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We feel that, since this is the kind of system that is available and if we stick to a set of regulations rather than bypassing them, we can live with the manpower legislation that has been in force.

We recommend, therefore, a bill that would be a compromise from a continuation of manpower legislation and a form of revenue sharing with earmarked funds for institutional manpower and skill centers.

Mr. SHUTTLESWORTH. The skill center has afforded me many opportunities to come into contact with the recipients of the training.

In all fairness to the trainees and the taxpayer, the need to incorporate accountability for quality programs in future legislation is imperative.

My major concern is the quality of the recipients' training. I think that the institutional skill centers are doing a good job, and we have presented evidence to that effect.

Senator NELSON. How many are there in the skill center where you work?

Mr. SHUTTLEWORTH. We have 231 slots, which operate over the entire fiscal year, and the average time for each trainee runs approximately 25 to 26 weeks. We can more than double the number of recipients thereby serving more than 462 trainees.

Mr. HERBERT. We have 180 slots in our group. That means we will service about 360 people during this coming year, in this fiscal year. Of course, remember, this is a relatively small number when

you figure that our labor market area is over half a million people, and we have 41.2 to 5 percent unemployment. That is, I would say, the greatest disadvantage of skill centers

they serve such a limited number of disadvantaged and returning veterans.

Senator Nelson. What percentage of those finishing the course in the skill center are being placed right now, or have been, in the past year?

Mr. HERBERT. During the past year it has been over 70 percent.

I have not had a recent figure but it is probably holding close to this now.

There are certain fields where it becomes quite difficult. Right now, auto mechanics is a difficult field in which to place graduates.

It should be remembered that the human being on welfare, if he does not get training, is going to remain on welfare throughout his entire life. If he gets some training, if he gets some enthusiasm to work, then he may develop himself-not always, but he may-where he becomes a taxpayer instead of a parasite.

Senator NELSON. This figure you give, is this 70 percent representative of your institution?

Mr. SHUTTLESWORTH. Yes, it is.

Mr. Laux. If you are familiar with the Federal guidelines, we must place 75 percent of all graduates in order to be funded the succeeding year. It means that an impressive job was done by the employment service, along with the assistance of our own skill center staff. Instructors with their contracts in industry have made entries and inroads for employment for our graduates, along with the employment service effort. We have been able to attain 75-percent placement of graduates which to me is a fantastic figure.

At first, we sat back and recoiled at the demand of 75 percent, and we said it was an unreal thing. Then we buckled down to the task of doing it and we found it can be done. It is not something we enjoy doing because it takes us a little bit away from this job of education, but by the same token we are meeting that criterion. Along with that, as I said before, this delivery system we are using in Cleveland has an involvement now to the point that we have only 219 federally funded manpower slots. Yet daily we service over 400 trainees. This means we are utilizing about 50 percent of our skill center for manpower and the other 50 percent for buy-ins. This is exactly what the Federal guideline has asked us to do.

Senator NELSON. Do you have anything further to add ?
Mr. HERBERT. No, sir. Thank you very much.

(The combined prepared statement of Mr. Herbert, Mr. Laux, and Mr. Shuttlesworth and other information referred to follows :)

INSTITUTIONAL MANPOWER TRAINING IN OHIO

Presentation Made To The

Subcommittee on Employment, Manpower, And Poverty

of The Senate Committee On Labor and Public Welfare

BY:

Kenneth J. Herbert,
Director, Akron Manpower Development and Training Center

Dale C. Laux,
Program Manager, Cleveland Manpower Training Center

Eugene Shuttlesworth,
Assistant Principal, Stowe Adult Skill Center of Cincinnati

DATE: March 28, 1972

INSTITUTIONAL MANPOWER TRAINING IN OHIO

The Manpower Skill Center Administrators of Ohio urge that the suggestions

conta ined in this presentation be considerod in the development of a new "Compre

hensive Manpower Act". Since the Manpower Development and Training Act was

pa 8 sed in March 1962 the public schools of Ohio have actively participated in the

establishment and operation of institutional Manpower programs and in the develop

ment of Skill Centers.

At the present time there are seven federally approved Skill

Centers in operation in Ohio. This is approximately ten percent of the total number

of Skill Centers in the United States,

In addition to these Skill Centers we have had

many smaller programs and individual projects.

The Skill Center concept gradually evolved over a period of years in order to

improve the delivery system of manpower services to the hard-core disadvantaged

and the returning veteran.

These Skill Centers make it possible to develop a profes

sional team approach to help the "whole man". Trainees are assisted not only in

atta ining saleable vocational skills but in establishing good work habits, improving

communication and mathematic skills, and developing better attitudes towards work

and life. They also receive help in solving health, family (marital and child care),

and other personal problems by the use of a well-organized counseling service.

The

Skill Centers have experienced tremendous success in assisting many trainees in

a move from welfare rolls or other forms of public dole to positions of employees

and taxpayers.

It should be noted that this is accomplished by exacting from the

trainees their complete cooperation and very best efforts in

ring the character

istics demanded by industry to get and hold jobs.

In Ohio the Skill Center directors have organized in order to share experiences

and thereby improve delivery of services in each community currently operating man

power programs in a Skill Center. The seven Skill Centers have enjoyed growth pat

teras in the ten year manpower history that are extremely favorable. Much of this

success is directly attributed to the local school districts prompt response to the

aeed for manpower programs and willingness to become involved. As a result we

are privileged to be looked upon as leaders in the training of the disadvantaged.

It

is because of this role that we feel duty bound to offer a brief summary of Ohio's

program and respectfully recommend our suggestions for comprehensive Man power

legislation.

Akron, Cincinnati, Cleveland, Columbus, Dayton, Jackson, and Youngstown

are the locations of the seven recognized Skill Centers serving the state of Ohio.

These seven Skill Centers along with individual manpower programs, are currently

providing under the direct Manpower Development and Training Act funding training

for 1723 slots which will mean that in this fiscal year 1972, 3514 trainees will be

served.

Along with the number listed above, each of these centers is capable of and is

involved in providing services for NAB jobs, NYC, CEP, WIN, pre-apprenticeship

training, and individual buy-in slots.

These Skill Centers deliver either the skill

training or the job-related education in a multiple usage concept which was recommend

ed by the last amendments to the Manpower Act.

We in Ohio are critically aware of the seriousness of the services required to

train and upgrade unemployed men and women and returning veterans.

We are ab

solutely convinced that the best possible delivery system, based upon documented

78-736 0 - 72 - pt.3 - 12

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