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Box 7, Folder 16, Document 24
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 24
- Text: ”~ Aovisory itt MUNITY RE Charles Adams Coca Cola Co. be _ 310 North Ave., N.W. bi Atlanta, Georgia t ee an spe B Lav Li ; , arvi@l Manager fel and Tel W. L. Calloway f - Calloway Realty Co. ' 193 Auburn Ave., N.E. . Atlanta, Georgia Alston, Miller & Gaines C &S National Bank Building Atlanta, Georgia ; Hewitt Covington, Partner James H, Davis Vice President and Treasurer Beck & Gregg Co... 217 Luckie St., N.W. Atlanta, Georgia Richard J. Grabowski Personne! Manager J. M. Tull Metals Co., Inc, 285 Marietta St., N.W, Atlanta, Georgia Charles Greene “ nye Atlanta Life Insurance Co, j 148 Auburn Ave., N.E. Atlanta, Georgie . September, 1967 widiaieeh ahead sis ima eo, OR a, oe Oe Sr es’ Rolland A. Maxwell Bee AE a “ * cane COMMISSION iy 4 . NEW coMMrnrer MEMBERS Ralph Hendrix Personnel Director Atlanta Gas Light Co. Atlanta, Georgia Carroll Jones Trust Company of Georgia 36 Edgewood Ave., N.E Atlanta, Georgia Herbert Megar Vice President Fulton National Bank 55 Marietta 2t., N.V/’., Atlanta, Georgia Tohn Miller Manager, Supply Branch Retail Credit Co. 1600 Peachtree St., N.W. . Atlanta, Géorgia : Richard A, Strauss, Store Manager Ponce de Leon Sears Roebuck & Co. 677 Ponce de Leon A:e., N. Atlanta, Georgia ti H,. W. (Bo) Whitman, Jr. Asst. Vice Pres. Main Office First National Bank Atlanta, Georgia » J. R. Wilson, Jr. Wilson & Co., Real Estate 905 Hunter St., N.W. Atlanta, Georgia ih «Tone Tamesgt ce .. @ eee ety a . Fr ae 8 eng mS é 1 toy Dae yyy * ™} — a “ wre ; i Were y set 8 Mags 4) Sie eee rr Re re — —— el) RSA Ra gE TU ua apa ie AN A Ui Re aL, a ere Re : ig : 4 Lhe pot Site, fir : : Vee + int ‘ a + See riscat arcee : @ijes . , : I: oe } fy 1 : i | i bf ‘| { ' fs 4 nie : - mal} . i i { Bi 1 1 ahi i iy Shihit t tale ; 1h | ts A f ; i : ? ' \ ' i CUR ae Van hat ftmeoltae'é. § oxi Bs Sn he e ‘ 4! -* Pf ‘ a b F i 7 Ip a th : E . : \) : \ * ; ' eT AO eel Ra tak a Saylots Andte_ pee feet 'R. F.. Clayton (Bon) . .. General District Manager ‘. | Public Relations Officer /-'* Georgia Power Co. A : ‘ Citizens & Southern National Bank 270 Peachtree St., N.W. a _. Marietta & Broad Atlanta, Georgia an ; Atlanta, Georgia Dual. Crockett > Ina") pe Melville Smiley > Vice President , Davison's Lockheed-Georgia Co, i 180 Peachtree St., N.W. _ Marietta, Georgia } Atlanta, Georgia 30303 Hugh K. Rickenbaker Sota ui . Ben O'Callaghan, President Asst. V. P. Public Relations Ben O'Callaghan Co. Life of Georgia 1279 Collier Rd.; N.W. 573 W. Peachtree, N.E. : Atlanta, Georgia Atlanta, Georgia (Housing Committee) (Housing Committee) , | James W.. Wright ‘ John Smith P.O. Box eazy 9 AO7E7 Advertising Manager Atlanta, Georgia 30320 Atlanta Inquirer; , Inc. (Law & Equal Enforcement) 787 Parsons St., S.W : Atlanta, Georgia William Merritt 338 Lincoln St., S.W. Thaddeus Stokes : . Atlanta, Georgia 30315 4 City Editor : (Employment) ss | ; es Atlanta Daily World, 210 Auburn Ave., N.E. Atlanta, Georgia 4 R. O. Sutton, Vice President Citizens Trust Company ; hed 212 Auburn Ave., N.E. | . iH Atlanta, Georgia | ] Otis Thorpe Vice President : . Q. V. Williamson & Co. . 855 Hunter St., N.W, 3 Atlanta; Georgia John Weitnauer V. P. & Personnel Directot Rich's ’ 45 Broad St., S.W.' : Atlanta, Georgia, oe * : f September, 1967 , 7 eye a aan 7 " : ' " a pi eae ae oa ace Ay ey oa FS Ree wo ALE ee ge fie So 5 : é rw , ae | aa Se ee ee ee ee ee ee Phas? ae!
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 15
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 15
- Text: Office of Ube Mayor TO: FROM: Ivan Allen, Jr. For your information (_] Please refer to the atta¢hed correspondence and make the necessary reply. (_] Advise me the status of the attached. FORM 25-4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 3
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 3
- Text: OMMUNITY RELATIONS COMMISSION ESTARLISHED BY THE MAYOR AND THE BOARD OF ALDEEMEN, NOVEMBER, 100 10a CITY HALL, ATLANTA GEORGIA seses TELEPHONE srssies EXT. 13 September 26, 1967 Mayor Ivan Allen, Jr. City Hall Atlanta, Georgia Dear Mr. Allen: Just a note to congratulate you upon receiving the Abe Goldstein Human Relations Award. I was delighted to be able to attend the banquet and to take part in the tribute to you. Sincerely, Sf eens K. Paschall Executive Director EKP emt
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 7
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 7
- Text: f ATLANTA, GEORGIA G ROUTE SLIP TO: Dd. EOL sae woke FROM: Dan E. Sweat, Jr. [_] For your information [_] Please refer to the attached correspondence and make the necessary reply. {[_] Advise me the status of the attached. FORM 25-4-S
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 2
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 2
- Text: Mes. Thomas H. Gibson 1646 Me. Paran Rd., N. W. Atlanta, Ga. 30327 Thursday Dear Mayor Allen, Just a line to tell you that I think it was a stroke of genius on your part to establish a Community Relations Commission here a year ago, and then to give them "carte-blanche" to do the things, and hold the meetings they thought were in the pub- lic interest} I think their achievements have been truly remarkable! I am particularly interested because I moved here from Los Angeles, where we had had a County Commission on Human Relations, ever since the "zoot-suit" days. but they were not only "“ham-strung' no one ever listened to them! I sat and looked at you the other night, at the United Negro College Fund dinner, and thought how much I admired you. ; Best Regards S ood (5 \eson
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 12
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 12
- Text: ae J OMMUNITY RELATIONS COMMISSION ESTADLISHED BY THE MAYOR AND THE BOARD OF ALDERMEN, NOVEMBER, re aeoy CITY MALL, ATLANTA GEORGIA 20703 TELEPNONE stt-4iet EXT. 497 May 16, 1967 Mayor Allen, Attached for your information are some notes taken at the Saturday, April 6 session of the Georgia State Advisory Committee of the U. S. Commission on Civil Rights regarding Housing in Atlanta. Sincerely, Sliye Fo dult Eliza Paschall
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 23
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 23
- Text: OMMUNITY RELATIONS COMMISSION ESTABLISHED BY THE MAYOR AND THE BOARD OF ALDERMEN, NOVEMBER, 1966 1203 CITY HALL, ATLANTA GEORGIA s0308 TELEPHONE 522-4468 EXT. 433 Mr. Irvine K. Kater, Chairman THe Honoraste SAM MASSELL, JR, Ex-Officio President, Board of Aldermen COMMISSION MEMBERS Ais OFM, Aretastome Se. November 28, 1967 Mr. R. Byron ATTRIDGE Mrs. SARA BAKER Miss HELEN BULLARD Mr. R. J. BUTLER Mr. Rosert Dosgs Mr. Hamitton Doucias, Jr. Mr. C. G. Ezzarp Mos? ReveREND Pau J. HALLINAN Archbishop of Atlanta Mr. Josepii HAAS Mr. AL KueTrNer Honorable Ivan Allen, Jr. Dr. Rosert E. Lee Mavor Mr. Rottann MAXWELL y Mr. F. W. PAtrerson City of Atlanta Rass Jacon M. RoTascHip 4 Mr. M. O. “Buzz” Ryan City Ha Ll Mr. Jack SELLS Atlanta, Georgia Mrs. Mary STEPHENS THE REVEREND SAMUEL WILLIAMS Dear Mayor Allen: Mrs. Eviza K. PASCHALL, Executive Director I appreciate your very fine commendation of the Community Relations Commission on the "Today in Georgia" program of Monday, November 27. I thank you personally for your most gracious remarks about my role as Chairman. I feel earnestly, that what progress we have made this year is, in a large measure, due to your strong and unfailing support. Yours very sincerely, /¢ hears 7 Irving K. Kaler IKK: Lfk
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 13
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 13
- Text: Ofte of the’ Mayor’ ROUTE SLIP TO: FROM: Ivan Allen, Jr. CI For your information |_] Please refer to the attached correspondence and make the necessary reply. (_] Advise me the status of the attached. 7 FORM 25-4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 16
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 16
- Text: Office of lhe’ Mayo . ROUTE § iP TO: I aa FROM: Ivan Allen, Jr. 4 For your information (_] Please refer to the necessary reply. ttached correspondence and make the (_] Advise me the’status of the attached. id siete FORM 25-4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 19
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 19
- Text: Friday, September 1, 1967 THE SOUTHERN ISRAELIT Atlanta Mayor Ivan Allen Jr. is to be the recipient of the 1967 Abe Goldstein Human Relations Award at a banquet Saturday evening, September 23. It was an- nounced by the Awards Com- mittee of the Atlanta Division of the Anti-Defamation League. Co-chairing the committee, composed of Atlanta members of the Southeastern Rezional Ad- visory Board of the ADL and other Jewish community leader- ship, are M. William Breman, Ben Hyman, Irving K. Kaler and Ben Massell Jr. The chairmen in announcing the committee’s choice cited the Mayor’s “courag- eous leadership in seeking to arshal all of Atlanta’s human resources to confront today’s pressing social problems.” It is the feeling of the Committee that “his determined leadership points the way for Atlanta to become, in the eyes of all, a true City of Progress.” The committee stated, “The Mayor’s many contributions to better human relations in our community span a number of years and show his deep concern. He was the only chief executive from a Southern city to testify in behalf of a Federal public ac- commodations law. He was in- strumental in the creation of At- lanta’s Community Relations Commission, charged with among other responsibilities, translating This is the one the experts rate “best by far”! Duetto Spider Only $3950 POE Atlanta Mayor Will Receive ( Human Relations Award Sept.23 the problems of the city’s de- pressed areas into corrective ac- tion. He created the Housing Re- sources Committee to develop low income housing through private enterprise and public housing to help alleviate slum housing. He is urging passage of the Presi- dent’s fair housing bill.” Mr. Kaler, the ADL Commit- tee’s spokesman, stated, “We are pleased to honor Mayor Ivan Al- len for his creative efforts to solve our complex urban prob- lems.” The Abe Goldstein Human Re- lations Award was established by the Atlanta ADL Committee to honor Abe Goldstein, president of Prior Tire Co., who is a member of the organization’s boara, and has devoted himself to religious and racial amity. The award is presented yearly to an individual or organization making a contri- bution to better intergroup rela- tions in the City of Atlanta. The 1966 recipient was Mayor Em- eritus William B. Hartsfield. The award banquet is sched- uled for 7:00 p. m. at the Stand- ard Club. ere Streve Bat Mitzva Mr. and Mrs. Arthur Streve of Atlanta cordially invite their friends and relatives to attend the Bat Mitzva of their daugh- ter, Amy Beth, at 8:15 p. m. Friday, Sept. 8, at Ahavath Achim Synagogue. No cards. Alhadeff Bar Mitzva Mr. and Mrs. Charlie Alhadeff of Atlanta cordially invite their relatives and friends to attend the Bar Mitzva of their son, Sam- uel Jack, at 9:00 a. m. Saturday, Sept. 9, at Or VeShalom Syna- gogue. Mrs. H. Wolf is Samuel’s _ E ee cane 1s Page Nine a jj EARLY? NO! Ot 1S2 Featuring ARRANGE FOR unique outside NOW Catering For Your BANQUETS Service Private FINEST FACILITIES 20-525 to” . | Holiday Parties Sales & Executive Business Home, Office and New Year’s Meetings, H ospitality Recep- on Plantrete ‘ Eve Ball tions, Parties — 4 exciting : i Room for 20 new Banquet and Display for 20 to 5000 to 500 rooms. Guests For Truly “Special” Weddings, Showers, Confirmations or Theme Parties a 870 Peachtree Street NE 874-3519 at Atlanta Cabana Motel Announcing New | Pee ALTERATION Department | ? = = = = ==] © So = at Pennysaver Prices ) BEACON Cleaners and Launderers Phone; 255-4720 Phone: 255-4937 | 5000 Roswell Road Sandy Springs Plaza | nu \ SN}
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 11
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 11
- Text: Office of lhe Mayor’ ROUTE SLIP “ —_—_ TO: FROM: Ivan Allen, Jr. he tw) A L] For your information (_] Please refer to the attached correspondence and make the necessary reply. (_} Advise me the status of the attached. FORM 25-4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 5
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 5
- Text: YP ATLANTA, GEORGIA PHONE 522- 4463 From Betty Robinson FORM 25-7 July 13, 1967 12:50 p.m. Ann: Eliza Paschall brought this little note down and left a message for you, She would like the Mayor to write a letter/this Rev. Maddox expressing appreciation to him for setting up the meeting on Monday night, . . .this was a meeting of the Community Relations Commission and the citizens in that area. She gave me no further information about the meeting. Linda
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 10
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 10
- Text: The How. Ivana Alles, Mayor, City Hall, Atlaata, Ga. 30303 675 SHERWOOD ROAD, N. E. ATLANTA, GEORGIA 30324
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 6
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 6
- Text: eg B Mad Gye. Ff, Ros. Vite Tye ot. Sl 2 {chef Kr She et ed “Af >» > Monday —o- a 4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 4
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 4
- Text: Office of lhe’ Mayor ROUTE SLIP TO: AB" Lh FROM:_Ivan Alles, Jr. Gy J Dhhate > Ec For your information (_] Please refer to the attached correspondence and make the necessary reply. (_] Advise me the status of the attached. FORM 25-4
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 8
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 8
- Text:
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 21
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 21
- Text: Page 1 LET US WRITE YOUR PTENMONT DEVELOPMENT AND TNURSTMENT COPPOPATT ON nsurance ESTABLISHED 1916 z 3 ~ - 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VicE-PRES. B. C. ALFORD, VICE-PRES., TREAS. PHONE: C. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS s21-2114 DATE PRO Pe RT ®t. . TENANT RENTALS EXPENSE COMMISSION NUMBER STREEL JEWEL AEDS 2A = 125 LAMAR AVE. NW. 2 MOZEL HERNDON 65.90 2 JAMES A. HEARD 65.00 3 THOMAS GADSON 59.56 4 FRED REID, JR. 59.50 5 POLLY ANNA MANUEL 65.06 6 DOROTHY SCOTT 65.00 7 AGHES SHEARS 59.50 8 SAMUEL HARRISON 59.50 2198 PANSY ST. N.W. 1 MARIE JACKSOD 65.00 2 MELVIN GATSON 59.50 3 NATHANIEL SARRETT 59.50 4 ABECE-SMETH. , > 3 Sa Kitrtne. Ae MeL PRESERVE THIS STATEMENT. VALUABLE IN MAKING OutT INCOME TAx RETURNS. PAGE 2 LET US WRITE YOUR PTEDMONT DEVELOPMENT AND INVESTMENT COppoRraTTon nsurance ESTABLISHED 1916 151 NASSAU STREET, N. W. . G. AYCOCK, JR., PRESIDENT ATLANTA, GEORGIA 30303 W. FRANK MADDEN, VICE-PRES. B. Cc. ALFORD, VicE-PRES., TREAS. PHONE: C. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS s21-2114 DATE PROPERTY_ TENANT RENTALS EXPENSE COMMISSION NUMBER STREET _ RATE PER MONTH |_AMOUNT PAID_| FROM |_TO__ 2198 PANSY ST. N.W. 5 WILLIE HARPER 62.50 6 59.50 7 FELTON BREWSTER 62.50 & COYAL W. WEST 5¢.50 3) HOLLIS M,. FLETCHER 62.50 10 JOHNNIE DOWELL 65.00 11 OSCAR MORGAN 62.50 i SYNELLA ALFORD 65.00 13 NAMOL BARNES 65.00 14 BEITY MOORE 59.50 15 ULYSSES BAILY 62.50 16 JOHN DAVES, JR. 59.50 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OuT INCOME Tax RETIIRNA PAGE 3 LET US WRITE YOUR Ue ance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PREs. B. C. ALFORD, Vice-PRES., TREAS. c. B. ROSSER, SECRETARY PIEDMONT DEVELOPMENT AND INVEST MENT CORPORATION INSURANCE — RENTING — SALES — LOANS DATE PRO PF £ RT Y¥ NUMBER STREET 2198 30 SHIRLEY PL. TENAN T RATE PER MONTH RENTALS AMOUNT PAID FROM —— ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 To PHONE: 521-2114 EXPENSE COMMISSION PANSY ST. N.W. 17 18 N.W. 2 Qu 133} PAESERVE THio STATEMENT. V TEMMIE L. CARD CLARENCE WOODS AGATHA ALLISON 59.50 in Wo a o 59.50 59.5 | fei o Oo 6S.00 65.00 65.00 63.00 65.00 ALUABLE IN MAKING OUT INCOME TAX RETURNB. PAGE 4 LET US WRITE YOUR nsurance PIEDMONT DEVELOPMENT AND INVESTMENT CORP. c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, ViIcE-PRES. B. Cc. ALFORD, VicE-PRES., TREAS. c. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 DATE PROPERTY NUMBER STREET RENTALS EXPENSE COMMISSION 30 SHIRLEY PL. N.W, 9 10 il 12 18 19 20 EUGENE MASS JéMES SHEFFIELD JERRY BALLEY * Ze ella | BMMIB J. ASSHEAT OSCAR REID Lenn ® a — 22 D7) Otek DORIS ANN EDWARDS WILLIE J. LURE 55.00 55.00 65.00 55.00 55.00 55.00 65,00 Bivlon Jlormend Preserve THIS STATEMENT. VALUABLE IN MAKING OUT INCOME Tax RETLRNS. 65.00 RATE PER MONTH AMOUNT PAID FROM To PAGE 5 LET US WRITE PIEDMONT DEVELOPMENT AND INVESTMENT CORPORATION YOUR nsurance ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PREs. B. C. ALFORD, Vice-PRES., TREAS. PHONE: C. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS S21-2114 PROPERTY RENTALS _| EXPENSE COMMISSION DATE NUMBER STREET DS. OP NEY OF RATE PER MONTH | AMOUNT PAID_| FROM) TO _ 30 SHIRLEY PL. N.W. 22 GLEN THOMAS 65.00 22 LAGREE JONES 65.00 22 OZIE HEAD 65.00 24 JIMMY PRESCOTT 65.00 31 SHERLEY PL. N.W. 1 ANNIE SARNES 65.00 2 ARMIETA & ALICE SIMS} 65.00 3 J.D. LAWSON 65.06 4 OLA HARPE 75.00 5 CATHERINE DUNCAN 55.00 6 CHARLIE CARLTON 55.00 7 SHIRLEY McLUCASE 55.00 8 55.00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAx RETURNS. od AGE 6 G LET US WRITE YOUR nsurance PIEDMON! DEVELOPMENT AND INVESTMENT COPPODASTT ON UR PURA LLU c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, ViICE-PREs. TREAS. B. C. ALFORD, Vice-PREs., c. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE DATE SRS ee TENANT Pee DeLee NUMBER STREET RATE PER MONTH | AMOUNT PAID 21 SHIRLEY PL, N.W. 9 HARRY WAY 5.00 10 JOHN WELSON 75.00 Li ANNIE RUTH GATES 65.60 L2 BRENDA JACKSON 65.00 iS EDWARD PA RKES 65.60 14] ELENOR JAMES 65.00 L5 ROSLYN BUFORD 65.00 16 TERRY MASON 65.00 38 SHLRLEY PL. NW. 2 HENRY STARGELL 65.00 2 E. SIMMONS 5.00 3 ig hte Touns ON 65.00 4| CHARLES BRUMAGE 65.00 PpeceRVve THis STATEMENT. VALUABLE IN MAKING OUT INCOME Tar RETIICHGa FROM TO COMMISSION PAGE 7 LET US WRITE YOUR nsurance PIEDMONT DEVELOPING AND INVESTMENT CORPORATION c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PREs. B. C. ALFORD, VicE-PRES., TREAS. c. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS DATE PRO P-E RT ¥ TENAN T RENTALS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE COMMISSION NUMBER STREET RATE PER MONTH | 38 SHERLEY PL. NW. 5 LLEWELLYN EVANS 65.00 6 N : ‘ 65.00 pdt @ deter 7 RICHARD SMITH 65.90 & We Se 65.00 det We 9 GEORGIA TRAMMELL 55.09 10 SANDRA MAYES 55.00 iL GILBERT DOTSON 55.00 12 MYRTIE MORGAN 55.00 a3 JAMES D. JONES 55.00 id LOUISE WALKER 55.00 15 MARVIN STARGILL 65.06 16 JAMES R, JONES 65.00 PrecerReve THis STATEMENT. VALUABLE IN MAKING OUT INCOME Tax RETLRNA. AMOUNT PAID FROM TO PAGE 8 LET US WRITE YOUR nsurance c. » FRANK MADDEN, VIcE-PRES. w B. Cc G. AYCOCK, JR., PRESIDENT c. ALFORD, VicE-PRES., TREAS. . B. ROSSER, SECRETARY PIEDMONT DEVELOPMENT AND INVESTMENT CORPORATION INSURANCE — RENTING — SALES — LOANS DATE ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE FROM PROPERTY TENANT RENTALS NUMBER STREET RATE PER MONTH | AMOUNT PAID 38 SHE LEY PL. N.W.17| DAVID T. RICE 65.00 18| NAMOZ BROWN 65.00 19| MYRTLE L. FAVORS 65.68 20| WILLIAM JONES 65.00 21| CHARLES PORTER 65.00 22 | MOSES CRAWFORD 65.00 23 | BONNY M. WILEY 65.00 24 FRED HENLEY ‘ 65.00 41 SHIRLEY PL. N.W. 1] ELOISE WALL 65.00 2] THELAM CALLOWAY 65.00 3 MYRTICE CALLOWAY 75.00 4| JAMES POWELL. 75.00 PRESERVE THiS STATEMENT. VALUABLE IN MAKING OUT INCOME Tax RETURNS. To COMMISSION DATE PAGE 9 LET US WRITE YOUR PIEDMONT DEVELOPMENT AND INVESTMENT CORPORATION nsurance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VIcCE-PRES. B. C. ALFORD, VICE-PRES., TREAS. Cc. B. ROSSER, SECRETARY PRO POE OR: F-¥ NUMBER STREET PRESERVE THIS STATEMENT. V NeW, 16 INSURANCE — RENTING — SALES — LOANS TENAN T ARALDIN ALFRED E. BROWN ALBERNEA POUNDS ROBERT CRAWFORD. MRS.-NETEHELL Vherio Tag) CHARLES F, STOKES ETHERLIN SMITH ROBERT WILSON Gdelia Str WILLIE HARRIS LILLIE MAE HUMPHREY tds THOMAS RENTALS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE COMMISSION RATE PER MONTH 35.00 55.00 55.900 55.06 65.00 65.00 ALUABLE IN MAKING OUT INCOME TAx RETURNS. AMOUNT PAID FROM To PAGE 16 LET US WRITE YOUR PIEDMONT DEVELOPMENT AND INVESTMENT CORP | iS ESTABLISHED 1916 nsurance 151 NASSAU STREET, N. W. ATLANTA, GEORGIA -30303 c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICcE-PRES. B. C. ALFORD, Vice-Pres., TREAS. rere C. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS 521-2114 DATE PROPERTY TENANT | RENTALS EXPENSE COMMISSION NUMBER STREET RATE PER MONTH | AMOUNT PAID |_FROM|_ TO 48 MITCHELL PL. N.W. 1 CRETIG MITCHELL 65.00 2 WEYMOND KELLY 65.00 3 WALLACE RANITES 65.00 A GEORGE Writs 4 GEORGE WILKINSOPL 65.00 Wi th G) i] wo og rd oOo © bad wo Go Ww o Q & Z 8 M.L. PAIGE 65.C0 9 LORENE SHEPPARD 75.06 10 GEORGE MITCHELL 75.00 il ROBERT BRAY 75.00 1i2 75.00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OuT INCOME TAx RETURNS. PAGE il LET US WRITE YOUR PIEDMONT DEVELOPMENT AND INVESTMENT CORP. nsurance ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRES. B. C, ALFORD, Vice-PRES., TREAS. PRONE: C.°8» ROSSER, “SECRETARY INSURANCE — RENTING — SALES — LOANS 521-2114 PROPERTY «ff RENTALS EXPENSE COMMISSION DATE | yuMBER STREET Te eee RATE PER MONTH |_AMOUNT PAID_) _FROM TO 43 SHIRLEY PL. N.W. 13 JEROME GILES 55,00 13 JEROME GILES REF | 5.00 14 CHARLES SLAUGHTER 55.60 IS FLEETWOOD DUNSTON Jit, 55.00 16 MCLARIREN HOLLIMAN 55.00 49) SHIRLEY PL, 1 CARL JONES 65.00 2 MRS. PATRICIA BARNES 65.00 3 HORACE STEVENS 72.50 4 CHARLES GAMBLE 72.50 5 BERTHA MARTIN 55,00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAx RETURNS. 55.00 PAGE i2 LET US WRITE YOUR nsurance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRESs. PZEDMONT DEVELOPMENT AND INVESTMENT CORP. B. C. ALFORD, VicE-PRES., TREAS. c. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS RENTALS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 DATE PROPERT ¥ TENAN T NUMBER STREET RATE PER MONTH Cul, 49 SHIRLEY PL. N.W. 8 NATHAN CALLuoD 55.00 9 EMMA BRENEY 75.00 190 GEORGE HILEY 75.00 os MRS. AURILLA WATSON 65.00 / Le JOHNNIE BORKES 65.00 i3 ESTER JONES 65.08 14 CURTIS BASS 65.00 LS FRANK N. TAYLOR 65.00 16 65.00 59 SHIRLEY PL. N.W. 1 RSs. 65.00 2| HENRY warcen 2/4%Zer| 65.00 3 TRENE H. BURKE 72.50 Proececeve THice STATEMENT WALIIABLE IN MAKING O1LUT Income Tay RetTiicHea | AMOUNT PAID_|_FROM _ To PHONE: 521-2114 EXPENSE COMMISSION PAGE 13 LET US WRITE YOUR nsurance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRES. B. C. ALFORD, VICE-PRES., c. B. ROSSER, SECRETARY PIEDMONT DEVELOPMENT AND INVESTMENT CORPORATION TREAS. INSURANCE — RENTING — SALES — LOANS DATE PROPERTY TENAN T RATE PER MONTH AMOUNT PAID NUMBER STREET Bg SHIRLEY PL. N.W. 4 oO is REV, ALONZO HORTON LEOLA PAXTON ERWIN E. MILLS JAMES JONES GENEVA STANFORD SASS HEMT Wide. Data MARIAH DAVIS RICHARD HORTON JOSEPH MCLESTHR 75.00 55.00 55,00 55.00 Ppeserve THis STATEMENT. VALUABLE IN MAKING OUT INCOME Tax RETIICHSG. "RENTALS FROM ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE To COMMISSION PAGE 14 LET US WRITE PLETMONT JEVELOPMENT.AND INVESTMENT CORP. YOUR nsurance ESTABLISHED 1916 151 NASSAU STREET, N. W. Cc. G. AYCOCK, JR., PRESIDENT ATLANTA, GEORGIA 30303 W. FRANK MADDEN, VICE-PRES. B. C. ALFORD, Vice-PRES., TREAS. PHONE: C. B. ROSSER, Secrerary INSURANCE — RENTING — SALES — LOANS 521-2114 DATE BRIO RoE Rs TENANT RENTALS EXPENSE COMMISSION | NUMBER STREET RATE PER MONTH | AMOUNT PAID_] FROM) TO 59 SHIRLEY PL. N.W. 16 DORGTHY TOLBERT 65.00 60 SHIRLEY PL. N.W. 1 J. STEVENSON 65.00 2 JOE SCOTT 65.00 3 ROBERT WALKER 65.00 4 MRS. J. KEMP. 65.00 5 HAROLD BUTLER. 65.60 6 Loi J PtP Hi. 65.00 wap R Aelley kc ROBERT L. PEAVEY 65.00 8 JSSSL Sac ARD 65.00 ran Gerromirinapo 9 HOWARD L. PORTER 65.00 i9 zB ae SN 65.00 al BARNEST MCDUFE:E 75.499 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OuT INCOME TAx RETURNS. PAGE 15 LET US WRITE YOUR nsurance PLEDMONT DEVELOPMENT AND INVESTMENT CORP. c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRES. 8. C. ALFORD, ViIcE-PRES., TREAS. c. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS DATE PR O PF -E ROT ¥ TENAN T RENTALS ESTABLISHED 1916 151 NASSAU STREET, N ATLANTA, GEORGIA 30303 PHONE: 521-2114 . W. EXPENSE PRESERVE THIS STATEMENT. V NUMBER STREET RATE PER MONTH 60 SHIRLEY PL, N.W. 12 GERTRUDE WOODS 75,000 13| LAURA AIKEN 75.00 14| L.L. HARRISON 55.00 15| JAMES THORANTON 55.00 16| GEORGE M. TAYLOR 55.00 17 | nattee We al her 55.00 i8| ROBERT euymy CAunnr| 55.006 68 SHIRLEY PL. N.W. 1] SAMMUEBL PIERCY 65.00 a VORY WARD 65.00 3| AUZZIE WILLIAMS 65.00 4 ees R 65.00 5 | JOHNNY MAB DUPREE 65.00 ALUABLE IN MAKING OUT INCOME TAx RETURNS. AMOUNT PAID FROM TO COMMISSION PAGE 16 LET US WRITE YOUR iP capanes PIEDMONT DEVELOPMENT AND INVESTMENT CORP. ine ESTABLISHED 1916 c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRES. B. C. ALFORD, VicE-PRES., TREAS. c. B. ROSSER, SECRETARY 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: INSURANCE — RENTING — SALES — LOANS 521-2114 DATE PROPERTY TENANT | RENTALS EXPENSE COMMISSION NUMBER STREET RATE PER MONTH | AMOUNT PAID FROM TO my 68 SHIRLEY PL. N.W. 6 WILLTAM & WILSON 65.00 7 JOHN SHY 65.00 3 T.J. CARTER 65.00 9 MAHONE LIGHTFCOT 65.00 19 ROBERTA COLEMAN 6£.00 il 75.00 12, SSeHARS-eeEroN 75.00 Miele Uilklbcme i3 MARTHA BARNES 75.00 l44+ ZELMA HITE 75.00 iS MS Senes 65.00 W144 @ersthy Walked, 16 MARY E. ENGLISH 55.00 Ee BARBARA HADEN 55.00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAx RETURNS. Pargel7 LET US WRITE YOUR nmsurance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VICE-PRESs. B. C. ALFORD, VICE-PRES., TREAS. c. B. ROSSER, SECRETARY ATLANTA, GEORGIA 30303 Telephone 404 / 521-2114 INSURANCE — RENTING — SALES — LOANS C.G. Avcock ¥ Kealég (opin 151 NASSAU STREET, N. W. DATE POR: OOP ER TY NUMBER _| STREET TENAN T RATE PER MONTH RENTALS EXPENSE AMOUNT PAID FROM TO COMMISSION “Ls Aly yt 79 67 ee lo Bes | May ee i SS, Sy. “Se: Ss Ss 4 Bickarck Batney a0. pines "5 | PRESERVE THIS STATEMENT. VALUABLE IN MAKING OuT INCOME TAx RETURNS. PAGE 18 LET US WRITE YOUR nsurance c. G. AYCOCK, JR., PRESIDENT W. FRANK MADDEN, VIcE-PREs. PIEDMONT DEVELOPMENT AND INVESTMENT CORP. B. C. ALFORD, ViICE-PRES., TREAS. Cc. B. ROSSER, SECRETARY INSURANCE — RENTING — SALES — LOANS DATE PROPERTY. TEN AN T RENTALS ESTABLISHED 1916 151 NASSAU STREET, N. W. ATLANTA, GEORGIA 30303 PHONE: 521-2114 EXPENSE COMMISSION RATE PER MONTH NUMBER STREET 69 SHIRLEY PL. N.W. 22 JOBNNY B. WEBB 55.00 76 . SHIRLEY PL. N.W, 1| MATTIE SMITH 55.00 2| AGNES BHEEERI/Zfe| 55.900 3 ee 55.00 Yyit hen of Aetend 4| MRS. MATTIE BIGGS 55.00 5| CECIL NoRRTS 55.00 S ie age 1 Biles 55.00 Keele 7| JESSIE MCCRARY 55.00 &8| MARY JENNINGS Fanny 55.00 9 nee 1 Halong 55,00 10 ee GS , 55,00 11 | ALEX CeMPTON 55.00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAx RETURNS. AMOUNT PAID FROM TO
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Document 17
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 17
- Text: ATLANTA GOuM MUN IT WY RE EAN Yh ONS GHOUME Mele Seon in Onn ESTABLISHED by the MAYOR and the BOARD OF ALDERMEN of ATLANTA November, 1966 City Hall Atlanta, Georgia 30303 Telephone 522-4463 PURPOSE OF THE COMMISSION (From the Ordinance creating the Commission) "To foster mutual understanding, tolerance, and respect among all economic, social, religious, and ethnic groups in the City..... "To aid in permitting the City of Atlanta to benefit from the fullest realization of its human resources... "To investigate, discourage and seek to prevent discriminatory practices against any individual because of race, color, creed, religion, national origin or ancestry..... "To attempt to act as conciliator in controversies involving human relations..... "To recommend to the Mayor and Board of Aldermen such ordinances as will aid in carrying out the purposes of this Ordinance..... MEMBERS OF THE COMMISSION (Appointed by Mayor Ivan Allen, Jr., and approved by the Board of Aldermen) Mr. T. M. Alexander, Sr. 521-0549 208 Auburn Avenue, Northeast Mr. R. Byron Attridge 525-0484 Trust Company of Georgia Building Mrs. Sara Baker 627-8193 928 Park Avenue, Southeast Miss He len Bullard 577-3600 Toombs, Amisano & Wells 70 Fairlie Street, Northwest Mr. R. J. Butler 524-5001 250 Tenth Street, Northeast Mr. Robert Dobbs 622-0919 2455 Abner Place, Northwest Mr. Hamilton Douglas, Jr. | 522-2200 National Bank of Georgia Building Mr. Clarence G. Ezzard 627-1187 245 Atlanta Avenue, Southeast The Atlanta Community Relations Commission meets the fourth Friday in each month at the City Hall, 1:30 p.m., Room 22 Mr. Joseph Haas 525-6141 1116 First National Bank Building Archbishop Paul J. Hallinan Catholic Archdiocese of Atlanta P, O. Box 12047, Northside Station 233-2148 Mr. Irving K. Kaler, Chairman 1820 Fulton National Bank Building 525-6886 Mr. Al Kuettner 873-3823 675 Sherwood Road, Northeast Dr. Robert E. Lee 874-8664 Lutheran Church of the Redeemer 731 Peachtree Street, Northeast Mr. Rolland Maxwell 522-1300 Davison's, ; 180 Peachtree Street, Northwest Mrs. Fred W. Patterson 233-1624 2959 Andrews Drive, Northwest Rabbi Jacob M. Rothschild 873-1731 The Temple 1589 Peachtree Road, Northeast All ACRC meetings are open to the public and you are cordially invited to be present at any meeting Mr. M. O. "Buzz" Ryan, General Manager Marriott Motor Hotel Courtland at Cain Street 688-6500 Mr. Jack Sells 355-4311 1416 Hills Place, Northwest Mrs. Mary Stephens 766-5001 2840 Dearwood Drive, Southwest Rev. Samuel Williams 688-0206 Friendship Baptist Church 437 Mitchell Street, Southwest Ke KKK EK EERE ER ERE EERE RRR EREREREERER * Executive Director: 522-4463* * Mrs. Eliza K. Paschall ext. 433* KKK KER RRR ER RE REE RRR EEE RR ERER EER Ex Officio Member: Mr. Sam Massell, Jr. 521-1694 Vice Mayor, City of Atlanta 40 Pryor Street, Southwest The Commission office is at City Hall, 12th floor. Call 522-4463, ext. 433, for further information regarding programs of the Atlanta Community Relations Commission
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: April 29, 2021
Box 7, Folder 16, Complete Folder
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Complete Folder
- Text: 7rorn fhe
l)ejk
of- -MRS. ELIZA
K. p ASCHALL,
Oc t o ber 27, 196 7
TO:
Ann Moses , Execut iv e Secret ary
Mayor I van Al len , J r ,
Here is a " progress " ( ?) report on o u r
effor t s t o h e lp i n the 2 cases regarding
tra il ers wh i ch were referred to u s from
the Mayor ' s offi c e .
I 'll report i t t o the Co mmiss i on , b u t
wa n ted you to h a v e t his.
So rry it ha s
taken so l ong, b u t visits had to be
arranged when everybody was off from work, e tc .
�dll('Z.'1. 'J/'wma,1 d/-. §ib,1.on
o ile• which · fr th4I p~op-.rty s the tority of th · ,ere . doors to the 9 v ·nt•- "tt•r• broken, hanatn and th . er1en wire w a loo•• ·or gone. Thu• bav• •tnce 1-•n r• at~ed. •• •••l ti ny awni • ull•d loo•• fr th• building. We hld th••• ancho1!'ed ny bl'ODI\ imiow whi~h hav ·• f.a.ce b••" · "lo.or• in· the ep.ottmn.ta in bii · ed of v ai~ nd ad ••tai,; oi- ra J. cing.. W• r• not in · · ht n aay 11 aft h1aeu ha• been repaio o~ r• ·lac• but • an rt•lnly our• you uny of t · ·ve. Il U ou~ u tn, th• City U to · 1• •f. • alb a tb• pro . l'ty, thb beta don. with tha c l•t• a- .rov 1 f the - ••cur•lY s c.iwr• w r• r• 1 cad. Wt found ·• ny aink cab1net.a 14•••· •••t 50th -4-nniverJarg �C.G. AYCOCK ESTABLISHED PHONE 521-2114 191 6 151 NASSAU STREET. N. W . . . ATLANTA, GEORGIA 30303 C . G. AYCOCK, JR . , PRESIDENT W . FRANK MADDEN, VICE-PRES . B . C . ALFORD, VICE-PRES . • TREAS . C . B . ROSSER, SECRETARY .June 22, 196,7 Page two: to the Scout Troop since the boys were not 16 years ol d an.d we cannot compensate them individua.lly . At Mr . Jordan ' s request we have ordered two swing sets for use by the small children . The resident manager of the! Si mpson Woods Apartments, James Brown, has done a most unusual job in keeping ~impson tfocids as one of the best apartment compl eae s in the City. In view of this the latter part of . May -we requested Mr . Brown to help ~s oversee the grounds of the Dixie Hilh Apartment$ and to hold conferences with the residents so that any complain.ts the residents may ha.v e may be brought to light . Howev r , this was not to be eff ctive ~ntil the middle or latter part of June at which ti Mr . William Bec'k n employee of the ow.n r • was to be relieved of his dutie . It wa.s, and i .s , our intent to impr.o ve the gen ral condition of the ap rtments in D.txie Hills but as you know certain features of the Bett rment Program .a r at the l:e t .s low , tedious and expensive . We stand ready and willing to help and while we cannot speak for th entir rea16y field it 1 cert inly -0ur d sire to help and will assure you w will ende vour to do o . Sincerely , C. G. AYCOCK REALTY COMPANY WFM/ cc: ~yor Iv W. Frank Madden All n 50th �Pa ne 1 LET US WRITE YOUR PT EDMQNT DEVEI QPM'l ..E1m01q sw,1ts . ~'-0!- ~ I / ~ 7 FELTON BRE~JSTER 8 COYAL W. 9 HOLLIS M. ,,_ - WEST FLETCHER / TO EXPENSE COMMI SSION II ...:> 6 2 . 50 59 . 5 0 . 62 . 50 10 JOHN1 JI E DOWELL 65 .00 11 OSCAR MORGAN 62 . 50 12 SYNELLA ALFORD 65 . 00 13 NAMOI BARNES 65 . 00 14 BE'ITY .Vl.OORE 59 . 50 15 ULYSSES BAILY 62.50 16 J iOHN DAVIS , JR a 59.50 THIS S T ATEMENT. VAL UAB LE I N MAKING RENTALS FROM AMOUNT PAID 521-2114 59.50 A A PR ESERVE LOANS 6 2 . 50 F ' SALES - OUT INCO ME TAX RETIIRN S . \ �I PAGE 3 LET US WRITE PI EDMONT DEVELOPMENT AND INVESTMENT CORPORATION YOUR .!J.n,jurance ESTABLISHED 191 6 151 NASSAU STREET, N . W . ATLANTA , GEORGIA 30303 C. G . AYCOC K. JR •• PRES ID ENT W. FRANK M ADDE N. VICE- PR ES. B . C . ALFORD . V ICE- P RES . , T REAS. C . B . ROSSER . S ECRETARY p DATE NU MBER 2 198 R 0 p PHONE : INS URANCE - E R T y T STREET PANSY ST o N ., Wo RENTIN G - E N A N T SALES - LOANS R E N T RATE PER MONTH 17 TEP@-H E Lo CARD 5 9 . 50 18 C LARENCE WOODS 5-; . so 19 AGATHA .c';LLISOf.J 59 . 50 20 Jf1MES 5 2 1- 2 11 4 AL s AMOUNT PAID FROM TO EXPENSE CO MM ISSION II 30 SHIRLEY PL. N . W.. l E. GJHNES ~ , ; ,· ~o~-·~ S 59 . 50 ,143.215.248.55 65.00 2 JESSIE JOHNSON 65 . 0 0 3 CHhPLI E TH'.OM?SOH 65.00 t,?, G~r,· ' -.·:; ..... ...., ...\l.j,_ 65.00 5 ~-i\l~.Es :?l~UL JJ', CKSON 65 .00 6 -· , "- :i;,)·-, ~ 65.00 1-:.Ct•i"ARD ~:~e:~~ i::.•:.:CN :..~l'i'~'-4~PT , I 7 ~1 65 . 00 8 .YOHN C. f-.!E. s !..ti: y 65.00 PRESE RV E Tt-tl ll STA T E M IEN T . \IA.LUAIIL IE I N MAKING OUT !"l i;;;O M !; TAX R l;T U R N B , �PAGE 4 LET US WRITE YOUR PI EDMONT DEVELOPMENT AND I NVESTMENT CORP . 3-ruurance ESTABLISHED 1916 ISi NASSAU STREET , N . W . C. W. 8 . C. DATE ATLANTA, GEORGIA 30303 G. AYCOCK, JR. , PRESIDENT FRANK MADDEN, VICE -PRES. C . ALFORD, VICE-PRES., TREAS . B . ROSSER, SECRETARY NUMBER 30 PHONE : INSURANCE - PROPERTY STREET T SHIRLEY PL .. N .. W.. 9 E N A N RENTIN G T SALES - RATE PER MONTH ~~ EUGENE MASS 55.00 11 J AMES SHEFF! ELD 65 . 00 12 JERRY BAI LEY 55 . 00 ~£:13~ EMMIE J. 15 OSCAR REID 16 EXPENSE COMMISSION 55 . 00 65 . 00 Wi l,,Ll.'"o..:t Pe!eltE 7~ TO 55 . 00 ~~ JA RENTALS AMOUNT PAID FROM 521-2114 55000 10 13 LOANS 65 .00 J[)/>J•L-A.- _,, ---, v 17 143.215.248.55 15:35, 29 December 2017 (EST) 65 . 00 18 DORIS ANN EDWARDS 65 . 0 0 I 19 20 WILLIE .., . LUKB ~ di.- 65 .00 'l 65 .oo tsB 143.215.248.55 15:35, 29 December 2017 (EST) I-' PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX RETURNS . �i PAO£ 5 LET US WRITE YOUR PIEDMONT DEVELOPMENT AND INVE STMENT CORPORATION ..!J.ruurance ESTABLISHED 1916 1S1 NASSAU STREET , N. W . C, W. 8. C. DATE ATLANTA, GEORGIA 30303 G . AYCOCK , JR ., PRESIDENT FRANK MA DDEN, VICE-PRES. C . ALFORD , VICE - PRES ., TREAS. B . ROSSER, S ECRETARY NUMBER 30 31 PHONE : INSURANCE - PROPERTY STREET T E N A N RENTING T SALES - RATE PER MONTH GLEN THOMAS 6 5 . 00 22 LAGREE JOPES 65 . 00 23 OZIE HEAD 65 . 00 24 JIMMY PRESCOTT 65 .00 ANNIE BARNES 65 .00 2 ARMIETP, & ALICE SIMS 65 .00 3 J . D. LAWSON 65 .00 4 OLA HARPE 75 . 00 5 CATHERINE DUNCAN 55.00 6 CHARLIE CARLTON 55.00 SHI RLE Y PLo NoW. 21 SHIRLEY PLo N .. W. 1 LOANS RENTALS AMOUNT PAID FROM S21-2114 TO EXPENSE CO MM ISSION , \ 7 8 SHIRLEY McLUCASE ~:21~- 55.00 55 . 00 ' PRESERVE T HIS STATEMENT. VA L UABL E IN MAKING OUT INCOME TAX RETURNS . �PAGE 6 LET US WRITE YOUR PIEDMOi"'Jlr DEVELOP~1EN1' A.1\iD Ii VES_i'/iEiff CORPORtWION ..!J.ruurance ESTABLISHED 1916 151 NASSAU STREET, N. W . C. W . B. C. DATE ATLANTA, GEORGIA 30303 G . AYCOCK , JR . , PRE S IDENT FRANK M ADDEN, VICE-PRES. C . ALFORD , VICE-PRES., TREAS . B . ROSSER . SECRETARY p NUMBER 31 38 R 0 PHONE : INSURANCE - P E R T Y T STREET SHIRLSY PL . 11 .,w,. 9 SI-iIRLEY PLo N. l1~ E N A N RENTIN G T SALES - RATE PER MONTH HARRY WAY 75 . 00 10 JOHN tv'ILSO 75000 11 ANNIE 1_2 BREI,JD!\ JACKSON 65 . 00 13 EDrn\RD Pi'.\R1CES 65 .00 14 ELENOR JAMES 65 . 00 _5 ROSLYN BUFORi) 65.00 16 TERRY M..450:N 65 . 00 l HENRY STARGELL 65 . 00 2 R. RUTH GATES sru,11,':oos LOANS R E N T AL s AMOUNT PAID FROM 521-2114 TO EXPENSE CO MM ISSION 65.00 ' 6.5.00 I .., RVE HIS 5 J C.I~., J oh. 1~0N ,1, CHAnLES BRU:!':f~ NT. VA UA MA IN Ou 65 . 00 E COME TAX 65.00 RET ll RN �PAGE 7 LET US WRITE YOUR PIEDMONT DEVELOPING AND INVESTMENT CORPORATION ~ruurance ESTABLISHED 1916 151 NASSAU STREET, N. W . C. W. B. C. DATE ATLANTA , GEORGIA 30303 G . AYCOCK. JR . , PRESIDENT FRANK MA DDEN, VICE-PRES. C. ALFORD, VICE-PRES., TREAS. B. ROSSER, SECRETAR Y NUMBER 38 PHONE : INSURANCE - P R O P E RTY STREET T SHIRLEY PL. NoW. 5 E N A N RENTING T SALES - RATE PER MONTH LLEWELL\'N EVANS 6 5.00 6 i:f;Jc~~7a:: 143.215.248.55/\ r"t A • ~ "\'I'" '"' 65 . 00 7 RICHARD SMITH 65 . 00 8 i~:IY-Rr~ 6S .00 9 GEORGIA TRA~~IBLL 55 . 00 10 SANDRA MAYES 55 . 00 11 GILBERT DOT'SON 55 . 00 12 MYRTIE MORGAN 55 . 00 13 JAMES D. JONES 55 . 00 14 LOUISE WALI\ER 55 . 00 LOANS RENTALS AMOUNT PAID FROM 521-2114 TO COM MISSION EXPENSE . I S R ss 15 YJ\RVIN STARGILL 65 . 00 16 JAMBS R. JONES 65 . 00 MENT. UA MAKIN COME TAX RET RNS. �PAGE 8 LET US WRITE YOUR PIEDMONT DEVELOPMENT AND INVESTMENT CORPORATION ~ruurance ESTABLI_SHED 1916 151 NASSA U STREET , N. W . C. W. B. C. DATE ATLANTA , GEORGIA 30303 G. AYCOCK. JR., PRESIDENT FRANK MADDEN, VICE-PRES . C . ALFORD, VICE - PRES., TRE,\S , B. ROSSER , SECRET,\RY P R O NUMBER 38 41 PHONE : INSURANCE - P E R .T Y STREET T .SHI ·~ LEY PL . N. Wo17 E RENTING - N A N T SALES - RATE PER MONTH DAVI D T . RICE 65 . 00 18 NAMOE BRO'AIN 65 . 0 0 19 MYRTLE L . 65 . 0 0 20 WILLIAM JONES 21 CHARLES PORTER 65 . 0 0 22 MOSE S CRAWFORD 65 . 00 23 BONNY M. WI LEY 6 5 . 00 24 ,.-', RED 6 5 . 00 SHIRLEY PL . 1-J .w. 1 2 FAVORS HENLEY LOANS RENTALS FRO M AMOUNT PAID 521-2114 TO EXPENSE COMMISSION 65 . 0 0 ELOISE WALL 65 . 00 T.HELAM CALLOWAY 6 5 . 00 . I 3 MYRTICE CALLOWAY 4 .JAMES POWELL PRESERVE TMIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX 75 .00 7 5 . 00 RETURNS . �r PAGE 9 LET US WRITE YOUR PIEOl-iONT DEVELOPMENT AND INVESTi"\1ENT CORPORATI ON ..!J.~urance ESTABLISHED 1916 ISi NASSAU STREET. N . W. ATLANTA. GEORGIA 30303 C. G . AYCOCK . JR . • PRESIDE NT W . FRANK MADDEN. VICE-PRES . B . C. ALFORD. VICE-PRES .• TREAS . C . 8. ROSSER. SECRETAR Y DATE P R O NUMBER P E R PHONE : INSURANCE T · Y T STREET 41 SHI RLEY PL. N. W. 5 E N A N RENTING T GERA LD.L NE WI LKERSON SALES - LOANS 521-2114 RENTALS RATE PER MONTH AMOUNT PAID FROM TO EXPENSE COMMISSION !.'>5 . 00 6 ALFRED E.. BROWN 55 . 00 7 ALBERNIA POUNDS 55 . 00 8 ROBERT CRAWFORD . 55 . 00 9 ~!a ; Mi~emnJ_ 75 .. 00 ' 0~~o/. OBERT E . 6 LAMAR STO:·.m 55 . 00 7 JIMMY RUCI'CER 55 . 00 8 OTIS JOHNSON 55 . 00 BEULAH M. DAVIS 65 . 00 VERBENA S'i' . N. W. 1 521-2114 -A- - 1 .2 VERBENA ST .. N . W. 1 LOANS RENTALS N A N T '-,,.&,t\; ..... SALES - SCHMIDT 55 . 00 SMITH 55 . 00 ' PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX RETURNS . �PAGE 21 LET US WRITE PIEDMONT DEVELOPMENT AND I w;vESTMENT CORP • YOUR ..!J.ruurance ESTAB L.ISHED 1 916 151 NASSAU STREET, N . W . C. W. 8. C. ATL A NTA , GEORGIA 30303 G . AYCOCK , JR . , PRESIDENT FRAN K M ADDEN, VICE - PRES . C . A L.FORD , VICE- PRES. , TRE AS. B. ROSSER, SEC RETARY PHONE : INSURAN C {:. - PROPERTY DATE I N U M BER I 2208 T E N RENT I N G - BOBBY G1BBS 3 ~ ~ R ATE PER M O N TH 55 60 0 5 MRS . ROSIE FAMBROUGH 55 . 00 6 GEORGE BREWER ss :oo 7 8 9 E X PENSE CO MM ISSIO N TO lJ 1/; J "Ml::S '"'5 1:JRY I tP~'J71 'ALTER FRO M / 1.. Co# ./ ~ K ~ A M OU N T PA ID ss .oo id"S_d/) __ ~ AA-11-:61-JD~ 521 - 2114 10.:J ._OU .. 4 LOANS RENTALS T A N STREET VERBENA ST. N. W. 2 S ALES - L. WI Lia.NS - DOROTHY t'lI LLI fl.MS ROZIER 6 5 . 00• d.....,~ ?~_ 65 .. 00 75 . 00 75 . 0 10 GARY C . 11 CHRISTINE L¥MON 75 . 00 12 SENECO BAI LEY 75 . 00 ,. == I l~ ALFRED ASKEW I 75 . 00 PRESERVE THIS STATEMENT. VAL.UA~L.E IN MAKING OUT IN CO ME TAX RET U RNS . �I I PAGE 22 LET US WRITE YOUR PIBDiV.ONT DEVELOPMENT AND INVESTMENT CORP " ..!J.ruurance ESTABLISHED 1916 151 N A SS A U STREET , N . W . C. W. B. C. ATLANTA . G . AYCOCK . JR . , PRES IDENT FR A NK M ADDE N, VI CE- PRES . C . ALFORD , VICE - PRES. , TREAS . B . ROSSER , S ECRETAR Y PROPE D A TE NU M BER 2208 GEORGI A 3030 3 PHONE : I N S URANC E R TY T STREET · E N A N RENTIN G - SALES - SARAH VERDELL 52 1-2 1 14 RENTALS T RATE PER M ONTH VERBENA ST . N . Wo 1' LOANS AM OUNT PAID FROM EX PE N SE CO MM ISSIO N TO 75 . 00 15 KAREY LEE OSBLY 75 ., 00 16 EDNA MOSLEY 75 . 00 17 ALICE REID 75 . 00 18 GEORGE THOHDEP. 75 . 00 19 o.rNNI E RI VERS . 7s . oo· 20 WILLIE HARRIS 75 . 00 21 RALPH BRIGHT 65 . 00 22 ANNIE WILLIAMS 65 . 0 0 23 CHARLIE B . DP.VIS 75 . 00 2~ RA WmND YOUNG 75.00 \ 2211 VERBENA ST. N . W. 1 ~!)~~ 65 .00 PRESERV E THIS STATli:MENT. VALUABLE I N MAKING O U T IN CO M E T A X RETUR NS. �P.AGE 23 LET US WRITE YOUR p - EDMONT. DEVELOPMENT AND INVESTMFI\JT corm ,z • 3ruurance ESTABLISHED 1916 151 NASSAU STREET. N, W . ATLANTA. C . G . AYCOCK. JR., PRESIDENT GEORGIA 30303 W. FRANK MADDEN, VICE - PRES , B. C. ALFORD, VICE-PRES., TREAS, C. B. ROSSER, SECRETARY P DATE R NUMBER 2211 O PE PHONE : INSURANCE R T Y T STREET - VERBENA E N A N RENTING - SALES R T RATE PER MONTH ST . 1'1. ~ - 2 EDDY JONE.:~ 6 5.0U 3 JP.CK SWANN~ 65 . 00 4 WILLI E BOWLES 65 . 00 5 ROBERT P-tHLLIPS 55 . 00 6 31;;,JELL TOLES · 5 5 . 00 7 3 9 tJ:::i:;~ R~ g ~ ' LOANS E 521-2114 NT AL S AMOUNT PAID FROM EXPENSE COMMISSION TO 55 . 00 - , ., \ 0 ROSE PENNEl>"tAN 65 . 00 10 HE1JRY IIJ_. SH 6S .oo 11 {•] . J . t'JI U{ERSON 65 . 00 12 ANTOINETTE STINSON 65 . 00 13 MARY STARR 55 . 00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX RETURNS. \ �PAGE 24 LET US WRITE YOUR PIEDMONT . DEVELOPMENT A.i'IJD INVESTMENT CORP .. ..!J.Muranc e ESTABLISHED 1916 151 NASS A U STREET , N . W . ATLANTA . GEORGIA 30303 C. G . AYCOC K, JR . , PRE S IDE N T W. FRANK MA DDEN, VICE - PRES, B . C . ALFORD , VICE-P RES . , T REAS. C. B . ROSSER , S ECRETARY DATE NU MBER 2211 PHONE : IN S URANC E - P R O P E R TY STREET · R ENTI NG - T E N A N T VERBE1M ST . N . W.. 14 RUBY KATES GATES 15 16 S ALES - RATE PER MONTH LOANS RENTALS AMOUNT PAID FRO M 5 21 - 2114 EXPENSE CO MM ISSION TO ss .oo 55 . 00 GEORGIA HOGAN AND EARNESTINE WHITE 55 . 00 17 CARL CROWDER 18 ANN! E 19 OTIS GRAY 55 . 00 20 CARRIE BOOdE 55 . 00 ~ BAI LEY 21 · 55 . 00 55 . 00 . 55 . 00 22 JOSEPH HARRIS 55 .00 23 0 TIS OSBORNE ss .oo 24 JAMES DOSS 55 . 00 PRESERVE TH I S STATEMENT. VA L UABLE I N MAK I NO O U T IN CO ME TA X R ETUR ""c \ �PAGE 25 LET US WRITE YOUR PIEDMONT DEVELOPi'1ENT A D !NVESTr-'iEN'J.' CORP . ..!J.ruurance ESTABLISH E D 1916 151 NASSAU STREET , N . W. C. W . B. C. DATE ATLANTA , GEORGIA 30303 G . AYCOCK . JR., PRESIDE NT FR A NK M ADDEN, V ICE - PRES, C . ALFORD, VICE-PRES . , TREAS. B. ROSSER , S_E CRETARY NUMBER 2218 INS URANC E - PROPERTY STREET VE 1:-.'J~l.iA T ST . !'~ . w. 1 E N ' RENT ING - A N T PHONE : SALES - RATE PER MONTH MINNIE ANDERSON 75 . 00 2 ROBERT WEB~. 75 . 00 .3 MARIE FISH 75 . 00 4 GEORGE TATE 7 5 . 00 5 RUBY WI Lsm: 15.00 6 tARY L . REDFORD 7 5 ..QO 7 BENNIE L. W'rlITE 75 . 00 8 REV . ~ MRS . L . HAYGOOD 75 . 00 9 ALICE GRANT 75.00 10 11 12 ~c]1}z;~ e{J 75 . 00 t lLLIE WARE 75 . 00 B/\RBJ\RA 75 . 00 HILL PR ES ERVE THIS STATEMENT, VALUABLE I N MAKING OUT IN CO ME TA X RETU RNS . LOANS RENTALS FROM AMOUNT PAID 52 1-2 1 1 4 TO EXPENSE COM MISSION �PAGE 26 LET US WRITE YOUR C.G~ CK REALT~ COMPANY PIEDMONT DEVEWPMENT AND INVESTMENT CORP • -~;...:._..,.- ..!)nJurance - _;~ ESTABLISHED 19 1 6 151 N ASSAU STREET, N . W. C. W. B. C. ATLANTA, GEORGIA 30303 G . AYCOCK, JR . , PRESIDENT FRANK MA DDEN, VICE-PRES. C . ALFORD, VICE-PRES. , TREAS. B. ROSSER, SECRETARY PHONE : INSURANCE - ' RENTING - PROPERTY DATE N U MBER 2218 T STREET VERBENA ST. N. W. 13 VERBENA ST.,N . W. _, N A N HARRISON CA~DWELL 75 . 00 JOSEPH LOiGINO 75 , 00 C--a rl'l--t: a. l-lood. . ~ ~:5i (. ~1-rs-,c/4.Wr 1 MARVIN STEWART 55 . 00 2 I • HILEY S5 . 00 3 GUEN THOMAS 5 5 . 00 4 MARYL . FAVORS 55 . 00 5 JOHNNY BILLINGSBY 55 ,.00 6 WILLIE RICHARDSON 55 . 00 7 ROBERT GODBEE ss .oo 8 CAROLINE SHAW 55 . 00 9 SALLIE M. O' BRYANT 55 . 00 BEATRICE UNO BY 55 . 00 10 LOANS 521-2114 RENTALS T RATE PER MONTH 14 2225 E SALES - AMOUNT PAID FROM EXPENSE COMM ISSIO N TO - PRESERVE TH I S STATEMENT. VALUAB LE IN MAK ING OUT INCOME TAX RETURNS . . �PAGE 27 LET US WRITE YOUR PIEDMONT DEVELOPilriENT AND INVESTMENT CORP . ~ruurance ESTA BLISH E D 1916 15 1 NASSAU STREET , N. W. C. W. 8. C. ATL A NTA, GEORGI A G . AYCOC K. JR., PRESIDE NT FRAN K M ADDEN, VICE - P RE S. C . A LFORD , VICE - PRES ., T REAS . 8. ROSSER , S ECRETARY P D AT E N U M BE R 2225 ROPE PHON E : IN S URANCE R T Y T STREET VERBENA ST . N. W. 11 RENTIN G - E N A N T SALES R R AT E PER M ONTH ~»~ 55 . 00 12 ODESSA BELL 55 . 00 13 D.I\VID HINES 55 . 00 14 Cl'¼ RL LA .-JAR 55 . 00 15 f;~vd4,~ 16 55 . 00 s .c.;.a;:::, f ll"tBf:f! Y 55 . 00 18 DAN! EL WILSON 55 . 00 19 OLIVER EaTChENS 55 . 00 20 MATTIE HARRIS 55 . 00 MAT1TE RUTH t.: ..T IS 75 . 00 BENNIE HOOD 75.00 11.BRBENA ST.N.W. 1 2 J9 ~ e fdi!;.-> LOANS ENT A A M OUNT PAID 5 2 1-2 11 4 LS FRO M EX PENSE CO MM ISSIO N TO 55 . 00 LI LLIE MAE HARRIS 17 2232 30303 PRESERVE THIS STATEMENT. VALUABLE I N MAKING OUT IN C OME T AX RET U RNS. . ' �I I I PAGE 28 LET US WRITE PIEDiV.ONT DEVELOPMENT AND YOUR I NVESTMENT CORP . 3-ruurance ESTABLISHED 1916 151 NASSAU STREET, N. W . C. W. B. C. G . AYCOCK . JR ., P RESIDENT FRANK MA DDEN , VICE-PRES . C . ALFORD, VICE - PRES,. TREAS . B . ROSSER, SECRETARY P DATE NUMBER 2:l32 R O P E ATLANTA. GEORGIA 30303 PHONE : INSURAN CE R T Y T STREET VERBENA ST . N. W. E RENTING - SALES - N A N T RATE PER M ONTH 3 EDITH A . HAlYiBR 75 . 00 4 S ,LL! E WILLI Ai"1S 75 . 00 5 PAUL TUC KER 75 . 0 0 6 WI LLI .AM w.gr:..ER MIJ. t. .:. ,,. 75 . 00 r osT 75 . 00 s RUTH STOVALL 75 . 0 0 - ROOSEVELT THOMAS 75 . 00 1( \v!LLIE SHAtll 75 . 00 l] ROY v. 75 . 00 u MRS . VERDELL REES 7 C: 1.Xti. ~ S w,u ,':.:l [{~ ~&1teff ST.ARGEr1T AND MRS _ 1~ E . JONES C .. D. GLASS LOANS 521-211 4 RENTAL s AMOUNT PAID FROM EXPENSE COMMISSION TO 75 . 00 65 . 00 PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX RETURNS. ' �PAGE 29 LET US WRITE PIEDMONT DEVELOPMENT Arm !NVESTME T CORP 1' YOUR -9n:Juranc e ES T A B L I S H E D 19 16 1!51 NASS AU STR EET, N, W. C . G . AYCOCK , JR . , ATLANTA . GEORGIA 30303 P R ES ID E NT W . FRANK MADDEN, VICE - PRES . 8. C. ALFORD, VI CE- PR ES., T REAS. C . B . ROSSER , PHONE : SECRETARY I NSURAN CE - P ROPE RT Y DATE NU M B ER STREET 2232 VERBENA ST . N. W. RENTING - T E N A N T 1~ SALES - RATE PER MONTH DAVIS CARTER 65 . 00 15 HATTIE LANKt.:ORD 65- . 00 16 BOBBY PORT6R 65 . 00 17 CLAUDE McCULLOUGH 65 . 00 LOANS 521-2114 RE N T AL s A M OUNT PA I D FROM TO EXPENSE COMMISSION - lB •REDD! E CONNI NGHAi 1 65 . 00 19 JOHN STARKS 65 . 00 20 JOHN BROWN rb bl'"l"i 65 . 00 21 DERISH BROWN 7 5 . 00 22 LEE PARHAM 75 . 00 23 ALVIN NEl!SON 75.00 8 I 24 EDWARD G. CLOVf.m 75 . 00 25 l OL4N WARE 75 . 00 · PRESER V E TH IS S TATE MENT . V A LU AB LE IN MA KIN G OUT INCOM E TAX R ETURNS . �PAGE 30 LET US WRITE PiEDMONT DEVELOPMENT A.ND INVESTMENT CO P . YOUR _!}.tMurance ESTABLISHED 19 1 6 15 1 N ASSAU STREET, N . W. C. W. 8. C. ATLANTA , GEORGIA 30303 G. AYCOCK, JR . , PRESIDENT FRANK MADDEN, VICE-PRES. C. ALFORD , VICE-PRES., TREAS. B • .ROSSER , S ECRETARY P DATE R O P E NUMBER PHONE : INSURAN CE - Y R .T T STREET VERBENA ST .N. W. 2 6 2232 27 R E N TING - E N A N T LI LLIE RUTH ~PPS 75 . 0 0 FRANK STEVENS 75 . 00 75 . 00 l -HUGH SMI TH 75 . 00 2 JAMES AA §Ji: MALL 7 5 . 00 f:J . j.-.o,v'1 • VERBENA S1' . N. W. R RATE PER M O N TH .,a;. ERO~!•,' 28 2235 SALES - Pa$C'>a-'"" 3 CHARLIE i,ONFORD 7 5 . 00 4 CHA~LIE RUFF 75 . 0 0 5 IS! AH c.mESE 55 . 00 6 JESSIE PARHAM LOANS E N T A AMOUNT PAID L 521 - 2114 S FROM EXPENSE CO M M ISSION TO . . 7 _;. DIE ROBINSON JR . 55 . 00 55 . 00 I r"'..,. ' 8 MYRTICE MOORE 75.00 9 MATTIE HAWK! NS 55 . 00 ' PRESER V E T H IS STATEMENT. VAL UABLE I N MAKIN G O U T INC O ME T A X RETU R N S . �BAGE 31 LET US WRITE PIEDMONT DEVELOPMENT AND INVESTMENT CORP . YOUR ..!J.ruurance ESTA BLISHED 1916 151 N A SS A U STREET, N . W . ATLANTA , GEORGIA 30303 C. G. AYCOCK . JR. , PRESIDENT W . FRANK MADDEN , VICE - PRE S. B. C . ALFORD, VICE-PRE S . • T REAS. C . _B . ROSSER , SECRETARY P DATE N U M BER 223!~ R O P E PHONE : IN SU RAN C E R ·T Y T STREET E RENT I N G - S ALES R N A N T RATE PER M ONTH MARRE HUBBARD 55 .. 00 W&L' '!A~! PRIC!!i: r.Sm , ii, 55 . 00 ]2 J Os NI LL! AMS 55 . 00 r-., sooa-; !!LL: EC!tii Ta.m <5 (Cel.'- .g ( 55 . 00 VERBENA ST .N#W. lC ] l LOANS 521 - 211 4 ENTALS AM OUNT PAID FRO M EXPENSE COM M ISSIO N TO i31t.i.y . .. lti DELORI 6 ELLIS 55 . 00 E WILLIE >1AR1'XN 5 . 00 H .MYRTICE l'i MILDRED JACKS~- 75 . 00 H AARON HODGES 7S . 00 H CAPT. 2( AL.BERT FORD 55 . 00 OON c .t . MA N - . 75 . 00 75 . 00 I PRESERVE THIS S T ATEMEHT. VALUABLE IN MAKING OUT IN CO ME TAX RETUR NS . �r PAGE 32 LET US WRITE P!EDi.'ViON'f DEVELOP, IBNT AND INVES'fijjENT CORP. YOUR 3-nJurance ESTABLISHED 1916 1S1 NASSAU STREET , N. W. C. W. 8. C. ATLANTA, GEORGIA 30303 G . AYCOCK. JR., PRESIDENT FRANK MA DDEN , VICE-PRES. C. ALFORD, VICE-PRES . , TREAS. B . ROSSER, SECRETARY PHONE: INSURANCE - PROPERTY D ATE NUMBER 2240 RENTING - RATE PER MONTH VERBENA ST .. N. W. l Em•JARD GATES s.s. oo 2 BETTY BRYANT 55 . 00 3 MARY JENNINGS 65.,00 4 GENE TOMBLINSON 65 . 00 THOMAS CARTER 65 , 00 HAROLD L. ROBINSON 65 . 00 7 EVEL-\'N SPENCER 6c 8 IlORO'f!i":l ROBERTSON 65 . CO 9 1'H'"'O BLOSSOMGA,,1E 75 . 00 10 GRAY ·INNS 75 . 00 J.l .JE\'1EV:". CHANEY 65 . 00 12 HENRY COLBERT 65 .00 / .s (,. ~,. dit~ ,- ~ 6 LOANS 521-2114 RENTALS TE~ N A N T STREET 0 ,;f- ' SALES - AMOUNT PAID FROM EXPENSE CO MMI SSION TO oo PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT INCOME TAX RET UR NS. ' �PAGE 33 LET US WRITE YOUR !?IEDMON1' DEVELOPMENT AND I NVESTMb'NT CORP _!}.~urance ESTABLISHED 1916 151 NASSAU STREET, N . W. ATLANTA. GEORGIA 30303 C. G . AYCOCK. JR. , PRESI DE NT W . FRANK MA DDEN , VICE - PRES. 8. C. ALFORD, VICE-PRES., TREAS. C . 8. ROSSER, SECRETARY RENTING - SALES - TENANT PROPERTY DATE == PHONE : INSURANCE - LUTHER BRANTLEY 75 . 00 14 FRED HAMI LTON 7_5 . 00 15 JAMES LE¼'I S 75 . 00 16 2245 VERBENA ST . N. W. 5 21-2114 RENTALS =N=U M=B=E=R= l= = = = =·= S=TR=E=ET========l:=============l=R=A=T=E=P=ER===M=O=NT=H= 2240 LOANS 75 . 00 17 L . A. FARLEY 65 . 00 18 JESSIE BL At - 10 ,1 ~ ~""l E f)lt-{;J;~F.U :!::D . 55..., 00 D-e '- t.. 55 . 00 t .1 #.,,.. T , 5~h "'lj'D/1-11 CORNELIOUS 12 JOHN DIXON 13 WILLIE UNO 14 LIXIE LIGHTFOOT 65. 00 15 WILLI P.M SALES 55 . 00 LOANS EN T 521 -2 11 4 ALS A M OUNT PAID FRO M E X PENSE CO MM ISSION TO 55 . 00 ~OOD ·6s ·.:oo I PRESERVE THIS STATEMENT. VALUABLE IN MAKING OUT IN CO ME TAX RET UR NS . �PAGE 3 5 LET US WRITE YOUR PIEDi.'\101\fl' DEVELOPMENT AND ! NVESTi.\iENT CORPORATION ..!J.ruurance ESTAB LI S HED 1916 151 N ASS AU S TREET . N . W. ATLANT A. GEORG IA 3 0 303 C . G. AYCOCK. JR . • P RESI D EN T W. FRANK MADDE N , V ICE -PRES . B. C . ALFORD. VI CE- P RES . , T REAS. C. 8 . ROSSER . S ECRETARY DATE P R O NUMBER P PHONE: INS URANC E - E R T Y STREIT T E RENT I NG - SALES - '- N A N T RATE PER MONTH 224 5 VERBENA S1' . N • W~ 16 "ELROD WALKER 55 . 00 226 1 VERBENA ST... N . W.... 1 J OSEPH BRO !JN 75 . 00 2 JfjP?" U L,li l Mmmwon LOANS R E N T A LS AM OU NT PAID FROM 52 1 -2 1 14 EXPEN SE COMM ISSION TO 75 . 00 W I LI.I ';>,.., To lin i"o~ . SUSIE SMITH 75 . 0 0 LUCILE STINSON 75 . 00 5 ei:" ilI:ii~ s:I:Er ~~ Y. !] ob :,c c·f 75 . 00 6 EDDIE PEARSON 7 5 . 00 7 C . W. SMiffl 75 . 00 8 MARY COX 75 . 00 9 MARIE HUNT 65 . 00 EDDIE LITTLE 65 . 00 3 4 I 10 PR SERVE THIS STATEMENT. VALUABLE IN MAK I NG OUT INC0MS' TAY RS'TIIRNA - �NATIONAL CITIZENS' COMMITTEE FOR COMMUNITY RELATIONS % COMMUNITY RELATIONS SERVICE WASHINGTON, 0.C. 20530 The Business-Civic Leadership Conference on Employment Problems, held June 5-7, 1967, in Chicago, brought together 250 employers, educators and other civic leaders who are pioneering programs to meet our most crucial domestic problem: how to put hard-core unemployed and underemployed minority group members into jobs. The Conference was how-to-do-it meeting, bringing together employers and other lea ders who are· convinced that a successful attack on this problem brings benefits not only to minority group members but to industry, the community and the nation as a whole. The Conference was sponsored by the National Citizens' Committee for Community Relations (NCC), a group of more than 400 leading Americans appointed by President Johnson following passage of the Civil Rights Act of 1964. Its purpose: to enlist the skills and strengths of these leaders in supporting the nation's efforts to assure equality for all Americans. The NCC functions as an adjunct of the Community Relations Service, which was created by Congress to hel p communities cope with disputes and difficulties rooted in racial and ethnic discrimination. Its basic concern is to help cities overcome minority group deprivations which lead to conflict. More than 70 specific projects and activities--some being undertaken by individual companies and o_thers by community-wide organizations--were described and discussed at the Conference. Most persons attending the Conference, including those who are deeply involved in projects to put the hard-core unemployed into jobs, were impressed with the scope and creativity of these projects. This report on the Conf e rence is offered to assis t employers and other community leaders who are considering starting or improving employment, recruitment or training projects in this field. Part I is a summary of presentations. Par t II cont ains specific tools and techniques. For additional copies, or further assistance and information, write to: National Citizens' Committee for Community Relations Community Relations Service Washington, D. C. 20530 �ADVANCE CO PY PUTTING THE HARD-CORE UNEMPLOYED INTO JOBS A Report of the BUSINESS-CIVIC LEADERSHIP CONFERENCE ON EMPLOYMENT PROBLEM:, June 5 - 7, 1967, Chicago, Illinois Sponsored by the NATIONAL CITIZENS' COMMITTEE FOR COMMUNITY RELATIONS and the COMMUNITY RELATIONS SERVICE of the U.S. DEPARTMENT OF JUSTICE �PUTTING THE HARD-CORE UNEMPLOYED INTO JOBS Table of Contents Page Preface: The Man on the Street Corner . The Problem and the Challenge: Roger w. 1 Wilkins Business and Industry Accept the Challenge: The Profit and Loss to Business: R. 3 c. Cornuelle Frank Cassell Commitment Can Pay Off .•• Much More Is Needed • 5 6 8 What Business and Industry Are Doing 11 Major Components of New Job Programs 11 Outreach: 14 Aggressive Recruiting . • "Fitting the Man to the Job" .•• "What's Right with Him." 19 Education and Training . . . 29 Employers Take Leadership on Community Social Problems 36 Community Job Programs 37 Other Community Programs 40 The Business-Community Organization so An Action Program for Business and Indus.try 52 Re source s 55 Community Job Programs 58 Federal Agencies for Guidance and Funding 60 �PREFACE The Man on the Street Corner 'When you walk in a nei ghborhood and it's men on the corner on Monday morning to the extent that it looks like Saturday ni ght in other neighborhoods, watch out, be.cause yo11're watchin ~ the tomorrowless man. He's on that corner because he 's not puttin g enou gh beans in the pot. .• he knows '1P. ain't putting down what he. 's supposed to be ruttin g rlown ••• His kids don't have no tomorrow ;rnd i f someone come s alon g and brin g s some red wine or somethin g, he's go in g to drink ••• For a fellow like this a riot is a pleasant break in his humdrum e x istence." Chester Wright, Wa tts, Los Angeles In Jul y 1967, America n cities across the nation burst into flame, in violent, tra g ic explosions of frustration, bitterness, hate and lawl e ssness. Whatever the immediate causes or incitements, whe ther planned or snontaneo~s, whatever the culpability for criminal action, sensitive and knowledgeable observers agreed that a major cause was long-time un e mpl oyment, lack of jobs at a living wage, and f ailure of America to deliver its promises to it s Negro citizens. And no one could qu est ion the vast dolla r lo ss and the physical and social dama ge tn the communities invol ved . In Jun e 196 7 , 200 busine ss and indus try executives who have been working to ge t hard-core un e mpl oyed minoriti es into jobs me t in Chicago with repr esen ta t ives of public and pr ivate _iob programs and social age ncies for two hard-workin g days of s pecif ic experien ce exc han ge on programs rnd techniques. These men were more aware than most of the i ncipient da nger ahe ad . Some ver~, responsible business l eaders even s uggested that such tragic ex p l osions might be the on ly way to mobil ize their communities to do somethin g me anin gf ul a bout job s, education, housing and other needed pro grams for ghetto slum dwe ll e rs. A par ticipan t from Denver, Colorado grimly defined what he saw a head: We've go t to solve some of the se problems ••• i t isn't a matter of whether we want to any more, or not. We may be pretty late • .• now. This s ummer may show us some probl ems ••• we hoped we weren't going to have ••• but it's qu ite possible ••• There's a pretty good nationwide riot climate ••• and, unfortunately, as we meet with the industrial and disadvantaged people .•. our concl us ion, reluctantly~ is, there needs to be a riot ••• and that's a terrible thing, ~ it unfor tunately, this is what creates movement. �- 2 - A business executive from MinneApolis, Minnesota, admitted that job efforts of the Plans f or Progress Council there had not been making much pro gr e ss until "1:ist year , in Au gust, we had the first bad riot in Minneapolis. W~ really got some jobs going very quickly, the Plans for Progress Council got busy and got this contract with the Bureau of Apprenticeship Training •.. " An industry representative from a rn i dwestern city who had been trying to get an employer job program started was told by a fellow businessman: 'Tion't expect them to make a move, unless you have a demonstration ••• as lon g as everything is peaceful they are not going to anticipate .•• what is ••• beginning in practically every city." The gentleman from Watts also had a positive suggestion for the conference: "If you take the same men standin g on the corner the evenin g that Watts riot started, if they had come in off a back-breaking job, somewhere, the? would have went in, eat their porkchops, turnip ~reens, sit on a rickety couch, watch Wyatt Eary kill one cowboy, thev'd have been so dead asleep that the old lady would have to drag them in the bedroom. They wouldn't have been on a corner." �- 3 - THE PROBLEM ••• AND THE CHALLENGE Excerpts from address of Roger W. Wilkins, Director Communitv Relations Service, ll. S. Department of Justice "American center cities are becoming; blacker and poorer .•• Between 1960 and 1965, 2 million Negroes moved into center cities, whereas a similar if not larger number of whites moved out of the center cities. During the same period, 62% of new plant development, by value, moved into the suburbs where whites live, and where, by and large, non-whites cannot live." •½ recent Labor Department survey tells us that fully thirty-five percent of the people in slum areas have a serious unemployment problem: whether unemployed, employed only part-time, or employed at wAges below poverty level. That means that these people are in a perpetual economic state which is similar to, if not worse than the great American depression of the thirties.•• 'Tiespite all of our advances ••. today the Negro median male income is still 51% of the white median male income just as it was 16 years ago ••. Despite the advances which have benefitted mainly m{ddle class Negroes, the gap between the quality of minority group life anct majority group life is great and getting greater." " ••• It is our failure as a society to come to grips with this gap that causes us to have ••• unrest in our cities." '~he trend of the talented white Americans who have the power and the training to solve problems, who have the tax-paying power to sustain the economy of the cities moving out of the cities and the trend of the poor Negroes, poor Mexican-Americans, poor Puerto Ricans moving into the cities is accelerating. " ••• Unless we reverse current trends, we could well have islands of enormous dependency, enormous alienation, enormous hostility in the middle of the United States of America, and I suggest to you that if we permit those islands of alienation, hostility and dependency to develop, that whatever else the United States of America is in the year Two Thousand, it will not be the kind of place that we want our children and our grandchildren to live in. It will be a place where the energy, the strength, the spirit , and the dynamism which has animated this country from its beginning, will be gone ." " ••. The question for us today is whether we will make decisions and take actions now that will preserve and enhance the richness of American life. �-4- "The Federal Government cannot take this task alone, nor, I am convinced, should it even try." "The National Administration, can and should take the lead, and enunciate policies embraced on broad national principles and purposes. It should develop programs to help local people, local leaders solve their problems, but in the field of race relations what is needed more than anything else is local drive, local initiative, local effort, local success." "I go to meetings in city after city after city. I see sitting around the table, working on these problems, representatives of the city government, representatives of the federal government, representatives of the private organizations, representatives of the churches, representatives of civil rights organizations, sometimes even rep·resentatives of the private foundations, but only rarely representatives of the great businesses of this country." "I suggest to you that now it's time for all of American business to become as fully involved as you have become, in saving our cities." " •.. The question for American citizens is whether we need riots in every city in this country before we begin to move as we should. The question for American business, is whether it will exercise the kind of leadership in this field that it has exercised in so many fields in making this country great in the past." �- 5 - BTISINESS AND INDUSTRY ACCEPT TIIE CHALLENGE Excerpts from arldress by Richarrl C. Cornuelle, Executive Vice-President, National Association of Manufacturers " .•. After a generation of arguing about the consequences •.. ;rncl expense of government action on social problems (business) is beginning to realize that there is much more promise ••. in forgetting •• .the Arguments anrJ allyi;l [': themselves directly to the solution Of the problems ••• ". " •.. We h;ive a remarkable unanimit y of opinion among our (NAM) members th;it thr. r: n ~;:itest. •• most important piece of business on the a~enda of American business today is to •.. [ind out exactly what its total capabilities to solve community problems are ••• and to get busy and put them to work. "Business has always had a sense of social responsibi1ity ••. but what is important is that contemporary business is finding ways to express that responsibility directly rather than by writing checks or supportin r; secondary social a gencies." "Gallup ••• found fifty-one million Americans would like to go to work helping the problems they see in their communities if they knew how, and ••. they would be willing to contribute over two hundred and fifty million hours." " ••• if we knew how to use that ener gy as well as we know how to use human ener gy in commerce, we could have a social production worth conservatively ei g hty bill ion dollars a year." ·~s we see our business leadership involvin g themselves directly in problems of hard-core unemployment, housing, delinquency and the rest ••• we will see a unique talent for organizing human ener gy applied to these community problems." ·~ have never seen anything develop as fast as top executive awareness of the importance of direct industry-social action. We see it in the NAM in less than two years' time. The demands for. advice far exceed our limited capacity to g ive advice to companies that want to act." �- 6 - THE PROFIT AND LOSS TO BUSINESS Excerpts from the address of Frank Casse ll, Director, ll. S. Employme nt Service, Former Vice-Pre'siden t, Inland Steel-Ryerson Found at ion_!_/ '~he social cost of poverty is not fully measured by the statistics or the privation they suggest ••• the desperation and frustration that results from poverty contributes to ill health, deterioratin g citizenship values and to other factors that we aken our society . The social cost of poverty must also include the goods and services that are not produced because of the unemployment and. low productivity of the poor." Recognition of these costs to society has prompted ••• many employers to accept the cha llenge of breakin r, the cycle of poverty for seve ral million Americans ••• Many employers have embarked upon th i s ••. on their own, and some have done it with the assist;ince of government financin g . And in the process employers have le;irned that: - most most mo st most people when given the opportunitv to work want to work oeople who are unemployed are employable of the untraine d peopl e in our c ountry ar e trainable uneducated people are educabl e . "Employers have learned that the i r investment in working with these peopl e has resulted in gainin g valuable new employees and opened new labor market resources •..•. " '~he l ate Dou gla s McGregor of MIT •.. pointed out that mo s t employers th i nk o f manpowe r r e sourc es in the s ame way a s they t hink o f phys i c a l a nd financial resources. He suggested, that instead, the essential task of mana gement is a process ••• of creating opportunities, releasin g potential, removin g obstacles, encourag ing g rowth and providin g guid ance." Whe r e man ageme n t has be c ome involve d in the 60's in hir i ng and t r ain i n g ••• o f pe opl e r e jecte d i n the SO' s , the y are l earn i ng valuable lessons that they can apply to the mana gement of their companie s . This f a r outwei ghs the extra costs incurred in continuin g spe cial r e cruitme nt a nd trainin g pr ograms conce ived init i all y to t a p previ ou sl y unu sed sources o f manpowe r .•• an employe r who r edefines e n t r y l evel job r e qui reme nt s s o tha t they have re l evan ce to t he job to be done is ••• in a be tter posi t i on t o fi n d people who rt o a be tter job a t a hi gher l eve l o f pe r f or ma nce tha n a per son over - qualified for the .iob. Over - qualified people a re a major rea son for hi gh tu rnover ra t e s , .iob d i s s ati sfact ion , low produ c tivity and poor morale. "Eliminating irrelevan t requ irement s for e n try l eve l jobs ••. wa s use d for the purpose of providing job s, but actually t he technique is a pu re and simp l e matter of s avi n g money now wasted because of high turnover r a tes." 1/ Mr. Cassell.Jfl recently recently resigned as Director of USES and r e tu r.ne~"'Tplicants. But Conference participants stressed that the frequency and causes of arrest differ greatly in ghetto and non-ghetto areas. ·~t's pure luck if you don't get 'busted' (arrested) if you grow up in the sl11ms," s,qid one. Several companies which have hired people with police records ' (who otherwise showed good potential) reported that they have caused no problems and some have become superior employees. - Henry Boardman of Western Electric Company reported that a comparison of those hired with arrest records and those without showed no difference at all. - Pacific Telephone and Telegraph looks carefully at the record, distin guishin g between arrest and actual conviction, and has gained several "superior employees" from amon g those with police records.~/ - William Johnson of the Center for Independent Action, who worked with Indianapolis employers setting up a job program for hardcore unemployed , said "We ask employers to look at the kind of record. If it ' s not dangerous and the person is backed up by his local volunteer counselor who can testif y about his home life and st ay with him ," the employer is urged to take the chance . I/ 1/ See Pa r t I I, pag~ See P ar t I I, p ag e _ __ 2/ �- 24 - Restructuring jobs, dividing them into simpler and more complex parts has made it possible to employ people with lower qualifications in many companies, and provided advancement for employees working below their ability. It was generally agreed that this kind of effort, which has been going on in upper echelon jobs, can be done more extensively at lower levels. - Dr. Kludt described an effort to determine minimal requirements for gas company meter readers in the Los Angeles area. The company required a "knowledge of mathematics." Breaking this down to the precise operations required, Kludt finally got the company to agree that they could hire men who could merely add and subtract; multiplication and division and were not really necessary and could be learned in night school while the men were working. - The Texas Division of the Champion Paper Company restructured a considerable number of entry-level jobs last year, eliminating educational and test requirements, and hired "hard-core" unemployed referred by a job project which conducted a house-tohouse canvass in high unemployment neighborhoods. The company reports that it has gotten "exceptionally good employees." As a result, it has since hired more through this program. - The Dieboldt Manufacturing Company is among companies that have hired Negroes and Spanish-speaking workers at low-skill levels, and set up in-plant training to upgrade their skills, teach English and provide other remedial programs. The company employed no Negroes or Spanish-speaking people 3 years ago; today Negroes and other minorities are 18% of the work force. Many are already moving up the ladder to higher jobs. Upgrading present employees was recommended not only as a way to open lower jobs but as a frequently overlooked, major source of good talent, particularly among minority employees who may not have had opportunity or encouragement for advancement. - The Polaroid Company and Equitable Life Insurance Company have instituted a job-posting procedure. All jobs that open up throughout the company are posted . Anyone who thinks he or she is qualified may apply. Polaroid works with supervisors, urges them to encourage minor ity employees who may lack confidence or needed skill to take �- 25 - t r a ining courses t o qualify, either in company programs or ou t side . Tom Brown of Polaroid urged employers to emphasize upgrading. "You have fellows in your stockrooms that could ve ry easily be running a line as a supervisor ••• people doing jobs as clerks, typists who •.• if given an opportunity ••• could move up in your company." 1/ - Western Electric's Kearny Works took a look at its work force and wondered why there were no Negro supervisors. "We put in a crash program and interviewed every Negro male in the place," s a id Henry Boardman. "What we learned was fantastic." Negroes with college degrees and o ther qualifications were working at jobs far below their abilities. Western Electric instituted a special training program to prepare some of these men to be s upervis ors ••• then went on to use similar techniques with the total work force. As a result, the company ha s found excellent new supe rvisors, black and white, who had been overlooked by fo rmer promotion s ystems.ij - Equitable Life formerly hired only college graduates for computer programmers. Two years ago, it offered everyone in the company the opportunity to take two special exams for these j obs; one the regular IBM exam, the other a specially devel oped exam t o indi ca te characteristics of thinking. Five hundred e mpl oyees took the e xam, 100 pass ~d it. The company discovered t ha t 60% of tho se pa ssing did not have c ollege degrees. It is conv inced that a major source of higher level job talent is wi thin its presen t employe e population . y - I ll i nois Bell offers continuous training for employees, asks supe r v is ors t o be on the l ookout for talent, and encourage e mpl oyees t o take courses for advancement. These are open to te l e phone opera tors , c leric a l employees and all others.!±/ "Sensi tivi ty" Tr a ining fo r Personnel Officials a nd Supervisors Human relations t raining a nd other prep a ration of personnel officers and supervisor s wa s he l d ess e ntial fo r success of any program to hire and train hard-core unempl oyed. This i s particu l a r ly importa n t fo r the people at the f i rst point of contact. "You need your be st -- not your wor st -- person at int a ke ," sa id one par ticipant. Many stories were told of compan i es whe r e the gua r d at the gate or the girl who hands out e mp l oyme nt a pp l i ca tion s a ctually make s I / See 2/ See 3/ See 4/ See Part Part Part Part II, II, II, II, page _ _ page_ _ page_ _ page_ _ �- 26 - company employment policy -- regardless of what the president or vicepresident thinks his policies are. Receptionists and interviewers in State Employment Services, private employment agencies, and companies were all called guilty. Employers were urged to carefully review present "intake" methods. "Are personnel people courteous, understanding? Do they give as sistance of frighten the hell out of the prospective employee?" "In personnel, the name of the game is to exclude, said one personnel manager, who agreed that this situation needs to be changed. Dr. Kludt suggested rotating personnel people from time t o time, putting the m in to wage and salary, training, or employee services becau se it "reorients them to the fa c t that they are there to serve people." Apart from outright discrimination which still persists, personnel • peopl e need special ability to understand and r e late to the special problems of the disadvantaged. The personnel interviewer dealing with Negro, Mexican-Ame rican , Puerto Rican o r other minority person should be "the mo st skilled pe rson in the company" •• should have knowledge of d i ffe r e n t cul t ural background s ••• " For example: culture, hum ility is a virtue. his own t r umpet." "In the Me xican- American The Mexican-American is not likely to sound His rea l a bilities have to be carefully sought out. "The sil ent wa ys we communicate ••• a nd fa il to commun icate," were stressed by Bruce Cole , of Chicago's JOBS NOW Project. For example: "If you wea r your ha t, you're crude if you're middle cl a ss . (Bu t ) if yo u're a lower clas s Negro, wea ring a hat means you're a man . " �- 27 - Or: "Many Latin-Americans like to talk about a foot away from the interviewer while most North Americans feel comfortable about three feet away, so "what you have is the Yankee backing away and the Latin moving in ••• and neither of them is comfortable." Or: (on looking the other person in the eye): "You can't do it more than 10 seconds, until you .•• are embarrassed ••• iooking around the room (But) nobody ever tells a Negro kid 'don't stare' He is going to look you in the eye (and) say 'That white s.o.b. he doesn't 1 ike me .• he won't look me in the eye •• won't trust me'." Personnel officials loaned by Chicago companies to the JOBS NOW Project are learning a great deal about how to deal with the kids from Chicago's streets when they come for jobs and when they are on the job._!,_/ - In Boston, 300 company personnel officials who have worked as volunteer interviewers at Jobs Clearing House have learned a lot about the problems of Negroes in seeking, getting and holding jobs. "They are getting accustomed to interviewing Negroes in a relaxed way, which is totally different from the way they interview in their own companies ••• after they have gone back to their company ••• they know the problem .•. we have on the other end," said JCH President Tom Brown. 2/ - In Denver, Colorado, psychologist J ack Yuthas believes that "you ca n't really understand the disadvantaged unless you live with them for a while." With other University of Colorado professors, and in coopera tion with the Denver Plans for Progress Council, he has been working with industry personnel people and school counsellors to give them first-hand experience of the problems of the high school dropout ; his fears, frustrations and hostilities. Training for Supervisors and Fo remen - Illinois Bell has run a series of "sensitivity training" courses f o r first and second level supervisors to develop awareness of special needs of minorit y and dis a dva nta ged new employees. The company repo rts an "overwhelming response"; many of these people wanted to go out a nd do more in the community . Some of them are now doing volunteer tuto ring of ghetto residents.y - Equitabl e L i fe placed its first group of employees who didn't meet usu al qualifica tions under particul a rly sympathetic supervisors. When the company made c lear to these supervisors that these employees would no t be charged a gainst their r e gular budget; or efficiency rating , a nd u rge d them to take on the special challenge of training them , r esu lts were good. :±_/ 1/ See 2/ See 3/ See 4/ See Pa rt Pa rt Pa r t Part II , II , II , II, page _ _ page _ _ page _ _ page _ _ �- 28 - - KLH has worked with Northeastern University in Boston, to develop ~ourse for training supervisors.];/ - The Board for Fundamental Education,which has concentrated on basic education for minority and other disadvantaged employees, will soon put on the market a series of tools for foremen, supervisors, and interviewers to help them work more effectively with a multicultural work force.2/ Other administrative measures by top management to assure that new job policies are carried out down the line have been found necessary. There was resounding agreement that the best policy or new approac h from the president or vice-president's office can get badly fouled up unless specific additional steps are taken to woek this policy into all operating parts of the company. When North American Aviation Company, which has received plaudits for its policies in hiring and training minorities, analyzed employment statistics by department and division, it found some without a single Negro or Mexican-American employee. The company has now shifted administrative r e sponsibility for equal employment policy from the Personnel Department to the line officials , creating a top management committee of vice-presidents of all operating departments in the corporate structure, and a similar committee in each branch operation. These committees analyze minority employment statistics, review qualifications of present minority employees for promotion, and receive suggestions from an Advisory Comm ittee composed of minority emp l oyees. There has been a notable increase of minorities employed in areas where they had been absent before, and in those holding supervisory jobs -even in plants in the South where "tradition and attitude" was supposed to prevent such things.y Michigan Bell Telephone Company keeps a monthly running inventory of minority employment records (which it is required to submit as a government contractor) by district, division and city. This is c irculated to every operating department head . Looking at another c ity or department's better record spurs a manager to go out and do more on his own " before the boss comes in and tells him to do better." The company has also tried FEPC-type audits on its own personnel office operations, reviewing applications of minorities not hired. Some of these have been called back for second interviews, hired and turned out to be good employees.!±/ 1/ See Part II, See Part II, y See Part II, 4/ See Part II, 2/ page_ _ page_ _ page_ _ page_ _ �- 29 - Education and Training Orienta tion and counselling before tra in i ng has been found most essential for many disadvantaged to become good employees. Such pre-training is now being done in some cities by social a gencies and government job programs. In others it is still l a cking, and as a result, employers a re often disappo i nte d wi th job progra m tra inee s. Pre-t r a ining ranges from very simple practical things, like how to f i nd the ri ght bus or buying a n a larm c lock to get t o work on time, t o complex a nd s ubtle attitudes a nd e motiona l probl e ms . The important elements of pre-tr~ining are illustrated in the 2-week orientat i on course conducted by J OBS NOW in Chica go. They are: - Grooming a nd hygi e ne - Money manageme nt: (how t o avo id getting hooked on "credit terms ," etc .) - Trans portation: (how t o get t p jobs on the public transportation s y stem -- s ome thi ng that is tota lly ne w f or ma ny ) - J ob pre pa r ation: ( company pe r sonne l expl a in what is expec t ed f r om e mp l oyees i n t he "work wo rld;" trai nees di scu s s with them their worries a nd concerns) - Human r e l a t ions t ra ining: (ge t t i ng the youth t o exami ne their own a ttitudes toward jobs , themselves, the ir c ommuni ty, life in gener al . "We try t o provide t hem wi th an idea t ha t t here is a tomor row. ") Si mi l ar courses we r e r e ported conduc ted by Opportunit ie s Industri a li zat i on Centers (OIC ' s ) i n Philade l phia, Los Angel es and other c ities, by the Pul a skiCa va lry Reha bil i tation Ce nte r in Hunt s ville , Al a bama, by the Cook County 1/ We l fare De partme n t a nd othe r s.- 1/ See Part I I , PP• �- 30 High-support", continued into training and on the job was also recognized as a necessity for the severely disadvantaged. The employer frequently complains that when he gives a "disadvantaged" person a chance, the employee "doesn't show," is tardy, or drops out after a short time. Where a continuing "support" program has been carried on, whether by the company or cooperating social agency, results are much better. - JOBS NOW Project clients get follow-up help from project"coaches" who ask employers to give them access to new trainees on the job, then follow through at home or wherever needed. But the employers are also asked to develop "support" themselves, through their own "coach" or a "buddy system." The results: 83% of youth referred to companies with "support" programs are still on the job, but only 24% are still working in companies where no internal "support" program was established. - JOBS NOW Project tells companies that if an employee has a problem the company should follow through; it can be referred to the social agency which is su pposed to handle it, but too often the poor are merely "bucked around from agency to agency .11 If the company checks up ("uses its muscle") to see what has happened, chances are much better that the agency will do the job.~/ ' - The Polaroid Compa ny believes it is the company's responsibility to find out why employees "don't show" and try to help. "It could be the person is trying to hold down two jobs -- it could be the ba bysitter didn't show -- if one car breaks down, several people may become absentees -- you have to be concerned with the total employee." - The Opportunities Development Corporation, a new business-supported job program in Buffalo, trained 200 "tutors" - many from ghetto neighborhoods - to work with newly placed trainees in the plant and help counse l them on and off the job, while providing needed ba si c education in a ft e r work classes.I/ - In Indi a napo lis, a business-sponsored program has recruited volun31 teer counsellors who work with job trainees constantly on a 1-1 basis.- 1/ See Part II, p. See Part II , p. __ See Pa rt II , p . 2/ 3/ �-31This kind of support is costly. But conferees could not suggest any program on a mass basis that would work. from individual counselling. So far, best results come However, many said that the high initial outlay would pay off in better, steadier workers. Some companies have already benefited from applying "support" techniques for disadvantaged new minorities to their regular work force, with resulting reduction of absenteeism and other problems. Basic Education is a crucial need for today's unemployed, underemployed and for many employees whose jobs are being replaced with more skilled operations. Whether school dropouts, or products of inadequate schools, these people cannot meet industry's current requirements. Some encouraging programs were reported, conducted by industry, itself, in cooperation with school systems, or ' by other agencies. There is strong evidence that "the best place to train people is in the world of work"; employees respond better to programs conducted on company premises than in educational institutions where they may have had earlier failures, or which are difficult to reach after work. -The National Association of Manufacturers started a pilot program (MIND) several years ago, which raised reading, writing and arithmetic level of Harlem youths by four grade levels in 100 hours of instruction. -NAM's MIND staff worked with the Corn Products Company in Argo, Illinois, to develop a basic education program for company employees who could not qualify for new jobs. A pilot project for 38 employees was conducted 2 hours each day after working hours on employees' own time for an average of 79 class hours per employee. It helped raise educational levels from 2-3½ years. Although the company had some difficulties with work schedul es and attendance, and did not get the �- 32 - full time projected for instruction, it is enthusiastic about results and is going ahead with a second program for 59 other employees. Cost was estimated at $200 per student, chiefly for salaries of the director and 2 "monitors", not trained teachers, but sympathetic company officials who were able to give encouragement to the students. The Corn Products Company is now taking over the "MIND" program as a commercial enterprise and will market it to other companies.!/ - The Campbell Soup Company developed a program with the Chicago Board of Education in which the Board supplied teachers and materials for a course conducted on company premises. Twentyfour employees completed a course covering grades 1-6. Classes were held 2 hours daily, on employees'own time, before or after work. The company is so pleased with results that it is now opening the program to all interested employees. Ten percent of the hourly work-force have enrolled, and a second course covering grades 7-12 is being prepared. - The Board for Fundamental Education (BFE), a non-profit organization which has conducted in-plant basic education courses for about 80,000 employees, designs special programs to meet individual company needs. Courses are divided into 3 groups: from zero t o gr ade 4; gra des 4-8 and grades 8-12. BFE recently embarked on a program to upgrade 1,600 e mployees of the 12 largest steel companies in Chicago and Baltimore. II Skill Training Programs. Some progr ams were severely criticized for tra ining peopl e without r e l a tion to or prior c ommitme nt of jobs, but t he mo s t su ccess f ul ones ha ve ha d an initial a nd continuing close rel a tions hip with bus i ness and industry. Where the business community has taken an ac tive r ol e in j ob progr ams, it has conc lude d tha t jobs must be found a nd commit t ed f i rst, t hen train i ng programs de ve l oped a nd t rainees r e cruited . - I n Lo s Angeles , the Merit Employment Commi ttee and personnel and training expert s from The America n Society for Training and Devel opment ha ve he l ped organi ze , deve lop curriculum , provide instructors and material s for federa lly- su pported s ki ll center s and othe r pro grams which are training residents of ghetto areas. 99% of t he gradu ates of the skill cen ters were reported pl aced i n j o bs . This high pl a cement ra t e was attribute d to an intensive follow-up program by the Mer it Employment Commi t t ee to assu r e tha t a gradua t e is pl aced in one company if a no ther d oes no t ha ve a job for him . Many Los Angeles employers see t he best hope for f utu re training in more 1/ See Part II, p. See Part II, p. 2/ See also, Resou rces, p. �- 33 such "coupled" programs, where the prospective employee gets institutional training first, then moves into OJT Training programs in industry. The Douglas Aircraft Company has trained about 6,000 workers in this way.~/ - In Minneapolis, a Plans for Progress Council of 70 major employers has entered into a new "coupled" program. It has a contract with the Labor Department Bureau of Apprenticeship Training (BAT), for dropouts aged 17-22. The local Opportunities Industrialization Center and two other agencies will recruit trainees and give them 20 hours of basic training weekly, for which they will be paid $20.00. Employers will hire these trainees for the other 20 hours weekly and pay them $30.00 per week. (All funds come from BAT). The program allows 4-26 weeks for this initial training (OIC believes it will take 11 weeks) then trainees will automatically go into regular On-the-Job training programs in the companies. - Michigan Bell Telephone recently participated in a special MDTA clerical training program for 30 hard-core unemployed women. After 26 weeks institutional clerical training, they spent an additional 12 weeks in alternate periods of 2 weeks on the job at the company, 2 weeks back to school to concentrate on weak points noted by company supervisors, then back to the company for another 2 weeks, then back to school and so forth for the 12-week period. Fifteen of the women were hired at the end of this period; the others needed more training, but Ed Hodges of Michigan Bell said the "most impp rtant thing was the confidence gained by these women in their 6 weeks on the job." Most of them had felt they were confirmed failures and could never make it."1/ - Aerospace companies in Huntsville, Alabama have had remarkafule success in pilot programs to train unskilled rural Negroes for relatively high skill jobs. Through an employer organization (AHAC) they have strongly supported a local "rehabilitation and study center" which provides pre-work training, orientation and counselling , screens and refers a pplicants to the companies, which then provide skill-training under MDTA programs.I/ RCA has trained 20 such candidates as reproduction technicians, electronic technicians, illustrator -trainees and file clerks, who now work at wages ranging from $1.90 to $3.75 per hour. Said Paul Klein of RCA, "These are some of the best employees we have. They have real motivation."3/ 1/ See Part II , p. See Part II, p. See Part II, P• 2/ 3/ �- 34 - - The Western Electric Company in Kearny, N. J.,opened its established tool maker apprentice-training program to the community by running a new program at night on the second shift. A special curriculum was developed for an initial 24 hour course in basic shop math, followed by 24 hours of blueprint reading, 24 hours of actual application, and 50 hours of direct shop learning on lathing, milling and grinding machines. Eighty men have graduated from the course; all are now employed at wages from $2.10 to $3.25 per hour. Students in the present course are 80% Negro. Western Electric has persuaded neighboring companies to help furnish instructors. Graduates of this course can enter some 1,000 firms in the area--many of which suffer serious skill shortages. This course was totally paid for by the company; the chief cost was instructor's time. Evaluating this cost, Western Electric's Henry Boardman noted that the company had spent $10,000 advertising for machinists and toolmakers in the previous year with no result. The training program cost just about the same and produced many skilled employees.~/ Apprenticeship Training. Several participants reiterated charges that restrictive union practices keep minorities from apprentice training for skilled trades. But this argument was countered by others. It was I noted that apprenticeship training is not a major route to employment for the current 63 million non-farm employees in the u. s. Even among construction employees, only 16,000 have had apprenticeship training, said Otto Pragan of the AFL-CIO. Charles Keller, President of a New Orleans construction firm,urged industry representatives who sit on joint apprenticeship committees to take responsibility to see that Negroes get applications and equal opportunity to compete for apprenticeships. 1/ See Part II, p. for other examples . �-35- In Baltimore, where a new USES Apprenticeship Information Conter and a Youth Opportunity Center are trying to help Negro youth get into apprentice-type jobs, an employer organization discovered that many boys could not affort basic equipment required for an apprentice. (A carpenter needs $40-$50 worth of tools; fitters need more than $100 of equipment). The businessmen set up a revolving Fund of several thousand dollars, told the Center that when good candidates don't have money for equipment to sign an authorization and send them to Sears or Montgomery Ward, who have agreed to bill the Fund. The apprentice pays back the loan at $1.00-$2.00 per week. There was some criticism about the unnecessary length of apprenticeships in craft industries: a carpenter's a pprentice, for example, must work an 8-hour day, then go to school 2 nights a week for 4 years before he can become a journeyman. "With our modern educational know-how, why can't we design a program to train skilled mechanics in 2 years or less?" �- 36 - Employers Take Leadership on Community Social Problems "If we can actually sit down and talk with community (minority) leaders we may have accomplished more than millions of dollars that we can conceivably throw into the community." William E. Elston, American Airlines "Remember that the poor have been footstools for officialdom all their lives. Someone is always doing something for them, to them, or on them, and their great desire is to be a part of the doing." Chester Wright, Watts, Los Angeles "We have recognized a totally new concept of how business must participate in community life." William Boucher III, Execut ive Director Greater Baltimore Committee ) This "new concept" of participation is being carried out by individual companies, by joint employe r councils and by a growing number of joint employer community organizations, in which business leaders work with a broad spectrum of citizen groups, socia l and other civic agencies. Joint efforts usua lly started as job-finding pr ograms, inevitably discovered that training and education were primary needs, and, therefore have become involved with training, schools, and in some cases, with housing, transportation, health and welfare and other job-related problems. How to establish communication •• how to know who are "real" minority l eadersa.how to get existing agencies and programs to work together constructively, were frequent questions raised at the Conference. working on cooperative programs had some answers : Those �- 37 - -The best way to reach "real" minority leaders is to contact the agencies who work in their neighborhoods; social agencies; YWCA's, NAACP, Urban Leagues, neighborhood and civic organizations. Beware of thinking that you can deal with any one "leader"; it may seem easier, but it won't reach all the people you want to reach. -Where cooperative programs have been established, existing agencies and programs have been me·s hed into the overall structure, without duplication, or stepping on anyone's toes. Most existing programs are struggling with inadequate resources; use them for that part of the program they can do best, then develop additional program where it is needed. -A coordinated, community job program eases the pressure on employers, particularly smaller employers, who have been beseiged by requests from different job programs. It can provide the busy employer with a quick central source to find where to go for what. Two community programs -- Newark and Baltimore -- have published digests, summarizing information, individual names and numbers to contact on all job training programs in their areas: (Newark listed 38 such programs in its first publication).l/ Most community job programs 1 have raised local funds first, then gone after government -- or in some cases foundation -- grants for large-scale training programs. This process has been long and sometimes discouraging, but the "pioneers'" experience should help ease the way for those who follow. Some sources of technical help were suggested at the conference.~/ Community Job Programs Some cities, notably Indianapolis and Los Angeles, have started job programs as a purely business effort on the theory that if business bears full responsibility it will do the job better. However, these programs have relied heavily on cooperation with a network of social and community groups. See Par t II, page • See page (Resources) �- 38 - More cities -- among them Newark, Rochester, Buffalo, St. Louis, Baltimore, Huntsville, Alabama, Oakland, California -- have involved a broad cross section of the community (minority groups, social and government agencies, religious and civic leaders and others) from the start in developing and operating the ir progr_a ms. They believe that the urgent need for communication between these separate groups can only be met throu gh this kind of organization, which enables constant communication of problems , as se ssment of resources and a ssignment of specific re sponsibilities. -In Indianapolis the business-sponsored project got substantial job commitments from employers, recruited and tra ined hundreds of volunteers to wo r k with unemploye d as individua l counsellors, helping them t hr ou gh s cree ning, training , j ob pl a c eme nt and f o l l ow- up on t he j ob. Major busin e ss f irms c ontribute d interviewers, experimentally hired people who didn't meet regular st anda rds, and wound up k~eping many of them as permanent employees . The Chamber o f Commerce plans to continue sponsoring t he program •.!:/ -In Los Angel es a major effo r t involving thous ands of emp l oyers was started by the Ch amber of Commerce fo llowing the Watts riots, to work intensively on hiring , training, placement, counselling, motivation and ot he r pr obl ems, in cooperation with gove rnment and private job pro gr ams.1 / - In Newark , N. J., a working federation of bu siness and indu stria l l eaders , civil rights and other commun ity groups has already placed more than 5000 Negroes in jobs and is moving out from i n i t ial j ob pl ac eme nt into more complex problems of education , training and bas ic communit y needs .1/ -Rochester Jobs, Inc. is a recentl y forme d corporation with a similar broad representation of business and civic groups ( including the militant Negro "FIGHT" o rganization which has shaken up t he communi ty). It has secured an initial commitment of 15 0 0 jobs and initial funds from indust ry, and i s using members of civil rights and neighborhood organizations to recruit, counsel and help steer unemployed to training and jobs. While s tart ing with jobs, the Rochester organization is a lready committed to work on schools, hous ing and other community problems •!Y 1/ 11 11 11 See See See See Part Part Part Part II II II II page page page page 0 �- 39 - -Work Opportunities Unlimited (WOU) in St. Louis, has the presidents of the city's largest corporations on its Board of Directors with leaders of minority groups, unions and other community agencies. It has 5,000 job orders in a "Job Bank" and has placed about 1,800 people in one year of operation. The gap between the two figures illustrates the extensive programs of recruiting, screening, testing, counseling, training and supportive services needed to place most hard-core unemployed in jobs. WOU is using several government programs (particularly those of the Bureau of Apprenticeship Training, u. S. Department of Labor) and a number of closely coordinated local agencies for this complex job. I/ -The Opportunities Development Corporation in Buffalo is another broad, representative community organization, brought together by the city's Chamber of Commerce. It got an initial commitment of 1,000 jobs and $40,000 seed money from local industry, then developed a job training program which has received $3,000,000 in Federal grants. Of the first 400 people placed in jobs, 110 came directly off relief rolls. 11 l -In Oakland, California, business leaders helped form a tripartite organization of business, labor and minority representatives, which, in cooperation with the State Employment Service and other government programs has placed 3,000 people in jobs in the past 3 years. -In Baltimore, the Voluntary Council on Equal Opportunity, a bi-r a cial group composed of hea_d s of business and industry, e duc ation and bther civic groups, finds that the "interlocking" organizational memberships of its Board provide ne eded exchange of information, and project it into action on many community needs. Employer members started with equal employment and training programs in their own companies, then started v isits of "teams of two" substantial executives to ·o ther major executive s to promote the program. The Council h a s sponsored workshops for school counsellors and teachers, motiv ational programs to prevent drop- outs, and is moving t oward f urther cooperation with public schools, and vocational t r a ining pr og rams . It a lso aids " self-help" programs in the ghe t to , and pr ovides liaison for its members with a ll employme nt an d t raining programs in the area .1/ !/ 2/ 3/ See Part II page See Part II page See page (Resou rce s) �- 40 - -In Huntsville, Alabama, in the heart of the South, an employer's association has formed a working alliance with Negro and other citizen groups, public and private agencies to train Negroes for jobs, improve education at all levels, and support other basic community programs which contribute to making disadvantaged people employable. Top executives of major aerospace companies are active members of this association, which carefully analyzes and involves existing resources and programs, and continues to support and encourage these before it develops new programs for unmet needs.1/ Other Community Programs Following are activities indicating new business involvement .i n jobrelated community problems including education, transportation, housing, health, and welfare. Schools "Educators say 'we don't know what to do with business; they don't cooperate. They don't talk to us.' You say to them 'When was the last time you talked to business ? ; Well, we're waiting for them to come to us. .and business groups say 'Damned educators . . . they don't understand. '" William Flynn National Association of Manufacturers The growing conviction that business must take the initiative to bridge a great communic a tion gap with the schools is reflected in NAM's recent establishment of a special Education Committee. Job training programs were called only "remedial," "treating the symptom and not the disease", or as one Conference participant put it: "It is impractic al to allow public schools of this country to produce a product which you cannot use while you are paying for it." The most frequent complaints voiced at the Conference: -elementary and secondary school graduates do not have basic skills for present and future job needs . (In many cities high school graduates were termed "six th-grade readers . ") -vocational education is still training "buggy whip makers" and similar outmoded skills rather than for industry's increasingly technical needs . 1/ See pages Also Part II, Page �- 41 - -school counsellors and other school personnel are often totally uninformed about actual job opportunities in neighborhood communities; also, they are frequently preJudiced, and hold unfair "stereotypes" about industry or factory type jobs. Beyond these criticisms is recognized a fundamental mutual need of schools and industry to find new ways to identify potential skills and adapt them to changing situations. Some specific recommendations made to business: -Get on local school boards; become actively concerned with the qua lity of eleme ntary a nd secondary e ducation in communities from which you expe ct to draw employees. -Investigate your local vocational education programs; find ways to help develop curriculum, provide instruction and materials to relate these programs to your needs. -F i nd a systema t i c way of sha ring the busine ss world with educators, r a ther tha n the once-a-year "Career Day" t ype of opera tion. Traditionally, business has not bee n active on local school boards. It wa s sugge ste d tha t " companie s don't' want e x ecutives taking strong po l i tica l pos it i ons be c au se i t might inte rf e r e with public r e l a tions." But this attitude is changing: "I think we're going to s ee more businessmen on school boards; we do have a ccounta bility in this area," said Ra nda ll Klemme , Vice Preside nt of Mutua l of Oma ha, who ha s just be come the f irst businessman on t he Omaha s chool boa rd. Some examples of s ucce ssful coope r a tion of busine ss and e ducation: -Several year s ago , the employment mana ge r of Western El e ctr ic Company,._Kearny Works. looke d at the " gene r a l" h igh school curriculum. He fourid on l y l year of science , 1 year of math, and Industria l Arts courses featuring "Woodworking" a nd " Leathercraft. " His inves t igation l ed t o a pr ogram call e d "Narrowing the Distance . " �- 42 - First, principals of six high schools were invited to tour the plant and participate in extensive evaluation sessions, exploring present and future job needs. The immediate payoff: several new courses introduced the following fall in basic technology, applied physics, applied chemistry, and a new electronics lab. Western Electric then set up an eight-week summer intern program for school guidance counsellors, exposing them to industry at work and needed educational preparation. The company paid them the equivalent of their school salaries. Evaluations of the counsellors (like those of school principals) at the end of the session revealed immense changes in attitudes and concepts about industry job opportunities. Said one: "I'm stil 1 in a state of shock after my visits to the Princeton Research Center and Clark Plant where I viewed new technology and became aware of the tremendous implications that these developments have for the world of work." One "intern," the head of an Industrial Arts program at a nearby high school, has started to develop a radically new curriculum for his school, in which realistic vocational training is incorporated and related to the entire academic program. The school expects to get hel p from industry through provision of expert speake rs and a cooperative work-study program for s e nior students.1/ -The Jersey City Chamber of Commerce has conducted an in-service training program for teachers (for which they get regular credit) in which business and industry representatives describe varied vocational requirements in area industries. -Pacific Telephone and Telegraph Company's "Bridging the Gap" program brings high school counsellors and t eac hers to the company for workshops and up-to-date information of jobs, conducts plant tours and workshops for high school students and provides exhibits, films, talks, and discussion materials for schools. Illinois Bell Telephone Company has a lso conducted summer programs for counsellors and teachers at the company. 1/ A detailed report on these activities is given in the "Patterns of Participation," published by Western Electr ic Company, Kearny, N. J. �- 43 - -Denver's Plans for Progress Council and the University of Colorado sponsored a unique program in which high school counsellors spent one week in the streets experiencing daily problems of minority kids seeking jobs, then joined in seminars with industry personnel people to jointly explore job needs and job counselling problems.~/ -In Huntsville, Alabama, AHAC (an association of major employers) has become deeply involved in programs to improve schooling at all levels. AHAC has worked with local and state vocational education officials to develop new curriculum, and has provided instructors and teaching materials. It helped develop and write a proposal which won a $2.7 million Ford Foundation grant to fundamentally improve pre-school, first, second, and third grade instruction in Huntsville schools. AHAC members see this as a "long'-term investment." "It's hard to get qualified people to come South. We are growing our own" said Paul Klein, Manager of RCA Service Company.y Some questioned whether it was proper for business to "invade" the "ivory tower of educators" or whether it was possible to breach these "impregnable walls" of education. Businessmen who have been actively involved dismissed these fears. "The whole idea is so simple--it merely means getting together people who should be talking to each other." In Huntsville, · for example, bus.iness relations with school boards and city and county education officials have been excellent. "Their reaction was 'oh boy, industry people are taking an interest in education; they are going to tell us what they really need and are going to help us"' said Clinton Crace, IBM Manager in Huntsville. If educators try to defend outmoded systems, it was suggested that a few corporation heads sponsoring a study of local education could provide a most effective means of getting change. 1/ A report on this program is available in a reprint of "Maybe Tomorrow" published by MONITOR, Mountain States Telephone Company, Denver , Colorado. 2/ See Part II>Page �- 44 - Transportation: "The Jobs Are Leaving the People" "The city of Philadelphia is losing 9,000 jobs a year. .But metropolitan region employers are crying for workers at . • • skilled and semi-skilled levels . . . How does (the) man in the ghetto get to the jobs? . . . Regional transportation systems are oriented towards getting the suburban workers into the city to work and then back at home at night . . . The ghetto dweller may have to spend two to four -hours . • covering the same map distance his suburbanite brother covers in 45 minutes." Alvin Echols, Executive Director · North City Congress, Philadelphia This "Philadelphia story" was reported as a basic pattern throughout the country. For example, in Chicago job programs find it very hard to get unemployed youth to travel three hours daily to jobs offered at $1 . 90 per hour. Some urged that industry consider locating or re-locating operations in the cities where workers live; other s said this is not feasible, because industrial development would displace homes of poor minority families, or be prohibited by zoning and other restrictions. One participant said realistically: "We move where it's economic." Another added "and where there are good schools." In New Orleans, reported Charles Keller, a county-w ide government has started to revise zoning to provide industrial locations close to the central city, coupled with improved local transit. But most cities must contend with multiple political jurisdictions at their borders, making it much more difficult to plan comprehensive zoning and transportation . �- 45 - A few examples of employer efforts to improve transportation: -In Los Angeles, North American Aviation and several other large companies, individually or jointly, are providing bus transportation to bring central city ghetto residents out to jobs.y - In Long Island, New York, a company located in an industrial park with 134 other firms which employ 10,000 people and suffer a chronic shortage of unskilled and semi-skilled workers has helped start a pilot program of bus service from areas of high unemployment, aided by a federal grant. So far, employers, employees, and bus company are very pleased with the results.2/ Better transportation systems were recognized as an urgent shortterm need. However, some participants felt that the only long-range solution is available housing for minority workers, and all workers, at prices they can afford, near their jobs. Housing "Business is becoming very aware . . • that the question of jobs and education and housing are not seP,arate problems. They are related." Paul Stuber, Employment Practices Reynolds Metals Company "As we move to the suburbs and surrounding communities . . • housing must be found • . • where . . • jobs are." Edward W. Siebert, Civic Affairs Manager, Caterpillar Tractor Co. A number of large companies first became involved in housing discrimination problems when badly needed professional Negroes turned down job offers because they could not find suitable housing for their families. But a few companies and employer groups are now more actively involved in the problem of housing for workers at all levels. 1/ See Part II page See Part II page 2/ �- 46 - -When North American Aviation moved a large operation to Palmdale, California, "the only place Negroes lived was a little shantytown way outside . . . we had to talk to local business people, bankers, and real estate people. We said, "We're coming up here, we've got this kind of a work force, what are you going to do about it? Well, they began doing something about it. If whites can move to the suburbs, Negroes ought to be able to move there," said Dwight Zook. -The Caterpillar Tractor Company, largest single employer in the state of Illinois, has a~tively supported local and state fair housing legislation and has worked to involve other business and industry l eade rs in programs for ope n housing and e limination of slum housing . The compa ny a lso assures tha t housing lis ted by its transferred employees is available to all.1/ -When the Boeing Company in Seattle radically increased its employment last year from 60,000 to 90,000, it recognized that housing discrimination was a barrier to minority employment. The company set up its own l isting serv i c e , permitting any house, apartment, or lodg ing to be liste d wi t hout f ee providing i t wa s ope n without discrimination. The company got about 2,000 listings. Major expansion is finished, but the company is continuing the service. -Reynolds Metals Company opened a new plant in a deep South area whe r e no Negroe s lived . The compa ny first expl a ine d to the c i ty gove rnme nt a nd r eal esta t e pe opl e tha t Ne gro worke rs would be coming and asked their s upport a nd c oope r ation. "We are pl eas e d to say that we got it," s a id Paul Stuber , Reynolds Employment Practices Manager. Ne groes at various job levels were able to find suitable housing. " We think the pre -planning tha t went into this paid direct dividends. " -AHAC i n Huntsv i ll e, Al a bama, has a l s o he lpe d Negr o employee s get hou sing in wh ite areas . The Ass ociation has worked t o get more low cost r e nta l housing and public housing , t o reha bilita t e substandar d housing, and t o r e loc a te displ aced familie s. It organi ze d a committee r e pre se n ting t he Home Builders As socia tion,Boa rd of Realtors , Mortgage Ba nkers, Hou s ing Au t ho r ity, a nd others concerned to get action on t hese problems.I/ - I n Ch icago, as t he Conferenc e was meeting, thousands of bus ines smen were pa rt ic i pa t ing in a Good Neighbo r Proje c t, ho l ding workshops i n s uburban and metropol i t an Chicago areas to debunk myths and fe a r s a bout fal l i ng prope rty values a nd e n trance of minority fami l ie s i nto neighborhoods. The Pro j ect was sponsored by t he Leaders h ip Counc i l for Metropolitan Open Communities headed by Joseph Cook, President of the Illinois Be l l Telephone Company. 1/ See Part II page See Part II page 2/ �- 47 - But a participant commented that the involvement of business in housing problems appears to be still fairly limited, and not recognized as an essential, economic business factor. When General Electric Company took the case of a Negro engineer who had not been able to get a house in the Philadelphia area to the State Human Relations Commission, "we were told that this was the first time an employer in the State of Pennsylvania had made any statement . . • in the interest of fair housing," said George Lehman, of General Electric. Fair housing is not the only problem for minority workers. First and foremost, the Negro needs housing he can afford. Employers were urged to be more actively involved with basic landuse policies, zoning, and other political decisions in communities ) surrounding their plants. Alvin Echols, Executive Director of the North City Congress in Philadelphia, challenged businessmen to look at the inefficient way their tax dollar is used: .when high-rise public housing is constructed in the ghetto at a cost per unit of $21,000 or more for which you can build . . at least two $10,000 - $12,000 houses in suburban areas in this region." Echols warned that if suburban areas are zoned so that it is impossible to build low or middle-income housing, fair housing laws will be meaningless . Local political units pass restrictive measures making it impossible to build lower cost housing. Also, local mortgage requirements demand that a man have a minimum income of $6,000 to afford the lowest priced currently available housing . "That is a little less than $3.00 �- 48 - an hour. Can housing be built for lower income workers? Is rental housing available in your area?" he asked. Health and Welfare In communities where joint employer, or employer-community job programs have been established, health and welfare services have been involved in their organizational set-up, and used to help provide counsel and prepare disadvantaged for jobs. In Illinois, the State Chamber of Commerce actively supported a major increase in funds for the State Department of Public Aid, which has helped reduce relief case loads by providing needed counselling, training and supportive services for welfare clients to become self-sufficient workers. Employers have cooperated with the Department on job-training projects.y Health problems remain a major obstacle to reducing unemployment. William Robinson, Director of the Cook County Department of Public Aid, reported that the majority of those now on "General Assistance" in Chicago are there because of "emotional, physical, and psychological reasons . " Therefore, the work-training programs which his department has developed must have very intensive physical and mental health and other supportive services , and this means more staff, and more funds.2/ Day Care for pre-school children of unemployed women who want to get training and work is another major need. Some employers recalled the in-pl a nt day- care centers provided by industry during World War II , when women we r e a v ital labor source , and suggested that similar efforts might be c on side red again . 1/ See Par t II page 2/ See Par t II page �- 49 - -The KLH Company in Cambridge, Massachusetts, with a high percentage of women employees, discovered that child-care problems were a major cause of absenteeism. The company has just started an in-plant daycare program and is receiving funds for this pilot project from the Children's Bureau of the U. S. Department of Health, Education, and Welfare.1/ 1/ See Part II page �- so - THE BUSINESS-COMMUNITY ORGANIZATION Business is becoming increasingly involved in community social problems. Business-community job organizations are helping business meet its job placement problems. Such broad-based groups were seen as the most effective means to assure effective employment for the hard-core as well as effective community action on social problems obstructing such employment. -In Huntsville, Alabama, and Newark, New Jersey, the business-community organizations originally formed to work on jobs are already deeply involved with education, health and welfare, and housing.y -In Rochester, New York, the new community job program recognizes that its activities must be broadened in the future. A similar trend was reported by the Voluntary Council on Equal Opportunity in Baltimore. The Community Relations Program of the state-wide Associated Industries of Massachusetts has established liaison with, and helped coordinate, employment programs, and is now starting to work in other areas. Once communication among business, minority groups, schools, and social agencies is established through a regular working channel, the need for broader action becomes evident, and it is easier to start cooperative programs. Business-community organizations have started in different ways, but all appear to have these common essentials: -An initial core of dedicated, committed top business leadership, men who will go out to sell the idea to others. In some communities Plans for Progress firms supplied this core, in others the Chamber of Commerce; sometimes leadership was provided by just one or two top businessmen. 1/ See Par t II page �- 51 - -Effective communication and working involvement with genuine representatives of the minority community, and the complex of private, local, state, and Federal government agencies working on community social problems. -Full-time staff and budget. Although many groups started with ·volunteer services of business and community agencies, such as the Welfare Federation, all have found it necessary to provide fulltime staff once the program gets going. -Flexibility in organiz~tion and structure, enabling quick and effective response to problems as they arise, rather than fixed commitment to a single program. �- 52 - AN ACTION PROGRAM FOR BUSINESS AND INDUSTRY Business and industry shoul d be doing much more , right now, on job programs for unemployed and on related community problems, said Conference participants. Their s e nse of urge ncy was borne out by the summer's uphe avals in cities across the nation. What needs to be done, and how to go about it, may differ from community to community, and can best be developed by local leadership, participants s aid , but certain basic a c tions were suggested : -Review and activate an affirma tive equal employment program throughout your own comp a ny or corporation. Some specific recomme ndations and activities rep orted at the Conference:1/ Concentrate rec ruitment on t he 80% in the ghetto who can be ma de employable and provide a real reservoir of talent and ability,rather than the 10% who can find employment for itself ,or the 10% representing chronic problems. Develop new r ec ruitme nt systems. Let opportunit ies be known t hrou gh the use of r ecruiters and organizations in the ghetto . Develop ne w methods of sc r eening and testing prospective employees, taking into consider at ion the life experiences of the applican t. Expand on-the-job training. Downgrade job development programs which demand long periods of training prior to job opportunity. Consider setting some percentage for "higher risk" employees . Develop a c ouns e lling program for new emp l oyees. Initial counselling is important to help avoid pitfalls of high interest credit buying. Ghetto e mployees a lso face multiple proble ms in their lives which affect job performance. Housing, hea l th, l e gal, and other problems could be brought to an on-the-job counselor who could refer e mployees to appropriate service agencies in the community. The Counselor should monitor the way in which these agencies respond. This monitoring would have great impact on how agencies deal with the problems. Business contributions to community agencies justify active concern about the way they provide service. 1/ See Part II page for reports of company programs . �-53- Help develop credit unions, cooperative purchasing clubs, etc. which reduce employees ' need to rely upon exhorbitant credit demands often prevalent in the ghetto. Develop "worker sponsors " already on the job to help new workers master demands of their new job environment. Identify such worker sponsors and give them status. Institute rapid, short step promotions where possible. Good performance should be rewarded quickly rather than relying upon big jumps spaced over longer periods. Stimulate educational development of employers and reward it where possible by bending rules and employment policies. Provide new programs for rapid and cheap transportation to and from work. Support the work _of employees who attempt to improve their own neighborhoods and communities in their free time. Where appropriate, make small grants to local institutions in which these employees are involved. Assist development of new business within the ghetto. -Promote broader job efforts through trade associations, which can concentrate on employme nt problems common to their particular industry. Work throu gh associations of personnel administrators, industrial relations managers. Communicate successful action through publications of these groups and through company house organs. -Urge Schools of Business Administration to add course s dealing with the specific problems of qualifying and employing disadvantaged minorities. (A participant stated that no major business school has such a course today.) -Be come actively involved with the quality and content of educ at ion-elementary, secondary, and vocational--in your community. Serve on local school boards; establish a continuous relationship and interchange with vocational and counselling programs . -Use business influence and "muscle" to get housing--at convenient locations and at prices they can pay--for minority employees. Recognize that adequate housing is an essential factor to get and retain good employees. �- 54 - -Help organize a joint business community program. Consider the experience of communities which have found it most effective to start with a broad-based organization including minority group representatives, social and civic agencies, and others to plan and work on job and job-related programs.!/ Specific groups will differ in each community, but a program might start with: Chamber of Commerce, Plans for Progress Council, or other employer group. Representatives of minority organizations, such as NAACP, Urban League, CORE, and/or other local action groups, and neighborhood organizations which have real contact with minority residents. In some areas representatives of Puerto Rican, Mexican-American, or other minority organizations should be included. Social agencies with services and links to minority community: YMCA, neighborhood houses, churches, etc. Public agencies: local Employment Service, Board of Education, Welfare agency, Youth Opportunity Center, representatives of Mayor's office, local human relations commission, etc. Council of Churches, Ministerial Alliance and civic groups concerned with employment, training, and jobs. Some basic guidelines for a community program: -Find out what is being done; what needs to be done. -Organize to coordina te and support existing programs. -Develop new programs to fill major gap& -Use experience of other communities as a guide; call on public and private resources for advice and assistance;y utilize local resources. For example: A local university's urban affairs department can help research basic community needs in housing, transportation, health , etc. The university can also help develop training programs . 1/ See Part II page for reports on community job programs. 2/ See following page for some suggested resources. �- 55 - Manpower resources for job programs might include retired executives, retired office managers and supervisors, and retired foremen and craftsmen. RESOURCES The NATIONAL CITIZENS' COMMITTEE for COMMUNITY REIATIONS of the Community Relations Service is a central resource for information about community job programs and technical and financial assistance available from private and government sources. The Committee will provide: - Information about and referral to successful community programs - Consultation and technical assistance by task forces of private employer and/or Federal experts - Assistance in forming a business-civic organization - Guidance in developing regional conferences on job and job-related problems - Informat ion a bout relevant Federal programs Direct contact wi th proper Federal agency in Washington For assistance 1 contact Mr. Charles A. Tuller , Program Director , Nat ional Citizens' Committee, Community Relations Service, Washington, D. C. 20530 Tel: 202-386-6422 ~ A number of other resources for technical assistance on job programs and job-related social problems were identified at the Conference. is a brief listing, by no means all-inclusive: Following Private national organizations American Society for Training & Development Carl B. Kludt, Director of Community Affairs Program 4404 South Bixel Street Los Angeles, California 90054 Tel:213 - 482-4010 This professional society of industrial training experts has provided staff and technical assistance to community job programs in the Los Angele s area. It now offers to help other communities organize effective programs and financial support from private and government sources. 1/ For information on other programs mentioned in text, refer to Participant List a t the end of this section. �-56- The Board for Fundamental Education Dr. Cleo W. Blackburn, Executive Director 146 E. Washington Street Indianapolis, Indiana 46204 Tel:317-639-4281 A non-profit institution. Designs iR-plant basic education programs geared to company needs. Courses from illiteracy level to high school equivalency. Provides other services to help disadvantaged help themselves, such as pre-vocational counselling, education in consumer economics. Chamber of Commerce of the United States Mr. Richard L. Breault, Manager Community & Regional Resources Developnent Group 1615 H Street, N. W. Washington, D. C. 20006 Tel:202-659-6170 Consultation on job programs, community development programs and creating the business-civic organization. Film: "A Tale of Four Cities" (34 mins.) the Lead on Community Problems How Business is Taking _MIND (Methods of Intellectual Development) Mr. L. T. Knauff, Vice President 18 W. Putnam Avenue Greenwi c h, Connecticut 06 8 30 Tel:203- 86 9-1350 Originally developed by the NAM as a pilot basic education program to upgrade employees, this program is now a subsidiary of the Corn Products Company. It will conduct training programs or provide consultant service to help companies set up their own programs. Plans for Progress 1800 G St. N. W. Washington, D. c. 20006 Tel:202-961-5556 A small sta ff loaned by member companies,assists in organizing local merit employe/ councils and conducts local manpower development seminars. Literature on company "Plans" for equal employment opportunity . �-57- STEP (Solutions to Employment Problems) William Flynn, Director National Association of Manufacturers 277 Park Avenue New York, New York 10017 Tel: 212-826-2100 A continuing series of writte n case studies deta i ling how companies are meeting specific employment problems: training, re-training, upgrading, basic education, recruiting, etc. Staff assistance to aid businessmen and business-community organizations on job programs. Film: "The Bridge" (20 mins.) the Dropout Problem What Business Can Do to Help on �-58- Community Job Programs Listed are some of the organizations referred to in the report which should be able to provide details on structure, organization and program. Some may be able to give further assistance. Associated Industries of Massachusetts Walter Palmer, Director of Human Relations 4005 Prudential Tower Boston, Massachusetts 02199 Tel: 617-262-1180 Association of Huntsville Area Companies L. C. McMillan, Director 2205 E. University Drive Huntsville, Alabama 35805 Tel:205-539-8174 Business & Industrial Coordinating Council William A. Mercer Coordinator, 46 Branford Place Newark, New Jersey 07102 Tel:201-622-3750 Employment Opportunities Committee Indianapolis Chamber of Commerce Carl R. Dortch Exec. Vice-President 320 N. Meridian Street Indianapolis, Indiana 46209 Tel:317-635-6423 JOBS NOW Project C. Joseph Ehrenberg, Jr. Executive Director 1020 S . Wabash Avenue Chicago, Illinois 60605 Tel:312-922-3414 Los Angeles Merit Employment Committee Merl R. Felker, Chairma n Douglas Aircraft Company 3000 Ocean Park Blvd. Santa Monica, California 90406 Tel:213-399-9311 Opportunities Development Corporation Dr . Allan H. Bush, Executive Director 121 Ellicott Street Buffalo, New York 14202 Tel:716- 8 54-4060 �-59- Rochester Jobs Incorporated Edward Croft, Director Sibley Tower Building 25 North Street Rochester, New York 14604 Tel: 716-232-2600 Tri-Faith Employment Project Monroe Sullivan, Coordinator 116 South Michigan Avenue Chicago, Illinois 60603 Tel: 312-263-2558 Voluntary Council on Equal Opportunity Alfred P. Ramsey, Chairman 1901 Gas & Electric Building Baltimore, Maryland 21203 Tel: 301-752-5260 Work Opportunities Unlimited Mr. Fred Karches, Director 1700 South Second Street St. Louis, Missouri 63104 Tel: 314-Ma. 1-0929 �-60- FEDERAL AGENCIES FOR GUIDANCE AND FUNDING I. DEPARTMENT OF LABOR, Manpower Administration, Washington, D.C. 20210 ( AC 202) A. Bureau of Apprenticeship and Training - administers programs for the development, expansion and improvement of company sponsored on-the-job training programs to provide employees in the skilled crafts and trades. Some training costs are reimbursable. Program grants, technical assistance and printed materials are available for employers. CONTACTS: Mr. Hugh c. Murphy, Administrator • 961-2644 Mr. George W. Sabo, Deputy Administrator 961-2483 Mr. Robert C. McConnon, Director, Office of On-the-Job Training • • • • • • 961-5244 B. Office of Manpower Policy, Evaluation and Research - provides grants for experimental and demonstration programs involving new app roaches and innova tive techniques in such a r eas as recruiting, counseling, training and placement, which are suitable for action programs; include basic education and occupational training.~/ Grants, technical assistance and printed materials are available. CONTACT: Mr. Judah Drob, Chief , Division of Program Utilization, Office of Special Manpower Programs • . • • . . . • • • • • • • • • • 961-2232 C. Bureau of Work Programs - administers several employment-training programs through which employers can hire "participants" or serve as sub-contractors. Neighborhood Youth Corps - provides part-time work and on-the-job training for high school age youth fr om low-income f amilies, through gr ant s to local s ponsoring gro up s; a lso provides for training costs to private employers for OJT projects in which employers pay wages. Special Impact Program provides a work-training experience for persons 16 and over who are unemployed or member s of low-income families, via projects in and for poverty-stricken urban communities and neighborhoods , through grants to local sponsoring groups. 1/ OMPER also administers programs of indirect assistance to employers: a pilot program of relocation assistance allowances, of grants and loans , to involuntarily unemployed workers who can obtain jobs from employers in other localities; and a program of occup ational training and retra ining of persons in designated redevelopment areas, to qualify them for existing job vacancies, among other po sition s. Grants, technical assista n ce and printed materials are availabl e. �-61- New Careers Program and Operation Mainstream are adult work-training employment programs geared first toward positions in public service and ultimately to permanent positions in private industry as well, through grants to local sponsoring groups. (These programs are generally sponsored by public agencies, community action groups or private non-profit organizations.) CONTACTS: Dr. James F. Tucker, Director, Office of Operations • • • • • • • • • . • • • • 961-5545 Mr. Leonard Burchman, Director, Office of Public Affairs • • . • • . • 961-3784 (The best contacts for specific information on these programs are the seven Regional Directors of the Bureau, since grant decisions are made at this level, not in the Washington office.) D. II. Bureau of Employment Security - provides several information and technical assistance services to private employers through the United States Employment Service, operating through the state employment agencies: Community Employment Programs, Industrial Services, Farm Labor Services, Job Market Information, Smaller Community Programs, and Youth Opportunity Ce nters. Employers s hould contact the individua l state employment agencies which operate these programs or CONTACT: Miss Ruth Barth, Acting Director, Office of Information . . • • • • 961-2822 DEPARTMENT OF HEALTH, EDUCATION AND WELFARE, Washingt on , D.C. 20201 ( AC 202) A. Off i ce of Educa tion Division of Manpower Development and Training - in conjunction with the Manpower Administra tion , Depa rtment of Labor , administers gr ant s, contra cts , and technica l ass istance for bas ic educ a tion progr ams to a c c ompany on-the- job and cl ass room tra ining proje ct s, to sta t e agen c i e s and t o privat e indus try. CONTACT : Dr. Howa rd A. Matthews , Dire ctor , Div i s ion of Manpower Development and Tra ining . • • 963-7132 B. Socia l Re ha bilitation Serv i ce Bureau of Family Ser vices - administer s the Work Exper i e n ce Program thr ough whi ch ac tua l and potentia l we l fa r e r ecip ient s are provided with a comp rehensive ran ge of work ex peri e nce and trainin g, and �-62social and educational supportive services; to hire trainees from this program, employers should contact their local or state welfare agency through which grants are administered, or for basic information. CONTACT: Mr. Andrew Truelson, Chief, Office of Special Service, Assistance Payment Division. 963-3157 C. Welfare Administration Children's Bureau - administers several grant programs - appropriate for child day-care centers, to local and state welfare agencies. Employers can use these programs for the care of children of employees who cannot otherwise obtain care for them during working hours. (The local welfare agencies can also obtain funds from other sources, e.g., Headstart, appropriate for day-care centers.) Employers should request assistance directly from the local welfare agency. Program information is available from the HEW Regional Offices or CONTACT: Miss Gertrude Hoffman, Specialist on 963-5045 Day-Care Services • • • • • III. OFFICE OF ECONOMIC OPPORTUNITY, Washington, D.C. 20506 (AC 202) A. Cormnunity Action Programs - administers a grant program for demonstrations and unique experimental projects, appropriate for private industry participation, in the areas of manpower and education, among others. Employers should submit specific proposals and programs. (Regular manpower programs in OEO are administered through the Department of Labor.) CONTACT: Mr. Gerson Green, Director, Research and Demonstrations Division. • • • • 382-2737 B. Job Corps - provides a program of basic education, skill training and work experience for men and women ages 16 through 21. Employers can participa te in the program by hiring "graduates" of the Corps, or by contracting to establish and opera te a Corps Center. For hiring, employers with a single plant operation should contact their Regional OEO Office; those with larger operations . CONTACT: Mr. David Oestreich, Chief, Placement Division • • • • • • • • • • • • • 382-5312 For submitting proposals for operating Centers, employers should CONTACT: Mr. John Donohue, Chief of Procurement, Contracts Divis ion • • • • 382-3751 �-63IV.DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT, Washington, D.C. 20410 (AC 202) Metropolitan Development Urban Transportation Administration - administers a demonstration grant program and a capital grant program for studies and projects on the transportation needs for employment. Employers can participate in these projects by submitting proposals and requests to their local public transportation authorities which are the .official grant recipients in the programs. CONTACTS: Mr. Robert H. McManus, Director, Division of Project Development (for capital grants) .• 382-5374 Miss Hartley Campbell, Division of Demonstrations Programs & Studies (for demonstration grants) •..•.•.....•...•.......••.•• 382-3783 Model Cities Programs - low rent public housing Urban Renewal Projects. CONTACT: Mr. Elliot Roberts, Information Officer • • • •.. 393-4160 V. DEPARTMENT OF COMMERCE, Washington, D.C. 20230 (AC 202) Economic Development Administration - administers two programs in employers can participate : business loans are available to firms for building or expanding in designated EDA areas; and technical assistance grants are available on a limited basis to employers for funding certain employment projects. Loans and grants are awarded by the EDA Regional Offices; for general information . CONTACT: Mr. Morton Baill, Chief, Industrial Projects Division, Technical Assistance Office • ....... 967-2 8 12 �OMMUNITY RELATIONS COMMISSION ESTABLISHED BY THE MAYOR AND THE BOARD OF ALDERMEN, NOVEMBER, 1966 1209 CITY HALL, ATLANTA GEORGIA 90909 MR. IRVING K. KALER, TELEPHONE SU-4463 EXT. 433 Chairman THE HONORABLE SAM MASSELL, JR., Ex-Officio President, Board of Aldermen COMMISSION MEMBERS November 28, 1967 MR. T. M. ALEXANDER, SR. MR. R. BYRON ATTRIDGE MRS. SARA BAKER MISS HELEN BULLARD MR. R. J. BUTLER MR. ROBERT DOBBS MR. HAMILTON DOUGLAS, JR. MR. C. G. EZZARD MOST REVEREND PAUL J. HALLINAN Archbishop of Atlanta HAAS MR. JOS EPH MR. AL KUETTNER Dn. ROBERT E . LEE MR. ROLLAND MAXWELL MR. F. w:PATTERsoN RABBI JACOB M. ROTHSCHILD MR. M. 0. "Buzz" RYAN MR. JACK SELLS Honorable Ivan Allen, Jr. Mayor City of Atlanta City Hall Atlanta, Georgia MRS. MARY STEPHENS THE REVEREND SAMUEL WILLIAMS Dear Mayor Allen: MRS. ELIZA K. PASCHALL, Executive Director I appreciate your very fine connnendation of the Connnunity Relations Connnission on the "Today in Georgia" program of Monday, November 27. I thank you personally for your most gracious remarks about my role as Chairman. I feel earnestly, that what progre ss we have made this year is, in a large measure, due to your strong and unfailing support. Yo~ ~er~:/~ Irving K. Kaler I KK: lfk - �• ' i • • _. ;, · ' ' ~·/ '\, ·'·:. ~· ·_ ·'. :. ·.~: .~~ ·,: /'··.:_'i': ;. ,., : , ;_ , ·- ·- -,.·., -·- - - - " .. Rolland ,:/1-!JYl~~IPV flol¼fLJ ,, ; ,: . !---?'l cd~MUNITY RELATION~, COMMtss,10N .a.. ·------- - Mexwell . I' . NEW COMMITTEE .MEMBERS • r Ralph Hendrix Pe(sonnel Director Atl nta Gas Light Co. ,AU nte, Georgia Carroll Jones Trust Company of Georgia 36 Edgewood Ave ., N .E. Atlanta, Georgia w. Herbert Meger Vice Prellident L. C lloway Fulton Netione B.. n~~ 55 Marietta 3t . , N. VI •• Atl~nta, Georgia · Calloway Realty Co. 19 3 Auburn Ave • , N • E • Atlanta, Georgia John Miller Manooer·, Supply Drench Retail Credit Co. 1600 Peachtree St., N. w . . Atlanta, Georg la Richard A. Strauss, Store :\':anager Ponce de Leon Sear Roebuck & Co . 6 7 7 Ponce de Leon A· e . , N . E. Hewitt Covington, Partner Alston , Miller & Gaines C & S National Bank Building Atlanta , Georgia Atlanta , Georgie Jame H. Davis Vice Pre id nt and Tr auror Beck & Gr oo Co ., 21 7 LuoJde St. , N. W. Atl nta, Georgia H. W. (Bo) Whitman, Jr. l\1at. Vto~ Pr •. Main Offtc F1rat National Bank Atlanta, Georgia Richard J. Grabowski Personnel Manager J. M. Tull Metal Co., Inc. 285 Marietta St . , N. W. Atlanta, Georgia Charles Greene ,, I' Atlanta Llfe Inauranc Co. 14 8 Auburn Ave • , N • E. Atlanta , Georgie . September, 19 6 '/ J. R. WUeon, Jr. WU son & Co. , Real Estate 905 Hunter St., N .W. Atlanta, Georg la . I 1 . ... . -- - -.· --- -- �i ' •. • ,,.; , • • ' I ··- • . · - 1';, h .J • ' ' . . . .•,r, • • - - - • : ·.~ •. • • ~ . ! . • ·~ · ., '1 , 1 . . ' ' I• I ~ • , . =.. . \ . '· ·. ' . ~ . ,¥• •. r ,.__· . J•tl , ' • ·-;2~ ,. .. ' ' . t. '• ) I , , 1 '• I~~ !' , .. ! -; ., .. ·-·---.---, , t ,· . ,, • ' ., .,.• o• . 1,i'•, ,.I: i 1,, I I \ l, ' IX ,1 ' 1 1 Sa ylot~ An~te ' 1 • G ene ral 01,strict Manag e r • G eorgia Power Co . . 270 Peachtree St., N .W. Atlanta, Georgia I -~ -~ . ••.• I I ~ l' • l~1 ... ' ,~~ ! I ~la yto.n .(:Bob) : Publi c Re l 'tions Off ic r Citizen~ & Southern ·National B n.!< Marietta & Broad Atlanta, Georgia D. T. Crockett , Jr. Vice Preside nt Lockheed-Georgia Co. Ma ri etta , Georgia Melville Smiley · Davison's 180 Pea c htree St., N . W . Atlev1ta , Georgia 30303 Hugh K. Rickenbaker Asst. V. P . Public Relations Life of G eorgia 57 3W. Peachtre e, N . E. Atlanta, Georgia (Housing Committee) Ben O 'Callaghan, President Ben O'Callaghan Co. 12 79 Colli e r Rd . ,' N. W. Atla nta, G eorgia (Housing Committee) John Smith Advertis ing Manager Atlanta Inquirer 7 . Inc . 787 Parsons St., S . W Atlanta, Georgia Thaddeus Stokes City Edit or Atlanta Doily World , 210 Auburn Ave . , N. E. Atlanta , Georgia R. 0 . Sutton, Vice Preside nt C iti zens Trust Compa ny 21 2 Auburn Ave . , N . E . Atlanta , Georgia Oti s Thorpe Vi c e President Q. V. Willia mson & Co • . 8 5 5 Hunt er St . , N . W • Atlanta l Georg ia John W eit nauer V. P. & Personne l Directot' Rich's 4 5 Broad St • , S • W . ' Atlanta, G eorgia , September, 1967 , James W·. Wright 1 P .0. Box ~ ,J,6 7 g7 Atlanta / Georgia 3032 0 (Law & Equa l Enforcement) William Merritt 338 L!ncoln St. , S .W. Atl~nta , Georgia 303 1 5 (Employment) ' .. ,. �OMMUNITY RELATIONS COMMISSION ESTABLISHED BY THE MAYOR AND THE BOARD OF ALDERMEN, NOVEMBER, 1966 TELEPHONE 5U -.U6S EXT. 4!8 TD : Mr . Irving Kaler, Chairman Fr om: RE: Eliz a K. Paschall, Ex ec u ti ve Director Metro*At lanta Civil Defe n se I was f i nal ly able to reach Mrs. Velma Strode, i n t h e Community Relations Service of the Ju stice Departme n t t his morni n g , Her instructi o ns were that we hould make a loc al i nvestigation of th e sit u a tion a n d if we are not a ble to clear matters up, then we sho uld send her a full report a nd s h e will tak e it u p wit h the proper people t h e r e . As has bee n said, th e re a re t wo separate issues. On e is th e employment of Mr . J ohns o n. Th e other is th e employment pattern of th e ci vil de f e nse organization. Wo u ld it be in order n ow to ask Ge n eral Wo odwar d to a n swe r the follo wi ng q u estio n s: 1. 2. 3. 4. 5. Are there Negroes n ow employed by Civil Defense ? If so , wh at positio ns do they hold? Ha v e t h ere in the past been Negroes employed ? If so , what posi ti o n s ha v e they h e ld? What is the i nv olvement o f Negroes in th e volunteer acti v i t ies of ci vi l defense? Wo uld it be help f u l to i nvit e Mr . J ohnson a nd General Woodward ta o u r December 15th meeting? EKP/ce cc May or Allen, Vicer Ma yor Massell Rev . J. D. Grier,~ 1 Mr. J esse Hill � - Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: December 29, 2017
Box 7, Folder 16, Document 22
- Result Type: Item
- Item Type: Text
- Title: Box 7, Folder 16, Document 22
- Text: NATIONAL CITIZENS' COMMITTEE FOR COMMUNITY RELATIONS % COMMUNITY RELATIONS SERVICE WASHINGTON, 0.C. 20530 The Business-Civic Leadership Conference on Employment Problems, held June 5-7, 1967, in Chicago, brought together 250 employers, educators and other civic leaders who are pioneering programs to meet our most crucial domestic problem: how to put hard-core unemployed and underemployed minority group members into jobs. The Conference was how-to-do-it meeting, bringing together employers and other lea ders who are· convinced that a successful attack on this problem brings benefits not only to minority group members but to industry, the community and the nation as a whole. The Conference was sponsored by the National Citizens' Committee for Community Relations (NCC), a group of more than 400 leading Americans appointed by President Johnson following passage of the Civil Rights Act of 1964. Its purpose: to enlist the skills and strengths of these leaders in supporting the nation's efforts to assure equality for all Americans. The NCC functions as an adjunct of the Community Relations Service, which was created by Congress to hel p communities cope with disputes and difficulties rooted in racial and ethnic discrimination. Its basic concern is to help cities overcome minority group deprivations which lead to conflict. More than 70 specific projects and activities--some being undertaken by individual companies and o_thers by community-wide organizations--were described and discussed at the Conference. Most persons attending the Conference, including those who are deeply involved in projects to put the hard-core unemployed into jobs, were impressed with the scope and creativity of these projects. This report on the Conf e rence is offered to assis t employers and other community leaders who are considering starting or improving employment, recruitment or training projects in this field. Part I is a summary of presentations. Par t II cont ains specific tools and techniques. For additional copies, or further assistance and information, write to: National Citizens' Committee for Community Relations Community Relations Service Washington, D. C. 20530 �ADVANCE CO PY PUTTING THE HARD-CORE UNEMPLOYED INTO JOBS A Report of the BUSINESS-CIVIC LEADERSHIP CONFERENCE ON EMPLOYMENT PROBLEM:, June 5 - 7, 1967, Chicago, Illinois Sponsored by the NATIONAL CITIZENS' COMMITTEE FOR COMMUNITY RELATIONS and the COMMUNITY RELATIONS SERVICE of the U.S. DEPARTMENT OF JUSTICE �PUTTING THE HARD-CORE UNEMPLOYED INTO JOBS Table of Contents Page Preface: The Man on the Street Corner . The Problem and the Challenge: Roger w. 1 Wilkins Business and Industry Accept the Challenge: The Profit and Loss to Business: R. 3 c. Cornuelle Frank Cassell Commitment Can Pay Off .•• Much More Is Needed • 5 6 8 What Business and Industry Are Doing 11 Major Components of New Job Programs 11 Outreach: 14 Aggressive Recruiting . • "Fitting the Man to the Job" .•• "What's Right with Him." 19 Education and Training . . . 29 Employers Take Leadership on Community Social Problems 36 Community Job Programs 37 Other Community Programs 40 The Business-Community Organization so An Action Program for Business and Indus.try 52 Re source s 55 Community Job Programs 58 Federal Agencies for Guidance and Funding 60 �PREFACE The Man on the Street Corner 'When you walk in a nei ghborhood and it's men on the corner on Monday morning to the extent that it looks like Saturday ni ght in other neighborhoods, watch out, be.cause yo11're watchin ~ the tomorrowless man. He's on that corner because he 's not puttin g enou gh beans in the pot. .• he knows '1P. ain't putting down what he. 's supposed to be ruttin g rlown ••• His kids don't have no tomorrow ;rnd i f someone come s alon g and brin g s some red wine or somethin g, he's go in g to drink ••• For a fellow like this a riot is a pleasant break in his humdrum e x istence." Chester Wright, Wa tts, Los Angeles In Jul y 1967, America n cities across the nation burst into flame, in violent, tra g ic explosions of frustration, bitterness, hate and lawl e ssness. Whatever the immediate causes or incitements, whe ther planned or snontaneo~s, whatever the culpability for criminal action, sensitive and knowledgeable observers agreed that a major cause was long-time un e mpl oyment, lack of jobs at a living wage, and f ailure of America to deliver its promises to it s Negro citizens. And no one could qu est ion the vast dolla r lo ss and the physical and social dama ge tn the communities invol ved . In Jun e 196 7 , 200 busine ss and indus try executives who have been working to ge t hard-core un e mpl oyed minoriti es into jobs me t in Chicago with repr esen ta t ives of public and pr ivate _iob programs and social age ncies for two hard-workin g days of s pecif ic experien ce exc han ge on programs rnd techniques. These men were more aware than most of the i ncipient da nger ahe ad . Some ver~, responsible business l eaders even s uggested that such tragic ex p l osions might be the on ly way to mobil ize their communities to do somethin g me anin gf ul a bout job s, education, housing and other needed pro grams for ghetto slum dwe ll e rs. A par ticipan t from Denver, Colorado grimly defined what he saw a head: We've go t to solve some of the se problems ••• i t isn't a matter of whether we want to any more, or not. We may be pretty late • .• now. This s ummer may show us some probl ems ••• we hoped we weren't going to have ••• but it's qu ite possible ••• There's a pretty good nationwide riot climate ••• and, unfortunately, as we meet with the industrial and disadvantaged people .•. our concl us ion, reluctantly~ is, there needs to be a riot ••• and that's a terrible thing, ~ it unfor tunately, this is what creates movement. �- 2 - A business executive from MinneApolis, Minnesota, admitted that job efforts of the Plans f or Progress Council there had not been making much pro gr e ss until "1:ist year , in Au gust, we had the first bad riot in Minneapolis. W~ really got some jobs going very quickly, the Plans for Progress Council got busy and got this contract with the Bureau of Apprenticeship Training •.. " An industry representative from a rn i dwestern city who had been trying to get an employer job program started was told by a fellow businessman: 'Tion't expect them to make a move, unless you have a demonstration ••• as lon g as everything is peaceful they are not going to anticipate .•• what is ••• beginning in practically every city." The gentleman from Watts also had a positive suggestion for the conference: "If you take the same men standin g on the corner the evenin g that Watts riot started, if they had come in off a back-breaking job, somewhere, the? would have went in, eat their porkchops, turnip ~reens, sit on a rickety couch, watch Wyatt Eary kill one cowboy, thev'd have been so dead asleep that the old lady would have to drag them in the bedroom. They wouldn't have been on a corner." �- 3 - THE PROBLEM ••• AND THE CHALLENGE Excerpts from address of Roger W. Wilkins, Director Communitv Relations Service, ll. S. Department of Justice "American center cities are becoming; blacker and poorer .•• Between 1960 and 1965, 2 million Negroes moved into center cities, whereas a similar if not larger number of whites moved out of the center cities. During the same period, 62% of new plant development, by value, moved into the suburbs where whites live, and where, by and large, non-whites cannot live." •½ recent Labor Department survey tells us that fully thirty-five percent of the people in slum areas have a serious unemployment problem: whether unemployed, employed only part-time, or employed at wAges below poverty level. That means that these people are in a perpetual economic state which is similar to, if not worse than the great American depression of the thirties.•• 'Tiespite all of our advances ••. today the Negro median male income is still 51% of the white median male income just as it was 16 years ago ••. Despite the advances which have benefitted mainly m{ddle class Negroes, the gap between the quality of minority group life anct majority group life is great and getting greater." " ••• It is our failure as a society to come to grips with this gap that causes us to have ••• unrest in our cities." '~he trend of the talented white Americans who have the power and the training to solve problems, who have the tax-paying power to sustain the economy of the cities moving out of the cities and the trend of the poor Negroes, poor Mexican-Americans, poor Puerto Ricans moving into the cities is accelerating. " ••• Unless we reverse current trends, we could well have islands of enormous dependency, enormous alienation, enormous hostility in the middle of the United States of America, and I suggest to you that if we permit those islands of alienation, hostility and dependency to develop, that whatever else the United States of America is in the year Two Thousand, it will not be the kind of place that we want our children and our grandchildren to live in. It will be a place where the energy, the strength, the spirit , and the dynamism which has animated this country from its beginning, will be gone ." " ••. The question for us today is whether we will make decisions and take actions now that will preserve and enhance the richness of American life. �-4- "The Federal Government cannot take this task alone, nor, I am convinced, should it even try." "The National Administration, can and should take the lead, and enunciate policies embraced on broad national principles and purposes. It should develop programs to help local people, local leaders solve their problems, but in the field of race relations what is needed more than anything else is local drive, local initiative, local effort, local success." "I go to meetings in city after city after city. I see sitting around the table, working on these problems, representatives of the city government, representatives of the federal government, representatives of the private organizations, representatives of the churches, representatives of civil rights organizations, sometimes even rep·resentatives of the private foundations, but only rarely representatives of the great businesses of this country." "I suggest to you that now it's time for all of American business to become as fully involved as you have become, in saving our cities." " •.. The question for American citizens is whether we need riots in every city in this country before we begin to move as we should. The question for American business, is whether it will exercise the kind of leadership in this field that it has exercised in so many fields in making this country great in the past." �- 5 - BTISINESS AND INDUSTRY ACCEPT TIIE CHALLENGE Excerpts from arldress by Richarrl C. Cornuelle, Executive Vice-President, National Association of Manufacturers " .•. After a generation of arguing about the consequences •.. ;rncl expense of government action on social problems (business) is beginning to realize that there is much more promise ••. in forgetting •• .the Arguments anrJ allyi;l [': themselves directly to the solution Of the problems ••• ". " •.. We h;ive a remarkable unanimit y of opinion among our (NAM) members th;it thr. r: n ~;:itest. •• most important piece of business on the a~enda of American business today is to •.. [ind out exactly what its total capabilities to solve community problems are ••• and to get busy and put them to work. "Business has always had a sense of social responsibi1ity ••. but what is important is that contemporary business is finding ways to express that responsibility directly rather than by writing checks or supportin r; secondary social a gencies." "Gallup ••• found fifty-one million Americans would like to go to work helping the problems they see in their communities if they knew how, and ••. they would be willing to contribute over two hundred and fifty million hours." " ••• if we knew how to use that ener gy as well as we know how to use human ener gy in commerce, we could have a social production worth conservatively ei g hty bill ion dollars a year." ·~s we see our business leadership involvin g themselves directly in problems of hard-core unemployment, housing, delinquency and the rest ••• we will see a unique talent for organizing human ener gy applied to these community problems." ·~ have never seen anything develop as fast as top executive awareness of the importance of direct industry-social action. We see it in the NAM in less than two years' time. The demands for. advice far exceed our limited capacity to g ive advice to companies that want to act." �- 6 - THE PROFIT AND LOSS TO BUSINESS Excerpts from the address of Frank Casse ll, Director, ll. S. Employme nt Service, Former Vice-Pre'siden t, Inland Steel-Ryerson Found at ion_!_/ '~he social cost of poverty is not fully measured by the statistics or the privation they suggest ••• the desperation and frustration that results from poverty contributes to ill health, deterioratin g citizenship values and to other factors that we aken our society . The social cost of poverty must also include the goods and services that are not produced because of the unemployment and. low productivity of the poor." Recognition of these costs to society has prompted ••• many employers to accept the cha llenge of breakin r, the cycle of poverty for seve ral million Americans ••• Many employers have embarked upon th i s ••. on their own, and some have done it with the assist;ince of government financin g . And in the process employers have le;irned that: - most most mo st most people when given the opportunitv to work want to work oeople who are unemployed are employable of the untraine d peopl e in our c ountry ar e trainable uneducated people are educabl e . "Employers have learned that the i r investment in working with these peopl e has resulted in gainin g valuable new employees and opened new labor market resources •..•. " '~he l ate Dou gla s McGregor of MIT •.. pointed out that mo s t employers th i nk o f manpowe r r e sourc es in the s ame way a s they t hink o f phys i c a l a nd financial resources. He suggested, that instead, the essential task of mana gement is a process ••• of creating opportunities, releasin g potential, removin g obstacles, encourag ing g rowth and providin g guid ance." Whe r e man ageme n t has be c ome involve d in the 60's in hir i ng and t r ain i n g ••• o f pe opl e r e jecte d i n the SO' s , the y are l earn i ng valuable lessons that they can apply to the mana gement of their companie s . This f a r outwei ghs the extra costs incurred in continuin g spe cial r e cruitme nt a nd trainin g pr ograms conce ived init i all y to t a p previ ou sl y unu sed sources o f manpowe r .•• an employe r who r edefines e n t r y l evel job r e qui reme nt s s o tha t they have re l evan ce to t he job to be done is ••• in a be tter posi t i on t o fi n d people who rt o a be tter job a t a hi gher l eve l o f pe r f or ma nce tha n a per son over - qualified for the .iob. Over - qualified people a re a major rea son for hi gh tu rnover ra t e s , .iob d i s s ati sfact ion , low produ c tivity and poor morale. "Eliminating irrelevan t requ irement s for e n try l eve l jobs ••. wa s use d for the purpose of providing job s, but actually t he technique is a pu re and simp l e matter of s avi n g money now wasted because of high turnover r a tes." 1/ Mr. Cassell.Jfl recently recently resigned as Director of USES and r e tu r.ne~"'Tplicants. But Conference participants stressed that the frequency and causes of arrest differ greatly in ghetto and non-ghetto areas. ·~t's pure luck if you don't get 'busted' (arrested) if you grow up in the sl11ms," s,qid one. Several companies which have hired people with police records ' (who otherwise showed good potential) reported that they have caused no problems and some have become superior employees. - Henry Boardman of Western Electric Company reported that a comparison of those hired with arrest records and those without showed no difference at all. - Pacific Telephone and Telegraph looks carefully at the record, distin guishin g between arrest and actual conviction, and has gained several "superior employees" from amon g those with police records.~/ - William Johnson of the Center for Independent Action, who worked with Indianapolis employers setting up a job program for hardcore unemployed , said "We ask employers to look at the kind of record. If it ' s not dangerous and the person is backed up by his local volunteer counselor who can testif y about his home life and st ay with him ," the employer is urged to take the chance . I/ 1/ See Pa r t I I, pag~ See P ar t I I, p ag e _ __ 2/ �- 24 - Restructuring jobs, dividing them into simpler and more complex parts has made it possible to employ people with lower qualifications in many companies, and provided advancement for employees working below their ability. It was generally agreed that this kind of effort, which has been going on in upper echelon jobs, can be done more extensively at lower levels. - Dr. Kludt described an effort to determine minimal requirements for gas company meter readers in the Los Angeles area. The company required a "knowledge of mathematics." Breaking this down to the precise operations required, Kludt finally got the company to agree that they could hire men who could merely add and subtract; multiplication and division and were not really necessary and could be learned in night school while the men were working. - The Texas Division of the Champion Paper Company restructured a considerable number of entry-level jobs last year, eliminating educational and test requirements, and hired "hard-core" unemployed referred by a job project which conducted a house-tohouse canvass in high unemployment neighborhoods. The company reports that it has gotten "exceptionally good employees." As a result, it has since hired more through this program. - The Dieboldt Manufacturing Company is among companies that have hired Negroes and Spanish-speaking workers at low-skill levels, and set up in-plant training to upgrade their skills, teach English and provide other remedial programs. The company employed no Negroes or Spanish-speaking people 3 years ago; today Negroes and other minorities are 18% of the work force. Many are already moving up the ladder to higher jobs. Upgrading present employees was recommended not only as a way to open lower jobs but as a frequently overlooked, major source of good talent, particularly among minority employees who may not have had opportunity or encouragement for advancement. - The Polaroid Company and Equitable Life Insurance Company have instituted a job-posting procedure. All jobs that open up throughout the company are posted . Anyone who thinks he or she is qualified may apply. Polaroid works with supervisors, urges them to encourage minor ity employees who may lack confidence or needed skill to take �- 25 - t r a ining courses t o qualify, either in company programs or ou t side . Tom Brown of Polaroid urged employers to emphasize upgrading. "You have fellows in your stockrooms that could ve ry easily be running a line as a supervisor ••• people doing jobs as clerks, typists who •.• if given an opportunity ••• could move up in your company." 1/ - Western Electric's Kearny Works took a look at its work force and wondered why there were no Negro supervisors. "We put in a crash program and interviewed every Negro male in the place," s a id Henry Boardman. "What we learned was fantastic." Negroes with college degrees and o ther qualifications were working at jobs far below their abilities. Western Electric instituted a special training program to prepare some of these men to be s upervis ors ••• then went on to use similar techniques with the total work force. As a result, the company ha s found excellent new supe rvisors, black and white, who had been overlooked by fo rmer promotion s ystems.ij - Equitable Life formerly hired only college graduates for computer programmers. Two years ago, it offered everyone in the company the opportunity to take two special exams for these j obs; one the regular IBM exam, the other a specially devel oped exam t o indi ca te characteristics of thinking. Five hundred e mpl oyees took the e xam, 100 pass ~d it. The company discovered t ha t 60% of tho se pa ssing did not have c ollege degrees. It is conv inced that a major source of higher level job talent is wi thin its presen t employe e population . y - I ll i nois Bell offers continuous training for employees, asks supe r v is ors t o be on the l ookout for talent, and encourage e mpl oyees t o take courses for advancement. These are open to te l e phone opera tors , c leric a l employees and all others.!±/ "Sensi tivi ty" Tr a ining fo r Personnel Officials a nd Supervisors Human relations t raining a nd other prep a ration of personnel officers and supervisor s wa s he l d ess e ntial fo r success of any program to hire and train hard-core unempl oyed. This i s particu l a r ly importa n t fo r the people at the f i rst point of contact. "You need your be st -- not your wor st -- person at int a ke ," sa id one par ticipant. Many stories were told of compan i es whe r e the gua r d at the gate or the girl who hands out e mp l oyme nt a pp l i ca tion s a ctually make s I / See 2/ See 3/ See 4/ See Part Part Part Part II, II, II, II, page _ _ page_ _ page_ _ page_ _ �- 26 - company employment policy -- regardless of what the president or vicepresident thinks his policies are. Receptionists and interviewers in State Employment Services, private employment agencies, and companies were all called guilty. Employers were urged to carefully review present "intake" methods. "Are personnel people courteous, understanding? Do they give as sistance of frighten the hell out of the prospective employee?" "In personnel, the name of the game is to exclude, said one personnel manager, who agreed that this situation needs to be changed. Dr. Kludt suggested rotating personnel people from time t o time, putting the m in to wage and salary, training, or employee services becau se it "reorients them to the fa c t that they are there to serve people." Apart from outright discrimination which still persists, personnel • peopl e need special ability to understand and r e late to the special problems of the disadvantaged. The personnel interviewer dealing with Negro, Mexican-Ame rican , Puerto Rican o r other minority person should be "the mo st skilled pe rson in the company" •• should have knowledge of d i ffe r e n t cul t ural background s ••• " For example: culture, hum ility is a virtue. his own t r umpet." "In the Me xican- American The Mexican-American is not likely to sound His rea l a bilities have to be carefully sought out. "The sil ent wa ys we communicate ••• a nd fa il to commun icate," were stressed by Bruce Cole , of Chicago's JOBS NOW Project. For example: "If you wea r your ha t, you're crude if you're middle cl a ss . (Bu t ) if yo u're a lower clas s Negro, wea ring a hat means you're a man . " �- 27 - Or: "Many Latin-Americans like to talk about a foot away from the interviewer while most North Americans feel comfortable about three feet away, so "what you have is the Yankee backing away and the Latin moving in ••• and neither of them is comfortable." Or: (on looking the other person in the eye): "You can't do it more than 10 seconds, until you .•• are embarrassed ••• iooking around the room (But) nobody ever tells a Negro kid 'don't stare' He is going to look you in the eye (and) say 'That white s.o.b. he doesn't 1 ike me .• he won't look me in the eye •• won't trust me'." Personnel officials loaned by Chicago companies to the JOBS NOW Project are learning a great deal about how to deal with the kids from Chicago's streets when they come for jobs and when they are on the job._!,_/ - In Boston, 300 company personnel officials who have worked as volunteer interviewers at Jobs Clearing House have learned a lot about the problems of Negroes in seeking, getting and holding jobs. "They are getting accustomed to interviewing Negroes in a relaxed way, which is totally different from the way they interview in their own companies ••• after they have gone back to their company ••• they know the problem .•. we have on the other end," said JCH President Tom Brown. 2/ - In Denver, Colorado, psychologist J ack Yuthas believes that "you ca n't really understand the disadvantaged unless you live with them for a while." With other University of Colorado professors, and in coopera tion with the Denver Plans for Progress Council, he has been working with industry personnel people and school counsellors to give them first-hand experience of the problems of the high school dropout ; his fears, frustrations and hostilities. Training for Supervisors and Fo remen - Illinois Bell has run a series of "sensitivity training" courses f o r first and second level supervisors to develop awareness of special needs of minorit y and dis a dva nta ged new employees. The company repo rts an "overwhelming response"; many of these people wanted to go out a nd do more in the community . Some of them are now doing volunteer tuto ring of ghetto residents.y - Equitabl e L i fe placed its first group of employees who didn't meet usu al qualifica tions under particul a rly sympathetic supervisors. When the company made c lear to these supervisors that these employees would no t be charged a gainst their r e gular budget; or efficiency rating , a nd u rge d them to take on the special challenge of training them , r esu lts were good. :±_/ 1/ See 2/ See 3/ See 4/ See Pa rt Pa rt Pa r t Part II , II , II , II, page _ _ page _ _ page _ _ page _ _ �- 28 - - KLH has worked with Northeastern University in Boston, to develop ~ourse for training supervisors.];/ - The Board for Fundamental Education,which has concentrated on basic education for minority and other disadvantaged employees, will soon put on the market a series of tools for foremen, supervisors, and interviewers to help them work more effectively with a multicultural work force.2/ Other administrative measures by top management to assure that new job policies are carried out down the line have been found necessary. There was resounding agreement that the best policy or new approac h from the president or vice-president's office can get badly fouled up unless specific additional steps are taken to woek this policy into all operating parts of the company. When North American Aviation Company, which has received plaudits for its policies in hiring and training minorities, analyzed employment statistics by department and division, it found some without a single Negro or Mexican-American employee. The company has now shifted administrative r e sponsibility for equal employment policy from the Personnel Department to the line officials , creating a top management committee of vice-presidents of all operating departments in the corporate structure, and a similar committee in each branch operation. These committees analyze minority employment statistics, review qualifications of present minority employees for promotion, and receive suggestions from an Advisory Comm ittee composed of minority emp l oyees. There has been a notable increase of minorities employed in areas where they had been absent before, and in those holding supervisory jobs -even in plants in the South where "tradition and attitude" was supposed to prevent such things.y Michigan Bell Telephone Company keeps a monthly running inventory of minority employment records (which it is required to submit as a government contractor) by district, division and city. This is c irculated to every operating department head . Looking at another c ity or department's better record spurs a manager to go out and do more on his own " before the boss comes in and tells him to do better." The company has also tried FEPC-type audits on its own personnel office operations, reviewing applications of minorities not hired. Some of these have been called back for second interviews, hired and turned out to be good employees.!±/ 1/ See Part II, See Part II, y See Part II, 4/ See Part II, 2/ page_ _ page_ _ page_ _ page_ _ �- 29 - Education and Training Orienta tion and counselling before tra in i ng has been found most essential for many disadvantaged to become good employees. Such pre-training is now being done in some cities by social a gencies and government job programs. In others it is still l a cking, and as a result, employers a re often disappo i nte d wi th job progra m tra inee s. Pre-t r a ining ranges from very simple practical things, like how to f i nd the ri ght bus or buying a n a larm c lock to get t o work on time, t o complex a nd s ubtle attitudes a nd e motiona l probl e ms . The important elements of pre-tr~ining are illustrated in the 2-week orientat i on course conducted by J OBS NOW in Chica go. They are: - Grooming a nd hygi e ne - Money manageme nt: (how t o avo id getting hooked on "credit terms ," etc .) - Trans portation: (how t o get t p jobs on the public transportation s y stem -- s ome thi ng that is tota lly ne w f or ma ny ) - J ob pre pa r ation: ( company pe r sonne l expl a in what is expec t ed f r om e mp l oyees i n t he "work wo rld;" trai nees di scu s s with them their worries a nd concerns) - Human r e l a t ions t ra ining: (ge t t i ng the youth t o exami ne their own a ttitudes toward jobs , themselves, the ir c ommuni ty, life in gener al . "We try t o provide t hem wi th an idea t ha t t here is a tomor row. ") Si mi l ar courses we r e r e ported conduc ted by Opportunit ie s Industri a li zat i on Centers (OIC ' s ) i n Philade l phia, Los Angel es and other c ities, by the Pul a skiCa va lry Reha bil i tation Ce nte r in Hunt s ville , Al a bama, by the Cook County 1/ We l fare De partme n t a nd othe r s.- 1/ See Part I I , PP• �- 30 High-support", continued into training and on the job was also recognized as a necessity for the severely disadvantaged. The employer frequently complains that when he gives a "disadvantaged" person a chance, the employee "doesn't show," is tardy, or drops out after a short time. Where a continuing "support" program has been carried on, whether by the company or cooperating social agency, results are much better. - JOBS NOW Project clients get follow-up help from project"coaches" who ask employers to give them access to new trainees on the job, then follow through at home or wherever needed. But the employers are also asked to develop "support" themselves, through their own "coach" or a "buddy system." The results: 83% of youth referred to companies with "support" programs are still on the job, but only 24% are still working in companies where no internal "support" program was established. - JOBS NOW Project tells companies that if an employee has a problem the company should follow through; it can be referred to the social agency which is su pposed to handle it, but too often the poor are merely "bucked around from agency to agency .11 If the company checks up ("uses its muscle") to see what has happened, chances are much better that the agency will do the job.~/ ' - The Polaroid Compa ny believes it is the company's responsibility to find out why employees "don't show" and try to help. "It could be the person is trying to hold down two jobs -- it could be the ba bysitter didn't show -- if one car breaks down, several people may become absentees -- you have to be concerned with the total employee." - The Opportunities Development Corporation, a new business-supported job program in Buffalo, trained 200 "tutors" - many from ghetto neighborhoods - to work with newly placed trainees in the plant and help counse l them on and off the job, while providing needed ba si c education in a ft e r work classes.I/ - In Indi a napo lis, a business-sponsored program has recruited volun31 teer counsellors who work with job trainees constantly on a 1-1 basis.- 1/ See Part II, p. See Part II , p. __ See Pa rt II , p . 2/ 3/ �-31This kind of support is costly. But conferees could not suggest any program on a mass basis that would work. from individual counselling. So far, best results come However, many said that the high initial outlay would pay off in better, steadier workers. Some companies have already benefited from applying "support" techniques for disadvantaged new minorities to their regular work force, with resulting reduction of absenteeism and other problems. Basic Education is a crucial need for today's unemployed, underemployed and for many employees whose jobs are being replaced with more skilled operations. Whether school dropouts, or products of inadequate schools, these people cannot meet industry's current requirements. Some encouraging programs were reported, conducted by industry, itself, in cooperation with school systems, or ' by other agencies. There is strong evidence that "the best place to train people is in the world of work"; employees respond better to programs conducted on company premises than in educational institutions where they may have had earlier failures, or which are difficult to reach after work. -The National Association of Manufacturers started a pilot program (MIND) several years ago, which raised reading, writing and arithmetic level of Harlem youths by four grade levels in 100 hours of instruction. -NAM's MIND staff worked with the Corn Products Company in Argo, Illinois, to develop a basic education program for company employees who could not qualify for new jobs. A pilot project for 38 employees was conducted 2 hours each day after working hours on employees' own time for an average of 79 class hours per employee. It helped raise educational levels from 2-3½ years. Although the company had some difficulties with work schedul es and attendance, and did not get the �- 32 - full time projected for instruction, it is enthusiastic about results and is going ahead with a second program for 59 other employees. Cost was estimated at $200 per student, chiefly for salaries of the director and 2 "monitors", not trained teachers, but sympathetic company officials who were able to give encouragement to the students. The Corn Products Company is now taking over the "MIND" program as a commercial enterprise and will market it to other companies.!/ - The Campbell Soup Company developed a program with the Chicago Board of Education in which the Board supplied teachers and materials for a course conducted on company premises. Twentyfour employees completed a course covering grades 1-6. Classes were held 2 hours daily, on employees'own time, before or after work. The company is so pleased with results that it is now opening the program to all interested employees. Ten percent of the hourly work-force have enrolled, and a second course covering grades 7-12 is being prepared. - The Board for Fundamental Education (BFE), a non-profit organization which has conducted in-plant basic education courses for about 80,000 employees, designs special programs to meet individual company needs. Courses are divided into 3 groups: from zero t o gr ade 4; gra des 4-8 and grades 8-12. BFE recently embarked on a program to upgrade 1,600 e mployees of the 12 largest steel companies in Chicago and Baltimore. II Skill Training Programs. Some progr ams were severely criticized for tra ining peopl e without r e l a tion to or prior c ommitme nt of jobs, but t he mo s t su ccess f ul ones ha ve ha d an initial a nd continuing close rel a tions hip with bus i ness and industry. Where the business community has taken an ac tive r ol e in j ob progr ams, it has conc lude d tha t jobs must be found a nd commit t ed f i rst, t hen train i ng programs de ve l oped a nd t rainees r e cruited . - I n Lo s Angeles , the Merit Employment Commi ttee and personnel and training expert s from The America n Society for Training and Devel opment ha ve he l ped organi ze , deve lop curriculum , provide instructors and material s for federa lly- su pported s ki ll center s and othe r pro grams which are training residents of ghetto areas. 99% of t he gradu ates of the skill cen ters were reported pl aced i n j o bs . This high pl a cement ra t e was attribute d to an intensive follow-up program by the Mer it Employment Commi t t ee to assu r e tha t a gradua t e is pl aced in one company if a no ther d oes no t ha ve a job for him . Many Los Angeles employers see t he best hope for f utu re training in more 1/ See Part II, p. See Part II, p. 2/ See also, Resou rces, p. �- 33 such "coupled" programs, where the prospective employee gets institutional training first, then moves into OJT Training programs in industry. The Douglas Aircraft Company has trained about 6,000 workers in this way.~/ - In Minneapolis, a Plans for Progress Council of 70 major employers has entered into a new "coupled" program. It has a contract with the Labor Department Bureau of Apprenticeship Training (BAT), for dropouts aged 17-22. The local Opportunities Industrialization Center and two other agencies will recruit trainees and give them 20 hours of basic training weekly, for which they will be paid $20.00. Employers will hire these trainees for the other 20 hours weekly and pay them $30.00 per week. (All funds come from BAT). The program allows 4-26 weeks for this initial training (OIC believes it will take 11 weeks) then trainees will automatically go into regular On-the-Job training programs in the companies. - Michigan Bell Telephone recently participated in a special MDTA clerical training program for 30 hard-core unemployed women. After 26 weeks institutional clerical training, they spent an additional 12 weeks in alternate periods of 2 weeks on the job at the company, 2 weeks back to school to concentrate on weak points noted by company supervisors, then back to the company for another 2 weeks, then back to school and so forth for the 12-week period. Fifteen of the women were hired at the end of this period; the others needed more training, but Ed Hodges of Michigan Bell said the "most impp rtant thing was the confidence gained by these women in their 6 weeks on the job." Most of them had felt they were confirmed failures and could never make it."1/ - Aerospace companies in Huntsville, Alabama have had remarkafule success in pilot programs to train unskilled rural Negroes for relatively high skill jobs. Through an employer organization (AHAC) they have strongly supported a local "rehabilitation and study center" which provides pre-work training, orientation and counselling , screens and refers a pplicants to the companies, which then provide skill-training under MDTA programs.I/ RCA has trained 20 such candidates as reproduction technicians, electronic technicians, illustrator -trainees and file clerks, who now work at wages ranging from $1.90 to $3.75 per hour. Said Paul Klein of RCA, "These are some of the best employees we have. They have real motivation."3/ 1/ See Part II , p. See Part II, p. See Part II, P• 2/ 3/ �- 34 - - The Western Electric Company in Kearny, N. J.,opened its established tool maker apprentice-training program to the community by running a new program at night on the second shift. A special curriculum was developed for an initial 24 hour course in basic shop math, followed by 24 hours of blueprint reading, 24 hours of actual application, and 50 hours of direct shop learning on lathing, milling and grinding machines. Eighty men have graduated from the course; all are now employed at wages from $2.10 to $3.25 per hour. Students in the present course are 80% Negro. Western Electric has persuaded neighboring companies to help furnish instructors. Graduates of this course can enter some 1,000 firms in the area--many of which suffer serious skill shortages. This course was totally paid for by the company; the chief cost was instructor's time. Evaluating this cost, Western Electric's Henry Boardman noted that the company had spent $10,000 advertising for machinists and toolmakers in the previous year with no result. The training program cost just about the same and produced many skilled employees.~/ Apprenticeship Training. Several participants reiterated charges that restrictive union practices keep minorities from apprentice training for skilled trades. But this argument was countered by others. It was I noted that apprenticeship training is not a major route to employment for the current 63 million non-farm employees in the u. s. Even among construction employees, only 16,000 have had apprenticeship training, said Otto Pragan of the AFL-CIO. Charles Keller, President of a New Orleans construction firm,urged industry representatives who sit on joint apprenticeship committees to take responsibility to see that Negroes get applications and equal opportunity to compete for apprenticeships. 1/ See Part II, p. for other examples . �-35- In Baltimore, where a new USES Apprenticeship Information Conter and a Youth Opportunity Center are trying to help Negro youth get into apprentice-type jobs, an employer organization discovered that many boys could not affort basic equipment required for an apprentice. (A carpenter needs $40-$50 worth of tools; fitters need more than $100 of equipment). The businessmen set up a revolving Fund of several thousand dollars, told the Center that when good candidates don't have money for equipment to sign an authorization and send them to Sears or Montgomery Ward, who have agreed to bill the Fund. The apprentice pays back the loan at $1.00-$2.00 per week. There was some criticism about the unnecessary length of apprenticeships in craft industries: a carpenter's a pprentice, for example, must work an 8-hour day, then go to school 2 nights a week for 4 years before he can become a journeyman. "With our modern educational know-how, why can't we design a program to train skilled mechanics in 2 years or less?" �- 36 - Employers Take Leadership on Community Social Problems "If we can actually sit down and talk with community (minority) leaders we may have accomplished more than millions of dollars that we can conceivably throw into the community." William E. Elston, American Airlines "Remember that the poor have been footstools for officialdom all their lives. Someone is always doing something for them, to them, or on them, and their great desire is to be a part of the doing." Chester Wright, Watts, Los Angeles "We have recognized a totally new concept of how business must participate in community life." William Boucher III, Execut ive Director Greater Baltimore Committee ) This "new concept" of participation is being carried out by individual companies, by joint employe r councils and by a growing number of joint employer community organizations, in which business leaders work with a broad spectrum of citizen groups, socia l and other civic agencies. Joint efforts usua lly started as job-finding pr ograms, inevitably discovered that training and education were primary needs, and, therefore have become involved with training, schools, and in some cases, with housing, transportation, health and welfare and other job-related problems. How to establish communication •• how to know who are "real" minority l eadersa.how to get existing agencies and programs to work together constructively, were frequent questions raised at the Conference. working on cooperative programs had some answers : Those �- 37 - -The best way to reach "real" minority leaders is to contact the agencies who work in their neighborhoods; social agencies; YWCA's, NAACP, Urban Leagues, neighborhood and civic organizations. Beware of thinking that you can deal with any one "leader"; it may seem easier, but it won't reach all the people you want to reach. -Where cooperative programs have been established, existing agencies and programs have been me·s hed into the overall structure, without duplication, or stepping on anyone's toes. Most existing programs are struggling with inadequate resources; use them for that part of the program they can do best, then develop additional program where it is needed. -A coordinated, community job program eases the pressure on employers, particularly smaller employers, who have been beseiged by requests from different job programs. It can provide the busy employer with a quick central source to find where to go for what. Two community programs -- Newark and Baltimore -- have published digests, summarizing information, individual names and numbers to contact on all job training programs in their areas: (Newark listed 38 such programs in its first publication).l/ Most community job programs 1 have raised local funds first, then gone after government -- or in some cases foundation -- grants for large-scale training programs. This process has been long and sometimes discouraging, but the "pioneers'" experience should help ease the way for those who follow. Some sources of technical help were suggested at the conference.~/ Community Job Programs Some cities, notably Indianapolis and Los Angeles, have started job programs as a purely business effort on the theory that if business bears full responsibility it will do the job better. However, these programs have relied heavily on cooperation with a network of social and community groups. See Par t II, page • See page (Resources) �- 38 - More cities -- among them Newark, Rochester, Buffalo, St. Louis, Baltimore, Huntsville, Alabama, Oakland, California -- have involved a broad cross section of the community (minority groups, social and government agencies, religious and civic leaders and others) from the start in developing and operating the ir progr_a ms. They believe that the urgent need for communication between these separate groups can only be met throu gh this kind of organization, which enables constant communication of problems , as se ssment of resources and a ssignment of specific re sponsibilities. -In Indianapolis the business-sponsored project got substantial job commitments from employers, recruited and tra ined hundreds of volunteers to wo r k with unemploye d as individua l counsellors, helping them t hr ou gh s cree ning, training , j ob pl a c eme nt and f o l l ow- up on t he j ob. Major busin e ss f irms c ontribute d interviewers, experimentally hired people who didn't meet regular st anda rds, and wound up k~eping many of them as permanent employees . The Chamber o f Commerce plans to continue sponsoring t he program •.!:/ -In Los Angel es a major effo r t involving thous ands of emp l oyers was started by the Ch amber of Commerce fo llowing the Watts riots, to work intensively on hiring , training, placement, counselling, motivation and ot he r pr obl ems, in cooperation with gove rnment and private job pro gr ams.1 / - In Newark , N. J., a working federation of bu siness and indu stria l l eaders , civil rights and other commun ity groups has already placed more than 5000 Negroes in jobs and is moving out from i n i t ial j ob pl ac eme nt into more complex problems of education , training and bas ic communit y needs .1/ -Rochester Jobs, Inc. is a recentl y forme d corporation with a similar broad representation of business and civic groups ( including the militant Negro "FIGHT" o rganization which has shaken up t he communi ty). It has secured an initial commitment of 15 0 0 jobs and initial funds from indust ry, and i s using members of civil rights and neighborhood organizations to recruit, counsel and help steer unemployed to training and jobs. While s tart ing with jobs, the Rochester organization is a lready committed to work on schools, hous ing and other community problems •!Y 1/ 11 11 11 See See See See Part Part Part Part II II II II page page page page 0 �- 39 - -Work Opportunities Unlimited (WOU) in St. Louis, has the presidents of the city's largest corporations on its Board of Directors with leaders of minority groups, unions and other community agencies. It has 5,000 job orders in a "Job Bank" and has placed about 1,800 people in one year of operation. The gap between the two figures illustrates the extensive programs of recruiting, screening, testing, counseling, training and supportive services needed to place most hard-core unemployed in jobs. WOU is using several government programs (particularly those of the Bureau of Apprenticeship Training, u. S. Department of Labor) and a number of closely coordinated local agencies for this complex job. I/ -The Opportunities Development Corporation in Buffalo is another broad, representative community organization, brought together by the city's Chamber of Commerce. It got an initial commitment of 1,000 jobs and $40,000 seed money from local industry, then developed a job training program which has received $3,000,000 in Federal grants. Of the first 400 people placed in jobs, 110 came directly off relief rolls. 11 l -In Oakland, California, business leaders helped form a tripartite organization of business, labor and minority representatives, which, in cooperation with the State Employment Service and other government programs has placed 3,000 people in jobs in the past 3 years. -In Baltimore, the Voluntary Council on Equal Opportunity, a bi-r a cial group composed of hea_d s of business and industry, e duc ation and bther civic groups, finds that the "interlocking" organizational memberships of its Board provide ne eded exchange of information, and project it into action on many community needs. Employer members started with equal employment and training programs in their own companies, then started v isits of "teams of two" substantial executives to ·o ther major executive s to promote the program. The Council h a s sponsored workshops for school counsellors and teachers, motiv ational programs to prevent drop- outs, and is moving t oward f urther cooperation with public schools, and vocational t r a ining pr og rams . It a lso aids " self-help" programs in the ghe t to , and pr ovides liaison for its members with a ll employme nt an d t raining programs in the area .1/ !/ 2/ 3/ See Part II page See Part II page See page (Resou rce s) �- 40 - -In Huntsville, Alabama, in the heart of the South, an employer's association has formed a working alliance with Negro and other citizen groups, public and private agencies to train Negroes for jobs, improve education at all levels, and support other basic community programs which contribute to making disadvantaged people employable. Top executives of major aerospace companies are active members of this association, which carefully analyzes and involves existing resources and programs, and continues to support and encourage these before it develops new programs for unmet needs.1/ Other Community Programs Following are activities indicating new business involvement .i n jobrelated community problems including education, transportation, housing, health, and welfare. Schools "Educators say 'we don't know what to do with business; they don't cooperate. They don't talk to us.' You say to them 'When was the last time you talked to business ? ; Well, we're waiting for them to come to us. .and business groups say 'Damned educators . . . they don't understand. '" William Flynn National Association of Manufacturers The growing conviction that business must take the initiative to bridge a great communic a tion gap with the schools is reflected in NAM's recent establishment of a special Education Committee. Job training programs were called only "remedial," "treating the symptom and not the disease", or as one Conference participant put it: "It is impractic al to allow public schools of this country to produce a product which you cannot use while you are paying for it." The most frequent complaints voiced at the Conference: -elementary and secondary school graduates do not have basic skills for present and future job needs . (In many cities high school graduates were termed "six th-grade readers . ") -vocational education is still training "buggy whip makers" and similar outmoded skills rather than for industry's increasingly technical needs . 1/ See pages Also Part II, Page �- 41 - -school counsellors and other school personnel are often totally uninformed about actual job opportunities in neighborhood communities; also, they are frequently preJudiced, and hold unfair "stereotypes" about industry or factory type jobs. Beyond these criticisms is recognized a fundamental mutual need of schools and industry to find new ways to identify potential skills and adapt them to changing situations. Some specific recommendations made to business: -Get on local school boards; become actively concerned with the qua lity of eleme ntary a nd secondary e ducation in communities from which you expe ct to draw employees. -Investigate your local vocational education programs; find ways to help develop curriculum, provide instruction and materials to relate these programs to your needs. -F i nd a systema t i c way of sha ring the busine ss world with educators, r a ther tha n the once-a-year "Career Day" t ype of opera tion. Traditionally, business has not bee n active on local school boards. It wa s sugge ste d tha t " companie s don't' want e x ecutives taking strong po l i tica l pos it i ons be c au se i t might inte rf e r e with public r e l a tions." But this attitude is changing: "I think we're going to s ee more businessmen on school boards; we do have a ccounta bility in this area," said Ra nda ll Klemme , Vice Preside nt of Mutua l of Oma ha, who ha s just be come the f irst businessman on t he Omaha s chool boa rd. Some examples of s ucce ssful coope r a tion of busine ss and e ducation: -Several year s ago , the employment mana ge r of Western El e ctr ic Company,._Kearny Works. looke d at the " gene r a l" h igh school curriculum. He fourid on l y l year of science , 1 year of math, and Industria l Arts courses featuring "Woodworking" a nd " Leathercraft. " His inves t igation l ed t o a pr ogram call e d "Narrowing the Distance . " �- 42 - First, principals of six high schools were invited to tour the plant and participate in extensive evaluation sessions, exploring present and future job needs. The immediate payoff: several new courses introduced the following fall in basic technology, applied physics, applied chemistry, and a new electronics lab. Western Electric then set up an eight-week summer intern program for school guidance counsellors, exposing them to industry at work and needed educational preparation. The company paid them the equivalent of their school salaries. Evaluations of the counsellors (like those of school principals) at the end of the session revealed immense changes in attitudes and concepts about industry job opportunities. Said one: "I'm stil 1 in a state of shock after my visits to the Princeton Research Center and Clark Plant where I viewed new technology and became aware of the tremendous implications that these developments have for the world of work." One "intern," the head of an Industrial Arts program at a nearby high school, has started to develop a radically new curriculum for his school, in which realistic vocational training is incorporated and related to the entire academic program. The school expects to get hel p from industry through provision of expert speake rs and a cooperative work-study program for s e nior students.1/ -The Jersey City Chamber of Commerce has conducted an in-service training program for teachers (for which they get regular credit) in which business and industry representatives describe varied vocational requirements in area industries. -Pacific Telephone and Telegraph Company's "Bridging the Gap" program brings high school counsellors and t eac hers to the company for workshops and up-to-date information of jobs, conducts plant tours and workshops for high school students and provides exhibits, films, talks, and discussion materials for schools. Illinois Bell Telephone Company has a lso conducted summer programs for counsellors and teachers at the company. 1/ A detailed report on these activities is given in the "Patterns of Participation," published by Western Electr ic Company, Kearny, N. J. �- 43 - -Denver's Plans for Progress Council and the University of Colorado sponsored a unique program in which high school counsellors spent one week in the streets experiencing daily problems of minority kids seeking jobs, then joined in seminars with industry personnel people to jointly explore job needs and job counselling problems.~/ -In Huntsville, Alabama, AHAC (an association of major employers) has become deeply involved in programs to improve schooling at all levels. AHAC has worked with local and state vocational education officials to develop new curriculum, and has provided instructors and teaching materials. It helped develop and write a proposal which won a $2.7 million Ford Foundation grant to fundamentally improve pre-school, first, second, and third grade instruction in Huntsville schools. AHAC members see this as a "long'-term investment." "It's hard to get qualified people to come South. We are growing our own" said Paul Klein, Manager of RCA Service Company.y Some questioned whether it was proper for business to "invade" the "ivory tower of educators" or whether it was possible to breach these "impregnable walls" of education. Businessmen who have been actively involved dismissed these fears. "The whole idea is so simple--it merely means getting together people who should be talking to each other." In Huntsville, · for example, bus.iness relations with school boards and city and county education officials have been excellent. "Their reaction was 'oh boy, industry people are taking an interest in education; they are going to tell us what they really need and are going to help us"' said Clinton Crace, IBM Manager in Huntsville. If educators try to defend outmoded systems, it was suggested that a few corporation heads sponsoring a study of local education could provide a most effective means of getting change. 1/ A report on this program is available in a reprint of "Maybe Tomorrow" published by MONITOR, Mountain States Telephone Company, Denver , Colorado. 2/ See Part II>Page �- 44 - Transportation: "The Jobs Are Leaving the People" "The city of Philadelphia is losing 9,000 jobs a year. .But metropolitan region employers are crying for workers at . • • skilled and semi-skilled levels . . . How does (the) man in the ghetto get to the jobs? . . . Regional transportation systems are oriented towards getting the suburban workers into the city to work and then back at home at night . . . The ghetto dweller may have to spend two to four -hours . • covering the same map distance his suburbanite brother covers in 45 minutes." Alvin Echols, Executive Director · North City Congress, Philadelphia This "Philadelphia story" was reported as a basic pattern throughout the country. For example, in Chicago job programs find it very hard to get unemployed youth to travel three hours daily to jobs offered at $1 . 90 per hour. Some urged that industry consider locating or re-locating operations in the cities where workers live; other s said this is not feasible, because industrial development would displace homes of poor minority families, or be prohibited by zoning and other restrictions. One participant said realistically: "We move where it's economic." Another added "and where there are good schools." In New Orleans, reported Charles Keller, a county-w ide government has started to revise zoning to provide industrial locations close to the central city, coupled with improved local transit. But most cities must contend with multiple political jurisdictions at their borders, making it much more difficult to plan comprehensive zoning and transportation . �- 45 - A few examples of employer efforts to improve transportation: -In Los Angeles, North American Aviation and several other large companies, individually or jointly, are providing bus transportation to bring central city ghetto residents out to jobs.y - In Long Island, New York, a company located in an industrial park with 134 other firms which employ 10,000 people and suffer a chronic shortage of unskilled and semi-skilled workers has helped start a pilot program of bus service from areas of high unemployment, aided by a federal grant. So far, employers, employees, and bus company are very pleased with the results.2/ Better transportation systems were recognized as an urgent shortterm need. However, some participants felt that the only long-range solution is available housing for minority workers, and all workers, at prices they can afford, near their jobs. Housing "Business is becoming very aware . . • that the question of jobs and education and housing are not seP,arate problems. They are related." Paul Stuber, Employment Practices Reynolds Metals Company "As we move to the suburbs and surrounding communities . . • housing must be found • . • where . . • jobs are." Edward W. Siebert, Civic Affairs Manager, Caterpillar Tractor Co. A number of large companies first became involved in housing discrimination problems when badly needed professional Negroes turned down job offers because they could not find suitable housing for their families. But a few companies and employer groups are now more actively involved in the problem of housing for workers at all levels. 1/ See Part II page See Part II page 2/ �- 46 - -When North American Aviation moved a large operation to Palmdale, California, "the only place Negroes lived was a little shantytown way outside . . . we had to talk to local business people, bankers, and real estate people. We said, "We're coming up here, we've got this kind of a work force, what are you going to do about it? Well, they began doing something about it. If whites can move to the suburbs, Negroes ought to be able to move there," said Dwight Zook. -The Caterpillar Tractor Company, largest single employer in the state of Illinois, has a~tively supported local and state fair housing legislation and has worked to involve other business and industry l eade rs in programs for ope n housing and e limination of slum housing . The compa ny a lso assures tha t housing lis ted by its transferred employees is available to all.1/ -When the Boeing Company in Seattle radically increased its employment last year from 60,000 to 90,000, it recognized that housing discrimination was a barrier to minority employment. The company set up its own l isting serv i c e , permitting any house, apartment, or lodg ing to be liste d wi t hout f ee providing i t wa s ope n without discrimination. The company got about 2,000 listings. Major expansion is finished, but the company is continuing the service. -Reynolds Metals Company opened a new plant in a deep South area whe r e no Negroe s lived . The compa ny first expl a ine d to the c i ty gove rnme nt a nd r eal esta t e pe opl e tha t Ne gro worke rs would be coming and asked their s upport a nd c oope r ation. "We are pl eas e d to say that we got it," s a id Paul Stuber , Reynolds Employment Practices Manager. Ne groes at various job levels were able to find suitable housing. " We think the pre -planning tha t went into this paid direct dividends. " -AHAC i n Huntsv i ll e, Al a bama, has a l s o he lpe d Negr o employee s get hou sing in wh ite areas . The Ass ociation has worked t o get more low cost r e nta l housing and public housing , t o reha bilita t e substandar d housing, and t o r e loc a te displ aced familie s. It organi ze d a committee r e pre se n ting t he Home Builders As socia tion,Boa rd of Realtors , Mortgage Ba nkers, Hou s ing Au t ho r ity, a nd others concerned to get action on t hese problems.I/ - I n Ch icago, as t he Conferenc e was meeting, thousands of bus ines smen were pa rt ic i pa t ing in a Good Neighbo r Proje c t, ho l ding workshops i n s uburban and metropol i t an Chicago areas to debunk myths and fe a r s a bout fal l i ng prope rty values a nd e n trance of minority fami l ie s i nto neighborhoods. The Pro j ect was sponsored by t he Leaders h ip Counc i l for Metropolitan Open Communities headed by Joseph Cook, President of the Illinois Be l l Telephone Company. 1/ See Part II page See Part II page 2/ �- 47 - But a participant commented that the involvement of business in housing problems appears to be still fairly limited, and not recognized as an essential, economic business factor. When General Electric Company took the case of a Negro engineer who had not been able to get a house in the Philadelphia area to the State Human Relations Commission, "we were told that this was the first time an employer in the State of Pennsylvania had made any statement . . • in the interest of fair housing," said George Lehman, of General Electric. Fair housing is not the only problem for minority workers. First and foremost, the Negro needs housing he can afford. Employers were urged to be more actively involved with basic landuse policies, zoning, and other political decisions in communities ) surrounding their plants. Alvin Echols, Executive Director of the North City Congress in Philadelphia, challenged businessmen to look at the inefficient way their tax dollar is used: .when high-rise public housing is constructed in the ghetto at a cost per unit of $21,000 or more for which you can build . . at least two $10,000 - $12,000 houses in suburban areas in this region." Echols warned that if suburban areas are zoned so that it is impossible to build low or middle-income housing, fair housing laws will be meaningless . Local political units pass restrictive measures making it impossible to build lower cost housing. Also, local mortgage requirements demand that a man have a minimum income of $6,000 to afford the lowest priced currently available housing . "That is a little less than $3.00 �- 48 - an hour. Can housing be built for lower income workers? Is rental housing available in your area?" he asked. Health and Welfare In communities where joint employer, or employer-community job programs have been established, health and welfare services have been involved in their organizational set-up, and used to help provide counsel and prepare disadvantaged for jobs. In Illinois, the State Chamber of Commerce actively supported a major increase in funds for the State Department of Public Aid, which has helped reduce relief case loads by providing needed counselling, training and supportive services for welfare clients to become self-sufficient workers. Employers have cooperated with the Department on job-training projects.y Health problems remain a major obstacle to reducing unemployment. William Robinson, Director of the Cook County Department of Public Aid, reported that the majority of those now on "General Assistance" in Chicago are there because of "emotional, physical, and psychological reasons . " Therefore, the work-training programs which his department has developed must have very intensive physical and mental health and other supportive services , and this means more staff, and more funds.2/ Day Care for pre-school children of unemployed women who want to get training and work is another major need. Some employers recalled the in-pl a nt day- care centers provided by industry during World War II , when women we r e a v ital labor source , and suggested that similar efforts might be c on side red again . 1/ See Par t II page 2/ See Par t II page �- 49 - -The KLH Company in Cambridge, Massachusetts, with a high percentage of women employees, discovered that child-care problems were a major cause of absenteeism. The company has just started an in-plant daycare program and is receiving funds for this pilot project from the Children's Bureau of the U. S. Department of Health, Education, and Welfare.1/ 1/ See Part II page �- so - THE BUSINESS-COMMUNITY ORGANIZATION Business is becoming increasingly involved in community social problems. Business-community job organizations are helping business meet its job placement problems. Such broad-based groups were seen as the most effective means to assure effective employment for the hard-core as well as effective community action on social problems obstructing such employment. -In Huntsville, Alabama, and Newark, New Jersey, the business-community organizations originally formed to work on jobs are already deeply involved with education, health and welfare, and housing.y -In Rochester, New York, the new community job program recognizes that its activities must be broadened in the future. A similar trend was reported by the Voluntary Council on Equal Opportunity in Baltimore. The Community Relations Program of the state-wide Associated Industries of Massachusetts has established liaison with, and helped coordinate, employment programs, and is now starting to work in other areas. Once communication among business, minority groups, schools, and social agencies is established through a regular working channel, the need for broader action becomes evident, and it is easier to start cooperative programs. Business-community organizations have started in different ways, but all appear to have these common essentials: -An initial core of dedicated, committed top business leadership, men who will go out to sell the idea to others. In some communities Plans for Progress firms supplied this core, in others the Chamber of Commerce; sometimes leadership was provided by just one or two top businessmen. 1/ See Par t II page �- 51 - -Effective communication and working involvement with genuine representatives of the minority community, and the complex of private, local, state, and Federal government agencies working on community social problems. -Full-time staff and budget. Although many groups started with ·volunteer services of business and community agencies, such as the Welfare Federation, all have found it necessary to provide fulltime staff once the program gets going. -Flexibility in organiz~tion and structure, enabling quick and effective response to problems as they arise, rather than fixed commitment to a single program. �- 52 - AN ACTION PROGRAM FOR BUSINESS AND INDUSTRY Business and industry shoul d be doing much more , right now, on job programs for unemployed and on related community problems, said Conference participants. Their s e nse of urge ncy was borne out by the summer's uphe avals in cities across the nation. What needs to be done, and how to go about it, may differ from community to community, and can best be developed by local leadership, participants s aid , but certain basic a c tions were suggested : -Review and activate an affirma tive equal employment program throughout your own comp a ny or corporation. Some specific recomme ndations and activities rep orted at the Conference:1/ Concentrate rec ruitment on t he 80% in the ghetto who can be ma de employable and provide a real reservoir of talent and ability,rather than the 10% who can find employment for itself ,or the 10% representing chronic problems. Develop new r ec ruitme nt systems. Let opportunit ies be known t hrou gh the use of r ecruiters and organizations in the ghetto . Develop ne w methods of sc r eening and testing prospective employees, taking into consider at ion the life experiences of the applican t. Expand on-the-job training. Downgrade job development programs which demand long periods of training prior to job opportunity. Consider setting some percentage for "higher risk" employees . Develop a c ouns e lling program for new emp l oyees. Initial counselling is important to help avoid pitfalls of high interest credit buying. Ghetto e mployees a lso face multiple proble ms in their lives which affect job performance. Housing, hea l th, l e gal, and other problems could be brought to an on-the-job counselor who could refer e mployees to appropriate service agencies in the community. The Counselor should monitor the way in which these agencies respond. This monitoring would have great impact on how agencies deal with the problems. Business contributions to community agencies justify active concern about the way they provide service. 1/ See Part II page for reports of company programs . �-53- Help develop credit unions, cooperative purchasing clubs, etc. which reduce employees ' need to rely upon exhorbitant credit demands often prevalent in the ghetto. Develop "worker sponsors " already on the job to help new workers master demands of their new job environment. Identify such worker sponsors and give them status. Institute rapid, short step promotions where possible. Good performance should be rewarded quickly rather than relying upon big jumps spaced over longer periods. Stimulate educational development of employers and reward it where possible by bending rules and employment policies. Provide new programs for rapid and cheap transportation to and from work. Support the work _of employees who attempt to improve their own neighborhoods and communities in their free time. Where appropriate, make small grants to local institutions in which these employees are involved. Assist development of new business within the ghetto. -Promote broader job efforts through trade associations, which can concentrate on employme nt problems common to their particular industry. Work throu gh associations of personnel administrators, industrial relations managers. Communicate successful action through publications of these groups and through company house organs. -Urge Schools of Business Administration to add course s dealing with the specific problems of qualifying and employing disadvantaged minorities. (A participant stated that no major business school has such a course today.) -Be come actively involved with the quality and content of educ at ion-elementary, secondary, and vocational--in your community. Serve on local school boards; establish a continuous relationship and interchange with vocational and counselling programs . -Use business influence and "muscle" to get housing--at convenient locations and at prices they can pay--for minority employees. Recognize that adequate housing is an essential factor to get and retain good employees. �- 54 - -Help organize a joint business community program. Consider the experience of communities which have found it most effective to start with a broad-based organization including minority group representatives, social and civic agencies, and others to plan and work on job and job-related programs.!/ Specific groups will differ in each community, but a program might start with: Chamber of Commerce, Plans for Progress Council, or other employer group. Representatives of minority organizations, such as NAACP, Urban League, CORE, and/or other local action groups, and neighborhood organizations which have real contact with minority residents. In some areas representatives of Puerto Rican, Mexican-American, or other minority organizations should be included. Social agencies with services and links to minority community: YMCA, neighborhood houses, churches, etc. Public agencies: local Employment Service, Board of Education, Welfare agency, Youth Opportunity Center, representatives of Mayor's office, local human relations commission, etc. Council of Churches, Ministerial Alliance and civic groups concerned with employment, training, and jobs. Some basic guidelines for a community program: -Find out what is being done; what needs to be done. -Organize to coordina te and support existing programs. -Develop new programs to fill major gap& -Use experience of other communities as a guide; call on public and private resources for advice and assistance;y utilize local resources. For example: A local university's urban affairs department can help research basic community needs in housing, transportation, health , etc. The university can also help develop training programs . 1/ See Part II page for reports on community job programs. 2/ See following page for some suggested resources. �- 55 - Manpower resources for job programs might include retired executives, retired office managers and supervisors, and retired foremen and craftsmen. RESOURCES The NATIONAL CITIZENS' COMMITTEE for COMMUNITY REIATIONS of the Community Relations Service is a central resource for information about community job programs and technical and financial assistance available from private and government sources. The Committee will provide: - Information about and referral to successful community programs - Consultation and technical assistance by task forces of private employer and/or Federal experts - Assistance in forming a business-civic organization - Guidance in developing regional conferences on job and job-related problems - Informat ion a bout relevant Federal programs Direct contact wi th proper Federal agency in Washington For assistance 1 contact Mr. Charles A. Tuller , Program Director , Nat ional Citizens' Committee, Community Relations Service, Washington, D. C. 20530 Tel: 202-386-6422 ~ A number of other resources for technical assistance on job programs and job-related social problems were identified at the Conference. is a brief listing, by no means all-inclusive: Following Private national organizations American Society for Training & Development Carl B. Kludt, Director of Community Affairs Program 4404 South Bixel Street Los Angeles, California 90054 Tel:213 - 482-4010 This professional society of industrial training experts has provided staff and technical assistance to community job programs in the Los Angele s area. It now offers to help other communities organize effective programs and financial support from private and government sources. 1/ For information on other programs mentioned in text, refer to Participant List a t the end of this section. �-56- The Board for Fundamental Education Dr. Cleo W. Blackburn, Executive Director 146 E. Washington Street Indianapolis, Indiana 46204 Tel:317-639-4281 A non-profit institution. Designs iR-plant basic education programs geared to company needs. Courses from illiteracy level to high school equivalency. Provides other services to help disadvantaged help themselves, such as pre-vocational counselling, education in consumer economics. Chamber of Commerce of the United States Mr. Richard L. Breault, Manager Community & Regional Resources Developnent Group 1615 H Street, N. W. Washington, D. C. 20006 Tel:202-659-6170 Consultation on job programs, community development programs and creating the business-civic organization. Film: "A Tale of Four Cities" (34 mins.) the Lead on Community Problems How Business is Taking _MIND (Methods of Intellectual Development) Mr. L. T. Knauff, Vice President 18 W. Putnam Avenue Greenwi c h, Connecticut 06 8 30 Tel:203- 86 9-1350 Originally developed by the NAM as a pilot basic education program to upgrade employees, this program is now a subsidiary of the Corn Products Company. It will conduct training programs or provide consultant service to help companies set up their own programs. Plans for Progress 1800 G St. N. W. Washington, D. c. 20006 Tel:202-961-5556 A small sta ff loaned by member companies,assists in organizing local merit employe/ councils and conducts local manpower development seminars. Literature on company "Plans" for equal employment opportunity . �-57- STEP (Solutions to Employment Problems) William Flynn, Director National Association of Manufacturers 277 Park Avenue New York, New York 10017 Tel: 212-826-2100 A continuing series of writte n case studies deta i ling how companies are meeting specific employment problems: training, re-training, upgrading, basic education, recruiting, etc. Staff assistance to aid businessmen and business-community organizations on job programs. Film: "The Bridge" (20 mins.) the Dropout Problem What Business Can Do to Help on �-58- Community Job Programs Listed are some of the organizations referred to in the report which should be able to provide details on structure, organization and program. Some may be able to give further assistance. Associated Industries of Massachusetts Walter Palmer, Director of Human Relations 4005 Prudential Tower Boston, Massachusetts 02199 Tel: 617-262-1180 Association of Huntsville Area Companies L. C. McMillan, Director 2205 E. University Drive Huntsville, Alabama 35805 Tel:205-539-8174 Business & Industrial Coordinating Council William A. Mercer Coordinator, 46 Branford Place Newark, New Jersey 07102 Tel:201-622-3750 Employment Opportunities Committee Indianapolis Chamber of Commerce Carl R. Dortch Exec. Vice-President 320 N. Meridian Street Indianapolis, Indiana 46209 Tel:317-635-6423 JOBS NOW Project C. Joseph Ehrenberg, Jr. Executive Director 1020 S . Wabash Avenue Chicago, Illinois 60605 Tel:312-922-3414 Los Angeles Merit Employment Committee Merl R. Felker, Chairma n Douglas Aircraft Company 3000 Ocean Park Blvd. Santa Monica, California 90406 Tel:213-399-9311 Opportunities Development Corporation Dr . Allan H. Bush, Executive Director 121 Ellicott Street Buffalo, New York 14202 Tel:716- 8 54-4060 �-59- Rochester Jobs Incorporated Edward Croft, Director Sibley Tower Building 25 North Street Rochester, New York 14604 Tel: 716-232-2600 Tri-Faith Employment Project Monroe Sullivan, Coordinator 116 South Michigan Avenue Chicago, Illinois 60603 Tel: 312-263-2558 Voluntary Council on Equal Opportunity Alfred P. Ramsey, Chairman 1901 Gas & Electric Building Baltimore, Maryland 21203 Tel: 301-752-5260 Work Opportunities Unlimited Mr. Fred Karches, Director 1700 South Second Street St. Louis, Missouri 63104 Tel: 314-Ma. 1-0929 �-60- FEDERAL AGENCIES FOR GUIDANCE AND FUNDING I. DEPARTMENT OF LABOR, Manpower Administration, Washington, D.C. 20210 ( AC 202) A. Bureau of Apprenticeship and Training - administers programs for the development, expansion and improvement of company sponsored on-the-job training programs to provide employees in the skilled crafts and trades. Some training costs are reimbursable. Program grants, technical assistance and printed materials are available for employers. CONTACTS: Mr. Hugh c. Murphy, Administrator • 961-2644 Mr. George W. Sabo, Deputy Administrator 961-2483 Mr. Robert C. McConnon, Director, Office of On-the-Job Training • • • • • • 961-5244 B. Office of Manpower Policy, Evaluation and Research - provides grants for experimental and demonstration programs involving new app roaches and innova tive techniques in such a r eas as recruiting, counseling, training and placement, which are suitable for action programs; include basic education and occupational training.~/ Grants, technical assistance and printed materials are available. CONTACT: Mr. Judah Drob, Chief , Division of Program Utilization, Office of Special Manpower Programs • . • • . . . • • • • • • • • • • 961-2232 C. Bureau of Work Programs - administers several employment-training programs through which employers can hire "participants" or serve as sub-contractors. Neighborhood Youth Corps - provides part-time work and on-the-job training for high school age youth fr om low-income f amilies, through gr ant s to local s ponsoring gro up s; a lso provides for training costs to private employers for OJT projects in which employers pay wages. Special Impact Program provides a work-training experience for persons 16 and over who are unemployed or member s of low-income families, via projects in and for poverty-stricken urban communities and neighborhoods , through grants to local sponsoring groups. 1/ OMPER also administers programs of indirect assistance to employers: a pilot program of relocation assistance allowances, of grants and loans , to involuntarily unemployed workers who can obtain jobs from employers in other localities; and a program of occup ational training and retra ining of persons in designated redevelopment areas, to qualify them for existing job vacancies, among other po sition s. Grants, technical assista n ce and printed materials are availabl e. �-61- New Careers Program and Operation Mainstream are adult work-training employment programs geared first toward positions in public service and ultimately to permanent positions in private industry as well, through grants to local sponsoring groups. (These programs are generally sponsored by public agencies, community action groups or private non-profit organizations.) CONTACTS: Dr. James F. Tucker, Director, Office of Operations • • • • • • • • • . • • • • 961-5545 Mr. Leonard Burchman, Director, Office of Public Affairs • • . • • . • 961-3784 (The best contacts for specific information on these programs are the seven Regional Directors of the Bureau, since grant decisions are made at this level, not in the Washington office.) D. II. Bureau of Employment Security - provides several information and technical assistance services to private employers through the United States Employment Service, operating through the state employment agencies: Community Employment Programs, Industrial Services, Farm Labor Services, Job Market Information, Smaller Community Programs, and Youth Opportunity Ce nters. Employers s hould contact the individua l state employment agencies which operate these programs or CONTACT: Miss Ruth Barth, Acting Director, Office of Information . . • • • • 961-2822 DEPARTMENT OF HEALTH, EDUCATION AND WELFARE, Washingt on , D.C. 20201 ( AC 202) A. Off i ce of Educa tion Division of Manpower Development and Training - in conjunction with the Manpower Administra tion , Depa rtment of Labor , administers gr ant s, contra cts , and technica l ass istance for bas ic educ a tion progr ams to a c c ompany on-the- job and cl ass room tra ining proje ct s, to sta t e agen c i e s and t o privat e indus try. CONTACT : Dr. Howa rd A. Matthews , Dire ctor , Div i s ion of Manpower Development and Tra ining . • • 963-7132 B. Socia l Re ha bilitation Serv i ce Bureau of Family Ser vices - administer s the Work Exper i e n ce Program thr ough whi ch ac tua l and potentia l we l fa r e r ecip ient s are provided with a comp rehensive ran ge of work ex peri e nce and trainin g, and �-62social and educational supportive services; to hire trainees from this program, employers should contact their local or state welfare agency through which grants are administered, or for basic information. CONTACT: Mr. Andrew Truelson, Chief, Office of Special Service, Assistance Payment Division. 963-3157 C. Welfare Administration Children's Bureau - administers several grant programs - appropriate for child day-care centers, to local and state welfare agencies. Employers can use these programs for the care of children of employees who cannot otherwise obtain care for them during working hours. (The local welfare agencies can also obtain funds from other sources, e.g., Headstart, appropriate for day-care centers.) Employers should request assistance directly from the local welfare agency. Program information is available from the HEW Regional Offices or CONTACT: Miss Gertrude Hoffman, Specialist on 963-5045 Day-Care Services • • • • • III. OFFICE OF ECONOMIC OPPORTUNITY, Washington, D.C. 20506 (AC 202) A. Cormnunity Action Programs - administers a grant program for demonstrations and unique experimental projects, appropriate for private industry participation, in the areas of manpower and education, among others. Employers should submit specific proposals and programs. (Regular manpower programs in OEO are administered through the Department of Labor.) CONTACT: Mr. Gerson Green, Director, Research and Demonstrations Division. • • • • 382-2737 B. Job Corps - provides a program of basic education, skill training and work experience for men and women ages 16 through 21. Employers can participa te in the program by hiring "graduates" of the Corps, or by contracting to establish and opera te a Corps Center. For hiring, employers with a single plant operation should contact their Regional OEO Office; those with larger operations . CONTACT: Mr. David Oestreich, Chief, Placement Division • • • • • • • • • • • • • 382-5312 For submitting proposals for operating Centers, employers should CONTACT: Mr. John Donohue, Chief of Procurement, Contracts Divis ion • • • • 382-3751 �-63IV.DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT, Washington, D.C. 20410 (AC 202) Metropolitan Development Urban Transportation Administration - administers a demonstration grant program and a capital grant program for studies and projects on the transportation needs for employment. Employers can participate in these projects by submitting proposals and requests to their local public transportation authorities which are the .official grant recipients in the programs. CONTACTS: Mr. Robert H. McManus, Director, Division of Project Development (for capital grants) .• 382-5374 Miss Hartley Campbell, Division of Demonstrations Programs & Studies (for demonstration grants) •..•.•.....•...•.......••.•• 382-3783 Model Cities Programs - low rent public housing Urban Renewal Projects. CONTACT: Mr. Elliot Roberts, Information Officer • • • •.. 393-4160 V. DEPARTMENT OF COMMERCE, Washington, D.C. 20230 (AC 202) Economic Development Administration - administers two programs in employers can participate : business loans are available to firms for building or expanding in designated EDA areas; and technical assistance grants are available on a limited basis to employers for funding certain employment projects. Loans and grants are awarded by the EDA Regional Offices; for general information . CONTACT: Mr. Morton Baill, Chief, Industrial Projects Division, Technical Assistance Office • ....... 967-2 8 12 �
- Tags: Box 7, Box 7 Folder 16, Folder topic: Community Relations Commission | 1967
- Record Created: April 18, 2017
- Record Updated: December 29, 2017