21st Century Conservation serviCe Corps Full RepoRt

21st Century Conservation serviCe CorpsFull RepoRt

September 5, 2012

21CSC Full Report - Page 2

taBLe oF Contents

IntRoductIon letteR FRom chaIR 3

executIve SummaRy 4

call to actIon 11

mISSIon and GoalS 12

InnovatIve pRoject-BaSed appRoach 14

21cSc In opeRatIon 16

FundInG and otheR ReSouRceS 22

manaGement, SuppoRt and oveRSIGht 27

natIonwIde ImplementatIon and ScalInG 33

lISt oF commIttee memBeRS 39

appendIxA. 21CSC Principles 41B. AdditionalInformationonAccreditation 42C. ExamplesofDatatoCollect 59


September 5, 2012

SecretaryKenSalazarDepartmentoftheInterior1849CStreet,N.W.WashingtonDC20240

DearSecretarySalazar:

Itisagreathonorandprivilegetosubmittoyouthereportofthe21stCenturyConservationServiceCorps(21CSC)FederalAdvisoryCommittee.

WhenyoucharteredtheCommitteeinNovember2011youaskedtheCommitteetoproviderecommendationsonhowtocreatea21CSC.ThisfollowedthefirstrecommendationoftheAmerica’sGreatOutdoorsreport,whichwasto“catalyzetheestablishmentof a21CSC toengage youngAmericans inpublic lands andwaterrestoration.”TheCommitteeengagedinanintensivesixmonthprocesstosolicitinputfromtheAmericanpeopleandformulateaseriesofrecommenda-tionstoestablishthe21CSCasaboldnationalefforttoputthousandsofAmer-ica’s youngpeople and veterans towork protecting, restoring, and enhancingAmerica’sgreatoutdoors.

Ourcountryfacesamyriadofcriticalissues:unemploymentratesamongAmer-ica’syouthandreturningveteransstandatrecordhighs;manypubliclands,wa-ters,naturalresources,andculturalandhistorictreasuresneedmaintenanceandrestorationtofulfilltheirfullvalueasnaturalandculturalresourcesandasna-tionalrecreationassets;and,manyAmericans,particularlychildrenandyouth,aredisengagedanddisconnectedfromtheoutdoorsleadingtogrowingemotion-alandphysicalhealthissues.The21CSCisasolutiontotheseissuesandwillre-sultinservice,training,educationandemploymentopportunitiesforthousandsof youngAmericans and veterans, and significantwork accomplishments thatpreserve,protect,andpromoteAmerica’sgreatestnaturalandculturaltreasures.Mostimportant,the21CSCwillhelpdevelopagenerationofskilledworkers,edu-cated and active citizens, future leaders, and stewards of natural and culturalresources,communitiesandthenation.

Welookforwardtoworkingwithyouandyourcolleaguesandstafftoenacttheserecommendationsandestablish the21CSC. Onbehalfof themembersof the21CSC Federal Advisory Committee,we thank you for this opportunity to putforthrecommendationstoestablishsuchanimportantnationalinitiativeasthe21CSC.

Sincerely,

HarryBruellChair,21CSCFederalAdvisoryCommittee


eXeCutive suMMary

call to actIon

PresidentObama launched theAmerica’sGreatOutdoors (AGO) InitiativeonApril 16, 2010 to develop a 21st century conservation and recreation agenda.After51listeningsessionsandover105,000comments,theSecretariesofInteriorandAgriculture,CouncilonEnvironmentalQuality(CEQ)ChairandEnvironmentalProtectionAgency(EPA)AdministratordeliveredtheAGOReporttothePresidentonFebruary7,2011.TheReport’sfirstrecommendationisto“catalyzetheestab-lishmentofa21stCenturyConservationServiceCorps(21CSC)toengageyoungAmericansinpubliclandsandwaterrestoration.”Inlate2011SecretarySalazarestablishedaFederalAdvisoryCommittee(“Committee”)chargedwith“provid-ingrecommendationstotheAGOCouncilthroughtheSecretaryoftheInterioronhowtocreatea21CSC.”

ImmedIate actIonS

Establishthe21CSCbyOctober2012byengagingtheAGOCouncilagenciesinacoordinatedeffortto: 1. encourage natural resource management agencies to engage 21CSC pro-

gramstoaccomplishhighprioritywork;2. quickly identifyFY2012year-endcarryover fundswherepossible, FY2013

funds,andotherresourcestoseedandlaunchtheinitial21CSCimplementa-tion(bothoperationsandprojects);

3. includea21CSCpresentationintheFY2014budgetrequest;4. supportsimplifiedagreementmechanismsthatrecognizethe21CSC’smul-

tiplebenefits;5. supportanaccreditationprocess;and6. signaMemorandumofUnderstanding(MOU)assoonaspossibletoestablish

a21CSCNationalCouncil.

“The Department of the Interior emphasizes not only the importance of nature to youth but also the importance of youth to nature. We hope that Corps members not only find a job but also a connection to the Great Outdoors and a career in the emerging Clean Energy Economy.”

- US Secretary of the Interior, Ken Salazar,

February 2010


SummaRy oF Key RecommendatIonS

Recommendation 1: Establish the 21CSC and Operate it through Partnerships. Establisha21CSCandoperateitthroughpartnershipswithaccreditednon-profit,highereducation,local,state,tribalandfederalconservationcorps.Supportanaccreditationprocesstoensurethatpartnerswhooperate21CSCprogramshavesignificantexpertise,experienceandcapacitytooperatehighqualityprograms.

Recommendation 2: Employ an Innovative Funding Strategy. Supportthe21CSCprincipallywithproject-basedfundingfromexistingandnewpublicsourcesleveragedandsupportedbyprivatefunds.Raiseotherfundsandresourcesthroughabroadarrayofpublicandprivatesources.Streamline,coor-dinate,andcreateconsistencyamongtheapplicationandgrantingprocessesofcurrentandpotentialfederalfundingsourcesfor21CSC-affiliatedprograms.

Recommendation 3: Support the 21CSC to Promote Growth and Quality. ProvideforongoingmanagementandoversightbyestablishingapermanentNa-tional Council for the 21CSC alongwith a Federal Advisory Committee for the21CSC.Together,chargethesebodieswithbringingthe21CSCtoscale,demon-strating national impact, and promoting high-quality programs and participantexperiencesaswellaspathwaystocareers.

Recommendation 4: Rapidly Increase the Scale and Presence of 21CSC. Doublethecurrentnumberofconservationcorpsparticipantsandimplementatwo-phaseplanforgrowingthe21CSCto100,000participantsby2018.Also,as-sessgapsandtakestepstointensifythepresenceof21CSCtomatchtheneedsofyoungpeople,naturalresources,andcommunitiessoastodemonstrateandensurenationalimpact.

mISSIon and GoalS (aS Recommended By the commIttee)

Mission: The 21CSC is a bold national effort to put young Americans and veterans to work protecting, restoring and enhancing America’s great outdoors.

21CSCgoals:• PutAmericanstowork.The21CSCwillprovideservice, training,education

andemploymentopportunitiesforthousandsofyoungAmericansandveterans,includinglowincomeanddisadvantagedyouth.

• Preserve, protect, and promote America’s greatest gifts. The 21CSC willprotect, restoreandenhancepublicand tribal landsandwatersaswellasnatural,cultural,andhistoricalresourcesandtreasures.Withhigh-quality,cost-effectiveprojectwork,the21CSCwillalsoincreasepublicaccessandusewhilespurringeconomicdevelopmentandoutdoorrecreation.

• BuildAmerica’sfuture.ThroughservicetoAmerica,the21CSCwillhelpdevelopagenerationofskilledworkers,educatedandactivecitizens,futureleaders,andstewardsofnaturalandculturalresources,communitiesandthenation.


InnovatIve pRojectS-BaSed appRoach

The21CSCbuildsonthelegacyoftheCivilianConservationCorps(CCC)andtheotherfederalandnon-federalconservationcorpseffortsthatfollowed.Therearetwoimportantdistinctionsthatmakethe21CSCaprogramdesignedforthe21stcentury:

• Mostofthepreviousfederalgovernmenteffortswereoperateddirectlybythefederalagencies.TheCommitteerecommendsthatthe21CSCbeoperatedprimarilybynon-federalpartners.1

• The funding formostprevious federal governmenteffortswentdirectly totheprogramoperators.TheCommitteerecommends,asaprincipalbutnotexclusivestrategy,thatfundingforthe21CSCgotonaturalresourcemanagerswhowouldengage21CSCprogramstocompletespecificprojects.Theresultsof these partnershipswould includeboth project accomplishments andparticipantbenefits.

Thisunique21CSCapproachwouldallowlandandwatermanagementagenciestodirect21CSCprogramstothehighestneedprojects,capitalizeonthesignificantexisting infrastructureand30+yearsofhistoryof existing corps, reduce costs,andengagelocalcommunitiesthroughlocalpartnerships. TheCommitteerecommendsthatthe21CSCalsoexploreothertypesofinnovativeapproachesonthefederal,tribal,stateandlocallevel.

1 TheCommitteerecognizesthatsome21CSCprogramsmaycontinuetobefederally-runprograms,suchastheYCC,JobCorpsCivilianConservationCenters,andNCCC.


21cSc In opeRatIon

TheCommitteerecommendsthatthe21CSCoperatethroughpartnershipswithaccreditednon-profit,highereducationinstitution,local,state,tribalandfederalconservationcorps.TheCommitteeisdevelopingspecificaccreditationmodelsthatwouldservetodefine21CSCprogramsaswellaspromoteandensurehighquality.Thesemodelswouldincludeopportunitiesforexistingprogramstoexpandandnewprogramstoparticipate.

Amongmanyotherprogrammaticandoperational standards, theCommitteerecommendsthataccredited21CSCprograms:

• engage15-to-25-year-oldAmericans,includinglow-incomeanddisadvantagedyouth,aswellasveteransuptoage35,incompensatedworkandserviceincomprehensive,limitedtermprograms;

• completesignificantprojectsforthepublicbenefitwhileprovidingparticipantswithjobskills,training,educationandprofessionaldevelopment;and

• demonstratethehighestqualityprogram,fiscalandriskmanagementpractices.


FundInG and otheR ReSouRceS

TheCommitteerecommends,as theprincipal fundingstrategy, that landandwatermanagementagencieswithallocations forconservation, restorationandhistoric preservationprojects employ a project-based approach that engagesaccredited21CSCprograms.ThisapproachismodeledonasimilarstrategythattheNationalParkServicerecentlyinitiatedafteritfoundthatengagingcorpsresultsina56%2costsavings.Additionalfundingforthisapproachcouldcomefromprivatesourcesaswellasnewappropriationstolandandwatermanagementagenciesforhighpriorityprojectstobeaccomplishedbyaccredited21CSCprograms.

Otherfundingstrategieswould includeleveragingFederalWork-StudyProgramfunds at colleges anduniversities, increasing theCorporation forNational andCommunity Service’s (CNCS) support for21CSCprograms, givingpreference to21CSCprograms in grant-making agencies, and tapping into natural resourcerestorationormitigationfunds.TheCommitteealsorecommendsthatthe21CSCbuildpartnershipstoraiseprivatefundsandgenerateotherformsofsupportsuchasvolunteers, in-kindequipment,andpost-programopportunities forprogramgraduates(e.g.,scholarships,internships,mentors,jobs,etc.)

manaGement and oveRSIGht

TheCommitteerecommendsamanagementandoversightapproachfor21CSCthat recognizes thekeyenabling rolesof federal agencies, andprovides forsubstantial non-federal input and support. The management and oversightwouldinvolvetwomaincomponents:

TheNationalCouncilforthe21CSCwouldbeestablishedthroughanMOUsignedbytheSecretariesoftheInterior,Agriculture,andCommerce,aswellastheEPAAdministrator,CEQChair,CNCSCEOandAssistantSecretary fortheArmy(CivilWorks).ThecoremembershipoftheNationalCouncilwouldincludetheleadersofthedepartments,bureaus,andagenciesthatarecommittedtoandengagedin 21CSC implementation. Additional federal agencieswould serve as affiliatemembers.TheNationalCouncil,inclosecoordinationwiththeCommittee,willperformanumberofspecifictasksincluding:marshalingfundingandotherre-sources,ensuringhighqualityprograms,removingbarrierstosupporting21CSCprograms,supportingparticipantpathwaystocareers,facilitatingtechnicalassis-tance,developingandsupportingpartnerships,coordinatingmessaging,demon-stratingimpactandensuringnationalrepresentation.

TheFederalAdvisoryCommitteeforthe21CSCwilladvisetheNationalCouncilonthedevelopmentofthe21CSCandbecomprisedofrepresentativesfromawidevarietyof non-federal-government stakeholders and constituency groups. Thecommitteewouldhaveasubcommitteecomprisedofyouth.TheexistingCom-mitteewouldperformthefunctionsoftheFederalAdvisoryCommitteeforthe21CSCuntilsuchtimeasthatbodyisconstituted.

2 NationalParkServicepresentation,“UtilizingYouthProgramstoAccomplishCyclicMaintenanceatNationalParks.”July6,2011


ImplementatIon

TheCommittee recommends that the21CSC launch inOctober2012and thatthe21CSCsetatargetofdoublingthecurrentnumberofconservationcorpspar-ticipantsusingexistingpublicresourcesandnewleveragedresources,includingprivatefunds.Further,theCommitteerecommendsthattheNationalCouncil–inpartnershipwith landandwatermanagementagencies,otherrelevantdepart-mentsandagencies,andprivatesupporters– implementatwo-phaseplanforgrowingthe21CSCto100,000participantsperyearby2018.

TheCommitteerecommendsestablishingthe21CSCbyOctober2012byengag-ing theAGOCouncilagencies inacoordinatedeffort to: 1)encouragenaturalresourcemanagementagencies toengage21CSCprograms toaccomplishhighprioritywork;2)quickly identifyFY2012year-endcarryover fundswherepos-sible,FY2013 funds,andother resources toseedand launchthe initial21CSCimplementation(bothoperationsandprojects);3)includea21CSCpresentationin theFY14budget request;4) support simplifiedagreementmechanisms thatrecognizethe21CSC’smultiplebenefits;5)supportanaccreditationprocess;and6)signaMemorandumofUnderstanding(MOU)assoonaspossibletoestablisha21CSCNationalCouncil.TheCommitteeintendstocontinueworkingonsupport-ingtheseeffortsandmakingadditionalrecommendationsthatsupportbringingthe21CSCtoscale.

outcomeS

The21CSCwill result in service, training,educationandemploymentopportu-nitiesforthousandsofyoungAmericansandveterans,andsignificantworkac-complishments thatpreserve,protect,andpromoteAmerica’sgreatestnaturalandculturaltreasures.Mostimportant,the21CSCwillhelpdevelopagenerationofskilledworkers,educatedandactivecitizens,futureleaders,andstewardsofnaturalandculturalresources,communitiesandthenation!


california conservation corps members learn electrical skills that prepare them for professional careers.


CaLL to aCtion

PresidentObama launched theAmerica’sGreatOutdoors (AGO) InitiativeonApril 16, 2010 to develop a 21st century conservation and recreation agenda.After51listeningsessionsandover105,000comments,theSecretariesofInte-riorandAgriculture,CEQChairandEPAAdministratordeliveredtheAGOReporttothePresidentonFebruary7,2011. TheReport’sfirstrecommendationisto“catalyzetheestablishmentofa21stCenturyConservationServiceCorps(21CSC)toengageyoungAmericansinpubliclandsandwaterrestoration.”

TheAGOReportstressedthe importanceofeconomicopportunitiesrelatedtoprotectingandrestoringtheoutdoorsandstatedthat“Intheseeconomicallychal-lengingtimes,increasingopportunitiesfortrainingandemploymentinAmerica’sGreatOutdoorscanputpeoplebacktoworkandproducelastingbenefits.Theseopportunities can strengthen local and regionaleconomies, improve individualhealthandwelfare,andbuilda lastingstewardshipethicamong theAmericanpeople.”Inlate2011SecretarySalazarestablishedaFederalAdvisoryCommitteechargedwith“providingrecommendationstotheAGOCouncilthroughtheSec-retaryoftheInterioronhowtocreatea21CSC.”

TheCommitteemet fourtimesbetweenFebruaryand June2012and reachedconsensusonabroadarrayofrecommendationstoestablisha21CSC.Thisfullreportincludestheserecommendationsaswellasmoredetailedinformationintheappendicesonaccreditationanddatacollection.

Historically,thedeepconnectionAmericanshavefelttothelandhasledmanytovolunteerinsupportof“friendsof”groups,landconservationtrusts,trailclubs,andotherrelatedgrassrootsorganizations.ThesevolunteereffortshavehelpedclosethewideninggapbetweentheworkloaddemandsofcaringforAmerica’slands andwaters and diminishing resources formaintenance, operations, andprotectionofpublicandtriballandsandwaters.TheCommitteerecognizestheimportanceofthesevolunteereffortsinthestewardshipofourpublicandtriballandsandwaters.

The21CSCfillsauniquenichebyprovidingopportunitiesforyoungpeopleandveteranstomakeasignificant,intensive,relativelyshort-termcontributiontoac-complishinghighpriorityprojectsthroughcompensatedworkwhileatthesametimereceivingtheprofessionalandpersonaldevelopmentandtrainingtomoveinto stewardship careers andbecome lifelong supporters of our nation’s natu-ralandculturaltreasures.The21CSCrepresentsasignificantresourcebothforcompletinghighpriorityprojectsandforhelpingpromoteanewgenerationofactivecitizenconservationists,especiallyamongunderrepresentedcommunities.Projectssuchaspreventingwildfiresbyreducingfuelloadaccumulationsarejustoneexampleofworkloadofthehighestpriorityandofascalethatexceedscur-rentworkforce.

“The team members have rebuilt trails and bridges, installed erosion-control features, restored habitat for the imperiled Houston toad, cut down dangerous trees and limbs that posed safety hazards for visitors and engaged in a mult itude of difficult but necessary tasks needed to put the park back on solid footing. In short, theyhave undoubtedly made their predecessors from the old CCC companies 1805 and 1811 mighty proud.”

- Carter Smith, Texas Parks and Wildlife Director


The Committee anticipates that the 21CSCwill result in employment, service,training,andeducationopportunitiesforthousandsofyoungAmericansandvet-erans,andsignificantworkaccomplishmentsthatpreserve,protect,andpromoteAmerica’sgreatestnaturalandculturaltreasures.Mostimportant,the21CSCwillhelpdevelopagenerationofskilledworkers,educatedandactivecitizens,futureleaders,andstewardsofnaturalandculturalresources,communitiesandthenation!

Mission anD GoaLs

The21CSCisaboldnationalefforttoputAmerica’syouthandveteranstoworkprotecting,restoringandenhancingAmerica’sgreatoutdoors.

The21CSCaddressesthefollowingnationalneeds:

• UnemploymentratesamongAmerica’syouthandreturningveteransstandatrecordhighs,whileat thesametimeU.S.employerscannotfill criticaljobs for lackof a skilledworkforce. The21CSCwill provide serviceandemployment opportunities formore than 100,000 young Americans andveteransperyear,withafocusonthedemographicswiththehighestunem-ploymentrates.

Unemploymentratesforyoungpeoplebetweentheagesof16and24arethehighest they have been inmore than 60 years. At the peak of Summer 2011,just25percentofteenswereemployedandonly14percentofAfrican-Americanteensand20percentofLatinoteenshadjobs.3Inaddition,morethan30percentofyoungreturningveteransareunabletofindwork.4 Atthesametime,upto40percentofemployerssaytheycannotfindworkerswiththenecessaryskills.5 Thishasseriousimplicationsforthefutureofourworkforceandthehealthofoureconomy.

• Manypubliclands,waters,naturalresources,andculturalandhistorictrea-sures needmaintenanceand restoration to fulfill their full valueasnaturalandculturalresourcesandasnationalrecreationassets.Insufficientresourc-esexisttocarefortheseresourcesoverthe longterm, impedingeconomicgrowthinmanyruralandurbancommunities. 21CSCwillprovideanex-cellentandcost-effectiveopportunitytoaccelerateprogressinprovidingqualityexperiencestocitizens,supportingtheeconomyandbymaintainingournaturalassetsandtreasures.

Outdoorrecreation,suchashunting,fishing,hikingandcamping,contributesanestimated$730billionannuallytotheU.S.economyandsupportsmorethan6.5millionjobs. Urbangreenspacessupporthealthylifestyles,theurbanenviron-mentandeconomicgrowthincitiesandsuburbsacrossthecountry.However,pollution,wildfires,naturaldisasters,erosionandinvasivespeciesdegradepubliclands,spaces,andwatersandlimitaccesstoopportunitiesforoutdoorrecreation.Meanwhile,federallandmanagementagenciesreportanaggregateofmorethan$75billion inbackloggedmaintenanceprojects.Stateand localagenciescouldaddbillionsmoretothistotal.Restoringandprotectingnaturalandnationalre-sourceswillenhancetheenjoymentandprosperityoffuturegenerations.3 BureauofLaborStatistics,Sept20114 BureauofLaborStatistics,March20125 ManpowerGroup,Jan2012


• ManyAmericans,particularly childrenandyouth,needactiveengagementwiththeoutdoors.TwoprimaryobjectivesofthePresident’sAmerica’sGreatOutdoors Initiative are to: reconnect Americans, especially children, toAmerica’sriversandwaterways,landscapesofnationalsignificance,ranches,farmsandforests,andparks;andtoadvancejobandvolunteeropportunitiesrelatedtoconservationandoutdoorrecreation. The21CSCwillputyoungpeopleandveteranstoworkconservingandprotectingnaturalresourcesandimprovingrecreationalexperiences. Intheprocess,participantswill learnandshare the importance of conservation and natural resource stewardship intheircommunities.

Busylivesandlimitedaccesstoclean,safe,openspacesdiscouragemanyAmeri-cans fromtakingpart inoutdooractivities,especially thenearly80percentofAmericanswholiveinornearcities.ThedisconnectbetweenAmericansandtheoutdoors isgreatestamongstchildren,whonowspendonlyhalfasmuchtimeoutsideastheirparentsdid,andinsteadspendanaverageofsevenhoursadayinterfacedwithelectronicdevices.The21CSCwillhelpbuildanewgenerationofoutdoorenthusiasts,naturalandcultural resourcesprofessionals,andcommu-nityandnationalstewards.

the 21cSc wIll StRIve to achIeve the FollowInG GoalS:

Put Americans to work.The21CSCwillprovideservice,training,educationandemploymentopportunitiesforthousandsofyoungAmericansandveterans,includinglowincomeanddisadvantagedyouth.

The21CSCwillengageyoungpeopleandveteransfromallpartsofthecountryinenhancingandimprovingpubliclandsandwatersintheirownregions,triballands,states,territories,andlocalcommunities.The21CSCwillstrivetorepre-sentthegreatdiversityoftoday’sAmericanyouthandveterans–ethnic,socio-economic,demographic,etc.Itwillensurethateligibleyoungpeopleandveter-ansfromallbackgroundsandallstates,triballands,andterritoriesoftheUnitedStatesmayapplytoparticipateinthe21CSC.

Preserve, protect, and promote America’s greatest gifts. The21CSCwillprotect,restoreandenhancepublicandtriballandsandwatersaswellasnatural,cultural,andhistoricalresourcesandtreasures.Byproducinghigh-quality,cost-effectiveprojectwork,the21CSCwillalsoincreasepublicaccessandusewhilespurringeco-nomicdevelopmentandoutdoorrecreation.

• The21CSCwillensurethattheactivitiesandexpertiseofthe21CSCanditsaccredited programs should be accessible to public, non-profit, and tribalagenciesresponsibleforthestewardshipofpublicandtribal landsandwa-ters(andprivatelandsandwaterswherethereisapublicbenefit)locatedinall50states,triballands,andterritoriesoftheUnitedStates(theDistrictofColumbia,PuertoRico,U.S.VirginIslands,Guam,AmericanSamoaandtheCommonwealthoftheNorthernMarianaIslands).

Build America’s future. ThroughservicetoAmerica,the21CSCwillhelpdevelopagenerationofskilledworkers,educatedandactivecitizens,futureleaders,andstewardsofnaturalandculturalresources,communitiesandthenation.

“The experience will change the way people see our world and the need to protect the environment. Just like the original conserva-tion corps. Work-ing within nature builds stronger people in both en-vironmental stew-ardship and their relationships with themselves and the community around them.”

- Southwest Conservation Corps Alum


innovative, proJeCt-BaseD approaCH

The21CSCbuildsonthelegacyoftheCivilianConservationCorpsandtheotherfederalandnon-federalconservationcorpseffortsthatfollowed.Therearetwoimportantdistinctionsthatmakethe21CSCaprogramdesignedforthe21stcen-tury:

• Mostofthepreviousfederalgovernmenteffortswereoperateddirectlybythefederalagencies.TheCommitteerecommendsthatthe21CSCbeoper-atedprimarilybynon-federalpartners.6

• The funding formostprevious federal governmenteffortswentdirectly totheprogramoperators.TheCommitteerecommends,asaprincipalbutnotexclusivestrategy,thatfundingforthe21CSCgotonaturalresourcemanag-erswhowouldengage21CSCprogramstocompletespecificprojects. Thenaturalresourcemanagerswouldidentifytheprojectswhiletheprogramop-eratorswouldengageandmobilizeparticipantsandcompletethework.Theresultsofthesepartnerships would includebothprojectaccomplishmentsandparticipantbenefits.

This unique 21CSC approach would allow land and watermanagement agen-ciestodirect21CSCprogramstothehighestneedprojects,capitalizeonthesig-nificantexistinginfrastructureand30+yearsofhistoryofexistingcorps,reducecosts,andengagelocalcommunitiesthroughlocalpartnerships.TheCommitteerecommendsthatthe21CSCalsoexploreothertypesofinnovativeapproachesonthefederal,tribal,stateandlocallevel.

6 TheCommitteerecognizesthatsome21CSCprogramsmaycontinuetobefederally-run(e.g.,theYouthConservationCorps,JobCorpsCivilianConservationCenters,andNationalCivilianCommunityCorps).

ccc leGacy

the civilian conservation corps (ccc) employed six million young men between 1933 and 1942 who planted nearly three billion trees and constructed more than 800 parks. Subsequent federal efforts built on the ccc model include peace corps (1961), job corps (1964), youth conservation corps (1971), young adult conservation corps (1977), and americorps (1994). In addition, numerous state and non-profit groups launched similar efforts beginning with Student conservation association in 1957 and followed by the california conservation corps in 1976.


la conservation corps member leads community volunteers in 9/11 national day of Service events.


21CsC in operation “BootS on the GRound, wadeRS In the wateR”

TheCommitteerecommendsthatthe21CSCoperatethroughpartnershipswithaccreditednon-profits,highereducationinstitutions,andlocal,state,tribalandfederalconservationcorps.

Recommendation 1: Establish the 21CSC and Operate it through Partnerships. Establisha21CSCandoperateitthroughpartnershipswithaccreditednon-profit,highereducation,local,state,tribalandfederalconservationcorps.Supportanaccreditationprocesstoensurethatpartnerswhooperate21CSCprogramshavesignificantexpertise,experienceandcapacitytooperatehighqualityprograms

Morethan100conservationcorpsprogramscurrentlyoperateinall50USstates,withawidelyvaryingconcentrationofeffort. Intotal,theseprogramsengageapproximately20,000youngpeopleperyearinconservationprojects,withsome15,000engagedinprojectsonfederallandsandwaters.Theduration,sponsor-ship,andexperientialnatureofconservationserviceprogramsvaryconsiderablyaswell–strengthsofthecurrentnetwork.21CSCrepresentsanopportunitytoleveragetheexperienceanddemonstratedcompetenceofexistingcorps,andtospreadcorpsactivitywhereadditionalneedsexist.


Eachcorpsprogramhasaspecificprogrammodelandparticipantpathwaythat,whileadheringtoabroadstandardcorpsmodel,istailoredtomeetthespecificneedsoftheparticipantsandcommunitiesserved.AnexampleoftheCaliforniaConservationCorps’crew-basedpathwayisbelow:

Inadditiontotheworkcrews,somemodelsplaceindividualparticipantsatpart-nerorganizations,typicallypublicortriballandorwatermanagementagencies.

Recentinnovativemodelsincludesmallteamsofuniversitystudentswhoservefull-timeinthesummerandpart-timeintheacademicyear.Overall,the21CSCismeanttoengageyoungpeopleandveteransinavarietyofdifferentprogramtypeswhileconsistentlyensuringadualbenefitofgettingimportantserviceworkaccomplishedwhileprovidingprofessionalandlifeskillsdevelopment,workexpe-rienceandtrainingforparticipants.

California Conservation Corps PathwaysRecruits

Potentialdrop-outs Unemployed

High school graduates

Foster youth

Other corps

Diversion

Interest, Eligibility & Selection

Enroll in statewide charter school or

community colleges

Crew placement

Work readiness training & evaluation

Leadership training

Support services

Credits toward high school diploma

and/or community college certificates

Charter high schoolAdult basic education

Community colleges

Project sponsors, e.g.- U.S. Forest Service- National Parks Service- Dept. of Parks & Recreation- Utility companies-Bureau of Land Mgt. -Cities and Counties-State resource departments-Community Based Organizations

Vocational Training

Higher Education

Green jobs

Academic, Vocational & Life skills post-assessment

Placement into residential and non-residential programs

Alternative pathways

Dropouts Academic, Vocational &

Life Skill Assessment

Life & job skills training

Pre/Apprenticeships

JobsEDUCATION TRAINING & SUPPORT

PUBLIC SERVICE WORK PROJECTS

POST-CORPS TRANSITION

RECRUITMENT

INITIAL ORIENTATION ASSESSMENT & TRAININGENROLLMENT

COMMUNITY & ENVIRONMENTAL

BENEFITS

Restoring lands & waters, Energy conservation, Disaster response

Civic development

CBOs

WIBs

a Second chance

the corps network reports that many corpsmembers come to the corps looking for a second chance to succeed in life. “Guided by adult leaders, who serve as mentors and role models as well as technical trainers and supervisors, crews of 8-12 corpsmembers carry out a wide range of conservation, urban infrastructure improvement and human service projects. In return for their efforts to restore and strengthen their communities, most corpsmembers receive: 1) a living allowance; 2) training to improve basic competencies and, in some programs, to secure a Ged or high school diploma; 3) experiential and environmental service-learning based education; 4) generic and technical skills training; 5) a wide range of supportive services; and 6) in many cases, an americorps post-service educational award.”


21cSc: ShapInG lIveS and landS

on the way to a favorite destination, if you should come across a crew of young americans working hard rebuilding the trail, you would have wit-nessed first-hand the essence of the 21CSC. You might come across such a crew in the Rocky mountains rebuilding the continental divide trail, restor-ing salmon habitat in a rain-swollen tributary of the Pacific, thinning brush and trees in the mountains ringing los angeles to prevent a catastrophic wildfire from destroying a nearby residential area, building a fitness course in a recently restored streamside community park, or responding to a flood or wildland fire emergency. From their hard hats to their boots and the packs on their backs this crew is obviously designed to work outdoors. the worn work gloves and coating of dirt is clear evidence that this crew’s experience shares much more in common with past generations of americans than with the virtual realities of their own. those fortunate enough to get to know this crew would learn it is composed of young women and men from urban metropo-lises and small towns, from all racial, economic, and educational backgrounds. For many this is their first job and their first experience earning a day’s wages for a day’s work. Some are veterans recently returned from the middle east gaining the skills to transition into a good resource management job. the crew describes the bridges they’ve built, the retaining walls that now hold back an unstable slope, the stream habitat assessment they completed in partnership with a sportfishing group, and the rainwater capture system they installed to irrigate a city park and save water and money. they take great pride in being of service, producing something of lasting value and utility and of the skills they learned under the leadership and expertise of their crew supervisor and other professionals. though the work is hard, they are thankful for the opportunity; their ascendance into the workforce, always a difficult transition, made much more so by the lack of jobs in this economy. those familiar with the depression-era civilian conservation corps might have heard similar stories from for-mer corps members now over 90 years old; stories of a corps job at a time in life when it was most needed and one that shaped a lifetime. unlike the federally-run ccc of the 30’s, this crew is part of a local conservation corps that receives federal, other public, and private support. located throughout the country, these corps meet common quality assur-ance accreditation standards but provide a wide variety of work, training, and educational experiences designed to move a broad diversity of young people toward their goals and into the workforce and continuing education. part new, part as timeless as the great outdoors, this is the essence of the 21cSc.


enSuRInG QualIty thRouGh accRedItatIon

TheCommitteerecommendsinstitutinganaccreditationprocessfor21CSCpro-grams inorderto:1)define21CSCprograms;and2)promoteandensurehighquality.Theaccreditationprocessshouldbeinclusivewithopportunitiesfornewprogramstoemergeandparticipate.

Supporting Recommendation 1.1: Accreditation. TheNational Council shouldadoptandimplementanaccreditationprocesstodefineandpromotehighqual-ityof21CSCprogramsusingthestandardsandprocessdescribedinthisreport.

Amongmanyotherprogrammaticandoperationalstandards,theCommitteerec-ommendsthataccredited21CSCprograms:

• engage 15-to-25-year-old Americans, including low-income and disadvan-tagedyouthaswellasveteransuptoage35,incompensatedworkandser-viceincomprehensiveprogramsrangingfrom140to3,500hoursinduration;

• complete significantprojects for thepublic benefitwhileprovidingpartici-pantswithjobskills,training,educationandprofessionaldevelopment;and

• demonstratethehighestqualityprogram,fiscalandriskmanagementprac-tices.

[SeethechartandadditionalinformationinAppendixBfordetailedinformationabouttheaccreditationstandards.]

Anaccreditationprocessfor21CSCshouldincorporatetherecommendedaccred-itationstandardsandadheretothefollowingguidingprinciples:1. TheAccreditationProcessisspecifictothe21CSCprogramandistransparent

andobjective.2. Programqualityisthefocus.3. Theexperienceanddevelopmentofparticipantsisacriticalandcorecompo-

nentofprogramquality.4. Highstandardsofprojectmanagementarerequiredincludingsafety,training

andexperiencewithtypeofprojectperformed.5. Theprocessisinclusiveandopentoanyserviceandconservationcorpspro-

gramsthatareinterestedinpursuingaccreditation(highereducation,private,local,stateandfederalgovernment).

6. Neworganizationsareencouragedandsupported.


TheCommitteerecommendsthatacomprehensiveaccreditationprocessfollowathreephasedapproach.

PHASE1(October–December2012)

Expeditetheaccreditationprocessbyconductingapreliminaryorpartialaccredi-tationduringthis initialphase.Identifyamemberagencyorindependentpart-nertomanagethepreliminaryaccreditationprocess.AGOCouncilparticipatingagencies should enter into aMemorandumofUnderstandingwhich stipulatesthatallagenciesrecognizeandhonorprovisionalortemporaryaccreditationsta-tusgranted.

TheNationalCouncil (or theAGOCouncil if theNationalCouncilhasnotbeenorganized),inconsultationwiththeAdvisoryCommittee,shouldadopttheneces-saryaccreditationstandardsfor21CSCprogramstobeusedonaprovisionalortemporarybasisbytheidentifiedagencyorpartnermanagingaccreditation.The21CSCPrinciples(AppendixA)shouldserveasthestandardsforaprovisionalortemporaryaccreditation.

PHASE2(CalendarYear2013,dependingonwhentheNationalCouncilisestablished)

The21CSCNationalCouncilshouldissueaRequestforProposals(RFP)foranin-dependentorganizationtooperatetheaccreditationprocess.Theselectedentitywill administer the accreditation anddata reporting for participatingorganiza-tions. TheMOUamongtheAGOCouncilparticipatingagenciesshouldprovidethattheparticipatingagenciesrecognizeandhonorthefullaccreditationstatusgrantedbytheindependentorganization.

The identified agency or partner that is temporarily managing accreditationshoulddevelopaprovisionalortemporaryaccreditationprocessfornew,emerg-ing,ornon-traditionalprograms.TheCommitteewillproviderecommendationson thecriteria for thisnewaccreditationprocessandprovide to the identifiedagencyand21CSCNationalCouncil(ortheAGOCouncil iftheNationalCouncilhasnotbeenorganized)byOctober1,2012.AGOCouncilparticipatingagenciesshouldenterintoaMemorandumofUnderstandingwhichstipulatesthatthepar-ticipatingagenciesrecognizeandhonorthisprovisional/temporaryaccreditationstatusgrantedbytheidentifiedagencyorpartner.

PHASE3(Startsoncetheindependentaccreditationorganizationcommencesoperations)

All organizations that received provisional or temporary accreditationmust gothroughthefullaccreditationprocessestablishedbythe21CSCNationalCoun-cil,andwillthenmoveontoathree-yearreviewandrenewalcycle.The21CSCaccreditation criteria listed in this document (AppendixB) should serveas thestandardsforfullaccreditation.Anycorpsprogramthatreceivedprovisionalortemporaryaccreditationwillhave12monthstomeetthefullaccreditationstan-dards.TheMOUamongtheAGOCouncilparticipatingagenciesalsoshouldpro-vide that the participating agencies recognize andhonor the full accreditationstatusgrantedbytheindependentorganization.


members of the mile high youth corps help maintain public land infrastructure, ensuring safety and accessiblity for all.


FunDinG anD otHer resourCes

TheCommitteerecommendsthatproject-basedfundingfromexistingandnewpublicsources,leveragedandsupportedbyprivatefundsandnon-financialpart-nerships,constitutetheprincipalsourcesofsupportforthe21CSC.Thisrecom-mendedapproachbuildsupontheexampleprovidedbytheNationalParkSer-vice’srecentreviewofthesignificantpotential,andpotential56%costsavings,ofutilizingcorpstocompletecyclicmaintenanceprojects.7

TheCommitteeestimatesthattherearecurrentlyapproximately20,000partici-pantseachyearservingonpubliclands(15,000ofwhomserveonfederalpubliclands),supportedbyapproximately$60MfromtheDepartmentsofAgricultureandInteriorandsupplementedbysignificantadditionalfederal,state,localandprivateresources.Significantlyincreasingthesenumberswillrequirerampingupsupportfromfederalagencieswithsubstantialexperiencehostingcorps–initiallyfromexistingfunds--andenlistingarangeofadditionalfederalresourcemanage-mentandgrant-makingagenciesaswell. Itshould includenewappropriationstolandandwatermanagementagenciesforhighpriorityprojectstobeaccom-plishedbyaccredited21CSCprograms.

AdditionalstrategiesincludeleveragingFederalWork-StudyProgramfundsatcol-legesanduniversities, increasing theCorporation forNational andCommunityService (CNCS)’s support for 21CSC programs, giving preference to 21CSC pro-gramsinfederalgrant-makingagencies,andtappingintocompensatoryrestora-tionormitigationfunds.Forthisproject-basedapproachtobeoptimallyefficientandeffectiveatthefederallevel,federalpartnerswillalsoneedtostreamlineandcoordinatetheapplicationandgrantingprocessesoftheirdivisions,offices,andbureausthatsupport21CSCprograms.

TheCommitteealsorecommendsthatthe21CSCbuildpartnershipstoraisepri-vatefundsandgenerateotherformsofsupportsuchasvolunteers,in-kindequip-ment,andpost-programopportunitiesforprogramgraduates(e.g.,scholarships,internships,mentors, jobs, etc.) In addition to leveraging and support roles,privatefundingwillproveusefulforfunctionssuchashelpinglaunchnewcorpswhereneeded;expandingcorpsandyouthleadershipopportunitiesinhighneedareassuchasurbanAmerica,triballands,largelandscapes,andcoastalareasandwaters;andsupportinghigh-profilesignatureandlocalprojects.

Recommendation 2: Employ an Innovative Funding Strategy. Supportthe21CSCprincipallywithproject-basedfundingfromexistingandnewpublicsourcesleveragedandsupportedbyprivatefunds.Raiseotherfundsandresourcesthroughabroadarrayofpublicandprivatesources.Streamline,coor-dinate,andcreateconsistencyamongtheapplicationandgrantingprocessesofcurrentandpotentialfederalfundingsourcesfor21CSC-affiliatedprograms.

7 NationalParkServicepresentation,“UtilizingYouthProgramstoAccomplishCyclicMain-tenanceatNationalParks.”July6,2011


Supporting Recommendations: private partners

Supporting Recommendation 2.1: Establish Partnerships for Non-Federal Sup-port. TheNational Council and Advisory Committee, in collaborationwith thePartnershipforAmerica’sGreatOutdoors,shouldbuildpartnershipswitharangeofstakeholdersfromtheprivate,philanthropic,andhighereducationsectorstoraisenon-federalfunds, leverageinvestment,andgenerateotherformsofsup-portsuchasvolunteers,in-kindequipment,collegecredit,andpost-programop-portunitiesforprogramgraduates(e.g.,scholarships,internships,mentors,jobs).

Someprivate fundraisingefforts shouldgo towardcreatingaYouth InnovationFundtosupport21CSCprogramsandprojects,incooperationwiththefourCon-gressionally-charteredfoundationsasfeasible.

Supporting Recommendation 2.2: DevelopStrategicNationalandRegionalPart-nerships. TheNationalCouncil,AdvisoryCommittee,andothernationalpart-nersshouldseekoutnationalandregional levelpartnershipsthatcansupport,enhanceandgrowthe21CSC.

Examplescouldinclude:• Partnerships with employers who agree to support the transition of

21CSCgraduatestoemployment.• Partnershipswithpost-secondary institutions that agree toprovide col-

legecreditand/orscholarshipsfor21CSCparticipants.• Partnerships with national corporations, associations, foundations, media

andotherswhoagreetoprovidesupport(funding,gear/tools/uniforms,in-kind)tosupport21CSCprogramsandoperations.

Supporting Recommendations: multiple Federal agency partners

Supporting Recommendation 2.3: Initiate Budget and Legislative Actions. TheAGOCouncil, inconsultationwiththeAdvisoryCommittee,shouldinitiatebud-getandlegislativerecommendationstoincorporateimplementationofthe21CSCwithinexistingpriorityperformancegoals,andincludea21CSCpresentationintheAdministration’sFY2014andFY2015budgetrequestsbasedonthe initialgoalofdoublingthescaleofparticipation.Inaddition,thebudgetfortheagencythatwillhousethe21CSCNationalCouncilshouldprovideforstaffingandopera-tionsofthe21CSCNationalCouncil. TheAGOCouncilshouldrecommendthatOMBrequesttheparticipatingagenciestodevelopacross-cutbudgetforFY2014andFY2015for21CSC.

Supporting Recommendation 2.4:Conduct21CSCOpportunityReviewandIm-plementPartnershipGrowthStrategies–FederalResourceManagementAgen-cies.TheSecretariesofInterior,Agriculture,Commerce,andArmyshouldreviewexistingbudgets,programs,projectprofiles,andpolicies to identifyopportuni-tiesforcreatingorexpandingpartnershipswith21CSCprograms,andshouldes-tablish and implementpartnership growth strategieswhere feasible. Such re-viewsshouldalsoidentify,andfacilitatewherepossible,programmaticandpolicychangesthatwouldcontributetomeeting21CSCgoals.


For the Departments of the Interior and Agriculture, this will include reviewsandpartnershipgrowthstrategieswithinbureausandofficesthatprovidestateandlocalfundingortechnicalassistance,andofabroadersuiteofprogramstoinclude Pitman-Robertson, Dingell-Johnson, Wallop-Breaux, LWCF, UPARR, theNorthAmericanWetlandsAct,andothergrantprograms.

Supporting Recommendation 2.5:AdoptaConsistentApproachandAgreementStructure.Federalagenciesshouldeliminateproceduralandinstitutionalbarriersbyestablishingaconsistentandefficientapproachtocreatingagreementsandpartnershipsbetweenandamongagenciesand21CSCprograms.Federalagen-ciesshouldalsoemployanagreementstructure thatvaluesandexpresses thepublicpurposeserved,thesubstantialinvolvedroleofthefederalpartneragency,andthevalueoftheresultingyouthdevelopment.

Theexperienceofexistingcorpsisthatoperatingundercooperativeagreements,ratherthancontracts,isaneffectiveandcost-efficientbusinesspracticeinimple-mentingyouthprojects.

Supporting Recommendation 2.6:CooperativeAgreements.Totheextentprac-ticable,therelevantDepartmentsshouldimplementyouthprojectsthroughfed-eral financial assistance procedures, participating agreements, or cooperativeagreements rather than through contracts and theFederalAcquisitionRegula-tions.TheseprojectsshouldbeadministeredwheneverpossiblethroughFederalFinancialAssistanceOfficerstotakeadvantageoftheirexpertise.

BureausoftheDepartmentoftheInteriorusevariousapproachestoimplementyouthprogramsthatcancreateconfusionformanagers,especiallyintheuseofcooperativeagreements,andresultinsomeagencystaffconcludingthatworkingwithacorpsisjustnotworththeeffort.

Supporting Recommendation 2.6.1:DevelopaDOI-WideAgreementTemplate.The Department of Interior should consider developing a Department-wideagreement and provide agreement templates to theBureaus to achievemoreconsistency,forthepurposesofdevelopingandimplementingthe21CSC.

Someagencypersonnelviewtheircurrentuseofcorpsasexclusivelyafee-for-service arrangementwith theonly endproduct being thework accomplished.Eventhoughtherearetimeswhenitisappropriatetoaccomplishyouthprojectsthroughcompetitivebiddingprocesses, theunfortunateresulthasbeena ten-dencytoviewcorpsandotheryouth-servingconservationorganizationsascon-tractorsandvendorsratherthanaspartnersworkingtogetherforasharedgoal.Therefore,theremustbemorecriteriaformakingawardsthanwhichgrouphasthelowestbidbecausetheresulthastoooftenbeeneitheralowqualityworkproduct,oraninferioryouthexperience.Theabilitytoperformqualityworkwhileprovidingsuperiorparticipantexperiencesshouldbethedeterminingcriteria.

“This was a great ex-perience to show lo-cal high school stu-dents the benefit to giving back to their community through stewardship and trails projects.”

- Peter Brown, Gallatin Valley

Land Trust, MT


Supporting Recommendation 2.7: Institute and Consistently Apply ExpansiveProjectRatingReviewFactors. EachrelevantDepartmentshouldacknowledge,throughitsagreementprocess,thatthepurposeofyouthconservationserviceisaboutmorethantheworkalone.Whendeterminingwhethertoengagewith21CSCaccreditedyouthorganizationstoperformprioritizedprojects,theDepart-ments should includeproject rating“review factors” that take intoaccount, inadditiontoprice,factorssuchasayouthorganization’srelevantexperienceandexpertise,overallcapacity,anddemonstratedyouthoutcomes.

Supporting Recommendation 2.8:Conduct21CSCOpportunityReviews–FederalGrantmakingAgencies.TheSecretariesofLabor,Transportation,andHousingandUrbanDevelopment,andtheEPAAdministratorshouldreviewexistingprograms,projects,andpoliciestoidentifyandimplementopportunitiestoinclude21CSCpreferenceandprioritieslanguage(e.g.,TransportationEnhancements,Commu-nityDevelopmentBlockGrants,andCleanWaterActSection319grants).

Notallfederalagencieshavethelegalauthoritytotransferfundstocorpsortheabilitytotransferfundstootheragencies.

Supporting Recommendation 2.9:BroadenFundTransferAuthority.Tofacilitateimplementation of 21CSC across all participating agencies, the Advisory Com-mitteeurgesgivingauthority– likelyvia legislation--tothosefederalagencieswithoutittotransferfundsamongfederalagenciesandtoanon-federalentity,competitivelyornon-competitively,usingacooperativeagreement.

Supporting Recommendation 2.10: LinkNaturalResourceRestorationandMit-igation to 21CSCPrograms. The relevant Secretaries and theAttorneyGeneralof theUnited States should systematically reviewandpursueopportunities toencouragepartnershipswith21CSCprogramswhencompleting restoration re-quiredunderlawtocompensateormitigateforlossestonaturalresources.

Supporting Recommendation 2.11: Promote YCC/Non-profit Partnerships. TheSecretaries of Interior and Agriculture should clarify that land- and resource-managingagenciescanworkinpartnershipwithnon-federal21CSCprogramstomanageoroperateYouthConservationCorps(YCC)activityandencouragethemtodoso,whereappropriate.

Many existing corps have difficulties raising the 25%match required bymostAgreements.Thisissuecouldbeexacerbatedwithanincreaseinfederalsupportfor21CSCprogramsthatrequiresprogramstoraisemorematch.

Supporting Recommendation 2.12: Clarify Match Requirements. The Depart-mentsshouldbroadentherecognitionofthemanysourcesof in-kindmatchesincludingthevalueofthevolunteercontribution.

woRKInG toGetheR

the Great lakes Restoration Initiative (GlRI) constitutes an example of how fund transfer authority helps implement multi-agency initiatives. GlRI’s enabling legislation authorizes the epa administrator to transfer up to $300,000,000 of funds appropriated for GlRI to the head of any Federal department or agency, with the concurrenceof such head, to carry out activities for several purposes. these include supporting the GlRI and Great lakes water Quality agreement programs, projects, or activities; entering into an interagency agreement with the head of such Federal department or agency to carry out these activities; and making grants to governmental entities, nonprofit organizations, institutions, and individuals for planning, research, monitoring, outreach, and implementation in furtherance of the GlRI and the Great lakes water Quality agreement.


Supporting Recommendations: Specific Federal Agency Partners

Supporting Recommendation 2.13: FederalWork-StudyPriority/MatchingRe-quirements.TheSecretaryofEducationshouldestablishconservationandenvi-ronmentalserviceprojectsasaprimarystrategicpriorityforuseofFederalWork-Studyfunds,andwaiveanymatchingrequirementsforFederalWork-Studyfundsusedtosupportstudentparticipantsinaccredited21CSCprograms.PrecedentsincludethesuccessfulAmericaReadsandAmericaCountsprograms.

Supporting Recommendation 2.14: Corporation for National and CommunityServicePriority,OperatingGrants,andEducationAwards.TheCorporationforNa-tionalandCommunityServiceshouldgivepreferenceandpriorityto21CSCgoalsinordertoincreasetheavailabilityofoperatinggrantsforaccredited21CSCpro-grams,andthenumberofAmeriCorpsEducationAwardsfor21CSCparticipants.

Supporting Recommendations: State and local partners

Recommendation 2.15: Conduct21CSCOpportunityReviews - Stateand LocalTheNationalCouncilandAdvisoryCommitteeshouldencouragearangeofstateandlocalofficialstoreviewandidentifyopportunitiesforcreatingorexpandingpartnershipswith21CSCprograms–includingthroughprogramssupportedwithfederal, state,and local funds for landandwaterprojects, youthandveteransemployment,communitydevelopment,andcompensatoryrestorationormitiga-tion--andwhereappropriate,incentivizeimplementationofpartnershipgrowthstrategies.


ManaGeMent, support anD oversiGHt

The Committee recommends a management and oversight approach for the21CSCthatrecognizesthekeyenablingrolesoffederalagencies,andprovidesforsubstantialnon-federalinputandsupport.

Recommendation 3: Support the 21CSC to Promote Growth and Quality. Pro-videforongoingmanagementandoversightbyestablishingapermanentNation-alCouncilforthe21CSCalongwithaFederalAdvisoryCommitteeforthe21CSC.Together,chargethesebodieswithbringingthe21CSCtoscale,demonstratingnational impact, and promoting high-quality programs and participant experi-encesaswellaspathwaystocareers.

Specifically,workingwithaccredited21CSCProgramsthatengage21CSCpartici-pants,complete21CSCprojectsandoperate21CSCprograms,managementandoversightshouldinvolvetwomaincomponents:

TheNationalCouncilforthe21CSC,inclosecoordinationwiththeFederalAdvi-soryCommittee,shouldperformanumberofspecifictasksincluding:

• marshalingfundingandotherresources• promotinghighqualityprogramsthroughsupportofanaccreditationprocess• removingbarrierstosupporting21CSCprograms• supportingparticipantpathwaystocareers• facilitatingtechnicalassistance• developingandsupportingpartnerships• coordinatingmessaging• demonstratingimpact,and• ensuringnationalrepresentation

TheFederalAdvisoryCommitteeforthe21CSCshouldadvisetheNationalCouncilonthedevelopmentofthe21CSCandbecomprisedofrepresentativesfromawidevarietyofnon-federal-governmentstakeholdersandconstituencygroups.

The21CSCmanagementandoversightstructureisbaseduponthemodelsoftheNationalCouncilforInvasiveSpeciesandtheFederalInteragencyCouncilonOut-doorRecreation.


Supporting Recommendation 3.1: Establish a Dual Management & OversightStructure.Inorderforthe21CSCtofunctionasintended,establishtwoseparate,complementary,andinter-dependentmanagementandoversightentities:aNa-tionalCouncilforthe21CSCandaFederalAdvisoryCommittee: NationalCouncilforthe21CSCTheSecretariesoftheInterior,Agriculture,andCommerce,theEPAAdministra-tor,CEQChair,CorporationforNationalandCommunityServiceCEOandtheAs-sistantSecretaryoftheArmy,CivilWorks(fortheArmyCorpsofEngineers)shouldsignaMemorandumofUnderstanding(MOU)establishingtheNationalCouncilforthe21CSCandshouldconveneonceannually toassesstheprogressof the21CSC.

ThereshouldbetwolevelsofmembershipintheNationalCouncil:• CoreMembership should include heads of bureaus and agencies that are

committedandengagedin21CSCimplementation:BureauofIndianAffairs,BureauofLandManagement,BureauofReclamation,NaturalResourcesCon-servationService,FishandWildlifeService,NationalParkService,NationalOceanicandAtmosphericAdministration,OfficeofSurfaceMining,U.S.ArmyCorpsofEngineers,USForestService,andtheOfficeofPersonnelManage-ment.Inaddition,MOUsignersthatarenotrepresentedattheBureau/Agen-cylevel–suchasEPA,CEQandCNCS–couldappointarepresentativetoserveintheCoreMembership.

• AffiliatedMembersshould includeagenciesthatcansupport21CSCopera-tionsincludingtheDepartmentsofLabor,Education,HealthandHumanSer-vices,HousingandUrbanDevelopment,Transportation,andVeteransAffairs.

ACoreMembershipMemberoftheNationalCouncilshouldserveasChairoftheNationalCouncilfora12-monthterm.

FederalAdvisoryCommitteeforthe21CSCInorder toassure that theCouncilhas readyaccess tousefuloperationalandprogramminginformationfromthosewithexperienceandknowledgeaboutcon-servationserviceprograms,aswellasfromamongotherlevelsofgovernment,theSecretaryofInteriorshouldcharteraFACAadvisorycommitteecomprisedofrepresentativesfromstate,cityandtribalgovernments;establishedyouthcorps;participating private, non-profit, youth-serving organizations; participating col-legesanduniversities,includingrepresentativesofsuchinstitutionssubstantiallyservingAfrican-American,HispanicandNativeAmericanyouth;currentandfor-meryouthcorpsparticipants,participatingvocationalandtechnicalschools,andrepresentativesoftheoutdoorrecreationindustry,publiclandconservation,andhistoricpreservation.Theexisting21stCenturyConservationServiceCorpsAdvi-soryCommitteeshouldperformthefunctionsoftheFederalAdvisoryCommitteeforthe21CSCuntilsuchtimeasthatbodyisconstituted,oratthediscretionoftheSecretarymaysimplybeextended.

Supporting Recommendation 3.1.2:ProvideforCouncil&CommitteeStaffandOffice.TheNationalCouncilshouldappointanexecutivedirector,eitherthroughanintergovernmentalpersonnelaction(IPA)orafteranationalall-sourcessearch


that adheres to federal hiring procedures, andduty-station a small initial stafffrom among participating agency donated personnel to serve the Council andsupporttheworkoftheAdvisoryCommittee.Initially,theDepartmentofInteriorshouldprovide21CSCstaffwithofficespace.Withinthefirst24months,theNa-tionalCouncilshoulddeterminethepermanentlocationforhousingforthestaffandoffice.

Supporting Recommendation 3.1.3:HoldRegularCouncilandCommitteeMeet-ings.TheCouncilandAdvisoryCommitteeshouldmeettogetheratleastsemi-annuallyuntilthe21CSCisfullyoperational.TheFACAshouldalsoconvenewiththeCouncilasneeded toencouragecoordinationbetween thebodies.AgencypersonnelshouldstaffCouncilandAdvisoryCommitteemeetings.Insubsequentyears,theCouncilandFACAshouldmeetasneeded,forpurposessuchasformu-latingbudgetsandevaluatingprogramstatus.

Supporting Recommendation 3.1.4:SetGoalsunderGovernmentPerformance&ResultsAct.Eachoperatingagency(landandwatermanagementagencies)thatparticipates in 21CSC should establish aGPRA goal (Government PerformanceandResultsAct)–asapplicable–thatexpressestheagency’sparticularroleinex-pandingopportunitiesforyouthconservationserviceunderthe21CSCinitiative.

TheFundingsectionofthisreportdescribesthewaysandmeansbywhichtheNationalCouncilwillmarshalfunding,partnershipsandotherresourcesfor21CSCandaddressbarriers. Likewise,thePartnershipsectionofthisreportdescribestheNationalCouncil’s role in theaccreditationprocess. Additional SupportingRecommendationsjustbelowaddressCouncilrolesincreatingparticipantpath-ways,demonstratingimpact,andmessaging.

Creating participant pathways to Careers

Forthe21CSCgoalofputtingyoungAmericanstoworktobefullymet,theCom-mitteemakesthefollowingrecommendationstoensurethathigh-quality21CSCparticipantexperienceswillincludecareerpathwaysleadingtolong-termoppor-tunitiesforpermanentemploymentandcontinuingeducation.

Supporting Recommendation 3.2: CreateandSupportParticipantPathways toCareers.TheNationalCouncilshouldassist21CSCparticipantstocontinuetheircareer development post-21CSC – broadly defined to include education, train-ing,work,andrelatedpursuits.SeveraladditionalsupportingrecommendationsspeaktowaystheCouncilcanfulfillthisrole.

Supporting Recommendation 3.2.1:CreateandGrantaCertificateof21CSCPar-ticipation.Tounifyandrecognizetheexperienceofthoseparticipatinginaccred-ited21CSCprograms,theNationalCouncilshouldissueaCertificateofParticipa-tiontoallparticipantswhosuccessfullycompleteatermofserviceasdefinedbytheprogramprovider,andwhichmeetstheminimumparticipationrequirementsasdefinedbytheNationalCouncil.TheCertificateofParticipationshouldbetiedtothe21CSCbroadoutcomesincludingjobskilldevelopmentandcommunityskill

“I want to be a hot-shot or a smokejump-er with the Forest Service. This job is what inspired me.”

- YCC Alum


developmentaswellastheintendedoutcomesoftheindividualprograms,suchastechnicalandvocationalskillstraining,educationalreadiness,careerreadinessoryouthdevelopment.

Supporting Recommendation 3.2.2: CoordinatewithFederalPathwaysPrograms.TheU.S.OfficeofPersonnelManagementshouldassistFederalagenciestofor-mulateworkforceplanningandhiringguidance,soastoutilizethepipelineoftal-entgeneratedfrom21CSCprogramsforoptimalparticipationinFederalPathwaysPrograms(InternsandRecentGrads).

Thetimeconsumingandcomplexsecuritybackgroundchecksrequiredofinternsplacedwiththe federalgovernmentsothat theycanaccess facilitiesandtheircomputersystemscancomplicate,delay,andsometimescancelprojectdeploy-ment.

Supporting Recommendation 3.2.3: FacilitateBackgroundChecks.TheDepart-mentsshoulddevelopguidancetofacilitateeffectiveandimmediateimplementa-tionnationwideregardingbackgroundchecksfor21CSCinternsservinginagen-cies.

tracking Data and Conducting evaluation

TheCommitteeoffersseveralrecommendationsfordatatracking,reportingandprogramevaluation, in order to demonstrate the efficacy and the accomplish-mentsofthe21CSC. Standardmetricscandemonstrateaccomplishmentsandsuccessesofthe21CSCprograms,soastoattractnewpartners,funders,partici-patingcorps,andfutureparticipants.Inadditiontotrackingdataandreportingonthemilestonesandaccomplishments,externalevaluationcanvalidateprogramimpact.Trackingandanalyzingdatawillalsopermitidentificationofgeographic,demographic,andprojecttypegapsinprogramming,toinformeffortstoensurenationalrepresentation.Ingeneral,21CSCprogramswillcollectdataasarequire-mentofaccreditationandsubmitdatareportstotheNationalCouncilforanaly-sis,aggregation,andreporting.AppendixCdetailsspecificdatapointstotrack.

Supporting Recommendation 3.3:Track,Analyze,andMakeDataAvailable.TheNationalCouncilshouldtrack,analyze,andmakedataavailabletothepublicre-gardingoperationsandimpactof21CSCprograms.Quantitativeandqualitativedatacategoriesforcollectionandanalysisincludeprogramandparticipantout-comes;participantdemographics;programinformation;andsafetyandcompli-ance.

Supporting Recommendation 3.3.1:EstablishaNationalDatabase.TheNationalCouncilshouldidentifyasystemtotrackdataeitherthroughanexistingoranewon-line database tomeasureperformance and ensure accountability of 21CSCparticipantsandprograms.

Supporting Recommendation 3.3.2:ConductExternalProgramEvaluation.TheNationalCouncilshoulddevelopamechanismforindependentthirdpartypro-gramevaluationstodemonstratetheeffectivenessofthe21CSC.

“The quality as well as volume of work com-pleted was beyond our expectations. Their work completed will have a positive im-pact on the Ironwood National Monument for years to come.”

- Phil Westcott, BLM


veterans Green corps members gain new, marketable skills that assist in their transition to civilian employment.


establishing a presence and Brand, enabling an information Flow

TheCommitteemakesthefollowingrecommendationstoensurethatthe21CSCwill be a high-profile, well-coordinated, andmutually-supportive national net-workofprogramsandparticipantswhoseimpactsareeasilyandwidelydissemi-natedtothegeneralpublicandthe21CSCprogramsandstakeholders.

Supporting Recommendation 3.4: EstablishaPresenceandBrandfor21CSCandEnableaStrong,NationwideFlowofInformation.Asanotherkeyfunction,theNationalCouncilshouldtakestepstoestablishanationwidepresencefor21CSC,andenableanongoinginformationflowforparticipants,programs,andthegen-eralpublic.

Supporting Recommendation 3.4.1: DevelopInformationToolstoEstablishandSupportaNationalEffort.TheNationalCouncilshouldestablishanationalbrandandplantoorganize,promote,andcommunicatetheopportunitiesandaccom-plishmentsofthisnationaleffortbydevelopingalogo,taglineandothermessag-ingandmarketingmaterials.

Supporting Recommendation 3.4.2:CreateandStaffanOnline21CSCPlatform.Tosupport,enhanceandunify21CSCprogramsandtheirparticipants,theNation-alCouncilshouldcreateandstaffanonlineplatformtokeepinformationup-to-dateandanswerspecificquestionsorprovidedirectresourcestothoseseekingtogrowthe21CSCmovement.Featuresoftheonlineplatformcouldinclude,forexample:

• AlistingofCertificationStandardsandBestPracticesforexistingandaspiring21CSCproviders.

• AClearinghouseforeducationalandemploymentresources,includingfurthertrainingprograms,scholarshipsandspecificjobopportunities.

• ASocialNetworkfor21CSCproviders,participantsandalumni.• AnAccomplishmentsTrackertocompileanddisplaycommonmeasureswith

whichtopublicizeprogramimpact.


nationWiDe iMpLeMentation anD sCaLinG

Launching the 21CSC, and bringing it to an appropriate scale and presence asanational initiative,constitutethefocusareasforthefourthmajorCommitteerecommendation.TheCalltoAction,above,listsanumberofimmediatesteps.TheNationalCouncil,agencies,andotherstakeholdersneedtogivenear-termattentiontoseveraladditionalstepsandplanningactivities.

Recommendation 4: Rapidly Increase the Scale and Presence of 21CSC. Doublethe current number of conservation corps participants and implement a two-phaseplanforgrowingthe21CSCto100,000participantsby2018.Also,assessgapsand take steps to intensify thepresenceof21CSC tomatch theneedsofyoungpeople,naturalresources,andcommunitiessoastodemonstrateanden-surenationalimpact.

Supporting Recommendation 4.1: Grow the 21CSC to 100,000participants by2018. TheNationalCouncil– inpartnershipwithlandandwatermanagementagencies, other relevant departments and agencies, and private supporters –should implementa two-phaseplan forgrowing the21CSC to100,000partici-pantsperyearby2018.

TheCommitteebasedthescalingrecommendationsontwounderlyingcostassumptions:• Averagecostperhourof21CSCprojectwork:$24(wages,supervision,pro-

gramandoperatingcostsasa loadedcost/hourofwork). Basedonasurvey of approximately 20 corps, the average cost of participant projectworkis$24perhourofwork.Thisreflectsparticipantwages,programandoperational costs (e.g., supervision, transportation, training, insurance,etc.)andincludesin-kindandalternativefundingsources.

• Averagecostperparticipant:$10,000.Using$24perhourofprojectworkasthebasis,theaveragecostperparticipantisapproximately$10,000.Thisnumber is based on a wide range of levels of engagement (from low-skilled work to highly technical work) and on a wide range of termlengths(from140-1700hour/annualterms)withtheaveragebeinganap-proximately450hourannualterm,typicalfora10-12weekseasonalcorpsprogram.

TheCommitteerecommendsatwo-phasedapproachwherethe21CSCfirstscalesupto50,000participantsperyearusingprimarilyexistinginfrastructureandpro-grammodelsandcurrentlyappropriatedfunding.Thesecondphasewouldgrowthe21CSCfrom50,000to100,000participantsperyearusingnewmodelswithnew investment. Dependingonavailabilityof funding these twophasescouldoverlap.Additionalinformationonthetwophasesfollows.


Phase 1: 50,000 participants per year utilizing existing programs, models, and funding.

TheCommitteerecommendsthatthe21CSCincreaseitsengagementfromthe20,000participantscurrentlyenrolledtoanenrollmentof50,000participantsperyearatatotalcostofapproximately$500million($481million)peryearby2015.Basedonthecapacityofexistingcorpsprograms(approximately20,000partici-pantssupportedbyapproximately$200millioninfundingfromawidevarietyofpublicandprivatesources),theirprojectedabilitytogrow,andtheprojectedabil-itytostartnewcorpsprogramsincurrentlyunderservedareas,theCommitteeassumedgrowthatarateofanadditional10,000participantsperyearforthreeyears,toreach50,000participantsperyearby2015(seeChart#1).

Chart #1 illustrates the rampupof the21CSC to 50,000participants by 2015,buildingontheexistinginfrastructureofpartnershipsbetweenpubliclandman-agementagenciesandyouthprogramsandthecurrentlevelofinvestmentesti-matedatabout$192millioncomingfromawidevarietyoffederal,state,localandprivatesources.Thegreencolumnsshowthetotalcost(inmillions).Theredlineshowsthenumberofparticipantsincreasingfrom20,000to50,000.

Chart2assumesatotalnumberofparticipantsof50,000atanaveragecostof$10,000/participantandatotalcost$481million.Thechartillustrateshowpartici-pantsmightbedistributedacrossprogramsofdifferentlengthsofservice,rangingfromasummerprogramof140hourstofull-timeprogramsof1,700hours/year.Thereddotsshowthenumberofparticipantsineachofthedifferentlengthsofservice.Thegreencolumnshowsthepercentageoffundingthatwouldbeallo-catedtofundthisdistributionofparticipants.Forexample,14,302participantswouldserveintermsof140hours,requiring10%ofthefunding,or$48million.


Phase 2: 100,000 participants per year utilizing new models with new investment.

TheCommitteerecommendsthatthe21CSCenroll100,000participantsperyear(includingthe50,000Phase1participantsdescribedabove)atacostofapproxi-mately$1billion($961million)peryearby2018,dependentonnewfundingandprogrammodels(seeChart#3).

Phase2projectionsassumethefollowing:

• Startingfromabaselineofapproximately20,000participantsperyearinex-istingcorpsprograms,themaximumabilityforgrowthbybothexistingandnewcorpsprogramsutilizingexistingprogrammodelswillbetoapproximate-ly50,000participantsperyear.

• Theadditional50,000participantscanbestbeengagedutilizingaprogrammodel similar to theoneutilizedby theoriginalCCC (i.e., large residentialcamps).Thesecampscouldbeestablishedtoengageparticipantsinlargeandlabor-intensiveprojects,suchasrestoringtheEvergladesandtheGulfCoast,respondingtobeetlekillissuesintheIntermountainWest,forestfuelreduc-tionorinvasivespeciesremovalintheWest,completinghugehistoricpreser-vationprojectsatplacessuchasPrinceWilliamForestPark,orlargescaletreeplantingorenergyconservationprojectsinurbanareas.

• Forthistypeofengagement,whichismoreuniformthanthosedescribedinPhase1,theaveragetermlengthwouldstillbeapproximately450hoursofprojectworkatanapproximatecostof$10,000perparticipant.


Chart3illustratesthecurrentnumberofparticipants(blueline).Phase1expan-sionto50,000participantsisrepresentedbythegreencolumns.Phase2expan-sionisshowninred.InYear1ofPhase2expansion,15,000participantswouldbeadded,20,000addedinYear2and15,000addedinYear3toachieveatotalof100,000participants.Thecostisshown,inmillions,ontheleft.Overall,betweenthreetofivepercentoftotalfundingshouldbeutilizedtosupporttheNationalCounciltooverseetheaccreditationprocess,theprovisionoftechnicalassistance,andanationalevaluation.Thesesupportingrecommendationsprovidemorede-tailonimplementationtimelinesandotherconsiderations.

Supporting Recommendation 4.2:Launch21CSCinOctober2012. The21CSCshouldhaveanofficiallaunchinOctober2012.ThiswillnecessitatesigningtheMOUtoestablishtheNationalCouncil,assigningtheinitialstaff,approvingalogo/messageandaccreditinganinitialgroupof21CSCprograms.

Instepsthatanticipatemorecomprehensiveactionlater,theCommitteeidenti-fiedseveralshort termactions inorderto launchbyOctober2012. TheCom-mitteeurgesestablishing the21CSCbyengaging theAGOCouncil agencies to:1)encouragenaturalresourcemanagementagenciestoengage21CSCprogramstoaccomplishhighprioritywork;2)quicklyidentifyFY2012year-endcarryoverfundswherepossible,FY2013funds,andotherresourcestoseedandlaunchtheinitial21CSCimplementation(bothoperationsandprojects);3)includea21CSCpresentationintheFY14budgetrequest;4)supportsimplifiedagreementmecha-nismsthatrecognizethe21CSC’smultiplebenefits;5)supportanaccreditationprocess;and6)signaMemorandumofUnderstanding(MOU)assoonaspossibletoestablisha21CSCNationalCouncil.

“The crews were courteous and friend-ly, also hard-working. The leaders, as always, were professional, businesslike, and yet friendly and person-able. Everything was well-organized and the crew efficiently tackled each job that was assigned. I highly commend the Conser-vation Corps for its dependable and dedi-cated work crews and leadership.”

- Bonnie Swarbrick, US Fish & Wildlife


Supporting Recommendation 4.3: AnalyzeandEnsureNationalRepresentation.Conductananalysisofcurrentconservationcorpsmemberenrollmentandactiv-ity,public/triballanddistribution,andfactorssuchasethnicrepresentationandyouthunemploymentnationwideinordertoidentifyhigh-needareasintermsoffuturecorpsexpansionand/ornewcorpsdevelopment.Also,instituteresponsiveeffortstoensureappropriaterepresentation.

Supporting Recommendation 4.3.1:ConductDataAnalyses.Consistentwiththedatatrackingrecommendationsofthisreport,theNationalCouncilshouldutilizedatacollectedoncorpsparticipantprofilesaswellasprogram/projecttypesandgeographicdistributiontoconductananalysisofgapsinthedemographicrepre-sentationofcorpsparticipants,aswellasthetypesandthegeographicdistribu-tionofaccreditedandemergingcorpsprogram/projects.

Supporting Recommendation 4.3.2:ProvideTechnicalAssistance.TheNationalCouncilshouldfacilitatetheprovisionoftechnicalassistancetosupporttheex-pansionofexisting21CSCprogramsandthedevelopmentofnewandemerging21CSCprograms.Acomponentofthistechnicalassistanceprogramshouldsup-portaddressingidentifiedgapsindemographicrepresentationofparticipantsaswellasprogram/projecttypesandgeographicdistribution.TheNationalCoun-cilshouldstronglyconsiderengaging,throughanRFPprocess,outsideproviderswhohavesignificantexperienceintheseissues.

Supporting Recommendation 4.3.3:ProvideResources toAddressGaps. Con-sistentwiththeanalysisofgaps,theNationalCouncilshouldencouragefederalagenciesandprivatefunderstosupportaccreditedandemergingcorpsprogramsthataddressidentifiedgapsindemographicrepresentationofparticipantsaswellasprogram/projecttypesandgeographicdistribution.


members of conservation corps minnesota and Iowa expand existing recreation cooridoor with new sections of trail.


List oF CoMMittee MeMBers

pRImaRy memBeRS

MaryEllenArdouny,VicePresident,TheCorpsNetworkMyraBlakely,EPAHarryBruell,CEO,SouthwestConservationCorps(Chair)MichaelCollins,VicePresident,RecreationalEquipment,Inc.MaryCoulombe,U.S.ArmyCorpsofEngineersQuentonDokken,ExecutiveDirector,GulfofMexicoFoundationMerylHarrell,U.S.DepartmentofAgricultureLauraHerrin,DirectorofProgramInnovation,StudentConservationAssociationDestryJarvis,President,OutdoorRecreationandParkServices,LLCNa’TakiJelks,ManagerforEducationandAdvocacyPrograms,NationalWildlifeFederationJustinJohnson,OfficeofPersonnelManagementMelissaKoenigsberg,U.S.DepartmentoftheInteriorAsimMishra,CorporationforNationalandCommunityServiceAndrewMoore,SeniorFellow,NationalLeagueofCitiesInstituteforYouth,Edu-cation,andFamiliesDavidMuraki,Director,CaliforniaConservationCorpsGlennOdenbrett,ProjectDirector,GreatLakesInnovativeStewardshipThroughEducationNetwork(GLISTEN)BrianPawlak,NationalOceanic&AtmosphericAdministrationDaniellaPereira,DeputyDirector,GreenAppleCorpsJerradSchendel,Founder,GreenDevelopmentCoalitionDanaValdez,CommunityProgramDirector,Cityof LosAngelesDepartmentofRecreationandParksChasVanGenderen,StateParkDirector,MontanaFish,WildlifeandParksCarolWren,Director,CookInletTribalCouncil

alteRnate memBeRS

BrendonBarclay,Director,SUVOACDanielBasta,NationalOceanic&AtmosphericAdministrationWilliam(Bill)Bryan,DirectorofStateParks,MissouriStateParksHeatherBurke,U.S.ArmyCorpsofEngineersGailAnnCooper,EnvironmentalProtectionAgencyJamesEkins,UniversityofIdahoJenniferFreeman,ExecutiveDirector,ColoradoYouthCorpsAssociationStacieGilmore,ExecutiveDirector,EnvironmentalLearningforKidsLaurenHermley,MaritimeHeritageDevelopmentOfficer,StateofNorthCarolinaRuthLampi,CorporationforNationalandCommunityServiceSophiaLeiterJasonMcClellan,NationalAccountManager,MonsterBethNordlund,ExecutiveDirector,AnchorageParkFoundationJeffParker,ExecutiveDirector,NorthwestYouthCorpsLeonardPrice,ExecutiveDirector,ConservationCorpsMinnesota&Iowa


OlgaRomero,CorporateSpokesperson,SouthwestAirlinesWillShafroth,U.S.DepartmentoftheInteriorJudithSilverberg,WildlifeEducationProgramsSupervisor,NewHampshireFish&GameDepartmentParcSmith,CEO,AmericanYouthWorksN.MalikWalker,OfficeofPersonnelManagementScottWeaver,SeniorVicePresidentforGovernmentandAgencyAffairs,StudentConservationAssociationLeslieWeldon,U.S.ForestService

StaFF

EugenieBostrom,U.S.DepartmentoftheInterior,SubjectMatterExpertOliviaFerriter,U.S.DepartmentoftheInterior,ActingDirectorfortheYouth,Part-nerships&ServiceOfficeRobertFisher,U.S.DepartmentoftheInterior,FacilitatorSusanGoodwin,U.S.DepartmentoftheInterior,FacilitatorEdMcDonnell,U.S.DepartmentoftheInterior,EthicsOfficialLisaYoung,U.S.DepartmentoftheInterior,DesignatedFederalOfficial

“I got good train-ing, and the experi-ence hooked me up with lots of resources that I could utilize. It prepared me for being out in the wilderness and gave me good life skills.”

- Veterans Green Corps Member


appenDiX a – 21CsC prinCipLes

Thefollowinglistof21CSCDesignPrinciplescomesdirectlyfromthefirstsection(“Capacity/FormatStandards”)ofthe21CSCAccreditationStandards,whichareincludedinAppendixB.

1. Populationserved.Programservesyoungpeopleages15-25and/ormilitaryveteransuptoage35.Programcouldserveyoungpeopleuptoage29inanadvancedcapacity.

2. Participant Eligibility. Participantsmust be a US citizen, national, or lawfulpermanentresidentalienoftheUnitedStates,meetingthesamecitizenshiprequirementsasthoseforservinginAmeriCorpsandPublicLandsCorps.

3. Emphasis onDiversity and Inclusion. Participant recruitment shouldmakedeliberateoutreacheffortstotraditionallyunderservedcommunities,includ-inglow-incomeanddisadvantagedpopulations.

4. TermofService.Programminimumtermofserviceof:140hoursofon-the-ground,hands-ondirectserviceforfulltimestudentsandsummeronlypar-ticipants; or, 300hoursof on-the-ground, hands-ondirect service for non-fulltimestudentparticipants. Programmaximumtermofserviceof3,500hoursofon-the-ground,hands-ondirectservice,withalimitedexceptionforprogramelementsthatrequiremorethan3,500hourstoachievehighlyad-vancedoutcomes.

5. OrganizationofWork.Programorganizes itsparticipantsaseither:a)crew-basedwhereparticipantsworkcollectivelyandintenselytogetherdirectlysu-pervisedbytrainedandexperiencedcrewleadersorconservationprofession-als;orb)individualorsmallteam-basedwhereparticipantsworkindividuallyorincoordinatedteamsunderthedirectionofconservationprofessionalsoninitiativesthatrequirespecificskillsanddedicatedattention.

6. TypesofWork.Projectsincludesignificantoutdooractivityand/orincludes“hands-on”directimpactand/orhelpsyoungpeopleconnectwithAmerica’sGreatOutdoors. As a limited exception, someprogramsmay includeworkthatisprimarilyindoors,thathasaclearanddirectbenefittopublicculturalandhistoricalresources.

7. ParticipantOutcomes.Programprovides:a)jobskilldevelopmenttoprepareparticipantstobesuccessfulinthe21stcenturyworkforce;b)communityskilldevelopment tohelpparticipantsacquireanethicof service toothersandlearntobecomebetterresourceandcommunitystewards;andc)connectiontothenaturalenvironmentwhereparticipantsacquireagreaterunderstand-ingofthevalueandmanagementofournaturalresources.


appenDiX B - aDDitionaL inForMation on aCCreDitation

Seechartonthefollowingpagesandtextthatfollows.

Theoverarchingpurposeofaccreditationistoensurethat21CSCprogramsmeetorexceedaprescribedstandardofexcellence.

Accreditationprovidesresourcemanagementagenciesandotherpartnerstheas-surancethatprogramsandprojectshaveahighlevelofcompetencyandquality.Resourcemanagerswillknowthatbypartneringwithanaccredited21CSCpro-gram,thattheyaregettingahighlevelofexperienceandexpertise.Accreditationalsoensuresthatthememberexperience isvaluedandthatmemberdevelop-mentisakeycomponentofa21CSCprogram.

• Theguidingprinciplesbehindaccreditationareasfollows:• TheAccreditationProcessisspecifictothe21CSCProgramandistransparent

andobjective.• Programqualityisthefocus.• Theexperienceanddevelopmentofthememberisacriticalcomponentof

programquality.• Highstandardsofprojectmanagementarerequiredincludingsafety,training

andexperiencewithtypeofprojectperformed.• Theprocessisinclusiveandopentoanyserviceandconservationcorpspro-

gramthatisinterestedinpursuingaccreditation(private,local,stateandfed-eralgovernment).

• Neworganizationsareencouragedandsupported.

capacIty/FoRmat StandaRdS

PopulationServed:• The21CSCengagesadiversegenerationofoutdoorenthusiastsandyoung

conservationprofessionalsinthestewardshipofAmerica’spublicandtriballandsandwaters.21CSCparticipants:

• willbe15to25yearsofage.Programsmayengagespecificsubsetsofthispopula-tiondependingontheparticularmodeltheyareimplementing.

• willbe26to29yearsofageiftheyareservinginanadvancedroleorca-pacitywithinthe21CSC(e.g.Crewleaders,GIStechnicians,resourcespe-cialists)thatwillleadtoaspecificjoborcareeropportunityafterthe21CSCexperience.

• canbemilitaryveteransuptoage35servinginaparticipantoradvancedrolecapacity,makingthetransitiontothecivilianworkforce.Veteransaged30-35 enteringa21CSCprogrammustserveinaVeteranSpecificprogrammodelthatisfocusedontheparticularskilldevelopmentneedsofveterans.

Metrics for evaluation:1. Participantjobdescriptionswithagedesignations.2. Participantdemographicinformationfromprevioustwoyears.

“Excellent program due to the quality and commitment of the youth providing the work.”

- Mike Oldham, US Fish & Wildlife


21st Century Conservation Service Corps Accreditation Standards

Category Standard Definition/Qualifier Rationale

Youth ages 15-19, and/or Participant capacity YCC modelYoung adults 18-25, and/or Participant or advanced capacity PLC modelYoung adults 26-29, and/or In advanced capacity only age limits at time of entryMilitary veterans of recent conflicts up to age 35 Participant or advanced capacity. Veterans ages 30-35 entering a 21st CSC

program must serve in a Veteran Specific program model that is focused on the particular skill development needs of veterans.

age limits at time of entry

Citizenship Participants must be a US citizen, national, or lawful permanent resident alien of the United States

Emphasis on Diversity and Inclusion

21st CSC opportunities are intended for all young Americans. 21st CSC programs should promote opportunities to low-income, disadvantaged and underserved populations

Participant recruitment should make deliberate outreach efforts to traditionally underserved communities, including low-income and disadvantaged populations

Further description in appendix

Minimum of 140 hours of on the ground, hands-on direct service for full time students and summer only participants.

May include other activities, but 140 hours must be in direct, on-the ground service

Further described in appendix with examples

Minimum of 300 hours of on the ground, hands-on direct service for non full time student participants

May include other activities, but 300 hours must be in direct, on-the ground service

Maximum of 3,500 hours of on the ground, hands-on direct service

21st CSC opportunities are transitional and time-bound, not career positions Further rationale in appendix

Exceptions Some program elements require more than 3,500 hours to achieve highly advanced outcomes

Exceptions are outlined in appendix

Crew/Team based; and/or Groups of participants working collectively and intensely together. Crews/teams are directly supervised by trained and experienced Crew leaders or Conservation professionals


Individual or small team based Participants working individually or in coordinated teams under the direction of conservation professionals on initiatives that require specific skills and dedicated attention


Includes significant outdoor activity, and/or Significant amount of the service takes place in the outdoor environment Examples in appendixIncludes "hands - on" direct impact, and/or Results in direct service, or has direct benefit to public or tribal lands or waters Examples in appendix

Include projects that help young people connect with America's Great Out Doors

Direct service results in the outreach or education of young people to the benefit of public land and water

Examples in appendix

Limited Exception May include work that is primarily indoors, that has a clear and direct benefit to public cultural and historical resources.

Examples in appendix

Job skill development Prepares participants to be successful in the 21st century workforce Explanation in AppendixCommunity skill development Participants acquire and ethic of service to others and learn to become better

resource and community stewardsExplanation in Appendix

Connection to the natural environment Participants acquire a greater understanding of the value and management of our natural resources.

Explanation in Appendix

Organization of Work

Types of work

Participant Outcomes

Universal Standards: Each 21CSC program applicant must meet all standards listed below and at least one of the endorsement categories to become accredited. These standards may be accomplished in-house or via committed and intentional partnerships.

The 21CSC Accreditation standards are designed to ensure programs have the capacity to meet the desired outcomes for the participants as well as meet the quality and production requirements of resource management partners. The standards listed below illustrate the commitment of the 21CSC to high-impact programming that directly addresses the needs of our communities.

Capacity/Format Standards

Population served

Term of Service


21st Century Conservation Service Corps Accreditation Standards

Program ManagementIncorporates institutional best practices Includes organizational governance, accountability structure, staffing, and

hiring standardsFurther described in appendix

Financial ManagementFinancial Policies and Procedures reflect general accepted accounting principles

Includes financial P&P's, insurance coverage, audit history, and overall financial strength

Further described in appendix

Sustainability

Demonstrate Organizational experience. Programs must be have two years of corps operating experience. New programs, and existing programs with less than 2 years experience can be accredited in a provisional status, with an emphasis to help them achieve a sustainable model.

Further rationale in appendix

Need

Program must demonstrate a need in the area Each accreditation applicant will be asked to provide a statement of need for the geographic area they wish to operate. The National Council will consider this statement of need and emphasize accreditation for programs emerging in underserved areas and/or focusing on underserved populations.

Further rationale in appendix

Risk ManagementRisk Management Policies reflect industry standards and best practices

Includes safety P&P's, comprehensive trainings, and incident reporting Further described in appendix

HR and AdministrationCommitted Human Resource and Administrative assets Includes HR polices, accurate file keeping, compliance with applicable

employment lawsFurther described in appendix

Commitment to Program QualityCommitment to meeting the needs and purpose of the 21st CSC

Includes program designed to put young Americans to work on conservation projects, provides a pathways for participant development, and encourages a new generation of outdoor enthusiasts


Commitment to Project QualityAbility to meet the technical and logistical needs of 21st CSC resource management projects

Includes organizational capacity, properly trained supervisors, and appropriate participant training and support


Accountability and ReportingWill comply with all 21st CSC compliance and reporting requirements

Includes signing a Memorandum or shared mission statement that illustrates alignment with the core values of the 21st CSC.


Technical/Vocational Pathway Endorsement

Program offers an industry recognized technical or vocational certification

Examples include certifications in Chainsaw, Wildland Fire Fighting, Emergency Medical, disaster response, etc.

Educational Pathway EndorsementProgram offers high school or college credit to participants for their service. Also includes opportunities to earn tuition award for post-secondary education.

Successful completion results in the award of academic credit or a tuition award to help participant achieve academic goals.

Career Pathway EndorsementProgram includes job shadowing, apprenticeships, job coaching, and/or direct placement/case management for participants

Successful completion leads directly to post-program job and/or career opportunities.

Youth Development Pathway Endorsement

Program achieves intensive and transformational youth development outcomes

Increase in core life skills development; communication, critical thinking, judgment, leadership.

Pathway Endorsements: Each Accredited 21CSC operator must meet all standards listed above and at least one pathway endorsement criteria below for their participants. Any particular organization may meet separate endorsement criteria for specific program models, but each 21CSC participant must receive the benefit of one of the four listed endorsement pathways. These pathways can be accomplished in-house or via committed and intentional partnerships.

Infrastructure StandardsSee Appendix for clarification on demonstrating Infrastructure compliance


All21CSCparticipantsmustbeU.S.citizensorhavelegalresidentstatus:Anindi-vidualiseligibletoserveinthe21stCenturyConservationServiceCorpsiftheac-creditedorganizationresponsiblefortheindividual’ssupervisioncertifiesthattheindividualisacitizen,national,orlawfulpermanentresidentalienoftheUnitedStates.ThefollowingareacceptableformsofcertifyingstatusasaU.S.citizenornational:

1. Abirthcertificateshowingthattheindividualwasborninoneofthe50states,theDistrictofColumbia,PuertoRico,Guam,theU.S.VirginIslands,AmericanSamoa,ortheNorthernMarianaIslands.

2. AUnitedStatespassport3. AreportofbirthabroadofaU.S.Citizen(FS–240)issuedbytheStateDepartment4. Acertificateofbirth-foreignservice(FS545)issuedbytheStateDepartment5. Acertificationofreportofbirth(DS–1350)issuedbytheStateDepartment6. Acertificateofnaturalization(FormN–550orN–570)issuedbytheImmigration

andNaturalizationService7. Acertificateofcitizenship(FormN–560orN–561)issuedbytheImmigration

andNaturalizationService

Thefollowingareacceptableformsofcertifyingstatusasalawfulpermanentresi-dentalienoftheUnitedStates:• PermanentResidentCard,INSFormI–551• AlienRegistrationReceiptCard,INSFormI–551• ApassportindicatingthattheINShasapproveditastemporaryevidence

oflawfuladmissionforpermanentresidence• ADepartureRecord(INSFormI–94)indicatingthattheINShasapprovedit

astemporaryevidenceoflawfuladmissionforpermanentresidence

Metricsforevaluation:1. Signedagreementtocomply.2. Randomsampleofparticipantpersonnelfilesillustratescompliance.

emphaSIS on IncluSIon and dIveRSIty

The21CSCexpandsopportunitiesforalleligibleyoungAmericansbymobilizingyoungpeopleofdiverseracial,ethnic,cultural,andeconomicbackgrounds,andespeciallyaimstoincreasetheinvolvementofyoungpeople:

• fromlow-incomeanddisadvantagedbackgroundandthosefromurban,under-served,and/ortribalcommunities

• whoareunemployedorunderemployed• withdisabilitiesandspecialneeds• withlittlepreviousexposuretotheoutofdoors• fromruralAmerica,includingworkingfarms,ranchesandforestsand• veteranstransitioningfromrecentmilitaryservice

Metrics for evaluation:1. Recruitmentmaterialsandwebsiteshowdiverseparticipants.2. Demonstratedrecruitmentplanthatemphasizesinclusionanddiversity.3. Participantdemographicdatathatreflectthedemographicsoftheareaofoperation.


teRm oF SeRvIce

21CSC positions are transitional and time bound. Participants engage in ser-viceactivities toachieve specific resourcemanagementor youthdevelopmentoutcome(s)within a specified start andenddate to their service. Therefore, atypicaltermofserviceshould:

• haveaminimumof140hoursof“ontheground,hands-on”workforfulltimestudentsand“summeronly”participants, inorder toachievebasicprojectandtrainingoutcomes

• haveaminimumof300hoursof“ontheground,hands-on”workforparticipantswhoarenotfulltimestudentsorenrolledina“summeronly”21CSCprogram.

• haveamaximumof3,500hourstoensurethesuccessfultransitionofparticipantstofurthereducation,training,and/oremployment.

In limited cases, exceptionsareprovided foranextensionbeyond3,500hourswhenparticipantsareengagedintransitional/careerrelatedexperiencesuchas:specialized training,workexperience,educationand/oranapprenticeshippro-gramthatrequiresa longerperiodtoachieveadegreeand/or industryrecog-nizedcertification.

Metrics for evaluation:1. Participantjobdescriptionswithtermsofservicelisted.2. Participantcompletionandretentiondatafromprevioustwoyears.

oRGanIzatIon oF the woRK

21CSCprogramscanbestructuredinvariouswaystoeffectivelyaccomplishtan-gible conservation, restoration and other 21CSC project outcomes and delivereducation,trainingandsupervisedworkexperiencestoparticipants.Programde-signandstructureconsiders:thetypeoftheworktobeperformed;theseasonalnatureofthework;thelocationofthecorps,projectsand/orsponsoringagency;and,insomecases,thebackgroundandexperiencesofparticipants.However,all21CSCprogramswillorganizeparticipantsineitheroftwowaysdescribedbelowasModel1andModel2.A21CSCprogramcanuseone,both,oracombination,of thesemodels.With fewexceptions,programsmustencompassa significantcomponentofwork/activityintheoutdoors.

Model 1: Participants Working on Directly Supervised CrewsGroupsofparticipantsworkingcollectivelyandintensivelytogethertoaccomplishhandsonconservation, restoration,andpreservationobjectives for thebenefitofoneormorepublic,tribal,orpublicinterestresourcemanagementpartners.Crew-basedactivitiesaredirectlysupervisedbytrainedcrewleadersand/orcon-servationprofessionals.Participantsmayconstituteresidentialcrews,whotem-porarilyliveclosetotheirworkassignment,ornon-residential“day-crews”whoaccesstheirworkcollectivelyeachdayandreturntotheirpersonallivingquartersduringnon-workhours.Crew-basedparticipantsusuallyreceivepaidcompensa-tionfortheirwork,andcanservefull-time,part-time,seasonally,year-round,oracombinationthereof.

“I am extremely im-pressed with the crew’s attitude, work ethic, land ethic, and productivity. This ex-perience has renewed my faith and interest in the caring for the land by a young group of adults. Working with the Corps has been one of the best experiences of my ca-reer, which spans 30 years!”

- Jim Sparks, BLM


american youthworks members build trail structures that mitigate erosion, and reduce user impact, preserving habitat and extending the life of the trail.


Thecrew-basedstructurecanbemodifiedaroundavarietyofprogrammodelsthataredesignedtoachievespecificgoals,meetspecificneedsandengagespe-cificpopulations.Someexamplesoftheseprogrammodelsinclude:

• YouthConservationServiceCorps:Engageshigh schoolagedyouth (15-18)workinginacrew-basedformatandsupervisedbyatrainedCrewleader.

• YoungAdult/PublicLandsConservationServiceCorps:Engagesyoungadults(19-25)working in a crew-based format and supervisedby a trainedCrewLeader.Usuallyfocusedoncompletingnecessaryworkthroughphysicallabor.Teamscanbe specialized todo specific typesofwork, suchasfirefighting,invasivespeciesremoval,andwatershedrestoration.

• Community/Urbancorps:Engagesyoungpeople(15-25)workinginacrew-basedformatandsupervisedbyatrainedCrewLeadersonpubliclandsandspacesintheirowncommunities.

• VeteransGreenCorps:SimilartoYoungAdultModelbutengagesrecentlyreturnedveteransoftheArmedForces.

• AlternativeEducationCorps:Engagesyoungpeople (15-25)whoarenoten-rolledinschoolanddonothaveahighschooldiplomaorGEDinaprogramthatcombinesconservationservicewithopportunitiestoadvanceacademically.

• USFS’sJobCorpsCivilianConservationCenters:28USFScenterswhichengage16-25yearoldsinaprogramcombininghands-onforestryandnaturalresourceworkwithrelatedskilltrainingandhighschoolcompletionandcareerpreparation.

Model 2: Participants Working Independently and on Coordinated TeamsParticipantsworkingindependentlyorincoordinatedteamsunderthedirectionofconservationprofessionalstoaccomplishconservation,restoration,andpres-ervationobjectivesforthebenefitofnatural,historical,and/orculturalresourcemanagementpartners.Participantsmayservetogetherorinseparatelocationsperformingthesameorsimilartypesofwork,andhavemultipleanddiverseworkassignmentsrequiringspecificskillsand/ordedicatedattentionfocusedonacon-servationorrestorationgoal.Participantsmayreceivepaidcompensationand/orpost-secondaryacademiccreditfortheirwork,andcanservefull-time,part-time,seasonally,year-round,oracombinationthereof. Independentplacementsandcoordinated teamscanalsobeconfiguredaroundspecificprogrammodels, in-cludingbutnotlimitedto:

• Summeroryear-longinternshipprogram:Engagesindividualsworkingaloneoraspartofateamandsponsoredbyaresourcemanagementagencyand/orconservationorganizations

• University-BasedCorps:Engagesundergraduatesservingasliaisonsbetweentheircampusesandcommunity-basedenvironmentalorganizationsforwhichthey-andthecollegeservicelearnerswhoseactivitiestheycoordinate-pro-videdirectconservation-relatedservice

Metric for evaluation:1. Publicizedprogramdescriptions (printand/or internet)whichclearlydocu-

menttheprogramstructure.


typeS oF woRK

All21CSCprojectswillaccomplishnecessaryconservation,restoration,construc-tion,and rehabilitationworkofand/orenhanceaccessibility tonatural, cultur-al,historic,archaeological,recreational,orscenicresourcesonpublicandtriballands,waters,andothernaturalandpublictrustresources,aswellasprivatelandwhenadirectpublicbenefitexists;and:

• includesignificantoutdooractivity• be‘hands-on’,whichresultsin1)directservice,or2)aproduct/activitythat

hasadirect impactonorbenefit topublicor tribal landsorwater,or3)aproduct/ activity that directly results in the outreach and engagement ofyoungpeopletothebenefitofpubliclandsandwaters.

Limitedexceptionstorequiringsignificantoutdooractivityareallowableforworkthatisdoneprimarilyindoors,whichhasaclearanddirectbenefittopublicculturalandhistoricalresourceprojects.

Examplesof‘hands-on’work/serviceprojectsinclude:1. field-basedservice,suchastrailbuilding,fire-fighting,removinginvasivespecies;2. field-basedresearch,suchasarchaeologicaldigs,GISmapping,habitatsurveys,

etc.;and3. management of conservation preservation projects, such as developing

andimplementingstewardshipplans,recruitinganddeployingvolunteersforfield-basedprojects,developingguidesforculturalandnaturalresources

Belowisalistofspecificexampleoftypesofwork.Thislistisnotexclusive,butisdesignedtoillustratethespiritoftheworkof21CSCprograms.

protect Wildlife and preserve public Lands and Waters (ecological restoration) by:DecommissioningoldtrailsandroadsInstallingandmaintainingirrigationsystemsPerformingerosioncontrolmeasures,includingsoilandshorelinestabilizationPreservingandrestoringstreambankandriparianhabitatPreservingandrestoringwaterways,coastlinesandfishhabitatPreservingandrestoringwetlands,prairiesandsavannahsInventoryingandremovinginvasiveweedsandotherspecies;applyingherbicidewithcertified/trainedparticipantsProvidingrangemanagementInstallingand/orremovingfencingConstructingwildlifeopenings,foodplantingsandcoverpatchesBuildingnestingboxesandplatforms,fishingpiers,boatdocksandfishcribsConductingpopulationstudiesandGISinventoriesMonitoringculturalresourcesConductingboundarysurveysandmarkingMappingresources,monitoringspecies,collectingandassessingdataResearching,planning,anddesigningprojects


prepare Communities for Disasters and respond When needed by:StabilizingmudslidesandprotectingleveesUndertakingerosionandfloodcontrolSupporting–and,attimes,providing–firecrewsRemovingdebrisandhazardoustreesStructureprotection

enhance recreation on public Lands and Waters by:Constructing,maintaininganddesigningsustainabletrailsBuilding,restoringandpaintingcabinsandstructuresConstructingandrepairingstoneandlogretainingwalls,bridges,waterbarsanderosioncontrolmeasuresInstallingsignageandinterpretivestationsBuilding,restoring,andmaintainingcampgroundsandotherrecreationalfacilitiesSurveyingtrailsandrecreationalfacilitiesforADAcomplianceConductingvisitorusesurveysandGISmappingMonitoringvisitorsafetyandriskmanagementMaintainingandrestoringroadcorridorsincludingtree/brush/rockremovalandre-vegetation

protect Communities and public Lands from the Devastating effects of Wildfire by: ImplementingcontrolledburnsRemovinghazardousfuelsImplementingtimberstandimprovementprojectsConstructingfirebreaks

preserve Historic structures by:RenovatinghistoricalbuildingsandsitesPreservingartifactsStabilizingfoundationsCompletingmasonryrepairworkStabilizingpre-historicsitesConstructinginterpretivedisplaysDecommissioningoutdatedstructures

enhance neighborhoods and Community public spaces by:Constructingandmaintainingcommunity/neighborhoodgardens,greenspaces,andparksLandscapingpublicspacesPlantinggrasses,trees,seedlings,andshrubs;collectingseedsMaintainingandremovingtreesandshrubsBuilding,restoring,andmaintainingplaygroundsRemovinglitterandgraffitiInstallingrecyclingcontainersandadministeringrecyclingprogramsBuildingandmaintainingbikeandwalkingpaths,bothhardandsoftsurfaceincludingtrailsthatmeetADAstandardsRecoveringBrownfieldsites


Mitigatingandrespondingtoair,land,andwaterpollutionCleaningandrestoringabandonedlotsCleaning,restoring,andprotectingurbanwaterwaysInstallingrainwatercollectionsystemsConstructing,maintainingandimprovingparkshelters,kiosks,cabins,etc.Installingsignage

engage americans in america’s Great outdoors by:Developing,coordinatingandsupervisinghands-onlargeandsmallscaleserviceprojectsforvolunteersandothervolunteereventsEngagingyouth inAmerica’sGreatOutdoorsthroughoutreachandeducationalactivities

Metrics for evaluation:

1. Participant job descriptions and recruitmentmaterial that shows type andplaceofworktobecompleted.

2. Programpromotional information (printand internet)demonstrating typesofwork.

3. Listofprojectaccomplishmentsfromprevioustwoyears.

paRtIcIpant outcomeS

Whileeach21CSCprogrammayvaryintermsofitsformat/participants,organiza-tion,andprocessfordelivery;all21CSCprogramswillprovidecertainuniversaloutcomesandexperiencesfortheparticipants.Designedtosharethedualmis-sionofdevelopingyoungpeopleandaccomplishingneededandimportantwork,all21CSCprogramswill combineworkexperiencewithotheropportunities foryoungpeople to increasetheireducational, technical, lifeand leadershipskills,developasenseofcommunityandpurposeandacquireotherexperiencesde-signedtopreparethemforthe21stCenturyworkplace.

Theprimaryoutcomesforall21CSCparticipantscanbesummarizedasincreasedjobskills,betterunderstandingofthevalueandmanagementofournaturalre-sources,andcommunityengagement skills.At thecompletionof their service,21CSC participants will have become stronger, more skilled, and employableworkersandinformedandactivecitizens.Accreditedprogramswillprovideexpe-riencessuchasrealwork,guidancefromexpertsupervisionandadultmentors,education,appliedtraining,workingwithpeoplefromdiversebackgrounds,andexposuretoadynamicandchallengingenvironment-theoutdoors. Job skills thatwill beacquiredbyparticipants includea strongworkethic,de-pendability,punctuality,problem-solving,physicalfitnessaswellas jobspecificcertifications.Participantswillalsogaincommunityengagementskillsincludingunderstandingofthevalueofpublicserviceandvolunteering,theirownabilitytocontributetothegreatergood,anethicofservicetoothers,andknowledgeaboutbeingastewardofresources,land,andcommunities.Increasedunderstandingoftheroleandmanagementofournaturalresourceswillincreaseparticipants’appreciationforandconnectiontothenaturalenvironment.


Metric for evaluationParticipantprogramevaluationsdesignedtogaugeprogramimpactandparticipantoutcomes.

InFRaStRuctuRe StandaRdS

The infrastructurestandardssetforthbelowaredesignedtodemonstratepro-gramcapacityandcommitmenttoquality.Thesestandardsarenotdesignedtolimit entry into the 21CSC, but rather to encourage high-impact programmingbyallaccredited21CSCprograms.Itcanbeexpectedthateach21CSCprogramwillhavedifferingorganizationalstructuresandengageuniquepartnershipstoachievethesestandards. Infrastructurestandardscanbemetbyan individualprogram,or aparentorpartnerorganization. Forexample, a state runYouthCorpsprogramcoulddemonstratethattheprogramhasriskmanagementpoli-ciesbystatestatute,agencydirective,orattheprogramlevel.Likewise,anon-profitrunprogramwithpublicorprivatepartnersneedstodemonstratethatonlythepertinentpartnermeetstheaccreditationstandard;(e.g.ifonepartnerhan-dlespayrollandanotherpartnerhandlesprogrammanagement,theaccreditingbodywilllooktothepertinentpartnerforcompetency,notboth).Theburdenofproofwillbeontheindividualprogramororganizationtoshowtheconnectionbetweenpartnerrolesandresponsibilities.

pRoGRam manaGement

Thesestandardsensurethataccredited21CSCprogramsoperateaprogramcon-sistingofcompetent,provenoperationalsystemsandinfrastructure.• Programsmaintainastandardformofgovernanceandaccountabilitystruc-

ture.• Programshavesufficientstafftomanagea21CSCprogram.• Programshavedevelopmentandsuccessionplansforkeystaff.• Programleadersmeethiring/enrollmentstandards.• Programmembersandstaffareeasilyrecognizablethroughuniformsandin-

signia.

Metrics for evaluation1. Anorganizationalchartthatdemonstratesadequatelayersofsupervision.2. Jobdescriptionsforkeystaffthatshowaccountabilityandoversight.3. Biosforkeystaffwhichillustratepertinentexperience.4. Clearlydefinedstaffdevelopmentprocess.5. Documentedtrainingcurricula.6. Humanresourcepoliciesonfile.7. Non-discriminationpolicyonfile.8. Employeehandbookwhichclearlyarticulatesorganizationalpoliciesandprocedures.


FInancIal manaGement

Thesestandardsensurethataccredited21CSCprogramsexemplifyfinancial in-tegrity and transparency that results in competentmanagement and the bestprotectionandservicetotheircorpsmembers.1. Programsutilize financial controls and generally accepted accountingprin-

ciples.2. Programshaveademonstratedabilitytomanageandcomplywithgovernmentcon-

tracts.3. Programsmaintain[adeterminedacceptablelevel]ofliabilityandwork-

er’scompensationinsurance.4. Programsreportaregularaudithistory.(A-133whereapplicable).

Metrics for evaluation:1. CurrentAnnualReport.2. Listofcurrentandpastyear’sgovernmentcontracts/agreements.3. Proofofliabilityinsurance.4. Year-endbalancesheetsforpriortwoyears(organizationorprogram)5. January1throughDecember31profitandlossforpriortwoyears(organiza-

tionorprogram).6. FinancialpoliciesandproceduresthatmeetGAAP.7. Mostrecentindependentauditorfinancialreviewwithaletterfromauditor

confirmingadequacyoffinancialpolicies,procedures,andreporting.8. CopyofA-133singleaudit,ifrequired.

SuStaInaBIlIty

Thesestandardsensurethatprogramsmaintainaminimumthresholdof21CSCopportunitiesandillustrateacommitmenttosustainableoperationsandlongevity.

1. Programsmusthavetwoyearsofcorpsoperatingexperience.2. Newprogramsandexistingprogramswithlessthan2years’experiencecan

beaccreditedunderaprovisionalstatus,withanemphasisonhelpingthemtoachieveasustainablemodel.

Metrics for evaluation:1. Demonstrateoriginofprogramthrougharticlesofincorporation,histori-

caldocuments,orotherverifiablemethod.2. Demonstrateaplan for sustainability throughdocuments suchaspro-

gramgoalsandobjectives,businessplan,orstrategicplan.


RISK manaGement

Thesestandardsensurethataccredited21CSCprogramsareproactiveandthor-oughintheireffortstomitigateandmanagetheinherentriskstotheircorpsmem-bersaswellasmaintainefficient,effectivecrisismanagementresponsesystems.• ProgramsmaintainwrittenPoliciesandProceduresthatmeetindustrystandards.• Staffandmembersareappropriatelytrainedtomeettheriskmanagement

needsoftheirprogrammaticscope.• Programmaintainsinsurancecoverageasrequiredbyfederal,state,andlocallaw.• Programoperationsembracetransparencyinreporting.

Metrics for evaluation:1. Clearlydefinedsafetypoliciesandprocedures.2. Establishedriskmanagementandsafetytrainingcurriculumforstaffandparticipants.3. Logofstaffsafetytrainingsfortheprioryear.4. Scheduleofparticipantsafetytrainingfortheprioryear.5. Proofofworkerscompensationcoverage.6. CompliancewithstateandfederalOSHArequirements.7. AgreementtoshareincidentreportingwithNationalCouncil.8. Staff hiring process includes criminal background and driving background

checks(ifdrivingisarequirementoftheposition).9. Program’sgoverningbodyhasappropriatepoliciesandaprocessforassuring

adrug-freeworkplace.10. Programhasestablishedresponse,communication,anddocumentation

guidelinespertainingtofieldemergencies,missingpersons,naturaldisasters,andsevereweather.

human ReSouRceS and admInIStRatIon

Thesestandardsensurethataccredited21CSCprogramshavetheappropriatead-ministrativesystemsandmanagementcapacitytomeettheneedsoftheircorpsmembers.• ProgramshaveeitherdedicatedHRstafforotherstaffwithdemonstrated

HRexperienceandexpertise.• ProgramsmaintainwrittenHRpoliciesandprocedures.• Programshavepayrollsystemsinplaceandhavestipendmanagementexperience.• Programsmaintainaccuratefilesandrecords.• Programsareincompliancewithapplicableemploymentlawsandfunding/

contractualagreements.

Metrics for evaluation:1. OrganizationalchartidentifyingpositionswithHRresponsibilities2. DocumentedHRpoliciesandprocedures3. Employeehandbook identifyingHRpolicies,procedures,benefits,disciplin-

aryprocess4. Personnelfilescompliantwithhiringrequirements5. Onemonthofpayrollrecords6. Disclosureofunfairlaborclaimsduringthepreviousthreeyears


pRoGRam QualIty

Thesestandardsensurethataccredited21CSCprogramsmaintainalignmentwiththemissionofthe21CSCandfocusonachievingthegoalsofdevelopingyoungpeopleandaccomplishingneededandimportantwork.• Program’smissionandactivitiesarefocusedonconservingordevelopingnat-

uralandculturalresourcesandenhancingandmaintainingenvironmentallyimportantareas.

• Memberdevelopment(includingeducationandexperience)isakeycomponentoftheprogrammodel.

• Programmodelsincludecompletedescriptionofprogramstructureandadditionalcomponents,e.g.crew-basedand/orteam-based/individualplacement.

• Lengthofprogramisadequateandappropriatetomeetmissionandprovidemeaningfulexperienceforthemember.

Metrics for evaluation:1.Publicizedmissionstatement,corevalues,and/orguidingprinciplesreflectacommitmenttoachievingthegoalsofthe21CSC.2.Recruitmentmaterialsclearlyillustratethecomponentsandexpectationsoftheprogram.3.Programmodeldescriptionclearlyidentifiescompliancewith21CSCuniversalstandardsaswellatleastonepathwayendorsement.4.Participantdevelopmentcurriculumisgearedtoachieve21CSCparticipantoutcomes.5.ProgrampracticestheprinciplesofLeaveNoTrace.

commItment to pRoject QualIty

Thesestandardsensurethataccredited21CSCprogramsarestrivingtoachieveexcellenceinprojectmanagementfrominitialdevelopmentthroughtocompletion.

•Programshavecapacityandexperiencetocompletespecificworkprojects.•Programstaffhasappropriatetrainingandcredentialstoleadspecificprojects.•Membersreceiveappropriatetrainingtocompletespecificworkprojects.

Metrics for evaluation:1. Listofworkprojectsbytypeandsponsorfromtheprevioustwoyears.2. Listofprojectaccomplishmentsfromtheprevioustwoyears.3. Evaluations or recommendations from resource management partners

thatsupportprogramcommitmenttoprojectquality.4. Theprogramiscommittedtostrivingtowardbestpracticesasdescribedby

the21CSCgoverningbody.5. Staffbiosthatlistareasofexpertiseandexperience.6. Documentedtrainingmodulesthataddressspecificprojecttypes.7. Adequatetoolandequipmentinventorytoaccomplishhighqualitywork.


accountaBIlIty and RepoRtInG

Thesestandardsensurethataccredited21CSCprogramsdemonstrateandmain-tainafullcommitmentto21CSCaccreditationstandards.

Metrics for evaluation:1.Programssignanagreementtocollectandsharetheuniversalprojectandparticipantoutcomedatathatthe21CSCSteeringCommitteerequires.2.Programsareincompliancewithallfederalandothergrantandcontractrequirements.3.Componentsofaccreditationareimplementedandfollowedasdemonstratedinannualevaluation.

pathway endoRSementS

Every21CSCparticipantwillentertheCorpsatadifferentstageofeducationalorcareerreadiness.Basedontheirstageofdevelopmentanddesiredoutcomes,21CSCparticipantsmayneedvaried levelsof guidanceand support tobe suc-cessful.Inadditiontothebasicparticipantoutcomes,programswillalsoofferatleastoneadditionalpathwayforeach21CSCparticipant.Thesepathwaysinclude;youthdevelopment,educationaladvancement,technical/vocational,andcareerdevelopment.EachAccredited21CSCprogrammustmeetalloftheuniversalac-creditationstandardsandprovideatleastonepathwayendorsementcriteriafortheirparticipants.PathwayEndorsementsmaybeaccomplishedin-houseorviacommittedandintentionalpartnerships.

Technical/Vocational PathwayRecognizingthedeclineinvocationaltrainingopportunitiesforyoungAmericanstoday,the21CSCrepresentsauniqueopportunityforyoungadultstogainvalu-abletrainingandcertificationinspecifictechnicalandvocationaltrades.Voca-tionalandtechnicaltrainingthatparticipantsreceivewillhelpadvancetheirfu-ture jobopportunities andearningpotential. Programswhich are accreditedusingtheTechnical/VocationalPathwaywillprovideopportunitiesforparticipantstoearnanindustry-recognizedtechnicalorvocationalcertificationthatwillhelpthemsecurefutureemployment.ExamplesincludeWildlandFirefightercertifi-cation, Chainsawoperator certification, CDL driver’s license endorsement, andweldingorotherindustryrecognizedtradecertifications.

Educational Advancement PathwayIn1973,nearlyathirdofthenation’s91millionworkerswerehighschooldrop-outs,whileanother40percenthadnotprogressedbeyondahighschooldegree.Thuspeoplewithahighschooleducationorlessmadeup72percentofthena-tion’s workforce. The Center on Education and theWorkforce at GeorgetownUniversityprojects that theUSeconomywill createsome47million jobopen-ingsoverthe10yearperiodendingin2018.Nearlytwothirdsofthesejobswillrequire thatworkershaveat leastsomepost-secondaryeducation.TheCenterprojectsthat14millionjobopenings–nearlyhalfofthosethatwillbefilledbyworkerswithpost-secondaryeducation–will go topeoplewithanassociate’sdegreeoroccupationalcertificate.(PathwaystoProsperity,2011) ProgramsaccreditedusingtheEducationalAdvancementPathwaywillintegratework and academic advancement. Participants advance by setting educational


goals,obtainingorworking towardahigh schooldiplomaorGED,and/orpar-ticipatingincreditbearingclassesleadingtoatwo-orfour-yearcollegedegree.Someprogramswillprovidetheseservicesaspartoftheirinternalofferings,whileotherswillworkwithpartneringorganizationstoprovideinstruction.Stillothercorpsmayassisttheirmembers intransitioning intocontinuingeducationaftertheirtermofserviceisconcludedbyofferingtuitionawardsatprogramcompletion. Buildingthepartnershipsandthecapacityofthe21CSCtodeliverhighschoolandcertificatedcareertechnicaleducationrepresentsanopportunitytoputintomo-tiontheMOUsignedbyInteriorSecretarySalazarandEducationSecretaryArneDuncanonFebruary8,2012.ThatMOUestablishesaformal,long-termcollabora-tionandcallsonDOIandEDtoleveragetheirrespectivestrengthsanddevelopjointinitiativestoachievemutualeducationalgoals.Strengtheningtheintegratedwork/learnprogramsopensupnewpathwaysintotheworkforceespeciallyforthosewhohavedroppedoutofhighschoolandforthosewhoneedtocontinuetheireducationtoachievetheircareergoals.

Career PathwayManyyoungAmericanswillenterthe21CSChavingalreadyachievedacademicsuccessandarelookingforreal-worldexperiencetogivethemaccesstocareeropportunities.Thescopeandbreadthof21CSCprojectsrequiresalaborforceofyoungpeoplereadyforadvancedandspecializedpositions.Programsaccreditedwith theCareerPathwayEndorsementwilldirectly connectparticipants to jobshadowingorapprenticeshipopportunities,careercoaching,ordirectjobplace-mentandcasemanagement,and/ordemonstratetheydevelopspecificskillsetsinparticipantsthataretransferabletothe21stCenturyjobmarket.Theseser-vices,provideddirectlybytheprogramorthroughpartneringorganizationswillhelplaunchsuccessful21CSCgraduatesdirectlyintoacareerpathway.

Youth Development PathwayLearningandinnovationskillsarewhatseparateyoungpeoplewhoarepreparedforincreasinglycomplexlifeandworkenvironmentsintoday’sworldandthosewhoarenot.Additionally,today’slifeandworkenvironmentsrequirefarmorethanthinkingskillsandcontentknowledge.Theabilitytonavigatethecomplexlifeandworkenvironmentsinthegloballycompetitiveinformationagerequiresyoungpeople topayrigorousattentiontodevelopingadequate lifeandcareerskills.Programsaccreditedwith theYouthDevelopmentPathwayEndorsementmustincorporatetraininganddevelopmentofthesecorelifeskillsintotheirproj-ectworkandtrainingprograms.Theyinclude:

LearningandInnovationSkills:• CreativityandInnovation• CriticalThinkingandProblemSolving• CommunicationandCollaboration

LifeandCareerSkills:• FlexibilityandAdaptability• InitiativeandSelf-Direction• SocialandCross-CulturalSkills• ProductivityandAccountability• LeadershipandResponsibility

“I gained knowledge in more ways than one. As I practiced concrete skills in the woods, I observed the impli-cations of initiative, patience, and perse-

verance in force.”

-Montana Conservation Corps Alum


california conservation corps members install woody debris, increasing viable aquaitc habitat.


appenDiX C – eXaMpLes oF Data to CoLLeCt

Examplesofdatatocollectcouldinclude:

Basicdescriptionofthespecificprogram:programlocation,programduration,demographicsserved,typesofprojects,specialcertifications,yearstheprogramhasbeenactive,amountofworkdonewithvolunteers,etc.

• Participant Information: number of program participants, populationserved (demographics: gender; race; age; number receiving public assis-tance; number transitioning from foster care; felony/misdemeanor re-cords, unemployment rates and per capita income through participantzipcode),educationlevels:TABEtestingscores,ifappropriate;lessthanhighschool;somehighschool;highschooldiploma;GED;somecollege/vocational(nodegreeattained);Vocational;Associate’s;Bachelor’s;PostGraduatedegree;unreported).

• Participant Outcomes: number of participants that completed the pro-gram, numberofhoursof servicecompletedbyeachmember,numberofparticipantswhoresigned,numberofparticipantsterminated,numberofhighschoolstudentswhodemonstrateincreasedacademicengagement(ifap-propriate), number completed employment skills, number completedspecial certifications (CDL, chainsaw, etc.), GED and/orHigh School di-plomasearned,post-secondaryeducationcompleted,numberofinternshipplacements,numberofjobplacements,numberenrolledincollege.

• ProgramOutcomes:numberofvolunteers fromoutsidetheprogramwhoen-gagedinprojectsandtheirvolunteerhours,numberofpartnersengaged(monetaryand/orinkindinvestmentofpartners),impactonfederalback-log,monetaryvalueofprojectsifknown,projectoutcomes(suchasnum-beroftrailmilesmaintained,acresofinvasivespeciesremoved,numberofhistoricstructuresrenovated,etc.)

• Postprogram:aminimumrequirementtocollectqualitativesuccessstoriesofgraduateswhocontinueonintojobsand/oreducationbecauseofthepro-gram.Ifitcanbeaccommodated,quantitativetrackingincludinglengthoftimemembers were retained in internships, jobsand/orpost-secondaryeduca-tion.

• Qualitativedata:changesinattitudetowardspersonalhealth;self-responsibil-ity,teamwork,leadership,environmentalactivism;attitudetowardspubliclandsandwaters;communityengagement;lifeaspirations;interestinnaturalresourceseducationandwork,etc.

Documents

21st Century Conservation serviCe Corps Full RepoRt