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AmeriCorps DC Latest [2]
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AmeriCorps DC Latest [2]
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Records of the Office of National Service (Clinton Administration)
AmeriCorps Files
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FOIA Number: 2013-0661-F
(3)
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:
24231
FolderID:
Folder Title:
AmeriCorps DC Latest [2]
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Section:
Shelf:
Position:
S
66
1
3
2
The narrative should be organized as follows:
List the training events and other activities that were completed in accordance with
your training and technical assistance plan, including those planned jointly with the
corporation state office and state education agency. For each, include, as appropriate,
a brief description of any effective practices and lessons learned that you think would
be of benefit to other corporation-funded programs.
List the activities you had planned, but were unable to complete. For each, briefly
explain why the activity was not conducted and describe the alternative activity, if
any.
For the training and technical assistance services provided, whether planned or in
response to emergent needs, identify each provider used; indicate whether it was a
national, state or local provider; and list the topics addressed.
Describe the means used to evaluate training and technical assistance services, and
indicate how programs rated the services of the local, state and national providers,
respectively.
Identify the extent to which traditional volunteer associations and centers were
involved in and/or supported your training and technical assistance activities.
V. DISABILITY FUNDS
Disability funds are provided for the purpose of including people with disabilities in AmeriCorps
programs. The funds must be used to support the outreach, recruitment, and reasonable
accommodation of people with disabilities. The allocation of these funds to commissions is
based upon the number of AmeriCorps* State competitive and National Direct members within
the state. The statutory prohibition against the use of disability funds in formula programs or
other national service programs remains and cannot change unless the statute is amended. This
year, state commissions must include their disability plan as part of the administrative
funds application. The disability plan includes progress made, challenges faced and next year
plans. The progress report that commissions submit with their spring program application will
include a mid-year report on disability issues.
Commissions must account for their disability funds separately from their administrative and
Program Development Assistance and Training funds. For those commissions that will submit a
budget and budget narrative before September 30, 1998, the disability plan narrative is all that is
required for submission with the administrative plan. If a commission did not submit a budget
earlier, it may include a budget and budget narrative with the disability plan. There is no specific
115
form. The budget and budget narrative should specify how disability funds will be used for
outreach and recruitment, training and technical assistance, and reasonable accommodation.
A. Allowable Activities
Because disability funds are specifically targeted to inclusion of persons with disabilities in
AmeriCorps programs, all uses of the funds must be directly related to that objective. In
general, this means the funds can be used to:
pay for reasonable accommodations for AmeriCorps* State competitive and National
Direct AmeriCorps members;
develop materials in alternative formats;
hire consultants to assist with outreach, recruitment, training, and technical assistance;
sponsor meetings for outreach and training purposes; and support other costs associated
with outreach and recruitment, review of reasonable accommodation requests, or
retention of people with disabilities.
Commissions may choose to conduct some activities for outreach, recruitment and training
on a statewide basis and may retain funds in the commission budget or may subgrant funds
to AmeriCorps programs for these purposes. The only funds that must remain for
allocation at the commission level are those for reasonable accommodation.
B. Instructions for the Disability Plan
Provide a narrative that includes the information requested below. In addition, provide the
name of the designated Disability Coordinator, the commission staff person responsible for
overseeing the disability initiative.
PROGRESS TO DATE
Describe training and technical assistance provided to AmeriCorps programs concerning
outreach and recruitment of persons with disabilities, reasonable accommodations, and
program responsibilities related to disability requirements. Report on the Commission's
outreach to disability organizations to inform them of AmeriCorps, and to develop a
network to consult on disability issues or requests for reasonable accommodations.
Describe any outreach and recruitment of people with disabilities performed by the
commission. Supporting documents might include materials which have been developed
for outreach and recruitment, a description of any materials disseminated in alternate
formats, and materials sent to programs.
Provide a summary of reasonable accommodation requests and their resolution. Indicate
the following: number of programs requesting reasonable accommodations; amount spent
on these requests and the percentage of disability funds it represents; number of people who
116
received reasonable accommodations and the type of reasonable accommodations provided;
and reasonable accommodations provided at little or no cost.
CHALLENGES
Describe the challenges faced over the last year as the commission implemented its
disability plan.
PLANS FOR 1999
Describe plans for assisting with outreach and recruitment of persons with disabilities, for
processing reasonable accommodation requests and for providing training and technical
assistance to programs. Include plans to notify AmeriCorps* State competitive programs
and National Direct operating sites of the availability of reasonable accommodation funds
and the process to apply for these funds. Describe plans for the commission's continued
development of a disability network.
Describe strategies the commission will use to monitor programs to ensure compliance with
outreach and recruitment of persons with disabilities, program accessibility, responsiveness
to reasonable accommodation requests and retention of people with disabilities as
AmeriCorps members. This includes monitoring program outreach materials, applications,
policies, and practices.
117
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118
APPENDIXES
(INCLUDES FORMS
AND INSTRUCITONS)
APPENDIXES
This page is left blank intentionally.
120
Appendix B
Role of State Commissions
Functions in boldface type are requirements for Commissions
All Commissions must have systems and procedures in place that allow them to accomplish these
specific responsibilities
Functions not in bold type are other important functions of Commissions necessary to longer-
term strategies for support and enhancement of community service that can be phased in as
Commissions gain experience and capacity.
Administrative Functions of the Commission
Commissions must develop a solid infrastructure capable of selecting and supporting high
quality national service programs and managing Commission activities. They need to have a
well-functioning Commission board and staff with appropriate skills and experience to
administer an organization and manage its programs. They need policies and systems in place
that ensure accountability and continuous improvement.
1. Commission Board and Staff
Maintain a fully-constituted board with an appropriate structure to carry out its
functions
Maintain a staff of appropriate size and skill to carry out commission responsibilities
and activities
2. Administrative Systems
Maintain appropriate financial management systems to disburse funds and track
commission and program expenditures according to legal and grant requirements
Manage an appropriate process to review and select quality national service programs
within the state
Ensure timely and accurate reporting including such items as Financial Status
Reports, Member Enrollment and Exit Forms, and Progress Reports
Ensure that programs have established systems to provide for and track Member
121
health care needs and eligibility of Members for child care assistance
Identify needs and develop and submit annual applications for Corporation Program
Development and Training funds, national service program funds and disability funds
3. Continuous Improvement
Analyze and assess commission performance candidly and accurately
Develop and maintain a process of continuous improvement for both commission activities
and national service programs in the state
Identify needs and develop recommendations for technical assistance for the commission
Support to National Service Programs
The second major responsibility of state commissions is to support local programs and work with
them to ensure they are high quality. Commissions will be evaluated on the quality of both their
formula and competitive programs. Commissions monitor and evaluate programs to ensure they
comply with legal and grants requirements, are progressing well towards meeting program
objectives and have high quality service projects and management systems. Commissions
formulate training and technical assistance strategies and design activities that move the state
towards its vision of national and community service.
1. Monitoring and Evaluation
Oversee programs to determine the quality of their operations and systems
Ensure that programs comply with legal, reporting, financial management and grant
requirements
Review audit reports on programs and ensure that programs take appropriate and
timely action
Work with programs to develop appropriate program objectives that are outcome-
based and track progress toward those objectives to ensure high quality service
activities.
Provide feedback to programs and take appropriate action to ensure follow through
on issues
Ensure high quality support to and management of members
122
Ensure that programs develop and use impact evaluation systems
Help programs conduct activities that instill an ethic of service
Ensure that programs develop and use continuous improvement systems
2. Training and Technical Assistance
Conduct initial and on-going needs assessments of AmeriCorps State/National
programs: broker or provide training and technical assistance for national service
programs to meet identified needs and other requested assistance
Help programs identify and access local and national training and technical assistance
resources
Ensure that programs attend appropriate Corporation training activities
Coordinate program development and training activities and technical assistance activities
with the state educational agency and other state and federal entities supporting national
service programs
Assist programs with recruitment and placement of members
3. Communication
Disseminate key information to AmeriCorps programs
Maintain systems for gathering and disseminating information
The Larger Role of State Commissions
The third major responsibility for state commissions is to develop and communicate a statewide
vision of service and foster an ethic of service and volunteering throughout the state. That vision
should incorporate all components of AmeriCorps (VISTA and NCCC as well), Learn and Serve
America, the Senior Corps, and the larger volunteer community. It can do so by coordinating the
different service programs and fostering partnerships between Corporation for National Service-
funded and other service and volunteer activities. Commissions need to build long-lasting
relationships with corporations, foundations, the media, and state agencies that translate into high
quality service projects, effective collaborations, funding support, and public support for national
and community service.
123
1. Ensure Sustainability
Secure matching funds for the state commission administrative grant
Ensure support for service programs and activities from the private sector, including
businesses and foundations
Ensure long-term support for national and community service activities in the state
Develop and maintain state and local government support
2. Build a solid infrastructure
Develop and maintain partnerships and other mutually supportive relationships
among Corporation programs and other traditional service programs,
Initiate and maintain efforts to establish close working relationships with the Corporation
state office, including making recommendations regarding priorities for VISTA and Senior
Corps programs
Develop and maintain avenues for communication and collaboration with state agencies
and state initiatives, particularly involving volunteer service and federally-funded
community service
3. Conduct Outreach and Develop the Ethic of Service
Through an inclusive process, develop and implement a non-partisan and non-
political state plan, including a state vision for national and community service
Initiate and maintain efforts to develop a shared identity among Corporation-funded
programs and among members serving in those programs
Develop and maintain widespread, high public awareness of service and volunteer
programs, especially in communities where Members are performing service
Build relationships with the traditional volunteer sector, the non-profit sector, business and
foundation communities
124
Appendix C
COMMISSION INFORMATION UPDATE
1. Check one: Is the board:
a Commission?
an Alternative Administrative Entity?
2. Is the Commission a: (check one)
501 (c)(3)
Government Agency
Part of the Governor's Office on Volunteerism
Other (briefly describe)
3. List the Commission members, by name, their terms of service and the required slot they
represent. (Attach an address and phone list to this form)
125
COMMISSION INFORMATION UPDATE
4. Describe any changes in Commission membership during 1998.
5. Does the Commission currently have the required member slots filled? If not, which slots are
currently vacant?
6. How many meetings did the Commission hold last year and at how many was a quorum
present?
126
Appendix D
Instructions for Administrative Funds Forms
A. Title Page
(1) State Commission Name
Complete all of the information requested. The executive director should be the
individual who can answer questions Corporation staff may have about the
commission and its application for administrative funds.
(2) Administrative Funds
Transfer the total budget request from the budget forms.
(3) Program Development Assistance and Training Funds
Transfer the total budget request from the PDAT form.
(4) Commission Certification
Enter the name, title, and phone number of the commission member or staff
person who has the authority both to commit the organization to accept federal
funding and to execute the proposed project. Submit the original ink-signed form
attached to the first copy of the application. Two additional copies of all the
required documents must be returned with the original documents.
B. Administrative Funds Budget and Budget Narrative Instructions
The budget should include new funds requested as well as those unexpended funds
that will make up the 1999 budget. Each state commission's detailed line item budget
and budget narrative should be attached to the commission narrative. The budget
narrative should be organized in the same order as the budget form and clearly
identify the requested Corporation share and the state commission share. The budget
must cover a twelve-month period and should indicate the proposed grant start and
end dates.
The narrative must be completed for funds requested from the Corporation and for
state/local and private funds. It should show whether the state commission share is
in-kind or in-cash and the sources that provide the match. For each line item
contained on the Budget Form, a full explanation must be provided in the budget
narrative that shows how the cost was calculated, in an equation format where
appropriate. For example, staff and commission member travel should be broken
down into discrete components, then equations prepared showing the number of
anticipated trips, the number of travelers, and the estimated costs.
127
Travel
# Commission Members X (# days x per diem) + mileage (# miles X cents/mile) =
# Staff members X (# days X per diem) = mileage (# miles x cents/mile) =
Commission Members + Staff Travel + Others = Subtotal B
Any equipment unit cost over $1,000 must be itemized and fully explained in the
narrative. In addition, any costs in the "Other" line item must be fully explained in
the narrative.
Review. The administrative funds budget and budget narrative will be reviewed to
ensure:
Compliance with the administrative grant regulations and policies,
Compliance with state funding allotments, and
Cost-effectiveness of budgeted activities.
128
This page is left blank intentionally.
134
Appendix F
Training and Technical Assistance Provider Information
Service Category
Services
T/TA Provider Organization
Contact Person
Phone
1.
Conflict Resolution
Training for program staff on how to help
National Association for Community Mediation
Bill Ferguson
202-467-6226
members work effectively in conflict situations,
enhancing effective communication and
consultation with state commissions to identify
resources to support effective collaborations
and program development.
2.
Human Relations &
Program staff receive training to:
CHP International
Howard Raik
800-449-2614
Diversity Training
Promote understanding and respect among
people of different origins.
Provides skills for working with and
managing diverse populations.
Offers techniques for dealing with
situations where issues of diversity and
communication interfere with program
services.
3.
Educational Success
Provide technical expertise, and identify and
LEARNS Project
Nancy Henry,
503-275-9611
disseminate effective practices in educational
Project Director at
success using service strategies, particularly in
NWREL
childhood literacy and parental support,
tutoring and volunteer management. Major
emphasis on America Reads.
4.
Financial Management
Provide T/TA regarding state and national
Walker and Company
Corland Forester
202-363-9300
grantees', and commissions' responsibilities for
managing federal funds.
5.
Supervisory Skills Training
Training to help establish standards in effective
National Crime Prevention Council
Maria Nagorski
202-466-6272
supervision, the management task common to
all programs that most directly affects
participants' and projects' performance.
135
Training and Technical Assistance Provider Information
Service Category
Services
T/TA Provider Organization
Contact Person
Phone
6. Training and Materials
Services respond to the need for consistent,
Mosaica
Diane Cabrales
202-887-0620
Development
quality participant training. Specific tasks
include development or revision of pre-service
training materials, in-service training modules.
7.
National Service Resource
Services respond to the need for a central
ETR Associates
Susan Hillyard
800-860-2684
Center
repository of information and materials in the
field of national service and the need for the
development and distribution of new
information in response to changing program
needs. Services include management of
national service listservs and publication of
national T/TA schedules. Serves as a National
Service Clearinghouse.
8.
Organizational
Services respond to requests for program
United Way
Jim Beal
518-392-6003
Development & Program
management assistance requested by grantees
Management
to improve program performance and quality.
Services include training and technical
assistance services in response to requests from
state commissions, Corporation-funded
programs, other providers or the Corporation
on such topics as board development and
management; staff management; strategic
planning; program planning and management
to include continuous improvement and
evaluation; volunteer recruitment and
management; member recruitment, member
support, development and retention;
community partnerships and organizational
collaboration; multi-site management; effective
communication and public awareness.
9.
Public Safety Program
Programs working in the areas of public safety,
National Crime Prevention Council
Maria Nagorski
202-466-6272
Support
domestic violence and victim assistance share
unique needs for specialized information and
training beyond the boundaries of community
service. Services in this area include: member
136
Training and Technical Assistance Provider Information
Service Category
Services
T/TA Provider Organization
Contact Person
Phone
safety, background checks, volunteer burn-out,
and other topics unique to the criminal justice
and judicial systems.
10. Risk Management
Services respond to the needs of community-
Nonprofit Risk Management Center
Melanie Herman
202-785-3891
based organizations to assess their legal risks in
various areas and to adopt plans for dealing
with those risks.
11. Crew-Based Programming
Services are designed to meet the particular
National Association of Service and
Harry Bruell
800-666-2722
needs of programs that deliver services through
Conservation Corps
a crew structure. Services offered include crew-
based program management, operations and
staff development to include leadership, project
management and member supervision.
12. Member Development &
Services are targeted to the particular needs of
Catholic Network of Volunteer Service
Jim Lindsay
202-529-1100
Management
the AmeriCorps Education Award Program,
although services may be utilized by other
National Service programs. Services will focus
on recruitment, selection, motivation and
retention of members and volunteers; member
and volunteer development; team-building;
working with and developing community
partners; multi-site program management;
service-learning methodology including
member and volunteer orientation and
reflection sessions; problem identification and
collaborative solution generation; time
management and day-to-day organizational
skills; volunteer generation and management
and working with diverse volunteers.
13. Sustainability
Services respond to grantees' need to build
Campaign Consultation
Steve Rivelis
410-243-7983
larger constituencies, create more partnerships,
leverage more resources, and generate
additional funds as the match requirement
increases and Federal funds are decreased.
137
Training and Technical Assistance Provider Information
Service Category
Services
T/TA Provider Organization
Contact Person
Phone
14. Out of School Time
Services respond to the need to use service as a
Wellesley College
Ellen Gannett
781-283-2544
means of expanding and enhancing services
available to children and youth when schools
are not in session. Using service as a strategy to
support the goals of welfare reform is a goal, as
is a focus on such issues as child care and
health.
15. Learn & Serve America
Learn and Serve America grantees, other
University of Minnesota
Rob Shumer
800-808-7378
National Clearinghouse
Corporation programs, and the service-learning
field can access extensive and well-organized
information and materials about service-
learning resources, programs, and effective
practices, as well as referrals to training and
technical assistance providers. Access is
available through an 800-number, Website, and
listservs.
16. T/TA Services for State
Project TASC works with State Commissions
Project TASC (Aguirre International)
Jo Ann Intili
888-333-8272
Commissions
to improve the effectiveness of their service
delivery system in all areas except fiscal
management. TASC has assigned a manager to
work with each state and to individualize TA to
meet their needs. Resources include Aguirre
international's team of specialists, peer
assistance provided by ED and Commission
members with expertise in specific areas, and
other local providers with whom State
Commissions have a relationship.
17. Leadership Training
The NSLI provides leadership development and
National Service Leadership Institute
J. Boone Emmons
415-561-5950
training experiences for the staff of national
service programs. The National Service
Executive Program (NSE) and the National
Service Leadership Development Program
(NSLDP) are two specific courses offered
several times throughout the year. The NSE is
138
Training and Technical Assistance Provider Information
Service Category
Services
T/TA Provider Organization
Contact Person
Phone
a five and a half day training followed by a
three-day follow-up six months later designed
for Program/Project Directors. Curriculum
includes acquiring an understanding of personal
leadership abilities, leadership skills to increase
program effectiveness, building collaborative
teams, and exploring and forming partnerships
with others in national service. The NSLDP is a
three-day shorter version open to all national
service staff. Enrollment in these programs is
limited; forms are available from the NSLI.
Participants are only responsible for travel to
and from the training location (which varies).
The resources of the NSLI are also available to
regions, states, or groups of programs at the
local level who have an interest in leadership
training. Requests for help with curriculum
development and trainers are accepted on a
first-come, first-served basis given resource
availability. Ideally, trainings will involve
programs representing all streams of service.
18. Evaluation TA
Project STAR assists programs with all aspects
Project STAR (Aguirre International.)
Ken Terao/ Paula
800-548-3656
of the evaluation process, including writing
Bilinsky
outcome-focused objectives, developing an
evaluation plan, analyzing data, and reporting
results. Assistance is available through on-site
visits with a trained evaluation coach, toll free
telephone line, newsletter, evaluation Tool Kit,
resource library, and Internet website.
19. Disability Issues (T/TA to
UCPA provides T/TA services on disability
United Cerebral Palsy Associations (UCPA)
Will Morales
202-776-0406
State Commissions)
issues: Americans with Disabilities Act,
reasonable accommodations, recruitment and
retention of people with disabilities, disability
plans and inclusion of persons with disabilities.
139
EXHIBIT C
COVERNMENT OF THE DISTRICT OF COLUMBIA
EXECUTIVE OFFICE
WASHINGTON D.C. 20001
TO:
Dircctor, Office Mg of Policy & Evaluation
E. Barrett Prettyman,
Inspector General
FROM:
Rodney L. Palmer
DATE:
September 24, 1998
SUBJECT: Draft Report on "Audit of Costs Incurred by the District of Columbia
Commission for National and Community Service" (OIG No. 9810-19)
I am in receipt of the subject Draft Audit Report and accept the findings and recommendations
contained in the Report.
To facilitate our fullow through on one of your recommendations I am requesting that you
provide this office with information to assist with the expeditious recovery of salary
overpayments to the former Executive Director of the Commission Further, as I discussed in the
exit conference I am requesting copies of all relevant information to complete this offices files in
reference to this matter.
Let me assure you that we are making every effort to ensure the fiscal accountability of future
operations of the Commission. Thank you for your cooperation and the efforts of your staff with
respect to this Audit Report
Next Steps for CNS and D.C. Task Force
December 18, 1997
The District will be entitled to exercise its full administrative responsibility after
the following have occurred:
A) Selection of an independent auditor. (Audit need not be completed before the
Commission can be approved; however, a scope of work must be prepared, an
auditor selected, and an audit initiated.)
B) Selection of an independent fiscal agent (does not preclude fiscal agent and
operations agent from being the same entity)
C) Approval of state application, which includes the following:
1) commission information
executive order designating Community Foundation* as the entity to act on
behalf of the D.C. government
letter of agreement between the Community Foundation and D.C. government
outlining roles and responsibilities of each along with information
demonstrating the Foundation's capacity to assume fiscal and administrative
responsibility
roster of commissioners and the mandated slots that they fill
2) administrative application
brief response to requirements of administrative guidelines
plan for staffing the commission in the short and long term
job description of the executive director, recruitment process
administrative budget request and PDAT budget request
report on status of audit
Options for D.C. proposal review process:
A) DC Commission is established and approved by CNS by February 1, 1998; the
Commission establishes a plan and timeline to solicit and review applications and
recommended funding to the Corporation by the May 12 submission deadline.
B) If the Commission is not operating by February 1, 1998, CNS would manage a
review process for District programs.
The Corporation could limit the competition to renewal of existing programs,
possibly with slight expansions, based on satisfactory progress to date. This
*or whatever entity is selected by the D.C. Task Force to house Commission operations
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
AUDIT OF COSTS INCURRED
BY THE DISTRICT OF COLUMBIA
COMMISSION FOR NATIONAL
AND COMMUNITY SERVICE
Personal Proceders
$ byotims
0 the Information
TASK FORCE TO ESTABLISH D.C. COMMISSION ON
NATIONAL AND COMMUNITY SERVICE
NOVEMBER 24, 1998
2PM
AGENDA
AUDIT RESOLUTION
LEGAL REVIEW
COMMUNITY FOUNDATION SUPPORT
ISSUES
INCORPORATING OFFICERS (3)
TIMING OF COMMISSION APPOINTMENTS
OUTSTANDING REPORTS FOR THE CORPORATION
NEXT STEPS
NOV-12-98 14:51 From:STEPTOE & JOHNSON
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DELIVER TO:
NAME:
Mary Ann Miller
TELECOPY PHONE NUMBER: 727-3766
COMPANY: Office of Policy and Evaluation,
VERIFICATION NUMBER:
727-6979
Government of the District of Columbia
TOTAL PAGES & COVER SHEET: 20
DATE TRANSMITTED:
S&J OPERATOR'S NAME:
TELEPHONE NUMBER:
CLIENT/CASE NUMBER: 94427.0001
FROM:
NAME: Wm. Fletcher Fairey
REQUEST MADE ON
DATE: 11/12/98
TIME: 2:30 PM
COMPLETION REQUIRED BY DATE: 11/12/98
TIME: ASAP
SPECIAL INSTRUCTIONS:
NOV-12-98 14:51 From:STEPTOE & JOHNSON
2024293902
T-167 P.02
Job-145
1330 Connecticut Avenue, NW
STEPTOE & JOHNSON LLP
Washington. DC 20036-1795
Telephone 202.429.3000
Facsimile 202.429.3902
http://www.staptoe.com
Wm. Fletcher Fairey*
202.429.6420
29-6420
[email protected]
*Admitted in VA only
November 12, 1998
Via FACSIMILE
Mary Ann Miller
Office of Policy and Evaluation
Government of the District of Columbia
441 Fourth St., NW, Suite 910
Washington, D.C. 20001
Re:
Bylaws for DC Commission on National and Community Service
Dear Ms. Miller,
I am sending to you by facsimile the first draft of the Bylaws for the DC
Commission on National and Community Service. This draft was adapted from the bylaws sent
to me by your office as well as bylaws from other nonprofit organizations incorporated in the
District of Columbia.
Please note that my draft contains a number of footnotes with questions regarding
specific provisions and general issues. Please make note of any questions you or others in your
office may have.
I look forward to hearing from you regarding this draft. Feel free to call me with
any questions you may have.
Very truly yours,
Wm. Fletcher Fairey
WASHINGTON
PHOENIX
LOS ANGELES
MOSCOW
ALMATY
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DRAFT
ATTORNEY WORK PRODUCT
BYLAWS
OF
DISTRICT OF COLUMBIA
COMMISSION ON NATIONAL AND COMMUNITY SERVICE
ARTICLE I
Name
Section 1.01. Name. The corporate name of this organization (hereinafter referred to as
the "Commission") is the D.C. Commission on National and Community Service. 1
ARTICLE II
Membership
Section 2.01. Membership. The Commission shall not be a membership organization.
All of the powers vested by law in the members of a nonprofit corporation shall be vested in the
Board of Commissioners.
ARTICLE III
Offices
1
I suggest renaming the organization the "D.C. Corporation on National and
Community Service." "Commission" refers to an organization that derives its authority from
another source, primarily, the government. It suggests that the so-named organization is acting
on behalf of that authority. While this incorporated entity will have a special relationship with
the D.C. government (i.e., the mayor must name the board), it is not part of the government. On
the other hand, I wonder if the use of "Corporation" will cause some to confuse this entity with
the national corporation. See $ 29-507 of D.C. Code on Nonprofit Corporations.
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Section 3.01. Location. The principal office of the Commission shall be located within
the District of Columbia, at such place as the Board of Commissioners shall from time to time
designate. The Commission may maintain additional offices at such other places within the
District of Columbia as the Board of Commissioners may designate. 2
ARTICLE IV
Board of Commissioners
Section 4.01. General Powers. All corporate powers shall be exercised by, or under the
authority of, and the business of the Commission shall be managed under the direction of, the
Board of Commissioners.
Section 4.02. Number and General Qualifications. The number of Commissioners
constituting the entire voting membership of the Board of Commissioners shall be twenty-one
(21). 3 The number of Commissioners may be increased or decreased from time to time by
amendment to the Bylaws, but in no event shall the number of Commissioners be less than the
minimum number of Commissioners required by the relevant regulations issued by the federal
Corporation for National and Community Service pursuant its statutory authority. 4 To the extent
possible, membership of the Commission shall be balanced with respect to race, ethnicity, age,
2
I see no advantage to limiting yourself to one, "sole" office; there may be some need in
the future to have small site offices in other parts of the city. Also, I removed the provision
relating to Registered Office. This provision is not necessary in this document; I have included it
in the Articles of Incorporation.
3
Is this still the correct number? The Act requires that the Commission have 15-25
voting members.
4
This provision allows for flexibility within national corp's guidelines.
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gender, and disability characteristics. 5 The Commissioners need not be residents of the District
of Columbia. 6 No decrease in the number of Commissioners shall have the effect of shortening
the term of any incumbent Commissioner.
Section 4.03. Appointment and Terms of the Board of Commissioners.
(a) The Mayor of the District of Columbia shall appoint 21 voting members of the
Board of Commissioners."
(b) Of the original voting members of the Board, seven⁸ shall be appointed for
,
initial terms of three years beginning
-
Another seven shall be appointed
for initial terms of two years beginning
-
10 The remaining seven shall be
appointed for initial terms of one year beginning
. 11 Thereafter, appointments
shall be made for terms of three years.
5 I have deleted one requirement (that "all commissioners shall have demonstrated a
commitment to public service") and reworded the one referring to diversity. These changes are
based on the Corporation's regulations. I have only included the requirements that those
regulations mandate.
6
I have not found any provision in the Corporation's regulations that addresses this
point.
7 If we decide to have initial directors, an arrangement that would facilitate the
incorporation process, I will add a provision here dealing with the appointment of these initial
directors.
8
These numbers may change depending on the size of the entire board.
9
Insert date.
10 Insert date.
11 Insert date.
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(c) A member shall be eligible to succeed himself or herself; however, members
shall not be appointed to successive terms totaling more than six years. 12
Section 4.04. Voting Members.
(a) A member may represent none, one, or more than one of the following
categories, but each of these categories shall be represented on the Board: 13
(i)
a representative of community-based agency or organization
within the District;
(ii)
the Superintendent of District of Columbia Public Schools or his or
her designee;
(iii)
a representative of District of Columbia government;
(iv) a representative of local labor organizations in the District of
Columbia;
(v)
a representative of business;
(vi)
an individual between the ages of 16 and 25, inclusive, who is a
participant or supervisor of a service program for school-age youth, or of a campus-based or
national service program;
(vii) a representative of a national service program;
12
The restriction limiting a commissioner's eligibility to six years is not required by the
regulations. Therefore, I am inclined to remove it. If it remains, I must create an exception for
some Commissioners, like the Superintendent of schools.
13
These categories are required by the Act (see § 2550.50 of 45 CFR). I reordered them
so that they match the order of the list in the regulations. Additionally, I eliminated one category
that appeared in the previous draft of the Bylaws because it was not on the mandatory list in the
regulations.
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(viii) an individual with expertise in the educational, training and
development needs of youth, particularly disadvantaged youth; and
(ix) an individual with experience in promoting the involvement of
adults (55 years old and over) in service and volunteerism;14
(b) Not more than 25 percent of the voting members of the Board of
Commissioners may be officers and/or employees of state government, although additional state
agency representatives may be appointed to the Board of Commissioners as non-voting
members.
(c) Not more than 50 percent plus one of the voting members of the Board of
Commissioners may be from the same political party. 15
Section 4.05. Non-voting Members of the Board of Commissioners. The Mayor shall
appoint, as an ex-officio, non-voting member of the Board, a representative designated by the
federal Corporation for National and Community Service. The Mayor may, in his or her
discretion, appoint other ex-officio, non-voting members who shall serve at the pleasure of the
Mayor.
Section 4.06. Compensation. The members of the Board of Commissioners will receive
no compensation for their services, but may be reimbursed for travel and daily expenses in the
same manner as other employees intermittently serving the District 16
14 The national Corporation also suggests other categories of Commissioners: educators,
including representatives from Higher Education and local education agencies; experts in the
delivery of human educational, environmental. or public safety services to communities and
persons; representatives of Indian tribes; out-of-school and at-risk youth. I do not see any need
to include these non-required categories in the Bylaws.
15
Under certain circumstances, this provision may be waived by the Corporation for
some AAEs. See Regs. § 2550.60(a)(3).
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Section 4.07. Vacancies. Upon the occurrence of a vacancy in the office of a
Commissioner¹⁷ by reason of death, resignation, retirement, disqualification, or removal of a
Commissioner, the Mayor of the District of Columbia shall appoint a new Commissioner, from
the same category, if any, to which the vacating Commissioner belonged, for the unexpired
portion of said Commissioner's term.
Section 4.08. Removal of Commissioners. Any Commissioner who fails to attend at
least fifty percent (50%) of the Commission's regular meetings in any period of three hundred
sixty-five (365) consecutive days¹⁸ shall be removed from the Board of Commissioners and, if
such Commissioner is an officer of the Commission, from such office, upon a motion to that
effect by the Chairperson or any other voting member of the Board of Commissioners and the
approval of such motion by a majority of the voting Commissioners in accordance with. Any
such removal shall be effective upon such approval and the office(s) of such Commissioner and,
if applicable, of such officer, shall thereupon be vacant. Additionally, a Commissioner may be
removed, with or without cause, by a vote of a majority of the Commissioners then in office at a
meeting of the Board of Commissioners expressly called for that purpose.
Section 4.09. Resignations. Any Commissioner may resign at any time by giving
written notice to the Board of Commissioners or the Chairperson. Such resignation shall take
effect when such notice is delivered, unless the notice specifies a later effective date.
16 Do we want this linkage with District procedures?
17 Insert reference to Chairperson vacancy in Officers section.
18 Is this rolling system necessary? It will require good record keeping. Furthermore, I
am not sure it is necessary given that directors can be removed for any reason by majority vote of
the Board.
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Section 4.10. Quorum. Unless otherwise required by law or by the Articles of
Incorporation or these Bylaws, one-third of the voting Commissioners then in office shall
constitute a quorum for the transaction of business. Except as otherwise provided by law or by
the Articles of Incorporation or these Bylaws, the act of a majority of the Commissioners present
at a meeting at which a quorum is present shall constitute the action of the Board of
Commissioners.
Section 4.11. Annual Meetings. An annual meeting of the Board of Commissioners
19
shall be held on the second Tuesday of
in each year or at such time as shall be
determined by the Commission. The annual meeting shall be held for the purpose of electing
officers, 20 and for the transaction of such other business as may come before the meeting.
Section 4.12. Regular Meetings. Regular meetings of the Board of Commissioners shall
be held at such time and place as the Board of Commissioners may designate, but not less than
21
each year.
Section 4.13. Special Meetings. Special meetings of the Board of Commissioners may
be called by or at the request of the Chairperson or any two (2) Commissioners. The
Chairperson shall fix the manner and the place for holding any special meeting of the Board of
22
Commissioners.
19
Insert month for annual meeting.
20
Removed reference to "Commissioners." The Board does not elect Commissioners;
rather, they are appointed by the Mayor.
21
Insert frequency for regular meetings. The frequency of the meetings of other state
commissions varies from once a month to three times a year.
22
Deleted "Emergency Meeting" provision. Only difference between it and special
meeting is the amount of time of notice required.
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Section 4.14. Notice of Meetings of Commissioners.
(a) No notice need be given of annual meetings of the Board of Commissioners.
The Chairperson or Secretary shall give written notice of each regular meeting to each
Commissioner at least seven (7) days in advance thereof. The Board of Commissioners may
provide by resolution the time and place for the holding of additional regular meetings without
notice. Notice of any special meeting shall be given at least three (3) days prior thereto by
written notice. All written notices shall be delivered personally or mailed to each Commissioner
at the Commissioner's address, or by fax or telegram. If mailed, such notices shall be deemed
given when deposited in the United States mail, postage prepaid, addressed to the respective
Commissioners at the addresses listed an the records of the Commission.²³
(b) Notice of a meeting of the Board of Commissioners need not be given to any
Commissioner entitled to such notice who submits a signed, written waiver of notice before or
after the date and time stated in such notice. A Commissioner's attendance at or participation in
a meeting waives any required notice to him or her of such meeting, unless at the beginning of
such meeting or promptly upon his or her arrival at such meeting. such Commissioner objects to
holding the meeting or transacting any business at the meeting, and does not thereafter vote for
or assent to action taken at the meeting.
(c) Unless otherwise required by law or by these Bylaws, a notice need not
specify the business to be transacted at, or the purpose of, any meeting of the Board of
Commissioners; provided, however, if such notice does specify the business to be transacted at,
23
Reorganized this section to address comprehensively the questions of notice in one
provision.
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or the purpose of, a meeting of the Board of Commissioners, such notice shall not limit the
actions the Board of Commissioners may take at such meeting.
Section 4.15. Action by Commissioners in Lieu of a Meeting; Meetings by Conference
Telephone.
(a) Unless otherwise restricted by the Articles of Incorporation or these Bylaws,
any action required or permitted to be taken at a meeting of the Board of Commissioners may be
taken without a meeting if all Commissioners consent in writing to the adoption of a resolution
authorizing the action. The resolution and the written consents thereto by the Commissioners
shall be filed with the minutes of the Board of Commissioners or filed with the corporate records
reflecting the action taken. An action taken under this Section 4.14²⁴ becomes effective when
the last Commissioner signs the consent, unless the consent specifies a different effective date, in
which event the action taken is effective as of the date specified therein, provided, the consent
states the date of execution by each Commissioner. Such consent shall have the same force and
effect as a unanimous vote.²⁵
(b) Unless otherwise restricted by the Articles of Incorporation or these Bylaws.
any Commissioner may participate in a regular or special meeting of the Board of
Commissioners or of a committee thereof by means of conference telephone or by any means of
communication by which all Commissioners participating may hear one another during the
meeting. A Commissioner participating in a meeting by this means is deemed to be present in
person at the meeting.
24
Confirm this section number.
25 Removed public meeting provision. I found no provision in the Corporation's
regulations that required public meetings.
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the Board of Commissioners at which action on any Commission matter is taken shall be
presumed to have assented to the action taken unless the Commissioner's dissent shall be entered
in the minutes of the meeting or unless the Commissioner shall file a written dissent to such
action with the person acting as the secretary of the meeting before the adjournment thereof or
shall forward such dissent by registered mail to the Secretary of the Commission within one (1)
day after the adjournment of the meeting. Such right to dissent shall not apply to a
Commissioner who voted in favor of such action.
Section 4.17. Restrictions on Activities 26
ARTICLE V
Committees
Section 5.01. Executive Committee. The Executive Committee shall consist of all of the
Officers as designated pursuant to Section 6.01 and two (2)²⁷ other voting members of the Board
of Commissioners as decided by a majority vote of the Board at its annual meeting. The
Executive Committee shall have authority to act on behalf of the Board of Commissioners during
intervals between meetings of the Commissioners. At regularly or specially called meetings of
the Commissioners, the Executive Committee shall report to the Board of Commissioners actions
taken since the preceding meeting of the Board of Commissioners. All actions taken by the
Executive Committee shall be by unanimous agreement of all members of the Executive
26 I am unsure whether to include the list of restrictions on the Board's activities that
appears in the Corporation's regulations. I am inclined not to include this list because I don't
believe the Bylaws is the appropriate place to reproduce these regulations.
27 Is this the correct number? As small as possible is probably best.
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Committee. In the event unanimous agreement cannot bc obtained, the issue must be brought
before the Board of Commissioners at a specially or regularly called meeting.
Section 5.02. Committees; Authority. The Board of Commissioners, by resolution
adopted by a majority of the Commissioners in office, may designate and appoint one or more
committees, each of which shall consist of five (5)²⁸ or more Commissioners, which committees,
to the extent provided in the resolution, shall have and exercise the authority of the Board of
Commissioners of the Commission. Other committees not having and exercising the authority of
the Board of Commissioners in the management of the Commission may be designated and
appointed by a resolution adopted by a majority of the Commissioners present at a meeting at
which a quorum is present. The designation and appointment of any such committee and the
delegation thereto of authority shall not operate to relieve the Board of Commissioners, or any
individual Commissioner, of any responsibility imposed upon it, him, or her by law.
ARTICLE VI
Officers
Section 6.01. Officers. The voting members of the Board of Commissioners shall elect
a Chairperson, a Vice Chairperson, a Secretary and a Treasurer and such assistant officers as
may be deemed necessary by the Board. Any two or more offices may be held by the same
person, except the offices of Chairperson and Secretary. The officers shall be at the time of their
28
Is this the correct number? Is this language good enough for executive committee
idea?
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election, and shall remain throughout their terms of office, voting members of the Board of
Commissioners."
Section 6.02. Terms of Office and Removal. The Chairperson shall serve for a term of
three years. 30 The Vice Chairperson, the Secretary and the Treasurer shall serve for terms of one
year.31
Any officer may be removed by a vote of a majority of Commissioners whenever in their
judgment the best interests of the Commission will be served thereby. Election of an officer
shall not of itself create contract rights.
Section 6.03. Chairperson. The Chairperson shall be the principal executive officer and
spokesperson of the Commission. Subject to the direction and under the supervision of the
Board of Commissioners, the Chairperson shall perform all duties customary to that office and
shall supervise and control all of the affairs of the Commission in accordance with the policies
and directives approved by the Board of Commissioners. The Chairperson shall preside at all
meetings of the Board of Commissioners, and in his or her absence, the Chairperson shall
designate another officer to preside at the meeting. The Chairperson shall be a member ex
officio of all committees of the Commission. 32
29
I have eliminated the idea of "assistant officers".
30
This appears to be a long term. I have found no minimum requirement in the
Regulations. Do you want it to be a three-year term?
31
Is this correct? Once again, I have found no guidance with respect to the length of
officers' terms in the Corporation's regulations.
32
Much of previous text deleted because a subsequent provision (§ 7.02) allows board to
designate anyone, including chairperson, to execute documents and take other action in name of
board.
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Section 6.04. Vice Chairperson. The Vice Chairperson shall perform such duties and
have such powers as the Board may from time to time prescribe by standing or special
resolution, or as the Chairperson may from time to time provide, subject to the powers and
supervision of the Board of Commissioners.33
Section 6.05. Secretary. The Secretary shall: (a) prepare the minutes of the meetings of
the Board of Commissioners; (b) see that all notices are duly given in accordance with the
provisions of these Bylaws or as required by law; (c) be custodian of the Commission records
and of the seal of the Commission and see that the seal of the Commission is affixed to all
documents the execution of which on behalf of the Commission under its seal is duly authorized;
(d) maintain a record of the addresses of each Commissioner's residence which shall be
furnished to the Secretary by such Commissioner; and (e) perform all duties customary to the
office of Secretary or as may be determined from time to time by the Board of Commissioners.
Section 6.06. Treasurer. The Treasurer shall: (a) have charge or custody of and be
responsible for all funds and securities of the Commission; (b) receive and give receipts for
monies due and payable to the Commission from any source whatsoever. and deposit all such
monies in the name of the Commission in such banks, trust companies or other depositories as
the Board of Commissioners may designate; and (c) perform all of the duties customary to the
office of Treasurer, subject to the supervision of the Board of Commissioners, and such other
duties as shall from time to time be assigned by the Board of Commissioners.
33 The "absence provision" was deleted. It did not make sense because (1) vice-
chairperson may be the same person as chairperson and (2) new chairperson will be appointed by
board
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Section 6.07. Vacancies. A vacancy in any office because of death, resignation,
removal, disqualification or otherwise, shall be filled by the Board of Commissioners in the
manner prescribed in Section 6.01 of these Bylaws. 34 In the case of a vacancy in any of the
offices specifically designated in Section 6.01, 35 such vacancy shall be filled for the unexpired
portion of the vacated term.
Section 6.08. Agents and Employees. The Board may appoint agents and employees
who shall have such authority and perform such duties as may be prescribed by the Board. The
Board of Commissioners may remove any agent or employee at any time with or without cause.
Removal without cause shall be without prejudice to such person's contract rights. if any, and the
appointment of such person shall not itself create contract rights.
Section 6.09. Compensation of Officers, Agents and Employees.
(a) The officers of the Commission shall serve without compensation for services
rendered by them in their capacity as officers.
(b) The Commission may pay compensation to agents and employees for services
rendered, and may reimburse agents and employees for expenses incurred in the performance of
their duties to the Commission, in reasonable amounts, such amounts to be fixed by the Board of
36
Commissioners.
(c) The Board of Commissioners may require agents or employees to give
security for the faithful performance of their duties.
34
Confirm this cross-reference.
35
Confirm this cross-reference.
36
I believe that this provision eliminates the need for a separate Executive Director
provision.
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ARTICLE VII
Miscellaneous
Section 7.01. Fiscal Year. The fiscal year of the Commission shall begin on the first
day of October and, end on the last day of September, or such other period as may be fixed by
the Board of Commissioners.
Section 7.02. Checks, Drafts, and Contracts. The Board of Commissioners shall
determine who shall be authorized from time to time on the Commission's behalf to sign checks,
drafts, or other orders for the payment of money; to sign acceptances, notes, or other evidences
of indebtedness; to enter into contracts; or to execute and deliver other documents and
instruments.
Section 7.03. Books and Records to be Kept. The Commission shall keep at its
principal office in the District of Columbia, correct and complete books and records of account,
the activities and transactions of the Commission, the minutes of the proceedings of the Board of
Commissioners and the current list of Commissioners and officers and the addresses of their
residences. Any other books, minutes and records of the Commission may be in written form or
in any other form capable of being converted into written form within a reasonable time.
Section 7.04. Amendments.
(a) The Articles of Incorporation may be amended by a majority vote of the
Commissioners then in office.
(b) The Bylaws of the Commission may be adopted, amended, or repealed by a
majority vote of Commissioners then in office.
Section 7.05. Indemnification and Insurance. Unless otherwise prohibited by law, the
Commission shall indemnify any Commissioner or officer, any former Commissioner or officer,
any person who may have served at the Commission's request as a director or officer of another
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corporation, whether for profit or not-for-profit, and may, by resolution of the Board of
Commissioners, indemnify any employee against any and all expenses and liabilities actually
and necessarily incurred by him or her or imposed on him or her in connection with any claim,
action, suit, or proceeding (whether actual or threatened, civil, criminal, administrative, or
investigative, including appeals) to which he or she may be or is made a party by reason of being
or having been such Commissioner, officer, or employee; subject to the limitation, however, that
there shall be no indemnification in relation to matters as to which he or she shall be adjudged in
such claim, action, suit or proceeding to be guilty of a criminal offense or liable to the
Commission for damages arising out of his or her own negligence or misconduct in the
performance of a duty to the Commission.
Amounts paid in indemnification of expenses and liabilities may include, but shall
not be limited to, counsel fees and other fees; costs and disbursements; and judgments, fines, and
penalties against, and amounts paid in settlement by, such Commissioner, officer, or employee.
The Commission may advance expenses to, or where appropriate may itself, at its expense,
undertake the defense of, any Commissioner, officer, or employee; provided, however, that such
Commissioner, officer or employee shall undertake to repay or to reimburse such expenses if it
should be ultimately determined that he or she is not entitled to indemnification under this
Section.
The provisions of this Section shall be applicable to claims, actions, suits, or
proceedings made or commenced after the adoption hereof, whether arising from acts or
omissions to act occurring before or after adoption hereof.
The indemnification provided by this Section shall not bc deemed exclusive of any other
rights to which the Commissioner, officer, or employee may be entitled under any statute,
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Bylaw, agreement, vote of the Board of Commissioners, or otherwise and shall not restrict the
power of the Commission to make any indemnification permitted by law.
The Board of Commissioners may authorize the purchase of insurance on behalf
of any Commissioner, officer, employee, or other agent against any liability asserted against or
incurred by him or her which arises out of such person's status as a Commissioner, officer,
employee, or agent or out of acts taken in such capacity, whether or not the Commission would
have the power to indemnify the person against that liability under law.
In no case, however, shall the Commission indemnify, reimburse, or insure any
person for any taxes imposed on such individual under chapter 42 of the Internal Revenue Code
of 1986, as amended (the "Code"). Further, if at any time the Commission is deemed to be a
private foundation within the meaning of § 509 of the Code then, during such time, no payment
shall be made under this Section if such payment would constitute an act of self-dealing or a
taxable expenditure, as defined in $ 4941(d) or $ 4945(d), respectively, of the Code.
If any part of this Section shall be found in any action, suit, or proceeding to be
invalid or ineffective, the validity and the effectiveness of the remaining parts shall not be
affected.
Section 7.06. Loans to Commissioners and Officers. No loans shall be made by the
Commission to its Commissioners or officers.
ARTICLE VIII
Exempt Status
Section 8.01. Exempt Status. Notwithstanding any provision in these Bylaws or in the
Commission's Articles of Incorporation, the Commission shall not carry on any activities not
permitted to be carried on by an organization exempt from federal income tax as an organization
described in § 501(c)(3) of the Code or the corresponding provision of any future federal tax
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code, or by an organization contributions to which are deductible under §§ 170(c)(2), 2055(a)(2)
and 2522(a)(2) of the Code or the corresponding provision of any future federal tax code.
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11/12/98
17:27
202 727 3765
OFFICE OF POLICY
VP VVI
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EXECUTIVE OFFICE OF THE MAYOR
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441 4TH ST., N.W.
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DATE: 11-12-98
FAX NO. 291-3904
OFFICE NO:
FROM: Margina Miller
TOTAL PAGES TO TRANSMIT, INCLUDING COVER LETTER: 19
DESCRIPTION OF FAX:
Bylows for DC Commision
on national and Community sime
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
AUDIT OF COSTS INCURRED
BY THE DISTRICT OF COLUMBIA
COMMISSION FOR NATIONAL
AND COMMUNITY SERVICE
Revised Copy 10-7-98
E. BARRETT PRETTYMAN, JR.
INSPECTOR GENERAL
OIG NO. 9810-19
September 30, 1998
OIG NO. 9810-19
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
AUDIT OF COSTS INCURRED
BY THE DISTRICT OF COLUMBIA
COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
TABLE OF CONTENTS
I.
Introduction and Purpose
1
II.
Background
1
III. Scope, Objectives and Methodology
2
IV. Findings And Recommendations
3
Fiscal Services Provided Were Inadequate and Restrictive
3
Restrictive Payment Procedures
3
Recommendation
5
Internal Control Weaknesses Noted In Payment Procedures
6
Recommendation
7
Commission Met Its Requirement For Matching Contributions
7
Federal Cash Transactions Accurately Reported
9
V.
Exhibits
A. Schedule of Checks and Expenses
B. Federal Cash Transactions Report
C. Agency Response
i
OIG NO. 9810-19
I.
INTRODUCTION AND PURPOSE
At the request of the Corporation for National and Community Service (Corporation) and the
Mayor's Office of Policy and Evaluation (OPE), the Office of the Inspector General (OIG) has
completed an audit of the costs incurred by the District of Columbia Commission for National
and Community Service (Commission).
On March 16, 1998, the Corporation's Director, Office of Grants and Contracts, requested the
OIG to review and analyze all Commission expenses paid by the Washington Council of
Agencies (WCA) during the period January 1, 1996 through June 30, 1997, to determine whether
funds expended were reasonable and properly supported. The audit also included a review of the
WCA's fiscal procedures, a review of the Commission's matching contributions, and a review of
the grant reports prepared by the WCA.
We noted during our review that payment procedures provided by the WCA were inadequate.
Additionally, payments were made without determining if the expenses were pre-approved or
reviewing the underlying support for the expenses before making payments. As a result,
overpayments occurred in the amount of approximately $3,356.
We recommended that the Corporation, prior to reestablishing the Commission, obtain the
services of a Fiscal Agent that is experienced with the management of Federal funds. We also
recommended that the Corporation bill the former Executive Director for overpayments of salary.
II.
BACKGROUND
The National and Community Service Act of 1990 (amended 1993) requires each state (and the
District of Columbia) to establish a commission responsible for the legal administration of the
National and Community Service program and for the funding of community-based service
efforts that address identified educational, public safety, environmental, and health needs. The
District of Columbia Commission was established on January 26, 1994, by Mayor's Order 94-11.
In September 1995, the D.C. Financial Control Board mandated the downsizing of the District of
Columbia. During this downsizing, the Commission's two personnel positions were eliminated.
The Commission remained without staff until April 1996, when a temporary interim Executive
Director was hired, and the WCA assumed limited fiscal responsibilities for the Commission.
1
OIG NO. 9810-19
The Commission was housed within the District of Columbia, Office of Policy and Evaluation.
It received support in the way of rent, utilities, and reproduction services and was eligible to
receive matching contribution funds from the Corporation up to 20 percent of the Commission's
total administrative expenses.
On March 4, 1997, the Corporation completed its review of the Commission's FY 1997 State
Administrative Fund Application. On March 5, 1997, the Corporation received a consultant's
report (Walker & Company, LLP) which concluded that the Commission's cash management
practices and financial management system did not comply with the requirements for the
management of Federal funds. The report indicated that the Commission was lacking accounting
records and did not produce financial reports. Based on the Corporation's review and the
consultant's report, the Corporation suspended funds for the Commission. The Commission was
dissolved on June 17, 1997 (Mayoral Order 97-109).
On January 22, 1998, the Director, Office of Policy and Evaluation, requested the OIG to
conduct an audit of the Commission as a preliminary step to reestablishing the Commission.
III.
SCOPE, OBJECTIVES AND METHODOLOGY
The audit included a complete review and analysis of all Commission invoices paid by the WCA
for the period January 1, 1996 through June 30, 1997. Additionally, we reviewed the WCA's
payment procedures and analyzed the supporting documentation for all disbursements made by
the WCA. Each invoice for payment was reviewed to determine if the invoices were (i)
supported with reasonable documentation, (ii) verified for mathematical accuracy and (iii)
reviewed prior to payment. We also reviewed the Commission's matching contributions to
determine if they were correctly computed and appeared reasonable. The Federal Cash
Transactions Report was also reviewed to determine if grant disbursements were accurately
reported.
The March 5, 1997 consultant's report concluded that the financial management practices of the
Commission were inappropriate for the management of Federal funds. Our review did not
duplicate the areas discussed in the consultant's report.
Our audit was performed in accordance with generally accepted government auditing standards
(GAGAS) and included such tests as considered necessary under the circumstances.
2
OIG NO. 9810-19
IV. FINDINGS AND RECOMMENDATIONS
FISCAL SERVICES PROVIDED WERE INADEQUATE AND RESTRICTIVE
Although our audit showed that the Commission met its matching contribution and that the
Federal Cost transactions were accurately reported, the fiscal services provided by the WCA for
the Commission were not adequate. Payment procedures were restrictive in that the Commission
was only allowed to write a maximum number of three checks per month. This caused
Commission personnel to lump their expenses into large payments, which were often un-
supported. Commission personnel went as long as three months without a salary check. In
addition, internal controls were lacking in payment procedures. The WCA did not verify the
amounts, review supporting documentation, review hours worked, or determine if prior approval
was obtained prior to issuing payroll checks. As a result, overpayments were made in the
amount of $3,356.
Restrictive Payment Procedures
Restrictive payment procedures imposed by the WCA were not responsive to the needs of the
Commission. The unrealistic restriction of allowing the Commission to write only three checks
per month and the absence of reviews for documentation prior to payment by the WCA resulted
in overpayments in the amount of $1,174.50. Total expenditures for the period we audited were
$102,038.
During our review, we noted several weaknesses in the WCA's payment procedures. We
observed that the WCA placed an unrealistic restriction on the number of checks that could be
written for reimbursement of Commission expenses. The Commission staff was limited to a
total of only three reimbursement checks per month. This restriction forced the Commission
staff on occasion either to pay expenses with their own funds, or to charge expenses to their
personal credit accounts. Moreover, the staff would accumulate and batch their invoices, and
request a single consolidated check covering expenses and salary payments, to stay within the
three-checks-per month limitation. The restrictive payment procedures of three reimbursement
checks per month resulted in a situation in which the Commission personnel went as long as
three months without a pay check and created an opportunity for the Executive Director to
submit at least three unsupported payment requests, as described below.
The Executive Director submitted two unsupported requests for salary payments. On two
separate occasions, the executive submitted requests, and was paid, twice for the same period.
The first unsupported payment request occurred on November 14, 1996, when the Executive
Director submitted an invoice totaling $7,016 to cover her salary of $4,846.50 for the period
October 19, 1996 through November 13, 1996, plus $2,169.50 for additional incurred expenses.
The Executive Director in her November 14, 1996 salary request indicated, "The total number of
hours at $27 per hour for 179.5 hours. The total for billable hours is $4,846.50." The requested
salary payment of $4,846.50 was paid on November 20, 1996.
3
OIG NO. 9810-19
Our review of that pay period indicated that there were only 144 available working hours, not
179.5 during the period, including the holiday on November 11, 1996. The Executive Director's
unsupported salary request resulted in an overpayment of 39.5 hours, or $958.50, as shown in
the following schedule:
OCTOBER 1996
DAYS
HOURS
M
T
W
T
F
21
22
23
24
25
5
40
28
29
30
31
4
32
NOVEMBER 1996
P
1
8
4
5
6
7
8
5
40
11
12
13
3
24
Total Available Hours
144
Billed Hours
179.5
Excess Hours
39.5
Times Rate per Hour
$27
Unsupported Costs
$958.50
The second unsupported payment request was initiated on November 26, 1996, when the
Executive Director submitted a salary invoice for the period November 14, 1996 through
November 26, 1996. The invoice read, "for services rendered as the Interim Executive Director,
72 hours at $27 per, TLR $1,944.00." Payment was made on December 12, 1996 for the period
November 14, 1996 through November 26, 1996 in the amount of $1,944.
On December 19, 1996, the Executive Director submitted another salary invoice for the period
November 14, 1996 through December 19, 1996, which read, "please accept this invoice for the
time period November 14, 1996 through December 19, 1996. The total number of hours at $27
per is 220. The total billable hours is $5,940." The payment was made on December 30, 1996 in
the amount of $5,940.
The Executive Director's December 19, 1996 invoice included the same period of November 14,
1996 though November 26, 1996 paid previously on December 12, 1996. It became apparent
that the Executive Director double billed 72 hours at $27 per hour for the period November 14
through November 26, 1996, and was overpaid 72 hours at $27 per hour or $1,944. Because the
payments were batched in total in this manner, which included four weeks of payments in three
checks, it was difficult for the Commission to determine that she had previously billed for her
salary for the period November 14 through November 26. In our opinion, if the three-check
restriction was not in effect and separate checks were issued to pay her salary every two weeks,
this overpayment would have been immediately detected. Instead, the overpayment was detected
4
OIG NO. 9810-19
by the WCA and corrected five months later as a result of a special review conducted by the
WCA.
The third unsupported payment request was initiated on December 6, 1996, when the Executive
Director alleged that she had written a $4,240 check to Xerox Corporation as a deposit for an
upcoming training session at Xerox's training facility in Leesburg, Virginia. She informed the
WCA that a copy of the check did not exist at the time reimbursement was requested because the
check had not yet cleared the bank. This was the only occasion we noted during our review that
the WCA issued a check without a supporting invoice. However, an understanding existed that
the Executive Director would supply documentation for the deposit at a later date.
The Xerox training coordinator subsequently advised the WCA treasurer that the deposit was for
only $4,010, a difference of $230. The WCA treasurer in turn requested the Executive Director
to provide her with documentation for the deposit. The Executive Director in reporting to the
WCA treasurer, sometime in February 1997, submitted a previously unclaimed request for
reimbursement, dated December 6, 1996, for supplies in the amount of $235. An annotation on
the invoice read "Paid in full-cash" along with the signature of the company representative.
Because of the circumstances surrounding the invoice, and the WCA treasurer's knowledge that
the Executive Director had a personal relationship with the company representative, the WCA
did not pay the bill.
The WCA treasurer advised the Xerox training facilitator to add an additional comment on the
Xerox training facility bill that fewer people than planned attended the conference and the
Commission was entitled to a refund of $1,313. As it turned out, the Xerox training facilitator
had had prior dealings with the WCA, called the WCA to issue the refund check payable to the
WCA, and subsequently deposited the check to the Commission's grant account.
Recommendation
We recommended that the Director, Office of Policy and Evaluation:
Initiate collection procedures to recover salary overpayments in the amount of $1,174.50 from
the former Executive Director.
Agency Response:
The Agency agreed with the finding and recommendation as stated. (See Exhibit C.)
The Agency is requesting that the OIG provide information to assist with the expeditious
recovery of salary overpayments to the former Executive Director of the Commission.
5
OIG NO. 9810-19
Internal Control Weaknesses Noted In Payment Procedures
The WCA did not verify the amounts, review supporting documentation, review hours worked,
and determine if prior approval was obtained prior to issuing payroll checks. As a result, errors
were noted for both over and under payments for total amounts contained in the transmittal
letters and the number of hours worked.
Because of the internal control weaknesses, we reviewed and analyzed the supporting
documentation for all disbursements and adjustments made by the WCA. We reviewed each
invoice to determine if the invoices were (i) supported with reasonable documentation, (ii)
verified for mathematical accuracy, and (iii) evidenced with prior approval.
Salaries were the largest single element of expense incurred by the Commission. In reviewing
the underlying support for salaries, we noted that the Executive Director, the Program Officer,
and the Deputy Director were all contract employees, who would not normally be entitled to be
paid vacations, holidays, sick leave, and annual leave. However, during our audit, we noted that
the Program Officer was receiving vacation pay, holiday pay, sick leave pay, and comp-time pay.
Our review also noted that the Program Officer was apparently being paid for lunch periods. She
routinely received 8 hours pay for working the hours from 9:00 a.m. to 5:00 p.m. The absence of
time and attendance records prevented us from determining if the Executive Director and the
Deputy Director were also receiving similar compensation. (The lack of time and attendance
records was included in the consultant's March 1997 report referenced in the background to this
report.)
We were also unable to locate employment contracts needed to document properly the terms and
conditions under which the Commission staff members were employed. The absence of time and
attendance records and employment contracts defining essential pay information such as pay
periods, frequency of pay, and working hours prevented the WCA and the auditors from
determining if salary payments were properly supported. In our opinion, the absence of
employment contracts specifying prescribed pay periods also contributed to the Executive
Director's overpayments.
Our review of the underlying support for the remaining expenses determined that there were
receipts supporting documentation for the expenses, but there was no indication of approvals or
authorizations that had been obtained in advance for travel, conference and training expenses.
Our review of the adjustments made by the WCA noted two exceptions. First, the WCA's
review did not identify the November 20, 1996 overpayment of $958.50 to the Executive
Director detailed above. Second, the WCA, in making the May 15, 1997 final salary
adjustments, determined that the Executive Director had worked 376 hours during the period
December 20, 1996 to March 3, 1997. However, those hours were incorrectly carried over to
another worksheet resulting in the Executive Director being paid for 384 hours. As a result, the
Executive Director's final salary payment was overstated by 8 hours at $27 per hour, or $216.
6
OIG NO. 9810-19
A list of all expenses, by check number, paid by the WCA appears in Exhibit A. Neither the
Commission nor the WCA maintained books of original entry that summarized these expenses.
Therefore, based on the best information available, the OIG summarized those expenses into the
following generic expense categories:
Expense Category
Amount
Salaries
$ 84,948.49
Conferences
$ 6,992.27
Travel-Training
$ 3,271.14
Consulting Fee
$ 3,750.00
Catering
$ 1,749.20
Office Supplies
$ 1,327.14
Total Expenses
$ 102,038.24
Recommendation
We recommended that the Director, Office of Policy and Evaluation:
Prior to reestablishing the D.C. Commission for National and Community Service, ensure that a
Fiscal Agent who is experienced with the requirements for the management of Federal funds is
obtained.
Agency Response:
The Agency agrees with the finding and recommendation as stated. (See Exhibit C.)
Commission Met Its Requirement for Matching Contributions
The Corporation requested that we review the Commission's matching contributions. The
Commission is required to provide matching funds in support of the National Community
Service Program. Matching funds can be obtained from a variety of sources, including private
funds, appropriated District funds, or from "in-kind services." Matching funds are limited to 20
percent of the Commission's total expenses, including the matching funds. (Grant funds
requested by the Commission from the Corporation may not exceed 80 percent of the total
combined funding.)
7
OIG NO. 9810-19
The matching funds were reported on line 10a of the Commission's Financial Status Report
(Standard Form 269A) prepared by the WCA. Four quarterly Financial Status Reports should
have been submitted covering the Commission's 12-month period ending March 31, 1997.
However, the WCA did not prepare the fourth report covering the period January 1, 1997,
through March 31, 1997. (The WCA advised the OIG that the Corporation did not request the
fourth quarterly report.) Therefore, contributions for only three of the four quarters were
reported.
At the request of the Corporation, we reviewed the supporting documentation for the
Commission's reported matching contributions. The WCA reported in-kind matching
contributions for the Commission totaling $46,101, as shown in the following schedule:
Hours
Annual Costs
Salary
Commission Chair
300
$ 13,818
WCA
48
1,724
OPE
434
16,843
Total Salaries
$32,385
Office Supplies, Space -(Commission
Chair)
1,550
OPE EXPENSES:
Rent and Utilities:
Workstation Area
13,800
Auditorium
442
Conference
2,047
Supplies
2,843
Telephone
8,400
Annual Contribution
$ 61,468
Per Quarter
$ 15,367
Three Quarters
$ 46,101
All of the above contributions were based on estimates. Contributions were estimated on an
annual basis and then reported on a quarterly basis for each of the three quarters reported. For
salaries--the largest contribution-- the OPE Director and the Commission Chair each estimated
approximately 300 hours per year, but there was no documentation to support the number of
hours contributed. OPE's rent for the workstation space was based on an estimated 600 square
feet at $23 per square foot, or a total of $13,800. Telephone costs were based on a cost of 7 cents
per minute for an estimated 10,000 minutes per month, or $8,400 per year.
8
OIG NO. 9810-19
However, since the Commission's total administrative expenses incurred during the period
January 1, 1996 through March 31, 1997 were $90,223, the maximum contribution is limited to
$22,556 ($90,223-($90,223/80 percent)). Although the reported contributions of $46,101 appear
to be excessive, based on the limitation of $22,556, we concluded that the Commission met its
requirement for matching contributions.
Federal Cash Transactions Accurately Reported
The Corporation also requested that we review Federal Cash Transactions Reports prepared by
the WCA to determine if grant disbursements were accurately reported. As part of that review,
we traced all disbursements made by the WCA into the Federal Cash Transactions Report (PMS
272 Report). The total disbursements of $102,038 made by the WCA for the period January 1,
1996 though June 30, 1997 equaled the total disbursements reported by the WCA for the same
period. The results of that review are presented in Exhibit B.
9
Exhibit A
OIG No 9810-1
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
DC COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
SCHEDULE OF CHECKS AND EXPENSES
Ck No
Date
Payee
Explanation
Amount
1005
02/14/96
Ressie Walker
Consulting fee for preparing 1995 State
Commission Application
$
3,750.00
1006
02/14//96 American Youth Policy
Rental of four buses from Gold Line Busses for
Forum
youth conference on 6/28/95
$
1,820.00
1009
04/22/96
Executive Director
Salary
$
4,420.20
1011
05/13/96
Executive Director
Salary
$
4,240.00
1013
06/26/96
Justin Preston
Salary
$
984.00
1014
06/26/96
Executive Director
Salary
$
4,187.00
1015
06/26/96
Executive Director
Salary
$
4,399.00
1016
06/26/96
Executive Director
Salary
$
4,399.00
1018
07/18/96
Executive Director
Salary
$
4,240.00
1019
07/18/96
Executive Director
Salary
$
3,710.00
1020
07/19/96
Justin Preston
Salary
$
420.00
1022
09/17/96
Program Director
Salary
$
1,116.00
1023
09/17/96
Executive Director
Salary
$
8,451.00
1025
10/31/96
Program Director
Salary
$
2,292.00
1026 10/31/96 Executive Director
Salary
$
7,560.00
3rd & Eats Restaurant
Catering (9/18/96)
$
205.75
3rd & Eats Restaurant
Catering (10/15/96)
$
155.00
3rd & Eats Restaurant
Catering (10/10/96)
$
32.50
Washington Press
Posters & Flyers
$
1,460.00
Washington Press
Underpayment Poster Deposit
$
(200.00)
Mid American Merchandi
Make a Difference Day Buttons
$
136.00
Check number 1026 written to Executive Director covering above items in the amount of
$
9,349.25
1028 11/20/96 Executive Director
Salary
$
4,846.50
US Postal Service
Postage-Stamps (600 . .32)
$
192.00
Reprographics Today
500 Souvenir Programs
$
850.00
3rd & Eats Restaurant
Catering (11/06/96)
$
77.50
Committee Catering Svc
Catering Breakfast Buffet (10/25/96) 300 . $3.50
$
1,050.00
Yvonne
Training Atlanta, GA MLK Jr. Meeting
$
472.78
Check number 1028 written to Executive Director covering above items in the amount of
$
7,488.78
Exhibit A
OIG No 9810-19
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
DC COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
SCHEDULE OF CHECKS AND EXPENSES
Ck No
Date
Payee
Explanation
Amount
1029
11/26/96
Program Director
Salary
$
2,253.30
NAPE Conference
Training
$
300.00
Staples
Office Supplies
$
14.14
Points of Light Foundatio
Training
$
52.05
Check number 1029 written to Program Director covering above items in the amount of
$
2,619.49
1031
12/06/96
Executive Director
Salary
$
1,944.00
Washington Press
Supplies-NCR paper
$
210.00
3rd & Eats Restaurant
Catering (11/13/96)
$
159.00
Xerox Training Facility
Conference-Retreat Dec 8 & 9
$
4,240.00
Arlington Printers
Supplies
$
69.67
Executive Director
Expenses totaling $6,622.67 paid as $6,722.97
$
100.30
Check number 1031 written to Executive Director covering above items in the amount of
$
6,722.97
1033
12/30/96
Program Director
Salary
$
2,500.16
1032 12/30/96 Executive Director
Salary
$
5,940.00
Supplies
Supplies
$
64.03
US Postal Service
Postage
$
87.72
3rd & Eats Restaurant
Catering
$
69.45
Washington Press
Printing
$
552.00
Close Up Foundation
Training Dec 6 & 13
$
500.00
Check number 1032 written to Executive Director covering above items in the amount of
$
7,213.20
1036
02/24/97
Program Director
Salary (Overpaid $6.24)
$
3,750.24
1039
03/03/97
Program Director
Conference Jamaica(Feb 19 to Feb 23)
$1,062.31
1041
04/28/97
Health Human Services
Refund
$
(251.42)
10322
05/16/97
Deputy Director
Salary
$
3,364.00
10323 05/16/97 Executive Director
Salary
$
10,152.00
Overpayment
Paid 384 Hrs: Worked 376
$
216.00
Executive Director
Salary correction Dec 30 Overpayment
$
(2,168.21)
US Postal Service
Postage
$
137.58
Southwest
Conference-Nat Svc Exec Training, Presidio, CA
$
305.00
United Airline
Conference-Nat Svc Exec Training, Presidio, CA
$
579.00
Check number 10323 written to Executive Director covering above items in the amount of
$
9,221.37
10324
05/16/97
Program Director
Salary
$
1,632.00
Total Expenses
$
102,038.24
OIG No. 9810-19
Exhibit B
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
DC COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
RECONCILIATION OF CHECKS TO DRAWDOWNS AND GRANTS
CHECK
Grant Number
Number
Date
Drawndown
94SC
95LCS
95PD
Payee
1005
02/14/96
$
3,750.00
$
3,750.00
Ressie Walker
1006
02/14//96
$
1,820.00
$
1,820.00
American Youth Forum
$
5,570.00
:
1009
04/22/96
$
4,420.20
$
4,420.20
Executive Director
1011
05/13/96
$
4,240.00
$
4,240.00
Executive Director
$
-
1013
07/26/96
$
984.00
$
984.00
Justin Preston
1014
07/26/96
$
4,187.00
$
4,187.00
Executive Director
1015
07/26/96
$
4,399.00
$
4,399.00
Executive Director
1016
07/26/96
$
4,399.00
$
4,399.00
Executive Director
$
13,969.00
$
-
1018
07/18/96
$
4,240.00
$
4,240.00
Executive Director
1019
07/18/96
$
3,710.00
$
3,710.00
Executive Director
$
7,950.00
$
-
1020
07/19/96
$
420.00
$
420.00
Justin Preston
1022
09/17/96
$
1,116.00
$
1,116.00
Program Director
1023
09/17/96
$
8,451.00
$
2,160.00
Executive Director
$
2,187.00
Executive Director
$
2,160.00
Executive Director
$
1,944.00
Executive Director
$
9,567.00
1025
10/31/96
$
2,292.00
$
2,292.00
Program Director
1026
10/31/96
$
9,349.25
$
7,560.00
Executive Director
$
205.75
3rd & Eats Restaurant
$
155.00
3rd & Eats Restaurant
$
32.50
3rd & Eats Restaurant
$
1,460.00
Washington Press
$
(200.00)
Washington Press
$
136.00
Mid American Merchandising
$
11,641.25
OIG No. 9810-19
Exhibit B
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
DC COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
RECONCILIATION OF CHECKS TO DRAWDOWNS AND GRANTS
CHECK
Grant Number
Number
Date
Drawndown
94SC
95LCS
95PD
Payee
1028
11/20/96
$
8,076.97
$ $4,846.50
Executive Director
$
192.00
US Postal Service
$
850.00
Reprographics Today
$
77.50
3rd & Eats Restaurant
$ 1,050.00
Committee Catering Service
$
472.78
Yvonne
Expenses totaling $472.87 paid
as $472.78
(Funds transferred exceeded the
$
588.19
amount of expenses)
(Draw down was $8,076.97 but check was $7,488.78)
1029
11/26/96 $
2,031.30
$ 2,253.30
Program Director
(To correct excessive fund
$ (588.19)
transfer of 11/20/96)
$
300.00
NAPE Conference
$
14.14
Staples
$
52.05
Points of Light Foundation
(Draw down was $2,031.30 but check was $2,619.49)
1031
12/06/96
$
6,722.97
$
1,944.00
Executive Director
$
210.00
Washington Press
$
159.00
3rd & Eats Restaurant
$ 1,116.00
$ 3,224.00
Xerox Training Facility
69.97
Arlington Printers
1033
12/30/96
$
2,500.16
$ 2,500.16
Program Director
1032
12/30/96
$
7,213.20
$ 5,940.00
Executive Director
$
64.03
Supplies
$
87.72
US Postal Service
$
69.45
3rd & Eats Restaurant
$
552.00
Washington Press
$ 500.00
Close Up Foundation
$
9,713.36
1996 Expenses
$
84,322.05
$ 75,286.14
$ 4,531.46
$ 4,504.45
OIG No. 9810-19
Exhibit B
GOVERNMENT OF THE DISTRICT OF COLUMBIA
OFFICE OF THE INSPECTOR GENERAL
DC COMMISSION FOR NATIONAL AND COMMUNITY SERVICE
RECONCILIATION OF CHECKS TO DRAWDOWNS AND GRANTS
CHECK
Grant Number
Number
Date
Drawndown
94SC
95LCS
95PD
Payee
1036
02/24/97
$
3,750.24
$
3,750.24
Program Director
Overpaid
1039
03/03/97
$
1,062.31
Drawdown netted with Xerox refund
Program Director
1041
04/28/97
$
(251.42)
$
(251.42)
Health Human Services
10322
05/16/97
$
3,364.00
$
3,364.00
Deputy Director
10323
05/16/97
$
9,221.37
$
8,370.00
$
1,782.00
Executive Director
$
216.00
Overpayment
$
(2,168.21)
Executive Director
$
137.58
US Postal Service
$
305.00
Southwest
$
579.00
United Airline
10324
05/16/97
$
1,632.00
$
384.00
$
1,248.00
Program Director
$
14,217.37
1996 Expenses
$
84,322.05
$ 75,286.14
$
4,531.46
$
4,504.45
1997 Expenses
$
17,716.19
$ 14,937.61
$ 1,248.00
$ 1,530.58
Total
$
102,038.24
$ 90,223.75
$
5,779.46
$ 6,035.03
NOTES-SYMBOLS:
Blocked areas represent expenses batched for drawdowns
Shaded areas represent over/under payments