:

:

:

In Fiscal 1968, the program level is $35 million, for manpower Services. The Federal contributions to the cost of the Work Incentive Program (WIN) in Fiscal 1968 may not exceed 80 percent of the total cost of the program. In computing the cost of the program to determine the non Federal matching contribution, the cost of program direction and evaluation are not included. The nonfederal contributions may be cash or in kind, fairly evaluated, including but not limited to plant, equipment, and services.

Manpower services agencies are to assure that the present level of services available to recipients of aid to families with dependent children under other statutes are not reduced as a result of programs under this part.

The basic program unit cost assumptions contained in Table I reflect estimates to cover training costs, incentives and supportive services required to provide intensified manpower services to welfare recipients referred to the Department of Labor. In 1968 BWTP anticipates that approximately 66 percent of WIN's total basic program resources will be allocated to enrollee training, work experience, and orientation type activities; approximately 19 percent will be allocated for trainee supportive services including job coaches, orientation, vocational evaluations, counseling, job development, and project development and administrative support activities; the remaining 15 percent will be directed toward incentive payment activities.

The unit cost assumptions contained in Table I are based upon established unit cost estimates of ongoing manpower programs (i.e., MDTA, Title V, EOA, ES and BWTP) adjusted to take into consideration the peculiar characteristics of the WI Program mix. The program design and unit cost distribution must be considered tentative at this time and will require adjustments as program experience becomes available.

The Fiscal 1968 WIN model participant flow chart (Table II) is designed to trace the movement of the welfare recipient from his initial two-week orientation phase through eventual placement in permanent full-time employment. The model depicts the flexibility of the program in that individuals move through the training phases which incorporates various intensified manpower supportive services such as personalized counseling, development of employability plans, the assignment of job "Coaches", insuring that a permanent job has been developed and is available when the

individual completes the formalized portion of the WIN training program. The program visualizes a formal OJT follow-up component in which 36 percent, or 11,500 individuals participating in basic WIN programs will be assigned Job "coaches" at the completion of formal training to insure that once an individual is placed on the job he remains employed.

Subactivity a. On-the-Job Training (1968, $9,176,000; Pos. -0-)

The on-the-job training subactivity is comprised of three types of OJT training and supportive components; OJT regular, OJT full cost, OJT follow-up and basic orientation activities.

OJT Regular

This training activity has an estimated 24-week duration with an overall gross cost of $700 per trainee. During Fiscal 1968, it is estimated that approximately 200 individuals will participate in this phase. On-the-job training is a working situation when an employer indicates that he intends to hire an individual upon the successful completion of training.

The individual receives wages paid by the employer in accordance with the wage scale provided in the job to which he is assigned. The employer is reimbursed for excessive wastage of materials and increased supervision and training provided the enrollee. Participants deemed most nearly "job ready" but requiring skill training best provided on-the-job will be placed in this program component.

OJT Full Cost

This component provides training for an estimated 2,300 individuals during 1968 with an estimated gross cost per trainee of $3,500 and an anticipated average duration of 45 weeks. Full cost on-the-job training is an all-inclusive program component of training, supervision, remedial education, counseling, vocational training and all other manpower services required in rehabilitating the welfare client for productive employment. With a liberalized employer reimbursement formula (including wage-stipends during the training period) this training vehicle is designed to attract and involve more of the nation's industrial training capacity with an end result of more employment opportunities for the disadvantaged.

OJT Follow-Up

This training and supportive service activity will service approximately 11,500 individuals in 1968 with an estimated average gross cost of $190 per trainee having a duration of eight weeks.

The on-the-job follow-up component is a specialized program activity designed to insure that once an individual has participated in one of the basic WI Program phases and is placed on the job he stays on the job. To insure this retention capability, the trainee who has been placed on a permanent full-time job will be assigned to a "job coach" to resolve his special problems as well as to assist the employer upon request. The Department of Labor has found the "coach" technique a useful device for raising the retention capability of an individual trainee once placed in a permenent full-time job. This concept has been extensively used in the Department's Concentrated Employment Program (CEP) after initial successful acceptance in the "Jobs Now" program.

Orientation

In 1968, it is estimated that all 32,000 trainees involved in the basic WIN training program will attend an intial two-week orientation session at an average gross cost of $70 per trainee.

These initial sessions will provide preliminary job education for those persons not immediately "job ready. Experience with work experience and training programs for the disadvantaged, with experimental and demonstration programs such as JOBS NOW, CEP Experience and with Title V of the Economic Opportunity Act reveal that this orientation is necessary but that it must be kept as brief and intensive as possible.

The orientation phase is designed to provide a meaningful insight into the requirements of an average office or industry and to make the enrollee more at ease in any new or unusual circumstances which he may be placed. Techniques and topics involve seminars, group discussions, role-playing, money management attitude development and preliminary experience with testing and interviewing.

Vocational counseling begins during this period, together with the development of an employability plan designed to meet the needs of the individual referred.