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[AmeriCorps Reform Plan]
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Records of the Office of National Service (Clinton Administration)
Shirley Sagawa's Files
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FOIA Number: 2013-0661-F (2)
FOIA
MARKER
This is not a textual record. This is used as an
administrative marker by the William J. Clinton
Presidential Library Staff.
Collection/Record Group:
Clinton Presidential Records
Subgroup/Office of Origin:
National Service
Series/Staff Member:
Shirley Sagawa
Subseries:
OA/ID Number:
24265
FolderID:
Folder Title:
[AmeriCorps Reform Plan]
Stack:
Row:
Section:
Shelf:
Position:
S
66
1
9
1
Goals for 2000
Additional Corporation Resources Required (+ or - from current)
Dollars in thousands 1/
Item from Plan
1997
1998
1999
2000 4 year add.
FTE
Comments
Goal One
Evaluations/Research
0
10,000
10,300
10,609
30,909
20
Covers all evaluation and research in Plan
Improve AmeriCorps Recruitment
0
1,500
500
515
2,515
5
Goal Two
Develop models leadership
0
250
258
265
773
0
Goal Three
Expand AmeriCorps
20,000 ACorp Ed Award Prog.
0
47,250
70,875
94,500
212,625
5
10,000 in 98, 15,000 in '99, 20,000 in '20 Ed award only
Cost reduc. ACorps base 2/
0
(40,000)
(60,000)
(60,000)
(160,000)
0
$3,000 reduction from base AmeriCorps except VISTA
60,000 ACorps grants 3/
0
150,000
300,000
450,000
900,000
60
10,000 additional in '98, 20,000 in '99, and 30,000 in '20.
100,000 in summer program
0
500,000
500,000
500,000
1,500,000
0
100,000 @$5,000 including ed award
100,000 Nat. Ser. Scholars.
0
50,000
50,000
50,000
150,000
5
100,000 @ $500.
5,000 NCCC (16 new campuses) 4/
0
30,000
60,000
91,000
181,000
300
4000 additional members at $18,000 plus ed awards & staf
10,000 VISTAs (4,500 current)
0
45,000
93,500
93,500
232,000
20
Additional 5,500 VISTA with ed award and staff to manage
Trng and assistance to programs
0
3,000
5,000
5,150
13,150
2
Related to growth in programs
Review L&S and improve
0
5,000
10,000
10,300
25,300
10
Promote service learning
0
5,000
10,000
10,300
25,300
10
Goal Four
Double Seniors to 1 million
0
35,000
70,000
72,100
177,100
20
Assumes 50% of funding comes from external sources
Communications strategy
0
300
309
318
927
3
Create data base and network
0
1,000
1,030
1,061
3,091
Goal Five
Address auditability findings
0
800
824
849
2,473
10
Other staff required to consistently meet requirements
Improve program monitoring
0
1,500
3,000
3,090
7,590
20
Totals
0
845,600
1,125,596
1,333,557
3,304,753
490
1/ Assumes inflation to be 3 percent.
2/ Unit reductions begin in '97 and are put in more members.
3/ Does not include the $200 million in the 1998 figures accompanying the President's 1997 Budget planned for America Reads
4/ Assumes staffing at current ratio. This staffing would be needed unless some portion of function is contracted out.
10/03/96
Proposed Growth in All Service Positions
Offering Education Benefits
600,000
500,000
Workstudy Positions
400,000
CNS Summer Service
Number of Positions Annually
National Service Scholars
300,000
AmeriCorps Positions
200,000
100,000
0
10/94-
10/95-
10/96-
10/97-
10/98-
10/99-
9/95
9/96
9/97
9/98
9/99
9/00
FY 95
FY 96
FY '97
FY '98
FY '99
FY 00
Class 1
Class 2
Class 3
Class 4
Class 5
Class 6
Proposed Growth in All Service Positions
Offering Education Benefits
600000
545,000
550000
500000
450000
400000
Education Awards Annually
350000
338,200
300000
250000
200000
169,200
150000
100000
Current Year
50000
31,000
25,000
30,000
0
10/94-
10/95-
10/96-
10/97-
10/98-
10/99-
9/95
9/96
9/97
9/98
9/99
9/00
FY 95
FY 96
FY '97
FY '98
FY '99
FY 00
Class 1
Class 2
Class 3
Class 4
Class 5
Class 6
Proposed Growth in CNS Service Positions
Offering Education Benefits
120000
110000
NCCC
100000 100000
100000
VISTA
90000
Ed Awards Only
80000
Number of Members Annually
AC*state/national
70000
65000
NS Scholars
60000
60000
Summer Service
50000
50000
50000
40000
30000
30000
25000 25000
20000
20000
20000
12000
10000
10000
8000
7000
5500
4500
5000
3200
2000
2000
900
1700
600
0
10/96-
10/97-
10/98-
10/99-
9/97
9/98
9/99
9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Desired Growth in Service-related
Workstudy Positions
300,000
250,000
250,000
200,000
Positions Annually
150,000
150,000
100,000
75,000
50,000
0
0
10/96-
10/97-
10/98-
10/99-
9/97
9/98
9/99
9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Goals for 2000
Additional Corporation Resources Required (+ or - from current)
Dollars in thousands 1/
Item from Plan
1997
1998
1999
2000 4 year add.
FTE
Comments
Goal One
Evaluations/Research
0
10,000
10,300
10,609
30,909
20
Covers all evaluation and research in Plan
Improve AmeriCorps Recruitment
0
1,500
500
515
2,515
5
Goal Two
Develop models leadership
0
250
258
265
773
0
Goal Three
Expand AmeriCorps
20,000 ACorp Ed Award Prog.
0
47,250
70,875
94,500
212,625
5
10,000 in 98, 15,000 in '99, 20,000 in '20 Ed award only
Cost reduc. ACorps base 2/
0
(40,000)
(60,000)
(60,000)
(160,000)
0
$3,000 reduction from base AmeriCorps except VISTA
60,000 ACorps grant incl. Amer reads 3/
0
150,000
300,000
450,000
900,000
60
10,000 additional in '98, 20,000 in '99, and 30,000 in '20.
100,000 in summer program
0
500,000
500,000
500,000
1,500,000
0
100,000 @$5,000 including ed award
100,000 Nat. Ser. Scholars.
0
50,000
50,000
50,000
150,000
5
100,000 @ $500.
5,000 NCCC (16 new campuses)
0
30,000
60,000
91,000
181,000
300
4000 additional members at $18,000 plus ed awards & staff
10,000 VISTAs (4,500 current)
0
45,000
93,500
93,500
232,000
20
Additional 5,500 VISTA with ed award and staff to manage
Trng and assistance to programs
0
3,000
5,000
5,150
13,150
2
Related to growth in programs
Review L&S and improve
0
5,000
10,000
10,300
25,300
10
Promote service learning
0
5,000
10,000
10,300
25,300
10
Goal Four
Double Seniors to 1 million
0
35,000
70,000
72,100
177,100
20
Assumes 50% of funding comes from external sources.
Communications strategy
0
300
309
318
927
3
Create data base and network
0
1,000
1,030
1,061
3,091
Goal Five
Address auditability findings
0
800
824
849
2,473
10
Other staff required to consistently meet requirements
Improve program monitoring
0
1,500
3,000
3,090
7,590
20
Totals
0
845,600
1,125,596
1,333,557
3,304,753
1/ Assumes inflation to be 3 percent.
2/ Unit reductions begin in '97 and are put in more members.
3/ Amount is not in current funding but $200 million is included in the 1998 figures accompanying the President's 1997 Budget.
4/ Assumes not contactdent
10/02/96
Proposed Targets for Program Growth
Service providing educational benefits
Current
Year 2000
AmeriCorps State/National
20,000
60,000
AmeriCorps VISTA
4,500
10,000
AmeriCorps NCCC
1,000
5,000
AmeriCorps Education Awards Program
2,000
20,000
AmeriCorps Summer Service
600
100,000
National Service Scholars
2,000
100,000
College Work Study Community Service
N/A
250,000
Total
30,100
545,000
Service-Learning
Service-Learning K-12
750,000*
15,000,000
Service-Learning Higher Education
35,000*
4,000,000
*Numbers serving through Learn and Serve America-funded programs. Year
2000 numbers count all students engaged in service-learning, regardless of
program funding. If this broader definition were used for the current baseline,
figures would be higher.
Senior Service
RSVP
455,000
756,000
Foster Grandparents
23,600
122,000
Senior Companions
11,900
122,000
COMMUNITY DATAIL NATIONAL CORPS
AN AMERICORPS PROGRAM
CLOSE HOLD
National Civilian Community Corps
CORPORATION
FOR NATIONAL
MEMORANDUM
September 26, 1996
SERVICE
TO:
Shirley Sagawa
FROM:
Fred Peters
RE:
AmeriCorps NCCC Expansion Year 2000
As part of the CNS 97 Strategic Plan and beyond and the 97 Annual Plan, the
AmeriCorps NCCC proposed an expansion of 5,000 Corps members by the Year 2000. Clearly,
the most significant implication is resources however, given adequate funding we have a vision
for how NCCC would accommodate additional Corps members. This memorandum maps out
how AmeriCorps NCCC envisions the growth pattern over the next three years and resource
implications associated with the expansion.
Proposed Expansion Schedule
Corps member strength for FY97 is presently at 905 plus 82 Team Leaders. Due to a number of
reasons, primarily recruitment, we recommend a slow phase-in of additional Corps members
over the next three years. Our preferred method of increasing Corps member population is as
follows:
NCCC EXPANSION SCHEDULE
FISCAL
CM
TOTAL CORPS
ANNUAL BUDGET
YEAR
INCREASE
MEMBERS
IN MILLIONS
1998
600
1,600
$27.7
1999
1,400
3,000
$51.9
2000
2,000
5,000
$84
Total
4,095
This schedule allows for the AmeriCorps NCCC to begin expanding at the earliest possible
practical opportunity while buying two to three years to plan effectively for larger influxes of
Corps members.
Proposed Expansion Strategy
1201 New York Avenue, NW
The AmeriCorps NCCC currently has three large campuses and one smaller campus. Each of
Washington, DC 20525
the three larger campuses is fully enrolled at an average 283 Corps members. Optimum
Telephone 202-606-5000
enrollment at the smaller campus is 55 Corps Members. During the first year (FY98) of
Getting Things Done.
AmeriCorps, National Service
Learn and Serve America
National Senior Service Corps
COMMUNITY CORPS
AN AMERICORPS PROGRAM
CLOSE HOLD
National Civilian Community Corps
CORPORATION
FOR NATIONAL
MEMORANDUM
September 26, 1996
SERVICE
TO:
Shirley Sagawa
FROM:
Fred Peters
RE:
AmeriCorps
NCCC Expansion Year 2000
As part of the CNS 97 Strategic Plan and beyond and the 97 Annual Plan, the
AmeriCorps NCCC proposed an expansion of 5,000 Corps members by the Year 2000. Clearly,
the most significant implication is resources however, given adequate funding we have a vision
for how NCCC would accommodate additional Corps members. This memorandum maps out
how AmeriCorps NCCC envisions the growth pattern over the next three years and resource
implications associated with the expansion.
Proposed Expansion Schedule
Corps member strength for FY97 is presently at 905 plus 82 Team Leaders. Due to a number of
reasons, primarily recruitment, we recommend a slow phase-in of additional Corps members
over the next three years. Our preferred method of increasing Corps member population is as
follows:
NCCC EXPANSION SCHEDULE
FISCAL
CM
TOTAL CORPS
ANNUAL BUDGET
YEAR
INCREASE
MEMBERS
IN MILLIONS
1998
600
1,600
$27.7
1999
1,400
3,000
$51.9
2000
2,000
5,000
$84
Total
4,095
This schedule allows for the AmeriCorps NCCC to begin expanding at the earliest possible
practical opportunity while buying two to three years to plan effectively for larger influxes of
Corps members.
Proposed Expansion Strategy
1201 New York Avenue, NW
The
AmeriCorps NCCC currently has three large campuses and one smaller campus. Each of
Washington, DC 20525
the three larger campuses is fully enrolled at an average 283 Corps members. Optimum
Telephone 202-606-5000
enrollment at the smaller campus is 55 Corps Members. During the first year (FY98) of
Getting Things Done.
AmeriCorps. National Service
Learn and Serve America
National Senior Service Corps
expansion, we are proposing a combination of expansion strategies. Each of the larger campuses
can accommodate 100 more Corps members. To minimize efforts associated with campus start-
ups we propose to increase the larger campuses (Southeast, Western and Central regions) by 100
Corps members each, establish a smaller campus in the District of Columbia modeled on the
Perry Point campus of 55 Corps members and establish one new campus of 340 Corps members
in the Midwestern region of the country.
In the subsequent years of the expansion we again propose a combination of expansion strategies
that will require extensive planning at many levels. Hence, our recommendation to delay the
larger influx of Corps members for two years. The following represents examples of how NCCC
can accommodate 3,400 new Corps members in FY99 and 2000.
Satellites: Larger campuses will establish satellites within their designated region that can
accommodate up to 100 Corps members and are managed by the home base.
Campuses: Establish new campuses in regions in which we still have not penetrated.
Campuses would be modeled on both the larger campus of 350 Corps members and mini-
campuses of 55 to 100 Corps members. The northwest (Washington, Oregon, Iowa, etc.);
and the southwest (Texas, Oklahoma, New Mexico, etc.) are regions that instantly come to
mind.
The AmeriCorps
NCCC has been pleased with the arrangements we have had with the
Department of Defense to establish campuses on closed or downsizing bases. However. we will
not limit ourselves to the establishment of new campuses on military bases. Any future
reconnaissance related to the identification of campus sites will be broad-based and inclusive of
a variety of sectors.
Resource Implications
A most significant short-term impact is recruitment. We are all hopeful that the current climate
will be much more favorable to our recruitment efforts. To support the Central Recruitment
Office and the AmeriCorps
NCCC Selection & Placement team we will require additional
support in this area.
Clearly, an expansion of this magnitude has major implications for resources. Staffing, food and
lodging, Corps member living allowances, etc. are all items that will require new dollars. The
AmeriCorps
NCCC has consistently and successfully worked to decrease the cost per Corps
member. As of FY97 our cost per Corps member is $19,800. We surmise that as we increase
the number of Corps members per campus the cost per Corps member will be slightly reduced.
Our goal is to operate the NCCC with an average cost per Corps member of $16,800 by the year
2,000. If we can meet that goal then we expect that we will require a budget of some $84 million
to operate a program of 5,000 Corps members in FY 2000.
expansion, we are proposing a combination of expansion strategies. Each of the larger campuses
can accommodate 100 more Corps members. To minimize efforts associated with campus start-
ups we propose to increase the larger campuses (Southeast, Western and Central regions) by 100
Corps members each, establish a smaller campus in the District of Columbia modeled on the
Perry Point campus of 55 Corps members and establish one new campus of 340 Corps members
in the Midwestern region of the country.
In the subsequent years of the expansion we again propose a combination of expansion strategies
that will require extensive planning at many levels. Hence, our recommendation to delay the
larger influx of Corps members for two years. The following represents examples of how NCCC
can accommodate 3,400 new Corps members in FY99 and 2000.
Satellites: Larger campuses will establish satellites within their designated region that can
accommodate up to 100 Corps members and are managed by the home base.
Campuses: Establish new campuses in regions in which we still have not penetrated.
Campuses would be modeled on both the larger campus of 350 Corps members and mini-
campuses of 55 to 100 Corps members. The northwest (Washington, Oregon, Iowa, etc.);
and the southwest (Texas, Oklahoma, New Mexico, etc.) are regions that instantly come to
mind.
The AmeriCorps NCCC has been pleased with the arrangements we have had with the
Department of Defense to establish campuses on closed or downsizing bases. However. we will
not limit ourselves to the establishment of new campuses on military bases. Any future
reconnaissance related to the identification of campus sites will be broad-based and inclusive of
a variety of sectors.
Resource Implications
A most significant short-term impact is recruitment. We are all hopeful that the current climate
will be much more favorable to our recruitment efforts. To support the Central Recruitment
Office and the AmeriCorps
NCCC Selection & Placement team we will require additional
support in this area.
Clearly, an expansion of this magnitude has major implications for resources. Staffing, food and
lodging, Corps member living allowances, etc. are all items that will require new dollars. The
AmeriCorps NCCC has consistently and successfully worked to decrease the cost per Corps
member. As of FY97 our cost per Corps member is $19,800. We surmise that as we increase
the number of Corps members per campus the cost per Corps member will be slightly reduced.
Our goal is to operate the NCCC with an average cost per Corps member of $16,800 by the year
2,000. If we can meet that goal then we expect that we will require a budget of some $84 million
to operate a program of 5,000 Corps members in FY 2000.
Goals for 2000
Additional Corporation Resources Required (+ or - from current)
Dollars in thousands 1/
Item from Plan
1997
1998
1999
2000 4 year add.
FTE
Comments
Goal One
Evaluations/Research
0
10,000
10,300
10,609
30,909
20
Covers all evaluation and research in Plan
Improve AmeriCorps Recruitment
0
1,500
500
515
2,515
5
Goal Two
Develop models - leadership
0
250
258
265
773
0
Goal Three
Expand AmeriCorps
20,000 ACorp Ed Award Prog.
0
47,250
70,875
94,500
212,625
5
10,000 in 98, 15,000 in '99, 20,000 in '20 Ed award only
Cost reduc. ACorps base 2/
0
(40,000)
(60,000)
(60,000)
(160,000)
0
$3,000 reduction from base AmeriCorps except VISTA
60,000 ACorps grant incl. Amer reads 3/
0
150,000
300,000
450,000
900,000
60
10,000 additional in '98, 20,000 in '99, and 30,000 in '20.
100,000 in summer program
0
500,000
500,000
500,000
1,500,000
0
100,000 @$5,000 including ed award
100,000 Nat. Ser. Scholars.
0
50,000
50,000
50,000
150,000
5
100,000 @ $500.
5,000 NCCC (16 new campuses)
0
30,000
60,000
91,000
181,000
300
4000 additional members at $18,000 plus ed awards & staff
10,000 VISTAs (4,500 current)
0
45,000
93,500
93,500
232,000
20
Additional 5,500 VISTA with ed award and staff to manage
Trng and assistance to programs
0
3,000
5,000
5,150
13,150
2
Related to growth in programs
Review L&S and improve
0
5,000
10,000
10,300
25,300
Promote service learning
0
5,000
10,000
10,300
25,300
Goal Four
Double Seniors to 1 million
0
35,000
70,000
72,100
177,100
20
Assumes 50% of funding comes from external sources.
Communications strategy
0
300
309
318
927
3
Create data base and network
0
1,000
1,030
1,061
3,091
Goal Five
Address auditability findings
0
800
824
849
2,473
10
Other staff required to consistently meet requirements
Improve program monitoring
0
1,500
3,000
3,090
7,590
20
Totals
0
845,600
1,125,596
1,333,557
3,304,753
470
1/ Assumes inflation to be 3 percent.
2/ Unit reductions begin in '97 and are put in more members.
3/ Amount is not in current funding but $200 million is included in the 1998 figures accompanying the President's 1997 Budget.
10/02/96
Goals for 2000
Additional Corporation Resources Required (+ or - from current)
Dollars in thousands 1/
Item from Plan
1997
1998
1999
2000 4 year add.
FTE
Comments
Goal One
Evaluations/Research
0
10,000
10,300
10,609
30,909
20
Covers all evaluation and research in Plan
Improve AmeriCorps Recruitment
0
1,500
500
515
2,515
5
Goal Two
Develop models - leadership
0
250
258
265
773
0
Goal Three
Expand AmeriCorps
20,000 ACorp Ed Award Prog.
0
47,250
70,875
94,500
212,625
5
10,000 in 98, 15,000 in '99, 20,000 in '20 Ed award only
Cost reduc. ACorps base 2/
0
(40,000)
(60,000)
(60,000)
(160,000)
0
$3,000 reduction from base AmeriCorps except VISTA
60,000 ACorps grant incl. Amer reads 3/
0
150,000
300,000
450,000
900,000
60
10,000 additional in '98, 20,000 in '99, and 30,000 in '20.
100,000 in summer program
0
500,000
500,000
500,000
1,500,000
0
100,000 @$5,000 including ed award
100,000 Nat. Ser. Scholars.
0
50,000
50,000
50,000
150,000
5
100,000 @ $500.
5,000 NCCC (16 new campuses)
0
30,000
60,000
91,000
181,000
300
4000 additional members at $18,000 plus ed awards & staff
10,000 VISTAs (4,500 current)
0
45,000
93,500
93,500
232,000
20
Additional 5,500 VISTA with ed award and staff to manage
Trng and assistance to programs
0
3,000
5,000
5,150
13,150
2
Related to growth in programs
Review L&S and improve
0
5,000
10,000
10,300
25,300
Promote service learning
0
5,000
10,000
10,300
25,300
Goal Four
Double Seniors to 1 million
0
35,000
70,000
72,100
177,100
20
Assumes 50% of funding comes from external sources.
Communications strategy
0
300
309
318
927
3
Create data base and network
0
1,000
1,030
1,061
3,091
Goal Five
Address auditability findings
0
800
824
849
2,473
10
Other staff required to consistently meet requirements
Improve program monitoring
0
1,500
3,000
3,090
7,590
20
Totals
0
845,600
1,125,596
1,333,557
3,304,753
470
1/ Assumes inflation to be 3 percent.
2/ Unit reductions begin in '97 and are put in more members.
3/ Amount is not in current funding but $200 million is included in the 1998 figures accompanying the President's 1997 Budget.
10/02/96
Proposed Growth in Education Awards
Service offering durahmed
600000
550000
545,000
500000
450000
400000
Annual Education Awards
350000
338,250
300000
250000
200000
169,300
150000
100000
Current Year
50000
31,000
25,000
29,900
0
10/94-9/95
10/95-9/96
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY 95
FY 96
FY '97
FY '98
FY '99
FY 00
Class 1
Class 2
Class 3
Class 4
Class 5
Class 6
Proposed Growth in Education Awards
offering durahment
600000
550000
545,000
500000
450000
400000
Annual Education Awards
350000
338,250
300000
250000
200000
169,300
150000
100000
Current Year
50000
31,000
25,000
29,900
0
10/94-9/95
10/95-9/96
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY 95
FY 96
FY '97
FY '98
FY '99
FY 00
Class 1
Class 2
Class 3
Class 4
Class 5
Class 6
4
Proposed Growth in Learn and Serve America
1,200,000
1,000,000
998,000
907,500
825,000
800,000
750,000
Number of Participants Annually
600,000
LSA, K-12
LSA, H.E.
400,000
200,000
35,000
38,500
42,000
46,000
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
4
Proposed Growth in Learn and Serve America
1,200,000
1,000,000
998,000
907,500
825,000
800,000
750,000
Number of Participants Annually
600,000
LSA, K-12
LSA, H.E.
400,000
200,000
35,000
38,500
42,000
46,000
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Proposed Growth in Service Positions Offering Educational Benefits
120000
110000
100000 100000
100000
NCCC
VISTA
90000
Ed Awards Only
80000
Number of Members Annually
AC*state/national
70000
NS Scholars
65000
Summer Service
60000
60000
50000
50000
50000
40000
30000
30000
25000 25000
20000
20000
20000
12000
10000
10000
8000
7000
5500
5000
4500
3250
2000
2000
1800
800
600
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Proposed Growth in Service Positions Offering Educational Benefits
120000
110000
100000 100000
100000
NCCC
VISTA
90000
Ed Awards Only
80000
Number of Members Annually
AC*state/national
70000
NS Scholars
65000
Summer Service
60000
60000
50000
50000
50000
40000
30000
30000
25000 25000
20000
20000
20000
12000
10000
10000
8000
7000
5500
5000
4500
3250
2000
2000
1800
800
600
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Proposed Growth in Service Positions Offering Educational Benefits
120000
110000
100000 100000
100000
NCCC
VISTA
90000
Ed Awards Only
80000
Number of Members Annually
AC*state/national
70000
NS Scholars
65000
Summer Service
60000
60000
50000
50000
50000
40000
30000
30000
25000 25000
20000
20000
20000
12000
10000
10000
7000
8000
4500
5500
5000
2000
2000
3250
800
1800
600
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Proposed Growth in Service Positions Offering Educational Benefits
120000
110000
100000 100000
100000
NCCC
VISTA
90000
Ed Awards Only
80000
Number of Members Annually
AC*state/national
70000
NS Scholars
65000
Summer Service
60000
60000
50000
50000
50000
40000
30000
30000
25000 25000
20000
20000
20000
12000
10000
10000
7000
8000
4500
5500
5000
3250
2000
2000
800
1800
600
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Desired Growth in Service-related Workstudy Positions
300,000
250,000
250,000
200,000
Positions Annually
150,000
150,000
100,000
75,000
50,000
0
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
Desired Growth in Service-related Workstudy Positions
300,000
250,000
250,000
200,000
Positions Annually
150,000
150,000
100,000
75,000
50,000
0
0
10/96-9/97
10/97-9/98
10/98-9/99
10/99-9/00
FY '97
FY '98
FY '99
FY 00
Class 3
Class 4
Class 5
Class 6
MEMORANDUM FOR THE BOARD OF DIRECTORS
FROM:
Shirley Saga (Print and Deborah Jospin
Day
RE:
October 4 Retreat
CORPORATION
FOR NATIONAL
DATE:
September 27, 1996
SERVICE
As you know, there will be a retreat of the Board on Thursday, October 3, beginning at 12
noon. The retreat will be held at the AARP building, 601E Street, N.W. From 12:00
until 2:00, the Board will have lunch with Harris. No staff will attend the lunch.
Beginning at 2:00, staff will join you for a discussion of the Corporation's strategic plan,
which has been prepared by the staff and Harris. You will see that the draft builds on
the work done by the Board over the last several years. The mission, vision, and goals
are essentially those approved last year by the Board (with minor nonsubstantive edits).
The new aspects of the plan are the Indicators of Success for each goal and the
Implementation Objectives. This plan assumes that all elements of the Learn and Serve
America strategic plan have been incorporated, even if not specifically mentioned due to
space limitations.
After conferring with Tom Ehrlich, chair of the Planning Committee, we propose that the
Board discuss several overarching questions raised by the plan before getting into the
details of the document:
1) What is the appro: riate federal role in national service?
Should the Corporation use its funds to support program operations (such as
program staff, administration, training of participants, etc.)? Member living
allowances? "Infrastructure-building" activities like training and technical
assistance for program directors, educators, and others? Evaluation and research?
Should the Corporation set a single priority for programs to work on a specific
issue (such as children and youth)? Or should the need to be addressed be
determined solely at the community level?
Should the Corporation select programs for funding? Or should these decisions
be left to state commissions or others?
Should Corporation funding be viewed as short-term support for start-up or a
long-term, sustainable funding base for service programs?
2) What rate of growth is appropriate for each Corporation program?
How many AmeriCorps Members should serve in the year 2000? Through
1201 New York Avenue. NW
what program delivery structure?
Washington, DC 20525
Is the proposed one million participant figure for Senior Corps realistic?
Telephone 202-606-5000
How do we get there?
Getting Things Done.
AmeriCorps, National Service
Learn and Serve America
National Senior Service Corps
What implications does the Learn and Serve strategic plan goal (of 15 million K-
12 students and more than 4 million college and university students participating
annually in service) have for the Corporation's overall strategic plan and
operations?
Where will the funding come from to enable growth in Corporation programs?
Should we set a goal for the number of volunteers leveraged through Corporation
programs? For volunteers more generally?
3) What effect will growth have on quality?
If program growth is rapid, significant, and not accompanied by a parallel
growth in administrative support for the Corporation, will the programs
change in quality or character?
How can quality be assured if the number of AmeriCorps Members doubles or
triples?
What are the Corporation's most important tools in effecting the quality of
programs?
4) What changes are reeded in the Corporation's operations to achieve these goals?
Should staff be organized by program? By function? By state or region?
How can the programs be more closely integrated?
We will spend about ½ hour on each of these questions, hoping to develop a consensus
around core principles and assumptions. Then we will go through the draft strategic plan,
attached, section by section. Revisions to the plan will be made before the Board
meeting, and it is our hope that the Board will approve the plan as revised to be circulated
for comment to the field.
Your full Board books will be sent to you by Federal Express on Monday evening.
Because of time constraints and schedule conflicts, neither the Communications
Committee nor the Policy Committee will hold committee meetings before the full Board
meets on Friday.
09/27/96 12:56 PM
Corporation for National Service
Year 2000 Goals and Indicators of Success
(Internal Working Draft -- Confidential)
The Mission
The Corporation's mission is to engage Americans of all ages and backgrounds
in community-based service that addresses the nation's educational, public
safety, environmental, and other human needs to achieve direct and
demonstrable results. In doing so, the Corporation will foster civic
responsibility / strengthen the ties that bind us together as a people, and
provide educational opportunity for those who make a substantial
commitment to service.
The Vision Statement
We envision a nation in which:
service is promoted and valued by educational, religious, government
institutions, by businesses, and by individuals, families and communities
throughout the nation.
problems in communities are being solved through service--and where service is
a part of problem-solving initiatives in educational, public safety, environmental,
and other human needs.
service will help people develop a bond beyond common zip codes so that they
look first to themselves and to one another to improve their lives.
active and informed citizenship is widespread--and where service helps each
American feel greater responsibility towards others.
service is known and valued throughout the country because it has touched the
lives of millions of Americans.
participants in service are widely honored--and deserve it--both while they
serve and for the rest of their lives.
service is defined, initiated, shaped, and nurtured at the community level.
1
individuals find effective ways to engage in service throughout their lives - as
children (with their families and in their schools), and on through adulthood and
their senior years.
service promotes partnerships at all levels of society and builds bridges among
seemingly disparate groups to improve the quality of life of people in our nation.
successful service endeavors are celebrated in the communities they serve and
shared with other communities interested in learning from them.
service is viewed as a nonpartisan institution in which all people take pride.
individual lives are improved through service.
We envision an organization that is:
a catalytic, coordinating, and creative force in realizing our vision for service in
America.
an invaluable resource to and a partner with communities that want to solve
their problems through service.
innovative about leveraging its resources, influence, and activities to realize this
vision for service in America.
entrepreneurial in its endeavors to create a solid and sustaining foundation for
service in our na ion.
viewed as above and beyond partisanship.
an enterprise with relevance not just to government but for many sectors of
society.
united in its vision and its operations--using shared principles of high quality
and shared values of mutual respect.
staffed by those who reflect the spirit and ideals of service.
structured to effectively and efficiently implement its vision, mission, and goals.
recognized as a careful and effective steward of taxpayer dollars.
2
able to demonstrate powerfully and clearly the positive results that service offers
communities in addressing their issues and improving the lives of their
members.
a leader in developing successful alliances with other organizations and with
communities throughout the country.
generous in its recognition of the contributions of others, both now and
throughout history, in the arena of volunteering and service.
Year 2000 Goals and Indicators of Success
Note: A few assumptions and definitions are provided here in the interests of clarity and
succinctness. Throughout this document, references to particular years refer to the federal fiscal
calendar (October 1 to September 30). We have developed this plan with the intent that its
short-term goals be achieved by 2000, thus, in the absence of a specific time frame we intend that
the goals and objectives described will be achieved by the end of fiscal year 2000.
Certain terms used in this plan may not be familiar to all readers. "Participants" means
students and out-of-school youth who serve in Learn and Serve America programs, AmeriCorps
Members, and Foster Grandparents, Senior Companions, and RSVP Volunteers who serve
through the National Senior Service Corps. "Leveraged volunteers" refers to volunteers who are
recruited or coordinated by "participants."
Goal One: Service will help solve the nation's unmet education, public safety,
environmental and other human needs.
Indicators of Success
By the year 2000:
independent evaluations will report that the service programs the
Corporation supports have had a positive impact (for example, improved
reading skills, more children served through high quality after-school child
care, or families resettled after a flood or hurricane).
a substantial proportion of local civic and community leaders and elected
officials will report that the service programs the Corporation supports have
helped solve local educational, environmental, public safety and or human
needs problems.
3
a substantial proportion of national leaders in the fields of education, criminal
justice, public health, environmental affairs, and children's policy will report
that they perceive service as an important tool in solving national problems.
Implementation Objectives:
Increase Corporation focus on children and youth, making it a priority within each
program (where appropriate), and taking steps to increase the Corporation's
knowledge about this substantive area. Such steps will include increasing the staff's
understanding of children's issues; emphasizing children's issues through forums,
publications, and other tools; forming partnerships with organizations serving
children to improve the quality of national service and number of volunteers serving
in this area; and the evaluation of national service programs working with children
and youth to determine how to improve their effectiveness.
Implement the America Reads initiative to help ensure that every school child in
America can read at grade level by the end of grade three. To achieve this, each year
more than 10,000 AmeriCorps Members to help organize and utilize one million
volunteers, including many thousands of Senior Corps and Learn and Serve
America participants.
Expand the Corporation's capacity to respond rapidly to emerging needs and new
national initiatives in a variety of ways, including AmeriCorps* NCCC's team-based
program; AmeriCorps As individual and small group placements; and
demonstration programs.
The Corporation will increase the emergency management capacity of programs to
meet our agreement with Federal Emergency Management Administration (FEMA)
through partnerships with the Red Cross and other national organizations, training
of national service staff and participants, and the development of working
relationships with emergency service agencies at the state and local levels.
Ensure that all Corporation-funded programs have objectives and a system of
measuring those objectives. The Corporation will assist state commissions and
program sponsors with developing and setting objectives and measuring progress
toward them.
Following up on the 1996 National Senior Service Corps conference, continue efforts
to train on impact programming in order to increase the impact of Senior Corps
programs on solving community problems; revise policies, manuals and regulations;
select 150 pilot sites that will follow the programming for impact guidance issued by
the Senior Corps; and hold a Leadership Forum on Senior Service in 1997. By 1999,
4
all Foster Grandparent and Senior Companion programs, and RSVP programs will
operate on programming for impact principles.
Organize a leadership conference for school, community and higher education
grantees to discuss ways in which Learn and Serve America can provide leadership
for the field; strateg. es for strengthening high quality programs; opportunities for K-
16 collaborations; connections to school and higher education improvement efforts;
and development of agendas for technical assistance, training, research and
evaluation.
Review and reconsider for funding all AmeriCorps and Learn and Serve America
Higher Education programs at least once in the next three years, and all Senior
Corps programs at least once every six years to reflect new priorities and maintain
the highest quality portfolio of programs.
Find ways for communities, states, and federal agencies involved with solving
critical problems to incorporate service as a strategy in their efforts. Accomplish this
objective through the Presidents' Summits, forums, partnerships with organizations
involved in solving critical problems, involvement in domestic policy initiatives, and
other means.
Through evaluation, research, training and technical assistance, study and
strengthen national service programs' quality. Efforts will include hiring issue area
experts, evaluations of programs by issue area, continuation of staff issue teams, and
the fostering of "affinity groups" for programs working on the same issue.
Improve AmeriCorps recruitment, resulting in an increase in AmeriCorps
applications proportionate to the growth in AmeriCorps. Efforts will include an
expansion of the system of campus representatives, greater coordination between
recruitment and public affairs, engagement of all Corporation staff in recruitment
efforts, and development of updated materials. This will enable programs to select
individuals with the greatest leadership potential and appropriate skills to become
AmeriCorps Members. A special emphasis will be placed on the recruitment of
higher skilled AmeriCorps Members and individuals that will add to the diversity of
the program.
Working with leading volunteer organizations, increase the effectiveness of part-
time volunteers at meeting community needs, especially those leveraged through
Corporation programs.
Collect and maintain a database of success stories, and develop and implement a
communications strategy to highlight the effectiveness of service as a strategy for
community problem solving.
5
Facilitate the involvement of national service in high priority, high impact
initiatives, beginning with welfare reform and education reform.
Goal Two: Communities will be made stronger through service.
Indicators of Success
By the year 2000:
service programs supported by the Corporation will double the number of
participants and leveraged volunteers.
national service participants will serve in more than community
organizations.
a substantial proportion of civic and community leaders and elected officials
will include "national service" when asked to identify important sources of
community strengthening and effective citizen engagement in their
communities.
a substantial proportion of community-based organization directors will list
"national service" as a positive influence on their efforts.
communities will adopt service as a strategy to address important community
problems.
service will be viewed as a major way of unifying people of different races
and backgrounds to connect America for citizen action.
Implementation Objectives:
Assist in the planning and execution of the 1997 Presidents' Summit to ensure that
the community teams attending the Summit will engage in followup activities likely
to strengthen the communities' ability to respond to local needs and to unleash a
new level of citizen action in the nation.
Determine ways to leverage greater numbers of part-time, unstipended volunteers
through its programs. Leveraging volunteers will be a priority for training and
technical assistance, and all Corporation programs will assess their policies and
priorities to make programs more effective at leveraging volunteers.
Implement a strategy to achieve cost-reduction goals set in 1996 by assisting
AmeriCorps programs to decrease their reliance on Corporation funding, to
decrease costs, and diversify support, especially by forming local community
partnerships with private sector organizations. The Corporation will seek national
partnerships that are likely to increase local programs' ability to connect with the
private sector at the local level. Such national partnerships will include the banking
industry, based on the Community Reinvestment Act strategy developed by Public
6
Liaison with the assistance of the Board, and the Grantmaker's Forum on
Community Volunteering and National Service. The Corporation will also explore
potential new resources, such as business sponsorships and fee for service
arrangements.
Hold up to six forums each year to assist communities to integrate service into
community-wide initiatives intended to address local priority needs.
Determine effective strategies for collaboration among local national service
programs and with other organizations responsible for addressing community
needs. Disseminate findings and incorporate them into program policies. Remove
policy and regulatory barriers to local collaboration.
Assess diversity of national service participants at the site level and develop
strategies to increase diversity among participants and leveraged volunteers.
Develop a new model of service leadership through an expanded national service
leadership strategy, beginning by combining AmeriCorps*, VISTA*, and NCCC*
Leaders programs a nd providing Leaders for Learn and Serve America. Through
training and policy cnanges, make the new Leaders' program a catalyst for fostering
cross-stream service programming. Increase the number of Leaders consistent with
demand.
Goal Three: The lives of those who serve will be improved through their service
experience.
Indicators of Success
By the year 2000:
program participants will report that their lives were improved by their
service experience.
former program participants will be more engaged as active citizens in their
communities, including continuing to serve, than individuals who did not
serve.
Learn and Serve participants will rate higher on measures related to school
success and career success (such as school attendance and behavior,
graduation rates, rate of participation in post-secondary education, career
intentions/expectations, work place skills, and selected content mastery), as
compared to students not participating in service-learning programs.
the Corporation will have assisted hundreds of thousands of Americans to
further their education.
7
National Senior Service Corps participants engaged in getting things done
through service will report higher personal satisfaction and self-esteem than
the population of senior citizens not volunteering.
Most leveraged volunteers will report that serving improved their lives.
Implementation objectives:
Ensure a dramatic increase in the number of individuals who have the opportunity
to earn education aid by performing service. To achieve this objective, we will:
expand the AmeriCorps education awards program to encourage non-profit
and religious groups to expand their service activities;
expand and achieve cost reductions in AmeriCorps, AmeriCorps*V and
AmeriCorps*NCCC;
expand summer AmeriCorps programming;
implement the national service scholarships program for high school
students; and
encourage colleges and universities to increase the share of current college
work study placements dedicated to community service and target new
placements to service, consistent with the President's challenge to the higher
education community.
Expand the number of AmeriCorps* NCCC Members serving each year with the
number of campuses increased proportionately, beginning with the establishment of
a new operating site in the District of Columbia area. Additional sites for campuses
will include colleges, public housing, veterans hospitals, and military bases
(operating, downsizing, and converted to civilian use).
Expand AmeriCorps VISTA Members, allowing many more low-income
communities to benefit from their service.
Through broad-based and targeted outreach efforts, increase the number of
education awards provided to Members each year serving in programs receiving no
funds from the Corporation to support living allowances or program costs. Special
focuses of this outreach will include program serving children and youth and those
engaging children and youth in service and programs involving higher skilled
Members.
Implement the agreement to reduce the budgeted average cost to the Corporation of
each AmeriCorps Member to $15,000. These savings will be achieved by assisting
programs in identifying successful strategies for reducing costs; and by expanding
the number of Members serving in programs that receive only education awards or
only education awards and funds for living allowances.
8
Provide training and technical assistance to programs based on a review of the
AmeriCorps Member in-service and post-service experience. Issues will include
retention, educational and other support for Members who are disadvantaged,
assisting with Member transition to life after AmeriCorps, and encouraging citizen
responsibility, including continued commitment to service.
Continue to support a range of full-time and part-time service opportunities through
AmeriCorps, including residential and nonresidential, team-based and individual
placement, urban and rural, and high and low-skilled activities.
To increase the benefit to participants, undertake a review of Learn and Serve
America to analyze ways to improve programs' ability to improve the lives of
participants, including their educational success. We will make necessary changes
to the program based on this research and work with the Service-Learning
Clearinghouse and other technical assistance providers to disseminate appropriate
guidance and information.
Implement a plan to promote service-learning and the ethic of service for young
people. The plan will increase both the supply of and demand for service-learning
and student service opportunities among educators and youth-serving
organizations. We will also explore enlisting business sector partners to assist in this
effort.
Use the disability funds provided in the National and Community Service Act to
double the number of individuals with disabilities in AmeriCorps.
To improve nonprofit sponsors' utilization of leveraged volunteers, ensure that all
national service programs receive information about good practices in volunteer
management, and will collaborate with leading volunteer organizations to find other
ways to achieve this objective.
Goal Four: Service will become a common expectation and experience of Americans
as an integral part of civic responsibility.
Indicators of Success
By the year 2000:
a majority of Americans will be engaged in sustained service in the
community.
service-learning will be practiced in the majority of the nation's elementary
and secondary schools, colleges, and universities, connected to the core
9
mission of the school, and service by students and young people will become
a central part of the programs of organizations serving youth.
Americans will believe that performing service is part of the definition of a
successful life and necessary to being a responsible citizen.
Implementation Objectives:
The Corporation will advise and support the 1997 and 2000 Presidents' Summits and
the community summits in between.
Direct a greater portion of Learn and Serve America resources toward activities
designed to build opportunities for students to engage in service so that a majority
of young Americans will have the opportunity to learn the service ethic as part of
their education and become more engaged in solving community problems. Such
activities will include expansion of training and technical assistance; implementation
of the Leader Schools initiative; launching an effort to promote public
understanding of service learning; development of key partnerships with national
education and youth organizations, especially teachers; and efforts to integrate
service learning into education reform plans and college work study.
Expand the use of AmeriCorps Members, including AmeriCorps* VISTAs, as service-
learning coordinators and organizers of youth volunteers.
Urge other federal agencies that support education programs to encourage service
learning and see that national service participants engaged in teaching are1 trained
in service learning methods.
Double the number of participants in the National Senior Service Corps to one
million. Toward this end, the Corporation will pursue cost-share arrangements with
private and public organizations, especially those concerned with home health care;
review the legislation, regulations, and policies for impediments to expansion; and
form partnerships with corporations, foundations, university alumni associations,
civic groups, and national nonprofits to increase opportunities for seniors to serve.
Review programs' strategies for increasing participants' commitment to the service
ethic and find ways to strengthen and improve those strategies.
Develop and implement a communications strategy and pursue partnerships with
other national organizations to strengthen commitment to service among specific
sectors of the public. We will review and revise the Corporation's key message
linking all national service programs to the larger mission. This message will be
communicated through updated videos, publications, media strategies, etc. We will
10
use both traditional and new strategies to reach the public, including through the
World Wide Web of the Internet.
Facilitate the involvement of the national service network in "seasons of service,"
including the Make a Difference Day in the fall, Martin Luther King Day in January,
and National Volunteer Week and National Youth Service Day in April. Not later
than the fall of 1997, we will help initiate "Saturdays of service" that will allow for
longer term commitments to grow out of the signature days.
With key partners, support a system that uses technology to link service programs
nationwide through a database and network that will connect potential volunteers
to service opportunities.
Engage the private sector in efforts to encourage skilled workers to undertake
"sabbaticals for service" to support community service activities at the local or
national levels.
Goal Five: The Corporation will develop and maintain sound organizational
systems and effective partnerships with the wider national service
network.
Indicators of Success
By the year 2000:
AmeriCorps, Learn & Serve America, and the National Senior Service Corps
will share common operating systems and consistent goals.
Corporation partners (including grantees, host organizations, service
programs, sponsors, state educational agencies) will view Corporation
performance positively.
Implementation objectives:
Ensure the reauthorization and appropriation of the National and Community
Service Act and Domestic Volunteer Service Act programs, consistent with this
strategic plan.
Assess the existing structure to determine what changes are necessary to make the
Corporation more efficient and effective, especially in the areas of customer service,
program quality, program coordination at the state and national levels, consistent
and independent monitoring and evaluation, financial and legal accountability, and
teamwork across programs, units, and headquarters/field operations.
11
Develop and implement a plan to 1) streamline and simplify the AmeriCorps
delivery system so that AmeriCorps does not require extensive federal intervention
in local program budgets, and 2) increase the share of Corporation funding that goes
to Member living allowances and education awards and decrease the share
expended on administrative overhead and operations, and 3) link more closely
AmeriCorps*NCCC, AmeriCorps*VISTA, and AmeriCorps*Stat and National.
Continue efforts to decentralize decisionmaking about program selection, while
maintaining strong systems of accountability, evaluation and quality.
Develop and implement a plan to increase the role of the independent sector in the
administration of national service, including the evaluation and monitoring of
programs, provision of training and technical assistance, and provision of financial
support. This effort will begin with rethinking our system for providing leadership
training to program directors, currently offered through the Presidio Leadership
Center. We will also develop one or more pilot efforts to allow for independent
accreditation of national service programs.
Develop "customer service" standards governing Corporation staff interaction with
its key partners and the general public, conduct customer satisfaction research and
take other steps to improve the Corporation's responsiveness to external and
internal partners.
Review the Corporation's management structure to ensure that roles and
responsibilities are clear for all units and that there is appropriate oversight of all
functions by senior Ii anagement.
Not later than 1998, fulfill the Act's requirement for State Commissions working
with state offices, state education agencies, and others to develop a coordinated state
plan for service, by implementing a unified state planning system for all
Corporation programs and exploring ways to make it easier for communities to
develop cross-stream programs, including developing a single point of contact for
information about accessing national service.
Work with state commissions to strengthen their role as convenor and coordinator
of service within the state; as a provider of support to national service programs;
and as the administrator of AmeriCorps and other programs. Specific steps will
include developing and implementing a system to assess state commission
performance based on criteria established in the 1997 state administrative
guidelines.
Establish strong partnerships with:
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Leading volunteer organizations, to increase the number of individuals
engaged in citizen service and to increase the effectiveness of service in
solving serious social problems;
Faith-based organizations, to increase connections between national service
and the long tradition of service by religious organizations, consistent with
the statute;
Governors, mayors, and other locally elected officials, to support the
integration of service as a strategy in achieving priority initiatives;
Organizations serving children and youth, including those involved in
policymaking, to make clear the availability of national service as a resource
in meeting the needs of young people, including their ability to serve;
Organizations serving senior citizens and retired Americans, to increase the
number of serniors engaged in service and the use of service as a strategy;
Educators, to promote the integration of service-learning into the curriculum
Federal agencies, not to give them grants, but to encourage national service as
a way of "getting things done" and service-learning as an education method;
The Selective Service and military, to share recruitment and other resources;
and
Private sector funders, including foundations and business, to make national
service more sustainable.
Strengthen the quality of national service programs through:
well-coordinated and responsive research, evaluation, and training and
technical assistance focusing on key issues identified through a needs
assessment of programs and by the Corporation;
beginning this year, a broader role for training and technical assistance in
serving all Corporation programs;
reviewing and recompeting all training and technical assistance and
evaluation contracts by 1998;
reviewing and improving the recruitment function;
leadership training; review and revision of program guidelines to reflect the
Principles of High Quality Programs; and
strategic use of demonstration program.
Complete the development and implementation of an integrated program and
grants management system by the end of 1997 and an integrated, fully modern
financial management system by the end of 1998.
Ensure timely and effective communication, both internal to the Corporation and
with key partners (including state commissions and funded programs) through
improved communications systems.
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By 1998, Internet and Intranet will be principle means of communicating important
information to the field and staff.
Resolve findings in the March 1996 auditability survey and produce auditable
financial stater. ents no later than the end of 1997. We will implement in 1997 a
Corporation-wide management control system overseen by a Management Controls
Coordinating Committee.
Put in place systems that will comply with the Government Performance and
Results Act.
Review the Corporation's system for program monitoring and address any
weaknesses identified.
Improve the timeliness of issuing grants to programs so that not later than the end
of 1998, all programs will receive funding at least four weeks prior to program start-
up.
In order to achieve high quality standards for staff, implement a comprehensive staff
training program. This training will include both job specific skills enhancement
and management control issues.
By 1997, have in place performance plans for all staff that are tied to the annual plan
for their units.
Develop a working '- abor-Management Partnership Council by the end of 1997.
By the end of 1998, out in place an integrated Corporation-wide information system
and will provide the network capacity to support the integrated system and
effective communications within the Corporation.
Through all of its actions, demonstrate that national service is a nonpartisan
institution in which all Americans can take pride.
Define the specific contributions of the Board of Directors toward these goals and
monitor overall efforts by the Corporation to achieve them.
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