STEM Initiative: Plan Now! Summer Engineering Program. Johns Hopkins University

• Home Page
• Program Description
  • Course Descriptions
  • Program Specifics
• Frequently Asked Questions
• Fees, Dates & Locations
• Applications & Forms
• Photos
• Sponsors
• Employment
• Contact

 

 

 

 

 

 

 

 

Eligibility Requirements

• Completion of sophomore, junior, or senior year of high school
• Successful completion of a laboratory science (Physics, Chemistry, or Biology), Algebra II, and Trigonometry
• Knowledge of a spreadsheet application, such as Excel
• Residential students must be 15 as of June 30, 2012

Expand Your Possibilities

• Curriculum developed by Johns Hopkins University
• Nearly 90% of Engineering Innovation graduates have gone on to study engineering or science in college
• 10:1 student/teacher ratio
• Students learn from practicing engineers about careers, internships, and educational opportunities in the field
• Students with a final grade of A or B receive three transferable Johns Hopkins University credits
• Certificates of Completion are awarded to all students who successfully complete the course
• A residential option is available at the Johns Hopkins University Homewood campus site
• The program runs four to five weeks, depending on the location

Downloadable brochure

Rites of Passage. African-American young males and females

Let's take the giant leap for young African-American males.

PUSH for national implementation for 13-year old African-American males for 'Rites of Passage' programs, and for females stick with the debuntante balls.

Rites of Passage: 8-Solutions for Black Churches

1. Create a Rites of Passage Program for community youth.
2. Start an entrepreneurial program to teach youth business principles.
3. Plan and implement summer programs for youth that focus on math, science and technology.
4. Develop a community based Parent Leadership Academy.
5. Organize church membership to adopt a community school.
6. Start a book club that reads critical life sustaining books.
7. Develop a voter education campaign that will address all aspects of grassroots politics.
8. Mobilize men in the church to start a ‘Fatherhood Network” to address issues related to fatherhood and child rearing.

Community development must extend outside of the pulpit!

10 Point Plan for Developing Faith-Based Violence Prevention Projects

10 Point Plan for Developing Faith-Based Violence Prevention Projects for African American Males

1 - Meet with congregation and key church officials to determine interests around developing a faith-based, community-focused, violence prevention project with African American males.

2 - Develop needs assessment (survey community residents, school officials and community leaders & parents) for a violence prevention project.

3 - Educate congregation on the impact of violence on the greater community.

4 - Decide on how large or small the project will be.
5 - Review the Dare To Be King Model and other models specifically designed to address violence among African American males.

6 - Explore funding for violence prevention projects (grants, donations etc.).

7 - Recruit and organize church volunteers.

8 - Arrange the Dare To Be King Train the Trainer workshop/conference for church staff and volunteers.

9 - Contact local Universities and Colleges to determine availability to evaluate violence prevention project.

Dare to be King. What if the Prince Lives?

Churches should play a major role in improving the social conditions within the African American community. Historically, the Black church has had a unique and powerful tradition of community outreach and youth development. African American Pastors remain in a unique position to significantly affect knowledge, attitudes, beliefs, and behaviors within the African American community.

Further, the Black church’s historical role in providing education, social services, and a safe haven for youth has been well documented throughout slavery, reconstruction and the civil rights movement. Today, black churches represent over 8 denominations and encompass some 65,000 churches and well over 20 million members.

In an effort to respond to the growing challenges that affect African American males face regarding violence, the Dare To Be King Model was developed for churches, schools and other community groups to be able to provide an instrument designed to address anger, impulse control and decision making among adolescent African American males.

The Dare To Be King Model is recommended for churches that are “seriously” interested in working with adolescent African American males! Our churches must be able to address the spiraling decline of life for African American males.

Katrina: Still in the after effects

FEMA bills Katrina victims for improper payments; new law allows waivers for some.

By Michael Kunzelman, Published: December 29

NEW ORLEANS — When the Federal Emergency Management Agency mailed out 83,000 debt notices last year to victims of Hurricane Katrina and other 2005 storms, one of the letters showed up in David Bellinger’s mailbox. Bel­linger, who is blind, needed a friend to read it and break the news that FEMA wants him to pay back more than $3,200 in federal aid he received after Katrina.

“I nearly had a stroke,” recalls the 63-year-old, who moved to Atlanta after the storm wrecked his New Orleans home. “I’m totally blind. I subsist entirely on a Social Security disability check. If I have to pay this money back, it would pretty much wipe out all the savings I have.”

Many other Gulf Coast hurricane victims are in the same position, angry and frustrated at the prospect of repaying money they spent years ago as they tried to rebuild their lives.

FEMA is seeking to recover more than $385 million it says was improperly paid to victims of hurricanes Katrina, Rita and Wilma. The debts, which average about $4,622 per recipient, represent slightly less than 5 percent of the roughly $8 billion that FEMA distributed after the storms. At least some of the overpayments were due to FEMA employees’ mistakes, ranging from clerical errors to failing to interview applicants, according to congressional testimony.

But the agency says it is required by law to make an effort to recover improper payments, even if the recipient wasn’t at fault. Last month, however, Congress approved legislation that would allow FEMA to waive many of the debts. President Obama signed the measure — part of a $1 trillion spending package — into law Dec. 23.

FEMA spokeswoman Rachel Racusen said the agency is reviewing the law’s provisions and developing a plan to implement them. It remains to be seen how many recipients of FEMA money could benefit from the change.

Sen. Mary Landrieu (D-La.), who sponsored the provision, said disaster victims shouldn’t be punished because FEMA was “dysfunctional.”
“They have significantly improved the process,” Landrieu said of the agency. “This is very unlikely to happen again.”

Racusen said FEMA has implemented “strong protections” to avoid making improper payments, reducing its error rate from about 14 percent after Katrina to less than 1 percent for more recent disasters.

“We have also worked to significantly improve the recoupment process so that it is more understandable and provides due process for both disaster survivors and taxpayers,” she said in a statement.

FEMA’s collection efforts aren’t limited to the 2005 storms. The agency has mailed out more than 6,000 debt letters to survivors of other recent disasters, including floods.

Approximately 2,500 recipients, including 930 victims of the 2005 hurricanes, have appealed their debt notices. FEMA says about 30 percent of those appeals erased at least some of the debt. Recipients also can ask for a waiver due to economic hardship or seek to set up a payment plan.

“It is important for any individual who has received a recoupment notice to know that these letters are the start of a conversation with FEMA, not the end,” Racusen said.

 

This isn’t the first time Bel­linger has tangled with FEMA over funds he received to pay for renting an apartment in Atlanta. He was a plaintiff in a class action over the agency’s decision to end housing subsidies for storm victims and its efforts to recover alleged overpayments. FEMA later paid more than $2.6 million to settle the claims.

That case had also delayed the debt-collection process that Bel­linger and other storm victims are now facing. Before the settlement, a  federal judge in New Orleans ordered FEMA to suspend the effort in 2007 while it drew up new guidelines for the recoupment process. FEMA reinstituted the process last year.

“What a way to celebrate Christmas, knowing I’ve got another FEMA battle on my hands,” Bel­linger said.
After Bellinger moved to Atlanta, the Department of Housing and Urban Development covered some but not all of his rent. He says he relied on FEMA’s aid to make up the difference. FEMA claims he received a duplication of benefits, but Bellinger said the agency is mistaken.

“The fault is theirs, not mine, and they have to suffer the consequences,” he said. “I submitted everything they required. As far as I know, I did nothing wrong.”

Lubertha Haskin, a Gulfport, Miss., resident who turned 80 on Dec. 27, received about $8,000 from FEMA to repair some of Katrina’s damage to her home and to replace belongings. In October, FEMA sent her a debt letter that said her insurer had covered the same costs, a claim Haskin denies.

Haskin said she hadn’t heard from the agency in five years and never suspected she might have to pay back the money.

“I was knocked for a loop,” she said. “I don’t have that kind of money. I have a lot of doctors’ bills and other bills to pay.”

Law firms and legal aid groups have volunteered to help Haskin, Bellinger and many others challenge FEMA’s recoupment efforts.

“It’s really unfair that the government waited this long to come after this lady,” said Haskin’s attorney, Beau Cole. “They didn’t deliberately do it, but the effect is the same.”

The New Orleans office of Southeast Louisiana Legal Services, which offers free legal aid, has fielded more than 100 calls since September from people who want to challenge their FEMA recoupment letter. Rowena Jones, a lawyer for the group, said she hasn’t seen the appeals process yield any “actual results.”

“Our clients just don’t seem to be getting a fair opportunity to contest the notices and get a hearing on it,” she said.

The provision signed into law Dec. 23 allows FEMA to waive the debt for somebody who earns less than $90,000 a year if the money was mistakenly awarded due to FEMA error. A debt involving fraud cannot be waived. Racusen said FEMA is “committed to applying the law to the fullest extent possible.”

Rep. Bennie Thompson (D-Miss.) said the recoupment process is flawed. Many debt letters have been returned as “undeliverable,” meaning some people have moved and don’t even know they owe money, he said.

“Most of these individuals went through a lot of trauma,” Thompson said. “For our government to all of a sudden say, ‘We made a mistake, you owe us money,’ that’s not how it should be done.”

— Associated Press

Federal Hiring Process: Best Qualified or Selected Hiring

With the return of our military members from overseas duty, or military members retiring, or leaving the ranks.  Many will be applying for federal positions and submitting their qualifications for positions that their qualifications surely will get them that interview.  The position was almost designed with you in mind.

How many times have you, or someone you know applied for a federal job, obtained a rating for the next step, to have their package submitted to the hiring group or individual, and never receive any further notice. 

Disappointing?

Then how disappointing is it that you've used your 5 or 10 point military service as a plus in our application, then to find out after being qualified that the position has been reposted under another job number, with a slight change in the qualifications, or completely removed from the OPM or agency system after you've applied the second time and been rated with no notification or any further written or verbal contact on your application in the hiring process. 

Then to make it even worse you find out that it was reposted again and someone else hired.

Are the best and brightest being selected for these positions?

As I review, and join many federal agency blog, facebook, other community of practice groups I find that these same agencies or departments are seeking 'new ideas' from the community, when those members from the community are the ones that were not hired.

Listed below is the OPM hiring process in a nutshell.  Each agency may have a seperate hiring process, and procedures in place to hire the best of the best.

OPM Hiring Process Model

This timeline tool presents the recommended number of days for each step in the hiring process.  Then it prompts you to insert the number of days your department and agency takes to complete each of those steps.  At the end, you’re asked to compare the length of your process with the recommended length, and identify the three steps that deviate the most from the ideal.

Step 1: Request Approval to Fill Vacancy

Maximum number of days: 2
The process begins when a vacancy is identified. This vacancy can be the result of:

• Incumbent changing to a new job
• Retirement
• Workforce analysis that identifies the need for a new position

The selecting official then requests approval to fill the vacancy. This step should take no more than 1 day.  Approval of the request should take no more than 1 day.  The total is 2 days.  If the request is denied, the process ends.
Helpful Hints for improved timeliness:
Eliminate this step by having an annual Staffing Plan as part of the Human Capital Plan.  Agency Heads/Element Heads/Department Heads determine both composition and size of the workforce according to annual budget.  Position fill requests in accordance with an approved HC plan do not need additional approval.  Operational HR offices are fully familiar with the Workforce Plan and are prepared to act upon notification of the vacancy.

Step 2: Review Workforce Analysis and Understand Skill Gaps

Maximum number of days: 1
The selecting official and HR practitioner review the workforce analysis and identify any skill gaps for the position.  As part of this step, the position should be classified and method of recruitment identified.  The selecting official and HR practitioner determine the process to use for recruitment - merit promotion and/or competitive examining.  This step should take no more than 1 day.
Helpful Hint for improved timeliness:
Use preclassified position descriptions for mission-critical occupations or frequently filled infrastructure or administrative jobs.  Such as budget, HR, contracting or program support.  Career Pattern discussion is appropriate at this time.  This step should not take more than 1 day.

Step 3: Review Position Description for Alignment with Organizational Mission and Job Requirements

Maximum number of days:  1
The selecting official and HR practitioner review the position description for alignment with the organization’s mission and job requirements. This step should take no more than 1 day.
Helpful Hint for improved timeliness:
Update Workforce Plan and Organizational Staffing Plan annually.  Operational HR practitioners are consulted and briefed on the objectives of the organizations they service.  Standard and preclassified position descriptions validated during updates to ensure accuracy and alignment.

Step 4: Conduct Job Analysis

Maximum number of days: 3
The selecting official and HR practitioner conduct a job analysis to identify the knowledge/skills/abilities (KSAs) and competencies associated with the vacancy. This step should take no more than 3 days.
Helpful Hint for improved timeliness:
Develop job analysis library covering all mission-critical occupations, frequently filled positions, such as standard administrative and infrastructure support positions.  Validate job analysis annually during review of Staffing Plan.

Step 5: Create Candidate Assessment Tool

Maximum number of days: 2
The selecting official and HR practitioner select an assessment tool for screening candidates. The assessment tool may include:

• Crediting plan
• Structured interview
• Written test
• Panel
• Subject Matter Experts

This step should take no more than 2 days. 
Helpful Hint for improved timeliness:
Crediting plans and interview questions are developed as part of the job analysis library for mission-critical occupations, frequently filled jobs, administrative, and infrastructure positions.  The HR Practitioner should be proactively engaged with selecting official during the period before the announcement is posted and be involved in the development of the annual Staffing Plan. 
Note:  Steps 1-5 can all be done on the same day if all the preliminary work is done.  Read all comments at each step.

Step 6: Choose Ranking Method

Maximum number of days: 1
The selecting official and HR practitioner determine the process to use for recruitment - merit promotion and/or competitive examining.  If public notice, decide whether to use category ranking or rule of three.  Career Pattern discussion is appropriate at this time. 
This step should take no more than 1 day.

Step 7: Draft and Approve Vacancy Announcement

Maximum number of days: 2
The selecting official and HR practitioner draft and obtain approval for the vacancy announcement.  This step should take no more than 2 days.
Helpful Hint for improved timeliness:
Use job announcement templates and standard language for frequently filled positions or mission-critical occupations.  Use job analysis and crediting plan criteria to populate announcement template.  Avoid lengthy lists of assessment questions.  Use 4 or 5 relevant questions that correspond to crediting plan.  Narrative responses provide information most easily validated for qualifications.

Step 8: Post Vacancy Announcement

Maximum number of days: 1
The vacancy announcement is posted. This step should take no more than 1 day.
OPTIMAL TIME FRAMES - Helpful Hint for improved timeliness on steps 1-7:
The processes described above can be completed in 12 business days.  As HR offices become more strategic and participate in developing the Workforce Plans and the annual Staffing Plans, they can shorten the time between vacancy request and announcement to 3 – 5 days.

Step 9: Perform Applicant Intake

No specific number of days recommended
Consistent with legal requirements, the nature of the position and the competency need determine the period of time a vacancy remains open. Agencies engage in outreach and other targeted recruitment during this period and should consider advertising deadlines, travel time, and staff resources needed to promote the job to suitable audiences.

Step 10: Close Vacancy Announcement

Maximum number of days: 1
The closing date for a vacancy announcement is the cut-off point for applications. In some cases, veterans may apply after the closing date (see the OPM Delegated Examining Operations Handbook for more details). Agencies notify applicants to acknowledge receipt of their applications. This step should take no more than 1 day.

Step 11: Screen Applicants for Minimum Qualifications/Selective Factors

Maximum number of days: 5 (Based on OPM’s 45-day model)
This is the first of an 8-step priority period that includes OPM's 45-day model for filling a position. During this step, HR professionals screen applicants for minimum qualifications and other selection factors. This step should take no more than 5 days.
Helpful Hint for improved timeliness:
The HR Practitioner can cut days off this process by screening applications prior to announcement closing so that the panel can be held within a day or two of closing.

Step 12: Rate Qualified Applicants

Maximum number of days: 5 (Based on OPM’s 45-day model)
HR professionals or a panel of subject matter experts evaluate qualified applicants in accordance with the assessment method(s) selected in Step 5. This step should take no more than 5 days.
Helpful Hint for improved timeliness:
If a panel is used, schedule the panel before the vacancy posts and obtain commitment from all members to hold the panel within 2 days of closing.

Step 13: Apply Veterans’ Preference, Rank Qualified Candidates, and Deliver Certificate(s)

Maximum number of days: 5 (Based on OPM’s 45-day model)
The HR professional applies veterans’ preference, ranks the qualified candidates, and delivers certificates. Applicants are then notified of their status.  This step can be done in 3 days, but should not take more than 5 days.

Step 14: Review Applications

Maximum number of days: 5 (Based on OPM’s 45-day model)
The selecting official reviews the applications and selects the candidate(s) to interview. This step should take 5 days.

Step 15: Schedule and Conduct Interviews

Maximum number of days: 15 (Based on OPM’s 45-day model)
The selecting official schedules and conducts interviews with the identified candidates. This step should take no more than 15 days.

Step 16: Check References

Maximum number of days: 5 (Based on OPM’s 45-day model)
An HR practitioner or designee confirms the interviewed candidates’ references. This step should take no more than 5 days. Applicants are then notified of their status.
Helpful Hint for improved timeliness:
References can and should be checked by the selecting officials during the interview process.

Step 17: Make Selection(s) and Return Certificate(s)

Maximum number of days: 2 (Based on OPM’s 45-day model)
The selecting official makes selections and returns certificates. This step can be done in 1 day, but should not take more than 2 days.

Step 18: Extend Job Offer(s)

Maximum number of days: 3 (Based on OPM’s 45-day model)
An HR practitioner extends a job offer to the selected candidate. If the candidate accepts, all other candidates are notified.  This step can be done in 2 days, but should not take more than 3 days.

Step 19: Conduct Background Check

No specific number of days recommended.
An HR Practioner or designee conducts a background check on the candidate who accepts a job offer. Depending on the job, this step requires a variable amount of time. After this step is completed, a firm job offer can be made and a start date arranged.