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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:
24238
FolderID:
Folder Title:
[USDA/Americorps - Direct Application - April 29, 1994] [3]
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66
1
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1
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
5
Divider Title:
95AHF005.FiN
Individual Site Application #5
Anti-Hunger
Los Angeles
SUMMARY
The Los Angeles Anti-Hunger and Empowerment Project seeks to address two of the
four national priorities, Human Needs and Environment. The project consists of five key
elements, all of which have a strong community focus: outreach, education, services, assets,
and coordination. The Interfaith Hunger Coalition (IHC), as the lead agency, will coordinate
with the Los Angeles Conservation Corps (LACC) to support 50 participants in the Anti-
Hunger project to create neighborhood solutions to hunger, homelessness, poor nutrition and
poverty by identifying and eliminating barriers to assistance and self-sufficiency commonly
encountered by low-income persons and households.
IHC and LACC will implement the USDA AmeriCorps in partnership with several
local organizations, including the LA Urban Garden Program (also known as Common
Ground), the Los Angeles Homeless Services Authority, and Southland Farmers Market
Association. Building Up Los Angeles, a collaboration of organizations currently
coordinating National Service Program efforts in the area through the LACC, will also be
integrally involved in the USDA AmeriCorps program.
NEEDS TO BE MET
Both the President and the Secretary of Agriculture have emphasized nutrition education
as an important strategy in anti-hunger campaigns around the nation. A truly effective nutrition
A5- 1
education campaign must involve both parents and their children. In the areas of community
outreach and services, IHC will focus on the widespread need for technical assistance and
education on entitlement programs, such as AFDC, MediCal, and Food Stamps, and on the
thousands of Los Angeles residents who were displaced by the January earthquake. A
disproportionate percentage of the 35,000 housing units that were destroyed were occupied by
low-income, Spanish speaking people. Based on a 1993 study, hunger is also a major concern
in most of the 43 homeless encampments in the LA area. Food may be available, but homeless
individuals may not have the information or the options necessary for nutritious meals.
Community assets need to be improved in order to ensure access to adequate food for inner city
residents; few supermarkets in the city translate to higher food prices for those who can least
afford them, and the demand for assistance from emergency food providers has increased
dramatically in recent years. Finally, service delivery in the Los Angeles area is fragmented
and inefficient. There are 87 cities, hundreds of neighborhoods, and more than 80 school
districts in Los Angeles County, making coordination of services very difficult.
These five elements of the AmeriCorps project respond to currently unmet national needs
by working in schools with high concentrations of low-income students to emphasize the
importance of nutrition education; helping homeless and low-income people move from public
assistance to self-sufficiency; assisting disadvantaged and/or displaced people in meeting their
basic survival needs of food and shelter, while working with community members to keep them
from becoming homeless; and rebuilding and revitalizing neighborhoods by increasing
participation in the local food system.
A5-2
PROGRAM DESIGN
AmeriCorps participants will be divided into five teams, each of which will work on
projects related to one of the key elements of the program, as follows:
1.
Community Education. A Nutrition Education Team of 10 participants will coordinate
existing school-based nutrition education programs and create innovative new programs at
specially selected schools. This team will help students create and maintain a successful
community garden, at a school with a large population of homeless children. It will also work
with the USDA Extension Service's Expanded Food and Nutrition Education Program (EFNEP)
to develop and give presentations in area schools, and will coordinate special events designed
to promote healthy eating in selected schools.
2.
Community Outreach. This team will also consist of 10 participants, five of whom will
work in the area of outreach on entitlement programs combined with client advocacy on an
individual, case-by-case basis, and five of whom will concentrate on promoting USDA's Summer
Food Service Program (SFSP), working closely with the Food and Nutrition Service's Western
Regional Office to do so. The target populations for these efforts are homeless, low-income,
working poor and people with AIDS and/or other disabilities. Half the team members will visit
neighborhood sites such as Social Services offices (for food stamp and AFDC assistance), local
WIC offices, county health facilities, housing projects, and senior citizens' centers, to provide
assistance that may be needed. They will also conduct training sessions on the Earned Income
Tax Credit for those who may be eligible to receive it. The SFSP team will concentrate on
promoting the significantly under-utilized SFSP in Los Angeles.
3.
Community Services. The role of this 10-member team will be to participate in efforts
A5-3
to prevent "marginal" families and individuals (i.e., those without sufficient resources to sustain
an unexpected expense) that were victims of the 1994 Northridge earthquake from becoming
homeless, and to provide direct services, rather than referrals, to homeless people currently
living in encampments.
4.
Community Assets. Twelve participants will work closely with the most appropriate
agency (Common Ground, Southland Farmers Market Association, etc) to increase the role of
small scale food growers and community members in the production and distribution of food,
and to develop community institutions and public spaces that can also serve as flexible centers
for social services information and referrals. Community gardens will be started, certified
farmers' markets that can also serve as community information centers will be added to areas
of the city that are supermarket-deficient, and additional food-related microenterprises, such as
Food from the Hood and Justice Bakery, will be established.
5.
Community Coordination. The remaining eight team members will be responsible for
cross-communication among the other teams, and for publicizing and communicating the work
of each team to the wider community, including unions, businesses, and religious organizations.
They will also make sure that the work of each of the other teams is coordinated with similar
ongoing community efforts.
The Americorps/USDA Anti-Hunger Project in Los Angeles will be structured to promote
maximum efficiency, avoid duplication of effort, and involve the participants in a way that
encourages innovative, self-reliant thinking. The Steering Committee will consist of individuals
with considerable experience in the various facets of the Project and thorough knowledge of key
players in the areas where each team will be working. Members of the Committee will include
A5-4
representatives from IHC, LACC, and all of the partnering agencies. They will meet regularly
to advise, evaluate, and comment on, but not dictate, the strategies and tactics of the team.
The eight team co-captains working with the component of Community Coordination will
quarter themselves at the L.A. Services Authority offices and work closely with its
administrators. They will report to the Program Coordinator as liaisons to the team members
and will act as a clearinghouse for project-related problems arising at any of the work sites.
They will also collect all project data and evaluate the project components daily at the ground
level.
The remaining team members will be headquartered either at IHC, the Farmers Market
Association, or Common Ground, and will perform most of their work in the field. They will
meet daily with their respective co-captains to discuss work plans and develop/implement
strategies for the completion of their assignments.
PARTICIPANT PROFILE/RECRUITMENT/BENEFITS
Participants will be selected to represent the diversity of the community of Los Angeles,
with particular sensitivity to age, gender, ethnicity, language and economic status. IHC's goal
is to have five diverse teams that represent not only the greater community, but also the areas
of work to which they will be assigned.
A full-time recruiter, with a corpsmember assistant, actively provides outreach to various
low-income communities throughout Los Angeles. By speaking at schools, youth fairs, other
community-based organizations, and social service agencies, the recruiter reaches young people
who may not have heard of the Corps. LACC specifically targets young women who may
A5-5
otherwise not hear about LACC by making presentations at continuation schools serving
pregnant and parenting teenage women. Additionally, LACC provides tuition-free child care
to young parent participants with children between the ages of three and five. However,
LACC's most successful recruitment is by word-of-mouth, and many young adults are referred
by friends or relatives who are or were corps-members.
After applicants are interviewed by a hiring committee composed of LACC staff and
current corpsmembers, selections are made based not only on the personal characteristics of the
candidates, but with the overarching goal of ensuring diversity in the Corps population. Each
new crew hired is looked at in itself for the diversity it represents, and looked at in the larger
context of the Corps for overall diversity. Interested applicants who are not selected for one
hiring session continue to be eligible and are often selected for the next hiring session. As long
as an applicant is willing to be considered, he or she will be on the waiting list to be hired.
Each participant will be given a base salary of $7,600 a year, health insurance, and an
educational stipend of $4,725. The Los Angeles Conservation Corps also offers participants a
wide variety of educational life skills and employment training, such as basic academics, GED
preparation, English as a second language, life skills development, Project Conserve,
Work/Learn, and College Bound. In addition to the financial and educational benefits the
participants will receive, the participants also gain invaluable leadership, problem-solving,
entrepreneurial and managerial skills, and begin to develop the life-long characteristics of active,
productive citizens. Finally, participants will receive the benefits of actively learning the ethic
and methodology of community building and neighborhood revitalization.
Participant training and support will be divided between the program skills necessary to
A5-6
perform their jobs (provided by IHC) and the ongoing technical assistance, education and support
(provided by LACC).
IHC will coordinate the training of team members in the program components of the
project, beginning with one month of intense theoretical and hands-on training. Specific aspects
of this training include familiarization with the structure and regulations of all public assistance
programs; training in handling telephone calls for assistance from needy persons, including
staffing the Child Nutrition Hotline (1-800-EAT-N-GRO); observing and assisting advocates who
directly assist clients at the governmental agencies where they apply for benefits; practice and
training in public speaking as a method of prompting community involvement; and observation
and practical assistance at community gardens and farmers markets, including a review of local
and state regulations.
LACC will be responsible for the education components of the project. For the duration
of the Project they will train the team members in skills useful throughout life, including
recycling and environmental restoration to beautify the city; GED preparation, English as a
second language, and other academic skills necessary for the pursuit of an empowered, quality
life; workshops and classes on family development, especially for those team members who may
already have children; civic activity, including voter rights and education; communicating about
urban problems such as gangs, drugs, and violence; and planning and organizing for positive
change in the community.
INTERNAL EVALUATION and MONITORING
Each of the five components will be evaluated separately, based primarily on the team's
A5-7
success in achieving previously-established quantitative goals, e.g., increased SFSP participation,
number of community gardens established, etc. Qualitative aspects of each initiative will also
be assessed through recipient feedback methods such as interviews and questionnaires. The team
captains will be responsible for evaluating the performance of team members; process
evaluations will be conducted periodically for most of the initiatives to determine if strategies
need to be revised or redirected. The Project Directors from IHC and LACC will collect
evaluation data from the team co-captains in order to develop a summary report of the various
components of the AmeriCorps/USDA Anti-Hunger Project in Los Angeles at the end of the
year.
INSTITUTIONAL and PERSONNEL INFORMATION
The five organizations that make up the LA Anti-Hunger and Empowerment Project have
a combined 58 years of experience in working on hunger, homeless and anti-poverty issues in
the Los Angeles community.
IHC operates an extensive Food Stamp Outreach Program (one of only two fully funded
by USDA) and a School Breakfast and Summer Food Outreach Campaign, and recently worked
with UCLA on a ground-breaking study, Seeds of Change, on food access issues in Los Angeles.
Oversight of the AmeriCorps/USDA Anti-Hunger Project will be provided by the IHC's
Executive Director, who will be ultimately responsible for major administrative and financial
decisions, but will work in tandem with the Project Manager and be advised by the members of
the Project Steering Committee. The Project Manager will work full time on coordination and
administration of the entire project, communicating constantly with the Executive Director and
A5-8
the members of the Steering Committee. The Manager will take part in all Committee meetings
and act as a liaison between the Committee and the actual team members, so that the advice and
suggestions of the Committee will enhance rather than simply override the original creative work
of the team members.
The Associate Director and Child Nutrition Specialist of the IHC will act in advisory
capacities to the Program Coordinator and team members as well, on a more regular and
ongoing basis than the Committee. They will be accessible to the team members and assist in
the clarification of problem areas.
The IHC will employ a full-time Program Coordinator, as will the LACC. These two
will execute the direct education and training of the team members and will work with them on
a daily basis. They will be responsible for keeping attendance records and information relevant
to payroll, insurance, etc, and will also exercise direct action should any case arise of improper
conduct or inability to perform duties of any team member.
Elizabeth Riley has been the Executive Director of the Southern California Interfaith
Hunger Coalition since 1991, providing overall direction for program development and
administration, including fundraising, publications, personnel, and program leadership and
supervising staff. Ms. Riley oversaw the recent merger of IHC with Food Partnership, Inc.;
increased budget by 200%; instituted direct mail program and celebrity sponsorships; serves as
LA City Commissioner for the Martin Luther King Hospital Authority; was nominated by the
City Council President to serve on the Volunteer Advisory Council on Hunger; serves as
Secretary for the California Council of Churches; and makes public appearances and
presentations on behalf of IHC.
A5-9
Carolyn M. Olney has been the Associate Director of the Southern California Interfaith
Hunger Coalition since 1991, responsible for implementing public education and media efforts,
and for promoting projects that survey the level of hunger and poverty in California. Ms. Olney
coordinated with UCLA researchers on "Seeds of Change," a study of the food system in inner-
city Los Angeles; coordinates and promotes projects that assist the emergency food system with
needed resources; and serves as Food Policy Chair for the Los Angeles Emergency Food and
Shelter Program's Local Board (FEMA).
As Child Nutrition Specialist, Frank Tamborello coordinates School Breakfast and
Summer Food Outreach projects, government benefits trainings, and Food Stamp outreach
efforts. He is an organizer for the Association of Community Organizers for Reform Now,
recruiting families for grassroots projects to improve neighborhoods, and is fluent in Spanish,
literacy methods and research methods.
Martha Diepenbrock has been the Executive Director of the Los Angeles
Conservation Corps since 1986, and has been a leading force in the national service
movement, "Building Up Los Angeles." She has worked with the California Conservation
Corps and helped to start New York City's Volunteer Corps. She began her service career
working with the United Farm Worker's Movement.
A 5 10
Los Angeles Anti-Hunger and Empowerment Project
Budget Narrative and justification
B. @a -
1. Project Manager @ $42,000
Grantee Match Source: Los Angeles Services Authority
2. Project Coordinator for Interfaith Hunger Coalition (Program) @
$30,000
3. Project Coordinator for Los Angeles Conservation Corps (Technical
Assistance, Education) @ $30,000
4. Half-time Coordinator for Community Assets (Southland Farmers
Market Association) @ $15.00= $15,480
5. Summer Food Coordinator @ $30,000
Grantee Match: USDA
Subtotal:
$147,480
Benefits:
Project Coordinator @.20= =
$6,000
A 5 11
Project Coordinator @.20=
$6,000
1/2 Time Coordinator @.20 =
$3,096
Project Manager Benefits @ .20= $8,400
Grantee Match Source: Los Angeles Services Authority
Summer Food Coord. @ .20=
$6,000
Grantee Match Source: USDA
Subtotal:
$29,496
C. Operational:
Transportation:
4 Vans (1 for each project: Community Outreach, Education, Services and
Assets) @ $1,000 per month for 12 months = $48,000
150 miles per month for 8 co-team leaders (Community Coordination) for 12
$62,400
A 5 - 12
months = $14,400
Subtotal:
Supplies:
Office supplies @ $5,000
Grantee Match Source: USDA
Subtotal:
$5,000
Equipment:
4 computers (one for each team) @ $2,000 each = $8,000
Grantee Match Source: USDA
Subtotal:
$8,000
Other:
Insurance for 4 vans @ $250 per month for 12 months
$12,000
Phones @ $10,000
Postage @ $5,000
A 5 - 13
1-800- EAT-N-GRO @ $30,000
Rent @ $15,000
Outreach materials @ $25,000
Special Event Coordination @ $15,000
Printing @ $6,000
Grantee Match Source: USDA
Subtotal:
$118,000
A 5 - 14
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
6
Divider Title:
95EN5005, EM
Individual Site Application #6
Environment Team
Kansas
SUMMARY
Two "Windbreak Renovation Teams" will be organized to implement a windbreak
renovation demonstration program in five counties. The U.S. Department of Agriculture
Soil Conservation Service and Kansas County Conservation Districts will sponsor and
provide oversight for the project. The goal of this program is to prove that windbreak
renovation is both technically feasible and cost-effective.
One mile of windbreak renovation will be completed in each of the five counties. In
one of the counties a plant material field trial demonstration site will be established. The
purpose of this field trial is to test the resistance and durability of plants developed at the
Plant Materials Center. The results of this demonstration will provide data regarding the
best type of plants to be used in future windbreaks.
This program will be implemented by two ten-member teams of AmeriCorps
participants. Personnel from the local SCS field technicians and the District Conservationists
will also be used to work with these two teams.
ANNUAL OBJECTIVES FOR AMERICORPS PARTICIPANTS ARE:
(1) Complete one windbreak renovation information and education program in
cooperation with the County Conservation District and other interested state agencies and
nongovernment organizations.
B1-1
(2) Work with private landowners to identify local windbreak renovation needs and
develop individual windbreak renovation plans.
(3) Renovate one mile of windbreaks in each of five counties.
(4) Develop a plant material field trial demonstration site at the SW Experiment
Station in Tribune, Kansas.
NEEDS TO BE MET:
Kansas has 78,000 windbreaks. The windbreaks total 20,000 miles in length and
cover 114,000 acres. According to the USDA Soil Conservation Service 1992 National
Resource Inventory subsample for windbreaks in Kansas, the age and condition of these
windbreaks are as follows:
AGE
25% 1-20 years
32% 21-40 years
43% 40 + years
CONDITION
13% Excellent
38% Good
34% Fair
15% Poor
B1- 2
The windbreaks protect thousands of acres of Kansas cropland from wind erosion.
The windbreaks also reduce energy needs around farmsteads and livestock facilities, as well
as provide wildlife habitat and biodiversity in the semiarid high plains of western Kansas.
Without windbreaks, Kansas soil suffers from severe erosion from winds.
Windbreaks are a proven method of preventing erosion. Over 40% of Kansas windbreaks
are 40+ years of age and 49% are only in fair to poor condition. These figures demonstrate
the critical need for windbreak renovation.
If soil erosion is to be prevented, private landowners need to see that windbreak
restoration is technically feasible and cost-effective. This program will be able to
demonstrate this to them. The results of the plant material field trial could lead to more
resistant and less costly plants for use in windbreaks which would benefit the private
landowners.
There are approximately 400 windbreaks that need to be restored. This is
approximately 100 miles per county. This represents a large investment in time and money
for everyone involved - the landowner, state and local government, and federal government.
Before undertaking such a large and costly project, all parties want to see a demonstration of
the feasibility of the project and they want to see cost-effective methods for implementing
this large scale project.
Windbreak Renovation needs have been identified through the SCS, 1992 NRI
subsample of windbreaks in Kansas. It has been identified as a priority issue by Kansas State
and Extension Forestry and the Kansas Department of Wildlife and Parks, State Conservation
Commission as well as the Kansas Association of Conservation Districts and its member
B1- 3
districts.
PROGRAM DESIGN:
Two "Windbreak Renovation Teams" will be organized to implement a five-county
windbreak renovation demonstration program. The Soil Conservation Service and County
Conservation Districts will sponsor and provide oversight for this project.
The goals are to show that windbreak renovation is technically feasible and cost
effective. One mile of windbreak renovation will be accomplished in each county. A plant
materials field trial planting and demonstration will be established.
Annual objectives are: (1) Carryout a windbreak renovation information and education
program in cooperation with the county conservation district and other interested state
agencies and nongovernment organizations; (2) Identify local windbreak renovation needs; (3)
Develop individual windbreak renovation plans; and (4) Implement and carryout windbreak
renovation demonstration plans.
County Conservation Districts need to demonstrate that it is technically feasible and
cost effective. Windbreak renovation is critical in the Great Plains area to maintain and
improve the biodiversity of the region. Communities in these five counties will benefit from
the increased biodiversity, reduction in wind erosion damage, and the positive effects on
energy needs of the windbreaks renovated. After the proposal has been carried out, County
Conservation Districts will be able to carry out their own windbreak renovation program
based on what was demonstrated through the accomplishments of this proposal.
B1-4
The above named agencies will provide multi-agency input and overview for the
proposal and see that each goal has been accomplished as scheduled throughout the year.
The team leader will be responsible for working with the County Conservation
District, agency personnel and nongovernment organizations to carry out all
informational/educational program to promote windbreak renovation.
The field technician will be responsible for identifying windbreak renovation needs
and techniques in the field. This person will be responsible for developing individual
windbreak renovation plans and supervision of the windbreak renovation crews in carrying
out renovation plans.
Team members will be trained to carry out renovation. The multi-agency group will
evaluate and monitor the progress of the teams through monthly review of team activities,
including weekly on-site visits. A formal evaluation process will be developed by the group
and teams.
The Soil Conservation Service and the Conservation Districts will provide primary
leadership to the teams. The teams will work from a base location and travel to identified
sites to carry out their work. One team will be located in Scott City, Kansas, and will work
in Scott and Greeley counties. The second team will be located at Oakley, Kansas, and will
work in Grove, Logan, and Sheridan counties.
This project will build on existing programs available through USDA agencies,
Kansas Department of Wildlife and Parks, and State Conservation Commission, including the
Great Plains Conservation Program, Agricultural Conservation Program, Water Resources
Cost-Sharing Program, Stewardship Incentive Program, and Wildlife Habitat Improvement
B1-5
Programs.
The team will carry out informational/educational activities each week, working
closely with the Conservation District and multiagency personnel. These activities will
include news releases, field days, demonstrations, displays and programs presented locally in
the community.
The team will evaluate windbreaks in the field, determine proper renovation
techniques and develop plans with individual landowners. This person will supervise the
crews doing renovation work.
Crew members will provide the labor in carrying out windbreak renovation plans.
This work will include removal of dead or damaged trees, pruning and topping, and tree
planting activities.
(1) Team will meet at SCS office where site will be identified and a discussion of the
site plan will begin. Discussion will include all team members.
(2) Team will then be transported to windbreak site.
(3) Once on site, team will agree to best approach to the tasks that must be
accomplished. Work assignments will be made based on decision by supervisor and team
members. Decisions will be reached through consensus and be a part of team building
training. Work assignments will be rotated through all team members to give well rounded
experience.
(4) Discussion/training will be on-going during the work day. For instance:
discussion regarding choice of trees to be removed and why, types of trees used as
replacement.
B 1 6
(5) As work progresses, tasks accomplished will be:
Cutting down trees, using power saws (Training will be provided on proper
use of all tools).
Cutting trees into posts or firewood.
Collecting brush and consolidating into wildlife habitat.
Planting trees and shrubs.
When needed, installation of drip irrigation systems or
laying down weed barriers.
(6) Members will work about 40 hours each week which will give the participants
the required 1,700 hours of service.
(7) Members will spend at least one day each week on personal
development, formal training and interaction.
(8) Members needing to work on high school completion will have an
individualized program in cooperation with nearby community college.
PARTICIPANT TRAINING AND SUPPORT:
Participants will receive initial classroom training by the Soil Conservation
Service and other agencies - This will be followed up by on-the-job training. Additional
training will be provided as identified during evaluation and monitoring of team activities.
Participants gain valuable experience in interpersonal communication skills in working with
groups and individuals in carrying out their assigned activities.
Participant Placement and Supervision - The participants will work as a part of a ten-
B 1 7
member team. They will be located as described above. They will be under the direct
supervision of the Soil Conservation Service, district conservationist in each of the five
counties. The Soil Conservation Service will work closely with the Conservation District in
each of the counties in preparation for the placement of the teams.
Tools and equipment needed will be provided by the project's partners. Farmers will
pay the cost of tree replacement.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY:
The Soil Conservation Service will carry out necessary recruitment activities with the
area high schools and colleges including Kansas State University, University of Kansas, Fort
Hays State University, Emporia State University, local community colleges and technical
schools. The Soil Conservation Service will also seek participants through state and local job
service centers. Recruitment fliers and local news media efforts will also be used. We will
recruit a diverse socio-economic mix of participants including high school drop-outs, high
school graduates, students who have attended and those who have graduated.
PARTICIPANT BENEFITS:
Participants will benefit through a wide range of training both formal and informal
(see list earlier in proposal). Participants will benefit from working with a group and will
learn various skills that will help throughout their life in working and communicating with
other people. They will also learn various life skills; the importance of accepting
responsibilities, such as taking care of equipment, practicing safety regulations, and working
B 1 8
with team members. They will learn discipline in reporting to work on time each day,
accepting supervision and following directions. Problem solving skills will also be developed
both for on the job and personal encounters. Participants will also gain knowledge about the
environment and the natural resources found within it, including research skills.
INTERNAL EVALUATION AND MONITORING ACTIVITIES
Results and benefits to the community can be based on the following factors: 1)
Establishment of plant materials trial demonstration site; 2) Five miles of windbreaks
renovated; 3) Areas of wildlife habitat created; 4) Number of private landowners involved; 5)
Number of plans and designs developed for windbreak restoration; 6) Number of
communities involved to maintain the windbreaks.
INSTITUTIONAL AND PERSONNEL INFORMATION:
The Soil Conservation Service has offices in each county and works closely with the
local Conservation Districts. SCS and the Conservation District will share supervisory
responsibilities for the teams and the windbreak renovation.
James N. Habiger is the State Conservationist for the State of Kansas. Mr. Habiger
will have final responsibility for the AmeriCorps participants. Mr. Lonnie Schultz, Assistant
State Resource Conservationist, will have responsibility for the design and implementation of
the projects. Day-to-day operations will be under the local SCS employee and the state
district conservationist.
B1- 9
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
7
Divider Title:
95ENS006.DOC
Individual Site Application #7
Environment Team
Oklahoma
SUMMARY
Twenty participants will work in two teams in twenty-two county area in west
Oklahoma (Beaver, Beckham, Blaine, Caddo, Cimarron, Comanche, Cotton, Custer, Dewey,
Ellis, Greer, Haron, Harper, Jackson, Kiowa, Major, Roger mills, Texas, Tillman, Washita,
Woods and Woodward counties) in windbreak restoration.
Following the "Dust Bowl" of the 1930's, conservationists through the Civilian
Conservation Corps and the Soil Erosion Service began planting the bare land with trees
forming miles of living windbreaks. These windbreaks have provided protection for the soils
from the constant blowing winds in western Oklahoma, acted as snow fences along some
highways, provided habitat diversity for wildlife, protected crops, reduced soil erosion and
sedimentation of streams and have added beauty to the landscape.
Participants will
work fulltime, or 1,700 hours per participant, in teams restoring dying windbreaks. Work
will include, but will not limited to, reviewing plans, removing trees, creating wildlife
habitat, and planting trees and shrubs.
NEEDS TO BE MET
Thousands of miles of windbreaks have been planted in western Oklahoma.
Unfortunately, many of these windbreaks have reached maturity and are dying. Disease and
weather have also taken their toll on these windbreaks. The oldest living windbreak in
America is in Greer County and is slowing deteriorating and is in need of restoration. If
these windbreaks are not renovated, these trees will deteriorate and eventually will have to be
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removed, thus leaving the land to blow once again.
PROGRAM DESIGN
Approximately 80% of the participants time will be spent in the field, with the other
20% in training. Renovation of windbreaks involves cutting dead and trees that have been
marked for cutting. Large trees will be cut for post and while brush will be piled for
wildlife habitat. Windbreak establishment involves the proper tree and shrub species as
outlined by the plan.
Participants will plant and shrubs as needed. Weed barriers may be used for weed
control and participants assist in laying barriers down. Participants will also assist in the
installation of irrigation systems if needed.
Most of the work to be performed will be on private lands. This project will be a
cooperative effort between the following public and private partners:
RC&D - Resource Conservation and Development Councils
CD - Conservation Districts
OCC - Oklahoma Conservation Commission
SCS - Soil Conservation Service
ODF - Oklahoma Department of Forestry
ODW - Oklahoma Department of Wildlife
ODOT Oklahoma Department of Transportation
OTH - Other units of government, vo-techs, foundations and environmental groups
Training subjects will include:
- Job orientation - 2 days
B 2 2
- Safety in the work place - 1 day
- CR & EEO training 1 day
- Equipment safety - - 3 days
- Effective Presentations - - 3 days
- CPR - - 1 day
- Forest Stewardship Planning, 3 days
- Conservation Planning - 3 days
- Project Wild - - 1 day
- 2 days certification training
- Project Learning Tree - 2 days
- TQM principles - Awareness training, 3 days
- Roadmap to Problem Solving - 2 days,
- Team Building and Team Working skills - I day
- Self Improvement Skills
2 days
- Soils class - 3 days
-
Range management class
3 days
- Wildlife Management- 2
days
- Weather conditions 1
day
- Forestry management
2 days
- Environment and Ecosystem relationships - 2 days
- Water quality testing - 4 days
- Prescribed Burning 1 day
B 2 3
- Job opportunities 1 day
- Effective study skills - 1 day.
All participants will be supervised by the Soil Conservation Service. The 20
participants will be divided into four work groups at different locations across the 22 county
area. The work groups will be located at four SCS offices under the direct supervision of
the local district conservationists.
1. Team will meet at local SCS office where site will be identified and discussion of site
plan will begin. Discussion will include all team members.
2. Team will then be transported to site location.
3. Once on site, team will agree on the best approach to the tasks that must be
accomplished. Work assignments will be made based on decisions by supervisor and team
members. Decisions will be reached through consensus and be a part of the team building
training. Work assignments will be rotated through all team members to give well rounded
experience.
4. Discussion/training will be on-going during the work day. For instance: discussion
regarding choice of trees to be removed and why, types of trees used as replacements.
5. As work progresses, tasks accomplished will be:
Cutting down trees, using power saws (training will be provided on proper use
of power saws).
Cutting trees into posts or firewood.
Collecting brush and consolidating into wildlife habitat.
Unloading trees and shrubs for planting.
B2-4
Planting trees and shrubs.
When needed, installation of drip irrigation systems or laying down weed
barriers.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY:
AmeriCorps participants will be recruited through the employment and training program of
the South Western Oklahoma Development Authority and the Oklahoma Economic
Development Association. These two regional councils of government administer the Job
Training and Partnership Act Program. Each program will provide the Youth Coordinator
for recruitment. The process is in place for the Summer Youth Program which is used to
give economically disadvantaged, minority, handicapped and at-risk youth work experience.
Recruitment will also be aimed at the local vo-tech schools, state universities, employment
offices, and through advertisements in the local papers.
PARTICIPANT BENEFITS
Participants will benefit through a wide range of training both formal and informal
(see list earlier in proposal). Participants will benefit from working with a group and will
learn various skills that will help throughout their life in working and communicating with
other people. They will also learn various life skills; the importance of accepting
responsibilities, such as taking care of equipment, practicing safety regulations, and working
with team members. They will learn discipline in reporting to work on time each day,
accepting supervision and following directions. Problem solving skills will also be developed
both for on the job and personal encounters. Participants will also gain knowledge about the
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environment and the natural resources found within it.
INTERNAL EVALUATION AND MONITORING ACTIVITIES
Activities will be monitored and evaluated throughout the year to insure that the
project is on track. Approximately four miles of windbreaks should be restored per month.
At the end of the year, results and benefits to the community can be based on the following
factors:
# of miles of windbreaks restored.
# of feet of drip irrigation systems installed.
# of large trees cut and removed.
# of trees planted.
# of private landowners involved.
# of plans and designs developed for windbreak restoration in the future.
# of communities involved to maintain the windbreaks.
Areas of wildlife habitat created.
Lower maintenance costs and increased production in fields.
The total environmental benefit will not be realized for several years. However, the
protection of the soil in Oklahoma has an immense value.
INSTITUTIONAL AND PERSONNEL INFORMATION
The Soil Conservation Service has offices in each county and works closely with the
local Conservation Districts. SCS and the Conservation District will share supervisory
responsibilities for the teams and the windbreak renovation.
B2-6
Bobby Jack Jones is the State Conservationist for the state of Oklahoma for SCS. Mr. Jones
will have final responsibility for the AmeriCorps participants. Mr. William Puckett,
Assistant State Conservationist for Operations, will have responsibility for the design and
implementation of the AmeriCorps program. Day-to-day operations will be under the local
SCS employee and the state district employee.
2
B2-7
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8
Divider Title:
95E NOON. EDI
Individual Site Application #8
Environment Team
Texas Coastline
SUMMARY
Two ten-member teams with one crew leader per team will provide community
service by protecting shorelines from further erosion. Several critical areas have been
identified for shoreline erosion control projects. These service projects will affect individual
landowners, as well as the economy of Texas by reducing sedimentation into the marsh and
bay areas critical to shrimp and fin fish production. This is a service for which there is no
current labor force.
The projects will be administered by the Soil Conservation Service and will provide
students with education on marine habitat, the need to protect the marine environment, and
how this issue relates to humans and public safety.
NEEDS TO BE MET
The shoreline of the Texas Gulf Coast is eroding at an average annual rate of four
feet per year and the subsequent loss of wetlands vegetation is a major concern. Loss of
wetlands habitats and coastal erosion will continue unless low-cost, effective measures are
developed and implemented for shoreline erosion control and habitat enhancement. Once
established, smooth cordgrass, Spartina alterniflora, provides an effective means of shoreline
erosion protection. Several critical areas have been identified for shoreline erosion control
projects.
Coastal salt marshes are a very valuable resource. They serve as a nursery for over
B3-1
90% of coastal marine organisms in the Gulf of Mexico. Under favorable conditions, they
will produce more vegetation than almost any ecosystem on earth. The production will far
exceed the production of any intensive agricultural crop. Tidal marshes are also important in
the storage and assimilation of nutrients from the surrounding estuarine waters. They are
also very important in trapping sediment and reducing turbidity in runoff water. Marshes are
important in reducing flood control impacts by storing floodwater and releasing it slowly
after peak flow. In many situations, these coastal wetlands also stabilize shorelines and
afford protection to upland areas during storms by absorbing and dissipating wave energy.
Coastal wetlands in the Galveston Bay complex are rapidly disappearing. Channelization,
salt water intrusion, pollution, shoreline erosion, and the possible impact of sea level rise are
contributing factors to the loss of coastal wetlands habitats. Wetlands surveys conducted in
Galveston Bay between 1956 and 1979 indicate that approximately 25,000 acres or 16% of
its coastal marshes have been lost. Transplanting vegetation to re-create lost wildlife habitat
and mitigate impacts of shoreline erosion has been used with success in Louisiana wetlands
and in Galveston Bay.
PROGRAM DESIGN
Corps members will work on one erosion project at a time and will complete that
project before starting on the next. Participants on the two teams of ten will work with
partners on erosion projects and will be taken by van or boat each morning to the site.
Partners will include: Texas A&M University at Galveston, Galveston Bay
Foundation, Galveston Bay National Estuary Program, Resource Conservation and
Development Areas, Soil and Water Conservation Districts, Houston Lighting and Power,
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Port of Houston Authority Texas Parks and Wildlife, Texas General Land Office, U.S. Fish
and Wildlife National Marines and Fisheries. This project will directly tie to the Gulf of
Mexico Program, Galveston Bay National Estuary Program, Corpus Christi Bay National
Estuary Program, and the Coastal Zone Management Plan.
A study of the Texas Gulf Coast identified shoreline erosion and wetlands loss as high
priority items. All partners in this study have worked together to identify areas that have
critical problems, as well as developed projects for AmeriCorps participants. Resource
Conservation and Development Areas have involved residents of communities whose
livelihood is directly tied to the Gulf of Mexico and the need to protect the fragile
ecosystems. Each partner will be fully involved in all phases of each identified project. One
of the tasks be performed by the participants will be the construction of an artificial wave
barrier made of used cargo parachutes and plastic barricade fencing attached to wooden fence
posts. The installation of the wave barrier protection increases the success for smooth
cordgrass establishment. The barrier will dissipate some of the wave energy, thus protecting
the cordgrass transplants until they are rooted and well-established.
Participants also will transplant smooth cordgrass between the natural shoreline and
the wave barrier in the intertidal zone for protection. They also collect fish samples to
determine baseline data. Two fifty-foot seine hauls will be periodically conducted at each site
adjacent to the transplant plots to determine initial species diversity and relative abundance.
Fish and shellfish collected at all sites will be identified, enumerated and released.
Participants will also be utilized for soil mapping of Gulf Coast counties.
Students will be located at Baytown, Texas, and will work from 8 a.m. until 4 p.m.
B 3 - 1 3
at project sites. SCS shoreline specialists will provide day-to-day supervision.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY
Workforce will be socio-economically diverse. These individuals will be recruited by
the SCS Hispanic Liaison and Black Liaison as well as other schools. Several Texas
universities that have diverse student bodies will be targeted for recruitment. These
universities include: University of Houston, Prairie View A&M, Pan American, Texas A&I,
University of Texas at San Antonio, Sul Ross State, and the University of Texas at El Paso.
Twenty-five percent will come from the Corporation's national pool, if desired.
PARTICIPANT BENEFITS
Participants will benefit from working on community and environmental projects that
make a difference to the coastal shores of Texas. They will also have invaluable educational
experiences that can only be obtained by hands-on experience.
INTERNAL EVALUATION AND MONITORING ACTIVITIES
A specific number of feet of shoreline erosion establishment will be targeted monthly.
This progress will be monitored and evaluated weekly. By the end of the project, five sites
will be completed, treating approximately 5,280 feet of critical shoreline erosion.
INSTITUTIONAL AND PERSONNEL INFORMATION
The Soil Conservation Service has offices in each county and works closely with the local
Conservation District offices. SCS and the Conservation District will share supervisory
B3-4
responsibilities.
Harry W. Oneth is the State Conservationist for the state of Texas and will have final
responsibility for AmeriCorps participants. Mark Freeman, Assistant Conservationist, will
have overall project responsibility.
B3-5
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9
Divider Title:
95ESNOIL.
Individual Site Application #9
Environment Team
Atlanta, Georgia
SUMMARY
Twenty participants will be divided into three groups to work on water quality
improvement projects in the metropolitan area. The goal is to provide a metrowide awareness
of water quality concerns. A long-term program will be developed to restore and maintain the
stream corridor. Overall supervision will be the responsibility of the district conservationist.
Detail supervision will be provided by staff members and the Clean and Beautiful Organization.
The processes used for implementing the AmeriCorps projects will result in information that
will be used in program development, planning, and implementation of a natural resource
education curriculum. A detailed stream management project will be developed by the
participants. Participants will identify problem areas, create a monitoring schedule, perform
stream monitoring (and train volunteers), identify non-point source problems, and contact
appropriate individuals to correct these problems. Data will be collected and evaluated for use
by various agencies. Additionally, they will assist in stream restoration projects and land
reclamation using plant materials provided by the satellite plant materials center. These satellite
centers will be designed and operated by the participants.
Education, recruitment and ongoing activities will take place in the Atlanta Metropolitan
area. The participants will work with school groups and youth organizations to establish outdoor
classrooms and to help teach environmental science.
NEEDS TO BE MET
The specific need is to improve water quality within the metropolitan area and provide
B 4 - 1
a metro-wide awareness of water quality concerns. Georgia has a population of over six million
people. Two million or 34 percent of those people live in the Metropolitan Atlanta area.
Atlanta is one of the fastest growing cities in America. Atlanta and surrounding areas are facing
problems with soil erosion and sedimentation, poor water quality, inadequate water supplies,
storm-water management, deterioration of stream-banks, and development pressure on
environmental and culturally sensitive land.
Seventy percent of the population of the entire Appalachicola-Chattahoochee-Flint basin
live in the metro Atlanta area. This basin drains 19,600 square miles in Georgia, Alabama, and
Florida. The Atlanta metro area has the greatest impact on the watershed. The Chattahoochee
is soon to be named one of the nations fifteen most threatened rivers by American Rivers, a
Washington based environmental organization. The importance of identifying and correcting
contributing tributaries affecting the basin will have direct affects on public recreation facilities
that are in place and ones that are being planned.
The 1996 Olympic games in Atlanta provide extra opportunities for improvement and
education regarding water quality. The problem identification and preventive measures need to
be in place prior to the 1996 Olympics, which will add millions of individuals to the population
for a period of eight weeks.
Currently, plants that are used in the urban landscape require a high amount of
maintenance fertilizer and chemicals. Fertilizers and chemicals are carried in storm water
runoff, thus creating an urban non-point source pollution problem. A solution to this problem
is to plant and nurture native plants that will not require the type of maintenance that is needed
for some of the current exotic plants.
B 4 - 2
Needs have been identified through Soil and Water Conservation Districts long range
plans, and the Atlanta Regional Commission Vision 2020 strategy in planning process. Requests
for assistance from local units of government and concerns of local based groups of citizens also
aided to identify the needs of the area. In the Vision 2020 process, needs were primarily
identified using a Delphi survey. Over 500 people participated in one session in addition to 23
community forums conducted region-wide. Over 90 presentations were made to civic,
community business and government organizations, including tenant associations and Asian and
Hispanic groups. Over 79% of persons surveyed by the ARC for the Vision 2020 planning
process agreed that Atlanta streams and rivers are irreplaceable assets and protection of them
should be top priority.
Metropolitan Atlanta has been approved as a pilot city for an Urban Resource Partnership.
Natural resource agencies within the Department of Agriculture, the Department of Interior,
Environmental Protection Agency, and the University of Georgia Cooperative Extension Service
are available as a team to provide assistance to governmental officials and community groups
for natural resources related problems. In the developmental stages of this partnership an
assessment was made of the type of services that could be provided based on records of requests.
In order to approach the urban resource problem from a watershed approach, information needs
to be gathered and problems solved in a consistent manner. The AmeriCorps program will be a natural
complement to the Urban Resource partnership.
PROGRAM DESIGN
A crew of five people will be needed to propagate and care for plants. This group will be
supervised by a qualified agronomist. The second crew of five people will be used to provide education
to schools, community groups and individuals. The third group consisting of 10 people will be used to
B 4 3
do stream monitoring, restoration, and land reclamation. An evaluation will be done on each participant
based on their assigned duties.
The project will have an urban and a rural component.
Individuals in rural areas with agronomic skills can work with urban youth to collect and propagate native
plants and transfer them to the urban areas for their intended use.
Building on existing programs, the project will impact four program areas. Installation of the plants
will provide water quality protection for the streams in Georgia. Collection and propagating plants in
rural Georgia with a potential of creating markets will help stimulate some RC&D efforts. Creating an
educational awareness of urban environmental issues will satisfy one objective in the Community
Assistance Program. The process of collecting and evaluating native plants will help carry out some of
the objectives of the Plant Materials Program.
Primary training responsibility will come from the District Conservationist and area support staff
of the Soil Conservation Service. Some basic concepts of types of training will be agency orientation,
safety, basic soil and water conservation, and water quality indicators. All additional training will be on
the job training. We will provide the participants the opportunity of a short intern period with other
agencies. This will provide some exposure to natural resource related careers. Soil Conservation Service
will provide support for transportation and equipment.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY
A diverse socio-economic mix of people including high school dropouts or graduates and students
who have attended or completed college will be recruited. Participants are needed who have the skill to
work with people.
Specific training is needed in natural resources and earth science. The participants should be
able to teach and perform demonstrations. They should be able to work outside in varying degrees of
temperatures.
B 4 - 4
PARTICIPANT BENEFITS
AmeriCorps participants will learn valuable work skills on maintenance and management of
natural resources. The skills acquired will prepare them to enter a range of jobs and hopefully encourage
them to continue formal education in a related field of study. They will also learn the skills of
teambuilding and problem solving and have practiced leading and supporting common goals. Their work
will give them a sense of accomplishment and increase community commitment and responsibility as a
result of the contributions they have made.
INTERNAL EVALUATION AND MONITORING ACTIVITIES
The project can be evaluated quantitatively and qualitatively. Quantitative items are the number
of acres treated, number of plants collected, number of plantings, plant survival rate, number of people
employed, number of people in business. From a qualitative standpoint, measurement can be on soil
savings, improved water quality, and general improvement in the environment.
SCS Technical staff and the project director will develop tools and objectives to evaluate the
effectiveness of this project and it participants.
INSTITUTIONAL AND PERSONNEL INFORMATION
The institution that will be responsible for the project is the Marietta Atlanta Field office of the
USDA, Soil Conservation Service. The staff consists of one district conservationist, two soil
conservationist, one agronomist, one soil scientist, one engineer and one public information specialist.
The field office is part of an Urban Resource Partnership with access to technical people within the U.S.
Forest Service, U.S. Fish and Wildlife Service, Environmental Protection Agency, the U.S. Park Service
and the Cooperative Extension Service.
B 4 - 5
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This marker identifies the place of a tabbed divider. Given our
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10
Divider Title:
95EN5012, DOC
Individual Site Application #10
Environment Team
Boston, Massachusetts
SUMMARY
Two ten-member teams with one crew leader per team will address the environmental
needs of minority and inner-city neighborhoods in Boston including Roxbury, Chinatown, and
Dorchester, through such activities as environmental education, cleaning up vacant lots,
identifying hazardous waste sites, and developing water quality improvement plans. SCS will
administer the program. A diverse group of participants, including high school graduates,
students working on getting a GED, and students with at least two years of college, will be
recruited locally, through the Corporation's national pool, and the USDA/AmeriCorps
recruitment system. Some participants should be fluent in the target languages in these
neighborhoods in order to translate needed environmental materials from English. The program
also will include an educational component for the participants.
NEEDS TO BE MET
Residents in areas with a highly-urbanized mix of single-family, apartment buildings, and
projects see little connection between themselves and the environment. When faced with issues
such as recycling, disposal of trash, household hazardous wastes, or motor oils, lawn or pet
management, most residents are not aware of the environmental effects of their actions and of
environmentally sound alternatives. Residents in these neighborhoods speak a variety of
languages, and some are not fluent in English. Information on environmental issues exists, but
much is unavailable in Spanish, Vietnamese, Cape Verdean Creole or Chinese. Further, many
of the materials written in English are written in "Techno-speak" and are difficult to understand.
B5- 1
The Dudley Street Neighborhood Initiative (DSNI), which covers 1.5 square miles and
has a population of 24,000, has identified 1,300 vacant parcels of land.) A few are city owned.
Most of the parcels used to have houses on them; arson, vandalism, and official neglect and
"disinvestment", have combined to create entire streets that are now empty. As these areas grow
weeds and trees, they become dump sites and havens for criminal activity. Neighborhood
activists are seeking short-and-long-term solutions to the
problems that land vacancy creates.
Many of the vacant parcels are used for community or individual gardens. Although
residents look for parcels with low levels of soil contaminants, or places where the soil has been
removed and replaced, they may end up taking whatever they can find to put food on the table.
Nearly all of the soils in these areas have been contaminated with lead. Testing, identification
of the most usable parcels, and remediation of others are vital for public health.
In some cases, ownership of vacant parcels is unclear, and needs to be determined.
Parks and green spaces are expensive to maintain. It takes money and willing local commitment
to ensure that open parcels can legally be used and maintained for parkland. City government
has developed parcels that the community thought was theirs, and had long been used for passive
recreation. Maintenance and improvement funds have only been sporadically available. Once
the funds are available,
neighborhood groups must build the identification, capacity and commitment to carry out long-
term maintenance.
According to the Environmental Diversity Forum (EDF) and (DSNI), residents of poorer
and minority communities have become accustomed to seeing some neighbors and "midnight
B5- 2
haulers" from other communities come in and dump trash and hazardous wastes on abandoned
parcels. DSNI has identified 56 hazardous waste sites within its borders. Most of these sites
are contaminated with petroleum products. Inner-city neighborhoods have very few open
streams or urban rivers.
Urban contaminants also affect water quality. With education, water testing and access
to remedial options, it is possible to improve water quality in urban areas.
PROGRAM DESIGN
Participants on the two teams would rotate among the various tasks so that all participants
perform as much of each type of work as skills allow. The program would include an
environmental component for participants one day a week. Work to be performed by the
participants will include:
1) Clean Up Vacant Land. Each team will have a four-person crew working cleaning up and
renovating vacant parcels of property. Cleanup (removal of trash and woody debris) takes an
average of two days/site. The crews will spend 1/3 of their available time on cleanup which
should result in cleanup of 2-25 lots.
2) Renovating Greenspace: The grounds crews discussed in item 1 above will spend the
remaining two thirds of available time renovating greenspace. According to the Boston Natural
Areas Fund, renovation (the cleanup mentioned above, seeding eroding areas, beautification and
landscape plantings, construction of paths, steps, etc. for access) takes an average 1-2 weeks per
site. The crews should be able to renovate 10 greenspace parcels.
3) Establishing Endowment Funds for Long-Term Maintenance of Greenspaces: One person
per crew would research models for long term maintenance of land, and work with citizens,
B5- 3
agencies and community groups to establish maintenance endowments. This project involves
research, outreach, development of community support, fund-raising, etc. Research and
outreach will take 3 months; development of local support and getting commitments of seed
money will take the remainder of the year and beyond.
4) Determining Ownership of Vacant Parcels and Those with Identified Hazardous Materials:
This is a 1-2 month job for one person per crew and will include work in Assessors and
environmental agencies' offices to determine ownership, send form letters requesting permission
to clean up or otherwise manage sites, and develop priority listing for action. It would be part
of the duties for the person doing Task 3 above.
5) Soil Testing of Greenspace and Vacant Parcels: This includes testing soils in parcels where
citizens (especially children) may play, or otherwise have access, to determine levels of lead and
other soil contaminants. Once testing is complete, the crew would develop lists of priority sites
for remedial work if possible, or fencing or other methods to keep people away from health
hazards. With 1300 vacant parcels in one neighborhood alone, this will be a full-time job for
two people.
6) Water Testing and Tracing Non-point Source Pollution through the Storm Drain System.
Two people per crew will work full-time testing water and tracing contaminants back to likely
sources. They will prepare a list of priority areas for remedial action. They will work with
other crews, program managers, citizens' groups, etc. to develop goals for water quality
improvement, and seek ways to fund the improvements.
7) Translating Environmental Information for Non-English Readers: Two people per crew will
work full-time on this effort. They will prepare and translate at least 20 documents into
B5-4
Spanish, Vietnamese, various Creoles, etc. as needed based on neighborhood populations. They
will also seek funds for publications from foundations, agencies, etc.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY
Twenty diverse participants will be recruited primarily locally. However, team members
will also be recruited through the Corporation's national pool and USDA/AmeriCorps resources.
Locally, participants will be recruited through Roxbury Community College, the network
of local organizations (newsletters, meetings, and job bulletin boards) and through the local
media.
Some jobs, including translation of environmental information, require specialized skills,
such as fluency in foreign languages and knowledge of environmental issues. AmeriCorps
participants will receive training in all other skills as needed. Participants will rotate from one
crew to another, and be exposed to the different tasks discussed in this proposal. They will
receive comprehensive training as needed both to carry out specific tasks and to understand the
environmental, public policy and technical context in which their work becomes necessary.
Training will also include information on educational and career opportunities.
PARTICIPANT BENEFITS
Participants will learn the relationship between public policy, environmental issues and
community empowerment. They will learn how to identify and analyze problems as well as
leadership and organizational skills for taking action. Participants will become sensitive to
ethnic groups with different languages and customs. As a result of this experience, participants
will be encouraged and guided to continue their education and being advocates for improving
the quality of life in their community.
B5-5
INTERNAL EVALUATION AND MONITORING ACTIVITIES
The Environmental Diversity Forum and the Dudley Street Neighborhood Initiative will
provide day-to-day oversight and monitoring of the projects. These organizations will serve as
a forum to insure that regulatory agencies, citizen groups, and others consulted and
communicated with the broad range of interests involved to insure that improvement projects
were based on community needs and had widespread community support.
Participants will be trained by qualified individuals to do the tasks outlined. Supervisors
will prepare goal and schedule sheets for each job (vacant lot cleanup, site rehabilitation, number
of soil or water tests taken, etc.) They will visit work sites to get crews started, then check
periodically during the day to insure that the tasks and goals outlined for the job are being met.
A crew chief will be assigned to each field crew. Trainers will work with individuals doing
specific technical tasks, such as soil and water tests, to insure adherence to Standard Methods
for collection and analysis of samples. They will standardize data collection forms, check results
daily at first, then, as participants become competent, weekly. The results will be checked both
to insure quality and to provide information that community groups can use in establishing goals
for site improvement, watershed management, etc.
Selection of sites for cleanup and rehabilitation material to be translated, etc. will be
based on recommendations from the Executive Councils for the local nonprofits, interviews with
citizen groups, technical agencies, etc.
Measurable results of the project or activities will include: 1) Posters, brochures, news
stories and other publicity (stencils for storm drains, for instance), education for pet owners in
picking up their pets' wastes, how-to guides (for water quality monitoring, tree planting,
B5- 6
erosion-control work, etc.). Participants would develop a portfolio they could show prospective
schools or employers; 2)Hundreds of vacant parcels cleaned up, with eroding areas stabilized;
3)A complete listing of ownership of vacant land, and development of several models for
funding long-term maintenance of public lands; 4)
Establishment of a maintenance
endowment fund for public parcels through local nonprofit corporations, such as the
Environmental Diversity Forum and the Dudley Street Neighborhood Initiative; 5)Lead and other
soil contaminant testing to set priorities for rehabilitating parcels that have the most potential for
public use. Establishment of long-term agreements with the City of Boston and private
landowners for use of appropriate parcels for community gardens, recreational open space, and
other community uses; 6) Water testing and information on water quality problems, point and
estimated non-point sources, and development of remedial plans for specific watersheds where
behavioral or land management changes could improve water quality; 7) A ranked list of
hazardous waste sites, their potential toxicity to humans or the environment, and a plan for
working with landowners and regulatory agencies to clean up sites where possible, cover the
wastes to minimize human contact, or otherwise isolate them (with fencing, for instance) to
prevent human or environmental impacts; 8) A coordinated training program (one day per week
for AmeriCorps participants to expose them to career opportunities, communication and
mobilization skills, specific environmental and natural resource issues, methods of resource
management, business development, and other skills enabling participants and volunteer residents
to improve their economic, educational and political opportunities; 8)Development of a cadre
of citizens who will volunteer their time, labor and talents to help direct and supplement the
efforts of the AmeriCorps participants.
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INSTITUTIONAL AND PERSONNEL INFORMATION
Prepared by: The U.S. Soil Conservation Service's Community Assistance Unit
West Wareham, Mass. in cooperation with: The Environment Diversity Forum, Inc.
The Dudley Street Neighborhood Initiative, Inc, The Massachusetts Bays Program
The Massachusetts Riverways Program, Environmental Improvement Through Local
Empowerment.
Richard Gallo is the State Conservationist for the State of Massachusetts.
Marc McQueen of the Community Assistance Unit will provide overall oversight for SCS with
assistance from the Massachusetts Bay Program.
Other partners, such as the Boston Parks Department and the Boston Public Works
Department, will loan tools and equipment, such as dump trucks, for land cleanup, and supervise
site cleanup work. The Massachusetts Riverways Program and Massachusetts Department of
Environmental Protection will train people in soil and water testing, and interpretation of results.
Youth Build Boston helps youth who have not graduated from high school to get their G.E. D.
and gain work experience in construction. Youth Build will help recruit individuals who have
construction experience, and who are looking for ways to fund their college education. The
Environmental Careers Organization (ECO) has established minority training and internship
programs to help students in college, and those pursuing graduate, degrees, get paid work
experience while carrying out internships of various terms.
The Massachusetts Water Watch Partnership, under the auspices of the Massachusetts Water
Resources Research Center, helps citizens groups establish citizen water quality monitoring
programs. This organization will provide training.
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B5-9
Clinton Presidential Records
Digital Records Marker
This is not a presidential record. This is used as an administrative
marker by the William J. Clinton Presidential Library Staff.
This marker identifies the place of a tabbed divider. Given our
digitization capabilities, we are sometimes unable to adequately
scan such dividers. The title from the original document is
indicated below.
11
Divider Title:
95EN5013
Individual Site Application #11
Environment Team
East St. Louis, Illinois
SUMMARY
Twenty AmeriCorps participants will work in two teams to improve the East St. Louis
community.
The teams, along with community residents, will establish urban gardens by restoring
available land to a productive level. These teams will then develop markets for the produce
grown on this restored land. This project will serve two purposes: 1) a source of income to
area residents; 2) a source of low-cost fresh produce to the community.
The teams will also focus on community clean-up and beautification. The will work with
Operation New Spirit, a community group dedicated to restoring the area. This clean-up will
be accomplished with the help of landscape architects and the urban forestry program. This
effort will reach out to the immediate urban area including parks and recreation areas.
While performing these tasks, participants will learn the proper use of fertilizers and
other chemicals in order to avoid non-point source pollution problems. They will develop skills
in marketing and selling. They will also develop a sense of civic pride and responsibility.
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NEEDS TO BE MET
East St. Louis and the surrounding area is in desperate need of additional help to rebuild
the community and its infrastructure. The city suffers from severe urban blight, which includes
vacant lots filled with litter and garbage, abandoned and condemned buildings, graffiti filled
walls and trash in the streets.
Mass exodus of industry has occurred over the past 30 years, leaving few factory jobs
for local residents. Rebuilding of the area will need to come from within and especially through
grassroots. This rebuilding will come from natural resource-related jobs and training
opportunities.
The people of East St. Louis suffer from depression, hopelessness and fear. The crime
rate is high, unemployment is high, poverty is high. There is no beauty and no green spaces
in this city.
This project will provide the manpower needed to clean-up these vacant lots, get the trash
off the street, and plant some green trees and shrubs. Through the urban gardening component
it will bring an added source of income and a supply of fresh vegetables.
This project will provide hope and inspiration to the members of the community. It will
demonstrate to the residents what can be accomplished when a community bands together.
This project will also provide a learning experience for the participants and provide them
with the opportunity to further their education. It will provide a means of enhancing self-esteem
and instilling a sense of purpose. It will demonstrate to the participants the impact each
individual can have on their community.
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PROGRAM DESIGN
The basic concept of the Citizen Environmental and Land Use Improvement Project is
to work in teams at individual work sites that support the need of community cleanup and urban
gardening. Supervision and technical assistance will be provided by Soil Conservation Service,
State Community College, the Bakri Institute, Operation New Spirit, the Win-Stanley
Neighborhood Organization, St. Clair Co. Sheriff's Departments, St. Clair Co. Soil and Water
Conservation District and many others. The University of Illinois Cooperative Extension
Service has placed additional technical services to help develop local community leaders.
Team members will be involved in developing work strategies and methods. Teams will
develop work plans for targeted clean-up areas. For example, amount of trash to be removed,
soil improvement needed, number of trees and shrubs for replanting.
One initiative that the Citizen and Environmental Land Use Improvement participants will
engage in is improved community clean-up throughout the area. A typical day might include
removing debris and rubble from abandoned lots, planting vegetation and landscaping the areas
as needed. Urban forestry projects, such as planting trees, pruning, and transplanting would
be typical tasks that participants would engage in daily or weekly.
Participants will also
be involved in stream clean-up along the local tributaries. This would be one way in which
businesses can be attracted to this area to stimulate economic renewal and foster aesthetic
appreciation for the community.
PARTICIPANT TRAINING AND SUPPORT
It is planned that each participant will be provided basic job orientation and community
awareness by State Community College's Office of Vocational Services. In addition, to this
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orientation and awareness training, additional specific task related training sites will be offered
by the Soil Conservation Service to assure that the job and the individual are matched.
Follow-up of each participant will be done by the project director to determine additional
training needs and/or help. This follow-up will also help the participant to determine their
career choices and additional formal training needs after completion of the AmeriCorps
program.
Participant Placement and Supervision: The participants will be trained for the purpose
of developing leadership abilities. The choice of assignment will be made based upon the
individual training, skills, abilities and evaluate and performance. When the individual is
assigned, the effort will be based on the above criteria. Sites hosted for the project will be for
extensive long term enhancement. These sites will be selected and evaluated by the community
partners, USDA, RC&D, or Community Horticulture Council for long term community
environmental enhancement.
Locations Identified:
East St Louis Park District (Jones Park) This work includes maintenance and monitoring of park
facilities. Included will be the rehabilitation of several park facilities needing maintenance to
bring the park back into compliance with the Urban Parks and Recovery Program.
Tasks included will be: 1) rehabilitation of several park facilities, including the greenhouse,
fountains, athletic fields, and flower gardens, in order to bring the park back into compliance
with the Urban Parks and Recovery Program, 2) establishment of new greenhouse capabilities,
gardens, and recreational areas, and 3) assessment and planning for future needs.
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Urban Clean-Up/Landscaping and Beautification: This is work with Operation New Spirit
to assist in the clean-up of urban sites. This will lead to community pride by cleaning the area.
The Operation New Spirit Organization is the key to the rehabilitation of unsightly structures
which clutters the community skyline. One of the key problems for this organization is the
inadequate number of unskilled workers. Heavy equipment operators are hard to find. Large
dozers and track hoes remain idle, while there is a need to demolish and clean-up sites. In
addition, sites which are demolished and leveled, cannot be kept in a safe condition, because of
a lack of code enforcement support people. Additional special clean-up and landscaping
assistance cannot be carried out to sustain improvements.
Holton State Park: This work is the maintenance of a newly developed golf course
adjacent to the State Community College. This site is used for stormwater management and
erosion control for the community. This assistance is provided as part of the Soil Conservation
Service floodplain management and technical assistance. Training and support will be provided
by the Soil Conservation Service.
Farmers Market: These tasks are to assist in the management, promotion, and community
outreach to insure the success of the Farmers Market.
Community Urban Garden Project tasks will include coordinating site development and
clean-up, site preparation, planting and management of the plants. Included in this position
is the exposure to other crops and the potential to explore specialty crops. Packing and
marketing assistance will also be provided.
This initiative will involve coordinating site development, clean-up, and preparation as well
as planting and management of the gardens. Participants will be involved in : 1.)
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development of science demonstration sites at various district schools; 2) soil
testing/sampling; 3) marketing, management and sales techniques; 4) pesticide management
techniques; 5) community relations; 6) small business practice; 7) crop selection; 8) soil
management.
PARTICIPANT PROFILE AND RECRUITMENT STRATEGY
Each participating organization will be encouraged to identify potential participants.
State Community College will utilize their public TV Channel 13 to promote the program.
Press releases will be provided to the East St. Louis Monitor, St. Louis Post-Dispatch, and
Belleville News-Democrat on the program and service opportunities. School District 188 and
189 will be contacted for potential candidates. Individuals over sixteen interested in serving
the community will be encouraged to apply. State Community Colleges's skills center will
be utilized to evaluate program applicants. Selection of the twenty participants will be made
by the Ecosystem Advisory Council.
PARTICIPANT BENEFITS
Each participant will come to the program to assist in community projects that cover a wide
range of natural resource needs. As a result they will gain greatly from the hands on
experience gained at each of the worksites. The will gain significant knowledge about
natural resources, job skills, teamwork, problems solving, and community development.
They will be able to increase their educational level, improve their job skills, and be more
employable in the future.
INTERNAL EVALUATION AND MONITORING ACTIVITIES:
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The Soil Conservation Service and the Community College will monitor weekly progress to
ensure that the program is on track and moving forward. Day-to-day supervision will be
provided by the various organizations involved in the project. An overall evaluation of the
worksites will be done every quarter by the Ecosystem Advisory Council of the State
Community College and the Soil Conservation Service.
INSTITUTIONAL AND PERSONNEL INFORMATION
All the various institutions and organizations involved in this project are well
established and experienced in their field. These organizations and personnel are as follows:
State Community College - Dr. Campbell
Lincoln University - Jefferson City, MO
St Clair County Sheriff Department - Sgt. Steve Saunders
Southwestern Illinois Resource Conservation and Development Council - Ed Weilbacher
St. Clair County Soil and Water Conservation District
USDA, Soil Conservation Service - Rufus Williams
Operation New Spirit
East St. Louis Park District
Bakari Institute - Jahi Bakeri
Frank Holton State Park - Dr. Willie Williams
University of Illinois Extension Service
SIU - Carbondale
School Districts of Lovejoy and East St. Louis - Dr. Clarence Jason
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