Last year on the very day that our program had announced openings for a thousand hard-core youth in this city to go out and clean streets and kill rats, that kind of activity, the Department of Sanitation announced another program, paying exactly the same amount of money, for the majority of the people there, for only 439. We filled up our roles in 3 days, over a 3-day span, actually, 16 hours, a half day on Friday, a full day Saturday, and half day on Monday. We closed up more than a thousand positions. The Department of Sanitary Engineering stopped trying to recruit, through USES here, District of Columbia, after 3 weeks.

They could not fill those positions, and in fact, after we had run out, for over 2 days, kids were still coming to us for employment, we were called by Fred Hensel, and asked: "Can you send some people to us?" We sent more than a hundred and still he was unable to finish. Senator CLARK. Why?

Mr. HARVEY. Because they view those institutions as places where they will be fixtures, and not important parts of the operation.

Senator CLARK. Excuse me, I did not get that. They view those operations as places where what?

Mr. HARVEY. They view themselves in an operation, in established institutions, as being fixtures.

Senator CLARK. Fixtures?

Mr. HARVEY. As fixtures. They are not integral parts of the operation. They want to feel needed, and they want to really be performing meaningful roles, and have the opportunity to move.

Senator CLARK. What you are saying and I am not criticizing, but what you are saying is that they are going to do it their way, or not going to do it at all?

Mr. HARVEY. No.

Senator CLARK. You are not saying it, or you are saying it?

Mr. HARVEY. I am not actually saying a method of how they will do it, but it is part of how they perceive institutions. Their perception of those institutions, all established institutions, are as things that have failed them.

Senator CLARK. In other words they are alienated from the current institutions of their community.

Mr. HARVEY. That is true, and with that alienation it does not matter what the process they follow would be, when actually on the job. It is their view. Their perception is one of a failing institution.

Senator CLARK. Well, now, I have great sympathy with what you are doing, and also a great interest. What is the end result? How long can they continue to operate, alienated from the society of which they are a part? Can they do this permanently?

Mr. HARVEY. No.

Senator CLARK. Go into that a bit, will you?

Mr. HARVEY. All right. Our process is one of-you take the man, and we have a saying, we take the corner, not the dude from the

corner.

We bring the whole corner with us. We put them inside of an operation where there are in fact an integral part. Marion Barry, my director of operations is the only professional right now over more than 1,100 men.

A single professional. The rest of them are fellows who came from

the street, with street abilities, and street leadership, and a knowledge of that street.

We are actually coordinating our activities today with the Department of Sanitary Engineering. We have-this is one side of our activity the street cleaning portion.

They have what they call white wing crews. Our crews today, and our organization is becoming its own kind of institution our organization is out producing those white wing crews.

We are using some of their equipment, and we are coordinating our activities and our earnings throughout the city, but our men are out performing that stable institution, because they are part of their own. They are the leadership, the street leadership, and at varying levels. Senator CLARK. I am fascinated by all this, but what I am interested in is where do you go from there?

Mr. HARVEY. All right, our step is you take that street leadership and we add to it, inside of our process, some leadership training which brings with it the tools of persuasion, along with the tools of authority, and tools for supervision. So, in fact, it becomes a disciplined group, and the discipline begins to permeate the whole institution itself.

But we only use this as a way station. That is an intake point. These men come in, having failed in school, and needing educational tools. we provide those, too. They need other skills to develop self-sufficiency, and we are building self-sufficiency. They need job skills but on the end of that, they need jobs that are sure. We in fact wind up with the end product being what is described in other programs as a local development corporation, though even we don't call ourselves that. Then we go through a thorough process, and you will find in our prepared statement an outline-which is a very simple outline-on what the neighborhood service program does.

Our neighborhood service concept is a way station, or a launching pad to employment within cooperatively owned businesses, and the way station is the part of the program that provides neighborhood services. These services are shown here, neighborhood clean up and beautification, rat control.

At the same time we build work and organizational discipline we build supervisory and leadership skills. We offer supportive services. because self-sufficiency requires being able to read and compute at a certain level.

We provide those. We have legal and health services, because of the problems of our population. They have health problems, and many of them, problems with either parole board or probation officers.

We work with them in terms of those activities. We provide in addition institutional training. PRIDE itself provides some, and one of the businesses that we have started now is the landscape gardening business, which in less than 2 months has become the fourth largest in the Washington metropolitan area.

Senator PROUTY. Mr. Harvey, I have just been handed an attractive advertising folder. Is that what you are referring to?

Mr. HARVEY. You have that and I would like to have this submitted for the record, too.

Senator CLARK. That will be done.

(The document referred to follows:)