LIFE-LONG LEARNING
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Story and Photographs by Kristen Schmid
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Non-Traditional Education


    There is an old saying about seeing a glass half empty or half full, and in
a similar way, a variety of non-traditional, adult education programs in
Richmond, rather than viewing the people and issues they work with as
problems, (as is often done) see their clients as sources of untapped positive
potential.
     Although their participants and individual approaches are very different,
LEAP (Literacy for Every Adult Project), The Richmond Rescue Mission,
Rubicon, and NIAD (National Institute of Arts and Disabilities), all strive to
help their clients become the most productive and fulfilled members of
society possible.  These programs use education to empower, rather than
merely subsidize, typically marginalized people.

LEAP: Informed Citizens
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     LEAP, Literacy for Every Adult Program is an example of a program where
the targeted need is common -- government estimates for illiteracy (broadly
defined as when people have enough problems reading that it impairs their
ability to function) range from one in five people to one in three people--yet
it isn't popularly perceived as  widespread, because potential clients keep
their illiteracy secret.
     LEAP's director, Bea Julian, explains that although technological advances
allow people "to get along in society now without learning to read," literacy
is still necessary for what LEAP strives to create: informed citizens.  Julian
says that when people are illiterate, they "give up the power to make certain
decisions in their lives...you canŐt make good decisions if you don't know
how to process information, and you canŐt process information if you don't
know how to read."
     For these reasons, Julian and her colleagues view literacy as a key to
"lifelong learning...LEAP does not produce a person who knows
everything", although they do help people "not to be intimidated" by libraries
and information.  The ten year-old program goes about this with a philosophy
of "if you can read, you can teach somebody to read," and matches learners
and tutors into pairs which meet for a minimum of two hours a week.  Since
LEAP is learner-based, the pairs follow a process of "goal directed literacy"
in which they organize their own path, based on the learner's goal and the
necessary steps to reach that goal.  Julian says this approach demonstrates
that learning to read is like any other goal or challenge in adult
life...they've already come so far and learned so many things, they can learn
how to read."
     In addition, LEAP sponsors group training, workshops, and a number of
small groups which meet regularly with guest speakers to learn and discuss
subjects such as science, history, sociology, psychology, geography,
computers, and religion, or prepare for the GED and higher education
transition programs.  According to Julian "the main goal of many LEAP
clients is to upgrade their skills to find a job, or get a better job", so
LEAP also teaches computer literacy and has drop-in math assessment.  In fact,
LEAP was the first adult literacy program in California to use computers.
LEAP strives to affect more than clients' immediate job futures with their
Family Literacy program, which Julian says, is based on the premise that "if
you didn't read as a child, it is likely your children won't either." Since
"kids starting kindergarten today who haven't had exposure to books will be
behind their peers", Julian says, LEAP tries to make people "think of reading
as a fun and natural activity, and read as a family." To do this LEAP
sponsors readings at the Richmond Farmers Market, and gives away free
books through the Reading Game.

Richmond Rescue Mission: Nourishing Body and Mind
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     The Richmond Rescue Mission also helps educate families, but because it
serves a needy and often homeless population, the Mission strives to nourish
bodies as well as minds.  Also, the 29 year-old Mission's Christian approach
drives and shapes their organization; because of this religious background
the Mission receives no government funding, but relies entirely on private
donations.  The Mission's statement of purpose is "to continue the work of
Jesus Christ through evangelizing, discipling, and serving the spiritual and
physical needs of the disadvantaged; to provide emergency subsistence and
rehabilitation programs for men, women, and families including skills
training for inner-city poor; to inform and involve the public in caring for
the poverty-stricken with the ultimate goal being the restoration of the whole
person."
     To fill people's immediate needs, the Mission has an Emergency Subsistence
program with temporary lodging for men, women, and families (bed space
for 250+ people); meals (over 450 a day), and family services distribution
(1300 food boxes/month, clothing, furniture).  The Mission also has an
extensive rehabilitation program, including counseling services, a 15-18
month Disciple training program with GED and job skills training, on-the-
-job training, college level Bible courses, and transitional housing for
program men.  In addition to its adult education, the Mission has classes
taught by a Richmond Unified School District teacher for the homeless
families' children, & after-school tutoring for about 80 local kids (there are
still 100 on a waiting list).
     In September, the Mission will expand its course offerings for students of
all ages with larger computer, education, and after-school programs at its new
Urban Training Center, an advance made possible by the donation of the Van
Pac Carriers building. To keep all its existing projects going and to start new
ones such as the Training Center, the Mission relies on more than 400
volunteers a month, in addition to 33 full-time staff members serving in
capacities ranging from truck drivers and case workers to office staff and
counselors..

Rubicon: An Entrepreneurial Approach to Community Service
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     Established in 1973, Rubicon is described as "an entrepreneurial approach
to community service" in its company advertising.  To this end, Rubicon
screens, trains, and employs clients in the program's thriving businesses:
bakery (wholesale and catering), janitorial, landscaping/maintenance, and
tree planting, with major contracts at Treasure Island and Yerba Buena.
Sometimes when people first come to Rubicon, they aren't ready to work,
because they don't have enough social skills, stability, etc., explains
Rubicon Quality Control administrator Martin Swank.  At this first stage,
clients attend counseling, group therapy, and an art program in Rubicon's
Day Center.  Then, after being evaluated by vocational counselors, and
training for three weeks to three months, making five to six dollars per hour,
clients become skilled workers and Rubicon employees.
     A time study determines what percentage of a fully functioning worker's
output Rubicon clients can perform, and they are paid that percentage of the
prevailing wage at federal sites.  The program aims to "increase [clients']
relative percentage of work, and the ultimate goal is [for them]  to...get jobs
in the private sector" says Swank.  The main obstacles to this process center
around bureaucracy and the clients' special needs.  Swank and Sales
Representative Eric Hartjen explain that, compared to a typical business,
Rubicon  deals with "a lot more paperwork...clients require a high level of
supervision...they have problems with assimilating information and
discipline, and need to be kept from getting distracted with social issues and
kept focused in their work."
     In spite of these challenges, Hartjen emphasizes that their clients are
good workers and  customers like the results.  Rubicon achieves this kind of
customer satisfaction with "attention to detail and to the customer's needs"
says Hartjen.  Rubicon is a good deal compared to companies who underbid
to get a contract but then can't perform on such a low budget; since Rubicon
is a non-profit company, its only costs are material and labor, which means it
"does a lot more than what private companies could do" says Hartjen.
Realizing that a lack of safe and affordable housing was hindering their
clients' ability to be dependable workers, Rubicon built its own transitional
and family housing where the 60 residents are charged 30% of their take-
home wage for rent.  Hartjen explains that the objective is "to train people in
independent living..we don't want to make a little nest that is so easy to live
in that they don't want to leave." To further increase clients' autonomy,
Rubicon works with local social service and educational agencies and offers
programs such as literacy and highschool equivalency classes and money
management counsel.ing.

NIAD: Individual Growth and Development Through Art
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     National Institute of Arts and Disabilities serves a more specific
population, namely developmentally disabled people referred by their case
managers who "are talented or can't function in any other program" says Ethel
Mann, NIAD artistic director.  She emphasizes that the 10 year-old program,
which employs 50 people as artists in five disciplines (painting, drawing,
printmaking, ceramics, and textiles) is a "revolving open studio", and not art
therapy or busywork.k.
     NIAD's goal is "individual growth and development through art" says
Mann, "it's about the whole person...the joy of achievement and beauty, the
enhancement of self-esteem." Although NIAD has teachers (all with MFAs
or a demonstrated level of professionalism) and an artist-in-residence
provided by the California Arts Council, the program is not set up as a
school.  Mann explains that this is because "work gets homogenized in a
class structure." The instructors are present to answer questions and give
suggestions as needed; NIAD tries to create "a sense of choice...get all the
materials around them [clients] that makes them individuals" says Mann.
Program participants are dedicated to art; they work each day from 9:00 a.m.
to 3:00 p.m., and NIAD has a gallery, Creative Spirit, in San Francisco's
Ghiradelli Square.  A piece of artwork sells for $200 on average, and artists
keep 50% of their earnings; last year, NIAD made $50,000.

Making Better Livess
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     Although programs like NIAD and Rubicon primarily work with a
developmentally disabled population, like LEAP and Rubicon they still strive
to further integrate their clients into society by helping them be productive.
What is exciting about all four of these non-traditional education programs,
and others like them, is that the beneficial effects extend beyond the clients
immediately involved.  Participants can make better lives for their children
and other family members, and often they are inspired to help others in the
same way that they were helped, as is shown by the  accompanying profile
of Richmond Rescue Mission Disciple Program graduate-turned Education
Director Bill Jones.