1999 04 12 CSCs
forTH�O
COMMUNITY SERVICES COMMISSION AGENDA
La Quinta Civic Center Study Session Room
78-495 Calle Tampico - La Quinta, CA 92253
April 12, 1999
7:00 PM
CALL TO ORDER
A. Pledge of Allegiance
B. Roll Call
II. PUBLIC COMMENT
The Chair reserves the right to limit discussion on any topic to five minutes or less.
III. CONFIRMATION OF AGENDA
Corrections, deletions or reorganization of the agenda
IV. CONSENT CALENDAR
A. Approval of Minutes of March 8, 1999
B. Monthly Department Report for March 1999
V. PUBLIC HEARING
VI. BUSINESS ITEMS
A. Susan Shepardson, Childcare Coordinator, Riverside County
B. Community Picnic
C. Youth Workshop
D. Skateboard Park
VII. CORRESPONDENCE AND WRITTEN MATERIALS
A. Letter to Mr. & Mrs. Peter Biehl
B. Year 2000 Project Status Report
VIII. COMMISSIONER ITEMS
IX. ADJOURNMENT
NEXT MEETING INFORMATION
May 10, 1999 7:00 PM
La Quinta Civic Center Study Session Room
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c� 0 IV. CONSERCAL,VNDAR B
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COMMUNITY SERVICES COMMISSION MEETING
DATE: April 12, 1999
ITEM TITLE: Monthly Department Report for March 1999
RECOMMENDATION:
Receive and file.
BACKGROUND:
The Community Services Department completes a monthly Department Report
(Attachment A) consisting of attendance figures for all programs, upcoming events and
meetings attended. The Department Report is transmitted to the City Council on the
second Council meeting of every month.
A Department Revenue Report has also been included for review (Attachment B).
The 1998 Monthly Department Report has been included, as requested by the
Commission to compare activities and participation numbers (Attachment Q.
, C ,,
Horvitz,
Attachment A:
Attachment B:
Attachment C:
u03316a1][i
Services Director
1999 Monthly Department Report
Department Revenue Report
1998 Monthly Department Report
�• ATTACHMENT A
2
OF
R �
MEMORANDUM
,0: Honorable Mayor and Members of the City Council
ROM: Marni Kunsman, Recreation Supervisory
fIA: Dodie Horvitz, Community Services Director
)ATE: April 20, 1999
;UBJECT: Transmittal of Community Services Department Report for the Month of
March 1999
IPCOMING EVENTS OF THE COMMUNITY SERVICES DEPARTMENT FOR THE MONTH OF
AAY 1999:
Aay 5
Aay 13
Aay 13
Aay 15
Aay 15
Aay 18
Aay 18
Aay 20
Aay 20
Aay 21
Aay 26
Aay 27
,ttend.08
Retirement, Investment and Estate Planning Symposium, Sr. Center
"Hoedown" Luncheon, Sr. Center
Registration Deadline for Summer Co-ed Adult Volleyball League
Step Out for Seniors Walk, Sr. Center
Second Annual Community Picnic, Fritz Burns Park
"55 Alive" Mature Driving Course, Sr. Center
Free Hearing Consultation & hearing Aid Check, Sr. Center
Healthy Cooking Class, Sr. Center
Summer Co-ed Adult Volleyball League Begins, Boys & Girls Club Gym
Complimentary Ballroom Dance Lessons, Sr. Center
"Figuring Out the Health Care Maze, Sr. Center
"Diet's Role in Controlling Blood Pressure" Seminar, Sr. Center
`� ulK,tw
b OF TN�O
Community Services Department
Attendance Report for the Month of March, 1999
Summary Sheet
Program 1999 1998 Variance Meetings Per Month
1999 1998
Leisure Classes
108
61
47
48
22
Special Events
1152
477
675
5
2
Adult Sports
320
72
248
24
8
Senior Center
2061
2147
-86
138
139
Program Totals
3641
2767
884
215
171
Information/Referrals
0
Communitv Service
127
'
1271
23
23
Senior Center
1542
1328
2141
23
23
Total
1669
1328
3411
23
23
Sports Complex
0
AYSO
40
0
40
1
0
LQSYA
5600
5600
0
8
8
Total
66401
00
40
9
8
Total Programs
109501
9686
1265
247
202
Volunteer Hours
Senior Center
951
1,157
-206
Meals on Wheels
66
54
12
Interact Club
36
33
3
Total Volunteer Hours
1053
12"
-191
Ppupn11A
Senior Center
$ 4,573.00r$6,234.00
51798.00
$ 1,225.00
CommunityServices
$ 8,346.00
$ 2,112.00
Rental Income
$ 994,001,450.00
$ 456.00Total
Revenue
$ 13,913,003,482.00
$ 431.00
'Totals not available
I 'C'
s
b OF tN�O
Community Service Program Attendance March, 1999
1998199 1998199 1997198 1997198
1997/98 1998/99
Participants
Total Participation
Participants
Total Participation
Variance
IMeetings
Meetings
:lasses
act Aerobics
16
96
0
0
16
6
0
annis
8
32
0
0
8
4
0
nnis
6
24
0
0
6
4
0
Stamping
5
20
0
0
5
4
0
sitar #2
8
56
14
28
-6
7
2
n uters Mon.
10
30
11
44
-1
3
4
n uters Tues.
10
30
10
40
0
3
4
n uters Wed.
7
21
10
40
-3
3
4
n uters Thurs.
6
12
10
40
4
2
4
Seminar
12
12
0
0
12
1
0
of Golf
2
8
6
24
4
4
4
Jana ement #1
11
44
0
0
11
4
0
Jana ement #2
7
21
0
0
7
3
0
108
406
61
216
47
48
22
1998199 1998/99 1997/98 1997198
1997198 1998/99
Participants
Total Participation
Participants
Total Participation
Variance
IMeetings
Meetings
=vents
n The Courtyar
7
7
0
0
7
1
0
Olympics
49
49
52
52
-3
1
1
Oainstreet
750
750
0
0
750
1
0
t 8 Chalk
325
325
425
425
-100
1
1
a Wine Tour
21
211
0
0
21
1
0
1152
1152
477
477
675
5
2
1998199 1998/99 1997198 1997/98
1997198 1998/99
Participants
ITotal Participation
Participants
Total Participation
Variance
Meetings
Meetings
arts
0
sketball Mon. 8
45
45
0
0
45
10
0
sketball Sat.
15
15
0
0
15
4
0
Ile ball Sat.
0
0
0
0
0
0
0
le ball League
40
160
72
576
-32
4
8
xer League
220
440
0
0
220
2
0
320
660
72
576
248
20
8
Senior Center Attendance 0
e
c
c
avariance
"I'll,
1"
11or Activities
Band Dance/Jazz Band Dance
79
79
115
115
-36
2
e, ACBL
371
371
284
284
87
5
ge, Duplicate/Social
508
508
500
500
8
14
i uter Lab
2
2
0
0
2
2
itive Writing Club
441
44
68
68
-24
5
Training
4
4
20
20
-16
1
ilous Follies Film/Presentation
71
71
0
0
71
1
len Tones
38
38
76
76
-38
3
;ream Social
76
76
0
0
76
5
thly Birthday Party
43
43
25
25
18
1
thly Luncheon
82
82
97
97
-15
1
ie Time
27
27
43
43
-16
4
ng Tournament/Putting Green
591
59
0
01
59
n/a
n/a
inars
56
56
36
36
20
6
vision Viewing
45
45
29
29
16
n/a
n/a
iis/Tennis Social
72
72
148
148
-76
5
iior Activity Total
1577
1577
1441
1"1
136
55
nior Leisure Courses
oom Dance
24
96
14
49
47
8
uter
69
79
70
114
-35
16
cise
561
526
53
418
108
19
thy Cooking Class
16
16
18
18
-2
1
isca e/Garden
9
9
0
0
9
1
fish Lessons
11
44
19
77
-33
4
tior Leisure Courses oTal
185
770
174
676
94
49
uor isure Classes
and Crafts/St.Pat's Table D6cor.
35
35
42
42
-7
6
e Lessons
91
91
287
287
-196
4
imics
491
49
48
48
1
4
ting
25
25
38
38
-13
5
Dance
36
36
27
27
9
5
arcolor
42
42
68
68
-26
5
a
21
21
22
22
-1
5
nor Leisure Classes Tota
299
299
532
532
-233
34
2061
2646
2147
2649
-3
138
1
nor bervices
R.P. "55 Alive"
50
50
36
36
14
2
R.P. Tax -Aide
71
71
57
57
14
5
assadors
90
90
93
93
-3
n/a
n/a
d Pressure Check
63
63
76
76
-13
5
/ Composition Testing
2
2
2
2
0
2
Bono's Mobile Office
5
5
0
0
5
1
Food Distribution
616
616
542
542
74
4
ids Meeting
8
8
7
7
1
1
"ing Consultation
3
3
7
7
4
1
mation/Referral/Outreach
555
555
418
418
137
n/a
n/a
icare Consultation
3
3
1
1
2
n/a
n/a
�o orosis Screening
4
4
0
0
4
1
E Exercise
48
48
77
77
-29
5
ke Screening
19
19
0
011
19
i
e Meetings/Si n-u
5
5
12
12
-7
2
15421
1542
1328
13281
214
30
NIOR CENTER TOTAL 1
36031
4188
3475
39771
211
166
'
Page 3
111
ATTACHMENT B
Timunity Service Department
/enue Report -March 1999
1-000-437-000 Leisure Classes
Month
Last Month
Year to Date
Instructor
City
Iputers
$
360.00
$
450.00
$
8,235.00
$
5,764.50
$
2,470.51
rmet Cooking
$
-
$
-
$
1,800.00
$
1,260.00
$
540.0
ire Seminar
$
-
$
-
$
105.00
$
73.50
$
31.5
th Dance & Twirl
$
-
$
-
$
1,010.00
$
707.00
$
303.01
ar
$
200.00
$
240.00
$
1,880.00
$
1,316.00
$
564.01
-ess Yourself
$
-
$
-
$
405.00
$
283.50
$
121.51
Obedience
$
-
$
-
$
420.00
$
294.00
$
126.O1
ibics
$
490.00
$
40.00
$
2,560.00
$
1,792.00
$
768.O1
:omy of Golf
$
120.00
$
$
820.00
$
574.00
$
246.5
mastics
$
-
$
-
$
442.00
$
309.40
$
132.61
king Camp
$
-
$
-
$
160.00
$
112.00
$
48.OI
dive Stamping
$
-
$
-
$
160.00
$
112.00
$
48.01
dive Stamping II
$
-
$
160.00
$
200.00
$
140.00
$
60.01
Ballroom Dancing
$
-
$
-
$
350.00
$
245.00
$
105.0I
>. Ballroom Dance
$
-
$
75.00
$
425.00
$
297.50
$
127.51
net Business
$
195.00
$
105.00
$
435.00
$
304.50
$
130.51
:h Tennis
$
100.00
$
500.00
$
1,900.00
$
1,710.00
$
190.01
t Tennis
$
-
$
300.00
$
650.00
$
585.00
$
65.OI
ey Management
$
40. 00
$
380.00
$
420.00
$
294.00
$
126.01
Is
$
1,505.00
$
2,250.00.1
$
22,377.00 1
$
16,173.90 1
$
6,203.11
-000-437-45 1 -Youth Camps
Month
I Last Month
Year to Date
I Instructor
Icity
ig Break
1 $ 2,412.00
1 $ 210.00
$ 2,622.00
1 $ 2,000.00
1 $ 622.0(
Is
1 $ 2,412.00
$ 210.00
$ 2,622.00
1 $ 2,000.00
1 $ 622.01
-000-437-454-Excursions
Month
Last Month
Year to Date
Instructor
City
f Bennett Live
$
-
$
-
$
1,364.00
$
1,000.00
$
364.0(
)y Festival
$
100.00
$
540.00
$
780.00
$
700.00
$
80.0(
ecula Wine Tour
$
350.00
$
175.00
$
735.00
$
700.00
$
35.0(
port Beach
$
140.00
$
40.00
$
240.00
$
165.00
$
75.0(
Is
$
140.00
$
40.00
$
240.00
$
165.00
$
75.Or
-000-437-455-Youth Sports
Month
Last Month
Year to Date
Instructor
City
SA (Deposit)
$ -
$ 350.00
$ 350.00
$ -
$
SA P/A Rental
$ -
$ 10.00
$ 10.00
$ -
$ 10.0(
Is
$
$ 360.00
$ 360.00
$
$ 10.0(
S
1-000-437-456-Adult Sports
Month
Last Month
Year to Date
Instructor
City
It Soccer
$
3,240.00
$
325.00
$
6,165.00
$
2,000.00
$
4,165.5
ad Volleyball League
$
$
450.00
$
2,400.00
$
1,800.00
$
600.O1
'eit Fees
$
60.00
$
1,150.00
$
-
$
m Gym
44.00
$
106.00
$
106.00
$
ss Volleyball Tournament
N$a3,30500
-
$
180.00
$
80.00
$
100.01
imer Golf Tour
$
563.00
$
400.00
$
163.O1
a1s
879.00
$
10,584.00
$
4,386.00
$
5,028.Oi
1-000437-458-Special Events
Month
Last Month
Year to Date
Instructor
City
akfast with Santa
$
$
$ 349.00
$ 320.00
$ 29.O1
oween Carnival
$
$
$ 165.00
$ 100.00
$ 65.01
i Dance
$
$
$ 18.00
$ (322.00)
$ -
Tot Olympics
$ 179.00
$ 4.00
$ 183.00
$ 100.00
$ 83.0(
als
$ 179.00
$ 4.00
$ 715.00
$ 198.00
$ 177.0(
:ellanous
Month
Last Month
Year to Date
Instructor
City
imunity Picnic Donation
$ 200.00
$
$ 200.00
$
$ 200.0(
I Maps
$ 9.50
$ 6.00
$ 15.50
$
$ 15.5(
sls
$ 209.50
$ 8.00
$ 215.50
$
$ 215.51
3/99 Totals
Month
Last Month
Year to Date
Instructor
City
sure Classes
$
1,505.00
$
2,250.00
$
22,377.00
$
16,173.90
$
6,203.1(
A Camps
$
2,412.00
$
210.00
$
2,622.00
$
2,000.00
$
622.0(
,ursions
$
140.00
$
40.00
$
240.00
$
165.00
$
75.0(
Ah Sports
$
-
$
360.00
$
360.00
$
-
$
10.0(
A Sports
$
3,305.00
$
879.00
$
10,564.00
$
4,386.00
$
5,028.0(
)cial Events
$
179.00
$
4.00
$
715.00
$
198.00
$
177.0(
cellanous
$
209.50
$
6.00
$
215.00
$
-
$
215.5(
nd Totals
$
7,750.50
$
3,749.00
$
37,093.00
$
22,922.90
$
12,330.6(
(� . VI. �1SINESS ITEM A.
a`
�z 4a�w
s
y OF TN�O
COMMUNITY SERVICES COMMISSION MEETING
DATE: April 12, 1999
ITEM TITLE: Susan Shepardson, Childcare Coordinator, Riverside County
RECOMMENDATION:
As deemed appropriate by the Community Service Commission.
BACKGROUND:
Commissioner Rebich as requested that Ms. Shepardson address the Commission on
the childcare issues in this area.
e Horvitz,
A:\CSC.008.wpd
Services Director
VI. BL&ESS ITEM B.
y OF rN�o
COMMUNITY SERVICES COMMISSION MEETING
DATE: April 12, 1999
ITEM TITLE: Community Picnic
As deemed appropriate by the Community Services Commission.
BACKGROUND:
The Community Services Commission has chosen May 15, 1999 for the second annual
Community Picnic. At the April 12`" meeting, an update on the RSVP list will be
distributed. Final preparations are in the works, and staff will provide a list of items
that need attention.
Several groups have replied to the letters sent out, and staff is securing the materials
needed. Marni Kunsman, Recreation Supervisor will be at the Commission meeting to
answer any questions and give an update on the program.
ALTERNATIVES:
Alternatives available to the Commission are:
1. Support ongoing progress of the Community Picnic;
2. Do not support progress of the Community Picnic;
�. rovide staff with alternate direction.
Dodie Horvitjv C
A:\CSC.009.wpd
Services Director
4Ttv;-
VI. *SINESS ITEM C.
sy or
COMMUNITY SERVICES COMMISSION MEETING
DATE: April 12, 1999
ITEM TITLE: Youth Workshop
RECOMMENDATION:
As deemed appropriate by the Community Service Commission.
BACKGROUND:
Letters to potential participants have been sent out to those that were on the mailing
list from the last Workshop, as well as the newly added potential participants as
suggested by Commissioners (Attachment A).
The Senior Center has been reserved for the event. A room set up is needed by staff
so the facility can be arranged. Other details that staff will need to arrange will need
to be assigned.
Announcements of this meeting will be posted in the normal areas of posting for public
meetings, and the information will be printed on the La Quinta Page of the La Quinta
Post.
ALTERNATIVES:
Alternatives available to the Commission are:
1. Provide staff with direction and details for completion of the event; or
2. Do not provide staff with direction and details for completion of this
event; or
I13. rovide staff with alternate direction.
Dodie Horvitz�Co munity Services Director
Attachment A: RSVP List as of Thursday, April 8, 1999 for the Youth Workshop
AACSC.0I O.wpd
E
�i
ATTACHMENTS
Business
Contact
Address
City
Dear
Planned
Maggie
81695 Highway
Indio CA 92201
Ms. Hawkins
Parenthood
Hawkins
111, Suite 2
Ms. Trice Healy
54455
La Quinta CA
Ms. Healy
Eisenhower
92253
Drive
Claudia Galvez
PO Box 35
Coachella CA
Ms. Galvez
92236
Public Health
Mary Singaus,
47923 Oasis
Indio CA 92201
Ms. Singaus
Nurse, Indio
RN
Street
Health Center
Sterling
42600 Cook
Palm Desert CA
Mr. Williams
Williams
Street, Suite 202
92211
Council Member
PO Box 1504
La Quinta CA
Council Member
Ron Perkins
92253
Perkins
Council Member
PO Box 1504
La Quints CA
Council Member
Terry Henderson
92253
Henderson
Council Member
PO Box 1504
La Quinta CA
Council Member
Stan Sniff
92253
Sniff
Council Member
PO Box 1504
La Quints CA
Council Member
Don Adolph
92253
Adolph
Mayor John
PO Box 1504
La Quinta CA
Mayor Pena
Pena
92253
Riverside
Louis Batista
46057 Oasis
Indio CA 92201
Officer Batista
County Sheriffs
Street
Department
La Quinta High
Matt Bugg,
79255 Westward
La Quinta CA
Mr. Bugg
School
Principal
Ho Drive
92253
La Quinta
Dr. Milt Jones,
78-900 Avenue
La Quinta, CA
Dr. Jones
Middle School
Principal
50
92253
Truman
Carol Bishop
78-870 Avenue
La Quinta, CA
Ms. Bishop
Elementary
50
92253
School
•
Business
Contact
Address
City
Dear
Adams School
Nelda
50800 Desert
La Quinta CA
Ms. Esmerelda
Esmerelda,
Club Drive
92253
Principal
Truman
Fran Hem,
78-870 Avenue
La Quinta, CA
Ms. Hem
Elementary
School
50
92253
School
Counselor
Truman
Kathy Aposhian,
78-870 Avenue
La Quinta, CA
Ms. Aposhian
Elementary
PTO President
50
92253
School
Adams School
Jackie Murphy,
50800 Desert
La Quinta CA
Ms. Murphy
School
Club Drive
92253
Counselor
Adams School
Nicole Watson,
50800 Desert
La Quinta CA
Ms. Watson
PTA President
Club Drive
92253
Chemical
Jan Ryan
47-950 Dune
La Quinta, CA
Ms. Ryan
Awareness
Palms Road
92253
Network,
DSUSD
Conflict
Jim Rothblatt
47-950 Dune
La Quinta, CA
Mr. Rothblatt
Awareness
Palms Road
92253
Network,
DSUSD
Riverside
Office Tim
82695 Dr.
Indio CA 92201
Officer Basquez
County Sheriffs
Basquez
Carreon Blvd.
Department
DSUSD
Sabra Besley
47-950 Dune
La Quinta, CA
Ms. Besley
Educational
Palms Road
92253
Services
Dawn Aguilar
78520
La Quinta CA
Miss Aguilar
Bottlebrush
92253
Kaci Borowski
78900 Aurora
La Quinta CA
Kaci
92253
Alex Tasso
78810 Via
La Quinta CA
Mr. Tasso
Avante
92253
Business
Contact
Address
City
Dear
Nicole Smith
PO Box 612
La Quinta CA
Miss Smith
92253
Bryan Hamm
547900
La Quinta CA
Mr. Hamm
Alvarado
92253
Breanna
79741 42nd
Bermuda Dunes
Miss Fernandez
Fernandez
Avenue
CA 92201
Stephanie
78520 Via
La Quinta CA
Miss Vittorio
Vittorio
Melodia
92253
Aaron Healy
54455
La Quinta CA
Mr. Healy
Eisenhower
92253
Drive
Gerald Ford
Kim
44210 Warner
Palm Desert CA
Mr. McLaughlin
Elementary
McLaughlin,
Trail
92260
School
Principal
Gerald Ford
Ron Keys,
44210 Warner
Pahn Desert CA
Mr. Keys
Elementary
Counselor
Trail
92260
School
Riverside
Darla Singerton
82695 Dr.
Indio CA 92201
Captain
County Sheriff
Carreon Blvd.
Singerton
Department
OES
Rick Cook
46209 Oasis
Indio CA 92201
Mr. Cook
Street, Room
4020
Riverside
Ricky Sims
82695 Dr.
Indio CA 92201
Officer Sims
County Sheriffs
Carreon Blvd.
Department
La Quinta
Bruce Pelletier
PO Box 387
La Quinta CA
Mr. Pelletier
Volunteer Fire
92253
Department
Leslie
81815 Mountain
La Quinta CA
Ms. Alexander
Alexander
View Lane
92253
Chamber of
Doug Yavanian,
78371 Highway
La Quinta CA
Mr. Yavanian
Commerce
President
111
92253
•
Business
Contact
Address
City
Dear
Richard
51955 Avenida
La Quinta CA
Mr. Boudreau
Boudreau
Diaz
92253
Valley
Shawn Johnson
51-290 Avenida
La Quinta CA
Mr. Johnson
Independent
Bermudas
92253
Bank
Anti -Gant Task
Enrique
PO Box 941
La Quinta CA
Mr. Gutierrez
Force
Gutierrez
92253
AYSO Soccer
Mark Woods
80191 Tangier
Indio CA 92201
Mr. Woods
Avenue
LQSYA
Edie Brito
49-040 Quimera
La Quinta CA
Ms. Brito
Court
92253
Mr. & Mrs. Ray
52701 Avenida
La Quinta CA
Mr. & Mrs.
Nieves
Martinez
92253
Nieves
Girl Scouts of
Pam Hernandez
46325 Cameo
La Quinta CA
Ms. Hernandez
America
Palms
92253
Roadrunner
Peter Cabera
PO Box 11226
Palm Desert CA
Mr. Cabera
Football
92255
La Quinta High
Dee Uribe,
79255 Westward
La Quinta CA
Ms. Uribe
School
Track Coach
Ho Drive
92253
La Quinta
Linda Murray
78900 Avenue
La Quinta CA
Ms. Murray
Middle School
50
92253
Booster
La Quints
Marilyn Smith,
PO Box 1504
La Quinta CA
Ms. Smith
Senior Center
Director
92253
City of Indio
Mike Wilson,
100 Civic
Indio CA 92201
Mr. Wilson
Council Member
Center Drive
City of Indio
Mayor Chris
100 Civic
Indio CA 92201
Mayor Silva
Silva
Center Drive
Assemblymann
Mr. Jim Battin
73710 Fred
Palm Desert CA
Mr. Battin
80th District
Waring Drive,
92260
Suite 112
Business
Contact
Address
City
Dear
AAA
Richard Jandt
46050
La Quinta CA
Mr. Jandt
Automobile
Washington
92253
Club of
Street
Southern
California
Circle K Food
Greg Klein,
78110 Calle
La Quinta CA
Mr. Klein
Store
Manager
Tampico
92253
Wal-Mart
Oscar Rubio,
78950 Highway
La Quinta CA
Mr. Rubio
Manager
111
92253
Blockbuster
Kelly Kriessler,
78692 Highway
La Quinta CA
Kelly
Video
Manager
111
92253
Video Depot
Linda Atkin
50921
La Quinta CA
Ms. Atkin
Washington
92253
Simon Motors
Fred Simon,
78611 Highway
La Quinta CA
Mr. Simon
Owner
111
92253
Ralph's Grocery
Joe Perez,
50929
La Quinta CA
Mr. Perez
Co.
Manager
Washington
92253
Street
La Quints
Scott Delacio
49499
La Quinta CA
Mr. Delacio
Resort & Club
Eisenhower
92253
Drive
VIVA
Judy Vossler
56455 Jack
La Quinta CA
Ms. Vossler
Foundation
Nicklaus Blvd.
92253
Jim Cathcart,
PO Box 346
La Quinta CA
Mr. Cathcart
Realtor
92253
Andrew & Lisa
78815 W.
La Quinta CA
Mr. & Mrs.
Devin
Harland
92253
Devin
Anne Klein
51140 Calle
La Quinta CA
Ms. Klein
Paloma
92253
Lawrence Best
44095 Camino
La Quinta CA
Mr. Best
La Cresta
92253
Joseph T. Daniel
PO Box 269
La Quinta CA
Mr. Daniel
92253
Business
Contact
Address
City
Dear
CVRPD
Don Martin,
45871 Clinton
Indio CA 92201
Mr. Martin
General
Street
Manager
CVRPD
Kay Ladner
54035 Martinez
La Quinta CA
Ms. Ladner
92253
Family YMCA
Gerald Hundt
43930 San Pablo
Palm Desert CA
Mr. Hundt
of the Desert
92260
SCRAP
Doris
45835 Pawnie
Indian Wells CA
Ms. Mechanick
Mechanick
Road
92210
Soroptomist of
PO Box 1081
La Quinta CA
Soroptomist of
La Quinta
92253
La Quinta
Rotary Club of
Jerry Herman,
PO Box 785
La Quinta CA
Mr. Herman
La Quinta
President
92253
La Quinta Lions
Dr. Charles
PO Box 473
La Quinta CA
Dr. Knight
Club
Knight
92253
Boys & Girls
Jim Ducatte
42600 Cook
Palm Desert CA
Mr. Ducatte
Club of
Street, Suite 120
92260
Coachella
Valley
US Tennis
John Austin
PO Box 988
La Quinta CA
Mr. Austin
Association
92253
Kirk of the
Dr. Robert
74940 Highway
Indian Wells CA
Dr. Potter
Valley
Potter
111, Suite 117
92210
Southwest
Pastor David
42575 Melanie
Palm Desert CA
Pastor Moore
Community
Moore
Place
92260
Church
St. Francis of
Father Jack
47225
La Quinta CA
Father Barker
Assisi Catholic
Barker
Washington
92253
Church
Street
St. Francis of
Saundra
47225
La Quinta CA
Ms. Mercier
Assisi Catholic
Mercier, Family
Washington
92253
Church
Youth Ministry
Street
Business
Contact
Address
City
Dear
Family Heritage
Chairman
78998 Miles
La Quinta CA
Family Heritage
Church of the
Avenue
92253
Church
Valley
St. Andrews
Stuart Wood
PO Box 1589
Indio CA 92202
Mr. Wood
Presbyterian
Church
John F. Kennedy
Mark Rembis
47111 Monroe
Indio CA 92201
Mr. Rembis
Memorial
Street
Hospital
Eisenhower
Joe Tobin, Vice
39000 Bob
Rancho Mirage
Mr. Tobin
Hospital
President
Hope Drive
CA 92270
Samual Godley
77211 Calle
La Quinta CA
Mr. Godley
Sonora
92253
Patrick Sheridan
44585 Blazing
La Quinta CA
Mr. Sheridan
Star Trail
92253
Cultural Arts
Kathryn Hull,
PO Box 947
La Quinta CA
Chairperson
Commission
Chairperson
92253
Hull
Historic
Barbara Irwin,
PO Box 1504
La Quinta CA
Chairperson
Preservation
Chairperson
92253
Irwin
Commission
City of La
Robert Tyler,
PO Box 1504
La Quinta CA
Chairperson
Quinta Planning
Chairperson
92253
Tyler
Commission
City of La
Tom Kirk,
PO Box 1504
La Quinta CA
Commissioner
Quinta Planning
Commissioner
92253
Kirk
Commission
KESQ-TV 3
William L.
42650 Melanie
Palm Desert CA
Mr. Evans
Evans, Manager
Place
92211
Desert Post
82632 Highway
Indio CA 92201
Desert Post
III
La Quinta
Rob Atkins
78080 Calle
La Quinta CA
Mr. Atkins
Branch Library
Estado
92253
Business
Contact
Address
City
Dear
United Way of
Tom Kendra,
555 S. Palm
Palm Springs
Mr. Kendra
the Desert
Executive
Canyon Drive
CA 92264
Director
American Red
Robert P. Deao,
74140 El Paseo,
Palm Desert CA
Mr. Deao
Cross
Sr.
Suite 2
92260
Desert Sun
RAVE
750 N. Gene
Palm Springs
Desert Sun
Autry Trail
CA 92262
La Quinta Arts
Susan Francis
PO Box 777
La Quinta CA
Ms. Francis
Foundation
92253
Building
Ed Kibbey
77564 Country
Pahn Desert CA
Mr. Kibbey
Industry
Club Drive
92211
Association
Coachella
Elaine Lloyd
PO Box 972
La Quinta CA
Ms. Lloyd
Valley
92253
Community
Concerts
Judith Staton
PO Box 583
La Quinta CA
Ms. Staton
92253
Eisenhower
Joe Mack, Vice
39000 Bob
Rancho Mirage
Mr. Mack
Medical Center
President Bus.
Hope Drive
CA 92270
Development
Power Radio
Mel Hill
2100 Tahquitz
Palm Springs
Mr. Hill
100.5 FM
Canyon Way
CA 92262
Thomas A.
73625 Highway
Palm Desert CA
Mr. Sumbrock
Sumbrock
111, Suite H
92260
Camelot Park
Ms. Robin
67700 E. Palm
Cathedral City
Ms. Nayfack
Nayfack
Canyon Drive
CA 92234
La Quinta Arts
Honey Atkins
52-470 Avenue
La Quinta CA
Mrs. Atkins
League
Madero
92253
La Quinta
Ms. Maritza
78-900 Avenue
La Quinta CA
Ms. Millan
Middle School
Millan
50
92253
La Quinta
Mr. Van Tress
78-900 Avenue
La Quinta CA
Mr. Tress
Middle School
50
92253
EXPENSES
101-253-609-589
OFFICIALS
101-253-609-592
INSTRUCTORS
101-253-661-000
SPECIAL EVENTS
101-253-703-222
OPERATING SUPPLIES
INCOME
101-000-437-000 LEISURE ENRICHMENT CLASSES
101-000-437-309 MAPS & SALES
101-000-437451 TRIP & DAY CAMPS FOR YOUTH
101-000-437-453 AFTERSCHOOL CLASSES
101-000-437-454 EXCURSIONS FOR ADULTS
101-000-437-455 YOUTH SPORT EVENTS
101-000-437-456 ADULT SPORT EVENTS
(Forfeit Deposit too)
101-000-437-457 FACILITY RENTAL & DEPOSITS
101-000-437-458 SPECIAL EVENTS
Business
Contact
Address
City
Dear
La Quinta
Mr. Forrester
78-900 Avenue
La Quinta CA
Mr. Forrester
Middle School
50
92253
Adams School
Ms. Nicole
50-800 Desert
La Quinta CA
Ms. Waton
Waton
Club Drive
92253
La Quinta High
Ms. Susan
79-255
La Quinta CA
Ms. Golden
School
Golden
Westward Ho
92253
Supervisor Roy
Mr. Roy Wilson
46200 Oasis
Indio CA 92201
Supervisor
Wilson
Street
Wilson
El Ranchito
Mr. David
78-039 Calle
La Quinta CA
Mr. Cetina
Cetina
Estado
92253
Good Stuff
Ms. Linda
78-383 Hwy.
La Quinta CA
Ms. Puglisi
Pizza
Puglisi
111
92253
T-Bo's
Mr. Ted
78-073 Calle
La Quints CA
Mr. Llewllyn
Llewellyn
Barcelona
92253
Anchovies
Ms. Sherry Dyer
78-110 Calle
La Quints CA
Ms. Dyer
Estado
92253
• VI. AINESS ITEM D.
�A 4a�w
OF iH�v
COMMUNITY SERVICES COMMISSION MEETING
DATE: April 12, 1999
ITEM TITLE: Skateboard Park
RECOMMENDATION:
As deemed appropriate by the Community Service Commission.
BACKGROUND:
At the Joint Study Session of the City Council and the Community Service
Commission, the City Council listened to Commissioners St. Johns and Wolff discuss
the Commission's ideas on the possibility of a skate park in La Quinta. It was
determined that a needs assessment will need to be completed before the Council can
further address the issue.
Commissioners St. Johns and Wolff pointed out that the Youth Workshop will be a
good starting point, as the students at La Quinta High School will be presenting
information on the teen's perspective of this type of facility.
The issue of funding was raised by the City Council and will need to be equally
considered when proposing this facility for consideration.
ALTERNATIVES:
Alternatives available to the Commission are:
1. Continue to pursue a skate park needs assessment; or
2. Do not continue to pursue a skate park needs assessment; or
3. Provide staff with alternate direction.
-r
_ ' Ana ��✓;
Dodie Horvitz, Community Services Director
AACSC.011.wpd
VII. CORRES. & VATTEN MATERIAL
•��/� WIN
y 78-495 CALLE TAMPICO — LA OUINTA, CALIFORNIA 92253 — (760) 777-700i
TOO (760) 777-122-
larch 19, 1999
In & Mrs. Peter Biehl
D Box 14
a Quinta CA 92253
ear Mr. & Mrs. Biehl:
;ter, I am the lady who introduced herself to you about a month ago at the Postal Connection in La Quinta.
spoke to you regarding your possible attendance at a meeting of the La Quinta Community Services
ommission, perhaps at out April meeting on the 12`h. We meet at 7:00 PM in the Study session Room at
e La Quinta Civic Center.
ur Commission focuses on community -wide issues such as recreation, safety, child care, health, senior
tizens, gang prevention and law enforcement. This includes fostering mutual understanding and respect
nong racial, religious and cultural groups. We seek to tap into existing programs which promote thcie
>als.
'hen I mentioned our conversation to my fellow Commissioners in March, they were thrilled that }ou
ight be able to share some ideas with us on how the Amy Biehl Foundation might promote communtt%
iderstanding and combat violence right here in our own city. We would be delighted if you could take
)out 30 minutes to brainstorm with us and perhaps lay the groundwork for some ongoing activities.
ur Commission consists of seven members, along with staff members, with few in our audience, generally.
'e meet quite informally the second Monday of each month. If you are not able to be with us on April 12,
e could invite you to any subsequent meeting.
i Quinta is so fortunate to court you both amount our residents. It would be an honor to ha�c the
)portunity to meet with you two people who are such an amazing example of humanitarianism, and .rho
)ve done so much to promote understanding among diverse cultures. I would hope that your HN ing in La
uinta would have an impact on our own community as well.
will telephone you during the week of March 22 to set a date for your meeting with us. At that time I N�) I l
ovide the particulars (parking, etc.) for your arrival. Also, there may be some information which N� e may
ish to exchange ahead of time. I did distribute your brochure to the Commissioners.
G:`,MyData\MRV8fl%19iUr4R:W19dD. BOX 1504 - LA QUINTA, CALIFORNIA 92253
0
.gain, let me thank you for your willingness to meet with us, and to congratulate you on the wonderful work
ou are doing on behalf of your daughter Amy.
incerely,
.ayw
ommunity Services Commission
Tori St. Johns, Chairperson, Community Services Commission
Dodie Horvitz, Community Services Department Director
G:\MyData\CRISTAL\CSC\LTR.wpd
0 VII. CORRES. & AkITTEN MATERIAL
Tiht44R"
COUNCIL/RDA MEETING DATE:
Year 2000 Project Status Report
AGENDA CATEGORY:
BUSINESS SESSION: _
March 16, 1999
CONSENT CALENDAR:
STUDY SESSION:
PUBLIC HEARING:
DEPARTMENTAL REPORT: G-2
The City of La Quinta continues to move forward with the Year 2000 (Y2K) Project. This
monthly Y2K report reflects the progress achieved since February 16, 1999.
Year 2000 Project
Progress Table
% Complete
Through
This Month
% Complete
Through
Last Month
Estimated
Completion
Date
Estimated
Costs To
Achieve Y2K
Compliance
DP & Non DP Systems
DP
Non DP
DP
Non DP
DP
Non
DP
DP
Non
DP
Awareness
100%
100%
100%
100%
12/98
12/98
$500
$500
Assessment
100%
80%
100%
80%
02/99
05/99
$1,500
$1,500
Remediation
90%
50%
90%
1 50%
02/99
1 06/99
1 $0
$0
Validation/Testing
0%
0%
0%
0%
05/99
05/99
$2,500
$2,500
Implementation
90%
0%
80%
0%
07/99
12/99
$9,000
531,000
Re-Validation/Retesting
0%
0%
0%
0%
06/99
12/99
$1,500
$1,500
Total Costs
Cm ors omma
CM Council A•anda 03110✓1 NO
1
$15,000 $37,000
SYSTEMS IDENTIFIED FOR Y2K COMPLIANCE
The inventory conducted during the first half of the fiscal year evaluated the City's
computer systems, software and related systems which may be affected by the Year
2000. In this report, we are further classifying those systems as follows:
Data Processing Systems
Various Software Applications
Accounting Software
Computer Operating Software
File Server Systems
Non Data Processing Systems -
Heating and A/C
Phone Systems
Mobile Phones
Street Lights
Traffic Signals
Irrigation Software
Stadium Lights
Drainage Pumps
Civic Center Alarm System
A more detailed list of specific application systems will be used for the validation and
testing process.
THE Y2K TIME LINE
The Y2K time line is divided into five stages for addressing the problem. As shown in
the Progress Table above, the City is generally in the Remediation Stage of this time
line. The actions taken and planned by the City for each stage relating to this project
are as follows:
Awareness Stage: The inventory audit portion of this stage was completed on
November 11, 1998. On December 31, 1998, a Y2K survey letter was mailed to
certain organizations and vendors that do business with the City. The objective
of the survey is to gather information from those entities that staff believes may
cause impact to the City if they do not comply with Y2K. Of the 34 surveys sent
out, 15 organizations have responded to the surveys. All 15 of the organizations
that responded to the survey have made disclosures that they are complying
with the Y2K problem (Attachment 1).
Assessment Stage: Assessment of DP systems has largely been completed.
Non DP systems left to be assessed for Y2K compliance include the main PBX
component of the phone system, traffic signals and the Civic Center alarm
system. Assessment of non DP systems will continue through May 1999.
cny Of u oa,Ma 2
Cdy Counm1 Ag"a RL78MM
Remediation Stage: Remediation is an on -going process and all new systems
are being evaluated for Y2K compliance. Also, new vendors are being sought
out to provide alternatives for non -compliant DP and non DP systems.
Validation/Testing Stage: This stage is being started this month and is
expected to be completed in May 1999 for both DP and non DP systems.
Implementation Stage: Implementation has involved replacing, patching or
upgrading all non compliant DP systems. Roughly 90% of upgrades have been
implemented, with the remaining 10% to be completed by June 1999.
The non DP systems still being assessed are phones, traffic signals and the
Civic Center alarm system. Within the Civic Center complex, the phone system
is the most important non DP system that staff is focusing on for Y21K
compliance. As reported on last month, the heating and air conditioning system
will require an expenditure of $10,000 to make the system Y2K compliant. This
cost will be included in the 1999/2000 budget and the work will be scheduled to
be completed in July 1999.
The schedule for implementing phone system upgrades will be determined after
the upcoming meeting with Lucent Technologies. Staff will discuss the various
components of the City's phone system with Lucent. The phone system is made
up of three parts: (1) call accounting, (2) voice mail and (3) main PBX phone
system. Assessment of the phone system has involved an evaluation of the
hardware and software components as follows:
(1) Call Accounting by Homisco: This system uses an older model
processor with a proprietary controller board. The software used to
process data is a UNIX -based software. This system keeps a
database of all phone calls and provides reports for management
use.
This part of the phone system is not Y2K compliant. Staff is
evaluating other vendors, including Lucent Technologies, to
upgrade this system. The cost to upgrade the call accounting
software will be determined within the next 30 days.
(2) Voice Mail by Lucent Technologies: This system is also supported
by UNIX -based software that runs on an older model processor.
The voice mail system keeps track of voice messages, manages
user greetings and updates the database of all phone users.
cmy of U Quints 3
Cmy Ca =11 Agwda 03MBMM
nr
This system is also not Y2K compliant. Although a work around
procedure has been provided by Lucent, the procedure is only a
temporary patch. The work around does not make the voice mail
system Y2K compliant. To make the voice mail Y2K compliant,
Lucent has advised the City that it will cost roughly $21,000 to
upgrade the system (Attachment 2).
(3) Main PBX Phone System by Lucent Technologies: Similar to the
other parts of the phone system, the main PBX controller and
UNIX -based software is running on an older system. The main
PBX system keeps the database of all users throughout the City.
Staff expects that there will be Y2K problems with this part of the
phone system as well.
The upcoming meeting with Lucent Technologies will answer the
question on the cost of upgrading the main PBX phone system.
During the meeting with Lucent, staff will also discuss the existing
maintenance agreement to evaluate the contractual obligation that
Lucent bears in upgrading the existing main PBX phone system.
The Civic Center alarm and City -owned traffic signals will be evaluated by the
next monthly Y21K status report.
Re-Validation/Retesting: All non -compliant systems that are replaced, patched
or upgraded will be re -tested and validated for Y2K compliance after installation.
This stage will begin after all systems have been identified and upgraded to a
Y2K compliant format.
Staff will continue to keep the City Council current on Y2K as information is available.
The next monthly Year 2000 Project status report will be provided to the City Council on
Aprill 20, 1999.
,John M. Falconer
Finance Director
Attachment 1 - List of Organizations Responding to Year 2000 Survey
Attachment 2 - Letter from Lucent Technologies dated February 24, 1999
Attachment 3 - Letter from Southwest Networks dated March 1, 1999
CM a"anm.
City Council Agenda OYW999
4
ru
A I I AGHIVItN I NU.
• •
List of Organizations
Responding to Year 2000 Survey
Complying with Y2K?
1.
Coachella Valley Association of Governments
Yes
2.
Coachella Valley Water District
Yes
3.
Conrad & Associates, CPA's
Yes
4.
County of Riverside
Yes
5.
ICMA Retirement Corporation
Yes
6.
Internal Revenue Service
Yes
7.
L.A. Cellular
Yes
8.
Lucent Technologies
Yes
9.
Pitney Bowes
Yes
10.
Principal Financial Group
Yes
11.
Public Employees Retirement System
Yes
12.
Riverside County Employees Federal Cr. Union
Yes
13.
Rosenow, Spevacek Group, Inc.
Yes
14.
Southern California Gas Company
Yes
15.
Transamerica Intellitech (Metroscan Software)
Yes
These organizations have disclosed significant progress towards complying with
the Year 2000 problem. Organizations like the County of Riverside, PERS and the
Principal Financial Group have been allocating resources to the Year 2000 project as
early as 1995.
City m u oaaft
Cey Cau.1 Agenda 03M 9M 999
5
of
® TACHMENT NO. 2
RE CV,1
Lucent Technologies
Bell Lab 'dimQcgc�gn� 5
February 24, 1999 J JJ �� LL (Ll) 7
G'rY CLERK
Toni Brown
City of La Quinta
78495 Calle Tampico
La Quinta, CA 92253
Dear Toni,
Lucent Technologies Business Communications Systems (BCS) regards the challenge of
managing the Year 2000 transition as a business imperative, not just a technological
issue. To that end, we are taking multiple steps to manage risk through planning and
active leadership. We have established Year 2000 project offices to coordinate readiness
activities for our products, systems, and manufacturing locations. Lucent is engaging
customers to minimize the potential disruption to their business.
Our records indicate that your facility at 78495 Calle Tampico in La Quinta has Lucent
Technologies BCS equipment as follows:
Main Serving Vehicle: Definity G3I V 1, Model 6C
Adjunct 1: Audix Voice Power R2.1
The following Lucent Technologies BCS equipment tested non -compliant for the Year
2000:
Adjunct 1:
Audix Voice Power
The Year 2000 potentially impacts all computer systems because of date assumptions
built into programming rules in hardware and software systems. Telecommunications
equipment is often computer -based or interfaces with computers for date information.
This equipment includes the computer -based Lucent Technologies BCS products you are
currently using — from your PBX to voice mail to call center solutions and everything in
between.
Achieving Year 2000 compliance for the Audix Voice Power will require a migration to
the Intuity Audix voice mail system, which is Year 2000 Compliant. Migration "credits"
are applied for the number of ports and hours of storage that currently exist on the Audix
Voice Power. Following is the pricing for the Intuity Audix:
n
Purchase:
$16,695.70
Install:
3,899.00 **
Shipping:
79.80
TOTAL
$20,674.50
Estimated taxes = $1,293.92
** Note: The voice mail migration will involve some minimal "out -of -
service" condition on the Definity PBX while the connection is
established to the Intuity Audix (approximately 1 hour). Overtime charges
will not apply if this implementation is scheduled Monday -Friday, and
completed before midnight.
Lucent Technologies recommend our customers consider the following when ordering
Year 2000 solutions:
For implementation of a Year 2000 solution on a weekend, or out of hours,
prior to 12/31/99, we advise placing the order immediately.
Orders placed after April 1, 1999 will be serviced first come, first served
bases contingent upon date and resource availability.
Time is of the essence. We're ready to answer questions, address specific issues, and
help you with a smooth, timely, and cost-effective transition. For additional information
or to discuss this solution, please contact me at 909-320-7256.
Sincerely,
Cindy Byrne AJ4��
Account Executive
SOUTHWEST •
W op "
NETWORKS
I N[O R P 0 R Ai C0
Business Dormer Networks
3/04/99
TO: Juan Herrera
From: Mike Bizier
Subject: Y2K Special Project
Controller Report
2/4/99 - 3:30pm Meeting with Juan Herrera
Met with Juan Herrera to discuss the following issues:
AJJACHMENT NO. 3
A>. Security system - Discussion on need to check fire and burglar alarms for Y2K
Compliance.
B>. Telephone system compliance - Need to begin to document the Y2K compliance of
the telephone system and to come up with a plan for change or implementation.
C>. Traffic signals - Contact Romano in Public Works for further information on traffic
signals.
2/19/99 - 4:30 pm Meeting with Juan Herrera
A>. Discuss heating and air conditioning control computer. I will contact Tom Hartung to
prepare staff report for March 3rd city council meeting to allocate $10,000 to purchase
replacement control computer from ACS for the heating and air conditioning system.
B>. Discuss Y2K testing of server, workstations and core software packages. We will
develop the testing methodology and identify systems to be tested. An interim testing date of late
March, early April will be set. Testing of Non -DP systems will be done at a later date.
77-848 Wolf Road Suite 200 Palm Desert California 92211 0 PHONE p601360-4900 0 Par i760i 360-1166 0 1 WIL SWNet®ix.netcom.coi
Telephone System
2/1/99 - Review documents for phone system that are in possession of Sandra Juhola. The only
relevant document is a letter from Lucent Technology Indicating the service contract on some or all
of your equipment will not be renewed after 12/31/98. Because of a five year contract you
purchased, you are "grandfathered" in with an service contract expiration date of 7/22/98.
This letter is somewhat vague as to which systems ithe city has three systems - the main PBX,
Voice mail and call audit systems) will not be supported.
2/23/99 - Phoned Lucent Technology in regards to phones. Spoke to Customer Transition
Program team member and was told Cindy Byrne, our account rep will call us back in one or two
days.
2/23/99 - Tom Hartung located original contract for the building of City Hall. I have made copies
of that contact which pertain to the original purchase of the phone equipment. In reviewing the
original contract no mention of the expected life of the equipment to be supplied is found. No
mention of Y2K issues are in the original contract for the purchase of the equipment.
In reviewing additional documents in the telephone equipment room, no pertinent information on
Y2K or other date & time issues has been uncovered. All documents regarding the telephone
system, to the best of everyone's knowledge have been reviewed. In these dcounments there is
no mention of the expected life of the equipment. There is also no mention of the equipment being
Y2K compliant or non -compliant
3/1/99 - Called Lucent Technology regarding no repsonse to original call. Assured that I would
recieve a call back that day from Account Representitive.
3/2/99 - Called Lucent Technology to request that a supervisor give me a call regarding the fact
that I cannot recieve a call back from account representitive. Still awaiting a call back.
313/99 - 1 received a fax from Cindy Byrne, your Lucent rep. This fax was also sent to Saundra
Juhola. I have attatched a copy of this fax to this report. I will follow-up with Cindy and let you
know what I find out.
n
E
Heating and Air Conditioning System
2/23/99 - 1:30 - Spoke to Tom Hartung in regards to Heating and Air Conditioning computer and
requested that he do a staff report for the council concerning the budgeting and purchase of said
equipment. I also requested that Southwest Networks be present when the new computer is
installed to learn how it functions and to assist the city in resolving problems related to the system.
Alarm System
1 also spoke to Tom Hartung in regards to the alarm system for the City of La Quints. Tom
reviewed the current alarm company contracts with me and gave me appropriate copies for my
follow-up. The alarm companies have been contacted and they are forwarding documents to the
city in regards to the Y2K compliance of the city's alarm systems.
Traffic Signals
2/23/99 - 3:30 - Spoke to Romano Veriengia in Public Works in regards to Traffic Signals. This
is a complex area that is going to require more in depth gathering of information in regards to the
components which make up these signal systems and the Y2K compliance of each of these
components Additionally, some of the signals fall under CALTRANS, so they will need to be
contacted. Romano is working on compiling this information.
cc: Tom Hartung
Saundra Juhoia
Romano Verlengia
n�
November 20, 1998
00177972767-PI
La Quinta, City Of (Inc)
78495 Calle Tampico
La Quinta, CA 92253
11
LucentTechnologto
6eu Laos Innovatans
Jennifer J. Davies
Vice President
O
Lucent Technologies
Customer Transition Program
P.O. Box 26128
Salt Lake City, UT 84126-992
Lucent Technologies is making changes to the post -warranty Service Agreement
of your current business communications system after December 31, 1998. We
value you as a customer, and we're making every effort to ensure that you
receive. special treatment in preparing for these changes.
Dear valued customer:
Lucent Technologies is modifying its current product and service offerings to better
create and deliver communications solutions. Unfortunately, this requires discontinuing
maintenance support of selected Lucent Technologies products, as we will no longer be
able to support them with the quality of service that you expect of us. These products
include phone systems or adjuncts (e.g., voice mail, call center applications, call
accounting and others) you are currently using.
Although your Service Agreement presently covers some or all of these products, pleaseice Agreement when
be aware that Lucent Technologies will not be able to renew the Sery
the initial or renewal contract tern expires on or after December 31, ice A service
Also, se
support without a Service Agreement will not be available after December 3 1999.
se
This means we will no longer be able to offer spare parts, pro software support or the use of related technical resources. gramming modifications,
With these issues in mind, you can see how important it is to take action now.
To ensure that you and your business are prepared for these changes, we've created the
Lucent Technologies Customer Transition Program, which has evolved from workin
yog
with other customers to help them make transitions to more effective systems and
services. With this program, we'll work with you to smooth and
to newer technology that can help make your business more sspeedur transition
uccessful.
the program is free, and has been designed to evaluate your communications system
Leeds. It will help you make decisions as you move to newer Lucent Technologies
toducts—those that offer features such as advanced voice messaging, wireless mobility
nd, if you need it, the increased capacity and reliability of the latest call center
over, please
. dam, 1/=2.A8
•
technology. It can also inform you of various options available for purchasing new
equipment, including trade-ins and Lucent leasing and financing plans. Additionally,
through this program we can arrange Service Agreements for you we're continuing to support, that cover products that
If you would like to participate in the Lucent Technologies Customer Transition
Program, speak with your Lucent Account Representative, who will be calling you soon
Or call 1-800-321-8291, ext. 442 to arrange an immediate consultation. Also, detailed
information is available at www.lucent.com/ctp on our Customer. Transition Program
Web site.
Again, it's imperative that you understand and act upon these changes, as they will affect
your Lucent Technologies phone system.
begin ere texploring
you every step of the way through this change. Call today so we can
your options to help you select the solutions that are best for you.
Sincerely,
?4011L-9=
Jennifer J. Davies
Vice President, Business Communications Systems
Lucent Technologies
•
FAX
11
I Date 3-3-99
INumber of peges includog cover sheet
TO: Mike Blzier FROM: Cindy Byrne
Southwest Networks Lucent Technologies
3120 Chicago St.
Riverside, CA
92507
Phone 760-360-4900 Phone 909-320-7256
Fax Phone 760-360-1166 Fax Phone 909-320-7292
l CC:
' REMARKS: ❑ urgent � For your review ❑ Reply ASAP ❑ Please Comment
Mike,
I apologize for not getting a call to you sooner; however, I was just given your contact
information yesterday (and unfortunately, 1 was out of the office all day with customer demos).
Last week I received an e-mail from our Corporate Y2k office, with a request to provide
information to Tony Brown at City of La Quinta (who I found out yesterday has not been the
contact for some time). Our internal records had not been kept very current. But I did speak
with the City Clerk, Phyllis, and she informed me that you were currently providing consulting
services for the City and the Year 2000 compliance issue.
Please find attached the price quote I had sent to the attention of Tony Brown (dated 2-24).
Phyllis informed me this proposal would probably end up at her desk. The Lucent Technologies
equipment at the City that is not Y21K compliant is the Audix Voice Power voice mail system.
The Audix Voice Power will no longer be supported after Sept. 30, 2000; and there is a
"workaround" (notice attached) that provides a means of manually performing the date and time
set functions. This workaround process does not make the AVP Y2K compliant.
Please let me know if you need further information. Again, I apologize for the delay; and hope
this information is what you are seeking. A -
Workaround Process fool, . Page I of I
,Workaround Process for AV.P - 7/25/98
Offer Manager - Dale Edward Brown, BCS Messaging
NOTICE: This workaround process does not make the AVP year 2000 compliant, the date
problems / inaccuracies and FACE utility outages will still occur. lFor more detail on these
outages please see the compliance guide on Intraworks under the Y2K pages.]
The AVP workaround will provide a means of manually performing the date and time set functions
from the UNIX command line that would normally be accomplished through the FACE utility. The
software clock in the AVP will normally drift during the day but the FACE utility is used to correct
that inaccuracy. In the year 2000 the FACE utility will no longer function. from time to time the
software clock will have to be corrected using the UNIX command "set date; time".
All AVP customers under post warranty maintenance should call the normal TSC support hot line
number when it is necessary to reset the software clock some time after January 1, 2000. The timing
of the reset will depend on the amount of drift inherent in their specific AVP unit. The hot line
personal will provide process support by "talking you through" the UNIX command necessary to
reset the clock. This assistance is covered under the post warranty contract at no additional ciiarge. if
the customer wants the hot line to remotely access their AVP and physically issue the necessary
UNIX command, the customer will be charged an administrative fee per the T&M rates effective at
that time. The current'f&M rate for administrative assistance is a minimum of one hundred twenty
five dollars for the first half how of remote access.
All non -post warranty customers will call the same hot line support number and receive the same
workaround assistance but at the T&M rates effective at that time. '
Post warranty support customers receive a newsletter from the TSC on a regular basis and it will
provide a reminder of this process at the end of 1999. Non -post warranty customers will receive our
ongoing Y2K marketing information and notices. By far the most effective way of reaching this
community with their options is by AE contact.
The best option [for both the customer and Lucent] is for the customer to migrate to current
technology using one of the Y2K offers. Time is getting short and pricing will never be better.
Lucent Technologies, Inc. Proprietary
http:/iwww.bcs.lucert.com/sales_marketloffer_def1prod_apps/voice_proc!avpworkaround.htm 2/12/99
Mar 19 99 09:41a Kay Wolff 760-564-5156 p.2
Kay Wolff
P.O. Box 1016
La Quinta, CA 92253
March 18, 1999
Mr. & Mrs. Peter Biehl
P.O. Box 14
La Quinta, CA 92253
Dear Mr. & Mrs. Bieh!,
Peter, I'm the lady who introduced herself to you about a month ago at the Postal
Connection in La Quinta. I spoke to you regarding your possible attendance at a
meeting of the La Quinta Community Services Commission, perhaps at our April
meeting on the 12". We meet at 7:00 p.m. in the Study Session Room at the Civic
Center.
Our Commission focuses on community -wide issues such as recreation, safety,
child care, health, senior citizens, gang prevention and law enforcement. This
includes fostering mutual understanding and respect among racial, religious and
cultural groups. We seek to tap into existing programs which promote these
goals.
When I mentioned o-ir conversation to my fellow commissioners in March, they
were thrilled that you might be able to share some ideas with us on how the Amy
Biehl Foundation might promote community understanding and combat violence
right here in our own city. We would be delighted if you could take about 30
minutes to brainstorm with us and perhaps lay the groundwork for some ongoing
activities.
Our commission consists of seven members, along with staff members, with few in
our audience, generally. We meet quite informally the second Monday of each
month. If you are not able to be with us on April 12, we would invite you to any
subsequent meeting.
La Quinta is so fortunate to count you both among our residents. It would be an
honor to have the opportunity to meet with two people who are such an
amazing example of humanitarianism, and who have done so much to promote
understanding among diverse cultures. I would hope that your living in La Quinta
would have an '.mpact on our own community as well.
Mar 19 99 09:41a Kay Wolff 760-564-5156 p.3
I will telephone you during the week of March 22 to set a date for your meeting
with us. At that time I will provide the particulars (parking, etc.) for your arrival.
Also, there may be some information which we may wish to exchange ahead of
time. I did distribute your brochure to Commissioners.
Again, let me thank you for your willingness to meet with us, and to congratulate
you on the wonderful work you are doing on behalf of your daughter Amy.
Sincerely,
EMNIM,
Cc: Tori St. Johns, President of the Community Services Commission
Dodie Horvitz, Director, Community Services Department
O
"WEAVING A BARRIER AGAINST VIOLENCE"
NARRATIVE REPORT
AMY BIEHL FOUNDATION TRUST
USAID COOPERATIVE AGREEMENT NO.674-0320-A-7082-00
September 9, 1997-December 31, 1998
I. FOUNDATIONS
The foundations for the "WEAVING A BARRIER AGAINST VIOLENCE" program were
carefully established to reflect community needs, as determined through primary
research and first-hand fact-finding.
Target Population
Adolescent youth are primary targets of violence in the black townships and
squatter settlements of the Cape Flats. Black male youths ages 14-16 years are
also primary perpetrators of violent acts in their communities.
Because of this convergence of vulnerability and violent behavior, it was
determined that adolescents between the ages of 9-16 years were well -qualified by
experience to be principal targets for violence prevention programming. It was
further concluded that the primary caregivers to these adolescents must be
targeted because of their responsibility for the youth and in recognition of their
potential influence on youth behavior.
Due, in part, to the scope and incidence of violence which characterize it and, in
part, to its prominence as the social/ commercial township focus for over 1.5 million
disadvantaged black people in the Cape Flats, Guguletu was selected as the
geographic target for our violence prevention work with adolescent youth.
Objectives
Broadly speaking, the over-riding objective of "WEAVING A BARRIER AGAINST
VIOLENCE" is to facilitate implementation of community -inspired initiatives for
prevention of violence among targeted adolescent youth in and around Guguletu.
This suggests a very proactive approach to prevention, as contrasted with the
typically -remedial approaches which work through the South African criminal
justice system and which abound among NGOs in the Cape Town metroplex.
Moreover, a key objective of the program was to implement a series of related
demonstration projects which could be evaluated and measured in terms of their
probabilities for long-term success. Measurement had to be achievable by
September 30,1998 in keeping with the schedule commitments associated with the
USAID Cooperative Agreement.
Finally, a strategy was required for sustaining successful projects and initiatives
financially for the foreseeable future. This strategy envisioned a combination of
private sustaining business enterprise and of program adoption by appropriate
agencies of national or provincial government, to support the violence prevention
projects subsequent to USAID sponsorship.
"Weaving a Barnet Against Violence" Narrative Report
Amy Biehl Foundation Trust 2
II. PROCESSES
The processes by which violence prevention programs are developed and
implemented can be as important as the programs themselves. Our desire was to
let the community of Guguletu define its own problems and needs and create its
own programs in response to these needs. The role of the Amy Biehl Foundation
trust was to facilitate these community efforts —to help the people help themselves.
Moreover, it was our conviction that violence prevention programming must
"trickle -up" from the grassroots level in order to be effective and to win acceptance.
We have observed too many government agencies and NGOs fail to achieve
necessary penetration and community acceptance for social programs which are
defined for the community rather than by the community. These programs typically
are introduced from the top -down or from outside -in. Asa result, penetration tends
to be surface -level only and sustainability is not achieved.
Our objective was to link -up programs which are community -inspired with public
policy atthe Cape Metro or provincial ministerial levels and to convince appropriate
agencies of government to assume "ownership" of such programs to extend them
beyond the demonstration model stage. Whereas we were advised by numerous
NGOs and academics that we would never succeed in bringing community and
ministries together in this vital manner, we felt it was essential to the process of
achieving viable and sustainable violence prevention programs in South Africa.
Furthermore, we can now report that our efforts to see "trickle -up" program
adopted by appropriate provincial government ministries have met with success.
Fact -Finding
The fact-finding process which was
Cooperative Agreement was
consequently —produced a different
envisioned.
implemented as Phase II of the USAID
objective and thorough and —
program definition than was originally
This happened, quite simply, because the fact-finding was honest. Rather than
initiating fact-finding to prove or support a thesis or point -of -view, we set -out to
learn about life in the communities of the Cape Flats and about the violence which
surrounds that life.
Whereas our original intention had been to provide training to mental health nurses
working in the townships and squatter settlements of the Cape Flats, our fact-
finding process very quickly revealed that this plan was misguided as an approach
"Weaving a Barrier Against Violence" :Narrative Report
Amy Biehl Foundation Trust 3
to violence in the disadvantaged communities. Our discussions with Mental Health
Director, Professor Mel Freeman, with Health Minister, Dr. Zuma, and with
community residents in the Cape Flats confirmed that mental health nurses working
in these communities neither reach a significant segment of the population nor deal
with violence in a proactive or preventative manner. For these and other reasons,
nurses were quickly rejected as the focus for our work.
The fact-finding process included the following components:
• a review of existing literature and epidemiology related to township life
in the Cape Flats;
• interviews with government ministries at national and provincial levels;
• interviews with community SANCO (civic) governing bodies;
• interviews with members of the academic community;
• discussions with numerous non -governmental organizations (NGOs)
working in and around Cape Flats communities;
• focus group sessions with four panels of 15 adolescent youth (ages 8-
18 years);
• meetings with community residents, ranging from street committees,
church groups, public and private schools, and gangs;
• discussions with representatives of the South African Police (SAP),
community policing forums and community courts;
• explanatory discussions with senior executives in more than ten
Western Cape -headquartered or -active business corporations.
In most cases, fact-finding interviews were conducted by teams from the Amy Biehl
Foundation Trust, to improve data collection and reduce the possibility of bias.
NGOs were individually and comparatively evaluated —using a standardized point -
measurement system —to determine their capacity to deliver needed services in
partnership with the Biehl Trust.
As fact-finding research progressed, itwas decided to fine-tune and sharpen focus,
based upon certain conclusions which were influenced by research results. Among
these conclusions, the following were particularly -significant:
"Weaving a Barrier Against Violence" Narrative Report
Amy Biehl Foundation Trust 4
• violence and its root causes are the most important deterrents to
realization of human potential in the new South Africa;
• most violence -related work by government and NGOs is remedial and
channeled through the criminal justice system;
• there is a need for preventive work to combat community violence;
• the gang/gangster phenomenon as a factor in community violence is
too pervasive, powerful and well -entrenched for attack by the Biehl
Trust;
• the Cape Flats communities are too numerous and extensive to be
approached simultaneously and —consequently —the need exists for
geographic/community focus;
• violence among adults is entrenched, whereas violence among
adolescents can be moderated or reduced;
• community residents have a better understanding of how to approach
their problems than do government agencies and most NGOs.
As greaterfocus was broughtto thefact-finding process, research depth increased
among adolescents and their caregivers residing in and around the township of
Guguletu. This evolution in direction —influenced by fact-finding results —was
unanimously endorsed by members of the Biehl Trust team.
Program Definition
"WEAVING A BARRIER AGAINST VIOLENCE" program was defined based upon
fact-finding results at the conclusion of Phase II of the USAID Cooperative
Agreement. The program and budget were submitted to and approved by USAID
as Phase III of the Cooperative Agreement.
Research confirmed that violence is generally perpetrated by dysfunctional
people —whether adult or adolescent. Therefore, program was designed to
advance a holistic approach to development of functional adolescents, as the best
means of preventing violence and violent behavior.
"Weaving a Barrier Against Violence"
Amy Biehl Foundation Trust
It was concluded that a functional adolescent must have ...
• adequate health (mental and physical)
Narrative Report
5
• education appropriate to professional or employment aspirations
• adequate income on which to live a reasonable life
• recreational opportunity
• a reasonably -caring and secure -environment.
Program definition, based on these fundamental needs of a functional adolescent,
incorporated individual initiatives in each of these five arenas of need, woven
together to create a holistic strategy for prevention of violence. Program
components and initiatives are illustrated in the following diagram.
"WEAVING A BARRIER AGAINST VIOLENCE"
Health
Education
Income
Recreation 1Securi
Aid Training
After -School School
Micro Enterprises
Playing Field Creation
Community Watc.
Sex/AIDS
Tutorials
Community Baking
Coaching Seminars
:Murals/Art
rrammg
Trust
:giver Care
Welding, Sewing,
U.S. Athletic
Beautification
urses,
:achers)
Block -Making
Training
Scholarship
Program
Youth Panels
Special Education
Youth Reading Role
:Models
"Weaving a Barrier Against Violence" Narrative Report
Amy Biehl Foundation Trust 7
Each violence prevention initiative flows from its grassroots origin to join other
initiatives to form a sector or arena program. The five sector or arena programs
link together in a total violence prevention strategy. The total violence prevention
strategy forms a holistic approach to development of more full -functional
adolescents and their principal caregivers.
Brief definitions of each violence initiative are found in the PROJECT REPORTING
section of this report. Their basis in fact-finding research is discussed here.
HEALTH
South Africa is moving toward a "community -based primary health care" system.
Whereas few South Africans in the Cape Flats comprehend the meaning of this new
direction in health care, they do understanding overcrowded and under-resourced
health service centers like Guguletu Day Hospital and the frustrations associated
with accessing care and acquiring medications and prescription drugs.
In recognition of the unfavorable community attitude regarding the national and
provincial health care systems, and of the almost-unsurmountable challenge
involved in changing these systems, the Biehl Trust decided to work outside the
systems at the grassroots level.
First Aid Training
Everywhere we went in our fact-finding research, we found a keen and persistent
community desire for training in emergency first aid. This desire was present in
adolescents and adults. Possession of first aid training and skills is regarding as
a form of empowerment to serve the community.
Research led us to target three areas of interest:
Teachers, in schools without trained first aid providers and
adequate supplies;
Street and Crisis Committee representatives,
to create first aid capabilities on most streets in Guguletu;
Adolescent youth throughout the community, to empower
a youth corps of emergency first aid providers.
4 0
"Weaving a Barrier Against Violence" Narrative Report
Amy Brehl Foundation Trust 8
When it was discovered that many members of the South African Police (SAP) were
untrained in emergency first aid techniques, and when we were asked by the Police
in the Cape Flats for training, we agreed to provide training in several intensive
three-day sessions conducted at the SAP training college in Bishop Lavis.
Research determined further that well-equipped first aid kits are virtually non-
existent in the Cape Flats. We were astonished to discover that every one of
Guguletu's twenty public schools was without an adequate first aid kit.
Consequently, we set an objective to equip each public school in Guguletu with a
good first aid kit and to train at least one teacher per school in emergency first aid
techniques. It was also decided to supply each trained community resident with a
basic first aid kit.
A commitment was also made to replenish first aid kits periodically and a system
for re -ordering and replacing supplies was created. It was felt that kits might not
be used if a commitment to re -supply was not made.
Based upon fact-finding results, emergency first aid training was designed to
include CPR, sharp instrument trauma, blunt instrument trauma, burns, epileptic
fits and other special medical circumstances.
In order to ensure grassroots penetration, first aid training was provided free of
charge, during evening hours in community -friendly venues. For those trainees who
participated in all sessions and passed skills tests, certificates of Level I
competency were issued. All certificated personnel were provided with first aid
kits.
Safe Sex/AIDS Prevention Training
abuse of adolescent women and related affliction with HIV/AIDS have reached
epidemic levels in Guguletu and other Cape Flats disadvantaged communities.
We wanted to respond creatively to these pressing community needs which are at
root causes of poor community health and of much community violence. It was felt
that impact could be possible if adolescent youth were taught to be responsible sex
partners early in their sexually -active lives, before bad habits and careless
practices are established.
When it was discovered that discussions of sexual matters among Black
adolescents and their parents are culturally taboo, it was determined that creation
of peer adolescent teachers/counselors was essential.
O
E
"Weaving a Barrier Against Violence"
Amy Biehl Foundation Trust
Narrative Report
9
We were fortunate to find the ideal program for peer counseling development under
management of Planned Parenthood Association of South Africa in Cape Town. The
program had been operated with great success for a year in New Crossroads but
was about to be abandoned by PPASA for lack of funding. We were able to fund a
continuation of the program and an expansion into Guguletu. To this very
successful program was added a training series for young parents who are
responsible for children before acquiring even the most basic skills of parenting.
Planned Parenthood has proven to be an excellent partner for ABET in this very
important program.
Care for Caregivers
Our experience in the disadvantaged communities has demonstrated that many of
the most important caregivers to adolescent youth are among the least respected
and most traumatized members of these communities. Chief among these are
teachers in Guguletu's Black schools and nurses in Guguletu Day Hospital.
In-depth focus group discussions have been conducted with these caregivers in an
effort to understand them and their needs. The results have been shocking, to say
the very least. We believe we have a sufficient understanding of these badly -
traumatized caregivers to consult with professional clinical psychologists in South
Africa and America to design and implement a system of restorative interventions
to uplift and strengthen these critically -important influences of adolescent youth.
EDUCATION
The legacy of apartheid and of Bantu education on the public education system in
the disadvantaged Black communities is appalling. The schools, themselves, are
battle grounds —sources of violence. Educators are consistent in their contention
that learning cannot take place in an environment of violence and fear. Teachers
tell us thatthey spend less than 5 percent of each class period in effective teaching.
The preponderant failure rate among Black students in their Matric examinations
provides graphic evidence of the inability of the public schools to prepare these
students to achieve or exceed even this minimum national standard.
a 0
"Weaving a Barrier Against Violence" Narrative Report
Amy BieW Foundation Trust 10
The Trust has taken a two -pronged approach to education programming:
a long-term systemic modification and strengthening program,
targeted at the public schools themselves, through a formal
partnership protocol with the Western Cape Ministry of
Education;
a mid-term, community -inspired and directed program, working
outside the public school system and designed to deliver an
educational experience which the public schools are not
providing.
These two program thrusts provide us with a balanced attack on the black hole
which is public education in the disadvantaged communities. Systemic change will
require years to achieve. Change through alternative approaches to education can
be accomplished today and--consequently—is where our emphasis has been
placed.
After-Schooi School
The ground -breaking prototype after -school school was launched by retired
teacher, Angelina Peter, and her staff at Intshinga Primary School (Guguletu) in
July, 1998.
Designed to take adolescents off the streets from 3:00-5:00 p.m. each week -day, the
school has enrolled approximately 170 young people in each of its initial two 6-week
sessions.
Classes are conducted in the traditional
public schools, including sewing, knitting,
vocal music, art.
skills which are no longer taught in the
traditional dance, contemporary dance,
Response has been excellentfrom both students and parents. The parental support
has —in fact —been unusual in its enthusiasm.
In a landmark action, the Department of Social Services has officially registered this
school and will undertake to subsidize the school in 1999 at a rate of
R2,50/child/day.
In every important respect, the school has been a successful prototype venture.
Other after -school schools —modeled after the Intshinga school —are already
appearing in the community and are approaching the Trust for support.
"Weaving a Barrier Against Violence" Narrative Report
Amy Biehl Foundation Trust 11
Tutorials
Students who are high achievers and motivated to succeed must be able to access
the extra tutorial assistance they require, outside the classroom. There is no
access to such support within the public school system in the disadvantaged
communities. Opportunities for youth from these communities to pursue careers
in engineering, medicine and the sciences are rare and must be expanded, as an
education priority.
The Trust went to a proven player in operation of tutorial programs for high school
youth. St. Gabriel's Community Centre has for years provided Guguletu area youth
with quality tutoring and a safe study environment Monday -Thursday afternoons
from 4:00-7:00.
We asked St. Gabriel's to expand its established tutorial program and to extend its
outreach through addition of at least one satellite campus.
This was accomplished with immediate success through use of classroom facilities
at St. Mary's Church and School on Landsdowne Road in New Crossroads,
providing convenient access to adolescents residing in the informal settlements
comprising Nyanga.
Four tutors serve the new satellite campus at St. Mary's and current enrollments
are 111 youth in Grade 12, and approximately 150 youth in Grades 10 and 11.
The St. Gabriel's campus has been expanded to six tutors, serving 250-300
students. Total program capacity has more than doubled in less than one year.
In addition, Summer, Winter and Spring schools have been added at St. Gabriel's
to tutor students during school break periods.
Next year, two additional satellite campuses are envisioned for the bottom end of
Crossroads and the south portion of Delft.
Employable Skills Training
It is clear that the passing of a Matric exam at the conclusion of high school is no
guarantee of employment for a Black township youth who cannot afford to attend
university or to further his or her education. There must be an employable skill
trained into the graduate in order for there to be any chance for meaningful
employment in job -scarce South Africa.
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Recognizing this, as part of our partnership protocol with the Western Cape
Ministry of Education, we introduced an employable skills training program for
youth in targeted Cape Flats high schools in partnership with the Buthisizwe
Training Centre in Philippi.
We essentially rehabilitated Buthisizwe, which was squatting a building in a run-
down industrial park recently acquired by Met Life. We negotiated a 5-year lease,
with the first 3 years rent-free. We arranged for reconnection of the electricity with
ESKOM and upgraded all electrical service. We serviced the sewing machines and
acquired raw materials for sewing, welding and cement block -making —all at
substantial discounts.
Trainees for sewing, welding and block -making are recruited from the target
schools. Parental permission forms are signed and a R10,00 deposit is
collected —refundable upon successful completion of training. Transportation to
and from Buthisizwe Centre is provided by the Trust.
Thus far, approximately 35 block -makers, 18 sewers and 12 welders have been
trained. The program has been fine-tuned considerably and results are well -
regarded by the youth, their schools and school governing boards.
Special Education
Youth in the Black disadvantaged communities with learning challenges and
disabilities receive no attention in the public schools. The results are that these
young people are ignored by teachers who do not wish to deal with them or are
passed along from grade to grade without ever absorbing what they are supposed
to be learning.
Consequently, these challenged youth typically begin dropping out of school during
their adolescent years and become vulnerable to violence or to gang behavior.
To begin to address the significant needs of educationally -challenged adolescents
in the Guguletu area, two trained and committed special education teachers
created the Amy Biehl Special Education Centre.
This demonstration project was operated on Saturday mornings from 9:00 AM-1:00
PM in two classrooms at St. Gabriel's Community Centre. Enrollment was closed
at 70 students, although demand was far in excess of this number.
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Students were carefully assessed to determine nature and extent of their learning
challenges and teaching methods were specifically tailored to meet these
challenges. Results appear excellent and consideration will be given to extending
the Special Education Centre as a five-day weekly school in 1999.
Youth Reading Role Models
This innovative program integrates literacy development for young children with the
assumption of role model responsibility by high school age adolescent youth.
Quite simply, youth volunteers are recruited from local high schools and from
among at -risk youth on the streets. Volunteer youth are given training in use of
libraries to select books and in reading books aloud to young children. They are
then assigned creches or schools or day care centers in which to read on a weekly
basis to young children to awaken their interest in books and in reading and to
serve as volunteer role models for the children.
Research suggests that children who are read aloud to at an early age have a
higher probability for success in life than those who have not had the experience.
The Trust became the first international licensee of the Family Literacy Foundation
(San Diego, California) to implement the Youth Reading Role Model program in
Guguletu and New Crossroads. Family Literacy Foundation Executive Director,
Molly Biehl, visited New Crossroads Youth Centre to train program management,
youth coordinators and volunteer readers.
The program has been greeted with high enthusiasm and praise and the demand
for its continuation and expansion is tremendous.
RECREATION
Youth in Cape Flats communities take their recreation in the streets. Crude
versions of soccer are played —often kicking rocks for lack of soccer balls.
Ten minutes away, in Newlands or Rondebosch, White youth play soccer, rugby or
cricket on lush, green playing fields with good equipment and coaching.
Given the glaring inequity in recreational opportunity which exists between
advantaged and disadvantaged communities in the Western Cape, it is difficult to
visualize a successful integration of Black, White and Colored populations in the
most basic of recreational settings in the foreseeable future.
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Moreover, research indicated clearly to us that recreation is vital to truly functional
persons. Absence of quality recreational opportunity in Cape Flats neighborhoods
is an important contribution to dysfunctional youth —to boredom and to violence.
Our recreational program is concentrated on creation of quality playing fields and
recreational facilities and on development of good coaching capacity for youth in
the disadvantaged communities.
While these challenges have proven themselves to be more demanding than
anticipated, we have been successful in making a start in the right direction and —in
the process —have learned a great deal about the complex obstacles to progress
and how to cope with them.
Playing Field Creation
Our objective was to develop one or more quality, multi -purpose playing fields
around Guguletu—sized in such a way that soccer, rugby and other field games
could be played on the same field. Additionally, we wanted to secure "community
ownership" of the playing field(s) to ensure their maintenance and sustainability.
The initial obstacle encountered was that of land ownership. Although we started
with playing fields adjacent to public schools, we soon discovered that land title
does not automatically belong to the Department of Education. Title may belong to
the Province, to the Cape Metropole, to the township and/or to the immediate
community. Certainly —even if it is possible to sort -out title to a given piece of
land —nothing is going to be done on that land without the blessings of the school
Principal, the school governing board and the cognizant street committee, at the
very least.
Whereas we approached three different playing field sites, only at Lwazi Primary
(Guguletu) were we able to establish clear title to the land and to acquire all of the
permissions necessary to develop the field.
The second obstacle encountered was water access and a lack of community
commitment to watering the new field once the grass began to grow. While we had
previously determined that there was water at the site, we soon learned that
members of the local community would not commit to a consistent schedule for
watering, using the rubber hose and sprinkler we provided. Water pressure on the
site was insufficient to operate multiple sprinklers and volunteers from the local
neighborhood were not following the designated watering routine. As a result, only
portions of the newly -planted playing field were receiving water and the majority of
the field was not.
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Testing by qualified plumbers and irrigation specialists revealed that adequate
water pressure existed at the street, but that water pressure sufficientfor irrigation
of playing fields is somewhat scarce in the Cape Flats —another insidious legacy of
the apartheid era. Fortunately, the water pressure could be restored at the Lwazi
site and an automated sprinkler system has been installed. This should assure
adequate water availability to all sections of the field surface.
Changing rooms will be constructed from cement block manufactured by one of the
new micro -businesses we support. Goals and goal posts will be purchased from
our fledgling welding business.
Working partnerships were established with Ross Demolition (grading and earth
moving) and with Stodel's Nurseries (grass planting, field maintenance). Mrs.
Geraldine Boone (Princeton, N.J.) has made a significant financial contribution
(R122,000.- for development of multiple playing fields now and in the future.
Young people should be enjoying the Lwazi playing field complex by March,
1999—eight months following ground -breaking.
Coaching Seminars
Qualified coaches —particularly in basketball —are scarce in the disadvantaged
communities of the Cape Flats. During the year, the Trust sponsored and helped
to organize several coaching clinics in basketball, using the volunteer services of
professional players associated with the Cape Town Eagles and other all-star level
teams. Going forward, the Trust will partner with Sports Coaches Outreach
(SCORE) to further develop sports coaching capacity and school -based athletic
programs in disadvantaged communities throughout the Western Cape.
Utilizing volunteer coaches from throughoutthe world, SCORE has the program and
infrastructure in -place in Western Cape disadvantaged communities to do the job
we want done. In return for support of SCORE, the Trust will assist in the
recruitment of volunteer coaches from throughout the United States.
U.S. Athletic Scholarship Program
Drawing upon assistance from Moriarty Charities (Santa Barbara, California), South
African Airways, and South Africa's Junior National basketball program, the Trust
identified and sponsored four young basketball players from the Cape flats to
attend Michael Jordan's "AIR JORDAN" basketball camp at U.C. Santa Barbara
during August, 1998.
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The four young men (ages 16-18 years) distinguished themselves as players and as
role models and received considerable attention from numerous U.S. university and
college coaches who were in attendance.
This very successful experience has encouraged us to pursue a limited and
selective program to attract athletic scholarships for qualified athletes from
Western Cape disadvantaged communities from quality colleges and universities
in the United States.
This program will mature over time and should effectively utilize the Trust's
relationships in both South Africa and America.
SECURITY
Functional persons have a difficult time flourishing in communities characterized
by instability, violence and the fear associated with these forces. At the same time,
for most adolescents with desire and aspirations to leave their violent communities,
escape is simply not feasible.
Recognizing this painful reality of township life, the Trust has worked closely with
Guguletu youth and their care givers to improve the safety and security of their
community and its neighborhoods.
In combination, these programs and projects have begun to create a foundation of
community pride and concern on which additional security initiatives can be built
over time. It is impossible to convert a violent community to a safe and secure
community in a matter of months. However, it is possible to make a reasonable
start in that direction.
Community Watch
The Trust made it possible for a team from the Western Cape Anti -Crime Forum to
train selected street committee leadership from Guguletu's four sections to create
a community watch network designed to improve security at the street and
neighborhood levels.
In a program which resembled the USAID-funded project with the Western Cape
Anti -Crime Forum and UCT Institute of Criminology, leadership training was
provided in conflict resolution techniques, non -lethal self-defense and community
watch protection.
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In an interesting and distressing incident at Uluntu Centre in Guguletu one night, an
instructor from the Western Cape Anti -Crime Forum was shot in the theft of his
cellular telephone. Two community volunteers who were graduates of our
emergency first aid training program were able to stabilize the victim, stop his
bleeding and transport him to a hospital.
The sense of empowerment expressed by our two first aid trainees following this
incident was very satisfying. Moreover, the incident served to unite the community
members receiving community watch training and to knit them together into a more
cohesive and motivated unit.
Public Art
Throughout history, public art in cities has inspired the disadvantaged populations
and instilled civic and societal pride and enthusiasm. We concluded Guguletu was
a community in need of uplifting public art.
A team of enthusiastic local artists with experience in mural creation was
assembled. Donors of paints and other essential supplies were found and materials
were collected by interns to the Trust. Adolescents were recruited from several
Guguletu schools and teams of muralists were formed.
Artists and students met after school in the afternoons to talk about violence in their
schools, neighborhoods and homes and to describe people and places which
represent "safety" to them. Once verbalized, these safe havens were expressed
and defined in desk -top drawings. As the drawings matured, the artists began to
knit the images together to form murals.
Mural sites were selected. Two high -visibility sites were selected on NY1; one at
NY1 and NY137 near the site of Amy Biehl's murder and one across from the
Guguletu Police Station. Other sites were selected at public schools throughout the
community.
The murals created at these sites by Guguletu's youth are colorful, meaningful and
uplifting for community residents. They focus attention on things in life which are
safe, peaceful and reassuring —not on things which are violent and dysfunctional.
There has been a very favorable reaction to the murals from students and teachers
in schools where murals have been done. It is also rewarding to drive on NY1 and
to witness pedestrians pausing to enjoy the murals and the positive images the
portray.
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The mural project provides reaffirmation of the value of public art as a source of
community pride and inspiration. It is a program which should be extended to other
disadvantaged communities in the Western Cape.
Youth Panel Organization
It was concluded very early in the research process that a means of listening to and
communicating with adolescent youth in and around Guguletu was essential, since
this was to be the target group for the "WEAVING A BARRIER AGAINST VIOLENCE"
program.
Consequently, it was determined that youth panels would be recruited from each
of Guguletu's four sections, comprised of adolescents ages 9-17 years, both in and
out of school.
Four panels of 15 youth members each were assembled.
Recruitment was accomplished by our Community Liaison Representatives. The
recruitment process was supervised by Nolwandle Mgoqi, our Xhosa psychologist
who had just returned from undergraduate and graduate schools at Smith College
and Howard University and had been raised in Guguletu through high school years.
Nolwandle circulated parental permission letters, written in Xhosa, and met with
parents and youth panelists to explain the program and to answer questions at a
launch reception at Uluntu Community Center.
From that point, Nolwandle met with the youth panels periodically on Saturdays to
discuss violence and the impact it is having on the lives of these youth and their
families and neighbors. Youth panelists were highly -responsive and many indicated
they had never before had anyone solicit their experiences or opinions regarding
violence and its role in their daily lives.
The youth panels are run as focus groups and are tape-recorded for subsequent
analysis. There have been numerous invaluable insights into violence and the
disadvantaged community culture which have flowed from these youth panel
discussions. Clearly, they are a research and learning methodology to be repeated
in other communities in the future.
On Youth Day, our 60 panelists joined us for a day -long picnic and recreational
outing in a private section of Kirstenbosch Gardens. A teacher/poet spoke about
the historical significance of Youth Day in order to be certain that the reason for a
national holiday was understood and respected.
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It proved to be an outstanding and unifying day and fulfilled the youths' wish to
escape Guguletu for a day.
In retrospect, it must be observed thatthe youth panels were among the most useful
and accurate measures of youth attitude and of violence -induced trauma to which
we had access. It must also be said that the panels were biased in favor of
adolescents attending school. "At -risk" youth are the most difficult to recruit and
to sustain. in the future, we must find ways through which we can improve
recruiting among "at -risk" youth.
Beautification Projects
Nolwandle Mgoqi informed us that some youth panelists were interested in
undertaking some community beautification work. This seemed a very sensible way
to convert youth energy to constructive work, results of which would be uplifting to
the community.
An elder care center on Guguletu's NY1 was selected and some twenty youth
panelists were chosen to participate in the pilot project.
Plants were provided at deep discount (R247) by our partners at Stodel's
Nurseries —who also loaned an employee to instruct and assist the youth panelists
with the planting.
To our amazement, none of the youth participants had ever planted anything before!
This simple fact is profoundly indicative of the quality of township life.
Consequently, each step from positioning of the plants, digging of the holes,
fertilizing and soil preparation, watering and plant maintenance requirements was
a learning experience for the youth panelists —another subtle form of
empowerment.
Beautification works. More will be done.
INCOME GENERATION
Conditions of almost hopeless poverty and chronic lack of income are among the
most basic and important contributions to violence in the disadvantaged
communities of the Western Cape.
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Beyond the lack of income, the frustrations which result from the certainty that an
absence of employment opportunity in the Black Cape Flats communities will not be
cured anytime soon produce a sense of anger and desperation which finds its
outlets in drug or alcohol abuse and/or violence and criminal activity.
Mindful of the Black isolation created and sustained by the apartheid system and
by the reality that marginalized communities will not enter the mainstream of South
African life for generations, it is clear that immediate emphasis must be given to
creation of income from economic enterprises which serve the immediate needs of
the marginalized communities for products and/or services.
It is also clear the economic enterprises in the marginalized communities must offer
products or services which meet basic human needs. And —these products and
services must be affordable to the markets to which they are addressed.
Because lack of income and economic opportunity are root causes of violence and
criminal activity in Guguletu and because employment and income are important
to functional persons, creation of these essentials to human life and dignity have
received emphasis in our violence prevention programming.
Micro Enterprises Development
As our employable skills training program in partnership with the Ministry of
Education and Buthisizwe Training Centre began to graduate trained cement block
makers, sewers and welders, it became clear that the logical next step was to
create micro business enterprises around these core trained youth. The
combination of pure economic opportunity and the need to create space at
Buthisizwe Training Centre for new training classes produced a sense of urgency
to move forward.
The first transition step was to organize trained block -makers into an informal
enterprise which they chose to name "SIYABULELA". This Xhosa name apparently
expresses appreciation (to the Trust and to Buthisizwe) for creating an opportunity
for the trainees to advance in life. The block -makers were ready first because their
training cycle is shorter than that for sewers and welders.
The informal enterprise began to produce and sell block to local contractors at
R2,20/block (current market price). Proceeds from sales have been placed in a
money market account managed by Bass Gordon Willis, the Trust's accounting firm,
which earns interest at a rate in excess of 18 percent annually.
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Amy Biehl Foundation Trust 21
Future block -making graduates will have the choice of associating with
SIYABULELA, if desired. The same model is being implemented for sewers and
welders as they complete their training.
The greatest problem for SIYABULELA founders is in finding adequate production
time at Buthsizwe Centre without interfering with current training classes. The
same constraint is felt by graduate sewers and welders.
Consequently, the second transition step for the Trust is to secure and equip a
production facility in which all three micro business enterprises can be housed and
consolidated, from a management standpoint. A search for this facility is currently
in process and is being concentrated in the Airport Industria area near Guguletu,
Crossroads and Nyanga—not far from Buthsizwse Training Centre.
Acquisition of this production Centre will launch the growth phases of these three
micro business enterprises, and create models for others to come.
Community Baking Trust
From the outset in our Cooperative Agreement with USAID, it has been our intention
to create an "economic engine' to sustain the violence prevention programs
initiated in 1998.
Community Baking Trust is the economic engine.
From a standing start on October 17, 1998, the bakery was producing over 3000
loaves of white and brown bread by November 23rd. At R2,00 per loaf, the bakery
is currently producing at an annualized revenue of approximately R1,900,000,00
and is generating earnings. By December 31,1998, Community Baking Trust will
be a R2 million business on an annualized basis. At this rate, disadvantaged
community distributors in and around Guguletu will be earning commissions of
R250,000,00 per year.
The idea of bread for the poor people was based on the phenomenal growth of
Grupo Industrial Bimbo in Mexico. From a soft bread base, Grupo Bimbo has
become Mexico's largest food company.
From a soft bread base, we expect to create one of South Africa's largest and most
important branded home products companies, serving the needs of disadvantaged
communities, creating employment and economic opportunity for thousands of
marginalized South Africans, and sustaining numerous violence prevention and
socio/economic reconstruction programs which government is unable to finance
and deliver.
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Demand for sliced white and brown bread in and around Guguletu was clearly
established through market research survey work conducted by our Community
Liaison Representatives in May -June, 1998. In fact, household consumption rates
of 10-12 loaves per day (average household populations of 16.5 persons) were quite
typical. It was further determined that at a retail price point of R2,00 demand for
bread should be almost incalculable.
The unique feature of the Community Baking concept, however, is its use of non-
profit, community -based organizations and of neighborhood opinion leaders as
distributors. This means the product is always in touch with the community and is
not vulnerable to competitive attack. Distributors order and receive bread each
day from the bakery, collect money, sell and deliver bread to customers' homes on
a daily basis. For these services, distributors are paid a commission of R0,25 per
loaf.
Baker trainees have been recruited from the Guguletu area and are demonstrating
excellent aptitude for baking. In fact, observers from MacAdam and Anchor Yeast
have observed that our trainees are ahead of the normal learning curve. Two shifts
are currently operating —each shift with approximately ten trainees. A master
baker is responsible for training and for performance evaluation.
A driver is employed to deliver bread to designated sites for further distribution and
to collect money from sales. A licensed professional security company transports
cash from its own safe at the bakery to Nedbank for deposit.
The single greatest challenge encountered in the launch of Community Baking was
that of securing an adequate bakery facility. The automated Falcon 3 baking oven
required to achieve 3000 loaves production per shift demands a building with at
least 150 amps/3-phase electrical service. Finding an appropriate building with that
much electrical power proved extremely difficult.
After months of searching, a building previously utilized to produce baked products
for Woolworth's was located. Its location in the Parow industrial area is adjacent
to the Cape Flats market and near a major rail station.
As the business expands and a second oven must be added the electrical service
will have to be increased to 224 amps. We are currently working with ESKOM to
accomplish this service upgrade.
Once the facility was secured, our working partnerships with MacAdam
Manufacturing, Bokomo-Sasko and Anchor Yeast enabled us to be operational
within days. The support of these partners has been critical to the immediate
success of Community Baking Trust.
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Amy Biehl Foundation Trust 23
PARTNERSHIP CREATION
The extension of resources committed by USAID to programs organized and
implemented by the Trust is a key challenge and responsibility in the relationship.
The best means for achieving this extension is through creation of partnerships with
individuals, public sector organizations, government and corporations in South
Africa and elsewhere to create a burden -sharing network.
USAID characterizes this process as Counterpart commitment. Throughout our
1998 program year, the Trust accumulated counterpart commitments well in excess
of R1 million —many of which will continue to accrue through 1999.
In creating partnerships, our general approach is to define and seek strategic
partnerships, as opposed to one-off situations. Strategic partnerships establish
longer -term commitments and are —consequently —of greater value. They are also
more difficult to create.
Because our commitment to program sustainability was a significant undertaking,
we placed priority emphasis on creation of partnerships which would support our
Community Baking enterprise. Partnership targets were obvious and we went for
South Africa's most prominent suppliers to the baking industry:
bakery ovens and equipment
flour and pre -mix
yeast
MAC ADAMS MANUFACTURING
BOKOMO-SASKO
ANCHOR YEAST
We targeted the industry's most successful suppliers because they could most
afford to assist us. At the same time, our approach addressed and defined
incremental business opportunity (business which would not otherwise be available
to them) rather than requests for money. These companies have invested and lost
far too much money in the marginalized community in recent years and there was
no reason to expect them to put up more money. We convinced top management
of the opportunity to create a significant new market for bread in the marginalized
communities, as partners for the future. We brought market credibility, a
distribution system and sound business management to the partnership. We
requested —and received —discounts on equipmentand raw materials deep enough
to penetrate to the level of true costs. We did not ask our partners to lose money
on us, but we requested that they not earn money on us either.
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Amy Biehl Foundation Trust 24
These partnerships enabled us to enter the baking business at approximately 50
percent of normal cost and to anticipate continuing operation at or near this
discounted cost.
For development of playing fields and recreational complexes we knew we would
require earth moving and grading services and nursery support. We created
working partnerships with ROSS DEMOLITION (Western Cape's largest earth
moving contractor) and STODEL'S NURSERIES. ROSS moves earth for us at a
fraction of normal costs and STODEL'S donates expertise, chemicals and supplies
and negotiates favorable supplier arrangements on seed, fertilizer and other key
materials. Through contacts at Princeton University, we were introduced to Mrs.
Geraldine Boone (Princeton, New Jersey), a woman with a desire to partner in the
development of playing fields in South Africa. Our relationship with Mrs. Boone has
already resulted in a gift valued at R122,000,00 for this purpose. in our Trust, Mrs.
Boone has a partner who can help her fulfill an otherwise unattainable dream.
Still other strategic partnerships have been created as a result of our visibility in the
news media and/or our ability to assist young scholars gain needed access to key
national leadership in the conduct of their research or to find a place to hang their
hats while working in Cape Town. Such situations have produced gifts of
R110,000,00 from Terry Murphy (whose Northwestern University daughter,
Ashleigh, spent time with us) and from the German Fuibright Alumni Association
(R11,360). Both partnerships are strategic in nature.
On a smaller scale —but very important —are the donations of goods or discounting
of supplies by numerous merchants and distributors to support various of our
grassroots programs. These arrangements —typically negotiated by Trust staff or
interns —involve everything from welding supplies to fabric. Occasionally, these
arrangements are one-time only, but —more typically —are renewable in nature.
In structuring partnerships, we generally apply the following guidelines:
• select targets capable of giving us the desired result without
hesitation or hardship;
• always go directly to top management with our request;
• present a thoroughly -researched rationale for the partnership
and a balanced partnership equation;
• discuss our ability to measure and evaluate results;
•
"Weaving a Barrier Against Violence"
Amy Biehl Foundation Trust
• offer visibility, if desired;
• document an implementation game plan.
Narrative Report
25
Amy Biehl's name and reputation have been invaluable in the success of this
process. We recognize that the value of Amy's name is finite and that we must yield
results while we are able. Nonetheless, while we are able, the results have been
tangible, important and highly -gratifying.
III. RESULTS REPORTING
Considerable time and effort was invested in project performance measurement
and evaluation. From the outset, we were clear about what we wanted measured
and how we intended to measure it. With most of our pilot programs we had clear
expectations of results and performance prior to launch.
The Trust retained Professor Johan Louw (UCT) to provide guidance and counsel
in results measuring and reporting. A recognized authority in the field, Professor
Louw provided a sounding board for our thinking and a source of strategies,
methodologies and approaches which we may have overlooked.
Once pilot projects were ready for launch, we recruited a team of Xhosa -speaking
graduate students in psychology, to serve as interns to the Trust for purposes of
project measurement and evaluation. Significant efforts were invested in
orientation, training and supervision of these interns. Professor Louw was
consulted frequently in an effort to strengthen and upgrade the quality of work
product.
In the end, we were forced to concede that the graduate students quite simply
lacked the preparation, reliability and work ethic we desired and that all efforts to
achieve a mid -course correction were falling short. We concluded that we —as
Trust leadership and staff —were closest to the pilot projects and their
performance. Consequently, the decision was made to cut our losses and to
terminate the graduate student interns. We were forced to acknowledge that the
quality distance between a UWC or UCT graduate student and a Princeton or
Northwestern University graduate student is vast.
Subsequently, all project performance evaluations were performed by a team of
Sheila Roquitte, Darrell Williams, Linda Biehl and Peter Biehl with counsel from
Professor Louw and contributions from Valerie Wilkinson, Solange Jacobs and from
various project implementation partners. Evaluations are knowledgeable and
thorough.
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Project results reporting is presented in the Exhibits section, entitled "Project
Reporting".
IV. STRATEGIES FOR SUSTAINABILITY
We have been excited by the challenges of developing strategies for sustainability
for the violence prevention programs which comprise our "WEAVING A BARRIER
AGAINST VIOLENCE" initiative, in cooperation with USAID-South Africa. And, we
believe we have been quite successful in creating and implementing strategies
which will sustain programs introduced in 1998.
Our theory for sustainability is to generate private enterprise support and/or public
agency sponsorship for each major program, depending on what is best for the
program and for the people served by the program. The bias is in favor of creating
private enterprise support in light of budget constraints and lack of financial
resources in most government or public agencies.
Intellectually, we strive for government adoption of practical, grassroots,
community -inspired program because we are convinced that violence prevention
and other social programs will be more successful if they "trickle up" than if they
are "pushed down".
As a practical matter, however, we recognize that South Africa's new democratic
government is short of money. Therefore, different economic engines must be
created to sustain good programs which are needed, but are beyond the means of
government at this time.
The occasional success in creating public agency sponsorship creates a nice
balance to the new models for private enterprise support.
Public Agency Sponsorship
We have been successful in development of working partnerships with the Ministry
of Education, Ministry of Health and Department of Social Services —all at the
Western Cape Provincial level.
The Ministry of Education and its Safer Schools program has been a willing —if
limited —partner. In the case of our employable skills training program for high
school youth at Buthisizwe Training Centre, the Ministry was unable even to provide
transportation for their youth in training to and from Buthisizwe and their schools
in Guguletu. This responsibility has fallen to the Trust.
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Amy Biehl Foundation Trust 27
However, the Ministry of Education is rich in public school buildings and adjacent
sports fields. Most public school buildings are not fully -utilized for educational
purposes and are seldom utilized for broader community purposes. So, whereas
the Ministry of Education has insufficient funds for transportation, it has very
significant "venue value" in its buildings and real property assets. We have learned
to make excellent use of school facilities for several of our programs, free -of -
charge.
The Ministry of Health represents a similar situation. No funds exist for various
programs it has requested of us and virtually every meeting opens with " ... now
you realize we have no money." However, Health does have four nursing colleges
in the Cape Town area which are being made available to us as venues for our
emergency first aid training program.
In the Department of Social Services, we found a public agency with some money
and with a desire to assume sponsorship of our after -school school at Intshunga
Primary in Guguletu. Social Services was actively seeking such an after -school
program and we had the only program successfully serving the community that
Department management could identify. Moreover, we have been encouraged to
facilitate the launch of more such schools, using the Intshinga model, and Social
Services will sponsor them, as well. Already, we have one such start-up school
forming around a group of youth known as the "Young Stars."
Public agency sponsorship of quality violence prevention programming is
attainable, as we have demonstrated with the Department of Social Services. But,
we have learned to capture "in -kind" sponsorship by public agencies with limited
funds access and to make effective use of it.
Private Enterprise Generation
There are reasonable corporate sponsorship opportunities available for violence
prevention programs. We already have a substantial commitment to our Care for
the Caregivers program from Sun Hotel Group. We will have no problem securing
corporate sponsorship of our Youth Reading Role Models program.
However, we find it is even more interesting to invest in new private enterprise
generation. The economic engine model represented by the Community Baking
Trust has been described elsewhere in this report. So, too, have the welding, block -
making and sewing micro business enterprises been described.
Another example of success in our strategy of new private enterprise generation
is the business start-up created by Victor West and Ivan Naidoo, the paramedics
who created and implemented our emergency first aid training program.
"Weaving a Barrier Against Violence" Narrative Report
Amy Biehl Foundation Trust 28
So successful has their program been and so strong is their commitment to
provision of no -cost training to members of the disadvantaged communities and
South Africa Police, that they have elected to start and develop a new business
enterprise for this purpose.
The new business will market for -profit first aid training and certification services
to the corporate community throughout the Western Cape. Corporate demand for
such training services is quite significant —much of it prescribed by law. For
example, all companies handling, bending or breaking sheet metal on metal rod are
required by law to provide their employees with emergency first aid training.
The business will allocate a significant portion of its income from corporate training
services to subsidizing its no -cost training for people in the disadvantaged
communities.
As founding shareholders, the Trust will lend its support and influence to
development of this exciting new business enterprise and to others like it. In so
doing, we can both sustain and expand an excellent program from its 1998 baseline
and create new wealth and employment at the same time.
This is the sustainability model we prefer because it generates new business
enterprise and new opportunity where none existed previously. At the same time
violence prevention programs are sustained, new employment and wealth creation
opportunities are generated.