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8692d23086717fcc00dffb080363832d
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NFORMATION COPY - CITY OF ATLANTA
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City of fi tl an t ?Fulton Cou n ty
Gwinnett County
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~tr . Bobby Br i sendine
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Box 1 34
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Conyers, Georgia
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Mr. Bobby Brisendine
County Co~Jissioner
3/6/68
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INFORMATION COPY - CITY OF ATLANTA
oF CI Bia ik: © \
' e ir E
City of Atlanta _
Fulton County
Gwinnett County
Rockdale County
Mr. Bobby Brisendine
Box 134
Conyers, Georgia
Mr. Bobby Brisendine
County Commissioner
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483-8701
Zhe oa ZA Z, 3/6/68
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Title
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Box 3, Folder 11, Document 43
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/d1e2b35f9acfd59192b987dc3eb12aa2.pdf
fdf56e0e1e79e46b50520e682e5b3cfc
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INFORMATION COPY
CITY OF ATLANTA
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Ci ty 9 f At l anta
Ful to n Count y
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G_wi nnett County
Mr . W. Ray Morgan
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Gwi nnet t County Cou r thouse
Lawrencevill e , Georgia
963-4687
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W. Ray Morgan, Chairman
Gwinnett County Com,,1issioners
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3/6/68
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INFORMATION COPY - CITY OF ATLANTA
Bogs om, 1
APpetr a i
}
OFFICE OF ECONDMIG CPFORTUNITY
EXECUTIVE OF FICE GF THE PRESIOEN
WAS Ton, OC
Upon subm t cate OFO will pr eae foctacPana: out
such cech 1 > « te =“). Y z 5 Coxe ub i 3 belo be ewe
@S Prev c ire te bin Cc
1. Ac the present time we expege to designate and seek OEO recognition of:
Ko] The existing communis; action agency as the CAA fae our communicy.
(] A new public or privare non-profic agency as che CAA.
{] Our own g ment as the CAA
a) Ye r 1 pref ry decisions, 6 i tiles te Hase aon ee Fae
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3. Oclter jurisdictions that we are requesting to juin us in designating the CAA include:
J€Lty of Atlanta
Fulton County
Rockdale County
NAME OF S
Gwinnett County
Fri re ec aaeaea 7 wi
Gwinnett County Courthouse
Lawrenceville, Georgia 963-4687
Tyee b —.5 = —- eur eooit ~- i ep=sna7 =f pat
W. Ray Morgan, Chairman 3/6/68
Gwinnett County Commissioners Ji] began
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Title
A name given to the resource
Box 3, Folder 11, Document 42
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/4386501719b6e7041fb2fe3a643ad8a7.pdf
8266a2ca921b46c5e6697f4406857e1f
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COPY
FILE
CITY OF ATLANTA
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Mayo~ Ivan Allen,
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Atlanta, Georg ia
Iva n Alle n , Jr .
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Mayor
52 2-4463
3/6/68
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FILE COPY - CITY OF ATLANTA
ae Our own government asthe CAA,
y a J mere r o
[_} We have r “ peeli dec
2. The tercitory to be covered che CA
X] The same area;
3. Other jurisdictions that we are requesting to join us in
Seite eo ean Sy |
Gwinnett County
Rockdale County
‘City of Atlaz
MAME OF STATE OR LOCAL
ita
W
oewcue
Mayoz Ivan Allen, Jr.
NAME OF PEASOY TO COMTAG
City Hall
ABDRESS
Atlanta, Georgia 30303
Ivan Allen, Jr., Mayor
ugzency as the CAA.
: ; 5 me
e and see: OQEO recognition of:
as the CAA for our community.
BATE
aS
s below wi viewed
e applica ms.
ex en
ng we CAA inclad
522-4463
3/6/68
"
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The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Box 3, Folder 11, Document 41
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/d24604c5e05319c987245331dced5b81.pdf
1678e72b31df1cb88073926594f49eed
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I
JECOlV'OMIC OPIPORTf!JNJTY A7flANJtA
IN CORPORATE. P
IOI MARIETTA STR£ET 8LDG., ATLANTA
J
&EOR0IA 30303
TELE?HONE 525-4-262
March 5, 1968
The Honorable Ivan Allen, Jr., Mayor
City of Atlanta
City Hall
Atlanta, Ge or gia 30303
Dear Mayor Allen:
The 1967 Amendments to the Economic Opportuni t y Ac t r equire certain
procedure s t o assure that communi t y action a gencies respon s ible
f or programs f ina nce d by the Off ice o f Economic Opportuni t y are
designated by local governments to serve this purpose.
Economic Opportunity Atlanta, Inc . s e rves all of . Fulton , Gwinnett
and Rockd ale Countie s and the City o f At l a nta, including that
p o rtion o f Atlanta i n DeKalb County. This s ervice i s a res ult
o f authorization b y each o f the three counties a nd t h e City o f
Atlanta contained in substantially identical resolutions of the
gover ning bodies of each o f the four jurisdictions .
As a first s t ep i n t h is procedu re, each o f t h e f our jurisdic t i ons
should complete the attached CAP Form #69 , a statement of intention
t o designate a c ommunity action agency. To c ontinu e EOA as you r
age ncy , the f orm should be completed as indicated, o r o t h erwi se
a s p r ov ide d f o r i f you desire a cha n ge.
Nex t steps will pro vide that p ol itical sub-divisions within the
three counties be advised of your intention to name EOA as the
continuing c ommunity action agency; provision f or a public hearing on the matter; a nd an opport unity f o r individual political
sub- divisions not t o participate if they s o choose. Mr . Jim Parham ,
�Mayor Allen
March 5, 1968
-2-
Executive Administrator of EOA, and other members of our staff
will work with your representative to conform to these procedures
as simply as possible.
Your continued support and cooperation will be greatly appreciated.
Sincerely,
Chairman, Board of Directors
BJ/kd
Attachment
cc:
Mr. Jim Parham
�
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1
1
ECONOMIC OPPORTUNITY ATLANTA
INCORPORATED Pe ae
/Ol MARIETTA STREET BLDG. , ATLANTA, GEORG/A 30303 TELEPHONE 525-4262 ~~
March 5, 1968
The Honorable Ivan Allen, Jr., Mayor
‘City of Atlanta
City Hall
Atlanta, Georgia 30303
Dear Mayor Allen:
The 1967 Amendments to the Economic Opportunity Act require certain
procedures to assure that community action agencies responsible
for programs financed by the Office of Economic Opportunity are
designated by local governments to serve this purpose.
Economic Opportunity Atlanta, Inc. serves all of Fulton, Gwinnett
and Rockdale Counties and the City of Atlanta, including that
portion of Atlanta in DeKalb County. This service is a result
of authorization by each of the three counties and the City of
Atlanta contained in substantially identical resolutions of the
governing bodies of each of the four jurisdictions.
As a first step in this procedure, each of the four jurisdictions
should complete the attached CAP Form #69, a statement of intention
to designate a community action agency. To continue EOA as your
agency, the form should be completed as indicated, or otherwise
as provided for if you desire a change.
Next steps will provide that political sub-divisions within the
three counties be advised of your intention to name EOA as the
continuing community action agency; provision for a public hear-
ing on the matter; and an opportunity for individual political
sub-divisions not to participate if they so choose. Mr. Jim Parham,
Mayor Allen -2- March 5, 1968
Executive Administrator of EOA, and other members of our staff
will work with your representative to conform to these procedures
as simply as possible.
Your continued support and cooperation will be greatly appreciated.
Sincerely,
no fer hled he 3
OLsrHA UILLET C ES
Chairman, Board of Directors
BJ/kd
Attachment
cc: Mr. Jim Parham
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Title
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Box 3, Folder 11, Document 40
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/c410df43fd985ad6fe6ac390a030aedb.pdf
a8a675006dfd1ca9c14b5347c4bb4311
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A written representation of a document.
RUDER&FINN
I N C O R P O R A T E D
March 7, 1968
J AMES E. MOORE
GENERAi. MANAG ER OF SOU T H EASTERN OPERATJO NS
Mr. Dan Sweat
Office of the Mayor
City Hall
Atlanta, Georgia
Dear Mr. Sweat:
DuPree Jordan has referred to you the Proclamation
regarding Job Corps Week in Atlanta. This was the Proclamation worked out for Mayor Lindsay, of New York City.
We are planning for the Exhibition 11A Chance To Be
Somebody" to open at the Regency-Hyatt House on approx imately
August 16th and to run through September 1st. I assume it
would make sense for you to declare the week of August 19th
through 24th as Job Corps Week but the dates may be set, of
course, at your discretion.
We very much appreciate your cooperation and we are
quite hopeful of having s ome importan t national figures i n
Atlanta for the launching of our Exhibition and will again
n eed to call on your office for advice in e x tending inv i t a tions to a preview showing .
Sincer ely y ours,
, / J\\.,.,t..-& \.z___,
Mo ore
~
JEM/mj
cc:
Mr. DuPree J o rda n
Mr . Edward Sullivan, Manage r
The Regency- Hyatt House
RUDER & FINN INCORPORATED, SUITE 2015, 34 PEACHTREE STREET, N .W. 1 ATLANTA, GEORGIA , 30303, T EL . ( 404) 577-1600 AND ( 404) 577-1601
OF FICES : NEW YORK, CHICAGO, HOUSTON, LOS ANGELES, ST. LOUIS, SAN FRANCISCO, WASHINGTON, D. C., LONDON, ROM E
�
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JAMES E, MOORE March 7, 1968
GENERAL MANAGER OF SOUTHEASTERN OPERATIONS
Mr. Dan Sweat
Office of the Mayor
City Hall
Atlanta, Georgia
Dear Mr. Sweat:
DuPree Jordan has referred to you the Proclamation
regarding Job Corps Week in Atlanta. This was the Proclama-
tion worked out for Mayor Lindsay, of New York City.
We are planning for the Exhibition "A Chance To Be
Somebody” to open at the Regency-Hyatt House on approximately
August 16th and to run through September Ist. I assume it
would make sense for you to declare the week of August 19th
through 24th as Job Corps Week but the dates may be set, of
course, at your discretion.
We very much appreciate your cooperation and we are
quite hopeful of having some important national figures in
Atlanta for the launching of our Exhibition and will again
need to call on your office for advice in extending invita-
tions to a preview showing.
Sincerely yours,
CU WA \ Ro Ae
James E. Moore +
JEM/m>
cc: Mr. DuPree Jordan
Mr. Edward Sullivan, Manager
The Regency-Hyatt House
RUDER & FINN INCORPORATED, SUITE 2015, 34 PEACH TREE STREET, N.W., ATLANTA, GEORGIA, 30303, TEL, (404) 577-1600 AND (404) 577-1601
OFFICES: NEW YORK, CHICAGO, HOUSTON, LOS ANGELES, ST. LOLIIS, SAN FRANCISCO, WASHINGTON, D.C,, LONDON, ROME
Dublin Core
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Title
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Box 3, Folder 11, Document 39
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
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4df9df0d15750651fe573103d04e6800
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sournrnsr nrnm~Jtia. OFFICE
E )~E C UTIVE OFFICE 0-F TME PRE S IDEi'JT
ATLf1, lTP., GW RGF' 3030.J
March 5, 1968
Mr. James E. Moore
Ruder & Finn Incorporated
34 Peachtree Street, N.W., Suite ~015
Atlanta, Georgia 30303
Dear Jim:
Thank you for sending us a copy- of the Proclamation made by
Mayor John Lindsay in New York for the Job Corps display there.
We are passing this along to Dan Sweat in the Mayor's office here
in Atlanta, and we can always count on the fullest cooperation
from Mayor Ivan Allen, Jr. Unfortunately, as you know, the same
thing cannot be said of Governor Lester Maddox; indeed, we have
been told by our State OEO office that the Governor is very much
opposed to the Job Corps at this time and definitely would not
make any proclamation relative to such an occasion.
If we can provide any additional information or · assistance, don't
hesitat e to call on us.
Sincerely yours,
DuPree Jordan, Jr.
Public Affairs, Room 1130
730 Pea chtree Street, N.E.
,
�
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« +.
* . “
EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ECONOMIC
OPPL
* \ Fa | AGH E \/
HE ei
GHA EU t
Mr. James E. Moore
Ruder & Finn Incorporated
SOUTHEAST REGIONAL OFFIC
AYLANTA, GEGHGIA 3030
March 5, 1968
34 Peachtree Street, N.W., Suite 2015
Atlanta, Georgia 30303
Dear Jim:
Thank you for sending us a copy of the Proclamation made by
Mayor John Lindsay in New York for the Job Corps display there,
We are passing this along to Dan Sweat in the Mayor's office here
in Atlanta, and we can always count on the fullest cooperation
from Mayor Ivan Allen, Jr.
Unfortunately, as you know, the same
thing cannot be said of Governor.Lester Maddox; indeed, we have
been told by our State OEO office that the Governor is very much
opposed to the Job Corps at this time and definitely would not
make any proclamation relative to such an occasion,
If we can provide any additional information or assistance, don't
hesitate to call on us.
Sincerely yours,
DuPree Jordan, Jr.
Public Affairs, Room 1130
730 Peachtree Street, N.E.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Box 3, Folder 11, Document 38
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/a96a4f8aed614dd1644b32f2784cd9ea.pdf
a4ab9012daa1536163c9df93754dc279
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Transcription
A written representation of a document.
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~
ae
"
HAVE E XP tESSED THE x ATION: AL. WH. 1. OF THE E: KOPT. E “THROT GU ENAC TME NT or
THE ECONOMIC OPPORTUNITY ACT AND CREATION OF THE OFFICE OF ECONOMIC
OPPORTUNITY AS A MEANS TOWARDS ELIMINATING THE CAUSES OF POVERTY IN
THIS COUNTRY, AND i
THE JOB CORPS WAS ESTABLISHED AS AX INTEGRAL AND VITAL PART OF THE
NATIONAL ANTI-POVERTY PROGRAM, TO PROVIDE DISADVANTAGED YOUNG MEN
AND WOMEN WITH A CHANCE TO ACQUIRE THE SKILLS AND ATTITOCDES NEEDED
TO BECOME LCSEREFUL AND PRODUCTIVE MEMBERS OF THE COMMUNITY; AND
THE JOB CORPS HAS Reda h i VAL SERVICE TO THE PEOPLE OF THIS COUNTRY
AND THE PROPLE OF ', WIT THE UNITED EFFORTS OF LEADERS IN THE
_ FIELD OF COMMERCE AND ORGANIZED LABOR TO GIVE USEFUL EMPLOYMENT TO
THOUSANDS OF OUR CITIZENS; AND
A JOB CORPS EXHIBITION, SPONSORED BY LEADING INDUSTRIAL AND EDUCATIONAL b,1Ve8
ORGANIZATIONS OPENS TO THE PUBLIC 3 : x August |
CEXEER-OL-FHE-TIME-AND-LIEK-BEHSDING-NEM-YORK-CERY, WHICH WILL TELL THE Qe he
PRAMATIC eens OF THE JOB CORPS UNDER THE TITLE"A CHANCE TO BE SOMEBODY,’ Regency -
\van Ariane
oh Tou ‘MAYOR OF THE CITY OF NEA SORE, DO HEREBY PROCLAIM Byatt Howge
THE WEEK OF
SON CARO 21956, AS
Praqust 14-34 1408
"TOH CORPS WEEK"
PtoR SY TA
IN 3424 -LORIK-ErFPY AND URGE ALL CITIZENS TO SUPPORT THE COMMENUABLE
WORK OF THE TOB CORPS
IN WITNESS WHEREOF THAVE HERELNTO
SET MY HAND AND CAUSED THE SEAL. OF
THE CITY OF MEM—YORK TO TE APPRISED,
ON fate
{ “MAYOR, THE CITY ee
U «.
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Title
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Box 3, Folder 11, Document 37
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/45ae18139268bd2574ba7945d8022b4e.pdf
bc03f5869f00385b64bf6b3942fdc3b2
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,.
RUDER&FINN
INCORPORATED
JAMES E. MOORE
February 29, 1968
GENERAL MANAGER OF SOUTHEASTERS OPERATION S
Mr. DuPree Jordan
Office of Economic Opportunity
Southeast Regional Office
730 Peachtree Street, N. E.
Atlanta, Georgia 30308
Dear DuPree:
I have finally received a copy of Mayor Lindsay's
Proclamation and I believe that the same proclamation with
the obvious local and time changes will be fine for Mayor
Allen.
For the Governor I think we can use a very slight
rewording of this proclamation but omitting any ref~rence
to the Atlanta exhibition since his proclamation will be
for the entire state.
If you have any obj e ction to my submitting the
suggested copy to the Mayor -and the Governo_r ~ please let
me know early next week.
Best regards,
~cit e
I
/ j
I
James,.j, E. Moor e
J EM/m j
RUDER&. FI.--:N l t-:C'ORPORATED, SUITE 2015, 34 PEACIITREE STREI:T, N.W. 1 AT L,\ NTA, GE0\1GIA 1 30303, TEL. (-104) 577-1600 AND (404) 577-1601
OFl'ICES : NF.It' YORK, CII ICAC0 1 HOU STON, LOS ANGELES, ST. LO U IS, SAN FRANCISCO, WAS!IINGTON, O.C., LONDON, RO,\IE
�
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RUDER & FINN
INCORPORATED
JAMES E. MOORE February 29, 1968
GENERAL MANAGER OF SOUTHEASTERN OPERATIONS
Mr. DuPree Jordan
Office of Economic Opportunity
Southeast Regional Office
730 Peachtree Street, N. E.
Atlanta, Georgia 30308
Dear DuPree:
I have finally received a copy of Mayor Lindsay's
Proclamation and I believe that the same proclamation with
the obvious local and time changes will be fine for Mayor
Allen.
For the Governor I think we can use a very slight
rewording of this proclamation but omitting any reference
to the Atlanta exhibition since his proclamation will be
for the entire state.
If you have any objection to my submitting the
suggested copy to the Mayor and the Governor, please let
me know early next week.
Best regards,
James /E. Moore
JEM/mj
RUDER & FINN INCORPORATED, SUITE 2015, 34 PEACHTREE STREET, N.W., ATLANTA, GEORGIA, 30303, TEL. (404) 577-1600 AND (404) 577-1601
OFFICES: NEW YORK, CHICAGO, HOUSTON, LOS ANGELES, ST, LOLIIS, SAN ERANCISCO, WASELINGTON, D.C., LONDON, ROME
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Title
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Box 3, Folder 11, Document 36
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/67f5ab86a4ef90f07d912828b5847a24.pdf
c5a76fe7879bff3aff6fd1fab53b46c6
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EXECUTIVE OFFICE OF THE PRESIDENT
OFFICE OF ECONOMIC
()llll()l~TlJNITY
SOUTHEAST REGIONAL OFFICE
ATLANTA, GEORGIA 30303
March 5, 1968
Honorable Dan Sweat
Special Assistant to the Mayo~
City Hall
Atlanta, Georgia
Dear Dan:
Enclosed herewith is a copy of -a letter from Jim Moore
at Ruder & Finn, together with a copy of the Proclamation
made by John Lindsay for the Job Corps display in New York
City. I believe Moore has talked with you about this, but
if ·you have any questions don't hesitate to call us.
Best personal regards always .
£fairs , Room 1130
730 Peachtree Street , N.E .
�
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EXECUTIVE OFFICE OF THE PRESIDENT SOUTHEAST REGIONAL OFFICE
OFFICE OF ECONOMIC ATLANTA, GEORGIA 30303
OPPORTUNITY atid ib
Honorable Dan Sweat
Special Assistant to the Mayor
City Hall
Atlanta, Georgia
Dear Dan:
Enclosed herewith is a copy of a letter from Jim Moore
at Ruder & Finn, together with a copy of the Proclamation
made by John Lindsay for the Job Corps display in New York
City. I believe Moore has talked with you about this, but
if you have any questions don't hesitate to call us.
Best personal regards always.
DuPree
Public /
730 Peachtree Street, N.E,
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Title
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Box 3, Folder 11, Document 35
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
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12e58ca8c6928bc0420e8264239f559c
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C ITY OF ATLAN ~ -
-143.215.248.55 12:56, 29 December 2017 (EST)Jkrv
WHEREAS 1 the President of the United States and the Congress
have expressed the nati,onal will of the people through enactm~nt of the
Economic Opportunity Act and creation of the Office of Economi_c Opportunity
as a means towards eliminating the causes of poverty in this country; and
·l
WHEREAS, the Job C~rps was established as an integral and
vital part of the national 'Anti-Poverty Program, to provide disadvantaged
young men and women with a chance to acquire the skills and attitudes
needed to become useful and productive members of the community; and
WHEREAS, the Job Corps has provided a real service to the
people of this country and the pe9ple of Atlanta,, with the united efforts
of leaders in the field of commerce and organized · labor to give useful
employment to thousands of our citizens; and
WHEREAS, a Job Corps Exhibition, sponsored by leading
industrial and educational organizations opens to the public August 16, 1968
at the Regency-Hyatt House, which will tell _the dramatic story of the Job
Corps under the title "A Chance to be Somebody";
,
.,.
NOW 1 THEREFORE 1 I, Ivan Allen, Jr., Mayor of the City
of Atlanta, do h e r eby proclaim the w eek of August 19 - 24 , 1968
JOB CORPS WEEK
in Atlanta and urge a ll citizens to support the c·ommendable work of the
Job Corps.
IN WITNESS W HE REOF, I
have h e r eunto se t my h and
and cau se d the Seal of the
City of Atlanta to be affixed.
·l
·i
�
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te
CIry OF ATLANTA
Office of Ue Mayor
WHEREAS, the President of the United States and the Congress
have expressed the national will of the people through enactment of the
Economic Opportunity Act and creation of the Office of Economic Opportunity
as a means towards eliminating the causes of poverty in this country; and
WHEREAS, the Job Corps was established as an integral and
vital part of the national Anti-Poverty Program, to provide disadvantaged
young men and women with a chance to acquire the skills and attitudes
needed to become useful and productive members of the community; and
WHEREAS, the Job Corps has provided a real service to the
people of this country and the people of Atlanta, with the united efforts
of leaders in the field of commerce and organized labor to give useful
employment to thousands of our citizens; and
WHEREAS, a Job Corps Exhibition, sponsored by leading
industrial and educational organizations opens to the public August 16, 1968
at the Regency-Hyatt House, which will tell the dramatic story of the Job
Corps under the title ''A Chance to be Somebody";
-
NOW, THEREFORE, I, Ivan Allen, Jr., Mayor of the City |
of Atlanta, do hereby proclaim the week of August 19 - 24, 1968
JOB CORPS WEEK
in Atlanta and urge all citizens to support the commendable work of the
Job Corps.
IN WITNESS WHEREOF, I
have hereunto set my hand
and caused the Seal of the
City of Atlanta to be affixed. —-
Ivan Allen, Jrf/__.
Mayor
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Title
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Box 3, Folder 11, Document 34
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
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a7dc7b92231b42823f1bef3c6f2512b4
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Transcription
A written representation of a document.
I NFORMATION COPY - CI TY OF. AT LANTA
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Ci t y o f Atla n ta
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Fulton County
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Charlie Brown
165 Central Avenue , S.W .
Atla n ta, Georgia
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Charlie Brown, Chairman
Fu lton Count · Board of
Cornmissioners
57 2 - 2791
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INFORMATION COPY - CITY OF. ATLANTA
Apo }
eg aed ae pee
OFFICE OF ETONOMIC OPFOR ¥ |
EXECUT OFFICE OF THE PRESIDE |
NTs. 0.0.09 are
baa
mate = = t - me - — *“? 2
STATEMENT OF ING iG} Phe |
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A GCOMKU) : | ee ae | Site,
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such re ry $ ‘ cions be
as Brel.v
Fey SES : 2 5 GEO st A
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3: Other jurisdl ns f a: ¥ e > Jon u G
City of Atlanta le
Gwinnett County i“ Lhd
Rockdale County
Fulton County
ME OF 47aT +. eae ts Wee T
Charlie Brown
165 Central Avenue, S.W.
Atlanta, Georgia 30303
Charlie Brown, Chairman
Fulton. County Board of |
Commissioners
a
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Title
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Box 3, Folder 11, Document 33
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/e02900dd6deb23718f5ed3c7c33ef232.pdf
34b1439fab3e904a11efa10f27329bb8
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Feb!"Wl
Mr.
bert Bom,, Pre
. tlant
d
26
].968
t
Ch'lmber of C,.,,,.,,..,...,..,
c/ Arthur Andersen &
Bank of Georgia Building
Gla.Vl'ta,
D
eorg.
30303
Hr. Bo;; :
for your expreosi
or intereat in the
ta tJni
ity OEO
ti•
n~ Center · ah s to sponoor j ointl.y · th
of industry dur
the spr
o this
1r. CUrtis
k 11
ress
t int st in the progr
o.nd vtll be an 1nval
asset during th· planniJlis .
COJU"ercru::e which the Atl
l tc:r
b.c.l;>ing to
cont
de
Since ·
CC:d
•
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February 26, 1968
Mr, Albert Bows, President
Atlanta Chamber of Commerce
c/o Arthur Andersen & Company
Bank of Georgia Building
Atlanta, Georgia 30303
Dear Mr. Bows:
May I thank you for your expression of interest in the New
Careers Conference which the Atlanta University OFO Muilti-
Purpose Training Center wishes to sponsor jointly with
tives of industry during the spring of this year.
Mr. Curtis Driskell great interest in the program
amd will be an inval asset dwring the planning.
At a later date, we may wish to seek your assistance in
helping to encourage industry to be represented at the
conference.
The Multi-Purpose Training pore Will ateéemt to bring
together representatives from Commmity Action Agencies,
> and key govermental agencies in order to provide
orientation on the new careers antipoverty strategy.
Sincerely yours,
TILMAN C. COTHRAN
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Title
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Box 3, Folder 11, Document 32
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
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32dbb07ae9db52d23598271bc28f5456
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Transcription
A written representation of a document.
Atlanta Chamber of Commerce
P, 0, BOX 1740 -
ATLANTA, GEORGIA 30301 -
PHONE 1521-08415
February 21, 1 968
Dr. Tilman c. Cothran, Director
Multi-Purpos e Trainin g C nter
Atlanta University
Atlanta, Georgia 30Jl4
Dear Dr. Cothran:
Dan Sweat referred your correspondence
on an Atlanta New Careers Conference to me for
suggestions. As you are a member of the Chamber's
Task Force tor Full Employment , you are fully
a.ware of our vital interest in unemployment . The
N w Oar ers program is an excellent one, and the
Atlanta business community would profit from
furth r exposure to it .
I hope that yo~ will continue to work
closely with Curtis Driskell in planning the
Conference and offer you both the support and
encour gement of the Chamber of Commerce in your
efforts. Please keep us informed or your
progress and let me know if I c n be of any
ssist nee.
With best wi hes,
,,
Mr. Dan E. Swe t, Jr. /
�
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Atlanta Chamber of Commerce
P., ©. BOX 1740 — ATLANTA, GEORGIA 30301 — PHONE 521-0845
February 21, 1968
Dr. Tilman C. Cothran, Director
Multi-Purpose Training Center
Atlanta University
Atlanta, Georgia 30314
Dear Dr, Cothran:
Dan Sweat referred your correspondence
on an Atlanta New Careers Conference to me for
suggestions, As you are a member of the Chamber's
Task Force for Full Employment, you are fully
aware of our vital interest in unemployment, The
New Careers program is an excellent one, and the
Atlanta business community would profit from
further exposure to it,
I hope that you will continue to work
closely with Curtis Driskell in planning the
Conference and offer you both the support and
encouragement of the Chamber of Commerce in your
efforts, Please keep us informed of your
progress and let me know if I can be of any
assistance,
With best wishes,
Very truly yours,
bert J. ‘Bows
ces; Mr, Dan &, Sweat, Jr. a
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Title
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Box 3, Folder 11, Document 31
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/b6295697a5786275c549401b5b903c9d.pdf
4b443911e4fd0398165e8a121aa46a48
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Transcription
A written representation of a document.
TELE l HONE
To
fJk.£
Name
0
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Telephone No.
~
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ESSAGE
Wants you to call
Returned your ca ll
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Is here to see you
Came by to see you
Left the following message:
Date:_.;J.
_ /~
'------'-/ _ _ _ _ Time _
FORM 25 • 5
-
_ /_o_: _
- fo_
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re eek
sail HONE WESSAGE
re WYS | /
Name ‘ f= &o- Cit
Telephone No. JAG = wda Pages
)
eT Wants you to call [|] Is here to see you
[_] Returned your call [-] Came by to see you
(_]_ Left the following message:
De Pouts, Mlawkiw wee, te ww
Bun m% Danco nk tx. wots &
op ie te tale Mins Seg
hom. woh ype the Chasgs, Gpbaas f,
Gn Charente. Cplermin thom ux rb.
4 Gadd [phe rnsan
fitte Wh, Jlationwl? Chasoniatw
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Dates EE: p2 Time 40-#o a. a Tey
4 oe
By
FORM 25-5
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Title
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Box 3, Folder 11, Document 30
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/eb1f3f2a01f6be354094990ae346c04b.pdf
20dafd8452635bb8d082098d4a496d94
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A written representation of a document.
Febru a ry 20 , 1968
MEMORANDUM
To : Mayor Ivan Allen , Jr .
From: Dan Sweat
Dr. Maurice Dawkins, Assistant to Sargent Sh,:iver for Civil
Rights, will meet ln your office at 10:00 a. m. Monday to discuss
a Mo del Cities proposal which might be funded through OEO.
With him will be Jack Wood, National Association Ag inst
Discrimination in Housing; Bob Saunders, Civil Right Compliance
Offic r ., OEO Regional Offic ; Johnny Robinson; Johnny John on;
nd my lf.
DS:fy
cc: Mr. Johnny John on
Mr. Johnny Robinson
�
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February 20, 1968
MEMORANDUM
To: Mayor Ivan Allen, Jr.
From: Dan Sweat
Dr. Maurice Dawkins, Assistant to Sargent Shriver for Civil
Rights, will meet in your office at 10:00 a.m. Monday to discuss
a Model Cities proposal which might be funded through OEO.
With him will be Jack Wood, National Association Against
Discrimination in Housing; Bob Saunders, Civil Rights Compliance
Officer, OEO Regional a Johnny Robinson; Johnny Johnson;
and myself.
DS:fy
ce: Mr. Johnny Johnson
Mr. Johnny Robinson
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Box 3, Folder 11, Document 29
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/72bbc5896f821dfcdfffd332adb8a896.pdf
3d6885b7bd98659245e1f66a73a81fe8
Scripto
Transcription
A written representation of a document.
February 27, 1968
Mi·. Tom Cochran
Office of Economic Opportunity
1200 -19th Street, N. W.
R oom 703
Was hington, D . C. 20 506
Dea r Tom:
I want to thank you again fo r the fine show you put on for
Sargent Shriver on his visit to Atlanta.
In the three or four visits by Mr. Shriver here that I have
been involved in things have not always gone as smoothly
as they did on this visit . I am sure th t ev ryone else is
in a greement with me that your handling of the various
aspects of the visit as done v ry professionally and in a
responsible manner.
I have had several comments from th pre s noting that it
was a real relief to have a person with your attitude
organizing a visit for a high-ranking Fedel' 1 offlci 1.
Too often advance men to more h rm th n good.
Enclos dis
k y ehaln which you wer lnt rested in from
the M ayor. Let us know if we c n b of any help to you in
the future,
S incerely your ,
D an S w at
DS: fy
�
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
February 27, 1968
Mr. Tom Cochran
Office of Economic Opportunity
1200 - 19th Street, N. W.
Room 703
Washington, D. C. 20506
Dear Tom:
I want to thank you again for the fine show you put on for
Sargent Shriver on his visit to Atlanta,
In the three or four visits by Mr. Shriver here that I have
been involved in things have not always gone as smoothly
as they did on this visit. I am sure that everyone else is
in agreement with me that your handling of the various
aspects of the visit was done very professionally and in a
responsible manner,
I have had several comments from the press noting that it
was a real relief to have a person with your attitude
organizing a visit for a high-ranking Federal official.
Too often advance men to more harm than good.
Enclosed is a key chain which you were interested in from
the Mayor. Let us know if we can be of any help to you in
the future,
Sincerely yours,
Dan Sweat
DS:fy
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Title
A name given to the resource
Box 3, Folder 11, Document 28
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
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https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/1cea7e1bc1348c8764590d2cde4e77ee.pdf
6084b8d23e9761eb254dae710321485a
Scripto
Transcription
A written representation of a document.
I
NEW CAREERS IN INDUSTRY
Frank Riessman, Ph.D.
Director.
New Careers Dev<a::::.opment Center
and
Lita Paniagua
Associate Resea:cch Scientist
New Careers Training Laboratory
New Yo:rk University
Nov~mber 1967
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INTRODUCTION
• I
"Why not say we must train a million unemployed
a year £or un£illed jobs that already exist?"
I
Bernard Asbell asks this cogent question in The New Improved
American,* an analysis of the profound technological changes taking place in the United States.
American paradox:
He was referring to a puzzling
an acute shortage 0£ workers coexistent with an
acute shortage of jobs.
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While industry spends billions seeking out and training skilled
and pro£essional personnel, it also bears the costs 0£ a high ratio
0£ employee turnover, and helps to cover the huge losses caused
to society through massive unemployment and underemployment 0£ the
unskilled.
The solution of these problems has become an urgent
concern 0£ private enterprise in America.
A New Careers program £or industry would embody Mr. Asbell's
pract ical point 0£ view.
The p r ogram's goal:
the creation or a
r ich resource 0£ industry-oriented, highly skilled manpower, the
reduction of personnel tur nover, and the reduction 0£ unemployment
i
among t he low skilled.
Its method :
e xpansion or new approaches
t o manpowe r rec :r ui tment, t r a i n i ng and , educat ion alrea dy being
utilized by p riva t e enter prise , plus s tr uc t uring of visible oppor1
tunities £or p r omoti on , upgrading and horizonta l mobili ty £or all
I
workers.
I
A New Careers mode l £or indus try would require:
McGraw-Hill, New York,1965, p.43.
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1.
Entry level positions in which workers can be immediately
productive.
j
2.
Training iinl'ilediately available and intricately connected
to these entry positions.
3.
A visible career ladder between these entry positions
and higher positions within the job hi~rarchy.
4.
Releuant training and education £or higher positions
directly available through the job.
5.
Sharp integration o.f training and education, because
education is decisive £or any major advancement.
6.
The responsibility .for packaging this training to be
undertaken by industry (or. by a subcontracted training
resource), rather than le.f ·t to the wo:i:'ker.
�NEW CAREEl~S IN INDUSTRY
Private enterprise has moved to the forefront in the search
for new designs th~t will close the gap between the shortage o:f
I
skilled manpower and the millions of joble£s.
Traditional methods of personnel recruitment are not producing
the workers industry needs fast enough and in su:f£icient numbers,
and the cost o:f the persistent e££ort to £ind adequate help is high:
The New York Times estimates the yearly volume o:f its helpwanted classified and display ads at $30 million. The Los
Angeles Times' volume in help-wanted ads -is around $34.
million.
An officer of the New York Assn. o:f Personnel Agencies estimates that 85% of all jobs listed by private employment agenciE>s in New York City include payment of the agency fee by
the employer. "Comparable high percentages of fee-paid jobs
would be found in other major cities", the officer said.
"Many agencies will not even list an opening unless the fee
is paid by the employer. It's a worker's market." (The
average fee is 10% of the first month's salary.)
A survey 0£ hiring costs paid by 17 firms in the Rochester,
N. Y. area (9 manufacturing and 8 non-manufacturing firms)
indicates a total over 3 months (June and November, 1965 and
February, 1966) of $278,000, with 2/3 of this amount reported
by the manufacturing companies, and the balance by the nonmanufacturing. Average cost per hire was $222 for manufacturers and $138 £or non-manfacturers. 1
i
Spurred by the urgency of' their requirements, business firms
invest heavily in improving the skills ' and knowledge of their
employees with educational and training programs:
"· • • In 1965 3usiness Week estimated a total amount of
$18 billion and Fortune gave a higher figure of $2~ billion
(spent by private industry in this area). More recently,
it has been estimated that industry spent $17 billion in
1 966 in this area. 11 2
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Natl . Indus tria l Con ference Boar d Record, "Hiring Cos t s ", New York,
-:J,-a_:i_u_a_r_y_,--:l-::9,-6'"'7=--.----..;._-------""---,.12NAM Re port s , Natl. ! Assn. of Manufa cture r s , June 19, 1967.
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A portion o:f these amounts was allocated to training programs
designed to tap the unutilized potential of the nation's unskilled,
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underemployed and unemployed labor force.
Private enterprise has
also begun developing innovative techniques of recruiting and hiring
so as to bring the disadvantaged into the labor market.
All indications point to the need for accelerating the drive
to produce workers with sophisticated know-hoy.,.
11 • • • The importance o:f developing solutions to unemployment
problems is • • • significant in light of projections of job
needs to 1975 as prepared by the Bureau of Labor Statistics:
while our population will increase by 16%, the labor force
will increase by an estimated 20% to include 94.l million
workers. 11 1
11 • • • About 230,000 skilled and 350,000 semi-skilled workers
are expected to b e needed each year to replace those who
re·ti:re or die." 2
Following are some manpower needs projected to 1975 1 based on
studies that include patterns of demand and consumer purchasing,
technological development, new products and industries. 3
Millions o :f Worlcer s Needed by 1975 and Employed in 1964
Manuf a cturing
Professional 8, Technical
Technicians, draftsmen, etc.
Craftsmen, foremen, etc.
Clerical
Sales
1975
1964
23
13
1.4
11.5
17.3
14
10.7
4.5
5.6
a.5
.825
9
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1Natl. Assn. o f Manu:factureres , op. C1 t.
2 cc~up8.tional Outlook Hn.ncl1)oo k 1 Bull. I 14 50 ., U. s. Dept. of Labor,
1966-67, PP• 363-364.
I
3compiled from Monthly Labor Review, March-April, 1965 1 u. s. Dept.
of Labor, reprint 2462.
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In the face of such existing and :future needs, unemployment
is intolerable.
Nevertheless, the millions wl10 languish without
work continue to burden the economy and scholars, legislators,
'
civic organizations and the press consistently diagnose the frustra-
tions of the unemployed as a leading cause of social disruption.
Concern over the lack o:f work for the disadvantaged and the
ancillary social ills this causes has brought forth many proposals
£or emergency measures.
The business community has become increas-
ingly involved in the discussion and on August 2~, 1967 the Urban
Coalition (a grouping of more than 800 community and business leaders
£rom throughout the
u. s.) called £or the creation of at least one
l
million "meaningful and socially useful" jobs.
The intent 0£ the emergency measures suggested is laudable,
but such proposals do not £ocus the problem so directly as does
Bernard Asbell's apt phrase:
"Why not say we must t rain a million
unemployed a year :for unfilled jobs that already exist?"
This approach establishe s a one-to.;,one relationship between
i
industry's demand for s killed workers I and the lack o:f work :for
1 The term "meaningful" must be .def ined in two directions . From the
employer's viev.;point meanmg[..il work must supply a real need to his
organization , help him to ma..~e a prof it and not be subject to
turnover o f personnel.
From the employee's viewpoint, meaning:ful work must do more than
pay a wage. It must motivate him to ,remain on the job by giving
him a sense of achievement and digni t y, realistic opportunities
for steady advancemenjc and the assurance 0£ permanent employment
and continuing employability.
'
Socially useful work produces goods and services, promotes a higher
standard of living, provide s fisca l ~evenue , creates stability, and
.furthers the goals o.f society. Make ..:vJOrk and dead -end jobs accomplish
.few of these aims, except temporarily ,1 principally because they do
not encourage permanence; do not motivate the worker beyond achieving more than his weekly wage; do not build morale and loyaltyo
�-4-
the unemployed.
As noted above, many firms are already actively
exploring this direction.
However, most programs do not yet go
I
far beyond equipping the workers to function at the semi-skilled
and entry level.
Until now there has not been a complete step by
step linking of training and education from basic skills and knowledge to the highly skilled and middle management positions.
To fully achieve such integration it is necessary to create
I
a practical program that will develop appropriate motivation in
the unemployed or underemployed people so that they will not only
accept entry level positions, but also become via education and
training a reservoir of manpower for the middle line skilled,
administrative, technical and even professional positions.
A design for creating a New Careers program in industry for
those now unskilled would utilize the availability or training for
those thousands of openings as the incentive, the motivational
impetus to bring the disadvantaged into the labor force.
Xerox
Corporation discovered in a recent experiment that good incentives
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can attr a ct unsuspect ed numbers of per sons re a dy and willing to wo r k:
,hen Xer o x a nnounced that skill training and basic e ducation
were available in its Project Step-Up, it found among the
applicants four times as many persons who did not need the
t raining than those who did, and was able to hire them
imme d i ately a s r egular e mploye es.I
1 Telephone interview with J . '.les t brook MacPh e r son, ACSH, Manpo wer
Resour c e s Admini s t rat o r , Xer ox Cor p. , Ro che ster , N.Y. This would
s eem t o s uppo rt a st a t ement by econ omist Char l e s Killing s worth:
"• • • it seems prcbable that impr cving employment prospects wou ld
tend t o pull more people into the labor market and • • • raise the
labor force participation rate." (Testimo ny before Senate Subcommission on Empl oyment and Ma npower Sept. 20, 1963.)
0
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THE NfaJ CAREERS MODEL
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As a solution to unemployment and the dire shortage of skilled
and professional f Orkers in the public sector, the New Careers
approach was introduced with the passage of the Nelson-Scheuer
Amendment in 1966.
This legislation provided for the hiring, job-
training and education of nonprofessionals by the public service
agencies in the fields of health, education and welfare.
Under its
provisions, persons hired from the disadvantaged community work as
auxiliary personnel and can receiv2 time off from their jobs for
education and training which will equip them to qualify for more
responsible positions.
All job classifications within the parti-
cipating pub lie agencies are to be "careerized", that is redefined
and restructured so that employees may move upward gradually toward
semi-professional and professional levels as they acquire experience
and the necessary high school and academic education arld credentials,
part of which can be obtained during job time.
The New York City Board of Education is developing career
lines for its teaching personnel. A program of advanced
trai ning and education v,i th released time from the job to
attend cl ass es will enable entry-level teacher aides (nonprofessionals hi red from the disadvantaged community) to
adva nce to assistant teacher, teacher inter n and certified
teacher, with more responsibilities and higher salaries at
each level. The Board has made !special arrangements with
local colleges and universi t ies so that the auxiliaries will
receive training, education and academic credit .
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.
In the private sector a similar iNe w Car eers p r ogram c ou ld be
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es t a b lished with funds cont r i buted b ~ government o r pr i vat e fou n da1
t ion s t o such fi rms as de sired fin a n cial ai d.
require the f o llo wi ng:
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Th e model wo uld
�-6l.
Entry level positions in which workers can be immediately
productive.
2.
Training ilJlI!lediately available and intricately connected
to these entry positions.
3.
A visible career ladder between these entry positions
and higher positions within the job hierarchy.
4.
Relevant training and education for higher positions
directly available through the job.
s.
Sharp integration of training and education, because
education is decisive for -any major advancement.
6.
The employer (or a subcontracted training resource) to
be responsible £or the packaging of this training and
making it av21.ilable to the worker, rather than leaving
the respons:i.bili -.:::11 for acquiring training and education
up to the individual effort ofeach worker.
In a sense the career incentive program would be directed
toward the disadvantaged job candidate who asks,
11
,Jhy should I take
this dead-end beginning job which is boring, dirty ·and doesn't go
anywhere?"
The educational provisions would include making is possible
for the employee to acquire basic knowledge (the 3 R's), high
'
school equivalency and industry-related higher education leading
I
to academic degrees.
Education would take place, in part, during
I
working hours with time released from the job for attending classes.
The employee could adv.ance to semi-skilled , skilled or middle management and administrative positions as ,heacquired education and training provided by the company , and demdnstrated his capabilities.
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Funding for firms unable to carry the full costs of partici-
'
pating in the program might be provided by government or private
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-7foundations.
Such funding would contribute toward entry level
salaries, the special training and education programs, and outside
technical assistance on such matters as setting up career line
structures, providing supportive services, etc.
l
Private enterprise would have full autonomy on all aspects
of administering su~h a proqram, including selection of personnel,
development of training methods and educational curricula, choice
of outside technical aid, if any is desired, and other components.
INDUSTRY EXPLORES NE,J GROUND IN MANPO;!ER DEV~LOPMENT
An interesting experiment in job-training with funds supplied
by government and private industry is under way at
vestern Electi:ic
Co., in Kearny, N. J.:
The u. s. Departments of Commerce, Health and Labor contributed $1 million and ten private companies contributed
$340,000 to '..Jestern Electric's pilot training project which
began operation in January, 1967. Each week 40 persons
from the disadvantaged community are enrolled for a rotating
9 week course in basic education and technical skills to
qualify for en'try jc'!)s in the metal industries.
Instruct·o rs
in basic educa~ion are supplied by the New Jersey State Dept.
of Education and technical training is imparted by experts
from the industry. Trainzes receive $41 per week while training, plus $5 per dependent. To 'd ate (Oct., 1967) 361 persons
have completed the course and 216 have been hired by 70
companies in the Newark area. A spokesman for :,Jestern
2lectric believes that the program will continue permanently,
with increasing participation by 1 private firms. He said,
" ;e're telling them 'come on in, the water's fine'"•
1 Funding arrangements might be worked ! out on a scale of 90% of the
above costs for the first year, with '. decreasing percentages in the
following years, moving on toward 0% 1at some later point.
Such a
procedure is followed . by public service agencies and government
under the New Careers Program in the public sector .
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Al though the ,!es tern Electric project is limited to preparing
the trainees to qJalify only for entry jobs, this experiment might
easily be expanded to include bot~ higher skill training and education to provide the industries of the area with a more specialized
source of manpower.
Even middle-size companies can benefit from facilitating
educational opportunities to employees, as has been demonstrated
by another program in the New Jersey -area:
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.Jellington Printing Industries of Trenton, N. J. has found
it practical and e~onomical to establish an educational
incentive program which covers tuition and text-book costs
(and tutoring when necGssary) for its eraployees who wish
to obtain elementary, high school and college education.
At present 10% of the 400 employees participate, and larger
enrollments are expected in the coming term. Total cost
to the company is considered "negligible". Business Manager
Nathan Mayer says:
"Some of our men have been able in only
two years to acquire a high school diploma and _go on to
college. Some who started as helpers on a machine crew two
years ago now work as foremen. The program has supplied us
with permanent, capable workers, and we plan to expand it."
11 :e put the program into effect not from a desire
ne adds:
to perform good works, but as a practical solution to our
problem of not being able to find the skilled help we need."
,Jellington Industries also decided to discard conventional
I
methods of hiring.
I
Most applicants for entry positions are under-
educated and unskilled.
Mr. Mayer says:
"We decided to adopt the
policy of hiring on a first come, fir~t served basis and to eliminate the costly and often meaningless , effort spent on interviewing
and testing.
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Although he may be a capable, willing worker, a job
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applicant from th", disadvantaged population may not know how to
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make a good impres,si.on in a:n intervieyv , and a poor previous work
record may indica~e only that he had t ot had sufficient motivation
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in the past to remain on a job.
Our assumption is that a man who
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is willing to work can be motivated to become a permanent employee
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and to upgrade himself for positions that are increasingly valuable
to himsel.f and to us."
Although the .!ellington employees now attend school on their
own time, the company's interest in helping them acquire an education and the visible opportunities £or promotion have motivated an
encouraging number 0£ workers to take on the often dif:ficult task
of attending classes.
It is logical to s~ppose that with time on
the job available for education a much larger number of workers
would participate.
Other companies make education available to their employees
on company time:
The DuPont Company recently completed its first experiment
in providing basic education to its under-educated employees.
Language skills wer e taught on company time to 46 veteran
employ-aes who are now e ligible to take skill-training courses
offered by GnPont. Thes e CO'l,;.rses are given to unskilled
enployecs after 'they have passed an initial period of familiarization in the firm's labor pool. Instruction is on
company time, two full days weekly. Trainees study at their
o wn pace, with ·the help of a su.pe:?:visor who answers specific
questions. After col"lplcting the training, the e.!llployces
work in the division f or which they have prepared.
Jorkers·
can upgr ade thc~selves to perform higher s k ills leading to
foreman positions by attending technical schools of their
o wn 1:ime, but with aid from the company on tuition.
The Pn::2.r0id Corpo:.:-ation of Cambridge, Mass. offers courses
to it.5 e:upl oyees ranging fr om bas~c English and conversational
Russ .L::\ .1 4~o polymer chemistry.
( There is no acade.nic credit
•
•
g1.,;1-~;·:
. .":<,C
th.ase co·;;irses. )
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I~ wou.l-3 seem f~asi!:>1:e i!\ each instance to link the instruction
offered so that employees could ob-tain ,accredited education and higher
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skills to qualify t ? em for positions r , quiring more education and
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expertiseo
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The programs developed by private enterprise in working with
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the under-educated are not limited
tq
heavy or- manu£acturing
!
industries.
'
Serv~ce institutions, such as banks, have also £ound
it worthwhile to reach out to the disadvantaged £or recruiting
workers and £acilitating education to them on the job.
Chase Manhattan Bank established a job-training program
in 1964 £or high school s~udents £rom the ha~d-core poverty
areas. Many 0£ the trainees are potential drop-outs and
have police records. Students entering the program at the
junior year of high school receive 2l months 0£ basic education and instruction in banking and £inance. They attend
classes at the bank from 2 to 5 p.m. daily and are paid
$1.86 per hour. They continue to attend high school during
the morning. Aft-2r g:cadua·i:ion they are hired for entry
clerical positions. They may go on to college on their own
time, with aid ~rom the bank via its tuition refund program.
Xerox Corporation's Project Step-Up was another valuable demonstration of the response of the poor to a program that links education to employment.
Project Step-Up was created to explore the fe a sibility of
recruiting, hiring, training and giving remedial education
to persons from the underprivileged community. The program
was postulated on two basic assumptions:
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1.
It is good business, one that e nhances the pro£itmaking apparatus.
2.
The company could cut a clear path for itself to a
realistic solution for one of the nation's most complex
problems: HovJ to open up skilled employment oppor tunities to the unemployed. j
Many of the trainee s had police records, b ad credit ratings
and spotty emp loym8nt hist o ries. i To qualify for training they
had to be unemployed or underempioyed, receive substantially
less than a pas s ing score on the ! company's regular employment te s ts and not have finished high school.
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The 19 week training period took place during the day-shift
working hours.. 40% of the time was for classroom instruction,
and the rest for work and informal counseling to support the
new learning and adjustment to supervision and work ruleso
Trainees were paid an hourly rate slightly below that for
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regular new employees and were eligible for all company
benefits. Al~ the trainees completed the program and
qualified for regular employment.
I
Foremen reported that trainees adjusted well and met
all standards. Xerox officials were impressed by the
trainees' commitment, their perseverance and their overall
reaction to the training, the work environment and to
other employees. The regular employees strongly supported
the program.
A Xerox spokesman said that the program was economical because
aside from the men who were trained, the company was able to hire
immediately four times as many applic<L,ts who did not need training.
Furthermore, he said, the company feels the program paid for itself
with the new knowledge gained as to methods of recruiting and motivating disadvantaged employees.
These techniques will now be
applied by Rochester Jobs, Inc., an organization of 70 firms in the
area which will act as a non-profit public service agency to hire,
counsel and train workers from the underprivileged community.
Many other firms in the U.
s.
have found that providing basic
education to t heir employees is a worthwhile investment and that
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t he cos t is not high.
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A b a sic literary program utili z i ~ g audio - visual techniques
developed by MI ND ( Met hods of In -tellectual Development ,
subsidiar y of Corn Product s, Argo, Ill.) costs $24 0 per
per son , i f admin i stered by t he f irm purchasing the service ,
or $450 if adminis t e re d b y MIND . 1 Ac a demic escalat i ons
of 4 gr a d e l e v els ean b e achieved with under - educ a t ed adult s
in 1 60 hour s of MI ND's basic educat ion p r ogram .
The c ost of e?ucat i ng a per son f , r us eful work whi ch will convert him fr om a recipient o f relief
pri s ingly low:
(
...
~t o a tax-pay e r ma y be s ur-
�-12A literary program established by the Chicago Board of
Jelfare demonstrated that teaching reading and arithmetic
skills to a person for five years costs less than his
relief checl<l for a single month.
Providing educational and specialization opportunities to upper
echelon personnel has long been an established practice in private
enterprise and many different types of models exist from the outright granting of leaves of absence and fellowships for postgraduate
study to intensive short-term courses.
National Training Laboratories reports that since 1956
more than 3,000 top and middle executives have been sent
by their companies to NTL c0nters in Maine, Florida and
Arizona to acquire proficiency in working with the complex
human problems inherent in the management process.
The American Foundation for Management Research has heavy
advanced bookings for its Management Learning Center where
companies send teams of their top executives for intensive
training in problem solving via the team approach. ·
It would seem that with the tremendous demand for managers and
professional personnel forecast for the years ahead, it would be
to the best interest of private enterprise to expand its facilities
I
for upward education a nd mobility so ,that the potential of the now
i
lesser s kille d c a n b e tapped.
A report by Sibson & Co., New York management consultants,
predicts that by 1984 there will be openings for 2 million
top e x ecu~ives as comp a r e d to sqo,ooo now.
I
,-Ji th careful though t, programs to c areer ize t h e i ndus t rial
job
I
stru cture fr om t h e production l e v e l Throug h t he management lev el,
via a lin k ing of education , s k ill t r aining and p r omot i onal op por1
tunities, cou ld we l l redound in eno rmo u s benefi ts to priv ate business
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and society.
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MO~E REALISTIC TRAINING
The high cost of personnel turn .over plagues private enterI
prise. Many firm? have attempted to solve this problem by fraction-
I
ing jobs, employing moonlighters or part time workers, all of which
solutionshave impermanence implicit in their very nature.
Part of the reason for the excessive turn over rate is the
lack of realistic advancement opportunities for the entry worker
who has no clear paths to the middle and higher level positions.
Careerizing the industry and providing career-oriented incentives
including training and education would introduce the necessary motivation both prior to the job and on the job to fill these positions
C
and recruit the necessary employees. ,
Training programs not directly tied into job opportunities have
not been entirely successful.
After trainees have been taught
skills, it has often been :found that there were no jobs available
£or those skills.
In other words, training has not been realistic.
A comment on a government-sponsored training program, recently
!
issued by the AFL-CIO Executive Councf l
illustrates this danger:
I
"The government's training program provides for training,
with payment of allowances up to · t ·wo years. Unfortunately,
the present emphasis is often on training programs for jobs
which are dead end as well as low wage. Moreover, as long
as present training allowances remain as meager as they now
are, fe w workers, especially heads of £amilies, can afford
to forego the opportunity for immediate employment even a t
loVJ wages -- :par t icularly if the~ e is no assurance o:f a
job at t he end of the training p k riod . The government ' s
p r ograms should be l inked wi t h job placement , when t r a i n I,
i n g is compl~ted . • • 11 1
I
r
fr
1
1 stateme nt on t h e U b an
Se pt. 12, 1 967 ..
c··
ri s i s ,
.' I
hd , ,. Jas hing
·
.mi me o rape
ton,
n.c.,
�,-
I
-14-
1
It appears logical that private enterprise is especially well
I
suited to train and educate workers, since it knows exactly what
positions must be !:filled and what is needed to :fill them.
In the
words o:f the National Association o:f Manu£acturers:
"• • • we should realize that the goals of an effective
manpower policy should be to develop a more effective
American work force; to create jobs which utilize abilities,
and to match people and jobs efficiently • • • Industry has
not only the expertise to achieve superior results, but it
also has the vital interest in full utilization of human
resources."
,Jith the training unde:::taken by industry as part of a careerized program, not only would trainees be more precisely matched
I
to available openings, but would also be immediately productive
·i
I
and would know that as they im~rove their skills they can step
. I
into more rev,arding jobs.
As we have seen, many segments of a career incentive approach
already exist in the creative projects, undertaken by private enterprise.
An integrated New Careers Program for industry would pack-
age advantageously techniques for recruiting the workers and providing motivation via skill training, ~ducation and clearly structured
upgrading opportunities to create new f ources of manpower, reduc~
l
labor turnover and combat unemployment.
. .
I . f rom a New Careers proThere are a number o f additional
gains
gram in the private sector:
I
,Jorkers vtlll be able to move up cim
their o wn industri j s as well as acquir i training enabling them to
move to ot her indu+ rie s and to the p J lic sector if they so desire.
C
iNAM Reports, June
I 9,
1967.
I
I
I
I
l
I
I
I
�, ,--,
I
\ __,
.
-15-
The program will provide new taxpayers and consumers, thus increasing aggregate
c.
C
FR ,LP: jet
'.
~ 'I
f
it will reduce wel.fare expenditures.
�
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
NEW CAREERS IN INDUSTRY
Frank Riessman, Ph.D.
Directox
New Careers Development Center
and
Lita Paniagua
Associate Research Scientist
New Careers Training Laboratory
New York University
November 1967
INTRODUCTION
"Why not say we must train a million unemployed
a year for unfilled jobs that already exist?"
Bernard Asbell asks this cogent question in The New Improved
American,* an analysis of the profound technological changes tak-
ing place in the United States. He was referring to a puzzling
American paradox: an acute shortage of workers coexistent with an
acute shortage of jobs.
While industry spends billions seeking out and training skilled
and professional personnel, it also bears the costs of a high ratio
of employee turnover, and helps to cover the huge losses caused
to society through massive unemployment and underemployment of the
unskilled. The solution of these problems has become an urgent
concern of private enterprise in America.
A New Careers program for industry would embody Mr. Asbell's
Practical point of view. The program's goal: the creation of a
rich resource of industry-oriented, highly skilled manpower, the
reduction of personnel turnover, and the reduction of unemployment
among the low skilled. Its method: expansion of new approaches
to manpower recruitment, training and education already being
utilized by private enterprise, plus structuring of visible oppor-
tunities for promotion, upgrading and horizontal mobility for all
workers.
A New Careers model for industry would requires
“veGraw-Hill, New York ,1965, p.43.
le
wi im
Entry level positions in which workers can be immediately
productive.
Training immediately available and intricately connected
to these entry positions.
A visible career ladder between these entry positions
and higher positions within the job hierarchy.
Relevant training and education for higher positions
directly available through the job.
Sharp integration of training and education, because
education is decisive for any major advancement.
The responsibility for packaging this training to be
undertaken by industry (or by a subcontracted training
resource), rather than left to the worker,
EW CAREERS IN INDUSTRY
Private enterprise has moved to the forefront in the search
for new designs that Will close the gap between the shortage of
skilled manpower and the millions of jobless.
Traditional methods of personnel recruitment are not producing
the workers industry needs fast enough and in sufficient numbers,
and the cost of the persistent effort to find adequate help is high:
The New York Times estimates the yearly volume of its help-
wanted classified and display ads at $30 million. The Los
Angeles Times' volume in help-wanted ads is around $34
million.
An officer of the New York Assn. of Personnel Agencies esti-
mates that 85% of all jobs listed by private employment agen-
cies in New York City include payment of the agency fee by
the employer. "Comparable high percentages of fee-paid jobs
would be found in other major cities", the officer said.
"Many agencies will not even list an opening unless the fee
is paid by the employer. It's a worker's market." (The
average fee is 10% of the first month's salary.)
A survey of hiring costs paid by 17 firms in the Rochester,
N. Y. area (9 manufacturing and 6 non-manufacturing firms)
indicates a total over 3 months (June and November, 1965 and
February, 1966) of $278,000, with 2/3 of this amount reported
by the manufacturing companies, and the balance by the non-
manufacturing. Average cost per hire was $222 for manufacture
ers and $138 for non-manfacturers.
Spurred by the urgency of their requirements, business firms
invest heavily in improving the skills and knowledge of their
employees with educational and training programs:
". »« » In 1965 Business Week estimated a total amount of
$18 billion and Fortune gave a higher figure of $24 billion
(spent by private industry in this area). More recently,
it has been estimated that industry spent $17 billion in
1966 in this area."2
1
Natl. Industrial Conference Board Record, "Hiring Costs", New York,
January, 1967,
2NAM Reports, Natl. Assn. of Manufacturers, June 19, 1967.
=25
A portion of these amounts was allocated to training programs
designed to tap the unutilized potential of the natinn's unskilled,
underemployed and unemployed labor force. Private enterprise has
also begun developing innovative techniques of recruiting and hiring
so as to bring the disadvantaged into the labor market.
' All indications point to the need for accelerating the drive
to produce workers with sophisticated know-how,
",. . « The importance of developing solutions to unemployment
problems is. . . significant in light of projections of job
needs to 1975 as prepared by the Bureau of Labor Statistics:
while our population will increase by 16%, the labor force
will inerease by an estimated 20% to include 94.1 million
workers "1
",. . « About 230,000 skilied and 350,000 semi-skilled workers
are expected to be needed each year to replace those who
retire or die."2
Following are some manpower needs projected to 1975, based on
studies that include patterns of demand and consumer purchasing,
technological development, new products and industries. 3
Millions of Workers Needed by 1975 and Employed in 1964
1975 1964.
Manufacturing 23 17.3
Professional & Technical 13 8.5
Technicians, draftsmen, etc. 1.4 »825
Craftsmen, foremen, etc. 12S 9
Clerical 14 10.7
Sales 5.6 4.5
INatl. Assn. of Manufactureres, op. cit.
2Q0ecupational Outlook Handbook, Bull. 1450., U. S. Dept. of Labor,
1966-67, pp. 363-364.
“compiled from Monthly Labor Review, March-April, 1965, U. S. Dept.
of Labor, reprint 2462.
=3=
In the face of such existing and future needs, unemployment
is intolerable. Nevertheless, the millions who languish without
work continue to burden the economy and scholars, legislators,
civic organizations and the press consistently diagnose the frustra-
tions of the unemployed as a leading cause of social disruption.
Concern over the lack of work for the disadvantaged and the
ancillary social ills this causes has brought forth many proposals
for emergency measures. The business community has become increas-=
ingly involved in the discussion and on August 24, 1967 the Urban
Coalition (a grouping of more than 800 community and business leaders
from throughout the U. S.) called for the creation of at least one
million "meaningful and socially useful" Fe
The intent of the emergency measures suggested is laudable,
but such proposals do not focus the problem so directly as does
Bernard Asbell's apt phrase: "Why not say we must train a million
unemployed a year for unfilled jobs that already exist?"
This approach establishes a one-to-one relationship between
industry's demand for skilled workers and the lack of work for
tone term "meaningful" must be defined in two directions. From the
employer's viewpoint meaningful work must supply a real need to his
organization, help him to make a profit and not be subject to
turnover of personnel.
From the employee's viewpoint, meaningful work must do more than
pay a wage. It must motivate him to remain on the job by giving
him a sense of achievement and dignity, realistic opportunities
for steady advancement and the assurance of permanent employment
and continuing employability.
Socially useful work produces goods and services, promotes a higher
standard of living, provides fiscal revenue, creates stability, and
furthers the goals of society. Make-work and dead-end jobs accomplish
few of these aims, except temporarily, principally because they do
not encourage permanence; do not motivate the worker beyond achieves
ing more than his weekly wage; do not build morale and loyalty.
the unemployed, As noted above, many firms are already actively
exploring this direction, However, most programs do not yet go
far beyond equipping the workers to function at the semi-skilled
and entry level. Until now there has not been a complete step by
step linking of training and education from basic skills and know-
ledge to the highly skilled and middle management positions.
To fully achieve such integration it is necessary to create
a practical program that will devélas appropriate motivation in
the unemployed or underemployed people so that they will not only
accept entry level positions, but also become via education and
training a reservoir of manpower for the middle line skilled,
administrative, technical and even professional positions,
A design for creating a New Careers program in industry for
those now unskilled would utilize the availability of training for
those thousands of openings as the incentive, the motivational
impetus to bring the disadvantaged into the labor force. Xerox
Corporation discovered in a recent experiment that good incentives
can attract unsuspected numbers of persons ready and willing to work:
hen Xerox announced that skill training and basic education
were available in its Project Step-Up, it found among the
applicants four times as many persons who did not need the
training than those who did, and was able to hire them
immediately as regular employees,1
1Telephone interview with J. ‘jestbrook MacPherson, ACSiJ, Manpower
Resources Administrator, Xerox Corp., Rochester, N.Y. This would
seem to support a statement by economist Charles Killingsworth:
",. 6 e it seems prcbable that imprcving employment prospects would
tend to pull more people into the labor market and. . ~« raise the
labor force participation rate." (Testimony before Senate Sub-
commission on Employment and Manpower, Sept. 20, 1963.)
=Sia
THE NEW CAREERS MODEL
As a solution to unemployment and the dire shortage of skilled
and professional workers in the public sector, the New Careers
approach was introduced with the passage of the Nelson-Scheuer
Amendment in 1966, This legislation provided for the hiring, job-
training and education of nonprofessionals by the public service
agencies in the fields of health, education and welfare. Under its
provisions, persons hired from the disadvantaged community work as
auxiliary personnel and can receive time off from their jobs for
education and training which will equip them to qualify for more
responsible positions, All job classifications within the parti-
cipating public agencies are to be "careerized", that is redefined
and restructured so that employees may move upward gradually toward
semi-professional and professicnal levels as they acquire experience
and the necessary high school and academic education add credentials,
part of which can be obtained during job time,
The New York City Board of Education is Geveloping career
lines for its teaching personnel. A program of advanced
training and education with released time from the job to
attend classes will enable entry-level teacher aides (non-
professionals hired from the disadvantaged community) to
advance to assistant teacher, teacher intern and certified
teacher, with more responsibilities and higher salaries at
each level, The Board has made special arrangements with
local colleges and universities so that the auxiliaries will
receive training, education and academic credit.
In the private sector a similar New Careers program could be
established with funds contributed by government or private founda-
tions to such firms as desired financial aid, The model would
require the following:
nO
i Entry level positions in which workers can be immediately
productive.
2. Training immediately available and intricately connected
to these entry positions,
3. A visible career ladder between these entry positions
and higher positions within the job hierarchy.
4. Relevant training and education for higher positions
directly available through the job.
Se Sharp integration of training and education, because
education is decisive for any major advancement,
6. The employer (or a subcontracted training resource) to
be responsible for the packaging of this training and
making it available to the worker, rather than leaving
the responsibility for acquiring training and education
up to the individual effort ofeach worker,
In a sense the career incentive program would be directed
toward the disadvantaged job candidate who asks, "Why should I take
this dead-end beginning job which is boring, dirty and doesn't go
anywhere?"
The educational provisions would include making is possible
for the employee to acquire basic knowledge (the 3 R's), high
school equivalency and industry-related higher education leading
to academic degrees. Education would take place, in part, during
working hours with time released from the job for attending classes,
The employee could advance to semi-skilled, skilled or middle manage-~
ment and administrative positions as heacquired education and train-=
ing provided by the company, and demonstrated his capabilities,
Funding for firms unable to carry the full costs of partici-
pating in the program might be provided by government or private
=7=
foundations. Such funding would contribute toward entry level
salaries, the special training and education programs, and outside
technical assistance on such matters as setting up career line
1
structures, providing supportive services, etc.
Private enterprise would have full autonomy on all aspects
of administering such a program, including selection of personnel,
development of training methods and educational curricula, choice
of outside technical aid, if any is desired, and other components.
INDUSTRY @XPLORES NE.J GROUND IN MANPO'JER DEVELOPMENT
An interesting experiment in job-training with funds supplied
by government and private industry is under way at Jestern Electiic
Co., in Kearny, N. J.:
The U, S. Departments of Commerce, Health and Labor contri-
buted $1 million and ten private companies contributed
$340,000 to Western Electric's pilot training project which
began operation in January, 1967. Each week 40 persons
from the disadvantaged community are enrolled for a rotating
9 week course in basic education and technical skills to
qualify for entry jcbs in the metal industries. Instructors
in basic education are supplied by the New Jersey State Dept.
of Education and technical training is imparted by experts
from the industry. Trainees receive $41 per week while train-
ing, plus $5 per dependent. To date (Oct., 1967) 361 persons
have completed the course and 216 have been hired by 70
companies in the Newark area, A spokesman for ‘Jestern
Glectric believes that the program will continue permanently,
with increasing participation by, private firms, He said,
"le're telling them 'come on in, the water's fine'",
lrunding arrangements might be worked out on a scale of 90% of the
above costs for the first year, with decreasing percentages in the
following years, moving on toward 0% at some later point, Such a
procedure is followed. by public service agencies and government
under the New Careers Program in the public sector,
-3—_
Although the jJestern Electric project is limited to preparing
the trainees to qualify only for entry jobs, this experiment might
easily be expanded to include both higher skill training and educa-
tion to provide the industries of the area with a more specialized
source of manpower.
Even middle-size companies can benefit from facilitating
educational opportunities to employees, as has been demonstrated
by another program in the New Jersey area:
lellington Printing Industries of Trenton, N. J. has found
it practical and economical to establish an educational
incentive program which covers tuition and text-book costs
(and tutoring when necessary) for its employees who wish
to obtain elementary, high school and college education,
At present 10% of the 400 employees participate, and larger
enrollments are expected in the coming term. Total cost
to the company is considered "negligible". Business Manager
Nathan Mayer says: "Some of our men have been able fin only
two years to acquire a high school diploma and go on to
college. Some who started as helpers on a machine crew two
years ago now work as foremen, The program has supplied us
with permanent, capable workers, and we plan to expand it,"
He adds: "'e put the program into effect not from a desire
to perform good works, but as a practical solution to our
problem of not being able to find the skilled help we need,"
‘lellington Industries also decided to discard conventional
methods of hiring. Most applicants for entry positions are under-
educated and unskilled. Mr. Mayer says: "We decided to adopt the
policy of hiring on a first come, first served basis and to elimi-
nate the costly and often meaningless effort spent on interviewing
and testing. Although he may be a capable, willing worker, a job
applicant from the disadvantaged population may not know how to
make a good impression in an interview, and a poor previous work
record may indicate only that he had not had sufficient motivation
-O=
in the past to remain on a job, Our assumption is that a man who
is willing to work can be motivated to become a permanent employee
and to upgrade himself for positions that are increasingly valuable
to himself and to us."
Although the ‘Jellington employees now attend school on their
own time, the company's interest in helping them acquire an educa-
tion and the visible opportunities for promotion have motivated an
encouraging number of workers to take on the often difficult task
of attending classes. It is logical to suppose that with time on
the job available for education a much larger number of workers
would participate.
Other companies make education available to their employees
on company tima:
The DuPont Company recently completed its first experiment
in providing basic education to its under-educated employees,
Language skills were taught on company time to 46 veteran
employees who are now eligible to take skill-training courses
offered by DuPont, These courses are given to unskilled
employees after they have passed an initial period of fami-
liarization in the firm's labor pool, Instruction is on
company time, two full days weekly, Trainees study at their
own pace, with the help of a supervisor who answers specific
questions, After completing the training, the employces
work in the division for which they have prepared, Jorkers
can upgrade themselves to perform higher skills leading to
foreman positions by attending technical schools of their
own time, but with aid from the company on tuition,
The Polareid Corporation of Cambridge, Mass. offers courses
to its enployees ranging from basic English and conversational
Russiaa to polymer chemistry. (There is no academic credit
Giv«i: Tar these courses, )
It would scem feasible in each instance to link the instruction
offered so that employees could obtain accredited education and higher
skilis to qualify them for positions requiring more education and
expertise,
-10=-
The programs developed by private enterprise in working with
the under=educated are not limited to heavy or manufacturing
industries, Service institutions, such as banks, have also found
it worthwhile to reach out to the disadvantaged for recruiting
workers and facilitating education to them on the job.
Chase Manhattan Bank established a job-training program
in 1964 for high school students from the hard-core poverty
areas. Many of the trainees are potential drop-outs and
have police records. Students entering the program at the
junior year of high school receive 21 months of basic educa-
tion and instruction in banking and finance, They attend
classes at the bank from 2 to 5 p.m, daily and are paid
$1.86 per hour, They continue to attend high school during
the morning. After graduation they are hired for entry
clerical positions. They may go on to college on their own
time, with aid from the bank via its tuition refund program.
Xerox Corporation's Project Step-Up was another valuable demon-
stration of the response of the poor to a program that links educa-
tion to employment,
Project Step-Up was created to explore the feasibility of
recruiting, hiring, training and giving remedial education
to persons from the underprivileged community. The program
was postulated on two basic assumptions:
1. It is good business, one that enhances the profit-
making apparatus.
20 The company could cut a clear path for itself to a
realistic solution for one of the nation's most complex
problems: How to open up skilled employment oppor=
tunities to the unemployed,
Many of the trainees had police records, bad credit ratings
and spotty employment histories,’ To qualify for training they
had to be unemployed or underemployed, receive substantially
less than a passing score on the company's regular employe
ment tests and not have finished high schcol,
The 19 week training period took place during the day=shift
working hours, 40% of the time was for classroom instruction,
and the rest for work and informal counseling to support the
new learning and adjustment to supervision and work rules,
Trainees were paid an hourly rate slightly below that for
ee Tse
regular new employees and were eligible for all company
benefits, All the trainees completed the program and
qualified for regular employment,
Foremen reported that trainees adjusted well and met
all standards, Xerox officials were impressed by the
trainees' commitment, their perseverance and their overall
reaction to the training, the work environment and to
other employees, The regular employees strongly supported
the program,
A Xerox spokesman said that the program was economical because
aside from the men who were trained, the company was able to hire
immediately four times as many applicants who did not need training.
Furthermore, he said, the company feels the program paid for itself
with the new knowledge gained as to methods of recruiting and moti-
vating disadvantaged employees. These techniques will now be
applied by Rochester Jobs, Inc., an organization of 70 firms in the
area which will act as a non-profit public service agency to hire,
counsel and train workers from the underprivileged community.
Many other firms in the U. S. have found that providing basic
education to their employees is a worthwhile investment and that
the cost is not high.
A basic literary program utilizing audio-visual techniques
developed by MIND (Methods of Intellectual Development,
subsidiary of Corn Preducts, Argo, Ill.) costs $240 per
person, if administered by the firm purchasing the service,
or $450 if administered by MIND. Academic escalations
of 4 grade levels e@an be achieved with under-educated adults
in 160 hours of MIND's basic education program.
The cost of educating a person for useful work which will cone
vert him from a recipient of relief nto a tax-payer may be sur-
prisingly lows
-l2-
& literary program established by the Chicago Board of
lelfare demonstrated that teaching reading and arithmetic
skills to a person for five years costs less than his
relief check for a single month,
Providing educational and specialization opportunities to upper
echelon personnel has long been an established practice in private
enterprise and many different types of models exist from the out-
right granting of leaves of absence and fellowships for postgraduate
study to intensive short-term courses,
National Training Laboratories reports that since 1956
more than 3,000 top and middle executives have been sent
by their companies to NTL centers in Maine, Florida and
Arizona to acquire proficiency in working with the complex
human problems inherent in the management process.
The American Foundation for Management Research has heavy
advanced bookings for its Management Learning Center where
companies send teams of their top executives for intensive
training in problem solving via the team approach,
It would seem that with the tremendous demand for managers and
professional personnel forecast for the years ahead, it would be
to the best interest of private enterprise to expand its facilities
for upward education and mobility so that the potential of the now
lesser skilled can be tapped,
A report by Sibson & Co., New York management consultants,
predicts that by 1984 there will be openings for 2 million
top executives as compared to 500,000 now.
Jith careful thought, programs to careerize the industrial job
structure from the production level through the management level,
via a linking of education, skill training and promotional oppor-=
tunities, could well redound in enormous benefits to private business
and society.
=-13—
MORE REALISTIC TRAINING
The high cost of personnel turn over plagues private enter-
prise, Many firms have attempted to solve this problem by fraction-~
ing jobs, employing moonlighters or part time workers, all of which
solutionshave impermanence implicit in their very nature.
Part of the reason for the excessive turn over rate is the
lack of realistic advancement opportunities for the entry worker
who has no clear paths to the middle and higher level positions,
Careerizing the industry and providing career-oriented incentives
including training and education would introduce the necessary moti-
vation both prior to the job and on the job to fill these positions
and recruit the necessary employees,
Training programs not directly tied into job opportunities have
not been entirely successful, After trainees have been taught
skills, it has often been found that there were no jobs available
for those skills, In other words, training has not been realistic.
& comment on a government-sponsored training program, recently
issued by the AFL-CIO Executive Council illustrates this danger:
"The government's training program provides for training,
with payment of allowances up to two years. Unfortunately,
the present emphasis is often on training programs for jobs
which are dead end as well as low wage. Moreover, as long
as present training allowances remain as meager as they now
are, few workers, especially heads of families, can afford
to forego the opportunity for immediate employment even at
low wages == particularly if there is no assurance of a
job at the end of the training period, The government's
programs should be linked with job placement, when train-
ing is completed, . ."L
1 statement on the Urban Crisis, mimeographed, washington, D.C.,;
Sept. 12, 1967. | |
milan
It appears logical that private enterprise is especially well
suited to train and educate workers, since it knows exactly what
positions must be filled and what is needed to fill them, In the
words of the National Association of Manufacturers:
", . « we should realize that the goals of an effective
manpower policy should be to develop a more effective
American work force; to create jobs which utilize abilities,
and to match people and jobs efficiently. . . Industry has
not only the expertise to achieve superior results, but it
also has the vital interest in full utilization of human
resources,"
ith the training undextaken by industry as part of a career-=
ized program, not only would trainees be more precisely matched
to available openings, but would also be immediately productive
and would know that as they improve their skills they can step
into more rewarding jobs.
As we have seen, many segments of a career incentive approach
already exist in the creative projects undertaken by private enter=
prise. An integrated New Careers Program for industry would pack-
age advantageously techniques for recruiting the workers and pro-=
viding motivation via skill training, Leunetven and clearly structured
upgrading opportunities to create new Lacrdes of manpower, reduce
labor turnover and combat unemployment.
There are a number of additional Laiea from a New Careers pro-
gram in the private sector: workers will be able to move up on
their own industries as well as acquire training enabling them to
move to other industries and to the public sector if they so desire,
1iNAM Reports, June 19, 1967.
-15=
The program will provide new taxpayers and consumers, thus increas-
ing aggregate demand; it will reduce welfare expenditures,
FR,LP: jet
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Box 3, Folder 11, Document 27
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
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Scripto
Transcription
A written representation of a document.
ATLANTA UNIVERSITY
ATLANTA , GEORGIA 30314
February 8, 1968
SCHOOi. OF ARTS AND SCI ENC ES
Mr. Dan E. Sweat, Jr.
Director of Governmental Liaison
City of Atlanta
City Hall
Atlanta, Georgia 30303
Dear Dan:
Thanks for your letter of February 6th reconnnending Mr. Johnny
Robinson to serve on our planning connnittee for the New Careers
conference. I shall contact Mr. Robinson today.
In regard to the involvement of the Urban Coalition, we are considering the idea of inviting representatives from industry to
attend the conference. Frank Riessman suggested the idea in
that the Federal government is asking for greater participation
from private industry in regard to employing the hard core poor.
I am not certain that this is an area of concern for the Urban
Coalition. However, the employment of the poor is of major
concern for urban areas . The New Careers strategy has implications
for industry.
I am enclosing a copy of a paper on "New Careers in Industry" by
Riessman and Paniagua . If you feel that the steering connnittee
of the At1anta Urban Coalition would be interested in the conference, we shall be glad to work with you.
Sincerely yours,
~
TILMAN C. COTHRAN
Director
TCC:dwa
�
Text
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Text
Any textual data included in the document
ATLANTA UNIVERSITY
ATLANTA, GEORGIA 30314
February 8, 1968
SCHOOL OF ARTS AND SCIENCES
Mr. Dan E. Sweat, Jr.
Director of Governmental Liaison
City of Atlanta
City Hall
Atlanta, Georgia 30303
Dear Dan:
Thanks for your letter of February 6th recommending Mr. Johnny
Robinson to serve on our planning committee for the New Careers
conference. I shall contact Mr. Robinson today.
In regard to the involvement of the Urban Coalition, we are con-
sidering the idea of inviting representatives from industry to
attend the conference. Frank Riessman suggested the idea in
that the Federal government is asking for greater participation
from private industry in regard to employing the hard core poor.
I am not certain that this is an area of concern for the Urban
Coalition. However, the employment of the poor is of major
concern for urban areas. The New Careers strategy has implications
for industry.
I am enclosing a copy of a paper on "New Careers in Industry" by
Riessman and Paniagua. If you feel that the steering committee
of the Atlanta Urban Coalition would be interested in the con-
ference, we shall be glad to work with you.
Sincerely yours,
Uf A———
TILMAN C, COTHRAN
Director
TCC:dwa
ptete®
Dublin Core
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Title
A name given to the resource
Box 3, Folder 11, Document 26
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/8f9588c85aaca180b8085dec6c41f958.pdf
38854c2419529f7d4ee478ac32e3082f
Scripto
Transcription
A written representation of a document.
ATLANTA UNIVERSITY
ATLANTA. GEORGIA 30314
February 3, 1968
PHONE 4 0 4 - 5 2 3 - 4 3 0 3
MULTI- PURPOSE TRAINING CENTER
Mayor Ivan Al len
Cit y Hall
Atlant a, Georgia
Dear Mayor Al len:
During the past six weeks, members of Atlanta University OEO
Multi-Purpose Training Center have received training at the Frank
Riessrnan New Careers Laboratory of New York University. We are
excited over the possibility of the new careers strategy for moving
poor people out of poverty.
Basically, the new careers idea provides an alternative avenue
to the present credentials system based on high s chool diploma and
other degrees for the achievement of professional and sld..lled positions.
The approach requires that individuals be employed in a position with
the existence of a career ladder, training and education, both in
educational institutions and on the job. For individuals who have
dropped out of the school system and who are hostile toward returning
to it, this program seems to be a major opportunity.
While the ne1-i careers approach is being tested in several major
cities throughout the country, we feel that it is advisable to make
key individuals in the Southeastern Region familiar with the approach.
Accordingly, the Atlanta University OEO Multi-Purpose Training Center
is interested in the possibility of a joint community action agencies
and industry conference on the new careers strategy. Dr. Riessrnan
has assured us of support and participation from his staff.
This letter invites you or a designated person to serve on the
planning committee for the regional conference.
The planning committee will be concerned with the following items:
1. The desirability and feasibility of such a conference;
2. The conference participants;
3. Time and place;
4. Program content; and
5. Conference follow-up procedures.
�February 3, 1968
Page 2
The new careers approach seems to be an excellent strategy for
cooperating with President Johnson 1 s request of industry to employ
hard core poor people, and for helping comrnuriity action agencies,
welfare departments, boards of education, health departments , and
other large public and private agencies, to provide career ladders
vis-a-vis deadend jobs for the poor.
Yow.~ early response to t his invitation will be appreciated
greatly~
Sincerely yours,
ff!?___g
~ad.~~
V/2~~
C. Cothran
Director Multi-Purpose
Training Center
TCC :mk
Sent to:
Mr. James Parham
Mr . W.L. Montague
Mr . Wm. Norwood
Mr. Donald Hollowell
Mr. John Dean
Mr. Clarence Coleman
�
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
7
ATLANTA UNIVERSITY 2 ul fo
ATLANTA, GEORGIA 30314 kv WV > fh 7
a A ~
February 3, 1968 4
404-523-4303
MULTI-PURPOSE TRAINING CENTER PHONE
Mayor Ivan Allen
City Hall
Atlanta, Georgia
Dear Mayor Allen:
During the past six weeks, members of Atlanta University OEO
Multi-Purpose Training Center have received training at the Frank
Riessman New Careers Laboratory of New York University. We are
excited over the possibility of the new careers strategy for moving
poor people out of poverty.
Basically, the new careers idea provides an alternative avenue
to the present credentials system based on high school diploma and
other degrees for the achievement of professional and skilled positions.
The approach requires that individuals be employed in a position with
the existence of a career ladder, training and education, both in
educational institutions and on the job. For individuals who have
dropped out of the school system and who are hostile toward returning
to it, this program seems to be a major opportunity.
While the new careers approach is being tested in several major
cities throughout the country, we feel that it is advisable to make
key individuals in the Southeastern Region familiar with the approach,
Accordingly, the Atlanta University OEO Multi-Purpose Training Center
is interested in the possibility of a joint community action agencies
and industry conference on the new careers strategy. Dr. Riessman
has assured us of support and participation from his staff,
This letter invites you or a designated person to serve on the
planning committee for the regional conference,
The planning committee will be concerned with the following items:
1. The desirability and feasibility of such a conference;
2. The conference participants;
3. Time and places
h. Program content; and
5. Conference follow-up procedures.
atanee
Yea
February 3, 1968
Page 2
The new careers approach seems to be an excellent strategy for
cooperating with President Johnson's request of industry to employ
hard core poor people, and for helping community action agencies,
welfare departments, boards of education, health departments, and
other large public and private agencies, to provide career ladders
vis-a-vis deadend jobs for the poor.
Your early response to this invitation will be appreciated
greatly.
Sincerely yours,
5 i] 4 2 p
Tilman C, Cothran
Director Multi-Purpose
Training Center
TCC z:mk
Sent to:
Mr, James Parham
Mr. W.L. Montague
Mr. Wm. Norwood
Mr. Donald Hollowell
Mr. John Dean
Mr, Clarence Coleman
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Box 3, Folder 11, Document 25
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968
-
https://ivanallen.iac.gatech.edu/mayoral-records/traditional/files/original/ffb36a3df082d188917648e2156990f1.pdf
802eeab01d358482b4632df3599aaac0
Scripto
Transcription
A written representation of a document.
Febl"uary 6, 1968
Dr. Tilman C . Cothran, Dire ctor
M ulti-Purpose Training Center
Atlanta University
Atlanta , Georgia 30314
Dear Tilman:
Mayor A llen has asked that I answer your letter 0£ February 3
regarding the establishment of your planning committee to plan
fo'J' a New Ca:reers conference in this area .
As I mentioned to you on the telephone this morning, Johnny
Robinson has been working with the CEP people at EOA on a
New Careers application £or our Model Cities Program. He
is aware of the program and bett r informed than anyone else
in City Hall on its dvantages.
He will be av i1 ble to meet with your planning committ
to
discuss the items outlined in yolll' letter.
I would ppreciate any specific sujge tions s to your ide s
on th involv ment of the Urban Coalition in conferenc and
I will be gl d to pursue this with the rnemb ra of the Ste ring
Committ
of the Atlanta Urb n Co lition.
Sincer . ly your ,
Dan Sw
DSrfy
t
�
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Text
Any textual data included in the document
February 6, 1968
Dr. Tilman CC. Cothran, Director
Multi-Purpose Training Center
Atlanta University
Atlanta, Georgia 30314
Dear Tilman:
Mayor Allen has asked that I answer your letter of February 3
regarding the establishment of your planning committee to plan
for a New Careers conference in this area.
As I mentioned to you on the telephone this morning, Johnny
Robinson has been working with the CEP people at EOA ona
New Careers application for our Model Cities Program. He
is aware of the program and better informed than anyone else
in City Hall on its advantages.
He will be available to meet with your planning committee to
discuss the items outlined in your letter.
I would appreciate any specific sufgestions as to your ideas
on the involvement of the Urban Coalition in a conference and
I will be glad to pursue this with the members of the Steering
Committee of the Atlanta Urban Coalition.
Sincerely yours,
Dan Sweat
DS:fy
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Box 3, Folder 11, Document 24
Box 3
Box 3 Folder 11
Folder topic: Economic Opportunity Atlanta | Inc. | 1967-1968