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W hen it comes to health disparities, in nearly everydisease category affecting the general population,African Americans end up on the short end of thestick. Study after study indicates that African

Americans are more likely to develop life-threatening and debilitatingillnesses earlier and more acutely than other American ethnicgroups. Just as the numbers are higher for African Americans inthe disabling diseases and death rate category, the opposite istrue in one area that could help turn the tide – African Americanschoosing careers in bioresearch and treatment.

According to the National Institutes of Health, only 11 percentof college students who receive undergraduate degrees in sciencefields are African American. Of these, few go on to pursue medicalresearch careers and an even smaller percentage study in areasthat investigate treatments and cures for childhood catastrophicdiseases.

The following research and medical professionals are devotingtheir talents, training and skills to finding cures for certain childhooddiseases. All four are learning, while they are contributing to thework being done at St. Jude Children’s Research Hospital inMemphis. St. Jude is a research and treatment institution mostrenowned for its success in treating pediatric cancers. It is also aplace where people from around the world come to train alongsidesome of the world’s most noted scientists and physicians. One often sickle cell centers in the United States, St. Jude is also aninstitution where researchers are studying and treating HIV/AIDS,another disease disproportionately killing African Americans.

Ashley Miller

Ashley Miller, a research assistant at St. Jude, is one in a handfulof African Americans pursuing careers in medical science. Hisyouthfulness and career choice makes him a standout in his fieldand a hot ticket for any career day. This is why he makes a point ofaccepting invitations to speak to students about his work.

“I want the students to know by seeing me and asking questionsabout what I do that they too can be scientist or doctor some day,”Miller explains.

Miller knows many of the children he speaks to have never metanyone of their ethnic background who has chosen this line of work.

St. Jude Children’s Research Hospital in Memphis providesworld-acclaimed teaching environment for research andmedical professionals from all walks of life.By Judith Black

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“I grew up in a small town in Mississippi,” Miller says. “I knew that Iwanted to be a doctor when I was a junior in high school becauseI had always been interested in science and helping people.”

After graduating from Xavier University in New Orleans in 2002,Miller entered the Pediatric Oncology Education program at St. Jude.

“I was intrigued by biochemistry in college, so I knew that Iwanted to get into that area,” Miller says. “While I was in college, Idiscovered how much I liked research. I knew that through this St.Jude program, I would be able to combine what I enjoy aboutresearch with my future as a physician.”

Miller spends his hours in the pharmaceutical scienceslaboratory at St. Jude as a research technologist testing differenttypes of cancer drugs on reproduced embryonic cells.

“This work teaches us how resistant cells are to certain drugs,”Miller explains. “We can take this information and apply it to whatwe know about how drugs affect people.”

“It’s small steps in this type of medicine, however, I know thatsomeday my work may result in incredible progress that will helpadvance our knowledge about how to cure catastrophic diseasesthat threaten the lives of children.”

Roderick Hargrove, MD

Working in another area of the hospital is Roderick Hargrove,MD. As an ophthalmic plastic/oncology surgeon, Hargrove is at St.Jude for one year of a two-year rotation. He grew up near theUniversity of North Carolina, Chapel Hill, where he pursued bothhis undergraduate and medical degrees. “I was prodded intoscience from an early age,” Hargrove says, noting that his familyhad ties to people at the university.

“For me and my affinity to the university, the connectioncontributed to my hard work, which brought me into the medicalpractice,” he explains. Once he chose a medical career, Hargrove

became intrigued with ophthalmology and says, “I find the eye tobe fascinating and the science behind it to be growing by leaps andbounds.”

He currently spends much of his day in surgical suites operatingon children who have a form of eye cancer known as retinoblastoma,or on patients that require reconstructive surgery for their orbitallobes.

Eye surgery involves digital cameras, magnifying screens andlasers. Yet, Hargrove maintains, it is a humbling, human experience.“My patients’ eyes are one of their most precious organs,” Hargroveexplains. “There is no room for a second chance.” As a surgeon,Hargrove’s work requires that he spend most of his day studyingthe eye of a child or adult who is asleep. Except for the talk betweenthe surgeons and nurses, Hargrove’s work area is a sterile roomthat resembles a bright vault filled with state-of-the-art equipment.

In addition to working at St. Jude, Hargrove works at otherMemphis-area hospitals and is involved in numerous types ofophthalmic cases. He may operate on as many as 20 patients aday performing surgeries that last from 20 minutes to hours,depending on the complexity.

Studying at St. Jude means being in close proximity toresearchers who spend their days in laboratories developing thecures that doctors like Hargrove will soon implement. Theirprofessions also require the precision and detail but once the resultsof their findings reach Hargrove in the operating room, there is nomore room for trial and error.

Jerrylaine Walker, PhD

In yet another area of St. Jude, Jerrylaine Walker, PhD, worksin molecular pharmacology. Walker has conducted research at St.Jude for six years and hopes to have her own lab one day.

Her job is to study ways of modifying DNA. This area of researchis promising in the development of drugs including new types ofchemotherapy.

“We conduct the experimentation behind the cures,” Walker saysin explaining her role as a research scientist. “Though my work isresult-oriented, it involves many, many efforts and experiments. Mywork is geared to bring about a final product that is helpful.”

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Born in the West Indies, Walker received scientific training atthe University of California, Santa Cruz. Her doctoral work involvedstudying enzyme activity in sea sponges. Today, she studies anenzyme, or protein, known as topoisomerase II, whose cellular roleis to change DNA.

“We’re learning the mechanism by which cancer drugs inhibitthe enzyme to stop cellular reproduction,” Walker says, “Byunderstanding how drugs stop enzyme functions, we can continuemaking better [cancer] drugs.”

Stephanie Tate

In the Hartwell Center for Bioinformatics and Biotechnology atSt. Jude, Stephanie Tate, a synthesis specialist, produces infection-fighting antibodies, or proteins, known as peptides. These proteins,which consist of amino acids, are supplied to many scientiststhroughout St. Jude who depend on these biological products fortheir research. Tate has been with the Hartwell Center for threeyears. She has also worked as a lab technician for a Memphischemical company and taught school. She graduated from theUniversity of Arkansas, where she majored in chemistry.

Tate describes the Hartwell Center as “the St. Jude extensionof the Human Genome Project.” The computer-driven, high-outputlaboratory houses resources for thousands of research projects.

Chemistry, Tate says, was for her like a seed that was plantedand grew as she matured.

“I enjoyed teaching chemistry, but I really enjoy the hands-onlearning I have every day here in the Hartwell Center,” Tate says.

Planting the Seed

Like many other research and medical institutions, St. Juderecognizes the value of having minority students study the sciencesand is working to recruit more African Americans. The PediatricOncology Education (POE) program that recruited Miller and similarprograms at other institutions are being offered to attract moreminority students. The hope is that as increasing numbers ofminorities enter the biosciences and medical fields, theircontributions will help close the gap in health disparities.

For more information about medical research and other careeropportunities at St. Jude, visit www.stjude.org. BP

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T he National Urban League applauded the SupremeCourt’s decision to uphold the University of MichiganLaw School’s admissions polices, thereby reaffirming itsBakke decision and stating unequivocally that the

government has a compelling interest in promoting diversityin education and the workplace.

“This is an historic victory for America and a reaffirmation ofthe nation’s commitment to equality and diversity,“ NationalUrban League president Marc Morial stated.

“The University of Michigan Law School should be lauded fortaking on this fight. The efforts of a broad coalition of leadersin the civil rights movement, labor unions such as the AFL-CIO,Fortune 500 companies, and more than two dozen of thenation’s top former military officers are also due applause fortheir courage and conviction.

“With this decision, the Court has made clear that diversity andexcellence are not mutually exclusive. Affirmative action is acritical tool that can help universities achieve a student bodythat is diverse, racially integrated, capable, and multi-talented.

“For US companies to compete in an increasingly globaleconomy, they must be able to access a diverse pool of talentedstudents from the best schools so that they can train, promote,and build a high caliber workforce capable of meeting the needsof customers in the global marketplace.

“This is why a diverse and racially integrated campus benefitsall students and ultimately, all of America.”

Noting that the Court struck down the “points system” in theUniversity of Michigan’s undergraduate admissions policy, Mr.Morial stated, “It is extremely important that citizens realizethat the Court did not reject affirmative action, it rejectedMichigan’s specific scoring system.

“The Court clearly upheld the argument that the governmenthas a compelling interest in promoting diversity in educationand the workplace.”

“Our country has come a long way toward racial equality, butwe have further to go,” Mr. Morial stated.

“With its decisions, the Supreme Court is demonstrating thataffirmative action programs that take race into account are aneffective means towards accomplishing this.”

The Urban League is the nation’s oldest and largest community-based movement empowering African Americans to enter theeconomic and social mainstream. The National Urban League,headquartered in New York City, spearheads the nonprofit,nonpartisan movement, while Urban League affiliates operatein more than 100 cities in 34 states and the District of Columbia.

National Black organizations respond to the SupremeCourt’s recent decision in University of Michigan case.

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THE MICHIGAN MODEL NOW BECOMESTHE OPERATIVE MODEL

Kweisi Mfume, President and CEO of the NAACP, stated that,“Affirmative action has always been seen as a lawful means ofremedying present and past discrimination. It is still the rightthing to do to level the playing field and a proven way toincrease diversity.”

Regarding the recent Supreme Court decision, Mfume said,“[The] 5-4 decision by the court in favor of the University ofMichigan’s law school affirmative action program is a majorvictory for colleges and universities nationwide. The SupremeCourt has in essence provided the nation with a road map onhow to construct affirmative action programs in highereducation that are constitutionally acceptable. The Michiganmodel now becomes the operative model for both graduateand undergraduate affirmative action programs.”

Mfume continued, “Just as the Bakke decision in 1978disallowed quotas but permitted the use of race as a permissible‘plus,’ this decision disallows the awarding of points but permitsthe use of race when properly and fairly applied. Colleges anduniversities should now reconstruct any undergraduateaffirmative action program that awards points solely on thebasis of race in favor of a new matrix system to now includeother things in addition to race.”

Julian Bond, NAACP National Board of Directors Chairman,

said: “The Supreme Court’s rulings on affirmative action are amixed blessing, at best. The supporters of justice and equityshould be sobered by the narrow margins in both cases; weshould recall how we celebrated Bakke as a victory 25 yearsago, despite its obvious retreat from the goal of insuring fairnessin American life. For now, let us reaffirm our commitment toaffirmative action as a remedy for past and present-daydiscrimination, and celebrate the Supreme Court’s endorsementof diversity.”

Founded in 1909, the NAACP is the nation’s oldest and largestcivil rights organization. Its half-million adult and youthmembers throughout the United States and the world arepremier advocates for civil rights in their communities,conducting voter mobilization and monitoring equalopportunity in the public and private sectors.

RACIAL DIVERSITYIN EDUCATION

The Supreme Court endorsed the goal of racial diversity ineducation, but barred mechanical formulas that take race intoaccount. Now Universities and other educational institutionsmust grapple with the question of how they will achieve adiverse student body.

“More than ever,” says Sandra Timmons, president of ABetter Chance, “America needs to make sure that gifted childrenof color receive the same educational and social opportunitiesas the majority. The education community is searching for moreeffective ways to assess intellectual talent, and to identify andattract the most gifted young people from every background.A Better Chance has the opportunity to provide nationalleadership in this vital work.”

Timmons brings considerable expertise to the issues relatedto diversity in education. She oversees A Better Chance’s historicsignature program, the College Preparatory School Program,which annually identifies, recruits and places more than 300gifted children of color into academically rigorous private andpublic high schools.

A Better Chance was founded at the height of the civil rightsmovement to help independent secondary schools broadentheir pool of qualified candidates of color. Over its 40-yearhistory, the organization has assisted more than 11,000 talentedstudents of color, with the development of a unique assessmentprocess that has proven to be highly effective in predictingacademic and personal success for those who are admitted toits programs.

A Better Chance limits its reliance on standardized test scoresand uses additional criteria, including class rank, demonstratedleadership ability, perseverance and socioeconomic data.

Statistical and anecdotal evidence pays tribute to the successof A Better Chance’s approach:

• Over 250 of the country’s most prestigious private and publicschools retain A Better Chance to help them recruit qualifiedstudents of color

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National Urban League president Marc Morial

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• At least 85 percent of A Better Chance scholars graduatefrom high school - far exceeding the national average

• 99 percent of A Better Chance’s graduating seniorsimmediately enroll in college.

• More than 35 percent of these students enroll in 20 of themost highly selective colleges including Harvard, Universityof Pennsylvania, University of California at Berkeley and Yale.

Although critics of affirmative action suggest that there areinherent problems in showing preference to one group overanother, Timmons says, “I do not believe that giving preferenceto one group necessarily puts another group at a disadvantage.This view, while often cited, distorts the debate and ignoresthe historic inequalities that continue to persist despiteunquestioned progress that has been achieved.”

Another common theme among opponents of affirmativeaction is whether beneficiaries of affirmative action can trulyattribute their success to being the “most qualified,” or justthat they are a member of a particular minority group?

“I cannot even begin to speak for all who have benefitedfrom affirmative action,” Timmons responds. “However, I canspeak about my experiences. Affirmative action efforts providedaccess to opportunities that may not have been available tome otherwise. Even if an opportunity was provided on thebasis of race or gender, I knew that I had to make the most of itand do my very best. I believe that I have done so, as evidencedby both my educational and professional accomplishments. Allopportunities require some degree of preparation and I havecertainly recognized the need to do so. But I have never felt asthough I was not qualified for the opportunities that have beenpresented to me.”

Prior to joining A Better Chance, Timmons was Chief OperatingOfficer of Girls Inc., a national nonprofit organization dedicated

to empowered girls and an equitable society. During her tenure,she authored a strategic plan to reach and serve more of thenation’s 36 million girls. The plan’s major thrust focused onexpanding programs that addressed science, math, technology,leadership, personal safety and self-defense, media literacy,money management, health and sexuality education for girlsages 6 to 18 in all parts of the country. She also managed theprogram development, research, training, informationtechnology, national services and human resources departmentsand served as the organization’s interim President and ChiefExecutive Officer.

Before that, Timmons served as the Chief of Staff at the CollegeBoard in New York City, where she managed the president’soffice operations and led various policy and projectimplementations during her tenure.

Timmons holds both a Bachelor of Arts degree in Business/Economics with a concentration in Accounting from theUniversity of Pittsburgh and a Master of Science degree in PublicPolicy Analysis and Management with a concentration inFinance from Carnegie-Mellon University. BP

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Sandra Timmons,president of

A Better Chance

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The National Center for Healthcare Leadership (NCHL) hasreceived an $80,000 grant from GE Medical Systems todevelop and support innovative educational programs in

cultural diversity in health care. These new initiatives willenhance the NCHL’s commitment to increase and supportdiversity in healthcare management, specifically theadvancement of racial and ethnic minorities and women insenior management and leadership positions. NCHL is workingcollaboratively with the Institute for Diversity in HealthManagement, an affiliate of the American Hospital Association,to develop and test new learning strategies.

“We sincerely appreciate GE Medical Systems’ support ofour programs. As an organization well known for itscommitment to excellence in leadership, their endorsement ofNCHL is gratifying,” said NCHL Executive Vice President and COOMarie Sinioris. “GE Medical Systems commitment to diversityinitiatives will undoubtedly lead to improvements in the deliveryof healthcare as a whole.”

Effective diversity initiatives are needed to better meetcommunity health needs of a changing demographic USpopulation. The funds will be used to launch innovativeprograms for the healthcare field. The diversity educationalprograms will bring together teams of racially and ethnically

The National Center for Healthcare Leadership’s DiversityInitiatives Receive Funding from GE Medical Systems

diverse mid- to senior-level leaders in healthcare management,which will enable aspiring healthcare managers and executivesto be change agents within their organizations, creating andfostering environments that encourage and support diversityin healthcare.

The coaching program builds on the belief that individualmentoring and coaching is an important part of the professionaldevelopment for all healthcare managers, and is particularlyessential to the career progression of minorities. This pioneeringprogram will prepare healthcare managers and others to serveas mentors and coaches using the NCHL’s healthcare leadershipcompetencies. The two programs will work in tandem, so thatindividual coaches and mentors are available to alumni of thediversity educational programs in support of their continuedgrowth and achievements in healthcare management.

“GE Medical Systems is proud to partner with the NCHL todevelop these innovative programs,” said Joseph M. Hogan,President and CEO of GE Medical Systems. “Diversity in theworkplace has made GE Medical Systems the technology leaderthat it is. Our global teams succeed because of the talent andperspectives of individuals from diverse backgrounds.”

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The programs are the first initiatives to be launched underthe guidance of the NCHL’s Advisory Council on Recruitmentand Diversity, which is co-led by Gary Mecklenburg, Presidentand CEO of Northwestern Memorial HealthCare in Chicago andBrenita Crawford, COO of Regional Medical Center in Memphis.“We must embrace the challenge and lead. The creation of theeducational and coaching program is a major step in the rightdirection,” said Mr. Mecklenburg. “These programs are inkeeping with the NCHL’s overall objectives to improvehealthcare leadership in America and to better prepare leadersto address the extraordinary healthcare challenges that havebeen expounded in recent reports by the Institute of Medicine.The network of leaders who will emerge from these programswill be better equipped to address these challenges, includingthe troubling racial and ethnic disparities in treatment andhealth outcomes in America.”

Rupert Evans, President of the Institute for Diversity in HealthManagement, and a member of NCHL’s Advisory Council,applauded the support from GE “which will further thecollaboration between the Institute and the National Center inbringing these much needed programs to the healthcare field.”

ABOUT GE MEDICAL SYSTEMS

GE Medical Systems is a $9 billion global leader in medicalimaging, interventional procedures, healthcare services, andinformation technology. Its offerings include networking andproductivity tools, clinical information systems, patientmonitoring systems, surgery and vascular imaging, conventionaland digital X-ray, computed tomography, electron beamtomography, magnetic resonance, ultrasound and bone mineraldensitometry, positron emission tomography, nuclear medicine,and a comprehensive portfolio of clinical and business services.For more than 100 years, health care providers worldwide haverelied on GE Medical Systems for high quality medical

technology and productivity solutions. For more information,visit the GE Medical Systems Web site at www.gemedical.com.

ABOUT THE NATIONAL CENTERFOR HEALTHCARE LEADERSHIP

The National Center for Healthcare Leadership (NCHL) is anot-for-profit organization comprised of leading healthcareorganizations, academic health management programs,professional organizations, and other influential leaders in thefield who share commitment to assuring the availability of high-quality healthcare leadership. Collaborating with all healthcaredisciplines-including nursing, medicine, and other healthprofessionals-the goal of NCHL is to meet the challenges ofdelivering quality patient healthcare in the 21st century througheffective healthcare management. The NCHL’s agenda is toestablish core competencies at all levels of the career cycle, unifythe practical application of healthcare management withacademic research, define protocols for continuous learningmodels, expand recruitment to health management careers,and increase the diversity of healthcare leaders. The NCHL issupported by grants from The Robert Wood JohnsonFoundation, W.K. Kellogg Foundation, and a broad base ofcorporate sponsors. For more information, visit the NCHL Website at www.nchl.org. BP

Rupert Evans, Sr., President & CEO , The Institute ofDiversity in Health Management. Photo by Robert Knapp

Brenita Crawford, COO of Regional Medical Center in Memphis

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ON THE COVER

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Although, Willie Gary finds it helpful torelate back to his early years as amigrant worker in the South, he liveshis life looking to the future – not thatthe present isn’t a very comfortable

place to be. As an attorney, Gary has so manyaccomplishments under his money-laden belt he couldbe content to rest very nicely on his laurels. But, hardwork and dedication to the cause of the underdog hasbrought him this far, and there is so much more to bedone. Not taking his status and clout for granted, Garyis determined to make an even larger, positive impacton the African American community in his newest roleas a cable television executive.

In the field of law, he is widely celebrated as “The GiantKiller.” Throughout his 28-year legal career Gary hassuccessfully taken on some of America’s most powerfulcorporate “giants,” garnering billions of dollars for hisotherwise disadvantaged clients. Some of Gary’s mostfamous triumphs include one of the largest jury verdictsin U.S. history, the 1995, $500 million decision against aCanadian funeral home company. In 2000, he won a $240million verdict against Disney when a jury found Disney

guilty of stealing the idea for its sports complex fromGary’s clients. In 2001, he won a $139 million verdict fromAnheuser-Busch on behalf of the family of baseball greatRoger Maris. Gary has won over 100 cases in excess of amillion dollars each and negotiated settlements of $205million, $185 million and $175 million.

Gary and his firm of dedicated trial lawyers continueto handle complex cases involving product liability,medical malpractice, corporate bad faith dealings,personal injury and wrongful death. First established ina humble storefront in downtown Stuart, Florida, in 1975,Gary’s law practice has grown into the thriving nationalpartnership known as Gary, Williams, Parenti, Finney,Lewis, McManus, Watson & Sperando.

The firm is made up of 36 attorneys, a team ofparalegals, a professional staff of 104 including in-houseGeneral Counsel, six nurses, two full-time investigators,an administrator, a certified public accountant, a publicrelations director, as well as a full administrative staff.The firm now operates out of three posh waterfrontoffices located in Historic Downtown Stuart, Florida andthe other is located in Ft. Pierce, Florida.

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Willie E. Gary, Esq. may have reached the pinnacle of success as a prominent trial attorney,but as Chairman and CEO of the MBC Network his focus is on inspiring and empoweringthe urban community.

By Pam Peterson

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Already the country’s leading provider of live Blackcollege sports events, in July MBC became the exclusivecable carrier for all Southwestern Athletic Conference(SWAC) Games. The five-year deal makes MBC the“official cable carrier” for all SWAC games includingconference championships and classics. Beginning this fall,MBC Networks will air the first of 25 SWAC games forthe 2003-2004 football and basketball seasons. All total,MBC will air 100 Black college sports games this season.

“Except for select games and championships, Blackcollege sports have not had a consistent presence onbroadcast nor cable television,” stated Gary. “That is whythis partnership is a natural fit. MBC’s commitment toprovide quality programming to urban families will beenhanced with this agreement. MBC will not only bringto viewers exclusive football games and in-depth sportscoverage, but we will take viewers beyond the playingfield and inside halls of these historic institutions.”

Gary is a member of the National Bar Association,American Bar Association, American Trial LawyersAssociation, Florida Academy of Trial Lawyers Association,Martin and St. Lucie County Bar Associations and theMillion Dollar Verdict Club. He has tried cases in 45 statesand is in great demand as a motivational speakerthroughout the country, delivering speeches to lawschools, universities, churches, chambers of commerce andvarious other groups.

To keep up with the demand, Gary has a custom-designed, 32-passenger Boeing 737 jet, appropriatelynamed “Wings of Justice.” In addition to facilitating hisextensive travel schedule, and allowing him to handlecases throughout the country, a private jet helps Garyaccommodate the other priority in his life-getting hometo spend valuable time with his family.

IMPACTING THE URBAN COMMUNITY

Outside the legal field, Gary holds another distinctiveposition as Chairman and CEO of America’s first minority-owned and operated, 24-hour cable network - the MajorBroadcasting Cable Network (MBC). The Atlanta-basedMBC provides the urban community with intelligent,wholesome family-oriented programming that embracesvalues in the business, entertainment, sports, nonprofitand government sectors. Currently, MBC is available in24 million homes, over 3000 cities and 47 states.

Since it’s beginning in 1999, MBC has continued toexpand its values-based urban programming to includemovies, classic sitcoms, family-oriented music,information, children’s programming, dynamic ministries,sports, special events, and a daily newscast - MBC NetworkNews.

Recently, Gary and his partners - boxing championEvander Holyfield, former baseball great Cecil Fielder, andco-founders Marlon Jackson of the legendary Jackson 5and cable TV veteran Alvin James announced plans tolaunch another innovative, 24-hour news channel, MBCNews: The Urban Voice, which is scheduled to beginbroadcasting in the first quarter of 2004.

According to Gary, “MBC Network News is a preludefor viewers to our 24-hour news network, MBC News -The Urban Voice. Both MBC Network News and MBC News- The Urban Voice, will take the news of the day andpresent it from the African American perspective andhighlight the positive aspects of the urban culture, whichviewers may not see on other evening newscasts.”

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Gary finds he just can’t say “no” to worthy

causes, and has been know to participate in

consecutive events such as speaking at a

Bar Association-sponsored forum to

hundreds of teenagers and later that same

day attending a fundraising event for a

Black Law Students Association.

BIG HEART, DEEP POCKETS

Besides taking on the big boys on behalf of the littleguy, and shining a positive light on the urban community,Gary puts his money and time where his heart is, which isto improve the lives and futures of at-risk youth througheducation and drug prevention programs.

In 1994, Willie and his wife Gloria founded The GaryFoundation to provide scholarships and other assistanceto stimulate and promote educational achievementamong African American youth. They’ve instilled thesame spirit of giving and caring in their sons Kenneth,Sekou, Ali and Kobie, who are also actively involved inthe operation of the foundation. Scholarships andfunding for agencies such as the Gertrude Walden Center,a pre-school developmental learning center in Martin

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In 1994, Willie and his wife Gloria

founded The Gary Foundation to provide

scholarships and other assistance to

stimulate and promote educational

achievement among African American

youth. They’ve instilled the same spirit of

giving and caring in their sons Kenneth,

Sekou, Ali and Kobie, who are also

actively involved in the operation

of the foundation.

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The Rev. Jesse L. Jackson talks about the Major Broadcasting Cable Network’s new24-hour news channel while MBC chairman and CEO Willie E. Gary, left, looks onduring a news conference held at the Marriot Marquis Hotel in New York on Tuesday,February 11, 2003. MBC will begin a one-hour newscast in April as a prelude tolaunching the first 24-hour news channel owned and operated by African Americans.(Monika Graff/Medialink Photography)

County, and other educational institutionswho work with youth of all ages to inspirethe desire to learn.

The Gary’s have donated millions of dollarsto help Historically Black Colleges andUniversities, such as $100,000 each toBethune Cookman College, Edward WatersCollege, Florida Memorial College andSeminary School at Lynchburg; and anastounding $10 million to their alma mater,Shaw University in Raleigh, N.C.

Earlier this year, the Gary’s received thefirst annual William H. and Camille O. CosbyPhilanthropic Award during the 17th AnnualBlack History Makers Awards Dinner inFebruary.

This award was created by the Cosby’s torecognize the philanthropic participation byan African American who most exemplifiestheir shared philosophy of philanthropy toimprove education and health and humanservices for less fortunate African Americans.It is also intended to highlight the need forfinancially capable African Americans tosupplement their traditional giving toreligious organizations with planned,endowment and other forms of tax-advantageous giving.

Rayton Gerald, chairman of the AssociatedBlack Charities Board of Directors, presentedthe award, stating that the Gary’s should berecognized “as role models to be emulatedby other economically capable AfricanAmericans.”

Gary humbly accepted the award saying,“When we started The Gary Foundationalmost 10 years ago, we just wanted to makea difference in the lives of young people,who otherwise might not have theopportunity to go to college. And whilemoments like this serve as confirmation thatwe are ‘making a difference,’ it should alsoserve as a call to action - for there is muchmore still to be done.”

True to form, Gary continues to speak at numerous schools aroundthe country and even hosts his own television campaign called,“Education is Power”, which encourages children to stay in schooland to be the best they can be.

Gary finds he just can’t say “no” to worthy causes, and has beenknow to participate in consecutive events such as speaking at a BarAssociation-sponsored forum to hundreds of teenagers and later thatsame day attending a fundraising event for a Black Law StudentsAssociation.

“I am very grateful that we were able to work together so that Iwas able to participate in both events. It was a great day - during thefirst event, I was speaking to young people about the importance ofgetting a college degree and at the other we were having a greattime raising scholarship money to help young people toward thatend.”

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T hink of a leader/manager in your life who reallymotivated you to be the best you could be. Whatattributes or characteristics describe him or her? What

habits did he or she have that worked for you? Over thepast two years, I have asked hundreds of leaders thatquestion. Here is a sampling of the most frequent answers.

She or he:

• Was fair and respectful toward others.

• Had high personal standards.

• Believed in my abilities and potential.

• Helped me believe in myself.

• Encouraged and stretched me.

• Led by example.

• Mentored and coached.

• Asked for and appreciated different points of view.

• Listened.

• Criticized objectively.

• Had integrity; was honorable.

• Helped me solve my own problems.

• Had a vision.

• Developed a trusting environment.

The specific word, diversity, was rarely used when peopledescribed their best, favorite, or most effective manager.However, fairness, respect, objectiveness, and listeningrecurred frequently.

These attributes describe an effective manager andleader. The key within a diverse environment is to be ableto practice these behaviors with all contributors, rather thanonly employees with whom you are most comfortable.Developing the diversity dimension of leadership requiresa commitment to demonstrate the following behaviors ona regular basis:

• Learn the professional aspirations of all team membersand support their efforts to achieve them. Manyorganizations have some type of career development orsuccession planning process. In order to make theseprograms more effective within a diverse environment, besure that you are talking to all of your staff about theircareer aspirations. Even if your organization does not havemany opportunities for individuals looking for upwardmobility, your interest in their career and your assistance intheir development will be greatly appreciated and usuallymotivates people to do their best work. If there are noopportunities within the organization and the employee

ultimately leaves the company, your company then has apositive ambassador in the overall community.

• Create opportunities for highly talented employees tobe exposed to leaders who may not otherwise interact withthem. Create opportunities where they present a report,attend a meeting in your place, or conduct various otheractivities whereby they can interact with leaders in theorganization who, if impressed, can impact their career in apositive way.

• Create cross-functional teams. As organizations havedownsized, right-sized, and re-engineered their businesses,many management positions have been eliminated, thusrequiring groups to work together as teams in order tocomplete the necessary tasks. When you create cross-functional teams, ideas flourish. People are exposed to eachother’s ideas and discover that different departments havedifferent viewpoints. That exposure is beneficial to theoverall innovation potential of the organization. Whencreating these teams, remember that putting peopletogether does not automatically make them a team.Attention does need to be given to developing that groupof people into an effective, trusting team.

• Volunteer for community projects that teach tolerance,both directly and indirectly. By doing this, you set theexample that you are continually enhancing yourunderstanding and appreciation of people different thanyou. That behavior can encourage others within theorganization to do the same. For example, you may chooseto become a mentor within the Big Brothers/Big Sistersorganization. This can enable you to better understandyoung people. The experience can teach tolerance andpatience, and it can certainly will help you appreciate thatwhich is important to people whose backgrounds may bedifferent than yours. These learnings have many applicationsin the workplace.

• Delegate fairly. Sometimes we have a tendency todelegate to the same people all the time because they dogood work and we know things will be done well. However,if we are going to truly develop all team members,regardless of their packaging, we need to identify projects,tasks, and responsibilities that could further develop theirskills. Once the task is delegated, be sure to coach andcounsel, and be clear regarding your expectations and theresults.

• Communicate and support intolerance of inappropriateand disrespectful behavior. This must be an ongoingbehavior on your part, one where you are constantly lookingfor opportunities to teach tolerance and respect within theworkplace.

• Evaluate performance objectively. Employees really wantto do a good job. The problem is often they don’t knowwhat a good job is, because the clues from managementand leadership are unclear. Often the clues are differentbased on superficial or stereotypical judgements regardingage, gender or ethnicity. As soon as a person joins an

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organization, she or he should be given a clear jobdescription, and the specific goals and objectives for thatindividual should be developed. The criteria formeasurement should be clarif ied. Throughout theevaluation period, feedback should be given so that whenthe evaluation review is actually conducted, neither themanager nor the employee is surprised by the results. It isnot easy being totally objective all the time. However, ifthe skills and expectations for the job are clear, themeasurement criteria is clear, and the feedback iscontinuous, then it becomes easier for you to be fair witheach employee.

• Consider individual needs when enforcing companypolicies and guidelines. The idea is to be fair. However, “fair”does not necessarily mean “the same.” There are times whenyou must decide how to implement policies without showingfavoritism while recognizing differences. An example mightbe with work schedules. Although within a department, andwithin the same job category, everyone is probably expectedto arrive at the same time and leave at the same time, itwould be appropriate, when necessary, to allow flex-timeas long as it is clear that the total amount of time requiredfor work is covered. Job sharing is also helpful here. Ifparents have child-related issues, effective managersconsider those issues and determine whether or notexceptions are necessary while balancing the effect ofmaking those exceptions and their impact on the overalldepartment. Not an easy thing to do. Rather than try todevelop the best idea alone, Solicit input from theemployees involved and from other managers to determinewhat the most appropriate action is.

You may have noticed that nowhere in this chapter haveI mentioned doing things based on ethnicity, gender,disability, age, and the like. It is critical that effective leadersand managers realize that everyone in the organizationcontributes to its diversity. The more you are able to connectwith individuals, the more you will be able to create anenvironment that causes them to produce at their highestlevel, regardless of their packaging.

Think of a leader/manager in

your life who really motivated

you to be the best you could be.

What attributes or characteristics

describe him or her? What habits

did he or she have that worked

for you?

ACTIONS THAT MAKE A DIFFERENCE

1. Make time to talk privately with each of your employeeson a regular basis. For example, if you have 10 employees,provide each with 30 minutes every two weeks where theyhave the opportunity to share with you whatever they wish.They can ask any questions, give you ideas, and you havethe opportunity to get to know them personally and coachand counsel them as necessary.

2. Ask your staff, individually, how they would prefer to bemanaged and how they would prefer to be rewarded. Oftenwe assume money is what everyone wants. This is notnecessarily true. Using learning assessments such as thePersonal Profile or other tools to better understandcommunication styles and ingredients for the mostmotivating environments for different styles can be veryhelpful for both you and the employee. When you ask anemployee how he or she wishes to be rewarded, you maydiscover personal interests, and professional aspirations thatyou can be supportive of. For example, perhaps oneemployee might be most motivated by having the companypay part of his or her child’s tuition. A child-free personmay be most appreciative if the company providedadditional vacation time so that she or he could visit afavorite place.

3. Take your staff to lunch every now and then, just to chat.The more actions you take to demonstrate sincere interestin the individual, the more likely your staff will want to “gothe extra mile.” The challenge is to be able to make thetime. However, once you do, you will more likely see thereal person, instead of just their “packaging.” Theirdifferences will then be an asset instead of a barrier.

(c)Excel Development Systems, Inc. 2003. All Rights Reserved

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Lenora Bil l ings-Harris , CSP is an internationallyrecognized speaker, performance improvement consultant,and author with more than twenty five years experience inthe public and private sectors. As a workforce diversityspecialist, and performance improvement consultant, Lenorahas developed a unique way of presenting sensitive topicsin a high-energy, fun-filled, yet thought-provoking way. Herinteractive style, and immediately applicable “how to’s”have caused clients to invite her back again and again. Sheworks with Fortune 500 companies as well as severalprofessional associations, and non-profit organizations. Shealso served as an adjunct professor for Arizona StateUniversity. Lenora has presented to audiences in SouthAfrica, Spain, Germany, Belgium, Russia, Ukraine, andMexico and Canada. More information on the topic ofdiversity, Lenora Billings-Harris, and her book “The DiversityAdvantage: A Guide to Making Diversity Work” can be foundon her website, www.lenoraspeaks.com. BP

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BOSTON’S FIRSTAFRICAN AMERICANOWNED HOTELHires Five Minorities for Senior ManagementPositions at new Hampton Inn & Suites BostonCrosstown Center

BOSTON, MA: The new Hampton Inn & Suites at BostonCrosstown Center has announced it has hired minorities tofive of the hotel’s top seven senior management positions.Opening in June 2004, Hampton Inn & Suites is located at 811Massachusetts Avenue, off Exit 18 on I-93, across from BostonMedical Center and close to the Longwood Medical Area.

The 175-room Hampton Inn & Suites is being developed andis owned by a partnership that includes Boston developersKirk Sykes, Tom Welch, Gene Sisco and Corcoran JennisonCompany. A majority of the hotel’s owners are AfricanAmerican, making this Boston’s only African American ownedhotel. This is one of only 37 African American owned hotels,less than 2%, of the nearly 2,100 hotel properties within theHilton Family of Hotels.

The hotel announced last month the hiring of Phillip Tuckeras General Manager. In addition to Mr. Tucker, the CrosstownHampton announces the following positions have been filled;Wanda Green, Director of Human Resources; Charice Cleckley,Accounting Manager; Palmira Teixeira, ExecutiveHousekeeper; and Fred Newton, Chief Engineer.

The Hampton Inn & Suites at Boston Crosstown Center islocated in the Boston Empowerment Zone. To date,Crosstown in conjunction Boston Connects, Inc. has met itsgoal and facilitated job placement for 160 BostonEmpowerment Zone residents including sixteen unionapprenticeships. Forty-one percent of the total workforcehours on the project has been completed by residents of theCity of Boston, 36% percent of the total hours have beencompleted by minority trades people and 6% of the totalworkforce hours have been completed by women.

The opening of the hotel and a 650-space parking garage,which opened March 1, 2004, will complete Phase I of theCrosstown Center project.

The sleek urban design and moderately priced Hampton Inn& Suites hotel is one of the fastest growing hotel brands inthe country. Its core business will be business and leisuretravelers, many loyal to the Hampton brand, looking for anin-town location and a convenient getaway.

The Hampton Inn & Suites at Crosstown Center includes alobby café featuring the legendary Hampton complimentarybreakfast buffet. Fifty-six studio suites have microwaveovens, in-room refrigerators, wet bars, wireless high-speedinternet, in-room movies-on-command, and free local calling.

Amenities include a rooftop pool and fitness center. As partof Hilton Family brands, a stay at Hampton Inn & Suites earnsHilton HHonors Points and Mileage.

Phase II of the Crosstown project will consist a 282,000 squarefoot office building, 33,000 square feet of retail, and anadditional parking garage for 600 cars.

The hotel is being managed by Corcoran Jennison Hospitality,LLC. Construction is being provided by CorJen Construction,LLC.

For more information: http://www.corcoranjennison.com

UPS RacingScholarships FuelCareer Potential ForFive New RecipientsRecent Graduate Gains Full-time Robert YatesRacing Employment

ATLANTA,GA: UPS (NYSE: UPS) has presented another fiveUPS Racing Technical Edge Scholarships to minority studentsseeking careers in racing and automotive technology.

Now in its second year, the program provides scholarships tostudents attending the NASCAR Technical Institute (NTI) insuburban Charlotte, N.C., the country’s first technical trainingschool to combine an automotive technology program and aNASCAR-specific motorsports program. NTI is a branch of theUniversal Technical Institute.

UPS to date has funded more than US$150,000 in scholarshipsto develop future race shop minority personnel and crewthroughout motorsports. The most recent scholarship winnersrange from a woman who grew up working on go-carts andtractors to a man who began rebuilding Mustangs at age 13.They include:

Misty Koloski, White River Junction, Vt.Koloski became interested in automotive technology at anearly age by working with her brother on a go-cart. Sincethen, she has fixed tractor engines on her family’s dairy farmand manipulated crude metal with plasma cutters, torchesand welders. The thrill of competition got her hooked onNASCAR and in five years she would like to become a crewmember specializing in engine building or chassis fabrication.

Jonathan McCaulley, Sumter, S.C.Having learned about NTI through his high school, McCaulleyenjoys working on engine parts to better increaseperformance. He prefers using new technologies because itstreamlines the diagnostic and repair process. Uponcompletion of his automotive coursework, McCaulley plans tolearn more about electrical components through the FordFACT program, a 12-week NTI elective.

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Iran Rodriguez, Sanford , Fla.Following high school graduation, Rodriguez began takingclasses at the NTI in September and he already has achievedthe second highest grade point average in his class. Cutting-edge automotive developments fascinate him and he enjoyslearning how old-school techniques support fieldinnovations. In the near future, Rodriguez anticipatesapplying his engine coursework to building and installingone in a project car.

Austin Russell, Junction City, OhioAn avid NASCAR enthusiast, Russell attended a vocationalhigh school where an instructor encouraged his love forautomotive technology. With a passion for restoration,Russell owns a 1965 Mustang Coupe and a 1968 MustangFastback that he began rebuilding at the age of 13. Russell’slong-term goals include owning a restoration shop andperforming fabrication in the NASCAR circuit where strictguidelines will challenge him.

Chase Walker, Landis, N.C.Walker prefers engine work because he enjoys using hishands to generate maximum horsepower by manipulatingthe moving parts. He favors taking cars apart as opposed tobuilding them because it allows him to better understand thefunctionalities of each component. After graduation, Walkerhopes to perform body or engine work for a high-enddealership as the shop foreman.

The new scholars are beginning their studies as the UPSprogram produced its first success story. While enrolled lastyear at NTI, Reginald “Bradley” Douthit had the opportunityto intern with Robert Yates Racing, the owner of the #88 UPSFord Taurus driven by Dale Jarrett. Outstanding jobperformance led to a permanent position following hisgraduation in October 2003, and Douthit entered the 2004NEXTEL Cup Series building engines.

“The NASCAR Technical Institute was a good experience forBradley, one that did a great job of getting him acclimated tothe NASCAR environment,” said Doug Yates, head enginebuilder for RYR’s Engine Department. “It was a greatintroduction and experience to prepare him for a job in acompetitive shop. Bradley is detail-oriented, which is reallydesirable for engine work, and above all else is a hardworker.”

UPS has been the official express delivery company ofNASCAR since 2000 and is in its fourth year as primarysponsor of the #88 UPS Ford Taurus driven by Dale Jarrett forRobert Yates Racing. Building on the sport’s growingpopularity and fan loyalty, UPS has been recognized for astrong marketing platform that links its services to the speed,precision and reliability of NASCAR racing. UPS continues tobuild new business opportunities directly within the racingcommunity, related automotive and supplier industries andwith new revenues through licensed product merchandising.

Criteria for the Racing Technical Edge Scholarship includefinancial need, automotive work experience and automotive-related career goals. The program is administered byScholarship America of St. Peter, Minn.

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Earvin “Magic” Johnson, spokesperson for the MAGICCash Card, and Anthony

De Meo, CEO/President of Celebrity Cards International, Inc. and its subsid

iary, Magic Cards International, Inc., were joined today by some of the

partners in the MAGICCash Prepaid Visa Card venture — Todd Brockman,

Vice President, Prepaid Products, VISA USA, Gary Palmer, COO, WildCard Systems,

Inc., and Joseph Gray, President, REVShare and AMN Television Marketing.

MAGICCash, the newest prepaid card on the market, is a feature rich card

targeted towards the under-banked and credit challenged in America, estimated

at 70 to 100 million underserved consumers.

Magic Cards(tm) International, Inc., a subsidiary of Celebrity Cards International,

Inc., has been created to serve as a pioneering model for 21st century purchasing,

payroll, and consumer transactions. With Earvin “Magic” Johnson as the “face” of

the card, Celebrity Cards feels it has found the perfect spokesperson. Mr. Johnson

is one of the most recognized ethnic sports figures and business leaders in the

United States. Magic Johnson is an ideal role model for those striving for financial

success, a person who is respected by the under-banked and credit challenged,

largely in the African-American and Hispanic communities seeking to improve

their lives. Mr. De Meo said, “Mr. Johnson is someone who resonates as trustworthy

and who actively helps those in the communities we wish to serve.”

Needless to say, Magic Johnson gets offers on a daily basis to lend his name and/

or likeness, no less his support, to numerous ventures. Why was MAGICCash so

attractive to him? “I like to have successful businesses as much as the next guy,”

said Mr. Johnson, “and I’ve been fortunate.

I believe that my commitment to giving

something back to the community has a

lot to do with it and Celebrity Cards

International shares that philosophy.

Celebrity Cards International has

developed a unique plan to distribute a

product that will help millions of people.

We not only look forward to this being the

beginning of a pioneering effort that is a

tremendous success for us, but also for the

millions of people out there who need this

kind of full service, fairly priced prepaid

card and MAGICCash Card’s commitment

to promote financial and debt

management education.”

“The MAGICCash Visa prepaid card will

help lift underbanked and unbanked

Americans out of the ‘cash-and-carry’

world by empowering them with a

payment card that serves as a valuable

spending and money management tool,

while providing distinct benefits over

using cash,” said Todd Brockman, Vice

President, Prepaid Products, Visa USA.

Celebrity Cards International (CCII) is set

apart from the small number of other

notable prepaid card companies in several

ways. Unlike other distributors, CCII stands

alone as a marketing company in this

niche for several reasons — its ability to

acquire high caliber celebrities, and the

key alliances it has forged with industry

leaders. Some of the prestigious and

highly sought after strategic partners are

MAGIC JOHNSONLENDS NAME AND SUPPORT TO MAGICCASH VISA CARD,THE NEW FEATURE RICH PREPAID CARD

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VISA USA, which exemplifies an outstanding commitment to

multi-cultural markets, WildCard Systems, considered the

largest and most technologically advanced stored value card

processor in the industry, REVShare, the largest Direct

Response television marketing company in the country and a

retail distribution network including some of the nation’s top

retailers.

Partners in the advertising and direct marketing arenas

include AMN Television Marketing and its parent company

REVShare, the largest and arguably most reputable Direct

Response Per Inquiry Television marketer, which facilitates

over $50 million in sales each year and whose product

selection standards limit the number of products they sell to

fewer than 10 per year. Joseph Gray, President of REVShare and

AMN, said, “Magic Card International, Inc. has brought such

excitement and enthusiasm to the Magic Johnson Stored

Valued Card campaign. We at REVShare are honored that MCII

has recognized our track record of performance success and

has chosen us to be their agency of choice. We will leverage

our capabilities to insure the success of the Magic Card

national television campaign. As television’s largest broker of

performance based advertising, REVShare will cost effectively

bring Magic’s message to a nationwide television audience

through its network of over 600 local television relationships

as well as through National Cable.”

Responses are being handled by West Telemarketing, the

largest call center company and recognized leader in the

industry.

The rollout of the national television advertising campaign

is scheduled for early April with the MAGICCash VISA Card’s

national rollout immediately following. The projected

advertising budget, well in excess of $10 million for mass

market television exposure in the first year, sets Celebrity

Cards International and its subsidiary, Magic Cards(tm)

International, in a great position for success.

The commercials will appear in both English and Spanish as

appropriate, and both feature Magic Johnson. An intensive

performance based television advertising campaign is

planned on both cable and broadcast channels. The television

campaign will be supported by Magic Johnson’s incomparable

ability to promote the product, as well as radio and onsite

retail advertising.

In a two week test of the 60 second English version of a

commercial for a pilot product that aired on the Cox Cable

System, which reaches approximately 2.2 million households

primarily in the southern United States, the calls as a

percentage of total spots were approximately 3.9% with

approximately 76% of the calls resulting in orders.

Interestingly, the majority of cards were purchased by women.

The results far exceeded those anticipated. Most encouraging

was the fact that the percentage of second cards ordered was

60%. Similar results have been experienced in recent airings of

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M icrosoft Corp. has announced that TanyaClemons is joining the company as vicepresident of People and Organizational

Capability. Clemons brings more than a decade ofexperience in leading organizational, management andexecutive development programs at a number ofFortune 500 companies. She will report to Ken DiPietro,corporate vice president of human resources, workingclosely with him and Chief Executive Officer SteveBallmer on strengthening the company’s strategies formanagement and leadership development andorganizational design, and other aspects of humanresources.

“Microsoft’s greatest asset is the talent of its people,and providing rich development opportunities foremployees is very important to us. Tanya has the depthof experience to take our management and leadershipdevelopment programs to the next level,” DiPietro said.“I look forward to having someone with Tanya’s talentand enthusiasm join my team; she will be a greatcontributor to our efforts.”

Clemons said she decided to join Microsoft tocontinue her professional experience with a companycommitted to attracting and retaining great employees.She said she looks forward to helping Microsoft realizeits goals for developing current and future leaders byproviding employees with the opportunity to have along-term career at the company through a diverseprofessional experience.

“I am eager to begin work in my new role that willfocus on extending the value of existing leadershipacross the company and developing the leaders oftomorrow,” Clemons said. “The fact that Microsoftviews leadership development as a business priorityshows the value Microsoft places on its people and theirpotential.”

Previously, Clemons was vice president of Global Executiveand Organization Capability at IBM Corp., where she wasresponsible for leadership development for the company’s seniorleadership. She designed and implemented IBM’s first commonframework for leadership and culture change, now usedthroughout the corporation. Along with responsibility forexecutive education programs and the organization developmentprocess, Clemons created and deployed experiential-based careerdevelopment models for key roles in the organization. Beforejoining IBM, she worked at Georgia-Pacific Corp. as director ofExecutive Development and Organization Planning. She wasresponsible for creating the programs, and her duties includedexecutive development, strategic alignment of the humanresources planning process, and ensuring that the company’sorganizational structure supported employee development. Shealso created and installed the company ’s performancemanagement system. Before joining Georgia-Pacific, Clemonsspent five years at Anheuser-Busch Companies Inc., where herresponsibilities included management selection and assessment,organizational development and consulting.

About Microsoft

Microsoft ’s mission statement: To enable people andbusinesses throughout the world to realize their full potential.

Founded in 1975, Microsoft is the worldwide leader in software,services and Internet technologies for personal and businesscomputing. The company offers a wide range of products andservices designed to empower people through great software -any time, any place and on any device. BP

CULTIVATINGLEADERSHIPTanya Clemons brings extensive

leadership development experienceto Microsoft, as the new Corporate

Vice President of People andOrganizational Capability.

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the English version of the commercial in Los Angeles.

Most important, however, and one of the great attractions

for Earvin “Magic” Johnson’s involvement, are many of the

social as well as financial benefits that MAGICCash will

provide:

• In general, MAGICCash is a money-saving convenient

alternative to carrying cash, paying bills by money order and

cashing payroll checks.

• MAGICCash helps people to manage their finances, pay bills

and gain credit worthiness, allowing Magic Card(tm) holders

to participate in mainstream financial services.

• There are no interest charges since no debt is incurred.

• Unlike credit cards, the MAGICCash Card requires no credit

approval or credit history, making MAGICCash available to

virtually anyone with a valid U.S. address and appropriate ID.

• Payroll direct deposit saves time and money by eliminating

the travel time and inconvenience, long lines and high fees

associated with check cashing locations.

• Self-esteem and convenience for those unable to obtain a

credit card or checking account.

• Ability to pay bills in the convenience of your home with the

Visa card and soon our telephone bill payment service,

avoiding the inconvenience of buying and mailing money-

orders.

• Easy to purchase and easily re-loadable cards with

immediate accessibility. Mass merchandisers and highly

trafficked retail chains and stores will be sites for purchase

and/or reloading of MagicCash Cards at a fraction of fees for

check cashing.

• A foundation is being established to fund free financial and

debt management training for MAGICCash card holders.

For the first time, those without a bank account or credit will

be able to shop on the Internet, rent a car, hotel room and use

an ATM machine.

MAGICCASH VISA CARD FEATURES

Who Can Use the Card?

• U. S. Residents 18 years of age and over with and withoutestablished credit

• Those without bank accounts or credit cards who want theconvenience and money-saving ease of on-time payment by phoneor in person

* Employees who prefer direct deposit of their paychecks instead ofwaiting in long lines to pay exorbitant check cashing fees andadditional high fees for cashiers’ checks and money orders.

• Those who wish to share funds with family members around theworld.

• Those listed on Chexsystem, which indicates an undesirable creditrisk.

• College students

What Are the Cardholder Benefits?

• Considerable costs savings and affordability

• Convenience

• No interest charges since no debt is incurred.

• No credit history or credit approval required.

• Safe, can be used to obtain cash at over 1million ATM’s in the U.S.

• Accepted at over 30 million locations worldwide

• Issued by one of the largest financial institutions in the world

• Money management tools and the development of creditworthiness

• Financial and debt management education

• MAGICCash is backed by Magic Card(tm) partners who are leadersin their respective industries

• Lost or stolen card replacement

• Payroll direct deposit

• Personal account information accessible on a secure website withpersonalized password (PIN)

• FDIC insured

• Additional family cards

• Online balance and reporting

• Monthly account statements on active accounts

• Secure funds that can be loaded at any one of tens of thousandsof the participating retailers conveniently located throughout theU.S.

• Affinity products and discounts

• A means to improve or establish credit

• Serves as a credit card substitute to provide payment for carrentals, hotels, airline tickets, Internet purchases, and other placeswhere cash is not a welcome means of payment

• Transactions are confidential and processed under the higheststandards for speed and accuracy.

• Money management tools and the development of creditworthiness

• Financial and debt management education

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