upgraded them
in the bad aross and in sensitive areas as wall as obliterating trails and
disguising then in s sensitive and affective anner. The job they did looks
terrific and I am very impressed by their work wthie and the professionalism
and commitment that they shound on this project. I was delighted to meet
with the crow and I was particularly impressed with their comments and
questions after I showed than the rock art on the site. I think this is a
terrific program and I hope to have another chance to work with Americorp in
the future.
I wish I could thank each and everyone of the crev personally.
Sincerely,
Marietta A. Davenport
20ne Archaeologist Sedona/Normon Lake
D/E'd
DEC 19 '94 10:35AM USDA FOREST SERVICE R3
AMERICORPS/USDA QUARTERLY REPORT
Bienville National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
20/2
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
4,800/900
C) Any major staff or structural changes you have made:
This quarter we have made no staff or structural changes in our program
D) Progress towards meeting community service objectives:
Objective #1 is red cockaded woodpecker midstory work. The Members will begin
work on this objective next quarter.
Objective #2 is brushing, replacing board walkways, replacing signs and adding
clay-gravel to 1.8 miles of footpaths on the Bienville Scenic Pine Trail. The
Members have completed 1.8 miles of light brushing.
Objective #3 is heavy brushing adding clay-gravel to path and signing the 23
mile Shockaloe Horse Trail. The Members completed 19 miles of heavy brushing
and adding clay-gravel to low areas.
Objective #4 is road maintenance. The Members are constantly performing
regular road maintenance.
Objective #5 is timber stand improvement. The Members will begin work on this
objective next quarter.
Objective #6 is recreation maintenance and improvement. The Members have made
numerous repair to water leaks and filled dirt around outdoor Sweet-Smelling
toilets.
Objective #7 is 10 acres of wildlife habitat improvement. The Members
developed food plots by seeding and planting desirable grasses on approximately
five acres.
E) Primary accomplishments:
The Corps was able to obtain a satellite facility from the Scott County Board
of Supervisors for a Dollar per year. All of the Members participated in the
renovation of the old justice building. The Members repaired and painted the
building. One of the major projects performed at the building was the
installation of concrete sidewalls to the exterior doors. See Item #3
The Members attended a two-day training with the Mississippi commission on
National and community Service in Jackson, Mississippi. During this time the
Members participated in workshops dealing with team building cultural
diversity, and conflict resolution. The Members also received an orientation
and training session from the Mississippi Forest Service.
The work on the community service objectives is moving along smoothly. Since
most of our work has already been formatted for us, we have been able to
progress on several projects.
F) Primary challenges:
Three Members decided the program was not suited for them. Subsequently, they
resigned from the program. They were replaced and the Corps is again operating
with a full team of 20 Members.
More written communications between all parties involved in AmeriCorps is a
must.
G) Primary training and technical assistance need:
We are still having trouble with our knowledge of the Forest Service as well as
working in the Forest. It would be beneficial to us to get Foresters, Wildlife
Biologists, and Rangers to speak with us about their experiences in the
Bienville National Forest. Also videos on Forestry would help us learn more.
H) Media Coverage:
This article ran in the Scott County Times on November 30, 1994.
I) Other Creative Documentation:
Item 1 is a copy of our "HARD CORPS CHALLENGE" Agenda. HARD CORPS CHALLENGE
was a two day outing that taught the Members about team work, conflict
resolution, and togetherness. The Greater Jackson Youth service Corps also has
in operation a second USDA Project/Corps, an Anti-Hunger Corps. The two Corps
met and were engaged with numerous projects that broadened their diversity and
really put meaning to the AmeriCorps Philosophy.
Item 2 is a copy of a project Area Map.
Item 3 is a picture of the USDA/AmeriCorps building before renovation.
Item 4 is a picture of the USDA/AmeriCorps new sign which received much praise
and support from the area residents.
P.05
DEC-15-1994 10:59
117:
601 347 1305 PO2
21 02:00 E031 FINED .....
ITEM 1
AMERICORP HARDCORP CHALLENGE
SCHEDULE OF EVFNIS
THURSDAY NOVEMBER 10, 1994
9:00 A.M. - CONTINENTAL BREAKFAST AT PUBLIC LAND BUILDING
9,45 A.M. - ABRIVE AT POOSLVELT/CHECK-IN
10:30 A.M. - ORIENTATION/IUTRODUCTIONS
11:00 A.M. - OTHDOR SAFETY TRAINING CLASS
12:00 A.M. . LUNCH (ROOSEVELT PROVIDES)
1:00 P.M. - CHALLENGE ! CTRAIL BLAZING EXERCISE)
5:00 P.M. - PARBEQUE CHICKEN COOKOUT (AMERICORES PROVIDES)
6:00 F.11. - FREE TIME ACTIVITIES (PASKEIPALL & GOOFY GOLF)
7:00 P.M. - SOFTBALL TOURMAMENT
10:00 P.11. - CAMPEIRE you int
12:00 P.M. - LIGHTS our
FRIDAY NOVEMBER 11, 1994
7:00 A.M. - BREAKFAST (ROUSEVEL) PROVIDES)
8:00 A.M. - SCAVENGER ПОМГ 14 I'FR TEAM)
11:00 A.M. PROBLEM SOLVING/TEAN BUILDING EXERCISE
12:00 A.M. . BAG LUNCH (AMFRICORES PROVIDES)
12:30 A.M. . GOOFY COLF TOURNAMENT
2:00 P.I. MRAF-UP SESSION/IHANY YOU
DEC-15-1994 10:59
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GETTING THINGSDONE
AMERICORPS
ITEM 4
AMERICORPS/USDA QUARTERLY REPORT
Green Mountain National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
The GMNF AmeriCorps team starts in January, 1995. We are actively
recruiting Corps Members during this preoperational first quarter.
Currently, we have made 14 Corps Member offers - 12 accepted, 1 declined,
and 1 is trying to work out an apartment lease situation. The Corps
Members range in age from 18 to 53 years old, and in education level from
high school to master's degree.
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
The GMNF AmeriCorps is operational starting January, 1995
C) Any major staff or structural changes you have made:
Both of the Crew Leaders were hired. They have master's degrees in
Environmental Studies and strong leadership, teaching, and conservation
field experience.
An agreement was reached between the Vermont Youth Conservation Corps and
Green Mountain College to utilize college facilities as the AmeriCorps
residential site. (Explained in detail in the cover letter)
D) Progress towards meeting community service objectives:
The GMNF AmeriCorps is operational starting January, 1995
E) Primary accomplishments:
Camp Director, crew leaders and most of the Members have been selected.
F) Primary challenges:
The GMNF AmeriCorps is operational starting January, 1995
G) Primary training and technical assistance need:
GMNF AmeriCorps is operational in January, 1995.
H) Media Coverage:
The GMNF AmeriCorps program is operational in January 1995. However, we
have already been evaluated and labeled as one of the countries exemplary
AmeriCorps programs by an evaluator from the Corporation for National and
Community Service.
I) Other Creative Documentation:
GMNF AmeriCorps is operational in January, 1995.
AMERICORPS/USDA QUARTERLY REPORT
White Mountain National Forest
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
The White Mountain AmeriCorps program will begin on January 14, 1995. We are
in the process of gearing up, hiring crew leaders and AmeriCorps participants.
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
We have made offers to 22 individuals and will be making more offers to reach
our target enrollment of 32 over the next two weeks.
C) Any major staff or structural changes you have made:
Rebecca Oreskes continues to be the White Mountain National Forest AmeriCorps
Program Director. Our partner, the New Hampshire Conservation Corps, has hired
Bryan Yeaton to be the Project Director.
D) Progress towards meeting community service objective:
Not yet applicable.
E) Primary Accomplishments:
Not yet applicable.
F) Primary challenges:
Recruiting for racial diversity in an area that remains mostly white;
discovering that our program is very likely to be a one-year program;
discovering that 20% of our program is now unfunded because it spans into FY
'96.
G) Primary training and technical assistance needs:
We are currently cooperating with the NH AmeriCorps Commission to participate
in state-wide training for AmeriCorps.
H) Media Coverage:
N/A at this time.
I) Other Creative Documentation:
N/A at this time.
AMERICORPS/USDA QUARTERLY REPORT
Northeastern Area (Minnesota & West Virginia)
Rural Development Program
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of the launch:
Minnesota
10/10
West Virginia 7/6
B) Total number of hours of direct service performed by Members and total
number of hours Members were in training:
Minnesota
4431/1384
West Virginia 2953/672
C) Any major staff or structural changes:
None
D) Progress towards meeting community service objectives:
Objective 1: Inventories of 6 community forest resource inventories
completed. Plans for community windbreaks and funding options underway.
Objective 2: Communications tools, assessment procedures and devices, necessary
preliminary research, identification of candidate organizations and industries
completed, inter-organizational relationships developed. "Field work" due to
commence within two weeks.
Objective 3: Same as objective 2 above.
Objective 4: Leadership training provided to 20 people to date. Planned
conferences in tourism development leadership practices planned for March or
early April should nearly fulfill this objective.
Objective 4: Same as Objectives 2, 3 above
Objective 5: To date, 25 environmental education presentations have been made.
E) Primary Accomplishments:
All the Members in Minnesota and West Virginia have received a weeks training
in community economic development and leadership training. This training was
offered by the Heartland Institute from Lincoln, Nebraska. Both WV and MN
Members have received training in teamwork, Aids awareness, basic citizenship
and rural sociology, program rules, diversity, and sexual harassment. In
addition, MN Members have also received training in time management,
overpopulation and its implications for rural economic development,
Meyers-Briggs Personality profile, training on tourism development, "how to"
effectively use the media, and detailed training on the forest products
industry in Minnesota and its evolution.
Electronic communications using the Forest Service DG system has been
established, and Internet linkages should be on-line within a month for both MN
and WV. A system for doing electronic searches for information relating to
community/forest based economic development has been established. Information
concerning the "how to's" of conducting natural resource based economic
development and various other reference materials has been distributed. Weekly
conference calls and written reports on Member activities/challenges have been
on-going since program inception. Since most of our Members have been placed
with individual community or regional economic groups, I will list some of
their individual accomplishments:
- A survey of the technical assistance, technology, and training needs has
been developed for the Wood Technology Center in West Virginia. This
survey is being administered in order to find out what services are
needed (customer driven approach) by the forest products industry in
order for them to engage in more value added processing.
- The Barbour County Economic Development Authority is using their Members
time to implement a business retention and expansion program. Nine
presentations have been made to industry/business/community groups
describing program objectives. The Member is taking the lead on the
production and distribution of a monthly letter that is distributed to
business, government, and community leaders throughout the county that is
intended to improve dialogue, link communities together, and provide
funding opportunities, etc. Two issues have been released to date.
- A Member placed with the West Virginia Division of Forestry has been
instrumental in the development of a computer program that will soon be
shared with small business owners that will allow them to calculate costs
of producing various materials. The long term implications are that this
information can be used to make decisions on whether it makes economic
sense to invest in equipment that will reduce the use of natural
resources and energy. Once completely developed, the Member will be
assisting users with learning how to use its functions.
-
A Member placed with the Wes Min & Prarie County RC&D's has developed a
public access TV show that explains a project being conducted by the
RC&D's to promote the development of a bio-fuels program in cooperation
with the US Dept of Energy. Plans are to plant hybrid poplar on lands
which have been part of the Conservation Reserve Program of the Dept. of
Agriculture. Funding for the CRP program is scheduled to end soon.
Planting these trees for the production of bio-energy or fiber can assist
farmers avoid the need for re-planting these lands to crops (and avoid
serious downturn in crop prices as the result of overproduction). This
public access tv show is intended to communicate the benefits of this
program to local farmers.
-
A project that the author considers could be a "landmark" AmeriCorps
program involves three organizations in Central Minnesota. The Central
Minnesota Initiative Fund (who is a "subcontractor" to some of the
largest foundations in the country), and two regional economic
development groups are working with the US Forest Service to assess
what must be done by foundations, state/local/federal governments and
educational institutions, industry, and financial institutions to
encourage the sustainable development of Minnesota's forest products
industry. Initially, much of the early work on this project
involves
contacting communities to get THEIR definition of sustainability,
surveying the financial community to better understand their apparent
aversion to lending for capital improvements, assessing the needs of
industry in regards to technology and technical/financial assistance,
and researching previous work in regards to environmental impacts. The
long term goal of this project is to communicate the results of this
assessment to communities, legislators and those organizations listed
above to develop support for a coalition who would cooperate to ensure
that Minnesota has a sustainable future.
- Working with the River Bend Nature Center, one of our Minnesota Members
has made presentations to 10 different community groups and organizations
to stimulate awareness and use of the Nature Center by tourists. This
Member has also been instrumental in assessing the recreational interests
and needs of this group in order to develop programs that fit their
interests.
In consideration of time/space limitations, I will not report on all
accomplishments. All organizations are active, although some are moving at a
faster rate than others. Three or four of the organizations could be
classified as still doing preliminary work, and therefore concrete results have
yet to have occurred.
F) Primary Challenges:
The primary challenges faced are:
1) Inexperience of Organizations. A few of the organizations have little
experience in natural resource based economic development. Although
they know they need to engage in it (most are located in heavily
forested areas), many have little experience in the "how tos." Two of
the organizations are located in areas of severe economic distress and
have the potential to make a difference, but do not have the
organizational resources/capacity to move decisively. We have found
that we spend a lot of our time intensively assisting these
organizations to get them "up to speed".
2) Inexperience of Members. I would consider all of our Members to be
bright, articulate, organized, and committed to AmeriCorps ideals.
Although the tasks they have been given are well within their abilities,
some have been what could be called "paralyzed with fear." Coming from
an academic setting, for some this is their first job experience.
Though they have the talents to answer many of their own questions, lack
of confidence/experience has made it necessary to spend an extraordinary
amount of time with them to ensure they feel safe and empowered. Some
of the organizations they work with have been helpful, although their
time is limited due to other obligations.
3) Unresponsive Media. Although we have gotten some good press coverage,
many of the small town newspapers have been unresponsive in running
press released submitted to them by our Members. We are in the process
of developing a new strategy to engage these papers and have intentions
of aggressively implementing it in the coming quarter.
4) Time Constraints. Since all of us (in the country) got involved with
AmeriCorps late in the game, their have been way too many things to do
in a short time. Like most, this is "double duty" for us, being in
addition to other regularly assigned duties. Our organization is small,
and we had little "slack capacity" before AmeriCorps came along.
Helping the organizations develop their programs, addressing the
problems mentioned above, dealing with a multitude of administrative
matters, coping with budget uncertainties (reallocation of dollars), and
trying to keep up with electronic mail messages and reporting
requirements has far exceeded our organizations capacity. Hopefully
things will settle into place soon so that all of us can get a much
overdue rest.
G) Primary training and technical assistance needs:
None
H) Media Coverage:
Minneapolis Star Tribune - Sept 13
Charleston Gazette
- Sept 13
Fairbault Daily News
- Oct 23
Mille Lacs Messenger
- Nov 26
Central Min Init Fund
- Oct. '94
Bemidji Pioneer
- Nov, '94
The Barbour Democrat
- Sept '94
Preston Publications
- Sept 94
An informational piece describing AmeriCorps goals, activities, and general
information was sent to 500 cooperators/potential partners.
I) Other creative documentation:
A media scrapbook, slide presentations, and video archives are being
developed to document "The AmeriCorps experience".
AMERICORPS/USDA QUARTERLY REPORT
4 -Cornors Rural Development Program
Utah
First Quarter Report
A) Progress toward meeting community service goals:
The Utah portion of the AmeriCorps program is just beginning to get off the
ground. At this point we have not made significant measurable progress toward
meeting our goals. Our Members have been on board for 1 to 4 weeks and have
spent their time getting acquainted with the area, meeting key individuals
involved in community and rural development, reading information about the
area's culture, economy, geography etc. From a management perspective, I have
been overwhelmed trying to get adequate office space, equipment, vehicles,
housing, work plans, etc. in place for the AmeriCorps Members. Once the
logistical details are worked out, we will focus on progress toward the overall
goals of the program.
B) Number of Members enrolled at end of quarter vs. number enrolled at launch:
At launch: none
At end of quarter: 3 for Castleland RC&D (SCS)
2 for the Forest Service with a third accepting the
remaining vacant position (agreeing to start service in
January, 1995).
In Utah the Forest Service and Soil Conservation Service programs are being
managed jointly. This report applies to both agencies.
C) Total number of hours of direct service and performed and number of hours
in training:
Hours of service: As of December 1, 1994 (for 5 people representing Forest
Service and SCS) -- 698
Hours of training: As of December 1, 1994 -- 310 (including AmeriCorps
regional orientation, individual orientations and on-the-job training).
D) Staff or structural changes made:
The only major change in our project is the combination of the Forest Service
and SCS AmeriCorps programs. In order to reduce duplication of effort and to
ensure that the AmeriCorps Members are working on locally identified and driven
projects, the two agencies agreed to manage the program jointly. Details of
this arrangement are available if desired.
AMERICORPS/USDA QUARTERLY REPORT
4 -Corners Rural Development Program
Colorado
First Quarter Report
A) Number of Members enrolled at end of quarter vs. number who enrolled at the
time of launch:
Enrolled at beginning of quarter 0
Enrolled at end of quarter
2
Third Member will be on board within a week.
B) Total numbers of hours of direct service performed by Members and total
number of hours Members were in training:
Hours of direct service
280
Hours in training
65
C) Any major staff or structural changes you have made:
None
D) Progress towards meeting community service objectives:
In terms of fully implemented projects, the progress is just starting to
show. With the enthusiasm and support that the partners, the communities,
and the Members are showing, the progress will really pick up in the second
and third quarters.
Great progress on networking and building relationships with communities
and partners.
E) Primary accomplishments:
For the Four Corners Project as a whole:
1.
Pulling together of the Interagency--USDA Team that planned and
implemented the initial stages of the Four Corners project. This was
a remarkable feat, since it involved over 5 different USDA agencies
and over 20 different agency offices in the Four Corners area. This
was not only remarkable it was a pleasure to work with the group in a
seemless/boundaryless fashion.
2.
An outstanding Orientation that involved all members and sponsors from
the Four Corners area. The end result was a strong Team commitment on
a Four Corners basis, a lot of new networks, and a desire to work
together and help each other out for the benefit of the communities.
For SW Colorado and San Juan NF:
1.
Development of new contacts with groups, agencies, and governments in
the Four Corners and particularly, southwest Colorado.
2.
One Community Action plan has been updated already.
3. A lot of enthusiasm and support from communities and partners. They
are already expressing strong desire to continue the program in 1996.
4.
A lot of preliminary research of historical records in order to
synthesize what the values, cultures, and issues have been in this
area. These will be combined with same information that is developed
in ongoing community planning processes to give a multi century
perspective of culture and values.
F) Primary challenges:
1.
Communications between the CNCS and our field units. Without a doubt
this is the biggest challenge and frustration, so far. Information
leaving CNCS goes through the Department to at least four agency
offices in Washington DC, then to at least 15 agency regional or state
offices, then onto at least 15 more agency field offices. Then, those
at the field level compare information to see if it is the same,
discuss it with our Four Corners Team USDA Project Coordinator, and
collectively decide how to deal with it. Then we pass the
information back through the channels which includes at least 34
different offices.
The Agency field personnel recommend that communications go directly
to the Four Corners Team USDA Project Coordinator. He can disseminate
the appropriate information to the field contacts. One unified
response from the Project goes back to the Department. Copies can be
distributed electronically to all the agency offices that want to stay
abreast of the project.
2.
Establishing strong contacts with Universities in the recruiting
process. Some of it was done by mail and phone calls. Would
recommend more personal contacts and on site visits in the future.
G) Primary training and technical assistance need:
Technical assistance of linking all the field offices with compatible
electronic communications systems, or hands on training in how to use what
we have more effectively.
Hands on, user friendly training in what telecommunications tools are
available and how to use them more effectively.
H)
Media Coverage:
Newspaper and radio coverage of Project during kickoff and for our
recruiting.
TV and Newspaper coverage of the Orientation.
I)
Other Creative Documentation:
None