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[HRC Background File] Monday April 18 [1994]
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[HRC Background File] Monday April 18 [1994]
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Elizabeth "Liz" Bowyer's Files
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Withdrawal/Redaction Sheet
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
001. biography
Biographical Sketch of Everard O. Rutledge, FACHE [partial] (2
4/15/94
b(6)
pages)
002. biography
James A. Block, M.D. [partial] (1 page)
4/15/94
b(6)
003. biography
Biographical Sketch, William C. Richardson [partial] (1 page)
4/15/94
b(6)
004. fax
From: Bailey Fine, To: Julie Hooper, Re: Meeting with Mrs. Clinton -
4/15/94
b(6)
Social Security Numbers [partial] (4 pages)
005. list
Cardin Staff Attending 4/18 Meeting with Hillary Clinton [partial] (1
4/15/94
b(6)
page)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - [44 U.S.C. 2204(a)|
Freedom of Information Act - 15 U.S.C. 552(b)]
P1 National Security Classified Information |(a)(1) of the PRA|
b(1) National security classified information |(b)(1) of the FOIA|
P2 Relating to the appointment to Federal office [(a)(2) of the PRA|
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute |(a)(3) of the PRA]
an agency [(b)(2) of the FOIA]
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute [(b)(3) of the FOIA]
financial information |(a)(4) of the PRA|
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information |(b)(4) of the FOIA|
and his advisors, or between such advisors |a)(5) of the PRA|
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy |(b)(6) of the FOIA]
personal privacy [(a)(6) of the PRA]
b(7) Release would disclose information compiled for law enforcement
purposes |(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions |(b)(8) of the FOIA|
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells |(b)(9) of the FOIA|
RR. Document will be reviewed upon request.
4/18/94
BIO SENATOR LARRY YOUNG
Larry Young, Democrat, District 39, Born in Baltimore, Maryland, November 25, 1949.
Attended Baltimore public schools; University of Maryland. Urban environmentalist.
Chair, Governor's Commission on Black and Minority Health. Member, Governor's Task
Force on Hazardous Waste Initiatives; Maryland Committee for Children and Youth,
1969-72. Chair, board of directors, Citizens Democratic Action Organization, Inc., 1976-;
Newspaper columnist for Afro-American Newspaper. President, Center for Urban
Environmental Studies, Inc., 1978-83. Health Committee chair, National Black Caucus
of State Legislators Secretariat, 1979-. Afro-American Newspaper Honor Roll Award,
1971. Received NAEE Annual Award, 1976; Statesman Award, Baltimore Baptist
Minister's Conference, 1977' "Public Service Award," MPIRG, 1978. Unmarried. Member
of House of Delegates, 1975-87. House Chair, Joint Committee on Administrative,
Executive and Legislative Review. Member, Environmental Matters Committee
(chairman, 1983-87); Joint Committee of Health Care Cost Containment. Chair,
Baltimore City Delegation. Member of Senate since 1988. Member, Finance Committee;
Joint Committee on Administrative, Executive and Legislative Review; Joint Committee
on Health Care Cost Containment; Special Joint Committee on the Medical Assistance
Program; Special Joint Committee on Energy Pricing.
VI 'd
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Withdrawal/Redaction Marker
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
001. biography
Biographical Sketch of Everard O. Rutledge, FACHE [partial] (2
4/15/94
b(6)
pages)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - [44 U.S.C. 2204(a)]
Freedom of Information Act - 5 U.S.C. 552(b)]
PI National Security Classified Information |(a)(1) of the PRA]
b(1) National security classified information |(b)(1) of the FOIA]
P2 Relating to the appointment to Federal office |(a)(2) of the PRA]
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute |(a)(3) of the PRA
an agency [(b)(2) of the FOIA]
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute [(b)(3) of the FOIA]
financial information [(a)(4) of the PRA]
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information [(b)(4) of the FOIA]
and his advisors, or between such advisors [a)(5) of the PRA|
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy |(b)(6) of the FOIA]
personal privacy [(a)(6) of the PRA]
b(7) Release would disclose information compiled for law enforcement
purposes [(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions |(b)(8) of the FOIA|
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells [(b)(9) of the FOIA]
RR. Document will be reviewed upon request.
APR 15 '94 15:21
FROM LIBERTY MEDICAL
PAGE.002
BIOGRAPHICAL SKETCH
OF
EVERARD O. RUTLEDGE, FACHE
Everard O. Rutledge (Rod) is the President and Chief Executive
Officer of Liberty Medical Center, Inc. an acute care hospital and
not-for-profit managed care organization, in Baltimore, Maryland.
Mr. Rutledge was appointed to this position in July, 1990.
(b)(6)
001
001
(b)(6)
he is the product of the public and
private school systems. Mr. Rutledge graduated in 1968 from
Florida A&M University, Tallahassee, Florida, where he received -
bachelor's degree in business with a minor in economics and
accounting. In 1972, he was awarded a master's degree in Health
and Hospital Care Administration from the University of Minnesota.
He completed post graduate studies at Harvard University, and St.
Louis University in the area of Policy Analysis.
Prior to his present position, Mr. Rutledge has held a number
of positions in the health care profession. He was the Senior Vice
President and Chief Operating Officer of the University of Maryland
Medical System from 1986-1990. He was appointed by the county
Executive to the position of Director of the St. Louis County
Department of Health and Hospitals where he served in that position
from 1980-1986. Prior to that, he was Associate Executive Director
for the Bronx Municipal Hospital Center in Bronx, New York--a
division of New York city Health and Hospital Corporation (1978-
1980). Mr. Rutledge also served as Vice President and Executive
Director of L. Richardson Memorial Hospital in Greensboro, North
Carolina (1972-1978). In addition, he served as Administrative
Resident at Provident Hospital in Baltimore, Maryland (1971-1972).
Before entering the health field, he worked for the American
Air Lines Corporation as Senior Accounting Analyst and City
Controller Understudy (one of six understudies in the nation who
worked in various capacities, learning all facets of the commercial
air lines business). He has also been an instructor at Morgan
State College. Currently, he serves as a member of the clinical
faculty at St. Louis University and Associate Professor at
University College, University of Maryland.
Mr. Rutledge is involved in numerous professional activities.
He is Former-President of the National Association of Health
Services Executives (NAHSE) Regent-at-Large in the American
College of Healthcare Executives (ACHE), and has served on several
committees with the ACHE, including the strategic Planning and the
Committee on Public Policy, Budget & Finance Committee and is
currently Chairman of the Audit Committee. He has been a member of
the Council on Patient Services of the American Hospital
Association, member of the Greater Baltimore Education Committee,
Downtown Baltimore Center Advisory Committee, and the National
Institute of Health's Advisory Council for Nursing Research.
91 'd
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APR 15 '94 15:22 FROM LIBERTY MEDICAL
PAGE 003
He was a member of the Board of Visitors at the Center for the
Study of Future Management at the University of Maryland. He has
served as Chairman of the Committee on Public Hospitals and the
Medicaid Sub-Committee for the Missouri Hospital Association, as
well as a member of the Board of Directors of the National
Association of County Health officials.
In the area of civic organizations, Mr. Rutledge has
consistently been an active participant. He has been a member of
the Board of Directors for Big Brothers & Big sisters of Central
Maryland, Inc. and Executive Vice President for their branch in
Greater St. Louis; past Commissioner of the Missouri Commission on
Human Rights; a participant of both the St. Louis and Baltimore
Leadership Programs; and a member of the American Cancer Society
North Central Unit. Mr. Rutledge also serves or has served as a
board member for the Volunteers of America, the Lighthouse Family,
and Children Center, the House of Ruth and the Baltimore Urban
League. He is the Past Chairman of the Board of Directors of the
St. Louis Urban League.
Mr. Rutledge has written a number of articles on various
issues, including: Managerial Effectiveness, The Human Approach;
Analysis of Why Management is Losing Ground; and Teen-age Pregnancy
in St. Louis County. In addition, Mr. Rutledge has often had the
honor of addressing health and non-health related organizations
concerning social, economic and professional issues.
For his many contributions, he has received a multitude of
honors and awards. In 1991 he received the Torchbearer Award from
the Baltimore Chapter of the Coalition of 100 Black women. In 1977,
he received the "Young Administrator of the Year Health Management
Achievement Award" from the National Association of Health Services
Executives. He also received the United States Jaycees'
"Outstanding Young Men of America Award" in 1981. In 1985, then-
Governor Bond nominated Mr. Rutledge as one of ten young political
leaders in Missouri to attend the 11th Annual Foreign Policy
Conference sponsored by the State Department. For outstanding
accomplishments in the area of health, he received the 1986
Founders Day Award from the Phi Beta Sigma Fraternity and the Zeta
Phi Beta Sorority. In addition, the American Cancer Society
presented him with the "Presidential Outstanding Leadership Award"
and President Ronald Reagan appointed him to the Presidential Rank
Review Board, Office of Personnel Management. In 1993 he received
Monumental city Bar Association's Community Service Award.
(b)(6)
001
SS#
DOB
(b)(6)
001
2
9119
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Withdrawal/Redaction Marker
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
002. biography
James A. Block, M.D. [partial] (1 page)
4/15/94
b(6)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - |44 U.S.C. 2204(a)]
Freedom of Information Act - |5 U.S.C. 552(b)|
P1 National Security Classified Information [(a)(1) of the PRAJ
b(1) National security classified information [(b)(1) of the FOIA)
P2 Relating to the appointment to Federal office |(a)(2) of the PRA]
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute |(a)(3) of the PRAJ
an agency |(b)(2) of the FOIA|
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute [(b)(3) of the FOIA]
financial information |(a)(4) of the PRA]
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information |(b)(4) of the FOIA]
and his advisors, or between such advisors [a)(5) of the PRA]
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy [(b)(6) of the FOIAJ
personal privacy [(a)(6) of the PRA]
b(7) Release would disclose information compiled for law enforcement
purposes |(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions [(b)(8) of the FOIA]
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells |(b)(9) of the FOIA]
RR. Document will be reviewed upon request.
APR 15 '94 04:53PM JHMI PUBLIC AFFAIRS
P.3/4
James A. Block, M.D.
James A. Block, M.D., became president and chief executive officer of The Johns
Hopkins Hospital and the Johns Hopkins Health System in July 1992.
A leader in health-care reform and planning, Dr. Block is the ninth chief executive of
the Baltimore institution known as the model for all academic medical centers since its opening
in 1889.
Since arriving at Hopkins, Dr. Block has played a major role in developing health
insurance reform legislation that should make insurance affordable for thousands of Marylanders
employed by small businesses. He also was a member of the Clinton administration's health-care
transition team.
In addition, Dr. Block has initiated a series of new programs and management strategies
at Hopkins. These include developing a plan for a new, multi-disciplinary Cancer Center,
creating a master plan for the medical campus of the 21st century, and catalyzing development
of the first Johns Hopkins Suburban Health Center, a facility for primary and secondary care
practitioners to complement the tertiary care Johns Hopkins Outpatient Center in East Baltimore.
002
Born in
(b)(6)
Dr. Block's family includes many physicians. He
graduated from Haverford College in 1962 and carned his medical degree at the New York
University School of Medicine in 1966. His subsequent training and choice of jobs reflect a
strong interest in both administration and community medicine.
After medical school, he worked first as chief of ambulatory services in the Surgeon
General's Comprehensive Health Planning Office, then as associate director of the Community
Health Service of the Health Services and Mental Health Administration of the U.S. Public
Health Service. In these posts, he was responsible for developing programs for community,
migrant and rural health centers, group practices and the Appalachian Health Program.
In 1969, he resumed his medical training with a residency in pediatrics and ambulatory
medicine at Strong Memorial Hospital at the University of Rochester. From 1971-79, he was
a practicing pediatrician and head of ambulatory services at Genesee Hospital, a 400-bed
community hospital affiliated with the University of Rochester School of Medicine and Dentistry.
He also was medical director of the Genesee Health Service, a primary group practice for
outpatients he helped develop.
During this same period, Dr. Block directed the Robert Wood Johnson Foundation's
Community Hospital-Medical Staff Sponsored Primary Group Practice Program, a position he
held for eight years.
In 1979, Dr. Block became president of the Rochester Area Hospitals Corp., a nine-
hospital consortium formed to develop new reimbursement systems and coordinate hospital
planning in that region of New York State. During his time there, the consortium's efforts to
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Ll'd
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P.4/4
control costs resulted in a $4.8 million Medicare surplus, an unprecedented event. President
Clinton has cited Rochester as a model for health-care reform. Dr. Block emphasizes that the
accomplishments in Rochester were possible only because of collaboration between hospitals,
physicians, insurers, corporations and labor. He calls this approach "managed cooperation."
In 1986, Dr. Block became president of University Hospitals of Cleveland, comprised
of a 771-bed hospital -- the major teaching hospital of Case Western Reserve University School
of Medicine, a 120-member physician group practice, four ambulatory care centers, a managed
care plan and five affiliated hospitals.
Currently, he is on the boards of UNICEP, Mercantile Bankshares Inc., and the Society
of Medical Administrators. He also is a delegate to the Council of Teaching Hospitals of the
Association of American Medical Colleges (AAMC).
Dr. Block is married and has 4 children.
The Johns Hopkins Health System is comprised of The Johns Hopkins Hospital, the Johns
Hopkins Outpatient Center, The Francis Scott Key Medical Center, the Johns Hopkins Geriatric
Center, Home Health Care programs, and The Johns Hopkins Medical Services Corp. -- a
physician group practice that staffs 18 outpatient centers in the Baltimore region. The System
affiliates operate a total of 1,584 beds and collectively are one of the largest private employers
in Maryland.
188 'd
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AMK-15-94 16.10 FROM. JHU PUBLICATIONS
ID. 4105185251
PAGE 2
JOHNS HOPKINS
INIVERSITY
Office of News and Information
212 Whiteheart Hill ! 3400 North Charles Street
Ballinore MII 2002
111111 7100 AX (111) 516-5251
BIOGRAPHICAL SKETCH
William C. Richardson
President
The Johns Hopkins University
William C. Richardson became the 11th president of The Johns Hopkins
University 000 July 1. 1990.
The president has emerged as a national leader in the critical
relationship between the federal government and the research community,
especially in the effort to retain full federal funding for the costs
associated with scientitie and medical research.
Nationally known 38 a health policy expert, Dr. Richardson was appointed
111 1993 by Gov. William Donald Schaefer to chair Maryland's new Health Care
Access and Cost Commission, which 1s charged under the state's health care
return Law with expanding health insurance coverage and containing medical
COSTS.
Dr. Richardson served as co-chair of the Pew Health Professions
Commission. formed by the Pew Charitable Trusts of Philadelphia to prompt
national reform In the education of health care professionals, including
doctors. donnists, nurses, pharmacists and others. Dr. Richardson, who
specializes in health care organization and financing, holds an appointment in
the Johns Hopkins School of Hygiene and Public Health as a professor of health
polley and management and occasionally finds time to reach a class at the
school,
His M.B.A., earned in 1964, and Ph.D., in 1971. are from the University
of Chicago Graduate School of Business; he has written and lectured
extensively on varlous aspects of the nation's health care system. He
graduated From Trinity College in 1962 with a bachelor's degree in history.
Dr. Richardson served for 13 years at the University of Washington as,
medessively, it faculty member, chairman of the Department of Health Services,
associate dean of the School of Public Health, and graduate dean and vice
provost for research.
(MORE)
P.19
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Withdrawal/Redaction Marker
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
003. biography
Biographical Sketch, William C. Richardson [partial] (1 page)
4/15/94
b(6)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - [44 U.S.C. 2204(a)]
Freedom of Information Act - [5 U.S.C. 552(b)]
P1 National Security Classified Information [(a)(1) of the PRA]
b(1) National security classified information [(b)(1) of the FOIA]
P2 Relating to the appointment to Federal office |(a)(2) of the PRA]
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute [(a)(3) of the PRA]
an agency [(b)(2) of the FOIA]
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute |(b)(3) of the FOIA]
financial information |(a)(4) of the PRA]
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information ((b)(4) of the FOIA]
and his advisors, or between such advisors [a)(5) of the PRAJ
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy [(b)(6) of the FOIA]
personal privacy |(a)(6) of the PRA]
b(7) Release would disclose information compiled for law enforcement
purposes [(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions [(b)(8) of the FOIA]
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells [(b)(9) of the FOIA]
RR. Document will be reviewed upon request.
APR-18-94 18.10 FROM, JHU PUBLICATIONS
ID. 4105165251
PAGE 3
Page 2
in 1984, he became executive vice president and provost of The
Pennsylvanta State University, a position he held for cix years.
He is n member of the Institute of Medicine of the National Academy of
Schences and is follow of the American Public Health Association. He serves on
" number of boards including those of the Kaiser Family Foundation, the
Glenmede Trust Co. and its associated Pew Charitable Trusts, Mercantile
Bankshares Corp., the Balrimore Museum of Art, the Greater Baltimors
Committee, and Triniry College.
(b)(6)
00 3
###
P.20
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SENT BY:Xorox Telecopier 7020 : 4- 7-94 ; 9:24
2024567805-
92253178:# 2
THE WHITE HOUSE
WASHINGTON
HILLARY RODHAM CLINTON
FIRST LADY OF THE UNITED STATES OF AMERICA
Hillary Rodham Clinton arrived at the White House after
serving as First Lady of Arkansas for 12 years. During that time
she worked as a full-time partner of a law firm, chaired an
education committee that set public school standards in Arkansas,
managed a home, and cared for her husband and child. On many
occasions, Hillary Clinton has spoken about the need "to find the
right balance in our lives." For her, the elements of that balance
are family, work, and public service.
Hillary Diane Rodham was born in Chicago, Illinois, on
October 26, 1947, daughter of Hugh and Dorothy Rodham. She and her
younger two brothers grew up in Park Ridge, Illinois, as a close-
knit family. An excellent student, she was also a Girl Scout and
a member of the local Methodist youth group. Hillary also enjoyed
sports and was always interested in politics.
She entered Wellesley College in 1965. Graduating with high
honors, she moved on to Yale Law School, where she served on the
Board of Editors of the Tale Review of Law and social Action.
While at Yale, she developed her special concern for protecting the
best interest of children and their families. It was there that
she met Bill Clinton, a fellow student.
In 1973, Hillary became a staff attorney for the Children's
Defense Fund. A year later she was recruited by the Impeachment
Inquiry staff of the Judiciary Committee of the U.S. House of
Representatives to work on the Watergate Impeachment proceedings.
Hillary left Washington and "followed her heart to Arkansas,"
marrying Bill Clinton in 1975. The couple taught together or the
law faculty of the University of Arkansas at Fayetteville. Their
daughter, Chelsea, vas born in 1980.
As First Lady of Arkansas, Hillary continued to work
tirelessly on behalf of children and families, In addition to
chairing the Arkansas Education Standards Committee, she founded
the Arkansas Advocates for children and Families. She introduced
a pioneering program called Arkansas' Home Instruction for
Preschool Youth, which trained parents to work with their children
in preschool preparedness and literacy. Hillary also served on the
board of the Arkansas Children's Hospital. In recognition of her
professional and personal accomplishments, Hillary was named
Arkansas Woman of the Year in 1983 and Arkansas Mother of the Year
in 1984.
Like her predecessors, Hillary Rodham Clinton brings to the
role of First Lady of the United States her own special talents,
experience, atyle, and interests. The President appointed her to
head his Task Force on national Health Care Reform, one of his
highest priorities on taking office.
P.21
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NOWAW
STATICE
8
(
DONNA E. SHALALA
Secretary of Health and Human Services
Donna E. Shalala, U.S. Secretary of Health and Human Services. has been an aducator, a pioneer,
and a public servent for her antire career.
As Chancellor of the University of Wisconsin-Madison from 1988-1993, she was the first woman
to head a Big Ten University. Prior to that, she served as president of Hunter College at the City
University of New York for eight years, and as Assistant Secretary for Policy Development and
Research at the Department of Housing and Urban Development during the Carter Administration.
A leading scholar on the political economy of state and local governments, Dr. Shatala has held
tenured professorships at Columbia. CUNY. and Wisconsin. From 1962-1964, she served in the Peace
Corps In Iran.
Since taking the helm at HHS, Secretary Shalala has shifted the focus of the Department to the
everyday needs of all Americans. As 3 member of the President's Task Force on Health Care Reform,
she has attended hearings and forume nationwide to hear first-hand from the American people about
their health care concerns.
Under her leadership. HHS is playing a leading role in the design and Implementation of health care
reform. Among the landmark initiatives she has spearheaded are a national preschool immunization
campaign, preventive health care, and full support for AIDS research, treatment, and prevention.
In her first months at HHS, she has provided very strong leadership for biomedical research and
has attracted some of the nation's foremost health and social policy experts to top leadership positions
at HHS.
In announcing her appointment, then-President-eiect Clinton noted her "aatonishing leadership"
-- and her love of mountain climbing. Of all the mountains Donna Shalala has scaled, HHS may be the
highest.
ADDITIONAL INFORMATION
Nominated:
January 20, 1983
Sworn-in:
January 22, 1993
Born:
February 14, 1941, Clevelard, Ohio
B.A.:
Western College for Warnen, 1962
Ph.D.:
Maxwell School of Citizenship and Public Affairs, Syracuse University, 1970
May 1993/H
SOI/SHHO* MVEF:OT
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P.22
GOOD AFTERNOON
SANDWICH SELECTIONS
Served with crisp fries, lottuce and tomato
FAYETTE BURGER
REUBEN SANDWICH
8 02. freshly ground beef broiled to
Grilled rye bread with corned beef, swiss
perfection topped with cheese
cheese, sauerkraut and russian dressing
$6.75
$7.95
JACKIES BURGER
PHILLY CHEESESTEAK
8 oz. freshly ground beef topped with cheese,
Philadelphia style served 01 a steak roll
bacon and smothered in onion
topped with American cheese
$7.50
$7.95
FRENCH DIP
BLACKENED CHICKEN
Rare roast beef shaved thin and served on
Boneless breast of chicken with our own
a French loaf au jus
cajun spices on a kaiser roll
$7.95
$7.50
MONTE CRISTO
am, turkey and SW1SS cheese sandwich,
dipped 10 egg batter and grilled to a
golden brown, served with fresh
fruit and poppy seed dressing
$8.95
Served with potato chips, lettuce and tomato
THE JACKIES CLUB
CHICKEN ALMOND CROISSANT
Slices of fresh breast turkey. crisp
Chicken almond salad garnished with
bacon, cured ham, SW155 cheese,
lettuce and tomatoes in a freshly
lettuce and tomato
baked croissant
$7.25
$6.95
ENTREES
Served all day with a tossed garden salad, choice of freshly made dressing,
and fresh vegetables or potato or rice
CHICKEN SESAME
MARYLAND JUMBO CRABCAKES
Plump and tender chicken deep fried and
Two of Maryland S finest crabcakes
served with honey mustard dressing
from our own recipe
$10.95
Market Price
BAKED STUFFED SHRIMP
CHICKEN PARMESAN
Jumbo shrimp stuffed with crabmeat,
Boneless breast of chicken topped with
served with a lemon butter sauce
Italian sauce and parmesan cheese
$15.95
$10.95
FRESH FISH CATCH
SHRIMP CAPELINI
Changes daily. Your server will offer
Sauteed shrimp on a bed of capelini in
the freshest available
a red wine and marinara sauce
Market Price
$11.95
JUST FOR KIDS
Served with fries and mixed fruit cup
$3.95
Kids Burger
Peanut Butter and Jelly Sandwich
Grilled Cheese Sandwich
Chicken Tenders
LO 'd
3629188 'ON FAX
SARAH M ROCHE
12:16 NNS
GOOD AFTERNOON
APPETIZERS
Omenu
SHRIMP COCKTAIL
DELI PLATE
Served with remoulade or
Seasonal fruit, cheese and
cocktail sauce
shaved meat
$8.25
$8.95
BAKED BRIE
GARDENS CRUDITE
Brie baked with almonds on a bed
Full array of garden's freshest
of apples, served with
vegetables, accompanied by a
french bread
sauce for dipping
$6.95
$5.95
NACHOS SUPREME
BUFFALO WING3
Freshly fried com chips topped with
Hot, spicy and ready for dipping
melted cheese. chili. jalapenos,
in our own bleu cheese sauce
guacamole and sour cream
served with celery sticks
$695
$6.95
DEEP FRIED POTATO SKINS
OVERSTUFFED BAKERS
Smothered in melted choese and served
Large baked potatoes stuffed with
with sour cream, chives and bacon
your choice of bacon & cheese
$5.95
or vegetables & cheese
$5.00
MIDWEST BEEF CHILI CROCK
SMOKED SALMON
Topped with cheese. omon and jalapenos
BAGEL & CREAM CHEESE
$3.50
$9.95
SOUP
Cream of Crab
Chef's Soup of the Day
$3.50 cup $495 bowl
$2.95 cup $3.95 howl
French Onion Soup
Dur specialty topped with Swiss cheese
$3.50 cup $4.95 bowl
SALADS
FRUIT FESTIVAL
GRILLED CHICKEN SALAD
The seasons freshest bouquet with a
Boneless breast of chicken sliced atop
delicate honey yogurt dressing
fresh garden greens served with bread
$7.95
$7.25
COBB SALAD
THE BEST SALAD
Bed of greens covered with diced tomato,
Chunks of crab and sliced almonds in a
avocado, chopped eggs, bacon, blue
light dressing, served on a bed of greens
cheese and churks of chicken breast
with avocado and house dressing
$7.95
$8.95
TACO SALAD
CHESAPEAKE CAESAR
Spiced beef, fresh greens, cheese, tomato,
Crisp romaine lettuce with caesar
olives and peppers topped with sour
dressing topped with crabmeat
cream and salsa
$8.95
$7.25
JACKIES HOUSE SALAD
Trio of romaine, iceberg lettuce and watercress, tossed with bacon,
croutons, parmesan cheese and red onions, choice of dressing
$2.95
3629128 'ON FAX
SARAH M ROCHE
APR-17-94 SUN 12:17
80 'd
APR-17-94 SUN 13:35
SARAH M ROCHE
FAX NO. 3629128
P.08
Education Alternatives, Inc
Office of Public Relations - Room 151
1500 Harlem Avenue
Baltimore, Maryland 21217
ITINERARY FOR FIRST LADY VISIT
Monday, April 18, 1994
12:30
1.00
Arrival
Sarah M. Roach Elementary
3434 Old Frederick Road
Baltimore, Maryland 21229
Welcome by Principal Anne Moore and four forth grade
students.
F
Kelly Farrell, age 9
M
Antonio Champion, age 9
F
Deon Pinder, age 10
M
DeErnie Whitehead / age 10
1:05
Private Meeting (Closed to press. EAI photographer present)
Dr. Walter G. Amprey
Superintendent, Balto. City Public Schools
Dr. David Bennett
President, Education Alternatives, Inc.
Dr. Lillian Chung
Harvard School of Public Health
Mr. Bob Dickhaus
President, Johnson Controls World Services
Dr. Mae Gaskins
Vice-President, EAI
Mr. John Golle
Cheif Executive Officer, EAI
Mr. Nat Harrington
Public Relations Director, BCPS
Ms. Patrice Martin
Public Relations Coordinator, EAI
Ms. Anne Moore
Principal, Sarah M. Roach
Mr. Bob Parham
Baltimore Project Director, JohnsonControls
Mr. Joe Scherer
Computer Curriculum Corp.
Dr. Dru Stafford
Baltimore Project Director, EAI
Ms. Lory Sutton
Communications Director, EAI
Mr. John Walton
Board of Directors, EAI
Mrs. Christy Walton
Wife of John Walton
1:35 Tour of School
Mrs. Clinton, Dr. Amprey, Principal Moore, Mr. John Golle
Visit Ms. Braxton's class - Room 211
Visit Computer Lab - Room 202
Mr. John Davis and Mrs. Elizabeth Williams
2:00 Question and Answer Period - Multi-Purpose Center
- approximately 200 students
- members of the Alliance
- congressional delegates
SECTION: LOCAL; Ed. 1,2,3,4; Pg. B-1
LENGTH: 1158 words
HEADLINE: Teacher union raps company's role in Baltimore schools
BYLINE: SHARON L. JONES
Staff WriterF COLUMBIA 20500
BODY:
A national teachers union has released a highly critical report of Education
Alternatives Inc., the for-profit company that is seeking to form a partnership with
San Diego public schools.
In its analysis of EAI -managed public schools in Baltimore, the American
Federation of Teachers said pupils have suffered as the Minneapolis firm has
implemented its Tesseract educational program.
Baltimore school district officials and EAI representatives dismissed thestudy as
part of a labor campaign against corporate school reform efforts.
"It just makes it more clear to me that unions have made a decision that they are
going to prevent EAI from going into any school, regardless of what we are trying
to do," said Robert Pohl, EAI's California representative.
For the company's critics, the report released last week substantiated their
suspicions.
"I'm personally not surprised," said John de Beck, president of the governing board
of the San Diego Unified School District. "The idea that anybody can come in and fix
public education that quick is ridiculous."
In its report, the union said pupils' test scores declined at EAI's eight elementary
schools during its first year of operation, while scores at non-EAI schools in
Baltimore posted a modest gain.
It also said EAI saved money by returning disabled children to regular classrooms
without providing required training and support services. It also questioned EAI's
use of federal money for disadvantaged youth.
EAI schools received as much as $500 more per pupil than other Baltimore public
schools, the report said.
It said an Arthur Anderson audit revealed that EAI made "at least $2.6 million in
profits, while cutting staff, increasing class sizes and reducing services to students."
edun app. is centered 2 Comp.
Trug. called tessent
In a news release, Nat Harrington, spokesman for Baltimore city public schools,
accused the teachers union of distributing inaccurate information and making
misleading statements.
"To the extent the unions, out of their own self-interests, succeed in misleading the
press and the public using misinformation in this way, public education reform
efforts to help students in Baltimore and nationwide could be slowed," the release
said.
A Baltimore district audit revealed problems with EAI's mainstreaming of special
education children, but the company has since made progress, the district's release
said.
The news release also noted that Baltimore's standardized test was given in
March last year before many parts of EAI's educational program, including classroom
computers, were in place. The Baltimore district has hired an independent
contractor to evaluate EAI's program later this year.
" Baltimore educators say they don't expect reliable data on student performance
in the Tesseract program until the program has been in place about three years," the
release said.
The report by AFT - which represents some 850,000 teachers - is the latest in a
series of setbacks for Education Alternatives.
In the fall, the company seemed to be on the verge of a major breakthrough into
the billion-dollar public education market. Several cities, including San Diego, seemed
interested in letting the company manage some schools.
The company's stock hit its peak - $48 - in November as San Diego
Superintendent Bertha Pendleton and board members Shirley Weber and Ron
Ottinger traveled to Baltimore to view nine schools under EAI's supervision.
Top company officials - including John Golle, chief executive officer - cashed in
volumes of stock.
But negotiations in San Diego, Washington and other cities have failed to produce
any contracts outside of Baltimore. The stock began a downhill slide. It closed
Friday at $11.75 per share.
A group of stockholders have filed a class-action lawsuit accusing EAI officials of
misleading accounting methods and of hyping their business prospects.
In San Diego, teacher opposition to the concept of privatization led the
five-member board and district leaders to step back from the idea of imposing EAI at
some academically low-performing schools.
Instead, in February, the board passed a resolution supporting the concept of
privatization, encouraging schools to consider forging a partnership with EAI.
"It started with a lot more enthusiasm than it ended up with," de Beck said of the
district's talks with EAL "It just fell apart. It fizzled, like a firecracker that someone
lit the fuse and that just died down."
Kay Davis, executive director of the Greater San Diego Chamber of Commerce
Business Roundtable for Education, and Pohl have met with around a dozen school
principals and a few school staffs to no avail.
"This is not a practical way to get a new concept in," said a discouraged Davis.
"It's very, very difficult. Change is scary. I'm sure it will please the union to know
that we are struggling."
A former school board member, Davis was the recent target of what she called a
"hit piece," produced by: the San Diego Teachers Association, which opposes EAL
A flier recently distributed to teachers noted that Davis is a voting board member
of the State Teachers Retirement System, which includes 8,000 shares of EAI stock in
its portfolio.
It also pointed out that John Walton of the Wal-Mart family and a member of the
Business Roundtable, "Kay Davis employer," also sits on EAI's board of directors.
Davis said she didn't know that the teachers' pension owned any shares in EAI
until recently. As to the reference to Walton, she said, "I don't know that I would
call him my employer. I think that is misleading."
Pohl is still optimistic that a few San Diego schools will decide to go partners with
the company in a charter-school project that could be in operation during the 1994-95
school year.
Under a state law intended to free schools from rules that many educators feel
restrict reform, charter schools can operate largely independent of local
administrators and ignore labor agreements and the state Education Code.
"There are conversations that need to take place with people I'm working with over
the next couple of weeks," Pohl said, in a phone interview from his home in Los
Angeles.
Both Pohl and Davis declined to name the schools considering a partnership with
EAL though it is known that they have met with school officials in the Mira Mesa
and Point Loma regions.
Meanwhile, a representative with EAI's competitor in private-public school reform,
Edison Project, has met with labor union representatives and is scheduled to make a
presentation to the Business Roundtable.
Edison Project, a private reform venture established by media entrepreneur
Christopher Whittle, recently won approval in Massachusetts for three charter-school
applications.
"We have no intent to take over large numbers of schools," said Mark Silzer,
Edison's California representative. "In 1995-96, we will open a few dozen schools
across the country.
LANGUAGE: ENGLISH
LOAD-DATE-MDC: April 5, 1994
Copyright 1994 U.S. Newswire, Inc.
U.S. Newswire
March 28, 1994
SECTION: ASSIGNMENT DESK, DAYBOOK EDITOR, EDUCATION WRITER
LENGTH: 266 words
HEADLINE: American Federation of Teachers to Hold News Conference Wednesday
to Assess Private Company's Management of Public Schools
CONTACT: Donna Fowler of the American Federation of Teachers, 202-879-4482
BODY:
News Advisory:
A new report by the American Federation of Teachers assesses the first-year
performance of the most extensive experiment with private management of public
schools currently underway in the United States.
Education Alternatives Inc. is the private, for-profit company that manages several
Baltimore public schools - and is trying to take over schools in a number of public
systems around the country, including Washington, D.C.; San Diego, Calif.;
Milwaukee and Madison, Wisc.; Hartford and New Haven, Conn.; Portsmouth, Va.;
Little Rock, North Little Rock and Pulaski County, Ark.; Piscataway, N.J.; Pinckney,
Mich.; and in Massachusetts.
The AFT report examines EAI's impact on student achievement, school finances,
and remedial and special education.
WHO: Greg Humphrey, American Federation of Teachers WHEN: 11 a.m.,
Wednesday, March 30
WHERE: American Federation of Teachers
9th Floor Conference Room
555 New Jersey Ave., N.W.
(Near Union Station)
LANGUAGE: ENGLISH
LOAD-DATE-MDC: March 28, 1994
Copyright 1994 U.S. Newswire, Inc.
U.S. Newswire
March 22, 1994
SECTION: METRO DESK, EDUCATION WRITER
LENGTH: 816 words
HEADLINE: Baltimore Teachers Union Warns City Against 'Bailout' of Private
School Management Firm
CONTACT: Linda Prudente of the Baltimore Teachers Union, 410-358-6600
DATELINE: WASHINGTON, March 22
BODY:
Leaders of the Baltimore Teachers Union will testify Wednesday against a proposed
"bailout" by city officials of Education Alternatives Inc. (EAI), a private, for-profit
firm that manages several public schools in Baltimore.
EAI was the subject of recent controversy in Washington, when the D.C.school
board voted against Superintendent Franklin Smith's proposal to bring in EAI to
manage several failing district schools. Union officials will testify at a Board of
Estimates meeting against a proposed increase in funding for EAI. They contend that
EAI mismanaged special education and remedial education funds, resulting in fewer
services to children and violation of special education requirements. Despite these
irregularities, the Board of Estimates is considering giving an additional $2 million to
EAI, which the union will argue is completely unjustified.
The Board of Estimates meeting will be held tomorrow, March
City Hall, 100 N. Holliday St., room 215, at 9 a.m.
LANGUAGE: ENGLISH
LOAD-DATE-MDC: March 22, 1994
ded
will
one
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fun
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aren't
Copyright 1994 Star Tribune
Star Tribune
March 11, 1994, Metro Edition
SECTION: Marketplace; Pg. 3D
LENGTH: 177 words
HEADLINE: In brief
BODY:
- Education Alternatives Inc. (EAI), Bloomington, said Baltimore's Board of
Estimates has approved a five-year management contract for EAI to provide
management services to William H. Lemmel Middle School in Baltimore. Under the
terms of the agreement, EAI will receive the school district's average full-time
equivalent amount of $ 5,918 per student. The full-time equivalent enrollment of the
school is about 1,400 students.
- SnowRunner Inc., St. Paul, said it has completed its initial public offering of 1.9
million common shares at $ 4.87 1/2 per share. The company received net proceeds
of $ 7.4 million from the sale of 1.75 million of the shares. A selling shareholder of
the company sold 150,000 shares of the offering, and the company issued the
remaining 150,000 shares to that shareholder in exchange for the cancellation of
indebtedness. SnowRunner plans to use the proceeds to develop new products, repay
interim financing debt and fund royalty payments related to its patents and
trademarks, and for marketing and working capital.
LANGUAGE: ENGLISH
LOAD-DATE-MDC: March 11, 1994
Copyright 1994 PR Newswire Association, Inc.
PR Newswire
March 9, 1994, Wednesday
SECTION: Financial News
DISTRIBUTION: TO BUSINESS AND EDUCATION EDITORS
LENGTH: 381 words
HEADLINE: EDUCATION ALTERNATIVES INC. AWARDED CONTRACT TO
PROVIDE MANAGEMENT SERVICES TO WILLIAM H. LEMMEL MIDDLE
SCHOOL IN BALTIMORE
DATELINE: MINNEAPOLIS, March 9
BODY:
Education Alternatives Inc. (EAI) (NASDAQ: EAIN) announced today that
Baltimore's Board of Estimates has approved a five-year management contract for
EAI to provide management services to William H. Lemmel Middle School in
Baltimore. This brings the total number of schools EAI serves in Baltimore to 12.
EAI will work in partnership with Lemmel's school improvement team (SIT) and
under the direction of Superintendent Walter Amprey, to implement the SIT's plan to
increase student performance and achievement. The school improvement team
includes school staff, parents, administrators and community representatives.
Through the Alliance for Schools That Work, EAI will subcontract with KPMG Peat
Marwick and Johnson Controls World Services to provide the school with financial
and facilities management services. Plans to implement the contract are in place and
will begin with improving the physical plant.
Under the terms of the agreement, EAI will receive the school district's average
full-time equivalent (FTE) amount of $5,918 per student. The actual FTE enrollment
of the school is approximately 1,400 students.
This is EAI's second management contract with a middle school in Baltimore City.
"We view this additional contract in part as an affirmation of the many changes we
have helped Harlem Park Middle School achieve, including a 12-percent increase in
attendance," said John T. Golle, chairman and chief executive officer. "We look
forward to working with the school staff, parents, administrators and community
members who best understand the needs of the children they serve at Lemmel."
Dr. Amprey plans, by next school year, to move all Baltimore City schools to
school-based management, under the guidance of school improvement teams. "EAl's
specialized services will help the school leadership move forward with its plans for
real improvement," he said.
Education Alternatives Inc. provides private management of public schools and
sells proprietary products and consulting services to public and private schools. The
company currently provides services to 15 schools under various management and
consulting contracts with enrollment over 8,400. CONTACT: Lory Sutton of
Education Alternatives, 612-832-0092
LANGUAGE: ENGLISH
LOAD-DATE-MDC: March 10, 1994
Copyright 1994 Star Tribune
Star Tribune
March 11, 1994, Metro Edition
SECTION: Marketplace; Pg. 3D
LENGTH: 177 words
HEADLINE: In brief
BODY:
- Education Alternatives Inc. (EAI), Bloomington, said Baltimore's Board of
Estimates has approved a five-year management contract for EAI to provide
management services to William H. Lemmel Middle School in Baltimore. Under the
terms of the agreement, EAI will receive the school district's average full-time
equivalent amount of $ 5,918 per student. The full-time equivalent enrollment of the
school is about 1,400 students.
- SnowRunner Inc., St. Paul, said it has completed its initial public offering of 1.9
million common shares at $ 4.87 1/2 per share. The company received net proceeds
of $ 7.4 million from the sale of 1.75 million of the shares. A selling shareholder of
the company sold 150,000 shares of the offering, and the company issued the
remaining 150,000 shares to that shareholder in exchange for the cancellation of
indebtedness. SnowRunner plans to use the proceeds to develop new products, repay
interim financing debt and fund royalty payments related to its patents and
trademarks, and for marketing and working capital.
LANGUAGE: ENGLISH
LOAD-DATE-MDC March 11, 1994
Copyright 1994 News World Communications, Inc.
The Washington Times
March 8, 1994, Tuesday, Final Edition
SECTION: Part C; METROPOLITAN TIMES; Pg. C2
LENGTH: 871 words
HEADLINE: Out goes EAI and hope for better schools
BYLINE: Adrienne T. Washington Times; THE WASHINGTON TIMES
BODY:
Too bad.
D.C. Schools Superintendent Franklin Smith has erred in suddenly scrappinghis
proposed public-private partnership venture for the District's beleaguered school
system.
I use the term public-private partnership venture because to call it by anyother
name - especially by the bugaboo buzzword privatization - sends chills up folks'
spines.
Why is that? Is it because they totally misunderstand the concept? Or dothey
understand the concept but fear change?
No doubt folks fear anything new or different invading their
comfortable,complacent world. But as I've said repeatedly, changes very often are for
the better.
These reforms should not be yanked before they've been given an objectivelook
and a limited trial. These changes may possibly be the only way to save public
education as we know it.
Mr. Smith is simply trying to do his job - educate children. Districtschool
children who have been neglected and miseducated for far too long.
When will my provincial kinfolk in the District put their petty politics, pride and
downright dumbness aside and start thinking about the children? It's so easy to sit
back and complain. It's so easy to challenge proposed changes. But it's awfully hard
for the naysayers to come up with concrete suggestions themselves.
Meanwhile, the children suffer.
The Washington business community understands why good schools are
anecessary component of thriving economic development. That is why it backed the
superintendent's innovations. Now the business community is rightfully concerned
that it will be another year before the reforms are implemented, if at all. It will
suffer too because of the delay.
The public-private partnership venture with Education Alternatives Inc. (EAI) was
the centerpiece of Mr. Smith's overall education reform package known as BESST,
Bringing Educational Services to Students.
The thrust of the package is to give parents and educators an opportunity tomove
ahead with school-based management, which is what they all say they need and
want. Better to spend more tax dollars directly on students than on school
administrators and a bloated bureaucracy.
Admittedly, I initially wondered why a private company should be hired to
dowhat the D.C. Board of Education, the superintendent, administrators, principals,
teachers, custodians and cafeteria workers are already paid to do. So did Mr. Smith.
But the superintendent is a man who exhibits a trait that's rare along thePotomac
shores - he's able to keep an open mind. He appears to have the best interest of his
80,000 charges at heart, not that of his own career.
Mr. Smith is painfully aware that the District's children can't wait. Theyneed
radical reforms. They need new textbooks, computers, retrained teachers and safe,
repaired buildings. They need those things now.
He also knows the political likelihood - next to none - of getting moretaxpayer
dollars for a massive overhaul of the crumbling school system, given the current state
of District finances.
Rather than risk losing most of the reforms in his plan, Mr. Smithcapitulated to
his critics. He dumped the EAI project, which would have meant a large infusion of
funds.
Big mistake. The school board should stand behind its main man, not "dis"him, as
the kids say.
Something very basic and fundamental gets lost in the opponents' challenges: The
private companies work for the school system as subcontractors. If they don't
deliver, they don't get paid. They can be fired with little notice. They can't take their
improvements with them.
More important, school employees remain school employees protected bycontracts
negotiated with the school system.
As for those critics who charge that there is some underlying racist plot toturn the
District's predominantly black school population over to "the white man," they ought
to take a second look.
To be sure, EAI's founder is a white male, but almost all the EAI staffers
Iwitnessed hard at work helping black children in Baltimore were themselves black.
This is not to say, as some seem to suggest, that black teachers can best teach black
students. It merely points out a fact.
What is most ironic about this divisive line of thinking is that in theDistrict, a
private-schools-within-the-public-school-system already exists. Just look at who's
enrolled in the Ward 6 cluster schools. Just compare the disparity in programs at
Jefferson Junior High School in Southwest and Bruce Evans Junior High School in
Northeast.
There is a reason why so many D.C. parents camp out overnight each
springtrying to get their children into "the right" public school.
Mr. Smith's proposal to allow a private company to manage as many as 15city
schools in underachieving communities would have gone a long way toward leveling
the uneven playing field across the city.
The shelving of this misunderstood reform package is an unfortunate loss notonly
for all the city's schoolchildren and their parents, but also for the District as a whole.
It's too bad.
LANGUAGE: ENGLISH
LOAD-DATE-MDC: March 8, 1994
Copyright 1993 The San Diego Union-Tribune
The San Diego Union-Tribune
December 16, 1993, Thursday
SECTION: LOCAL; Ed. 11; Pg. B-1:7,12,13; B-4:6,11
LENGTH: 734 words
HEADLINE: Private firm makes sales pitch to public schools
BYLINE: SHARON L. JONES
Staff Writer
BODY:
Education Alternatives Inc., the private, for-profit company seeking to run some
San Diego public schools, made its first public presentation yesterday to an audience
that included district employees wearing anti-EAI stickers.
During a special meeting of the San Diego Unified School District board, EAI
officials gave a 1 1/2 -hour multimedia overview of the Minneapolis-based
company's three-tiered approach to running schools.
No public testimony was allowed, though written questions from the audience
were read by Shirley Weber, board president.
Weber said the presentation marked the beginning of a possible relationship
between the board and EAI. She denied that the district has made any secret
compacts.
"I hope we always keep our minds open to what comes along" Weber said, noting
that other private companies have stepped forward to offer their services. "As long
as we are alive and breathing, we ought to be learning."
At the meeting's end, John de Beck, incoming president of the five-member board,
expressed skepticism that EAI was the answer to the ills of San Diego's
low-performing schools.
"If it seems too good to believe, you shouldn't believe it," de Beck said.
EAI has operated two private schools in Minnesota and Arizona since the late
1980s, acted as a consultant at a Miami public school for 2 1/2 years and managed
nine Baltimore public schools for 1 1/2 years.
Baltimore's Board of Estimates recently approved two contracts between twomore
schools in Baltimore - an elementary and a high school - and EAI for janitorial and
management services.
Among those participating in yesterday's presentation were John Golle, EAI's
founder and chief executive officer, and David Bennett, EAI's president and former
superintendent of schools in St. Paul, Minn.
Also speaking were representatives of the company's subcontractors: Johnson
Controls World Services, which handles maintenance and janitorial services, and
KPMG Peat Marwick, which manages financial services.
Walter Amprey, Baltimore's superintendent of schools, gave a speech and
answered a few questions via an amplified telephone line.
Questions from the audience ranged from whether test scores have documented
that the company's program works to collective bargaining issues.
Baltimore and EAI school officials say it's too early to tell how much
thecompany's program has affected student performance. An outside educational
audit of EAI schools is planned for the end of the 1994-95 school year.
Bill Crane, president of the San Diego Teachers Association, which has an initial
position opposing EAI, protested the format of the special board meeting, which
didn't allow any time for presentations by EAI critics.
A recent lawsuit failed against the Baltimore school district by the Baltimore
teachers union challenges, in part, the financing structure of EAI schools.
In Baltimore, public schools have a financial incentive to sign up with EAI, as the
company receives Baltimore's average cost per student, which for many schools is a
higher figure than the true costs per student.
Today, EAI representatives will make a similar presentation at two community
meetings: from 3 p.m. to 5 p.m. at Kearny High School, 7651 Wellington St., and 7
p.m. to 9 p.m. at Morse High School, 6905 Skyline Drive.
LANGUAGE: ENGLISH
LOAD-DATE-MDC December 17, 1993
Copyright 1993 UMI/Data Courier;
Copyright Warfield's Business Record 1993;
Business Dateline;
Warfield's Business Record
November 19, 1993
SECTION: Vol 8; No 47; Sec 2; pg B5
LENGTH: 1406 words
HEADLINE: Tesseract's second year in Baltimore City schools
BYLINE: William Bliss Endres
DATELINE: Baltimore; MD; US; South Atlantic
BODY:
For those who seek evidence that dramatic change is underway in Baltimore City
Public Schools, the Tesseract project introduced during the 1992-1993 academic year
into 8 city elementary and 1 middle school by Education Alternatives, Inc. (EAI)
remains the most definite statement of the system's willingness to explore all
available options. EAI, a Minnesota based firm which has operated a private
Tesseract school in Eagan, Minnesota since 1987 and also operates South Pointe
Elementary School in Miami Beach, Florida, has brought remarkable changes to the
Baltimore schools it directs, and has become a national example of the role the
private sector can play in public education.
When the 9 Tesseract schools opened in September of 1992, the contract between
Education Alternatives and Baltimore City Public Schools was only a month old. As
a result, EAI spent much of the 1992-1993 academic year introducing their philosophy
and programs to faculty, staff, students, and parents who had learned of the
comprehensive changes within their respective schools through the media. EAI
also worked throughout the year to upgrade the physical plants of the participating
schools.
The name "tesseract" is drawn from Madeleine L'Engle's children's fantasy novel A
Wrinkle in Time, and can be defined as both a method of travel through time and a
~means for realizing ne's-ultimate personal potential and power. The challenges EAI
faced in undertaking the 9 schools in Baltimore City were significant. As these
schools near the mid-point of their second year, their progress seems equally so.
The introduction of the Tesseract model, which gives control of many aspects of
these selected public schools to a private sector firm, has been greeted with both
tremendous excitement and considerable suspicion. Dr. Patsy Baker Balckshear,
writing in the June 1993 issue of School Business Affairs, notes: "The arrival of the
Tesseract program in the Baltimore City Public Schools can be likened to the repeal
of the blue laws in the retail industry-some considered it pure heresy. Similarly, the
idea of the Tesseract schools is perceived as either betrayal of the public trust or the
greatest feat of courage and genius ever displayed by a public school system."
The Tesseract program is the product of between Education
Alternatives, Johnson Controls, and KPMG Peat Marwick. Johnson Controls directs
facility renovationand-maintenancePeat-Marwickdirects internal financial
management-and-Education Alternatives coordinates the joint effort and directs the
curricular-programs-of-the-schools-EAlrservesas the primary vendor or general
contractor, and is paid on a per pupil basis of approximately $ 5,500/student. EAI
pays the city $ 750/student as a facilities use and operation cost.
Despite charges that EAI was reaping unwarranted profits from the Baltimore
City schools, EAI has documented that it made a $ 7.5 million capital investment in
these 9 schools during 992-1993. This capital infusion included $ 579,000 in staff
development programming for teachers, instructional interns, principals, and assistant
principals; and $ 6.6 million in computers, instructional, and management technology.
The technology budget for Baltimore City Public Schools for 1992-1993 was
approximately $ 4.5 million.
In the Tesseract schools, Education Alternatives set out to merge form and
function. EAI worked to communicate through renovated and enhanced facilities, its
philosophy that each child is important. EAI's President, David A. Bennett, notes that
they began by creating "cleaner, brighter, safer" environments. They employed the
expertise of Johnson Controls and Peat Marwick to repair heating and plumbing
systems; upgrade food preparation areas and food service quality; install security
cameras in staff parking lots; implement cost saving technology ranging from BG&E's
lighting replacement plans to finding more efficient and effective ways to clean
hallways and classrooms.
The Tesseract program's child-centered focus is also communicated to students,
staff, and parents in the form of a teacher and a teaching intern in each classroom,
individualized academic progress plans, regular conferences, and
enhanced student access to computers and related instructional technology. School
days begin with a morning meeting which unites the school community, and the
individualized educational plans, seek. to incorporate programs which are directed. at
the learning sty of each-child. Parents are actively encouraged to be a part
of goal setting and progress determination, and regular parent/teacher conferences
are held.
The Tesseract program promotes computer assisted instruction, and four computers
are provided in each Tesseract classroom. Each school either has or will have, before
the end of the 1993-1994 academic year, one or more computer labs containing 25
computers. Education Alternatives has contracted with Computer Curriculum
Corporation (CCC) to provide both the hardware and the software for the Tesseract
schools; and under a unique agreement, CCC is responsible for consistently
upgrading and maintaining the equipment and educational software. EAI Chairman
and CEO, John Golle, estimates that each student in a Tesseract school has access to
at least 20 minutes each day of direct computer use.
EAI also employs a computer based management system, known as FAMIS
(Financial and Administrative Management System) which is maintained by Peat
Marwick. Amidst this introduction of sophisticated technology, EAI has also added a
number of telephone lines coming into each of its schools, improving
communications between teachers and parents.
The Tesseract model stresses that humans learn through a variety of means,
including hearing, seeing, speaking, and touching. While this is not a new approach,
indeed Maria Montessori's method which she introduced in the early 1900's stresses
the development both of individual student initiative and the utilization of a variety
of experiential learning activities, this approach contradicts the systemwide
standardization which has been the hallmark of education in the modern era. Not
surprisingly, Tesseract schools see arts education as integral parts of their programs,
enabling children to communicate ideas and emotions while they solve problems.
Students are also encouraged to read entire works of literature in place of the
commonly employed readers, providing additional opportunities for understanding
context, meaning, and form.
Harlem Park Middle School, the only middle school presently participating in the
Tesseract program, offers a self-contained magnet school in 1993-1994. Students may
choose from the four programmatic areas, including a communications program
which will teach children to use video cameras and a variety of audio equipment to
explore and to record their worlds.
It may still be premature to judge Education Alternative's Tesseract program in
Baltimore City; however, initial indications remain extremely positive. When ABC's
Good Morning America visited Harlem Park Middle School in October of this year,
and announced to the nation that Baltimore had bravely undertaken this
public/private experiment, one had to be struck by the positive images of this
revitalized school. It was difficult to remember that just a few short years ago parents
had petitioned to keep their children from attending this same school.
Equally important, EAI reported in June of 1993 that: "Children in our schools have
achieved gains of as much as 1.46 grade levels in core curriculum items during just
the last three months." It will be on this basis of student progress that this overall
experiment will be judged. Regardless of the outcome of this initiative, the Tesseract
program has clearly shown: that schools can be child-centered and more efficient;
that teachers and parents can benefit from ongoing training and enhanced
communication; that technology has an important place in elementary and middle
schools; that instructional technology and arts education can work together; and that
children respond to clean, safe, inviting, and stimulating places within which to learn.
The Tesseract experiment also remains a tribute to the courage and creativity of Dr.
Grasmick, Dr. Amprey, and the city and state boards of education as they continue to
search for solutions which serve children.
GRAPHIC: Photo
LANGUAGE: ENGLISH
LOAD-DATE-MDC: January 25, 1994
Copyright 1993 The San Diego Union-Tribune
The San Diego Union-Tribune
November 12, 1993, Friday
SECTION: NEWS; Ed. 1,2,3,4,5,6; Pg. A-1
LENGTH: 1094 words
HEADLINE: Company operation of schools eyed here Board explores change for
problem campuses
BYLINE: SHARON L. JONES
Staff Writer
BODY:
In what is believed to be the first venture of its kind in California, San Diego
Unified School District officials are considering turning over as many as a dozen of
their worst schools to a private company.
District officials have been secretly exploring since spring the possibility of
contracting with representatives of Minnesota-based Education Alternatives Inc.
(EAI).
About 18 people, including Superintendent Bertha Pendleton, board President
Shirley Weber, union officials, principals and several parents, will begin a whirlwind
three-day visit to EAI -run schools in Miami and Baltimore on Nov. 22.
The board would like to sign a contract with EAI by late December or early
January so the company could complete staff training, campus renovation and
computer installations by next fall, district officials said.
Many questions, though, remain unresolved about how such a contract could be
reached under California law and what privatization would mean for district
employees.
District officials say they have not committed themselves to anything yet and insist
that they have not violated the state's Brown Act, which requires public disclosure, in
their discussions so far.
"The point of going to visit is to see if it's worth bringing forward as a proposal,"
Pendleton said in a telephone interview from St. Louis, where she was attending a
seminar. "I am going with my eyes open."
Said Weber: "On paper it looks very good. We want to get a good view of the
sites. We want to meet with parents and teachers from the site, the kids going to the
schools now. We want to meet the folks making it happen."
Weber said the schools likely to be affected are those south of state Route 94,
including Lincoln High School and Horton and Kennedy elementary schools, as well
as schools in Logan Heights.
"We've got some troubled schools where everything we've tried isn't working and
we've got to try something different," said board member Ron Ottinger.
Students at EAI schools plan their own curriculums, work independently or in
small groups, and work toward goals, not grades.
Education Alternatives Inc. currently operates nine schools in Baltimore under a
five-year agreement that the city can cancel at any time with 90 days' notice. It also
runs a school in Dade County, Fla.
What makes the deal possible in California - and attractive to the district - is
recent legislation creating charter schools.
Charter schools, which can be operated by an individual, a group or a private
company, legally can ignore local collective-bargaining agreements and state
education regulations that many believe are hampering educational innovation.
"The charter legislation allows a company like us to come in and work
cooperatively with school administrators," said John Golle, a former business
consultant who founded EAI.
However, potential charter schools must demonstrate strong teacher support before
they can be approved, and teachers' unions in some EAI schools are not overly
supportive of the company's practices.
According to news reports, EAI made its first profit in the fiscal year that ended
June 30, a net of $1.1 million on revenue of $30 million.
In Baltimore and Dade County, the company has spent millions of its own money
to upgrade campuses with computers and telephones in every classroom and to
install a strict cost-accounting and budget system.
Staff members were given the option of staying with the EAI-operated schools or
transferring to other district schools, an option that Golle said would be offered to
San Diego Unified employees as well.
While teachers who stay at the privatized schools would remain district employees,
classified employees who opt to stay would become employees of a Seattle-based
subcontractor.
In Baltimore, 24 of 184 teachers and 79 classified employees transferred to other
schools before Education Alternatives took over. Only one classified employee joined
Seattle-based Johnson Controls, Golle said.
Many of those hired to replace classified staff members were relatives of students
attending the schools, he said.
In a measure disliked in Baltimore by labor unions, EAI requires that teacher's
aides have college degrees and be working toward teaching credentials. It also holds
teachers accountable for student performance.
The San Diego schools' discussions with Education Alternatives Inc. began at the
urging of the San Diego Chamber of Commerce's Business Roundtable for Education.
"It's our fault if it works or doesn't work," said Kay Davis, the round table's
executive director, who is a former city school board member. "I think it ties in
beautifully with the defeat of Proposition 174. Is there a better way to do public
education?
"We are ecstatic about the concept. It's a charter school to cut through the
bureaucracy but with the business expertise to run the facility plan and personnel."
Will bringing in a company that can afford to clean up schools and dramatically
boost available computer technology make a difference in test scores?
"It's somewhat a leap of faith," board member Sue Braun said.
LANGUAGE: ENGLISH
LOAD-DATE-MDC: November 17, 1993
Copyright 1992 UMI/Data Courier;
Copyright CityBusiness/Twin Cities, Inc. 1992;
Business Dateline;
Minneapolis-St Paul CityBusiness
October 2, 1992
SECTION: Vol 10; No 17; Sec 1; Pg 1
LENGTH: 1500 words
HEADLINE: Some Give Education Alternatives Poor Marks
BYLINE: Kevin Maler
DATELINE: Minneapolis; MN; US; Midwest
BODY:
Education Alternatives Inc.'s first major test of its radical, for-profit approach to
managing public schools has begun with demerits, as teachers, union officials and
parents in Baltimore charge that the Minneapolis company is not living up to its
promises.
Education Alternatives (EAI) closed a five-year contract with the city of Baltimore
in July to manage nine o fits inner-city schools. Under the agreement, EAI receives
city money-$ 26.5 million or $ 5,500 per student per year-earmarked for the
schools. EAI in turn assumes the schools' financial obligations.
EAI went public in May 1991, and has accumulated net losses of $ 8.5million as
of March 31, 1992, according to financial statements. The company, with revenues in
fiscal 1992 of $ 2.9 million, says it can manage the schools better than the public
sector and make a profit at the same time. The approach has been hailed as a way to
improve troubled public schools.
The Baltimore contract is EAI's largest and, because it will run inner-city schools,
arguably its most difficult. Other school districts that are considering the company's
services, as well as education experts, are watching its performance closely.
EAI officials say the company's reception in Baltimore has been good and point
out that the company is facing a large task.
"Keep in mind this is not a cake walk," said John Golle, chairman and CEO of EAL
saying that one of the nine elementary schools is the second worst in the state. Toilets
didn't work and children defecated in broom closets, he said. "No person of economic
mobility would send their children to these schools."
EAI has spent $ 250,000 to improve the physical plant in the buildings. Teachers
and staff agree that the changes are noticeable. But they say other promises for
computers, copy machines and telephones have not materialized and that some
teachers are working without all of their textbooks.
"Cosmetically, they're doing some things. But from a teacher's perspective, we have
more plants. so what?" said Lynda Nusinov, a teacher and building representative
for Sarah M. Roach Elementary school. Surface changes aside, she said, "There's a
climate here, and it's really nasty."
She said implementation of EAI's learning program, called Tesseract, has been
"absolutely the worst it could be." She said she was informed on Aug. 5 that hers was
a Tesseract school and that she could transfer to another school if she wanted to. She
had until Aug. 6 to decide, she said.
"My question was, 'What's Tesseract?" The program, as she has come to find out,
emphasizes nontraditional and less regimented methods of teaching. According to
Nusinov and others, it includes some features that were already in place.
"Tesseract appears to have some nice ideas but it's nothing we haven't seen before,"
she said. "The semantics are different. They call it journal writing. We call it diary."
Nusinov said that while she supports the ideas generally, implementation has been
poor, with little PR or training support. "There was no PR work done. EAI came in
and they didn't care. Their assumption was the teachers would immediately buy into
it, that the parents would buy into it."
Nusinov said she was concerned that an entirely nonstructured approach might not
work for inner-city children whose lives already have so little structure. She also said
there is a lack of resources to implement the new curriculum.
Nusinov said her classes have yet to receive the appropriate reading textbook and
that they don't have the proper workbook to go with it. She said she can't get an
answer on when desktop computers that are to link all teachers will be in place.
"They say maybe December, that they're still out for bids."
Curtis Anderson, PTA president for Sarah Roach Elementary, paints a similar
picture. He offered his resignation at a recent PTA meeting, angry, he said, that he
could not get answers about changes in the school's curriculum. Other parents, he
said, refused to accept the resignation.
"It upset me so bad the way they brought it in. Basically they said, 'We have a new
program called Tesseract, so deal with it." said Anderson. "What they're saying is
since the parents aren't smart enough to help the school educate the children, it
(Tesseract) will be automatically accepted."
Anderson agreed that equipment deliveries were slow and asked why teachers
needed private-phones-in-their rooms anyway. "The sad part is they are using city
kids as guinea pigs for whatever it is coming down the line."
Nusinov said the school now has fewer services. Students have been mainstreamed
out of expensive special education classes. Special art and music classes have been
eliminated-and-handed over to homeroom teachers. "What.are-we-getting-for-our-
money?" she said.
Barbara Cruise, a teacher at Harlem Park Middle School, said the school's staff had
been cut from 88 to 47, and that as a result teachers there no longer receive the
one-hour-a-day prep time stipulated in their contract. A class-action suit has been
filed in the matter, she said.
But Cruise, among others, believes EAI is acting in good faith. "I do see EAI trying
to act on our concerns," she said. EAI has promised to increase staff by Oct. 5, she
said.
Others also take a moderate view, though they too are critical. "I would say I'm
slightly concerned," said Gussy Goodman, a teacher at Harlem Park Elementary. "But
from the beginning there was not enough information, and even still we have a lot of
unanswered questions."
Golle insists that the dissent is not widespread and that what conflict there is stems
from EAI's dispute with the Baltimore Teachers Union over the use of teacher's
aides called "paraprofessionals." Golle wants to replace higher-paid paraprofessionals,
who are represented by the union, with lower-paid "interns."
"Their issue if you blow away the smoke is not with teachers, it's with the paras.
I'm sure you could find someone who's not satisfied. But the vast majority would not
say that. The principals think we're getting off to a good start," Golle said.
Michael Moe, a securities analyst with Dain Bosworth Inc. in Minneapolis, said the
controversy is limited and stems from "union idiots protecting their turf."
"It's inconsequential," Moe said. "Everybody I talk to feels they're making progress,"
he said.
How well EAI does in Baltimore could affect the company's future. according to
Moe. The company now has a consulting contract to manage a model Tesseract
school in Dade County, Fla. It operates privately-owned, for-profit schools in Eagan,
Minn., and Paradise Valley, Ariz.
"There are nine states where (state officials have) taken control of local schools
because of mismanagement," said Moe. All of those districts offer "a natural fit" with
EAL he said; the districts are watching EAI's performance in Baltimore.
EAI's stock has been on a roller-coaster ride over the last week and a half, the
effect of scrutiny by the national press. The stock fell to $ 10 a share last week, came
back up to $ 12, and hit $ 14.50 on Sept. 29. On Thursday it fell back to $ 13.50 when
news broke that Golle had sold off 100,000 shares at $ 12 each to company insider
Richard Burke, a director for Education Alternatives.
The stock initially went public at $ 4 a share, according to Moe. The company
made a second offering about a month later at $7 a share.
Meanwhile, the issue of replacing paraprofessionals continues to rankle. Interns,
who have college degrees but no teaching certificate, get around $ 7 an hour.
Paraprofessionals are not required to have a college degree, but most make around $
10 an hour because of their experience.
Both sides differ on the qualifications of paraprofessionals. Golle says interns are
college graduates looking to enter the teaching profession. Nusinov says they are not
aspiring teachers and have taken the jobs while they find jobs in their real field.
In many classrooms, EAI now has three adults: a teacher, a paraprofessional and
an intern. The company would also like to replace union-affiliated office secretaries
with EAI secretaries, and for the moment, it has double-staffed many of those
positions as well.
The double staffing is presumably driving up costs for EAI. Company President
David Bennett recently told The Wall Street Journal that the settlement with the
union placed costs above the company's allotted $ 5,500 per pupil. Golle said,
however, that the company is making a profit on the Baltimore contract.
Golle points to efficiencies in food service and maintenance systems to explain the
profits. "There's that much money in the system," he said.
Irene Dandridge, president of the Baltimore Teachers Union, said the company
has squandered much of the goodwill of the schools' staff.
"They should have anticipated this," said Dandridge. "You can't displace half the
staff and replace them with $ 7-an-hour interns..
They're going to have to learn to work with us and not against us."
LANGUAGE: ENGLISH
LOAD-DATE-MDC: January 24, 1994
** 000 PAGE 76101 **
Draft.
Principal
April 15, 1994
ATTENTION:
News Desks, assignment desks, education reporters
MEDIA ALERT
WHEN:
April 18, 1994 - 1:00 pm EDT - 10:30
-
park
WHERE:
Sarah M. Roach Elementary School
3434 Old Frederick Road
Report
Baltimore, Maryland 21229
WHAT:
First Lady Hillary Clinton will visit Sarah M. Roach Elementary
School in Baltimore City for a first hand look at the cutting edge
of educational reform. Sarah Roach Elementary is one of twelve
Baltimore schools that have garnered national attention for substantive
reforms developed and implemented through a unique public-private
partnership. Management of the schools has been contracted out to a
private consortum led by Education Alternatives Inc. (EAI).
By introducing management efficiencies, private capital and an
innovative teaching model called Tesseract®, EAI is rebuilding the
physical and educational environments of these unce struggling schools.
The Clinton administration has identified such innovative partnerships
as an important option for achieving the national education goals
contained in the "Goals 2000: Educate America Act," signed by the
President on March 31.
AGENDA:
Student-led tour of the school, followed by a question & answer
session between students and the First Lady.
CONTACT:
David Hakensen, EAI 612/871-8877
Nat Harrington, Baltimore City Public Schools 410/396-8577
# #
01
APR 14 '34.17:40 FROM PSB MPL5
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:29
A STATEMENT ABOUT THE SCHOOL
The Sarah M. Roach Elementary School opened in /970. It was build
with community involvement and participation to replace Schools #65 and #7I-A.
The school was named for an outstanding black educator, Sarah Rebecca Myers
Roach, its first principal. This comprehensive elementary school services the
Carroll and Invington communities of Southwest Baltimore. Using self-contained
classrooms and the Mastery Learning Model staff members implement clustering
(team teaching) and self-contained classroom instruction.
Our school is one of the nine Baltimore City Tesseract Schools. The program
is a proposed five year plan which promises to make dramatic changes
In the way education is delivered. "Tesscract Professional Staff Development
will provide a framework to guide educators in a personal journey of change and
professional growth".
VO 'd
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:30
APR-15-94 FRI 15:30
0
TESSERACT®
SARAH M ROCHE
Every child has gifts and talents.
We accept the challenge to find and nurture
FAX NO. 3629128
these qualities in each child.
P.05 P. 05
it
THE WHITE HOUSE
November 24, 1993
Ms. Christy Walton
2525 N Avenue
National City, California 91950
Dear Christy:
It was great to receive your letter. I, too, hope that I will
have an opportunity to visit the EAI schools sometime soon, and
perhaps at a time Helen can be there also. This information is being
directed to my Scheduler, Patti Solis, to work toward that possibility.
Do let me know when you get to Washington next week. Call
Carolyn Huber at 202/456-2957, and perhaps we can arrange time
for a visit.
Happy holidays to all of you!
Sincerely yours,
Hillary Hillary Rodham Clinton
cc: Scheduling Office
WALTON
2525 N AVE
NATIONAL CITY, CA 91950
FAX 619/477-0321
PHONE 619/477-5747
November 1, 1993
Bart Hanford
The White House
1600 Pennsylvania Ave.
Washington, D.C. 20500
Dear Mr. Hanford:
As per our telephone conversation today, attached please find a copy of Mrs.
Clinton's letter to us regarding a visit to the EAI-administered Baltimore
schools.
If Mrs. Clinton is not able to go before the children get out of school on
December 23, 1993, we could schedule the visit anytime from January 15
through the end of February, 1994. Please note that Helen Walton will also be
taking part.
Thank you for your assistance. I look forward to hearing from you.
Sincerely,
Christy Walton has
Christy Walton
WALTON
2525 N AVE.
NATIONAL CITY, CA 91950
FAX 619/477-0321
PHONE 619/477-5747
File March
November 4, 1993
April
Hillary Clinton
Carl to say
The White House
1600 Pennsylvania Ave.
Aril18h
Washington, D.C. 20500
Dear Hillary,
As you know, scheduling is a real nightmare. It may be next year before there
is an available morning for you to visit the EAI schools. If that is indeed the
case, I would like to schedule you and Helen Walton at the same time. I am
hoping that this can happen before the end of February, if you do not find
time before Christmas break.
I will be in Washington December 2 and 3 for the American School Food
Service Association Conference on nutrition. John and I are funding a study
with Harvard and EAI schools on integrating a good nutrition and exercise
program into the classroom and cafeteria. It is the "Eat Well and Keep Moving"
project. Dr. Lilian Cheung is the director and will be speaking at the
conference.
Hillary, isn't it amazing the number of things that are important in the world?
I just pray that I'm doing the right ones for the time. I think that's the
blessing: when you know you have.
See you in Baltimore!
Sincerely,
Christry
Christy Walton
let has
in
.29
C'619 477 0321
WALTON
Amilish?
Patti - shouldn't
we do this
THE WHITE HOUSE
September 21, 1993
after New
years ?
John and Christy Walton
2525 N Avenue
National City, California 91950
Dear John and Christy:
Thank you for renewing the invitation to visit the EAI-
administered schools in Baltimore. I would be very pleased to have
that opportunity and am directing the request to my scheduler for
consideration as we determine my agenda for the coming weeks.
Do continue to remember us -- and our nation -- in your
prayers. That is very important to both the President and me in face
of the enormous challenges before us.
in Baltimore!
I hope to pee you poon -
cc: Scheduling
Hillary
to Chishy Walton 1/6/94:
ways - notgood
next time in Baltimore
mings are good
d of February
Carl
- nutrition education
per
exercise Knewly developed
programs
called 3/9
CONGRESS OF THE UNITED STATES
48
HOUSE OF REPRESENTATIVES
WASHINGTON, D. C. 20515
KWEISI MFUME
MARYLAND
TO
February 17, 1994
Potter
call
Mrs. Hillary Rodham Clinton
Office of the First Lady
The White House
Room #100 OEOB
Washington, D.C. 20500
Dear Mrs. Rodham Clinton,
I am writing to request your participation in a conference
entitled " Health Care Reform, Its Everybody's Business."
The conference will convene on April 18, 1994 in
Baltimore, Maryland. The first segment (12:00 pm to 5:00
pm) of the conference will be concurrent workshops on a
variety health care reform topics.
The second portion (6:00 pm to 8:00 pm) will be a public
town meeting. I would like you to act as the keynote
speaker for the town meeting. I anticipate the attendance
of 1,500 participants for the town meeting.
The citizens of Baltimore are enthusiastic about the
possibility of your visit and will be honored by your
attendance.
P.A
Page Two
Mrs. Rodham Clinton
February 17, 1994
The conferees will examine health care reform issues and
they are anxious to discuss your recommendations for our
nation's health care.
I graciously hope your schedule permits the
accommodation of this forum.
With warm personal regards, I am
Sincerely
Kweisi Mfume
Member of Congress
KM/vs
For More Information
Schools That Work
EAI offers proven, cost-effective educational
methods that have been demonstrated to dramati-
cally improve academic achievement.
For more information about how EAI can help
you create cost-effective schools that work, call or
write EAI today.
Education Alternatives, Inc.
E
ducation Alternatives is headquartered in
Minneapolis, Minnesota. The company was formed
in 1986 and became publicly held in May 1991. Its
shares are traded on the national over-the-counter
market under the NASDAQ symbol EAIN.
Education Alternatives, Inc.
1600 West 82nd Street
Minneapolis, Minnesota 55431
(612) 885-5572
(800) 444-5014
FAX: (612) 885-5584
Every child has gifts and talents.
Education Alternatives accepts
the challenge of finding and nurturing
these qualities in each child.
Education Alternatives, Inc.
P.10
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:33
Develop
I
Design
Curriculum
Package
Months
Recreh
Cost Effective
Schools
Manage
That Work
Saled
Facilities
Parking
Equip
Wire
Build
Train
Design
Manage
Consulting Services
EAI also provides its expertise in refocusing
and improving schools on a consulting basis, assist-
ing school administrations in implementing the
concepts, curriculum and teaching style that are
the basis of the success achieved in the Tesseract
Schools. EAI:
Advises school administrations on restructuring staffs,
programs, materials and bodgets to improve quality.
Assists in staff selection and training in Tesseract
methods.
Develops models and methods for staff and school
evaluations for use in continuing improvement
programs.
Proprietary Educational Products
The Tesseract way is a process - an educational
methodology - that integrates a distinct teaching
style, innovative curriculum and course materials
and use of computer technology to enhance academic
performance. EAI offers a variety of proprietary
products that support effective use of the Tesseract
process. They range from teacher training modules
to teaching aids, educational planning tools for indi-
vidual students and other products used both in the
classroom and by teachers and parents to plan and
measure student progress.
6
P.11
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:34
EAI delivers its unique expertise in three ways:
direct school management, consulting services and
proprietary products. The company's proprietary
Tesseract schools in Eagan, Minnesota and Paradise
Valley, Arizona provide a laboratory for product
development, a training center for teachers and a
demonstration site for proprietary products and
programs.
School Management
Competitive pressures created by policies permit-
ting parents to choose among many public school
alternatives for their children result in a growing
need for schools to improve educational quality and
outcomes.
EAI helps meet that need. EAI's management ser-
Cost Effective Schools That Work
vices enable individual schools or groups of schools
to benefit from the success EAI has realized in the
E
ducation Alternatives, Inc. (EAI) designs,
existing Tesseract schools,
develops and delivers proven solutions for
Working in partnership with state departments of
the crisis in education.
education. with school administrators and district
The crisis is real. It is evident in the well-docu-
superintendents, with teachers and their unions and
mented lack of achievement in basic skills - and
with other school officials. EAI can replicate the
relative to competitive economies - that currently
Tesseract way in both public and private school set-
characterizes the poor academic performance in the
tings. The company can provide its services to single
United States.
schools or entire school districts.
EAI's solutions are equally real. They systematize
When acting as school managers. EAI designs and
and integrate not experimental techniques, but proven
equips facilities. develops and tests curriculum and
educational methods that have been demonstrated
recruits, hires, trains and manages faculty and staff.
to improve academic achievement.
In addition, EAI collects quantifiable and qualitative
In EAI's Tesseract schools. the effectiveness of
data to measure satisfaction and results. EAI's man-
"the Tesseract way" has been validated. In past
agement is experienced in successfully managing
school years, students in Tesseract schools advanced.
large, complex school districts in ways that maximize
on average. nearly two grade levels based upon
student performance and parental choice among
national standardized test results.
educational programs.
The Tessernet way can be replicated elsewhere, in
both public and private schools. The methods and
materials EAI uses to achieve superior learner out-
comes cost no more than the per pupil expenditures
typical of most public schools. They require not more
spending, but different spending.
EAI believes that every child has gifts and talents
and has accepted the challenge of finding and nur-
turing these qualities in each child.
Tesseract and Personal Education Plan are registered trademarks of
Education Alternatives, Inc.
5
2
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:35
Inspiring, Not Requiring
In the EAI approach, the role of the teacher is
refocused. too. Teachers guide. coach and facilitate,
with an emphasis on active learning
In the EAI system. teachers don't Iccture. they
enliven. They don't require, they inspire. EAI train-
ing programs equip teachers with skills and materials
for this approach, one that children respond to and
that the teachers theraselves find more fulfilling.
In addition, low student-teacher ratios are achieved
by assigning pairs of teachers - one certified. one
paraprofessional - to each group of 24 to 30 students.
This differentiated staffing model allows more direct
teaching staff, enabling teachers to provide more
individual attention to each child cost-effectively.
Learning to Love Learning
Building in Parental Involvement
To act on its mission - to find and nurture the
unique gifts and talents of each child - EAI refocuses
Parental involvement is built into the EAI ap-
schools on students and on learning, applying dis-
prosch. Parents help design their child's Personal
tinct expertisc in developing the curriculum, person-
Education Plan. A curriculum that emphasizes real
nel and facilities required for success. The company
life experiences draws parents into what their chil-
concentrates on preschool and elementary education
dren are learning. Parent participation in at-school
because of the high correlation between carly success
notivities is welcomed and encouraged. Regular con-
and later academic achievement.
sultations and semiannnal evaluations ensure ample
The refocusing starts with putting "the customer"
opportunities for parents and teachers to keep each
- the student - first. The design of the curriculum,
other informed of concerns, progress and plans for
the teaching style of the faculty, the layout of the
further developing their children's unique gifts.
facility and how it is equipped - EAI integrates all
these elements and more to crcate environments
where children will learn to love learning.
A child's unique needs. aptitudes, aspirations
Supporting the System:
and preferred learning modality - the way he or she
Facilities, Equipment, Technology
learns best - provide the basia for a Personal Edu-
cation Plan. This individualized plan - not a prede-
In the EAI system, school facilities, equipment
termined curriculum or course outline is the
and technology all encourage active involvement -
child's "learning agenda."
learning by discovering and doing, by cooperating
The Personal Education Plan describee what and
and collaborating. Manipulatives and hands-on
how a child will learn. It allows children to progress
activities are used extensively to provide concrete
at a self-dirceted pecc. working individually and in
experiences for key concepts. Technology is inte-
small and large groups. It helps channel natural
grated into the system. Computers are used for inter-
inquisitiveness into meaningful, memorable learn-
alvaz
active instruction. They also aid in record keep-
ing. It also provides a basis for monitoring progress
ing and tracking progress in certain areas, freeing
closely. Learning is never assumed. Mastery must be
teachers for more time with students.
demonstrated.
11206
362
3113
FAX NO. 3629128
SARAH M ROCHE
APR-15-94 FRI 15:35
UNDERSTANDING
TOMORROW'S
THE ALLIANCE FOR
SCHOOLS TODAY
SCHOOLS THAT WORK
TOMORROW'S SCHOOLS TODAY
Alliance for Schools That Work is a
Imagine a school where students
consortium to cooperatively manage
learn by doing in the way best suited
public schools and districts under
to their own talents. Imagine a school
private management. The Alliance
where challenge and structure are
comprises Education Alternatives, Inc,,
viewed as trees to climb rather than
an innovator in both effective learning
daily doses of medicine. where the
programs and education management;
gifts and talents of each student are
Johnson Controls World Services Inc.,
identified and developed as the logical
the leading provider of operations and
foundation for a healthy, happy, and
maintenance for nonresidential
productive adult.
facilities; and KPMG Peat Marwick, the
Imagine a school so down to earth
world's largest accounting and
and responsible that it manages itself
consulting firm.
as a business where buildings are
Together with local education
efficiently run and maintained where
authorities and school boards, Alliance
the mandate to teach is a lively
for Schools That Work forms public-
challenge and not a burden. Imagine a
private partnerships dedicated to
school where public support is not
achieving effective public education in
viewed as a birthright, but as an
America. We believe this is a progres-
empowerment to demonstrate a return
sive, yet practical idea capable of
to parents, students, and boards.
creating learning environments in
If you share this vision, our synergy
which every facet of school operations
can make it a reality.
contributes effectively and directly to
Education Alternatives, Inc.,
students. Students who emerge from
Johnson Controls World Services Inc.,
our schools will do so with both the
and KPMG Peat Marwick have teamed
skills and self-confidence needed to
to establish public-private partnerships
excel as adults.
through our Alliance for Schools That
Work. We are three businesses skilled
in the critical areas that can make
schools work. Together, the whole of
our abilities is significantly greater
than the sum of the parts.
Most importantly, we bring the
power to turn around schools and
school districts and to show results:
In students' academic performance
and attitudes toward learning.
In our responsiveness to both
students and parents as individuals
with unique and important needs.
In the community's knowledge that
the money and energy being
devoted to schooling is being well
invested carefully, and with a
focus on results.
VI 'd
3629188 'ON FAX
ROOHE W SARAH
APR-15-94 FRI 15:36
5
PUBLIC-PRIVATE PARTNERSHIPS
"They put into practice the idea,
[ESSERACT
'What do kids need?' not 'What
looks good to the public?'"
Education Alternatives Teacher
The Picmeer Press
2
91 'd
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SARAH M ROCHE
APR-15-94 FRI 15:37
CREATING
PUBLIC-PRIVATE
PARTNERSHIPS
Recently, much debate has focused on
WITY WE WILL Do A BETTER JOB
ADDITIONAL BENEFITS
the many reasons America's education
Our public-private partnerships work
Our team offers many other benefits
system is faltering. However, we see the
because of our abilities and our unified,
to school districts entering into public-
problems arising from a common thread
comprehensive approach Foremost,
private partnerships with us. Among
- a thread not linked to the skills of our
each member of our team has a success-
them:
school leaders, the commitment of our
ful track record in the services that are
teachers, or the caliber of our pupils.
integral to making schools work:
Savings support education. A substan-
Rather, for 200 years the nation has
tial portion of the savings that
been providing education from an
Education Alternatives has proven its
Johnson Controls and Peat Marwick
authoritative, distant bureaucracy rather
educational and schools management
achieve is directed back into educa-
than managing schools as businesses
systems in both the private and public
tion.
where students and parents are custom-
schools. The Tesseract@educational
ers with tangible needs that must be met.
model accelerates student achieve-
Contracts specify performance Boards
This distinction is subtle, but
ment and, at the same time, recog-
of education and parents have the
significant. It is exactly why Education
nizes the differences among students
assurance that detailed performance-
Alternatives, Johnson Controls, and Peat
and encourages their individuality.
based contracts spell out accountabili-
Marwick teamed together. Our mission is
ties.
not to replace or compete with the public
Johnson Controls is the world's leader in
schools, but to be the public schools -
the efficient and safe operation of
Quality assurance practices keep us Dn
and to fundamentally change the
nonresidential facilities. With a staff of
track. Education Alternatives,
dynamics of the learning
21,000 in the United States, Johnson
Johnson Controls, and Peat Marwick
environment.
Controls operates or maintains more
all rely on well-developed quality
than 6,000 facilities. In schools,
assurance processes to manage and
Johnson Controls operates and
measure our business performance.
maintains all nonacademic functions,
such as electrical, mechanical, and
Accountability is personal and direct
structural systems and equipment, as
Parents receive detailed and personal
well as provides all the custodial,
reports about their children's progress
food, security, and transportation
from teachers who are directly
accessible and accountable to them.
Peat Marwick is the largest accounting
and consulting firm in the world, and in
Technology anchors our programs.
the United States its public education
Every aspect of our approach-in the
practice is preeminent. The firm has
classroom, the facility, and the
served 30 state educational agencies
business-relies on the intelligent and
and more than 1,200 local school
widespread use of technology.
districts offering assistance in
virtually every area of public educa-
Flexibility is built in Our vision is a
tion planning, governance, manage-
practical one - geared to innovate,
ment, and operations.
and designed to support ideas that
work.
Working together, we present a
comprehensive approach using proven
abilities to quickly improve the educa-
tional and business results of public
schools.
91 'd
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APR-15-94 FRI 15:38
EDUCATION AND MANAGEMENT
"Teachers have to be able to
step back, not be the end-all,
be-all for kids, create opportunities
for kids and help them find out
how to make choices."
Education Alternatives Teacher
The Star-Tribune
P.17
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:39
LEARNING,
SCHOOLS
IN A NEW
MANAGEMENT:
DIMENSION
A COHESIVE PLAN
AT THE HEART
Education Alternatives provides
Individualized learning is a cornerstone of
No education plan - no matter how
public schools with an integrated system
our classroom through Personal Educa-
strong the ideas, teachers, and technolo-
of tested educational programs and the
tion Plans@designed for each student.
gies - can succeed for long without the
training and support to implement it.
right engine driving operations and
While the program is comprehensive and
Dynamic learning areas and movable
efforts. Our public-private partnerships
progressive in many ways, Its most
furniture keep spaces as fluid as students'
make sense because we combine the
important aspect is that it works.
needs.
rewards and incentives of business with
The sights and sounds of an Educa-
the mandates of public responsibility.
tion Alternatives classroom are different.
Students are turned loose to learn as
For instance:
Computers are everywhere. Classrooms
much from each other and their computers
are flexible - to accommodate the
and books as they do from teachers.
Private employees can be held account-
changing needs of the students. Class
able. With everyone from the superin-
size is small, and instruction individual-
Teacher-to-student ratio is low, with two
tendent and the teachers to the
ized. Teachers and students bond with
teachers in every classroom to provide
custodians and bus drivers, the
energy and mutual respect. The result is
individual attention and allow flexibility
accountability of private business
that standard tests show Education
in grouping.
enters the world of public education.
Alternatives students outperform the
With Alliance for Schools That Work, the
national norm, gaining, on average, 1.5
Technology is widely available and used
school board (and hence, the commu-
grade levels for each year in school.
to empower the students to explore and
nity) monitors our performance-based
This achievement is carefully crafted
develop their skills as fast as they are able.
contract.
on many levels: from the philosophies
that set learning in motion, and the
Education Alternatives continually
Financial leverage for learning is built in.
attitudes that pervade the classroom, to
monitors performance and adjusts goals
When school districts enter into
the everyday details of timing, space, and
using standardized tests to gauge
performance-based contracts with us,
supplies. Among the most important
performance and detailed reports to track
we earmark a substantial portion of
features of the Education Alternatives
progress.
savings for direct reinvestment in
learning environment are:
learning.
Parental involvement is built into the
The active learning process, not the
Education Alternatives approach from
We partner with the traditional establish-
teacher, is on center stage in an Education
helping design a Personal Education Plan
ment. Today's administrators and
Alternatives classroom.
to supporting a student's growth toward
teachers are resources for the future.
increasing self-esteem.
And, strong school boards remain the
nation's best defense against elitism in
education, the best protection
guarding the public interest.
Efficiency is a goal, but not in and of
itself. Good business practice dictates
common-sense approaches to staffing
levels, cross-utilization of employees,
and strategic use of all resources, but
only as they benefit the educational
environment. Achieving short-
sighted savings is not our goal.
Tesseract and Personal Education Plan are registered trademarks of Education Alternatives, inc.
5
81 'd
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SARAH M ROCHE
APR-15-94 FRI 15:40
SWEEPING SAVINGS
productivity from people, and attention
to the environmental soundness, comfort,
INTO EDUCATION
and safety of the facilities.
Johnson Controls yields better results
at less cost based on many strengths.
Johnson Controls' facilities managers
Among them:
FACILITIES MANAGEMENT
safely and efficiently operate and
maintain thousands of buildings
Johnson Controls manages the facilities of
throughout the country, including
many school districts based on a system-
hundreds of schools and campus-like
atic and tailored approach to operations
settings. And, there's little guesswork
and maintenance.
about the benefits the company's
"The savings have
customers derive: Every day Johnson
Johnson Controls increases efficiency and
Controls achieves excellent results with
been fantastic and the
cuts costs through employee training,
the heating, maintenance, custodial,
energy management, environmental
service is excellent.
transportation, food, security, and
awareness, preventive maintenance with
administrative services that make schools
computer-assisted systems, and national
We get along well
work.
purchasing agreements
with the people from
In fact, Johnson Controls makes
quality improvements and savings
On-site managers develop flexible work
Johnson Controls.
predictable. At America's largest and
forces and workloads that dramatically
best run companies, Johnson Controls
improve day-to-day operational
It's like a family. If
operations and maintenance services
productivity.
we get in trouble, we
regularly save 20 to 30 percent in
facilities costs. For school districts, the
Customer satisfaction is a way of life at
call them and they
lesson is clear. Johnson Controls' savings
Johnson Controls.
can help fund education as well as rapid
help us out."
improvement in school environments
Local presence in 160 Johnson Controls
through better management of buildings,
branches ensures responsiveness from
School District
decreased energy costs, Increased
professionals with 1 personal stake in a
Chief Custodian
project's success who are nearby to
respond to emergencies.
Special resources, computer-assisted tools,
and value-added services provide state-of-
the-art support.
"All the money saved or
cost-avoided [$130,000 in 1985]
through operation of the energy
management system provides more
dollars to achieve the basic purpose
of our existence, which is
education."
6
School District Business Manager
61 'd
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APR-15-94 FRI 15:41
GETTING THE
"Peat Marwick's report affirmed what we
HOUSE IN ORDER
were doing right, identified what issues we need
to address, and let us focus on setting priorities.
It's easy for parents or boards of education to get the
FINANCIAL MANAGEMENT
feeling that public schools are not delivering value
But it also reflected areas beyond cost, such as
proportionate to the community's investment in educa-
community issues, our economic situation in
tion. But it's hard to figure out where that value is
slipping away, much less how to remedy the problems.
California as well as human variables, such as
Peat Marwick's contribution is a re-engineering of the
business systems, policies, and procedures of each school
the fact that each school district has its own
or district. This includes a review, analysis, and redesign
unique culture."
of the business practices and controls in place at a school
Dr. Sam Swofford, Superintendent
or district to ensure that resources are allocated and used
Lodi Unified School District, Lodi, CA
well. Feat Marwick focuses on raising service quality
standards, introducing cost saving technologies, and
applying advanced management techniques to improve
education administration and support. Immediately after
our public-private partnerships get underway, the work
of pinpointing problems and suggesting solutions begins
50 that savings can be directed into the classroom.
Peat Marwick closely examines the way the district works ns
a business to identify existing strengths and weaknesses. By
interviewing managers and supervisors, conducting
walk-throughs of existing systems, and scrulinizing the
records, Peat Marwick identifies the potential for
greater efficiency, Highter controls, and improved
effectiveness in the district's operations.
Peat Marwick's review and analysis of a district's business
practices closely involves key decision-makers from the
district and slaff from each major business function. These
are the people responsible for making changes work,
and their ownership of the process from the start is
critical.
"Peat Marwick gave the school district a
Using its proprietary computerized technique, called the
Structured Productivity Analysis System (SPANS), Pent
sense of guidance and direction on what areas
Manvick identifies and analyzes the time and resources
we are performing well and what areas we need
dedicated to performing each activity. The understanding
of which district staff dedicates how much time and
to look at. The bottom line is that we were
effort to each activity, combined with information on
reassured and the Firm's ideas for improve-
workload and workflow, enables Peat Marwick
professionals to identify duplicate and unnecessary
ment matched ours.
activities, streamline business practices, achieve cost
savings, and improve business operations.
Robert Hart, Director of Business and Finance,
Lake Travis Independent School District, Austin, TX
The review focuses Oil developing useful solutions to existing
business problems. Peat Marwick recommends practical
improvements that can be implemented with positive
results.
200 'd
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:11
MIAMI SCHOOL
The New York Times
VS SEN.
BREAKS GROUND IN
K THC
SOUTH POINTE
Robert Manuell h Car Faired Deed SENATE ADDUATS
*DGE
PUBLIC EDUCATION
4/ in Atlantic OIT
- 1 -SOUCATION
When the doors of the South Pointe
Public School opened in September 1991,
How
Education Alternatives and Miami, the
nation's fourth largest school system,
broke new ground - launching the
nation's first public-private partnership
in education, and doing so in a neighbor-
hood where most of the school's 700+
students quality for the subsidized lunch
program and speak only limited English.
Results are impressive. Students who
professor
Proferential
Still Rea Aido
never learned basic skills are reading and
and
writing because Tesseract education
slowed down long enough to listen to
them and allowed them to learn in their
Unusual Aiming Public to Turna School Profit
-
own way, Teachers are letting go of old
habits and trusting new ways that are
more creative, interactive, and individu-
alized for the students. And, at the same
time, South Pointe is attracting some of
Miami's most affluent students back to
public education. This is because
Tesseract works without tracking,
without the need to conform to "aver-
the
age" models of intelligence or behavior,
and without any children "falling
MAY
THE
secure
through the cracks."
Can This
South Pointe's students, teachers, and
parents speak for themselves about what
Inc
Manj Save
Education Alternatives' approach means,
Our School
BOOKS THAT
EDUCATING
THE MARKET
-
will
politive
P.21
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:42
SARAH M. ROACH
MIGH SCHOOL
SATELLITE
AUDITORIUM
TRUCKS
PARKING
Press
PRESS
ENTRANCE
PRESS TO CUTAWAY
APR-15-94 FRI 15:43
PRESS
SS
CUT-
AWAY
STAGE
STUDENT
SEATING
ON CHAIRS
PRESS RISERS w/ MULT Bax(s)
+
QUESTIONS
+
X
+
Pipe + Drape (Royal BLUE) (Royal BLUE) w/BANNER w/
SARAH M ROCHE
AISLE TO ASK
X
Tier 2
Tier
STUDENT
SEATING
ON CHAIRS
5P10 its S whs
section FOR
Microphope on stand
FAX NO. 3629128
work ROPE LINE
P.22
Mike Paradise
=
Rope - STANCION
FLOTUS
410-752-1100 RM.2204 RM. 2204
ENTRANCE
04/15/94 16:33
CARDIN DISTRICT -> 12024566208
NO.423 P001
BENJAMIN L CARDIN
COMMISSIONER
30 DISTRICT, MARYLAND
COMMISSION ON SECURITY
AND COOPERATION IN EUROPE
COMMITTEE ON WAYS AND MEANS
DEMOCRATIC CAUCUS
SUBCOMMITTES ON HEALTH
Congress of the United States
STEERING COMMITTEE
SUBCOMMITTEE ON HUMAN RESOURCES
ASSISTANT MAJORITY WHIP
COMMITTEE ON HOUSE ADMINISTRATION
House of Representatives
COMMITTEE ON STANDARDS OF
OFFICIAL CONDUCT
Mashington, DC 20515-2003
FACSIMILE TRANSMITTAL SHEET
DATE:
4/15/94
TO :
Julie Hooper
White House
202-456-6208
FAX NUMBER:
FROM:
Bailey Fine
office of Congressman Benjamin L. Cardin
540 E. Belvedere Avenue
Suite 201
Baltimore, Maryland 21212
410-433-8886
COMMENTS: This is the list of folks Congressman Cardin has
invited to attend the meeting with Mrs. Clinton on
Monday, April 18, 3:30 p.m., Carroll Room, OMNI Hotel
Baltimore. I have included social security numbers
for people who have RSVPed that they will be attending;
we are still waiting to hear from the others.
NUMBER OF PAGES TO FOLLOW: 5
My home number is on the staff list should you need me
over the weekend. Thank you.
REPLY TO:
227 CANNON HOUSE OFFICE BUILDING
540 E. BELVEDERE AVENUE. SUITE 201
WASHINGTON, DC 20515-2003
BALTIMORE, MD 21212
(202) 225-4016
(410) 433-8886
Withdrawal/Redaction Marker
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
004. fax
From: Bailey Fine, To: Julie Hooper, Re: Meeting with Mrs. Clinton -
4/15/94
b(6)
Social Security Numbers [partial] (4 pages)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - [44 U.S.C. 2204(a)]
Freedom of Information Act - [5 U.S.C. 552(b)]
P1 National Security Classified Information |(a)(1) of the PRA]
b(1) National security classified information |(b)(1) of the FOIA]
P2 Relating to the appointment to Federal office [(a)(2) of the PRA]
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute |(a)(3) of the PRA]
an agency [(b)(2) of the FOIA]
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute |(b)(3) of the FOIA]
financial information |(a)(4) of the PRA
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information [(b)(4) of the FOIA]
and his advisors, or between such advisors |a)(5) of the PRA]
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy |(b)(6) of the FOIA]
personal privacy [(a)(6) of the PRA]
b(7) Release would disclose information compiled for law enforcement
purposes |(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions [(b)(8) of the FOIA]
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells [(b)(9) of the FOIA]
RR. Document will be reviewed upon request.
04/15/94 16:33 CARDIN DISTRICT -> 12024566208
NO.423 P002
Mental Health Association
Peter L. Beilenson, M.D.
Linda Raines
Commissioner
Acting Executive Director
Baltimore City Health Department
323 E. 25th street
303 East Fayette Street, 8th Flo
Baltimore, Marvland 21218
Baltimore, Maryland 21202
(b)(6)
004
(b)(6)
004
James A. Block, M.D.
Albert L. Blumberg, M.D.
President & CEO
Greater Baltimore Medical Center
Johns Hopkins Health System
6701 North Charles Street
600 North Wolfe Street, Houck 16 Baltimore, Maryland 21204
Baltimore, Marvland 21287
(b)(6)
004
Michael G. Bronfein
Liberty Medical Center, Inc.
President
Everard Rutledge
Neighbor Care Pharmacies
President
7 East Lee Street
2600 Liberty Heights Avenue
Baltimore, Maryland 21202
Baltimore, Maryland 21215
Liberty Medical Center, Inc.
Mercy Medical Center
Dr. Miles Harrison
Sister Helen Amos
Chief, Medical Staff
President/CEO
2600 Liberty Heights Avenue
301 Saint Paul Place
Baltimore, Maryland 21215
Baltimore Marvland 21202
(b)(6)
004
University of Maryland Medical C Maryland Committee For Children
Morton I. Rapoport, M.D.
Ms. Sandra Skolnik
President/Chief Executive Office
Executive Director
University of Maryland Medical S 608 Water Street
22 South Greene Street
Baltimore. Marvland 21202
Baltimore Maryland 21201
(b)(6)
(b)(6)
004
004
Baltimore Association for Retard Howard County Assn. for Retarded
Mr. Stephen H. Morgan
Ms. Carol Beatty
Executive Director
Executive Director
4800 York Road
10715 Charter Drive
Baltimore, Maryland 21212
Suite 110
Columbia Marvland 21044
(b)(6)
004
(b)(6)
004
John Colmers
Ernie Crofoot
Health Services Cost Review Comm AFL-CIO
4201 Patterson Avenue, 2nd Floor Chairman, Health Cost Committee
Baltimore, Maryland 21215
1300 Palmyra Lane
Bowie Marvland 20716
(b)(6)
004
Herbert S. Cromwell
Donald H. Dembo, M.D.
04/15/94 16:33
CARDIN DISTRICT
12024566208
NO. 423 P003
Executive Director
President-Elect, Med-Chi
Maryland Association of Psychiat
c/o 2411 W. Belvedere Avenue
Support Services, Inc.
Baltimore, Maryland 21215
109 Melrose Avenue, Suite C
(b)(6)
Maryland 21228
004
(b)(6)
004
Mark D. Dopkin, Esquire
Geni Dunnells
Kaplan, Heyman, Greenberg, Engle
Executive Director
20 South Charles Street
Maryland Association of HMO's
10th floor
13 Francis Street
Baltimore. Marvland 21201
Annapolis, Maryland 21401
(b)(6)
(b)(6)
004
004
Eric Fine
Ernest Grecco
Director, Bureau of Infant, Chil
President,
Reproductive Health
Metropolitan Baltimore Council
Balto. Co. Health Department
AFL-CIO Unions, Suite 110
1 Investment Place
2701 W. Patapsco Avenue
Towson Maryland 21204
Baltimore, Maryland 21230
(b)(6)
(b)(6)
004
004
Susan Guarnieri, M.D.
Barbara R. Heller
Baltimore city Medical Society
University of Maryland at Baltim
819 Park Avenue
School of Nursing
Baltimore, Maryland 21201
655 West Lombard Street
Baltimore Marvland 21201
(b)(6)
004
(b)(6)
004
Sheppard & Enoch Pratt Hospital
St. Agnes Hospital
Steven S. Sharfstein, M.D.
Mr. Robert E. Pezzoli
President/CEO/Medical Director
President/CEO
6501 North Charles Street
900 Caton Avenue
Towson. Maryland 21204
Baltimore, Maryland 21229
(b)(6)
004
Kennedy Krieger Institute
Michael E. Johns, M.D.
Gary Goldstein, M.D.
Dean of the Medical Faculty & Vi
President
Johns Hopkins University
707 North Broadway
School of Medicine
Baltimore, Maryland 21205
720 Rutland Avenue
(b)(6)
Baltimore, Maryland 21205
004
Gail Lemaire, MSN, RN, CS
Judy Letcher
Director, Women's Resource
Cent
Kaiser Permanente
GBMC, Physicians Pavilion
Executive Account Manager
6565 North Charles Strees, Suite
7141 Security Blvd.
Baltimore, Maryland 21204
Baltimore, Maryland 21207
(b)(6)
(b)(6)
004
004
Donald T. Lewers, M.D.
J. Leonard Lichtenfeld, M.D.
Trustee of the American Medical
Board of Trustees American Socie
04/15/94 16:33
CARDIN DISTRICT
12024566208
NO.423 P004
506 Idlewild Avenue
c/o 4000 Old Court Road
Easton, Maryland 21601
Raltimore Marvland 21208
(b)(6)
(b)(6)
004
004
Mayer Liebman
Roger C. Lipitz
3222 Fallstaff Road
Meridian Healthcare
Baltimore, Maryland 21215
515 Fairmount Avenue
Suite 800
21204
(b)(6)
004
Randall M. Lutz, Esquire
James P. McComb
Smith, Somerville & Case
Executive Director
Attorneys at Law
Maryland Association of Resident
100 Light Street
Facilities for Youth
Baltimore, Maryland 21202
1511 S. Ritchie Highway, Suite 2
Arnold. Maryland 21012
(b)(6)
004
Dan K. Morhaim, M.D.
J. David Nagel, M.D.
Professional Emergency Physician P.O.Box 107
422 Garrison Forest Road
Butler Marvland 21023
Owings Mills. Maryland 21117
(b)(6)
(b)(6)
004
004
Shirley Nathan-Pulliam, R.N.
Marcia Pines
Nathan Health Networks, Inc.
Board Member
4639 Coleherne Road
Alliance for the Mentally Ill
Baltimore Marvland 21229
2114 North Charles Street
(b)(6)
Baltimore, Maryland 21218
004
Frederick G. Preis
Herbert Rosen
610 South Main Street
Owings Mills Medical Building
Bel Air, Maryland 21014
10205 S. Dolfield Road
Owings Mills, Maryland 21117
Nelson J. Sabatini
Hannah More Center School
Secretary
Mark Waldman, Executive Director
Department of Health & Mental Hy
P.O.Box 370
201 W. Preston Street
12035 Reisterstown Road
Baltimore, Maryland 21201
Reisterstown, Maryland 21136
(b)(6)
004
Dale N. Schumacher, M.D.
Marvin M. Schuster
President - Rockburn Institute
Francis Scott Key Medical Center
3700 Koppers Street
4940 Eastern Avenue
04/15/94 16:33 CARDIN DISTRICT + 12024566208
NO. 423 P005
Baltimore, Maryland 21227
Baltimore, Maryland 21224
Robin Shaivitz
Blue Cross/Blue Shield
10355 Crossbeam Circle
Bill Jews, Chairman and Presiden
Columbia. Marvland 21044
Governmental Affairs
700 East Joppa Road
(b)(6)
004 4
Baltimore Marvland 21204
(b)(6)
004
Martin Siegel
Ellen Silbergeld, Ph.D.
Columbia Jewish Congregation
Professor of Epidemiology and To
5885 Robert Oliver Place
UMAB
Columbia Marvland 21045
665 West Baltimore Street
(b)(6)
Baltimore, Maryland 21201
004
William Smulyan
Alfred Sommer, M.D.
3518 Barton Oaks Road
Dean
Dikeeville and 21208
The Johns Hopkins University
(b)(6)
School of Hygiene and Public Hea
004
615 North Wolfe Street
Baltimore, Maryland 21205
Peter Stamas
Anne Marie Stoline
6565 N. Charles Street
1190 W. Northern Parkway
#402
#609
Towson Marvland 21.204
Baltimore, Maryland 21210
(b)(6)
004
Baltimore Mental Health Systems
John Talbott
Steve Baron
Professor & Chairman Department
Executive Director
University of Maryland
201 E. Baltimore Street
645 W. Redwood street
Suite 540
Baltimore, Maryland 21201
Baltimore Marvland 21202
(b)(6)
004
Rodney Trump
Levi Watkins, M.D.
President, Local 239
Johns Hopkins Hospital
UAW
600 North Wolfe Street
Truck & Bus Assembly Plant
Baltimore, Maryland 21205
2122 Broening Highway
Baltimore, Maryland 21203
(b)(6)
004
Susan Kleinberg , Ph.D.
Adele Wilzack
Children, Youth Families
Executive Director
Health Facilities Association of
229 Hanover Street
Annapolis, Md 3401
JUVIC
J
you have an idea 0538 0560 2837827
Time 2650230 Activity
DETAILED Arice AGENDA
0
301 7187682
Kathy McGloch len
Staff Arrives
804/259-1629
6:00
Briefing/staff
tack
6:30
Panelist to Holding Room
883.574r
6:00
Audience seating
better hetoth Inle
6:30
Audience instructions
a4
7:00
Welcome and Introduction of Congressman Mfume/ Dr. Richardson-JHU.
7:02
Thank you, introduction of panelist & dignitaries, overview, direction/
Congressman Mfume.
'Mikuisk'
7:17
Introduction of Hillary Rodham Clinton/Congressman Mfume.
7:20
Hillary Rodham Clinton's presentation. 15 MIN'S
700
7135
Mrs. Clinton ends.
7:40
Ovation.
7:42
Ovation ends.
7:42
Introduction of Secretary Donna Shalala/ Congressman Mfume.
E.
7:44
Secretary Donna Shalala's presentation.
15 MIN'S
754 7:59/8:00 Secretary Shalala ends.
7:55
Introduction of Senator Larry Young/Congressman Mfume
7:57
Senator Young's presentation.
8:00
Senator Young ends.
8:00
Introduction of Mr. Rutledge/ Congressman Mfume.
8:02
Mr. Rutledge's presentation.
8:05
Mr. Rutledge ends.
8:05
Introduction of Dr. James Block(JHU)/Congressman Mfume.
I
OI/SHHG* Wa69:90 96
To Liz Boyer
Fm
Mehssa Howard
ADVANCE
RE: HRC trup to
Baltimore-
I
Sara M Roche School
202 456-2239 -
21 pages
P.01
3629188 'ON FAX
SARAH M ROCHE
APR-15-94 FRI 15:28
S64°38'40"E 298.54"
McCURLEY
Sara Saram
APR-15-94 FRI 15:29
SPATION PLAN
SOD
PLAY ARCA
HARD SURFACE
shool
SARAH M ROCHE
ELEC PAU
SERVICE
AREA
2 STORY MASONRY ELEMENTARY SCHOOL
FAX NO. 3629128
PARKING
BALTHORE CITY
AREA
TOT
STREET
PUBLIC SCHOOLS
United - PHONE RW
LOT
SOD
SITE PLAN
SMAH b BRACOL
CLEM
MM OLD
BEVERE B7.
SOU
SCHERATIC PLAN
73
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ATROKATEL
N56°55'49 W36990
OLD
FREDERICK
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P. P.02 02
WASHINGTON
" SA/RGE 1 SALAGRO
1709 7.4
Withdrawal/Redaction Marker
Clinton Library
DOCUMENT NO.
SUBJECT/TITLE
DATE
RESTRICTION
AND TYPE
005. list
Cardin Staff Attending 4/18 Meeting with Hillary Clinton [partial] (1
4/15/94
b(6)
page)
COLLECTION:
Clinton Presidential Records
First Lady's Office
Liz Bowyer
OA/Box Number: 3980
FOLDER TITLE:
[HRC Background File] Monday, April 18 [1994]
2014-0483-S
sb413
RESTRICTION CODES
Presidential Records Act - [44 U.S.C. 2204(a)]
Freedom of Information Act - 15 U.S.C. 552(b)|
P1 National Security Classified Information [(a)(1) of the PRAJ
b(1) National security classified information |(b)(1) of the FOIA]
P2 Relating to the appointment to Federal office [(a)(2) of the PRA]
b(2) Release would disclose internal personnel rules and practices of
P3 Release would violate a Federal statute ((a)(3) of the PRA]
an agency [(b)(2) of the FOIA]
P4 Release would disclose trade secrets or confidential commercial or
b(3) Release would violate a Federal statute |(b)(3) of the FOIA]
financial information |(a)(4) of the PRA|
b(4) Release would disclose trade secrets or confidential or financial
P5 Release would disclose confidential advice between the President
information |(b)(4) of the FOIA|
and his advisors, or between such advisors [a)(5) of the PRA]
b(6) Release would constitute a clearly unwarranted invasion of
P6 Release would constitute a clearly unwarranted invasion of
personal privacy [(b)(6) of the FOIA]
personal privacy |(a)(6) of the PRA|
b(7) Release would disclose information compiled for law enforcement
purposes |(b)(7) of the FOIA]
C. Closed in accordance with restrictions contained in donor's deed
b(8) Release would disclose information concerning the regulation of
of gift.
financial institutions [(b)(8) of the FOIA]
PRM. Personal record misfile defined in accordance with 44 U.S.C.
b(9) Release would disclose geological or geophysical information
2201(3).
concerning wells |(b)(9) of the FOIA]
RR. Document will be reviewed upon request.
04/15/94 16:33 CARDIN DISTRICT -> 12024566208
NO. 423 P006
CARDIN STAFF ATTENDING 4/18 MEETING WITH HILLARY CLINTON
BALTIMORE DISTRICT OFFICE
410-433-8886
410-466-2075 (HOME NUMBER BAILEY FINE)
410-466-3635 (HOME NUMBER SUSAN SULLAM)
SUSAN SULLAM, PRESS SECRETARY
(b)(6)
005
RENEE COHEN, CONSTITUENT LIAISON
(b)(6)
005
BAILEY FINE, DISTRICT DIRECTOR
(b)(6)
005
WASHINGTON OFFICE
202-225-4016
DAVID KOSHGARIAN, ADMINISTRATIVE ASSISTANT
(b)(6)
005
SEAN CAVANAUGH, LEGISLATIVE ASSISTANT
(b)(6)
005
HELLER HALPERT, SOCIAL SECURITY INTERN
(b)(6)
005