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/3-4 J rHi ESC QUARTERLY INANCE EDITION olume 24, No 3-4 N. a Ooc. 9*» 6amm state Library Rale/gh 1 •>£&, — 6 1 :. ; « 3 1 III 1 1 I Slid N4J III Ml aWiPM^f"1111'^ - CHAIRMAN'S COMMENTS Henry E. Kendall Chairman N. C. Employment Security Commission KENDALL Our bankers tell us we're not too far away from a check-less society. Technological advances in data processing has caused "revolutionary changes in the area of record keeping and the compilation of credit information." Credit cards will allow us to purchase all goods and services, and perhaps the entire banking and lending processes may someday operate like the flick of an eyelash through nationwide net-works of electronics. Whatever the future of banking and finance in North Carolina, the past decade has seen remarkable growth in assets and services to the public, and the future of the in-dustry seems unlimited. In Charlotte, Raleigh, Winston- Salem and our larger metropolitan areas the tallest, newest and biggest buildings are banks and the old graystone structures of a century ago have gone completely modern. This issue of the Quarterly featuring the finance industry updates a prior issue of 1961. In 1967 there were 1,120 banks, savings and loan associations, credit unions and small loan companies reporting employment and wages under provisions of the N. C. Employment Security Law. Average monthly employment among this group of employers was 23,125 persons and their total wage payments were $120.5 million. Unemployment among this group was remarkably low. We see an indication of the good employment conditions within the finance industry by observing the very low unemployment insurance taxes its companies pay the Employment Security Commission. In 1966, our latest available data on employer contribution taxes, the average tax rate paid by all industry in North Carolina under the Employment Security Law (about 40,000 firms) was 1.29 percent. In that year banks had an average tax rate of only .68 percent. Savings and loan associations and farm credit institutions paid taxes of only .8 percent while business credit companies had an even lower tax rate of .7 percent. Personal credit agencies had a tax rate approaching the State average at 1.27 percent. We appreciate the cooperation given us in preparation of this issue of the Quarterly by many finance officials, and we understand the pride reflected by the authors of their articles. Working with the counsel of the N. C. Bankers Association, we tried to select banks representative of many activities and the N. C. Insurance Department advised us on the selection of savings and loan associations to feature. Because of their uniqueness, two projects of the Employ-ment Security Commission's farm placement division are featured in this issue. Last year the first federal-State train-ing classes in the nation under the Manpower Development and Training Act for farm labor crew leaders were held in North Carolina, one in Lumberton, another in Wilson (page 9). The woods program (page 17) is a different, and so far successful, attempt to provide jobs for farm workers during the off season. Another North Carolina program, unique in the nation, is the foster grandparent project at Western Carolina Center, an institution for mentally retarded children, and because the ESC office in Morganton was instrumental in its beginning we asked our local Employment Counselor to prepare a story on Western Carolina's foster grandparent plan. ESC QUARTERLY BANKING AND FINANCE INDUSTRY Volume 24, No. 3-4 Issued at Raleigh, N. C, by the EMPLOYMENT SECURITY COMMISSION OF NORTH CAROLINA Commissioners Billy Earl Andrews, Durham; Charles L. Hunley Monroe; James W. Seabrook, Fayetteville; Henry E Kendall, Raleigh; Harold P. Coffey, Lenoir; R. Dav< Hall, Belmont; Samuel F. Teague, Raleigh. State Advisory Council Public representatives: James A. Bridger, Bladen boro, Chairman: Sherwood Roberson, Robersonville Mrs. W. Arthur Tripp, Greenville; Employer repre sentatives: A. L. Tait, Lincolnton and G. Mauri« Hill, Drexel. Employee representatives: Melvh Ward, Spencer, AFL, and H. D. Lisk, Charlotte, CIO HENRY E. KENDALL Chairmen R. FULLER MARTIN Directo Unemployment Insurance Division ALDEN P. HONEYCUTT Directo State Employment Service Division H. E. (Ted) DAVIS Edit©. Public Information Officer Sent free upon request to responsible individuals, agencies, organizations and libraries Address: E.S.C. Information Service, P. O. Box 589, Raleigh, N. C. COVER LEGEND Bank buildings, such as the headquarters of the Wa chovia Bank and Trust Company in Winston-Salem an< the N. C. National Bank in Charlotte, are the sky scrapers of North Carolina. Big city and small towr banks are going through enormous building and expan sion programs with modern exterior architecture am fashionable interior design. Inside, there are new tech: niques such as the NCNB BankAmericard account cente; in Greensboro and its new data processing center ii Raleigh. There are fewer banks in North Carolina toda but they are larger, and their growth has been describe! as "phenominal." Savings and Loan Associations, ac cording to the N. C. Insurance Department, have "gorv through an almost complete transformation" in the pas two decades, and in the stories about banks, loan assc ciations and credit unions, the word "automation' continually appears. ESC QUARTERLY Sixty-six year old J. H. Brcedlovc, retired maintenance machinist from the Morc,rm-ton area, is one of over three dozen elder men and women selected to work with mentally retarded youth. Each "grand-parent" spends time each day with two children. The children are mostly between five and 16 years old. AGED AND YOUTH EXCHANGE LOVE AT WESTERN CENTER By James W. Gnatt Employment Counselor Morgan ton ESC Office Western Carolina Center is a 574- d facility for the care and treat-mt of mentally retarded children the western one-third of North irolina. Construction of three build- ?s is now in progress which will d 310 more beds, bringing the total pacity, including the infirmary to 4 beds. The Center is staffed by 353 paid ofessional, technical, and service lployees. Included on the staff are ! professional and technical persons, i3 cottage parents (attendants), and '8 service workers. The Center opened December 16, '63, with Dr. J. Iverson Riddle as 5 Superintendent. Dr. Riddle is a itive of Morganton, a brilliant >ung psychiatrist. He is completely ;dicated to the Center and is ever ert and sensitive to the needs of ie children under his care. He ex- 2nds immeasurable energy in the ursuit of a total, child-centered pro-ram which will achieve the greatest 3od for each individual child at the enter. The entire staff of the Center is dedicated to the proposition of pro-moting a program which will invade every area of the environment of the individual child. Each child is a hu-man entity, and the children are never categorized. A child-centered objec-tive, even more surely than a children-centered program, will safeguard against custodial, institutional, or regimental treatment of the residents of the Center. The only collective function is to simulate family-type relations. Dr. Riddle and the staff are always seeking new activities which will en-rich the lives of children. In pursuit of these objectives the possibility of a new service was observed, which was to be known later as the Foster Grandparent Project. There are several versions of the story of how the Foster Grandparent Project was first conceived, but per-haps the following is the most pleas-ing and appropriate. Some officials from Health, Educa-tion and Welfare were visiting men-tal health institutions for children. When they entered a residential building of one such facility they found a group of boys sitting in a row on a bench. They were looking straight ahead, motionless. The scene reminded one of the visitors of a military inspection, and when he caught the eye of a particularly sad-faced little boy, he winked and grinned at him. The child threw off all restraint, abandoned his instruc-tions, ran over to the man, threw his arms around his legs, and hugged him. It was from this simple gesture of a lonely child who demonstrated such a great need for personal hu-man contact that the idea of the Foster Grandparent program was born. The story goes on to relate that these particular HEW representatives went back to Washington and related the incident to HEW's Committee on Aging. This agency sent out "feelers" to some of the larger mental health facilities to get their opinions of and reaction to a project whereby older ESC QUARTERLY people could be brought into service as foster grandparents to their chil-dren. When such an inquiry came to Western Carolina Center, Dr. Riddle and his staff began a vigorous cam-paign to bring this much needed service to the Center. Would It Work? Many questions had to be met and resolved before any real meaning could be given to the idea. Prelimi-nary conferences were called at the Center to discuss the issues. Staff members of the local Employment Security Commission were called in to evaluate the manpower situation. Was a sufficient number of qualified applicants available? How could they best be recruited? What will be the objectives of the project? When the ESC, public welfare agency, CAP, and other interested groups expressed the opinion that applicants were available, the Center, under the guidance of Dr. Tong-su Kim, Project Director (Director of Psychiatric Service at the Center), proceeded to develop aims and objec-tives from which they prepared a formal proposal to be submitted to the Office of Economic Opportunity of HEW. Another meeting of community agencies was called to formulate a plan of action, adopt selection cri-teria, and adopt methods of recruit-ment. The ESC volunteered to provide publicity, recruit, counsel, screen, and refer applicants. To do this all news media in the area were utilized to publicize the project and solicit ap-plicants. Personal contacts and tele-phone calls were made to individuals who appeared to meet the criteria for employment, which were, basical-ly, that they must have reached their 60th birthday, be reasonably sound of mind and body, have an annual income not in excess of $2,000 for a couple, and $1,500 for a single per-son. They must also show an interest in children, along with personal warmth, intelligence, literacy, willing-ness to serve, and be amenable to supervision. The Foster Grandparents would work five four-hour days per week. Each would be assigned two children with each of whom he should spend two hours per day. This entire time must be spent in a work-play situa-tion on a one-to-one relationship with the child. Foster Grandparents were not to be assigned any work or other responsibility than to be a "grand-parent" to their children. The response from elderly people in Burke County and surrounding areas was so great that within a very GNATT short time a sufficient number of ap-plicants had been received to employ the number needed. A day was set for applicants to report to the center. They were asked to complete a questionnaire and pre-sent themselves to the screening line. They were first interviewed by the ESC counselor, and then by Miss Tillinghast, Social Work Supervisor; Mrs. Glasco, Project Secretary; and Dr. Tong-su Kim, Project Director. The Nursing Supervisor conducted a tour of the cottages to provide an opportunity for the applicants to see the children in their natural setting. The psychologist administered an at-tendant- attitude test to evaluate the applicants' reactions to the job as they now understood it. Thirty-eight men and women were selected and employed. They would be paid at the rate of $1.50 per hour, per week, $1560 annually. They would receive a nine-day training and ori-entation period, with pay. Fifty children were selected from Spruce and Pine cottages to partici-pate in the project. It should be noted that these children were not selected at random, but only after being care-fully evaluated by professionally trained staff members to determine which children could best relate to such activities and for whom it could be most beneficial. The children, for the most part range in age from seven to 16 years, chronologically, with a mental age oi 5 years and under. Thus was born a Foster Grand-parent Project at Western Carolina Center. Has It Worked? What has it meant? What has i1 accomplished? What benefits have been realized, and by whom? The answer to these questions would fiT many volumes. The foster grandpar ents and the children could best an swer these questions. However, some results are obvious enough to b< noticed by outsiders. The children have become happiei and healthier. They have progresset more rapidly because of their "grand parents" and their daily lives havi become more meaningful. The foster grandparents have re learned the art of loving and carinj for others, and are again enjoyinj the happiness that comes with beinj loved and needed. They, too, hav shown a highly rewarding improve ment in their general health and hap piness. Families of the foster grandparent have observed remarkable changes ii their attitudes, habits, and emotiona enrichment. Sons and daughters hav experienced a measure of relief fron their financial responsibilities towari their parents who are now gainfull; and happily employed. The following is a reprint from report on the project prepared b supervising staff members, and sura - irftMfirtJ Western Carolina Center in Morganton, home for mentally retarded children and site of the unique foster grandparent program. ESC QUARTERLY narizes some of the more pertinent •esults. Relation of Project to beneficiaries Children: The children's relatedness to other people has been improved. The scope and range of their ac-tivities have increased. The amount of physical activities of the children in the Project has increased. Quite a few children in the Project seem to experience less traumatic separation from their own parents. There has been improvement in the attention span among the Project children. FGPs: The sense of self-respect, self-worth, and self-dependence is con-tributing a great deal to the well-being of the FGP's who have recaptured a very important posi-tion in life since this Project began. Otherwise, they could have re-mained on the outer fringe of com-munity activities becoming some-what of a burden on their families, friends and society as a consequence of the decline in their physical, mental, and emotional well-being. Institution: We can proudly say that the Foster Grandparent Project is one of the most constructive and rewarding projects which has made an enormous contribution to the total therapeutic efforts in this in-stitution for the benefit of the children. The hard-working foster grandparents have convinced the project staff of worthiness enabl-ing staff personnel to have no hesi-tation in disseminating pertinent information for those who have interest in starting a similar pro-gram elsewhere in the country. In some ways, foster grandparents have been instrumental in making us realize how much can be done for these children if you are will-ing. Their unwavering devotion to their daily work is inspirational to the other personnel throughout the entire institution. It has been observed that much of the time previously utilized by Cot-tage Parents in "housekeeping chores" has been reduced, since the children spend less time in the cottages, but when they are in the cottages they present fewer man-agement problems. This frees more time of Cottage Parents to serve as leaders in the small groups in-volved in purposeful activity pro-grams. The Foster Grandparent Program is also integrated into the total treatment program for the Center. Community: The Foster Grandparent Project has gained recognition throughout the area served by the Center. It has proved to be a worth- (See HOUSEPARENT, page 60) SPECIAL DURHAM OFFICE ESTABLISHED TO HELP SEVERELY DISADVANTAGED By William H. Vinson, Jr. Counseling Supervisor, Special Services Center "Special Services Center," a unit of the Durham Local Office of the Employment Security Commission of North Carolina, opened March 6, 1967. The new building, which houses the Center, was planned for its func-tions and adjoins the Local Office. Services of the Center are those pro-vided by the Youth Opportunity Cen-ter and the Human Resources Devel-opment Program. Specifically, this means to reach out and provide spe-cialized employment assistance to the hard-core unemployed and underem-ployed who are severely disadvan-taged in seeking employment because of age, race, national origin, physical handicap, prison record, or education-al deficiency. To accomplish this basic purpose, a staff of ten people has been as-signed to the office. The manager works under the supervision of the Durham Local Office Manager. There are three interviewers, two whose work is in outreach, application tak-ing, and community service, and one who serves as test administrator and relief receptionist. The stenographer also serves as receptionist. Complet-ing the present staff is the Selection and Referral Officer (MDTA), a counseling supervisor and three em-ployment counselors. A tri-county area of around 200,000 population, Durham, Orange, and Person, is served by the Center. Dur-ham, a city of 96,500 population, is the largest city in the tri-county area. It is a city primarily of manufactur-ing and education, with a 35 percent Negro population and 65 percent white population. To accomplish the goal of reaching the hard-core unemployed, contacts have been made with community agen-cies who work primarily with these persons. Welfare case workers, Voca-tional Rehabilitation Counselors, Community Action personnel and church leaders have cooperated by making referrals to the Center. These referrals are in addition to walk-in traffic and referrals made by inter-viewers in the employment division of the Local Office. Principal Services Counseling, testing, and training are the principal services offered by the Center. The age range of those receiving counseling has been from 14 to 78. This youngster was mis-taken about his age, as was dis-covered through a contact with school officials. The elder citizen points to the need and desire to work, even by Manager Louis Berini of the Durham State Employment office explains testing procedure at the Special Service Center. Center manager Ralph Faulkner, Durham mayor Wense Grabarek and ESC Chairman were on hand for the new unit's formal opening. ESC QUARTERLY those who have reached so-called re-tirement age. An example of counseling is that of a 52 year old man with extensive skilled experience who had not work-ed for over a year, because of em-physema. He decided on drafting, a field related to his work experience, but two previous attempts in this type of training were unsuccessful. As a result of contacts with a technical institute and a Vocational Rehabili-tation counselor, the way appears open for this man to receive training, with the expectation of again becom-ing gainfully employed. The story of a 38-year-old handi-capped man illustrates the importance of communications in counseling. His work history was a series of short-term jobs. He was familiar to every interviewer in the office and had re-ceived counseling with no positive results, because of lack of communi-cations. A change in counselors re-sulted in good rapport, work in the area of adjustment, job development, and satisfactory adjustment on the job. Some five months later this man is still working on his job and is happy in his work, an unusual ex-perience for him. Group counseling is the newest service of the Center. After initial interviews with enrollees in a Man-power Development and Training Act course, a counseling group was formed. It has been well received by the participants who are finding it to be a valuable experience for verbaliz-ing feelings and in gaining self-understanding, as well as understand-ing and acceptance of others. One practical goal the MDTA School has for the group is to prevent drop-outs. More such groups are planned. An unusual testing program took place recently when 28 young women were administered typing tests. This was a cooperative effort of ,the local Community Action prograjm, busi-nesses, and the Employment Security Commission. From the group tested, 21 were selected to receive: 14 weeks of training to improve their skills, with employment as the goal upon completion of training. Training is the key to employment for most of the people served by the Center. At present, 85 people are en-rolled in seven different MDTA courses, and an additional 40 people have been enrolled in on-the-job training. Four courses for youth are planned for the immediate future, and four additional courses for youth and adults will begin in about six months. Identifying training needs, planning proper courses and motivat-ing people to complete training are a few of the problems we are facing. An outreach station has been opened at one of the housing projects in the city. Although there has been some response from the people of that area, the response was not what we had anticipated. This has led us to re-evaluate our procedure, with regard to publicity and overall approach to work toward a plan that will elicit a greater response from the people. The Durham Special Services Cen-ter is still in its beginning stages. What we knew to be true about the difficulties encountered in changing the work behavior of people has been confirmed. Yet, we have observed pos-itive changes in the work behavior of many. Probably, the most significant fact learned, obvious yet often over-looked, is that each person who comes for services is an individual with his own set of values, goals, and expecta-tions. To understand him from his frame of reference is the beginning point in providing services that lead to a job and satisfactory adjustment in our labor market. Selected by national office to test continuing employment aid to rural areas, North Carolina's Smaller Community Project visits areas of high unemployment and low per-capita income, ex-panding its services with additional mobile offices. Mobile Units Take Employment I Services To Rural Counties By Ben Johnson Supervisor, Smaller Communities Project The Employment Security Commis-sion of North Carolina is presently involved in "modernizing" its objec-tives and approaches to employment service needs in our State. Among the several changes is the establish-ment of three ES Mobile Offices. The program of services provided by the ES Mobile Offices is referred to as the Agency's "Smaller Communities Program." The SCP has a two-fold objective. Primarily, Mobile Offices literally take employment services to the resi-dents of selected rural counties in the State. All employment services, in-cluding employment counseling, re-ferral to vocational training, referral to other agencies for supportive ser-vices, and referral to job openings, which are now provided by the 54 established local offices over the State are provided by our ES Mobile Offices. This, of course, does not in-clude Unemployment Insurance ser-vices. Local offices are totally respon-sible for UI services in the counties served by Mobile Offices. For some time our agency heads as well as our Bureau of Employment Security representatives at our re-gional and national offices have real-ized that primarily because of staff limitations employment services have been restricted mostly to those coun-ties in which local offices are located. Residents of counties in which there is no local office are just as entitled to employment services as those living in counties with local offices. This is one major factor which prompted th< Mobile Office idea. For several months after the incep tion of the SCP in March, 1964, th( program emphasis primarily was that of assisting in industrial develop ment efforts in rural areas. This in volved collecting personal data oi county residents and publishing tb information in "Manpower Resoura Reports." These reports were pre pared as a promotional item an< distributed to a mailing list of mon than 75 organizations and individual; all over the Nation interested in in dustrial development. Local count; leaders also were provided a quantit; of the MRR's for their use in nego tiating with prospective industry While this manpower data collectin; phase is still a significant part of th SCP, more emphasis is continuall; being placed on applicant services i) employability development. Frequently, the question is askeC "How does a county go about gettinj a ES Mobile Office to provide SCP?" There are several factor which are considered by the SCI administrative staff in recommendin; to the ES Director the countie which should be considered. The S£ lection factors include: (1) Mobil offices serve only those countie 6 ESC QUARTERLY - ---^ I in the county team members use tever office space is available. In a their office was set up in the old taseegee bank. ich do not have an established il office; (2) areas with high un-ployment as compared with State 1 National unemployment rates are tfble; (3) counties must be pri-rily agricultural counties; and (4) State Employment Service must eive a formal invitation from the ard of County Commissioners to wide the service. Vs a part of the overall planning the conduct of the SCP's, the ES "ector has tentatively approved the ection of counties which may be ved during the next two years, jure 1 illustrates those 26 counties itatively selected. They are con-ered tentative at this point since ?otiation with all Boards of Coun- Commissioners have not been com-bed; therefore, some official invi-tions to provide the service have t been secured. Invitations to provide the service e essential since the county must sume certain responsibilities in ier to be eligible. The counties ast assume the responsibilities of oviding suitable office space and ilities. All salaries and equipment e provided through supplemental nds administered through the reg-ar Employment Security Commis- )n budgeting system. Here is how the program works in typical county. The SCP Supervisor along with the Mobile Office Area Coordinator and the appropriate local State Employment Office Man-ager meet with the Board of County Commissioners to explain the SCP and secure an invitation to provide the service. After suitable space is arranged, the Area Coordinator moves in his Mobile Office staff and equipment. A Mobile Office staff in-cludes, in addition to the Area Co-ordinator, a manager, an employment counselor, a Farm Placement repre-sentative, a selection and referral officer for vocational training under the provisions of the Manpower De-velopment and Training Act, two or three employment interviewers, a typist, and a clerk-receptionist. The typist and clerk-receptionist are hired for temporary assignment from available local residents. After the details involved in "set-ting- up" are accomplished, the Mobile Office begins the first of its two phase operation. The first phase, or "basic operation" for some two or three months, offers a full range of employment services to as many local residents considered to be immediately available for employment as can be attracted to the Mobile Office through several promotional media. In addition to seeking the help of local newspapers and radios, the Area Coordinator solicits the active sup-port of other local agencies and or-ganizations in encouraging their clientele to take advantage of the Mobile Office services. Employers are contacted by staff members to solicit job openings for which qualified .ap-plicants may be considered. Other agencies which have interest in and facilities for improving the employ-ability of those applicants in need of such services are contacted and asked to participate in the joint effort of getting the applicants job-ready and placed into gainful employment. Even though a great majority of residents in need of employment ser-vices will be interviewed during the basic operation, there will be others who will decide later to "come in." With this consideration, the second phase or "continuing service" begins immediately after the basic opera-tion, or the point at which the Mobile Office moves to another county. A continuing service includes a Mobile Office representative on a permanent, part-time basis, return-ing to the county at an established time each week to continue providing employment services. In those in-stances when there is a need for the services of the technical staff such as the Employment Counselor and FPR, the continuing-service repre-sentative arranges an appointment. The part-time services of the continu-ing- service representative vary from one to three days per week, depending on the need. The North Carolina Agency was fortunate to have been selected by the National office from some 16 states with SCPs to conduct an ex-perimental and demonstration proj-ect. The primary object of the E & D project is to determine the extent to which employment services can be effectively provided on a continuing basis to rural counties through mobile offices. During the E & D project, which will last for some 18 months, experiences related to the program, techniques used in providing services to applicants and employers, and the quality and quantity of services are some of the items which will be documented and evaluated at the end of the project. From the evaluation procedures for the conduct of effec-tive SCPs in other states may well evolve. The administrative staff of the SCP includes a supervisor, an assis-tant supervisor, a labor market analyst, and one stenographer. The program is under the general direc-tion of Hugh D. Cashion, the agency's Community Employment Develop-ment Sunervisor. In this capacity, Mr. Cashion is responsible for not only the SCP but also the agency's MDTA program. i Figure 1. jThese are the counties in which the mobile team ha: jworked or plans to work. Note they are in the far western and far eastern portions of the State, those areas where per capita income is lowest. ESC QUARTERLY the North Carolina Chapter of IAPES membership climbed to its highest point, 936 members. She was also a member of a "special work" com-mittee established by Former Presi-dent James Filipski to rewrite the duties of the chapter officers and committee chairman and this required a complete knowledge of each office. Murle has attended all institutes and all State conventions with only one exception. She has attended four In-ternational conventions. After graduating from Central High School in Charlotte, Murle came to Raleigh and attended business school while working. She married Frank H. Martin and they have three daughters, Betsy, an airline steward-ess with TWA, makes her home in New York City; Karen, 14, attends Martin Junior High School in Raleigh and Mrs. Tommie Little (Marilee) of Greenville. Living with Murle and her family is her cousin Mrs. Wilma Meredith who has taken over a lot of the house-work and cooking chores, thus per-mitting the new IAPES President more time to participate in her many outside activities. In her "spare time" Murle also teaches dancing. The Martins are members of the Fairmont Methodist Church in Raleigh. MARTIN ESC CENTRAL OFFICE EMPLOYEE DIRECTS STATE ASSOCIATION For the second time in the North Carolina Chapter of the International Association of Personnel in Employ-ment Security history a woman has been elected president! Mrs. Murle Martin was elected to the top IAPES office at the State Convention March 30-31, after serving one year as First Vice President. Since joining the Employment Se-curity Commission in 1946, Murle has climbed from the position of Clerk I to Clerk IV. She works in the office of Business Management and is re-sponsible for preparing the payroll for approximately 1200 employees, is the "middle man" for insurance pro-grams and Workmans Compensation, and furnishes pertinent information to administrative officials for compil-ing the Employment Security Com-mission Budget. Murle has had varied working ex-perience. Before coming with the Commission she worked in a printing office, as an auditor for the Federal Government and as a secretary. She joined the International Asso-ciation of Personnel in Employment Security in 1947 and has been an active member ever since. She has served on practically all standing committees and served as Secretary for two consecutive years under presi-dents C. P. Rogers and B. C. Wilson. She has served one year terms as Treasurer, Eastern Vice President and First Vice President. During 1966 when she was Membership Chairman, YEAR SEES NUMEROUS CHANGES IN COMMISSION MANAGEMENT PERSONNEL A number of Manager appointments have been made at local Employment Security Commission offices in recent months, and death claimed the lives of three long-time local office direc-tors. George Everett, Jr., "Mr. Employ-ment Office" in Charlotte, died June 22 after what apparently was suc-cessful open heart surgery at the Cleveland Clinic in Ohio. Everett had been recuperating at his home in Mecklenburg County when he died. He was 64 years old and had man-aged the Charlotte office since 1944. He came to work for the ESC in 1938. Clay Rich, Manager of .the Golds-boro ESC office, died in April. He was 62 years old and had been in charge of the local State Employment Office since 1945. A 1931 graduate of N. C. State University, Rich had worked for the State 26 years and began his career in Asheville. He held positions with several offices, stepping across the State, until his permanent assignment in Goldsboro. Buell Bailey, Manager in Shelby, died in August from self-inflicted wounds after an extended illness. Bailey joined the ESC in 1958 at the Roanoke Rapids office and worked in the offices in Shelby and Edenton before assuming Managership of the Cleveland County office in 1962. The retirement of office Manager W. B. Dillingham in Greenville high-lighted the ESC news from Pitt County recently. Dillingham, who had managed the local office since 1946, was a 24 year State employee, having worked in the Elizabeth City employ-ment office prior to his Greenville appointment. Replacing Dillingham as Manager was Lloyd Nooe, a 29-year veteran of the Employment Security Commis sion. Nooe had previously served as Manager of the employment offices in Spray and Concord and at the timt of his appointment to Greenville was W. H. Pitman, (left), chief auditor with the Employment Security Commission since 1938 retired in July. His successor, J. B. Harris, joins Mrs. Pitman and a host of auditing department personnel for a departure party. 8 ESC QUARTERLY EVERETT n Appeals Deputy working in the [organton area. He also worked as apervisor of Claims Deputies in the iSC Central Office for about 17 ears. Mrs. Viola Billings was transferred •om her interviewer post at the Ireensboro local office to become [anager in Goldsboro after Rich's eath. For 22 years Mrs. Billings, widow, worked in every phase of ISC operations in Greensboro. At the ime of her transfer she was serving s Supervisor of the youth employ-lent section. Don Hudson, leaving his post as lanager in Wilmington, replaced Iverett as Manager of the Charlotte ]SC office. Hudson had served as lanager in Wilmington only a short /hile before his assignment to the arger Charlotte office. His replace-fient in Wilmington was James knight who was promoted from in-erviewer to Manager of the Port ]ity office. Replacing Bailey at the Shelby of-ice was Franklin Ware. A former Manager of the office in Kings Moun-ain before it closed, Ware was a Veterans Employment Representative n Gastonia before his move to Shelby. There were other moves within the Manager ranks due to various promo-ions. John Fleming was promoted 'rom Manager of the Raleigh local iffice early this year to Area Super-visor, replacing Phil Bunn who was noved up to Assistant Director of the State Employment Service. Fleming, ;oo, is a long-time State employee ind worked as a Manager in Shelby ind Roanoke Rapids and manpower -oordinator in the ESC central office oefore his assignment in Raleigh. Fleming's replacement was Lee Roy Singleton, a relative newcomer to :he Employment Security Commis-sion. Singleton was an interviewer ind employment counselor in two of-fices before coming to the Central Of-fices as a Claims Deputy. At the time of his promotion to Office Manager he was in charge of the agency's Older Worker Program. When James Filipski left his Greensboro Manager job to come to Raleigh in charge of the Human Re-sources Development Program, John Ervin moved from Burlington to take over the vacated Guilford County Post. Everett McNeilly, who was an Evaluation and Training specialist at the Shelby local office since 1960, was promoted to Manager in Burling-ton. Meanwhile, back at the Central Office in Raleigh, a real old-timer with the Employment Security Com-mission announced his retirement af-ter 30 years with the State. W. H. Pittman, chief auditor with the ESC since 1938, was one of the original employees of the old Unemployment Compensation Commission when the agency was formed in the mid 30's. Replacing Pittman was former super-visor of Field Representatives J. B. Harris who moved up to the top audi-tor post after many years employment with the Employment Security Com-mission. CREW LEADERS GO TO SCHOOL, FIRST SUCH TRAINING PROJECT IN NATION By Albert D. Hickman ESC Farm Placement Representative During the 1967 harvest season, State Farm Placement personnel and those of related agencies pooled their resources and cooperated in placement of 4,000 local workers in money-mak-ing jobs in selected localities in North Carolina. How was this accomplished? Forty farm crew leaders were training through the federal Manpower De-velopment and Training Act. We esti-mated that each crew leader would place at least 100 workers on farm jobs during the season and we believe our estimation was surpassed. The first approach to this type of training for North Carolina crew leaders came at the 1966 Farm Place-ment annual conference in Wrights-ville Beach when Farm Placement Representatives Frank Nance of Morehead City and Paul Nance of Washington discussed the idea with Hugh Cashion, MDTA Supervisor with the Employment Security Com-mission. Various types of courses and training were discussed but no official recommendations were agreed upon due to special forms and procedures as well as justification which had to be prepared and approved to establish the need for such training. It was agreed that if a need for this train-ing could be shown, a class in this category could be developed under MDTA. How great was the need to train crew leaders ? Who would take the training? How many schools were to be held and where were the classes to be taught? What courses were most needed by trainees and what instructors were available? These were a few of the many questions which had to be answered, and the need for training was agreed upon by all farm placement personnel, in the central office as well as in the field. The number of farm workers has A tour of the Mount Olive pickle Company was on the agency of the Manpower Development and Training Act courses started last year for farm crew leaders in North Carolina. ESC QUARTERLY been dwindling over the years. The flow of migrants has decreased in the last few years. Organization of local workers under crew leaders seemed to be the only salvation of harvesting crops grown by farmers in which they needed supplemental labor. Realizing this, we knew that if we could train our organized crew leaders we could do a more efficient job for the grower, harvest more acreage and upgrade the farm worker's earning capacity. From a survey taken among farm placement men across the State, we found that this type of training was very much in demand. As for the selection of trainees, each Farm Placement Representative was , asked to make a detailed survey of his crew leaders and submit the names of those available for training, number of dependents, amount of edu-cation and kind of transportation. It was decided to limit trainees to crew leaders v. ith transportation because it is to the crew leader's advantage as well as the effectiveness of his operation to be mobile or able to move to different parts of the area in which he resides—even different parts of the State—for harvest operations. While farm placement men were busy with the needs and selection of trainees, Mr. Cashion's MDTA staff was busy gaining approval for the official project proposal. Through the persistence of his office and through the many meetings with farm place-ment staff, tentative approval of the program was obtained if certain cri-teria were met. With the ground work tentatively approved, we were faced with the task of establishing the first MDTA training of this kind in the nation. We had to establish the loca-tion of the school, the number of trainees to be instructed and the courses to be taught. We met this obligation determined to succeed. And succeed we did, but not without the splendid cooperation of MDTA officials, Technical Institute personnel, and many others who made this training possible! Many hours of planning, discussion, and related meetings were held to determine the best ways to handle the many problems which faced us in this pilot training program. In these meetings three school sites were chosen and the number of trainees for each class. Everyone agreed that a class of 20 trainees should be held at the Fayetteville Technical Insti-tute, Robeson County unit 10 miles from Lumberton. Crew leaders to at-tend this school were to be chosen from the Lumberton, Wilmington, Fayetteville and Rockingham areas. Another class of 20 trainees would be held at the Wilson County Techni- HICKMAN cal Institute in Wilson for trainees from the Wilson, Roanoke Rapids, Goldsboro, Kinston, Washington, Rocky Mount, New Bern and More-head City areas. Another school would be held at College of the Albemarle for 20 students from the Elizabeth City section—making a total of 60 crew leaders to be trained at three locations within the State. In November, 1966, our first meet-ing was held in Lumberton to formu-late the actual curriculum for train-ing. State and local MDTA officials, technical institute representatives, and personnel from the Lumberton Employment Security Commission joined local and State Farm Place-ment men at the meeting. With all these people pooling their thoughts on what should or should not be in-cluded in a course of this kind, a rather comprehensive curriculum was agreed upon. In general, plans were made to give information and train-ing in basic education and in special subjects which would benefit people dealing with farmers and farm labor. A similar meeting was held on January 9, 1967, at the Wilson Coun-ty Technical Institute which was at-tended by local and State officials. With the experience gained at the meeting in Lumberton, and with the many helpful suggestions offered by various representatives at the Wilson meeting, a definite training course was established. Being a pilot training school and the first established in the United States, the North Carolina plan to train crew leaders had to be flexible, which means schedules could be changed and courses inserted to fit the needs of the students. It was not feasible to establish a training course in Elizabeth City because selected crew leaders were employed at this time and could not attend. The training all representatives agreed upon included basic education, record keeping, Social Security re sponsibilities, public relations — t( include both growers and crew lead ers—basic living requirements foi personal and camp sanitation, drive] education for truck and bus, contrae system for harvesting crops, and har vest methods of crops grown in Nortl Carolina. The instruction on auto ant truck driving included information or laws, safety practices, licenses am vehicle maintenance. Each subject was allotted a certaii number of hours of instruction. A total of 400 hours was required foi graduation—or 10 weeks at 40 hour; per week. Frank Page of Elm City, N. C. was instructor and coordinator of th< class in Wilson. B. E. Lohr was in structor and coordinator of the class in Lumberton. These men schedulec courses to be taught and visiting in structors. We are also indebted t( representatives of the following or ganizations for their cooperation: Th( State Board of Health, Division ol Sanitation; State Department of Ag riculture, Agriculture Extension Di vision; The Pioneer Corn Companj of Laurinburg; The State Board o1 Education; the blueberry industry the Division of Forestry, Departmem of Conservation and Development the local Social Security offices; th< Riegel Nursery farms; the N. C. Coun cil of Churches; the State Collegi Extension Service; the State Depart ment of Public Welfare; Gates Pickli Company of Faison; Farmers Horn Administration; N. C. Sweet Potati Association; N. C. Department o Insurance; N. C. Peach Growers As sociation; and the State Departmen of Motor Vehicles (local and State) Plans are already underway for tw> more schools of this type in 1968. W feel sure that with the cooperation o all agencies concerned these training classes can be even more successfu than those held in 1967. Having been associated with thes schools from the very beginning an seeing class room instruction tur into actual experiences, I am cor vinced that the long hours spent i planning and establishing the school was worthwhile. I sat in on mani classes, instructed in others, and ot served the interest shown by student; It gives all of us a deep sense personal satisfaction to know w have helped our fellow man in hi efforts to help himself. ^VSIGN UP FOR U.S. VV. SAVINGS BONDS/ FREEDOM SHARES vv* 10 ESC QUARTERLY Federal grant provides means for Board of Juvenile Correction to establish experimental project in voca-tional a>id social education. TRAINING SCHOOLS TEST GUIDANCE COUNSELING FOR STUDENTS By Alvis M. Whitted, Jr. Project Director, State Board of Juvenile Correction During recent years the North 'arolira Board of Juvenile Correct-ion has made many advances in all reas of its program under the dy-amic leadership of Commissioner Uair.e M. Madison. In the educational rogram, instructional classes are resently held 240 days per annum, nd this makes it possible for students o achieve more in their educational :rowth. Each school in the State, nder the Director of Education, J. Valter Bryan, has a staff of certified eachers, along with the supervision nd leadership of a principal. Allot-aent of teachers is based on a pupil-eacher ratio of 15-1. A special effort s made to adapt or modify the basic urriculum to meet the educational leeds of the many children who come o us. Integrating academic and vocation- .1 services provide an effective ap-iroach to the individual needs of the tudents. Whenever individual needs .re identified, appropriate emphasis s placed. Teachers with special skills n working with these exceptional 'outh create and maintain an atmos- )here that brings forth abilities here-ofore unrealized. Students spend a minimum of four lours per day in academic classes vith the remainder of the day in 'ocational classes, on-the-job training, >r special subjects. Special subject areas have been xpanded in recent years and include idustrial arts, home economics, art, ihysical education, weaving, library nd music. On-the-job training encourages the evelopment of skills in various rades, textile mill operation, print-ing, barbering, modern farming and airying methods, shoe repair, motor Inechanics, food service, laundry and ither trades. Girls are offered oppor-tunities in homemaking activities uch as food preparation, commercial erving, gardening, weaving, arts and ;rafts and beauty culture. \ In January, 1967 the Board further xpanded its instructional program hrough a planning grant under Title II, Elementary and Secondary Edu-cation Act. The purpose of the plan-ning grant is to test the feasibility and role of professional guidance counselors and social education teach-ers in North Carolina training schools. Guidance Program Several characteristics about older delinquent youth stimulated the Board to plan for a program in guidance and social learnings. One character-istic of the older delinquent strongly indicates that he eventually winds up as a drop-out, leading to an occupa-tional history of unskilled jobs in a variety of vocations. For those who do indicate adequate intellectual abili-ties, most have no motivation to com-plete their education, or if they do, their home environments are such that frustration and anxiety prevail and they give up. Culturally, the training jschool youth are physically, morally and educationally deprived. Many come from broken homes which are usually in a chaotic financial sit-uation. They usually are not able to respond or participate in the academic or cultural programs within the com-munity. Usually, his family is rela-tively unconcerned about him or if concerned, unable to help him. During this planning time, within each pilot school there have been meetings with all staff members re- WHITTED garding the project. Individual con-ferences have been held with social workers and some cottage life parents concerning the goals and objectives. Meetings have been held to help get an internal feeling and a chance for the administration and teachers within the schools to have a part in the planning activities. During the planning phase, project members have worked with a select number of students in two training schools, Stonewall Jackson and Sam-arcand Manor. It was determined through committee meetings and con-sultant services that the guidance counselor and social education teacher should place main emphasis on how they can help delinquent children make a positive transition from train-ing school back into their home com-munity. The main emphasis of coun-seling during the planning grant has been in the following areas: (1) the individual's self worth, values and self esteem (2) the students' families (3) individuals' aptitudes and interests (4) planning for further vocational training (5) preparation for employ-ment (6) preparation for release back into the community with their peer group and (7) placement within vo-cational and academic curriculum in public school. Positive Attitude One of the main objectives of the counseling interviews during the plan-ning grant was to help each student develop a more wholesome and posi-tive attitude toward work opportuni-ties. As a service to the planning project, the Employment Security Commission provided testing, counsel-ing and placement services for young men and women prior to their release from our schools. The members of the senior class at Samarcand Manor were chosen as the first group to be offered these services. During the month of May, the GATB was ad-ministered by the Industrial Service staff, and initial counseling inter-views were held. with all 30 seniors. A follow-up study of these girls at Samarcand is being made during the planning grant. ESC QUARTERLY 11 During the planning grant, the so-cial education classes were set up in small groups of eight to ten students. There have been many supplementary books, films, filmstrips and tapes and records used in the classes. Many units of study have come out of teacher-pupil planning. Examples of units of study used during planning were: Justification of School, Anti- Drop Out Information, Study Skills and Test Taking Emotions, Develop-ing Self-Confidence, Abilities, Interest and Aptitudes, Communication, and Techniques of Success. Committee meetings have been held with consultants from North Carolina State University, Raleigh, and staff from the State Department of Public Instruction. Through our planning activities, we felt other knowledge and findings were extremely helpful in helping us understand, to a degree, the nature of the children involved. Some of these findings and knowledge are: 1. The counseling process is a learning situation in which the counselor aids the counselee in learning those behaviors neces-sary to the solution of his prob-lems. 2. Adolescence is a process of identifying himself in the world around him. 3. Delinquent children are con-sciously rejected children who have identified with an authori-tative figure who has failed them. 4. One aim of counseling is to aid the child to help himself so that he can find his own capa-cities. Counseling should enable him to leave the counselor and make adjustments through his own strengths. 5. Threats and punishment have variable and uncertain effects upon learning. 6. One study has shown that an effective relationship is created by showing interest in the boy and his problems, giving him a chance to express himself and bringing out a sense of per-sonal worth. 7. True growth actualization of one's potential occurs in a setting where the person is felt and experienced as a sheer personal being of worth. 8. There should be a deep respect for the individuality or unique-ness of the individual. 9. People come to view themselves the way people have looked at them for a long time. From the planning activities, we hope it will develop into an opera-tional grant. In this operational grant, it would give us a social education teacher and guidance person in all seven training institutions in the State. Within each individual school, the guidance counselor will be respon-sible for the guidance services. Social education teachers will work as "team members" with the guidance counselor. The social education classes will stimulate questions, broad topics and problems which can be explored in a one-to-one relationship in a coun-seling interview. The specific goals that this team will be working toward are: 1. To present to youngsters a positive authoritative image to imitate. 2. To help reduce anxiety and ag-gression in children through a special class, guidance program combination. 3. To provide opportunities for ego strength development in young-sters. 4. To provide opportunities for role playing and a chance to act out in class what would be fantasied attacks on authorita-tive figures in the home. 5. To provide experiences in the class setting and guidance serv-ices in which youngsters will be able to achieve goals. During the anticipated operational grant, we will collect data concerning the causes and why's of hostile and negative attitudes of delinquent youth toward school. Also data will be col-lected on how to reduce or alter these negative attitudes. There will be op-portunities for delinquent students within an institution to visit industry, business and other work opportunities. Procedures will be provided for per-sons from industry and business to make talks to students through the efforts of the guidance counselor. We are all optimistic about the potentialities of guidance services and social learnings contributing to the enrichment of the lives of young peo-ple with behavior problems. A wooded drive approaches the adminis-tration building and visiting parlor at Samarcand Manor. \ "V A director of crafts at Samarcand teaches weaving. Other courses include home ee, art, music and physical education. % >«o<<y>wy? The Samarcand chorus practices before a mural of the Holy Land painted by (right). Athletics are popular. Students spend a minimum of four hours each day in classes, then attend vocational classes or special subjects. 12 ESC QUARTERLY IOB COUNSELOR SEES STRONG NEED FOR VOCATIONAL GUIDANCE AT TRAINING SCHOOL By Sylvia Clayton, Employment Counselor Greensboro Employment Security Co7tunission Office In an era when so much attention s given to various underprivileged societal groups, little is heard about jorrectional homes for youth. These /oung people seldom make front page headlines, yet their problems and leeds are pressing. They are the vic-tims who emerge when unable to ;ope with the challenge of changing family relationships and the break-down of traditionally accepted values. Out of the State Employment Serv-ice's increased emphasis on the dis-advantaged and the development of human resources emerged a pilot project with much potential, aimed at meeting the needs of such young persons. In a cooperative agreement Mrs. Sylvia H. Clayton has been an Interviewer I and Counselor I in the Greensboro Local Office of the Employment Service during her three years with the Com- | mission. Presently she counsels ap-plicants 21 years of age and older. She held the position of Psycho-metrist at the Wake Forest Uni-versity Center for Psychological Services prior to joining the Com-mission. She received her under-graduate degree in Psychology from Wake Forest in 1963, and is currently working toward an M.Ed, in Guidance at UNC-Greensboro. with the Juvenile Board of Correc-tion, the Employment Service agreed to test and counsel some 30 young women due to graduate from Samar-cand in June, 1967. It should be pointed out that a pilot project of vocational counseling had been established at the school by the Board of Juvenile Correction in the spring of 1967, but it was aimed only at senior girls for the purpose of the study. The persons responsible for this program asked the Employ-ment Service to participate. No Walls, No Bars My first impression of the campus was one of keen surprise. It appeared far more like a technical institute or community college than a correction-al institution. There were no walls, no bars, and no uniforms, but I dis-covered there were rules and regula-tions. It was very revealing to learn that the school is almost completely self sufficient. All its food products are grown there, and all its clothing needs are provided by the hands of the girls as well as food and laundry services. There is much pride in these efforts, especially in the decorative arts and crafts. The faculty and staff gave an in-stant impression of dedication and enthusiasm for the work they do. They appeared to give more of them-selves than is required of one's job, and it was evident that they were doing their best to prepare their students for the return home. Much informal guidance had been done prior to the project begun in the spring, and since its inception, as much counseling and occupational in-formation as time allowed has been imparted by persons in charge of the program. Another counselor and I spent three days at Samarcand for initial interviews with each girl prior to her return to her home community. I found much to wonder about as I talked to each girl. They did not appear to be "bad people" but per-sons whom circumstance had over-whelmed. Most of them volunteered they had been placed at Samarcand after repeated efforts to run away from home or after much truancy from school. Some had come simply because there was no other place to go, and the school, in the court's view, would give them a good home atmosphere and social training. There were accounts of parents breaking up, death of a parent, resentment of step-parents, lack of love and atten-tion, and lack of money. In almost every case, the problem seemed to stem from the home and yet it was to this same environment that most of these girls would be returning in a short time. All the girls were excited to be leaving, but some were concerned about whether anyone would welcome them or be prepared to take them in when they left the school. Some won-dered if they could now get along or cope with their families, and some felt that in spite of problems of fi-nancial stress, there was no better place to be than home. Something Deeper? During these interviews I was troubled by the feeling that these girls had had society's values imposed on them, but most had not developed their own system for evaluation of good and bad. They followed the school's rules out of necessity and conformed because it was the best way to progress. Many seemed bare-ly able to conceal their rebellion against regulations and seemed des-perate to "try their wings" once they left the school. They appeared to lack the maturity to exercise restraint once placed on their own. The school, it is certain, is caught in a dilemma, for these girls were sent to the school initially for inability to obey basic rules, with the idea that the school could teach them. How is this done when a person is 14 or 13 years old? Is there still time or does one have to learn these things in early childhood? It is true that the school has done an exceptional job in teaching social skills, politeness, and cooperation, but is this what is desired or is it something deeper? What will happen when these young people once again return home to cope with or accept many of the problems that overwhelmed them be-fore? Another impression was that here lay much undeveloped potential, wait-ing and even begging to be channeled into some meaningful use. Most all the girls had better than average ap-titudes, some even for college level work. However, due to lack of a full-time guidance program, many lacked information about themselves in re-lation to the world of work. Some ESC QUARTERLY 13 wanted to attend training institutes for preparation in careers for which they lacked proper course-work. There were not enough funds or perhaps enough pupils to meet their needs, although what courses they had were good. Many of them seemed awed by the scope of their aptitudes and had underevaluated their potential or im-properly related their capabilities to occupational requirements. It was evident in the initial inter-view that like most seniors the girls had many ideas but no definite plans. For this reason, each girl was referred to a Youth Counselor or to a regular Employment Service Counselor in her hometown or nearest Employment Se-curity Commission office and told how to contact that person upon her re-turn. She was told that this counse-lor would explore her plans more fully with her. The girls were urged to realize that this was a voluntary service and to accept this opportunity to establish ties in their community. Their records were sent to the local counselor with a request to offer em-ployment and counseling service and follow-up on the girls. Live A Little Two girls came to the Local Em-ployment Service Office in Greensboro, both having called for appointments on their return from Samarcand. At this point I began to fully appreciate the complexity of the problems I an-ticipated. Both girls, according to their caseworker, quickly became en-meshed in family conflicts again after returning home, and each had changed residences at least once since return-ing. They gave evidence of being un-able to cope with their freedom, and despite Employment Service and Vo-cational Rehabilitation Service offers of training and job placement, they seemed primarily motivated, for the present at least, "to live a little." They were not yet ready to settle down to more commitments and rules, but it is hoped that this reaction is a temporary one and that enough rap-port and confidence has been estab-lished between counselee and counse-lor that they will call when the need is felt to come to grips with reality. This appears to be the crux of the problem: Will these girls ever come to grips with reality, or will society once again have to do it for them? Have we or can we train them to govern their own lives and live with-in bounds accepted by the majority of people ? If not, where have we failed? We must find the answer. There are several overall impres-sions formulated after my three day visit to Samarcand. First, there is certainly a strong need for a counse-lor to work at the school on a full-time basis, devoting time to vocation-al guidance alone. It might be de-sirable for this person not to be a part of the regular staff. The girls wanted to believe that what they said would be confidential and not passed on to staff members of teachers, al-though the information might seem inconsequential to the counselor. It appeared they needed one person who had no obligation to share their con-fidences or questions with anyone else. They also need this person to be a contact with the "world outside" and to coordinate efforts with com-munity agencies, training facilities, and the home. It is felt that this should be a voluntary service so that the girls will take responsibility for the decision-making process, and it should surely be offered to all high school age students, not just seniors. Second, funds should be available to buy books, pamphlets, films, etc., to help these girls discover for them-selves something about careers. A third suggestion is that the State Employment Service continue supple-menting the school's regular counsel-ing program by offering testing, em-ployment counseling, training and placement services. It seems valuable to continue to see the girls initially at the school and to refer them to counselors in their hometowns for post-graduation talks. Another pos-sible need would be for psychological services set apart from the regular vocational program to meet the per-sonal problems of the girls and to help them build the inner strength to go back out into society and take a responsible part. Finally, there is the ever-present need for more funds and more public concern. In short, this counseling program is one that has been long overdue. These girls should not be denied services that other persons their age receive routinely as a part of their education. I believe that those girls who have a job, schooling, or even an interview with a concerned individ-ual lined up before leaving the Manor will have a better chance of making it in our society. SAMARCAND SENIORS TAKE APTITUDE TESTS AS EXPERIMENT IN REHABILITATION By Bobbitt Faulk ESC Evaluation and Training Specialist One of the few generally accepted principles in the field of rehabilita-tion is the need for the rehabitant to find suitable and interesting work during the rehabilitation process. It was for this reason the General Ap-titude Test Battery was given to each graduating senior at Samarcand Manor. By giving the GATB to measure potential job capabilities, an Interest Check List to obtain interest infor-mation, and an individual counseling session with each girl, we attempted to bridge the chasm between the care-free days of the school girl and the life of the reliable, realistic employee. Over the past few years, the recog-nition of the value of pre-employment testing has grown tremendously. Ap-titude testing not only tells the pros-pective employer whether a person is able to learn a job within a reason-able length of time, but it also tells the prospective employer, the employ-ment counselor, and the counselee which jobs should be avoided. There are really two reasons for not pursuing a particular job. One, if the job requires higher aptitudes than the job applicant has potentials, the time for training would be so long it would be too expensive for the employer and a very traumatic ex-perience for the trainee to meet defeat almost daily. Secondly, if the po-tenials of the applicant are a great deal higher than the required apti-tudes, loss of interest in the job comes very quickly and this inat-tentiveness often results in accidents on the job and loss of man hours. The aptitude test is designed to measure the capacity and the capa-bility an individual has for learning a job. This is the only thing that it does measure. It does not suggest jobs, as does the inventory, it only predicts success in areas of interest. At no time should an aptitude test be confused with an interest inven-tory. These are different instruments of testing and do not measure the same type information. There are two types of aptitude test used: paper and pencil, and ap paratus test. The general formula followed in aptitude tests is to have a battery of combined tests to meas-ure many different aptitudes. The 14 ESC QUARTERLY feneral Aptitude Test Battery, for xample, has 12 separate parts. Eight f these are the paper and pencil ype and the remaining four are the pparatus type. Development Possibly there should be included t this point a brief history of the !evelopment of the General Aptitude ?est Battery. Prior to its development, separate ests had been developed which seemed o be related to success of different iccupations. Each time a new ovu-lational study was carried out, a lew test would be developed, unless t was decided one of the previously leveloped tests would meet the re-tirements of the new study. Over i period of several years, nearly 100 lifferent tests were developed to meas-lre the aptitudes needed for different obs. These tests measure such things is arithmetic ability, verbal usage md understanding, and surface de- /elopment. In addition to these, many ipparatus tests were also developed. The United States Employment service realized that the over abun-lance of tests and testing procedures Deing used by its affiliates were both confusing and wasteful. From this nass of testing material, a selection )f 11 paper and pencil tests and four ipparatus tests were chosen as being ;he best measures of ten factors or abilities. These comprised the first edition of the GATB, B-1001. It was now possible to measure all the abili-ties, once measured by many separate tests, with one battery which took about two and one-half hours. In 1945 the GATB became the standard battery to measure apti-tude in every job study of importance, as opposed to 10 to 15 tests chosen from the mass prior to this time. This early battery was printed in two booklets (to be used only one time). The answers were put on the page of the test booklet and was then de-stroyed after the test had been com-pleted. As acceptance became more uni-versal, a new battery was developed. This new battery, designed B-lOOs, had a separate answer sheet. This al-lowed the same test booklet to be used many times and the expense was greatly reduced. Another added fea-ture of the new battery was the development of two forms. These forms, B-1002-A and B-1002-B, allow-ed a job applicant to be retested with-out the fear of distorted results be-cause of test familiarity and question-answer retention. The new battery also reduced the number of test parts from 15 to 12 and the number of aptitudes measured from ten to nine. The nine aptitudes that were de- E. BOBBITT FAULK is a 1960 graduate of Guilford College with an AB degree in psychology. He attended Campbell College before entering the Army in 1956, and has taken graduate work in counseling at Marshall University, Hunting-ton, West Virginia, and at N. C. State University. He has worked with the Employment Security Commission for five years with two years in employment counseling. When he wrote the accompanying article, Mr. Faulk was an Employ-ment Counselor with the Sanford ESC office. He is currently an Evaluation and Training Specialist with the State agency's central of-fice in Raleigh. cided important for the new battery and which are now in use are: 1. Intelligence — General Learning Ability (G)—The ability to "catch on" or understand instructions and underlying principles; the ability to reason and make judgements. 2. Verbal Aptitude (V)—The a-bility to understand meanings of words and ideas associated with them and the ability to use them effectively. The ability to compre-hend language, to understand rela-tionships between words, and to understand meanings of whole sen-tences and paragraphs. The ability to present information or ideas clearly. 3. Numerical Aptitude (N) — The ability to perform arithmetic opera-tions quickly and accurately. 4. Spatial Aptitude (S) — The a-bility to comprehend forms in space and understand relationships of plane and solid objects. Frequently described as the ability to "visual-ize" objects of two or three dimen-sions, or to think visually of geo-metric forms. 5. Form Perception (P) — Ability to perceive pertinent details in ob-jects or in pictorial cr graphic material. Ability to make visual comparisons and discriminations and see slight differences in shapes and shadings of figures and widths and lengths of lines. 6. Clerical Perception (Q) -— The ability to perceive pertinent detail in verbal or tabulated material. The ability to observe differences in copy, to proofread words and numbers, and to avoid perceptual errors in arithmetic computation. 7. Motor Coordination (K) — The ability to coordinate eyes and hands or fingers rapidly and accurately in making precise movements with speed. The ability to make a move-ment response accurately and swift-ly- 8. Finger Dexterity (F) — The ability to move the fingers and ma-nipulate small objects with the fingers rapidly and accurately. 9. Manual Dexterity (M) — The ability to move the hands easily and skillfully. The ability to work with the hands in placing and turning motions. The first seven aptitudes listed are obtained from paper and pencil parts of the battery, while the dexterities are obtained from an apparatus type test. Use of the Test Scores After completion of the develop-ment of the GATB, it was readily noticeable how many jobs and occu-pations were very closely related ac-cording to the aptitudes for success-ful learning. These relationships were further studies and a group of occu-pational norms were compiled. It was found that these occupational norms could be grouped in terms of a struc-ture consisting of a group or series of occupational aptitude patterns. Each Occupational Aptitude Pattern (OAP) consists of the most signifi-cant aptitudes and the critical scores on these aptitudes established as min-imum scores for a group of occupa-tions having similar aptitude require-ments. In the Occupational Aptitude Patterns, there are never more than three aptitude scores used for this grouping. In some of the specific test cutting scores, it has been determined that four are necessary for a com-plete aptitudinal coverage. These OAP groups are the tools that the Employment Counselor uses to aid the counselees in making occu-pational choices. These are used in the broadest sense, or the areas of work, never in the specific job cate-gory. The Employment Interviewer, when talking to a prospective appli-cant for a job referral, does not con-sider the aptitude score in the same manner as the counselor would with the counselee. The ccores which a job applicant has made on an apti- ( Continued on page 16) ESC QUARTERLY 15 tude test are used as cutting scores. Anyone who did not make the neces-sary scores would not be referred to the job. The Interviewer uses just a few of the total nine aptitudes when talking to an applicant. These parts are grouped into another type group-ing called the specific test and usually referred to as "S" scores. In some cases the employment spe-cific test will have as many as four aptitudes grouped together. In others, two or three may be used, but there are no known jobs which require all nine aptitudes. Quite often when talking to a group of the students about the GATB, I will tell them the test covers every-thing from brain surgery to chicken plucking. Actually, this is true. OAP-1, which is the highest of all the OAP's, requires very high scores on G, V, and N. Brain surgery is one of the occupations listed under it. OAP-35 deals with scores from K, F, and M and the scores here are all in the lower percentile of the total population. Under this OAP is listed a job titled Laborer, Poultry. This is the title given a chicken picker or someone who plucks chicken feathers. There are many jobs which have not had test studies run on them and there have never been specific test scores set for them. However, most of the production jobs and skilled jobs in industry today have been studied and test scores for predicted success are available. Administration of the Test In the administration of the com-plete test battery, generally, but not necessarily, the paper and pencil tests are given first and the apparatus tests at the end. The instruction manual is followed exactly each time the test is given. It makes no difference if the test is given in a school room in Alaska or in an air conditioned em-ployment service office in Florida, the administration is always the same. Demonstrations of the proper method of taking the apparatus test follow the same rigid control and each per-son taking either part of the test battery or the total battery get the same possibility of making a good score no matter where the test is taken. The reason for this tight con-trol on the administration is obvious since the test results are transferred from one office to another, state to state. Each test administrator is given special training before he is allowed to give the test. This training is giv-en by a training specialist, usually from the State central office, and the administrator-trainees are given a basic understanding of how and why the test measures the nine aptitudes. During these sessions, emphasis is given to the proper administration of the test and new administrators are forbidden to interject additional word-ing into the testing instructions. In the Samarcand Project the nor-mal procedure for testing and scoring was followed. The test was explained to the group before any testing ma-terial was issued. The girls were told something of the history and develop-ment of the test, how it is constantly being studied and improved and the purpose for testing the group. Em-phasis was given to the fact that aptitude tests do not tell people what occupations they should follow, only what occupations they have aptitudes for or capabilities of learning in a relatively short time. It was explained to the group how their scores would be used in the counseling session which was planned and that these same scores would be sent to the closest state employment service of-fice to their home town. They were encouraged to make a visit to the local employment service office and talk to the youth counselor as soon as they had returned. The written parts of the test were then given to the entire group of 29 girls. A break of approximately five minutes was given between the first and second booklets. After completion of the paper and pencil tests, the girls were divided into two groups for the apparatus tests. Group one was given the finger dexterity test which has two parts and group two was given the two-part manual dexterity test. When these were completed the groups were re-versed and the tests were admin-istered again. The scoring of the tests was done by hand, in this case, because the end of school was very near and there was not time to send them to the computer service for scoring and have time to do the individual coun-seling sessions which had been sched-uled. Each test score record card was completed, the OAP's were marked and specific tests were entered on the card. Each girl had been given an Inter-est Check List on the day the tests were administered. These were to be completed and returned to the office of Alvis Whitted of Juvenile Correc-tion who, in turn, mailed them to the Sanford local Employment Security Commission office. Upon receipt of these Interest Check Lists, a work sheet was pre-pared for each girl. A typical example of the information on these work sheets follows. The name has been omitted but the other information is exactly the same. Name Birthdate: 12-21-50 Scores G VNSPQK FM 104 121 95 88 99 103 128 101 98 OAP's 6, 9, 11-14, 16-22, 26-29, 31-35 In general she made average scores with the exception of the Spatial Ap-titude. Verbal Aptitude and Motor Coordination were very high, being in the 80-90 percentile band. The Spatial score fell in the 20-30 per-centile band. Highest norms OAP-6, indicates a file clerk or some type of clerical work just below the stenographer, she should be able to master this work. The other norms indicate she could do almost any type factory work available in this area. Interest Check List: Points of Interest: Nursing: Made both nursing specific tests Typing: Passed OAP-1 and missed OAP-36 by just one point on G Switchboard Operator: Passed S-9, the specific test for the job-Areas of Interest: Laboratory Science Work Kecording Work Public Contact Work Summary: Has very good aptitudes in all interest areas. Missed making the stenographic battery by only one point in the learning area. Probably should be encouraged to get some further training if possible, because all interest areas are going to require further training. A copy of these work sheets sent to Mr. Whitted's office, were copies and placed in the permanent record of each individual at the school. This gave the project coordinator a record of the results of the testing and an evaluation of interest demonstrated by the individual girls. Preparation for the Counseling Sessions Before the counseling sessions were held a folder was made for each girl with the test score record card, a counselor's work sheet, the Interest Check List, and a completed work application enclosed. These were car-ried to the initial counseling sessions. After the counseling sessions were held and the initial counseling infor-mation was entered on the counselor's work sheet, the folders were mailed to the Employment Security Com-mission Central Office in Raleigh. In Raleigh, a cover letter was put with each of the folders and they were then mailed to the local office which could best serve the girl. Test Observations This group did not show any dif- 16 ESC QUARTERLY North Carolina State Library NEW WOODS PROGRAM PROVIDES JOBS TO FARM WORKERS IDLED BY SEASON By Hughlon B. Garriss Farm, Placement Representative, Wilmington ESC Office Lumber and wood today is one of North Carolina's major industries. It is an industry that represents great Bconomic opportunities for land own-ers and workers. Throughout the en-tire State there are many thousands Df acres of land which could be de-veloped into a source of profitable income for many land owners. The ?reat percentage of this land is owned by individual farmers, and with the increasing demand for pulpwood by paper manufacturers it is imperative that more and more trees be planted. Profits will not be as instant as in 3ther crops but in the long run is jften just as lucrative. N. C. State Forester Ralph C. Winkworth states that it would re-quire from 2% to 3-million man days for tree planting and six to seven million man days for hardwood con-trol to put North Carolina woods in ?ood condition. As one can see, North Carolina has a great potential in Forestry. Pulpwood profits will grow as new mills are built and established mes expand. Pulpwood demand will increase and the development of un-ised acreage to plant pine seedlings is essential. Some farmers and land owners lave realized the benefits that can be ;heirs in making use of land that has jeen dormant. Some have used land ;hat they formerly used for other ?rops. For example, one farmer I mow had a 20-acre blueberry farm. The plants had passed their more productive state so he replaced them with pine seedlings. Today he has a fine growth of trees on this tract of land and they are less expensive to plant and require very little work. Recently the Farm Placement Di-vision of the N. C. Employment Se-curity Commission was assigned labor-recruitment responsibility in this growing industry. On November 6, 1966, a directive from the State Employment Service transferred the responsibility for manpower programs in forestry, logging and pulpwood cutting to the Farm Placement Ser-vice. Farm Placement now has woods industry responsibility in all states. The program was new to our Farm Placement representatives and be-came effective after the pine tree setting operation had begun, and even though it was new we were ready to enter into the "woods pro-gram" with every effort to make a good start. Realizing there would be problems to cope with, as there are in any new program, an effort was made to start the job as best we could. The woods program provides man-power services to the worker and em-ployers in forestry, logging and pulpwood industries. Workers are selected and referred to employers or various contractors. In my area so far we have emphasized referring workers to set pine seedlings. More accomplishments were realized from this operation than logging or pulp-wood cutting. Crews of workers bene-fited more from this operation because trees are set from November through March when there is very little sea-sonal farm work available. Some crew leaders contract tree setting on the basis of so much per acre. Out of their contract price they will pay their workers as well as transport them to and from the forest areas. Some of the companies have their own crews. Realizing the growing shortage of male workers in some areas, the Farm Placement representatives were able to place a great many women in tree planting operations. They proved to be very good workers. As the demand for more wood products grows and the acreage in-creases, more workers will be needed for these operations. Additional work-ers will have to be trained and more crews mobilized. Some crew leaders attended Manpower Development and Training Act courses for ten weeks during January-March. In these classes they were trained in setting pine seedling, logging and pulpwood cutting. With instructors supplied by the North Carolina Forestry Service, these courses relieved the employer of having to provide training. Some of the crew leaders and work- GARRISS ers will have a greater opportunity this season than last because they will have some experience in these "phases of the woods program. Many thousands of acres will be planted or set with new seedlings this season as well as several hundred acres to be reset that were destroyed or damaged by forest fires last April. The Farm Placement representa-tives this season will do extensive employer visiting to offer our services to ascertain their worker needs. Recruitment of workers and crew leaders will be a must. Contractors will be registered. We will endeavor to offer all assistance possible to both the employers and workers. We will be called on to refer workers to set many hundred acres of seedling pines in my area next season. We hope to get into logging and pulpwood cutting on a larger scale. I find it very stimulating to work in the woods program because sound forestry practices benefit workers, land owners and greatly en-hance the overall economic picture of our State. Typical of the southeastern areas to be seeded is this stretch in Pender County. Many local farmers are beginning to put acreage in pine trees to utilize land which normally would be unproductive. ESC QUARTERLY 17 RESEARCH DIRECTOR RETIRES AFTER 40 YEARS EMPLOYMENT Hugh M. Raper, Director of the Employment Security Commission's research department since 1949, re-tires December 31 after over 40 years of State employment. As chief of the Bureau of Employ-ment Security Research Raper has di-rected a staff of approximately 40 labor market analysts and other per-sonnel who are responsible for furn-ishing all unemployment insurance, employment service and job market statistics. In addition to compiling all employ-ment and wage data from the State's 40,000 employers covered by the Employment Security Law, Raper's department has published periodic information on job shortages in se-lected Tarheel industries as well as working closely with industry pro-motional groups on manpower avail-ability. His BSCR reports on local and statewide labor markets are used by other State agencies and local develop-ment groups as the basis of industrial development and as a source of neces-sary data to establish federal-state-job training programs. A 1926 graduate of Duke Univer-sity in Business Administration, Raper was a teacher and principal for 10% years in Buncombe, Rutherford and Guilford county schools before joining the Employment Security Commission as a claims examiner in 1937. Sixty-two years old, Raper is a na-tive of Davidson County. Henry E. Kendall, Chairman of the Employment Security Commission (right), and Frank Kivett, director of the Sandhills Community Action Program, (left) sign an agreement to sponsor the mobile job office and Sanford ESC manager Garland Scott observes. STATE JOB MOBILE GOES TO MOORE COUNTY 18 RAPER ESC QUARTERLY A rolling State employment office, first project of its kind in North Carolina, has begun operations in Moore County. The "job mobile" is staffed by a State Employment Service counselor. It functions under the auspicies of the Employment Security Commission and the Sandhills Community Action Program of Carthage. The panel vehicle, complete with furniture, is being used on regularly scheduled visits over Moore County as an extension of the employment services provided by the local San-ford ESC office. Operating from the vehicle, the counselor will work with industry over the county and will provide job information, interviews and prelimi-nary screening for job applicants. With the exception of unemploy-ment insurance claims, no counseling or other employment service is cur-rently being offered in Moore County. CHARLOTTE MAN NAMED TO DIRECT GOVERNOR'S HANDICAPPED COMMITTEE Governor Dan K. Moore has ap-pointed Stephen H. Van Every of Charlotte Chairman of the Governor's Committee on Employment of the Handicapped succeeding John B. Hatfield of Greensboro. Hatfield an-nounced his resignation at the conclu-sion of the Committee's annual awards ceremony in October in Charlotte. He had served three years vice chairman and three years chairman of the group. The Governor's Committee coordi-nates and promotes employment of handicapped workers in North Caro-lina. It's new Chairman is a former leader of the Mayor's Employ the Handicapped Committee in Mecklen-burg County. Joining Van Every as officers of the statewide committee are Stanley Frank, Greensboro, vice-chairman, and Louie Woodbury, Jr., Wilmington, secretary. At the October awards ceremony, The job mobile hopes to reach resi-dents who could not get to Sanford to use the employment services of the local ESC office. The job mobile concept is being operated as part of the State's Human Resources Development pro-gram of the Employment Security Commission. The HRD program is a new approach launched by the ESC to reach low-income and hard-core un-employed persons. Growing demands of the labor mar-ket have required concerted action in this area, officials said. So far Moore is the only county selected for this experimental project. Garland Scott is the manager of the Sanford office of the Employment Security Commission. Frank Kivett is executive director of SCAP, an agency administering the anti-poverty program in Moore, Lee, Hoke and Montgomery counties with headquar-ters in Carthage. STEVEN VAN EVERY several persons were awarded presi-dential citations for their outstanding contributions to rehabilitation and employment of workers in North Carolina. They were : Elon G. Barton, Society for Crippled Children and Adults; Sarah Bray, Handicapped Workshop in Salisbury; Harry Clark, Western Carolina Industries; Grady Galloway, Commission for the Blind; C. L. Haney (retired), Vocational Re-habilitation Division; J. B. Hatfield, former Chairman of the Governor's Committee; Jewell Osborne, Employ-ment Security Commission and Claude A. Myer, Division of Vocational Re-habilitation Director. The awards were presented State Treasurer Edwin Gill. HARRELSON State Commission Enforces Bank Examination And Finance Licensing By Frank L. Harrelson Commissioner, State Banking Department Commercial banking in North Caro-lina since 1961 has undergone almost revolutionary changes in the area of record keeping and the compilation of credit information. This is attribut-able to the application of technologi-cal advances in data processing to problems in banking and finance. The computer has enabled banks to assem-ble economic data and credit infor-mation, expedite bookkeeping opera-tions, the handling of checks, transit functions, and trust activities. Many other operations that heretofore re-quired large staffs and time in assem-bling statistics are now done by electronic data processing techniques. It must be recognized that a bank is a business and, as such, is organ-ized for profit. In recent years we have seen the rising costs of loan and investment funds occasioned by the mixing of demand and time deposits. Most of the deposit growth is in time deposits and the interest paid on these funds has constantly increased along with the over-all cost of doing busi-ness. This is the primary reason why automation is vital because it allows the best means for reducing the ser-vicing costs of the dollar the bank must buy to sell. Automation is vital in this historic role and also essen-tial for marketing internal and ex-ternal services. A bank can know with certainty the extensive cost of servic-ing an account. This involves not only the number of items processed but also a precise automatic determina-tion of the float involved and a true status of collected and uncollected funds. Obviously, the small bank can-not afford this expensive hardware. Instead, the trend is for the large banks to provide many of these func-tions for the smaller institutions. ESC QUARTERLY 19 Special programs for business and professional firms are developing through electric data processing. We could go on but the list is as long as the imagination and ingenuity of the program director. International Developments Another interesting development during this period has been the growth of international operations. The advantage of a North Carolina based bank operating in the common market is of tremendous importance in expediting the export of goods and commodities grown and manufactured in our state. The banks have not neg-lected consumer demand and install-ment loan departments have greatly-expanded in size and services in re-cent years. This is not only true with respect to state banks. It applies with equal force to the national banks op-erating in this state. It must be recog-nized that, in preparing an essay on state banking, we must necessarily limit statistical information to the state-chartered banks since this office does not have access or regulate in any way the operation of the na-tional banks. The banking structure in the State has changed with amazing speed in recent years. There are fewer banks but all of them are larger, some few state-wide system of branch offices. North Carolina was one of the first states to permit statewide branch banking. The advantages of branch banking are obvious since it brings banking facilities to remote areas and small communities that could not sup-port an independent bank. In April, 1961, there were 145 state banks and 387 branches with aggregate resources of $2,072,598,- 766.30. In April, 1967, the number of unit banks had been reduced to 109 but there were 528 branches and resources reached $3,436,208,929.93, an increase in resources of 75.4 per cent. So far this year the State Bank-ing Commission has approved the establishment of two new banks. The total capital funds of these banks during this period increased from $185,309,723.20 to $292,582,482.47, or approximately 58 percent. In addi-tion, increases in "Valuation Reserves allocated to Loans and Securities" have increased at a great rate. Phenominal Growth The industrial economy of the state has experienced phenominal growth in recent years and the banks, both state and national, have made a very significant contribution to this vital part of the State's economic life. The various indicators compiled by the Federal Reserve Bank of Rich-mond of conditions in the Fifth Fed-eral Reserve District, which includes North Carolina, indicates that there probably will be some leveling off of the economy but that it will continue to operate on a high plane relative to just a few years ago. There is nothing in the picture at the moment that would indicate that the banks are not in a position to finance all reasonable demands of industry, agri-culture, and the consumer for the foreseeable future. The State Banking Department is interested in the well-being of the State banks and, in fact, all banks, because the General Assembly has placed the responsibility of the en-forcement of the State's banking laws in the State Banking Commis-sion. Prior to 1931, the banks were supervised by a division of the State Corporation Commission. The 1931 General Assembly created a new banking department, transferring the supervisory function of state-char-tered banks to this department. Mr. Gurney P. Hood was appointed Com-missioner of Banks by Governor Gardner and he served for 20 years. There have been four other Commis-sioners since that time. The State Banking Commission is the legally constituted governing body of the department. It consists of ten mem-bers appointed by the Governor, five of whom are practical bankers and the other five represent industry, Frank L. Harrelson, 56, a career employee of the State Banking Department of North Carolina for the past 20 years, was appointed in August, 1966, by Governor Dan K. Moore to the position of Com-missioner of Banks. He has now been reappointed by Governor Moore to a new term expiring April 1, 1971. Prior to August of 1966, he had been Acting Commis-sioner since January 13. Commissioner Harrelson is a na-tive of Shelby, attended Ruther-ford College and N. C. State Uni-versity at Raleigh and holds the standard certificate of the Ameri-can Institute of Banking. His service with the Banking Depart-ment began in 1946 as assistant examiner; in 1950 he was promoted to senior examiner; and in 1959 he was named Deputy Commis-sioner, a post created that year by the General Assembly. He served in the U. S. Navy during World War II. He and his wife, the former Martha Langston of Arden, live at 402 Forsyth Street in Raleigh. agriculture, and the general public. The State Treasurer is an ex officio member of the Commission and acts as its chairman. The Commissioner of Banks is the chief executive officer of the Commission. The staff of the department consists, in addition to the Commissioner of Banks and the Deputy Commissioner of Banks, a Consumer Finance Administrator, 22 field examiners, and seven secretaries and clerical personnel in the Raleigh Office. The department's primary function is to administer the State banking laws as they affect state-chartered banks by a program of examination and licensing of new banks and branches of existing banks. The pur-pose of the banking law and the regulatory program is the protection of the public interest. The depart-ment is likewise charged with the responsibility of regulating consumer finance licensees and the licensing of qualified businesses to sell checks and money orders under the Sale of Checks Act. Laws Passed We believe it is pertinent to men-tion that at its last session the Gen-eral Assembly passed a number of laws affecting the operation of state-chartered banks as a result of recom-mendations made by a study commit-tee of the State Banking Commission. In the banking committee hearings, much was said about the dual bank-ing system and the necessity of state banks maintaining a relatively com-petitive parity with national banks. The dual banking system, in its brief-est explanation, is that every com-mercial bank in North Carolina falls into one of two groups. Supervisory responsibility for the first group, con-sisting of state-chartered banks, is vested in the State Banking Commis-sion. The second group, consisting of national banks operating under fed-eral charters, is supervised by the Comptroller of the Currency within the U. S. Treasury Department. The State law and the National Bank Act provide for conversion, the right of a bank to switch from one system to the other. This offers broad advan-tages to the banking public since it encourages a wholesome competitive spirit among banks. The need for a modern banking law is manifest because if the law ir unduly restrictive in relation to the federal law state banks can convert to a national charter and the possi-bility of a monolithic banking system emerges. In summary, banking is offering greater services today to the banking public than ever before anc the trend will continue. 20 ESC QUARTERLY North Carolina Bankers Association By Harry Gatton Executive Vice President, N. C. Bankers Association North Carolina, as it is often said, s a State on the grow. Dramatic ividence of the validity of this state-nent is found in the growth of com-nercial banking in the Old North state since 1945. The commercial banks in this State lad total resources of $1,913,200,000 is of December 31, 1945. The June 10, 1966, reports show a growth of .3,636,800,000 in resources to $5,550,- 100,000. Deposit figures are about the ;ame — $1,817,840,000 as compared vith $4,911,000,000 as of mid-point ast year—with a gain of $3,093,160,- )00. Capital Requirements This growth in North Carolina's inancially sound banking system has provided the capital requirements for ts burgeoning industrial and agricul- ;ural development. Business and gov-ernment have been able to turn home-ward for capital requiz-ements that would have been impossible in the not ;oo distant past. A good example of ;his was seen last year when North Carolina's banks purchased a $60 million issue of North Carolina High-way Bond Anticipation Notes. In concert with this growth of banking has gone a rapid expansion }f banking services. Banking is the nation's oldest service industry. In North Carolina it began in 1804 when the Bank of Cape Fear was established at Wilmington and the Bank of New Bern a little later that year in that city. Although North Carolina was the late comer in char-tering commercial banks, it did per-mit State-wide branching from the outset. Banking developed extensively up to the period of the Civil War. With its conclusion there came a period of total eonomic chaos during which all banks were closed. From the size and vitality of banking today it seems incredible that North Carolina was the last of the 13 original states to enter banking. After holding out un-til full assurance had been given that certain freedoms and protections would be guaranteed by the Bill of Rights, the Old North State joined the Federal Union in 1789. At that time, various issues of paper money were in circulation. The economy needed the stability that a banking system offers. As previously noted, the ravages of the Civil War and Reconstruction forced every bank into liquidation. Out of this chaos rose a hardy group of bankers who set the foundation stone for today's sound, competitive, private enterprise system of banking. Innovations Expected A look around the corner reveals the innovations that may be expected in banking. The inescapable chain of innovation is propelled by a rapidly-changing technology. You can see its dimensions in the talk and planning for a checkless society and the activ-ity of the credit card. Authorities say flatly that the checkless or cash-less society is actually just around the corner. Bankers in North Carolina and the country are on top of this development, realizing that the neces-sary electronic equipment is now available for this change. Banking is measuring with greater dedication the needs, the aspirations, and the changing economic conditions of its customers. Consumer credit has grown beyond the imagination of bankers of only a few years ago and banks in North Carolina have met this need by continuing to increase their proportion of the installment credit market. All of these services of full-service com-mercial banking have increased the costs of operating and competition has become more keen. In the areas of service, banking has followed the old dictum that ideas won't keep—some-thing has to be done about them. In Seventieth Year The North Carolina Bankers Asso-ciation was organized on a summer day in 1897 at Atlantic Beach. It was started by an enthusiastic group of bankers led by Thomas H. Battle of Rocky Mount, who felt the neces-sity for bankers associations. "It is not necessary for me to discuss here the advantages accruing from them," he wrote many of his banker friends. He became the NCBA's first presi-dent. Today all of the banks in North Carolina are members of the NCBA. The constitution of the Association gives the reasons for its existence: "In order to promote the general wel-fare and usefulness of banks and banking institutions, and to promote co-operation, together with the prac-tical benefits to be derived from per-sonal acquaintance and from discus- BARRETT FORD SAFRIET STANLEY GATTON ESC QUARTERLY 21 sions of subjects of importance in banking and commercial interests of the State of North Carolina, and especially in order to secure proper consideration of questions regarding the financial and commercial usages, customs, and laws which affect the banking interests of the entire state, and the protection against loss by crime. . . ." The North Carolina Bankers Asso-ciation is today pulsating with activity in the fields of service. It is out front in such areas as banking education, service to agriculture, publications, and many other services in addition to the normal activity of a trade asso-ciation. THE TARHEEL BANKER, the Association's official publication, was 45 years old last July. Continuing a long tradition of banking leadership, W. C. Barrett, executive vice president, The State Bank, Laurinburg, is president; J. Paul Ford, executive vice president, The Bank of Belmont, Belmont, first vice president; W. H. Stanley, execu-tive vice president, Peoples Bank and Trust Company, Rocky Mount, second vice president; H. W. Safriet, presi-dent, Bank of Reidsville, Reidsville, treasurer; Harry Gatton, Raleigh, executive vice president. The Asso-ciation's general counsel is J. Ruffin Bailey of Raleigh. Sound banking is necessary to the progress of North Carolina. Banking, faced today with the continuing chal-lenge to meet the needs of the grow-ing economy, looks to the future with optimism and the opportunity to serve. Corporation Aids Tarheel Business Development With Industrial Loans Harry Gatton, Executive Vice President of the North Carolina Bankers Association and editor of the "Tarheel Banker," is a Uni-versity of North Carolina graduate and former newspaperman and radio station manager at States-ville. Elected executive director of the Bankers Association in 1960, Gat-ton has served as administrative assistant to Senator Alton A. Len-non and executive secretary to Senator Sam J. Ervin, Jr. He also serves as vice chairman of the Executive Board, State De-partment of Archives and History, and is a member of the American Battle Monuments Commission, ap-pointed by the late President Kennedy. Other activities include Presi-dency of the Wake County Histori-cal Society, and he is Vice Presi-dent of the N. C. Society for the Preservation of Antiquities. The 19-year-old banking official was born in Harmony, a rural com-munity in Iredell County. By Gary M. Underhill Executive Vice President, BDCNC BDCNC stands for The Business Development Corporation of North Carolina. It is basically a financial institution, the only one of its kind in North Carolina and the first to be organized in the entire South. It is privately owned and managed, but cooperates very closely with the of-fices of the State Government, par-ticularly with the Commerce and In-dustry Division of the Department of Conservation and Development. Like State-chartered banks, BDCNC is subject to examination by the Com-missioner of Banks and submits an annual report to the Commissioner, who in turn makes copies of the re-ports available to the Commissioner of Insurance and to the Governor. BDCNC does not advertise or in-dependently seek to bring new busi-ness into North Carolina. This is the function of the Commerce and In-dustry Division of the State Depart-ment of Conservation and Develop-ment, the many local chambers of commerce and community business development corporations, and the in-dustrial development departments of the major power companies and rail-roads. These groups are very active in this field and BDCNC cooperates closely when there is a possibility that the prospect may need financial assistance in the form of a long-term loan in order to begin operations in North Carolina. Advanced Business Prosperity The same agencies would look to BDCNC if an existing North Carolina industry needed long-term funds in order to expand its facilities. BDCNC was incorporated under the 1955 Session Laws of North Carolina, during the administration of Governor Luther H. Hodges, who was later to become Secretary of Commerce of the United States and who, incidentally, is a current mem-ber of the Board of Directors of BDCNC. In the Act authorizing its incorporation, the purposes of BDCNC were stated to be ". . . to promote, stimulate, develop and advance the business prosperity and economic welfare of the State of North Caro-lina and its citizens ... to encourage and assist through loans, investments, or other business transactions, in the location of new business and industry in this State and to rehabilitate and assist existing business and indus-try. . . ." Private citizens and businesses of all kinds throughout North Carolina bought $1,000,000 of capital stock in BDCNC; and it was ready to be-gin business on April 2, 1956. There are presently 1733 stockholders. The enabling Act provided for "member" financial institutions to lend money to BDCNC, "financial in-stitutions" being defined as "any banking corporation or trust com-pany, building and loan association, insurance company or related corpo-ration, partnership, foundation, or other institution engaged primarily in lending or investing funds." Today there are 66 banks, 51 savings or building and loan associations, and 12 insurance companies which are "members" and which are pledged to lend money to BDCNC. (Some of these are also stockholders.) As of June 30, 1967, these members had outstanding advances to BDCNC amounting $7,037,550 and were com-mitted to lend an additional $2,392,- 460 on call. BDCNC may not borrow from any source more than ten times its capital funds. With Capital of $1,000,000 and Surplus of $150,000, there is a ceiling of $11,500,000 on borrowings at the present time. BDCNC does not in any sense of the word compete with its member financial institutions in the making of loans. The enabling Act itself provides that BDCNC "shall not ap-prove any applications for a loan un-less and until the person applying for said loan shall show that he has applied for the loan through ordinary banking channels and that the loan has been refused by at least one bank or other financial institu-tion." May Involve Greater Risks Probably the majority of BDCNC's loan applicants are referred to it by 22 ESC QUARTERLY le of its members. Loans made are sually of a nature or term not ndertaken by other financial institu-ons, and may involve greater risk, lough frequently a member finan-ial institution will buy a "partici-ation" in a particular loan which ; has referred to BDCNC, with the ondition that the participation so iurchased will be paid out in a rela-ively short time, provided the loan emains current in every respect. Out f a total loan portfolio of $11,475,000 n June 30, 1967, member financial istitutions owned participations total-tig $1,320,000. In some cases, the lember financial institution makes ,nd services the loan and BDCNC lurchases a participation, usually imounting to the greater portion of he loan. Loans are secured by real istate, chattel mortgages on machin- :ry and equipment, assignments of ife insurance, securities, and other assets. They are repayable by month-ly installments over periods of from Sve to fifteen years. Interest rates charged on loans nave ranged from 6% to 7 1/2% per annum, according to money market conditions. BDCNC pays its members financial institutions hi of 1% above bhe commercial lending "prime" rate. BDCNC's lending rate therefore tends to go up or down as the "prime" rate changes. Most of the loans made by BDCNC are for relatively large amounts, as evidenced by the following breakdown of loans made since organization : Number of Loans by Size Per Cent Up to $100,000 33 $100,000 to 199,000 32 200,000 to 299,000 12 300,000 to 399,000 10 400,000 to 499,000 3 500,000 and over . . . 10 The list of types of businesses which have benefited from BDCNC loans is almost endless: textiles and sewing, chemicals, seafood, rugs, fabricating storm windows and doors, milling and storage of grains and peanuts, slaughtering and meat processing, poultry processing, canning, ham curing and packaging, berry process-ing and packing, tobacco processing, biologicals, soybean oil and meal, manufacturing of dies, brass pro-ducts electric soldering irons, TV an-tennas, lamps and other home acces-sories, pianos, furniture, electronic components, submersible pumps, dish-washing machines, ad irrfinitum. These loans have been made throughout the State of North Caro-lina ... if not literally from "Manteo to Murphy," actually from Engelhard j to Murphy, and from Mount Airy at the Virginia line to Tabor City on the South Carolina line. There are few counties in the State which have not benefited from a BDCNC loan. Since organization (April 2, 1956) BDCNC has approved 279 loans, to-taling $44,259,000. Approximately two-thirds have been for plant con-struction, one-fifth for machinery and equipment, and the remaining small percentage for working capital and miscellaneous purposes. A good many loans are actually made to local de-velopment corporations to build plants for leasing to industries. Such loans usually are secured by both a mort- Gary M. Underhill was born in Richmond, Virginia, and is a grad-uate of the University of Virginia. He was Assistant Vice President of The Bank of Virginia in Rich-mond when he was commissioned in 1944 as a Lieutenant in the United States Naval Reserve. He was attached to the Executive Of-fices of the Secretary of the Navy in Washington for the remainder of the War. He became Executive Director of the Consumer Bankers Associa-tion in Washington in November, 1945, and served in that capacity until July, 1948, when he moved to Philadelphia as Executive Vice President of the Charter Bank. He became a Vice President of Girard Trust Company in December, 1949. Underhill came to North Caro-lina in 1952 as President of the First National Bank of Raleigh, which by merger in 1959 became the first out-of-town office of the American Commercial Bank of Charlotte. When that Bank merged the following year with the Secur-ity National Bank of Greensboro to form North Carolina National Bank, he was transferred to Char-lotte to become Senior Vice Presi-dent in charge of the state-wide Management Services Division. He returned to Raleigh in October of last year to become Executive Vice President of The Business Devel-opment Corporation of North Carolina, succeeding H. Powell Jenkins, who retired. gage on the real property and the assignment of a noncancelable lease from the lessee. Helped Create 25,000 Jobs It is estimated that the 279 loans approved by BDCNC since its incep-tion have assisted in creating over 25,000 jobs of all kinds and in main-taining existing employment of more than 20,000, with current annual pay-roll in excess of $200 million; and that over 16,000 farmers sell a total annual volume of farm products of $60 million to one or more of the enterprises for which such loans have been approved. If we include farm people employed in newly created or expanded plants, as well as farmers who use processing plants, storage and other service facilities, the total number of farm people benefiting from such enterprises exceeds 35,000. Member financial institutions elect 14 members of the BDCNC Board of Directors and the stockholders elect seven. The present members of the Board are from every part of the State: Thomas M. Belk of Charlotte, Mar-vin K. Blount of Greenville, Julian J. Clark of Charlotte, Benjamin Cone of Greensboro, John C. Erwin of Charlotte, Percy B. Ferebee of An-drews, Harold C. Foreman of Eliza-beth City, Shearon Harris of Raleigh, William R. Henderson of High Point, Luther H. Hodges of Chapel Hill, Lewis R. Holding of Raleigh, Vance Huggins of Charlotte, George L. Hundley of Thomasville, Ted H. Lind of Greensboro, P. D. Midgett, Jr., of Engelhard, John J. Ryan of Char-lotte, John B. Stedman of Charlotte, James H. Styers of Winston-Salem, J. L. Suttle, Jr. of Shelby, J. Mel Thompson of Fayetteville, and J. W. York of Raleigh. H. Powell Jenkins of Raleigh, formerly Executive Vice President, is an honorary member of the Board of Directors. The Board of Directors meets quar-terly in Raleigh. There is an Execu-tive Committee which meets on call, comprised of the President and three other members of the Board of Di-rectors, one being a Director elected by the stockholders and two being Directors elected by the member fi-nancial institutions. Present members of the Executive Committee are Messrs. Blount, Cone, Erwin, and Lind. In addition to the office staff, of-ficers of BDCNC are: Ted H. Lind of Greensboro, Chairman of the Board; John C. Erwin of Charlotte, President; W. B. Pipkin of Reidsville, First Vice President; Wilson F. Yar-borough of Fayetteville, Secretary; C. C. Cameron of Charlotte, Treas- (See DEVELOPMENT, page 67) ESC QUARTERLY 23 Consumer Finance . . . Or "Small Loans" n North Carolina Today By Robert L. Thompson Executive Director, N. C. Consumer Finance Association When Editor Ted Davis asked me to write this article for the ESC Quarterly he suggested I answer a series of questions, the last of which was: "Why the bad reputation of some loan companies?" It's a good question and provides me with a good introduction. But before answering I want to rephrase the questions because Ted was over-ly polite. What he meant was: "Why the bad reputation of the small loan or consumer finance industry." The answer is simply this: Because until six years ago, when the General Assembly passed the North Carolina Consumer Finance Act, the loan com-panies of this State operated under a bad, antiquated law which not only allowed them to sell more credit accident and health insurance than was required to protect both lender and borrower but actually required them to do so if they were to operate at a profit. The real leaders of the industry knew that reform was overdue; and it was they who persuaded the Bank-ing Commission to recommend to the Legislature a complete revision of the law. (Later some of our political friends claimed all the credit, instead of their just share, but I had a minor part in this effort and I know and can prove the facts.) In the intervening six years no State-wide business of which I've ever heard—and I've been around here in newspaper, radio and politi-cal circles for "quite a spell"—has made as much progress upgrading itself as has the North Carolina con-sumer finance industry. The State Banking Department, which regulates the industry, has done an excellent job. But as both the Commissioner and the Consumer Finance Director recently stated, the people within the industry have made their regulatory jobs much easier and more pleasant by earnest cooperation. I don't mean to claim that there's not a "loan shark" left in the indus-try. There are a few. You can find a few black sheep in the legal, medical, ministerial and business ranks, also. And they've been working at their "public image" a long time. But none of them have worked harder or done more to clean up their own houses, I believe, than have the members of the Association which I represent. And none of them have climbed as far in six years, either. But the truth is you can't rebuild a reputation in just six years, espe-cially among those of you who've never done business with a finance company and have no idea how well or how poorly it serves the real needs of its customers. Let me give you an example. An eminent Raleigh minister in a speech made in Washington, D. C, late last year jumped all over the loan com-panies. We went to him with facts and proof. He changed his mind to the extent that about three months later he took an active and able part in a series of television programs in which this Association was trying to promote the wise use of credit. More-over, at a recent "high level" confer-ence at the University of N. C. in Greensboro, not only the Ph.D.'s pre-sent but also the representatives of the South's largest banks stated the finance companies were doing more to promote the "wise use of credit," and had created the best educational material, of any group or profession or business in the country. Two di-visions of the State Department of Public Instruction have adopted our teachers' kits, films, family credit counseling kits and other material. So have the home economics people (they used to be "home demonstra-tion agents") operating under the Extension Division of U. N. C. at Raleigh. We've put on programs be-fore hundreds of civic, business and ministerial associations within the past few years as well as worked with the teachers in our public schools in an effort to train "the 24 ESC QUARTERLY money managers of tomorrow." But the more we do, the more we find there's to be done. Why are the finance companies who support the association doing all this? Have they become "do gooders?" No! Our reason is simple. If you're in the cash credit business you want your customers to use their borrowing power intelligently. If they don't, they can't pay. And if they can't pay, you go broke. Remember that the profit made by an installment lender comes with the last one or two pay-ments. Up until then the customer is just returning the money the lender had to begin with. Now let's take a look at rates. On quite small loans the finance com-panies do charge more than banks considerably more until the money got tight and the banks started add-ing service charges, etc. But even three or four years ago the legal con-sumer finance rates in North Carolina on that part of a loan between $300 and $600—the consumer finance ceil-ing — the loan companies charged slightly less than banks charge on an installment loan. Then why, you may ask, don't your customers borrow from banks when they want to make a loan of $300 or less? Simply because the banks don't want the business. It's too small for them. And the loans are not really secured by collateral, other than earn-ing power. All this talk heard during the last Legislature about North Carolina's "maximum 6 percent interest rate" was as unrealistic as the claim of 50 years ago that all a nation or a state had to do to make people stop drinking liquor was to pass a prohi-bition amendment. Except in cases where a bank wanted to do a favor to a customer—and lose a little money in doing it—there haven't been any six per cent loans, of $600 or less, in years. It cost more than that to keep records and keep up collections. Do you have a "revolving charge account" at a department store? If so, you pay one and a half percent a month, or 18 percent a year on that. And you can add to that whatever profit the store made on the merchan-dise. But that's no reason to blame the store. Competition will keep it in line—and right now the "line" is rather high as compared to years past. If you must blame someone, blame those who shut their eyes to the facts of life and our times and keep chanting "six per cent." With a very, very few exceptions — such as the case of a man who owns all the money he loans out and runs his one office—consumer finance com-panies borrow from insurance com-panies, banks and other institutions on a wholesale basis, and then make loans on a rental basis. And seldom if ever do they make their wholesale loans at six per ce
Object Description
Description
Title | E.S.C. quarterly |
Date | 1967 |
Publisher | Raleigh, N.C.: Employment Security Commission of North Carolina,1947-1975. |
Rights | State Document see http://digital.ncdcr.gov/u?/p249901coll22,63754 |
Language | English |
Digital Characteristics-A | 84 p.; 10.68 MB |
Digital Collection | North Carolina Digital State Documents Collection |
Digital Format | application/pdf |
Title Replaces | U.C.C. quarterly** |
Audience | All |
Pres File Name-M | pubs_serial_escquarterly19641969.pdf |
Pres Local File Path-M | Preservation_content\StatePubs\pubs_serial_escquarterly |
Full Text |
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ESC QUARTERLY
INANCE EDITION
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CHAIRMAN'S
COMMENTS
Henry E. Kendall
Chairman
N. C. Employment
Security Commission
KENDALL
Our bankers tell us we're not too far away from a check-less
society. Technological advances in data processing has
caused "revolutionary changes in the area of record keeping
and the compilation of credit information." Credit cards
will allow us to purchase all goods and services, and perhaps
the entire banking and lending processes may someday
operate like the flick of an eyelash through nationwide net-works
of electronics.
Whatever the future of banking and finance in North
Carolina, the past decade has seen remarkable growth in
assets and services to the public, and the future of the in-dustry
seems unlimited. In Charlotte, Raleigh, Winston-
Salem and our larger metropolitan areas the tallest, newest
and biggest buildings are banks and the old graystone
structures of a century ago have gone completely modern.
This issue of the Quarterly featuring the finance industry
updates a prior issue of 1961. In 1967 there were 1,120 banks,
savings and loan associations, credit unions and small loan
companies reporting employment and wages under provisions
of the N. C. Employment Security Law. Average monthly
employment among this group of employers was 23,125
persons and their total wage payments were $120.5 million.
Unemployment among this group was remarkably low. We
see an indication of the good employment conditions within
the finance industry by observing the very low unemployment
insurance taxes its companies pay the Employment Security
Commission. In 1966, our latest available data on employer
contribution taxes, the average tax rate paid by all industry
in North Carolina under the Employment Security Law
(about 40,000 firms) was 1.29 percent. In that year banks
had an average tax rate of only .68 percent. Savings and
loan associations and farm credit institutions paid taxes of
only .8 percent while business credit companies had an
even lower tax rate of .7 percent. Personal credit agencies
had a tax rate approaching the State average at 1.27 percent.
We appreciate the cooperation given us in preparation of
this issue of the Quarterly by many finance officials, and we
understand the pride reflected by the authors of their
articles. Working with the counsel of the N. C. Bankers
Association, we tried to select banks representative of many
activities and the N. C. Insurance Department advised us on
the selection of savings and loan associations to feature.
Because of their uniqueness, two projects of the Employ-ment
Security Commission's farm placement division are
featured in this issue. Last year the first federal-State train-ing
classes in the nation under the Manpower Development
and Training Act for farm labor crew leaders were held
in North Carolina, one in Lumberton, another in Wilson
(page 9). The woods program (page 17) is a different, and
so far successful, attempt to provide jobs for farm workers
during the off season.
Another North Carolina program, unique in the nation, is
the foster grandparent project at Western Carolina Center,
an institution for mentally retarded children, and because the
ESC office in Morganton was instrumental in its beginning
we asked our local Employment Counselor to prepare a
story on Western Carolina's foster grandparent plan.
ESC QUARTERLY
BANKING AND FINANCE INDUSTRY
Volume 24, No. 3-4
Issued at Raleigh, N. C, by the
EMPLOYMENT SECURITY COMMISSION
OF NORTH CAROLINA
Commissioners
Billy Earl Andrews, Durham; Charles L. Hunley
Monroe; James W. Seabrook, Fayetteville; Henry E
Kendall, Raleigh; Harold P. Coffey, Lenoir; R. Dav<
Hall, Belmont; Samuel F. Teague, Raleigh.
State Advisory Council
Public representatives: James A. Bridger, Bladen
boro, Chairman: Sherwood Roberson, Robersonville
Mrs. W. Arthur Tripp, Greenville; Employer repre
sentatives: A. L. Tait, Lincolnton and G. Mauri«
Hill, Drexel. Employee representatives: Melvh
Ward, Spencer, AFL, and H. D. Lisk, Charlotte, CIO
HENRY E. KENDALL Chairmen
R. FULLER MARTIN Directo
Unemployment Insurance Division
ALDEN P. HONEYCUTT Directo
State Employment Service Division
H. E. (Ted) DAVIS Edit©.
Public Information Officer
Sent free upon request to responsible individuals,
agencies, organizations and libraries
Address: E.S.C. Information Service,
P. O. Box 589, Raleigh, N. C.
COVER LEGEND
Bank buildings, such as the headquarters of the Wa
chovia Bank and Trust Company in Winston-Salem an<
the N. C. National Bank in Charlotte, are the sky
scrapers of North Carolina. Big city and small towr
banks are going through enormous building and expan
sion programs with modern exterior architecture am
fashionable interior design. Inside, there are new tech:
niques such as the NCNB BankAmericard account cente;
in Greensboro and its new data processing center ii
Raleigh. There are fewer banks in North Carolina toda
but they are larger, and their growth has been describe!
as "phenominal." Savings and Loan Associations, ac
cording to the N. C. Insurance Department, have "gorv
through an almost complete transformation" in the pas
two decades, and in the stories about banks, loan assc
ciations and credit unions, the word "automation'
continually appears.
ESC QUARTERLY
Sixty-six year old J. H. Brcedlovc, retired
maintenance machinist from the Morc,rm-ton
area, is one of over three dozen elder
men and women selected to work with
mentally retarded youth. Each "grand-parent"
spends time each day with two
children. The children are mostly between
five and 16 years old.
AGED AND YOUTH
EXCHANGE LOVE AT
WESTERN CENTER
By James W. Gnatt
Employment Counselor
Morgan ton ESC Office
Western Carolina Center is a 574-
d facility for the care and treat-mt
of mentally retarded children
the western one-third of North
irolina. Construction of three build-
?s is now in progress which will
d 310 more beds, bringing the total
pacity, including the infirmary to
4 beds.
The Center is staffed by 353 paid
ofessional, technical, and service
lployees. Included on the staff are
! professional and technical persons,
i3 cottage parents (attendants), and
'8 service workers.
The Center opened December 16,
'63, with Dr. J. Iverson Riddle as
5 Superintendent. Dr. Riddle is a
itive of Morganton, a brilliant
>ung psychiatrist. He is completely
;dicated to the Center and is ever
ert and sensitive to the needs of
ie children under his care. He ex-
2nds immeasurable energy in the
ursuit of a total, child-centered pro-ram
which will achieve the greatest
3od for each individual child at the
enter.
The entire staff of the Center is
dedicated to the proposition of pro-moting
a program which will invade
every area of the environment of the
individual child. Each child is a hu-man
entity, and the children are never
categorized. A child-centered objec-tive,
even more surely than a children-centered
program, will safeguard
against custodial, institutional, or
regimental treatment of the residents
of the Center. The only collective
function is to simulate family-type
relations.
Dr. Riddle and the staff are always
seeking new activities which will en-rich
the lives of children. In pursuit
of these objectives the possibility of
a new service was observed, which
was to be known later as the Foster
Grandparent Project.
There are several versions of the
story of how the Foster Grandparent
Project was first conceived, but per-haps
the following is the most pleas-ing
and appropriate.
Some officials from Health, Educa-tion
and Welfare were visiting men-tal
health institutions for children.
When they entered a residential
building of one such facility they
found a group of boys sitting in a
row on a bench. They were looking
straight ahead, motionless. The scene
reminded one of the visitors of a
military inspection, and when he
caught the eye of a particularly sad-faced
little boy, he winked and
grinned at him. The child threw off
all restraint, abandoned his instruc-tions,
ran over to the man, threw his
arms around his legs, and hugged
him. It was from this simple gesture
of a lonely child who demonstrated
such a great need for personal hu-man
contact that the idea of the
Foster Grandparent program was
born.
The story goes on to relate that
these particular HEW representatives
went back to Washington and related
the incident to HEW's Committee on
Aging. This agency sent out "feelers"
to some of the larger mental health
facilities to get their opinions of and
reaction to a project whereby older
ESC QUARTERLY
people could be brought into service
as foster grandparents to their chil-dren.
When such an inquiry came to
Western Carolina Center, Dr. Riddle
and his staff began a vigorous cam-paign
to bring this much needed
service to the Center.
Would It Work?
Many questions had to be met and
resolved before any real meaning
could be given to the idea. Prelimi-nary
conferences were called at the
Center to discuss the issues. Staff
members of the local Employment
Security Commission were called in
to evaluate the manpower situation.
Was a sufficient number of qualified
applicants available? How could they
best be recruited? What will be the
objectives of the project?
When the ESC, public welfare
agency, CAP, and other interested
groups expressed the opinion that
applicants were available, the Center,
under the guidance of Dr. Tong-su
Kim, Project Director (Director of
Psychiatric Service at the Center),
proceeded to develop aims and objec-tives
from which they prepared a
formal proposal to be submitted to
the Office of Economic Opportunity
of HEW.
Another meeting of community
agencies was called to formulate a
plan of action, adopt selection cri-teria,
and adopt methods of recruit-ment.
The ESC volunteered to provide
publicity, recruit, counsel, screen, and
refer applicants. To do this all news
media in the area were utilized to
publicize the project and solicit ap-plicants.
Personal contacts and tele-phone
calls were made to individuals
who appeared to meet the criteria
for employment, which were, basical-ly,
that they must have reached their
60th birthday, be reasonably sound
of mind and body, have an annual
income not in excess of $2,000 for a
couple, and $1,500 for a single per-son.
They must also show an interest
in children, along with personal
warmth, intelligence, literacy, willing-ness
to serve, and be amenable to
supervision.
The Foster Grandparents would
work five four-hour days per week.
Each would be assigned two children
with each of whom he should spend
two hours per day. This entire time
must be spent in a work-play situa-tion
on a one-to-one relationship with
the child. Foster Grandparents were
not to be assigned any work or other
responsibility than to be a "grand-parent"
to their children.
The response from elderly people
in Burke County and surrounding
areas was so great that within a very
GNATT
short time a sufficient number of ap-plicants
had been received to employ
the number needed.
A day was set for applicants to
report to the center. They were asked
to complete a questionnaire and pre-sent
themselves to the screening line.
They were first interviewed by the
ESC counselor, and then by Miss
Tillinghast, Social Work Supervisor;
Mrs. Glasco, Project Secretary; and
Dr. Tong-su Kim, Project Director.
The Nursing Supervisor conducted a
tour of the cottages to provide an
opportunity for the applicants to see
the children in their natural setting.
The psychologist administered an at-tendant-
attitude test to evaluate the
applicants' reactions to the job as
they now understood it.
Thirty-eight men and women were
selected and employed. They would be
paid at the rate of $1.50 per hour,
per week, $1560 annually. They would
receive a nine-day training and ori-entation
period, with pay.
Fifty children were selected from
Spruce and Pine cottages to partici-pate
in the project. It should be noted
that these children were not selected
at random, but only after being care-fully
evaluated by professionally
trained staff members to determine
which children could best relate to
such activities and for whom it could
be most beneficial.
The children, for the most part
range in age from seven to 16 years,
chronologically, with a mental age oi
5 years and under.
Thus was born a Foster Grand-parent
Project at Western Carolina
Center.
Has It Worked?
What has it meant? What has i1
accomplished? What benefits have
been realized, and by whom? The
answer to these questions would fiT
many volumes. The foster grandpar
ents and the children could best an
swer these questions. However, some
results are obvious enough to b<
noticed by outsiders.
The children have become happiei
and healthier. They have progresset
more rapidly because of their "grand
parents" and their daily lives havi
become more meaningful.
The foster grandparents have re
learned the art of loving and carinj
for others, and are again enjoyinj
the happiness that comes with beinj
loved and needed. They, too, hav
shown a highly rewarding improve
ment in their general health and hap
piness.
Families of the foster grandparent
have observed remarkable changes ii
their attitudes, habits, and emotiona
enrichment. Sons and daughters hav
experienced a measure of relief fron
their financial responsibilities towari
their parents who are now gainfull;
and happily employed.
The following is a reprint from
report on the project prepared b
supervising staff members, and sura
- irftMfirtJ
Western Carolina Center in Morganton, home for mentally retarded children and site of
the unique foster grandparent program.
ESC QUARTERLY
narizes some of the more pertinent
•esults.
Relation of Project to beneficiaries
Children: The children's relatedness
to other people has been improved.
The scope and range of their ac-tivities
have increased.
The amount of physical activities
of the children in the Project has
increased.
Quite a few children in the Project
seem to experience less traumatic
separation from their own parents.
There has been improvement in the
attention span among the Project
children.
FGPs: The sense of self-respect, self-worth,
and self-dependence is con-tributing
a great deal to the well-being
of the FGP's who have
recaptured a very important posi-tion
in life since this Project began.
Otherwise, they could have re-mained
on the outer fringe of com-munity
activities becoming some-what
of a burden on their families,
friends and society as a consequence
of the decline in their physical,
mental, and emotional well-being.
Institution: We can proudly say that
the Foster Grandparent Project is
one of the most constructive and
rewarding projects which has made
an enormous contribution to the
total therapeutic efforts in this in-stitution
for the benefit of the
children. The hard-working foster
grandparents have convinced the
project staff of worthiness enabl-ing
staff personnel to have no hesi-tation
in disseminating pertinent
information for those who have
interest in starting a similar pro-gram
elsewhere in the country. In
some ways, foster grandparents
have been instrumental in making
us realize how much can be done
for these children if you are will-ing.
Their unwavering devotion to
their daily work is inspirational to
the other personnel throughout the
entire institution.
It has been observed that much of
the time previously utilized by Cot-tage
Parents in "housekeeping
chores" has been reduced, since the
children spend less time in the
cottages, but when they are in the
cottages they present fewer man-agement
problems. This frees more
time of Cottage Parents to serve
as leaders in the small groups in-volved
in purposeful activity pro-grams.
The Foster Grandparent
Program is also integrated into the
total treatment program for the
Center.
Community: The Foster Grandparent
Project has gained recognition
throughout the area served by the
Center. It has proved to be a worth-
(See HOUSEPARENT, page 60)
SPECIAL DURHAM OFFICE ESTABLISHED
TO HELP SEVERELY DISADVANTAGED
By William H. Vinson, Jr.
Counseling Supervisor, Special Services Center
"Special Services Center," a unit
of the Durham Local Office of the
Employment Security Commission of
North Carolina, opened March 6,
1967. The new building, which houses
the Center, was planned for its func-tions
and adjoins the Local Office.
Services of the Center are those pro-vided
by the Youth Opportunity Cen-ter
and the Human Resources Devel-opment
Program. Specifically, this
means to reach out and provide spe-cialized
employment assistance to the
hard-core unemployed and underem-ployed
who are severely disadvan-taged
in seeking employment because
of age, race, national origin, physical
handicap, prison record, or education-al
deficiency.
To accomplish this basic purpose,
a staff of ten people has been as-signed
to the office. The manager
works under the supervision of the
Durham Local Office Manager. There
are three interviewers, two whose
work is in outreach, application tak-ing,
and community service, and one
who serves as test administrator and
relief receptionist. The stenographer
also serves as receptionist. Complet-ing
the present staff is the Selection
and Referral Officer (MDTA), a
counseling supervisor and three em-ployment
counselors.
A tri-county area of around 200,000
population, Durham, Orange, and
Person, is served by the Center. Dur-ham,
a city of 96,500 population, is
the largest city in the tri-county area.
It is a city primarily of manufactur-ing
and education, with a 35 percent
Negro population and 65 percent
white population.
To accomplish the goal of reaching
the hard-core unemployed, contacts
have been made with community agen-cies
who work primarily with these
persons. Welfare case workers, Voca-tional
Rehabilitation Counselors,
Community Action personnel and
church leaders have cooperated by
making referrals to the Center. These
referrals are in addition to walk-in
traffic and referrals made by inter-viewers
in the employment division
of the Local Office.
Principal Services
Counseling, testing, and training
are the principal services offered by
the Center. The age range of those
receiving counseling has been from
14 to 78. This youngster was mis-taken
about his age, as was dis-covered
through a contact with school
officials. The elder citizen points to
the need and desire to work, even by
Manager Louis Berini of the Durham State Employment office explains testing
procedure at the Special Service Center. Center manager Ralph Faulkner,
Durham mayor Wense Grabarek and ESC Chairman were on hand for the new
unit's formal opening.
ESC QUARTERLY
those who have reached so-called re-tirement
age.
An example of counseling is that
of a 52 year old man with extensive
skilled experience who had not work-ed
for over a year, because of em-physema.
He decided on drafting, a
field related to his work experience,
but two previous attempts in this type
of training were unsuccessful. As a
result of contacts with a technical
institute and a Vocational Rehabili-tation
counselor, the way appears
open for this man to receive training,
with the expectation of again becom-ing
gainfully employed.
The story of a 38-year-old handi-capped
man illustrates the importance
of communications in counseling. His
work history was a series of short-term
jobs. He was familiar to every
interviewer in the office and had re-ceived
counseling with no positive
results, because of lack of communi-cations.
A change in counselors re-sulted
in good rapport, work in the
area of adjustment, job development,
and satisfactory adjustment on the
job. Some five months later this man
is still working on his job and is
happy in his work, an unusual ex-perience
for him.
Group counseling is the newest
service of the Center. After initial
interviews with enrollees in a Man-power
Development and Training
Act course, a counseling group was
formed. It has been well received by
the participants who are finding it to
be a valuable experience for verbaliz-ing
feelings and in gaining self-understanding,
as well as understand-ing
and acceptance of others. One
practical goal the MDTA School has
for the group is to prevent drop-outs.
More such groups are planned.
An unusual testing program took
place recently when 28 young women
were administered typing tests. This
was a cooperative effort of ,the local
Community Action prograjm, busi-nesses,
and the Employment Security
Commission. From the group tested,
21 were selected to receive: 14 weeks
of training to improve their skills,
with employment as the goal upon
completion of training.
Training is the key to employment
for most of the people served by the
Center. At present, 85 people are en-rolled
in seven different MDTA
courses, and an additional 40 people
have been enrolled in on-the-job
training. Four courses for youth are
planned for the immediate future,
and four additional courses for youth
and adults will begin in about six
months. Identifying training needs,
planning proper courses and motivat-ing
people to complete training are a
few of the problems we are facing.
An outreach station has been opened
at one of the housing projects in the
city. Although there has been some
response from the people of that area,
the response was not what we had
anticipated. This has led us to re-evaluate
our procedure, with regard
to publicity and overall approach to
work toward a plan that will elicit a
greater response from the people.
The Durham Special Services Cen-ter
is still in its beginning stages.
What we knew to be true about the
difficulties encountered in changing
the work behavior of people has been
confirmed. Yet, we have observed pos-itive
changes in the work behavior of
many. Probably, the most significant
fact learned, obvious yet often over-looked,
is that each person who comes
for services is an individual with his
own set of values, goals, and expecta-tions.
To understand him from his
frame of reference is the beginning
point in providing services that lead
to a job and satisfactory adjustment
in our labor market.
Selected by national office to test continuing
employment aid to rural areas, North Carolina's
Smaller Community Project visits areas of high
unemployment and low per-capita income, ex-panding
its services with additional mobile
offices.
Mobile Units Take Employment I
Services To Rural Counties
By Ben Johnson
Supervisor, Smaller Communities Project
The Employment Security Commis-sion
of North Carolina is presently
involved in "modernizing" its objec-tives
and approaches to employment
service needs in our State. Among
the several changes is the establish-ment
of three ES Mobile Offices. The
program of services provided by the
ES Mobile Offices is referred to as
the Agency's "Smaller Communities
Program."
The SCP has a two-fold objective.
Primarily, Mobile Offices literally
take employment services to the resi-dents
of selected rural counties in the
State. All employment services, in-cluding
employment counseling, re-ferral
to vocational training, referral
to other agencies for supportive ser-vices,
and referral to job openings,
which are now provided by the 54
established local offices over the
State are provided by our ES Mobile
Offices. This, of course, does not in-clude
Unemployment Insurance ser-vices.
Local offices are totally respon-sible
for UI services in the counties
served by Mobile Offices.
For some time our agency heads as
well as our Bureau of Employment
Security representatives at our re-gional
and national offices have real-ized
that primarily because of staff
limitations employment services have
been restricted mostly to those coun-ties
in which local offices are located.
Residents of counties in which there
is no local office are just as entitled
to employment services as those living
in counties with local offices. This is
one major factor which prompted th<
Mobile Office idea.
For several months after the incep
tion of the SCP in March, 1964, th(
program emphasis primarily was
that of assisting in industrial develop
ment efforts in rural areas. This in
volved collecting personal data oi
county residents and publishing tb
information in "Manpower Resoura
Reports." These reports were pre
pared as a promotional item an<
distributed to a mailing list of mon
than 75 organizations and individual;
all over the Nation interested in in
dustrial development. Local count;
leaders also were provided a quantit;
of the MRR's for their use in nego
tiating with prospective industry
While this manpower data collectin;
phase is still a significant part of th
SCP, more emphasis is continuall;
being placed on applicant services i)
employability development.
Frequently, the question is askeC
"How does a county go about gettinj
a ES Mobile Office to provide
SCP?" There are several factor
which are considered by the SCI
administrative staff in recommendin;
to the ES Director the countie
which should be considered. The S£
lection factors include: (1) Mobil
offices serve only those countie
6 ESC QUARTERLY
- ---^ I
in the county team members use
tever office space is available. In
a their office was set up in the old
taseegee bank.
ich do not have an established
il office; (2) areas with high un-ployment
as compared with State
1 National unemployment rates are
tfble; (3) counties must be pri-rily
agricultural counties; and (4)
State Employment Service must
eive a formal invitation from the
ard of County Commissioners to
wide the service.
Vs a part of the overall planning
the conduct of the SCP's, the ES
"ector has tentatively approved the
ection of counties which may be
ved during the next two years,
jure 1 illustrates those 26 counties
itatively selected. They are con-ered
tentative at this point since
?otiation with all Boards of Coun-
Commissioners have not been com-bed;
therefore, some official invi-tions
to provide the service have
t been secured.
Invitations to provide the service
e essential since the county must
sume certain responsibilities in
ier to be eligible. The counties
ast assume the responsibilities of
oviding suitable office space and
ilities. All salaries and equipment
e provided through supplemental
nds administered through the reg-ar
Employment Security Commis-
)n budgeting system.
Here is how the program works in
typical county. The SCP Supervisor
along with the Mobile Office Area
Coordinator and the appropriate
local State Employment Office Man-ager
meet with the Board of County
Commissioners to explain the SCP
and secure an invitation to provide
the service. After suitable space is
arranged, the Area Coordinator
moves in his Mobile Office staff and
equipment. A Mobile Office staff in-cludes,
in addition to the Area Co-ordinator,
a manager, an employment
counselor, a Farm Placement repre-sentative,
a selection and referral
officer for vocational training under
the provisions of the Manpower De-velopment
and Training Act, two or
three employment interviewers, a
typist, and a clerk-receptionist. The
typist and clerk-receptionist are hired
for temporary assignment from
available local residents.
After the details involved in "set-ting-
up" are accomplished, the Mobile
Office begins the first of its two
phase operation. The first phase, or
"basic operation" for some two or
three months, offers a full range of
employment services to as many local
residents considered to be immediately
available for employment as can be
attracted to the Mobile Office through
several promotional media.
In addition to seeking the help of
local newspapers and radios, the Area
Coordinator solicits the active sup-port
of other local agencies and or-ganizations
in encouraging their
clientele to take advantage of the
Mobile Office services. Employers are
contacted by staff members to solicit
job openings for which qualified .ap-plicants
may be considered. Other
agencies which have interest in and
facilities for improving the employ-ability
of those applicants in need of
such services are contacted and asked
to participate in the joint effort of
getting the applicants job-ready and
placed into gainful employment.
Even though a great majority of
residents in need of employment ser-vices
will be interviewed during the
basic operation, there will be others
who will decide later to "come in."
With this consideration, the second
phase or "continuing service" begins
immediately after the basic opera-tion,
or the point at which the Mobile
Office moves to another county.
A continuing service includes a
Mobile Office representative on a
permanent, part-time basis, return-ing
to the county at an established
time each week to continue providing
employment services. In those in-stances
when there is a need for the
services of the technical staff such
as the Employment Counselor and
FPR, the continuing-service repre-sentative
arranges an appointment.
The part-time services of the continu-ing-
service representative vary from
one to three days per week, depending
on the need.
The North Carolina Agency was
fortunate to have been selected by
the National office from some 16
states with SCPs to conduct an ex-perimental
and demonstration proj-ect.
The primary object of the E & D
project is to determine the extent to
which employment services can be
effectively provided on a continuing
basis to rural counties through mobile
offices. During the E & D project,
which will last for some 18 months,
experiences related to the program,
techniques used in providing services
to applicants and employers, and the
quality and quantity of services are
some of the items which will be
documented and evaluated at the end
of the project. From the evaluation
procedures for the conduct of effec-tive
SCPs in other states may well
evolve.
The administrative staff of the
SCP includes a supervisor, an assis-tant
supervisor, a labor market
analyst, and one stenographer. The
program is under the general direc-tion
of Hugh D. Cashion, the agency's
Community Employment Develop-ment
Sunervisor. In this capacity,
Mr. Cashion is responsible for not
only the SCP but also the agency's
MDTA program.
i Figure 1.
jThese are the counties in which the mobile team ha:
jworked or plans to work. Note they are in the far western
and far eastern portions of the State, those areas where
per capita income is lowest.
ESC QUARTERLY
the North Carolina Chapter of IAPES
membership climbed to its highest
point, 936 members. She was also a
member of a "special work" com-mittee
established by Former Presi-dent
James Filipski to rewrite the
duties of the chapter officers and
committee chairman and this required
a complete knowledge of each office.
Murle has attended all institutes and
all State conventions with only one
exception. She has attended four In-ternational
conventions.
After graduating from Central
High School in Charlotte, Murle came
to Raleigh and attended business
school while working. She married
Frank H. Martin and they have three
daughters, Betsy, an airline steward-ess
with TWA, makes her home in
New York City; Karen, 14, attends
Martin Junior High School in Raleigh
and Mrs. Tommie Little (Marilee)
of Greenville.
Living with Murle and her family
is her cousin Mrs. Wilma Meredith
who has taken over a lot of the house-work
and cooking chores, thus per-mitting
the new IAPES President
more time to participate in her many
outside activities. In her "spare time"
Murle also teaches dancing. The
Martins are members of the Fairmont
Methodist Church in Raleigh.
MARTIN
ESC CENTRAL OFFICE
EMPLOYEE DIRECTS
STATE ASSOCIATION
For the second time in the North
Carolina Chapter of the International
Association of Personnel in Employ-ment
Security history a woman has
been elected president! Mrs. Murle
Martin was elected to the top IAPES
office at the State Convention March
30-31, after serving one year as First
Vice President.
Since joining the Employment Se-curity
Commission in 1946, Murle has
climbed from the position of Clerk I
to Clerk IV. She works in the office
of Business Management and is re-sponsible
for preparing the payroll
for approximately 1200 employees, is
the "middle man" for insurance pro-grams
and Workmans Compensation,
and furnishes pertinent information
to administrative officials for compil-ing
the Employment Security Com-mission
Budget.
Murle has had varied working ex-perience.
Before coming with the
Commission she worked in a printing
office, as an auditor for the Federal
Government and as a secretary.
She joined the International Asso-ciation
of Personnel in Employment
Security in 1947 and has been an
active member ever since. She has
served on practically all standing
committees and served as Secretary
for two consecutive years under presi-dents
C. P. Rogers and B. C. Wilson.
She has served one year terms as
Treasurer, Eastern Vice President
and First Vice President. During 1966
when she was Membership Chairman,
YEAR SEES NUMEROUS CHANGES IN
COMMISSION MANAGEMENT PERSONNEL
A number of Manager appointments
have been made at local Employment
Security Commission offices in recent
months, and death claimed the lives
of three long-time local office direc-tors.
George Everett, Jr., "Mr. Employ-ment
Office" in Charlotte, died June
22 after what apparently was suc-cessful
open heart surgery at the
Cleveland Clinic in Ohio. Everett had
been recuperating at his home in
Mecklenburg County when he died.
He was 64 years old and had man-aged
the Charlotte office since 1944.
He came to work for the ESC in
1938.
Clay Rich, Manager of .the Golds-boro
ESC office, died in April. He
was 62 years old and had been in
charge of the local State Employment
Office since 1945. A 1931 graduate of
N. C. State University, Rich had
worked for the State 26 years and
began his career in Asheville. He held
positions with several offices, stepping
across the State, until his permanent
assignment in Goldsboro.
Buell Bailey, Manager in Shelby,
died in August from self-inflicted
wounds after an extended illness.
Bailey joined the ESC in 1958 at
the Roanoke Rapids office and worked
in the offices in Shelby and Edenton
before assuming Managership of the
Cleveland County office in 1962.
The retirement of office Manager
W. B. Dillingham in Greenville high-lighted
the ESC news from Pitt
County recently. Dillingham, who had
managed the local office since 1946,
was a 24 year State employee, having
worked in the Elizabeth City employ-ment
office prior to his Greenville
appointment.
Replacing Dillingham as Manager
was Lloyd Nooe, a 29-year veteran of
the Employment Security Commis
sion. Nooe had previously served as
Manager of the employment offices
in Spray and Concord and at the timt
of his appointment to Greenville was
W. H. Pitman, (left), chief auditor with the Employment Security Commission
since 1938 retired in July. His successor, J. B. Harris, joins Mrs. Pitman and a
host of auditing department personnel for a departure party.
8 ESC QUARTERLY
EVERETT
n Appeals Deputy working in the
[organton area. He also worked as
apervisor of Claims Deputies in the
iSC Central Office for about 17
ears.
Mrs. Viola Billings was transferred
•om her interviewer post at the
Ireensboro local office to become
[anager in Goldsboro after Rich's
eath. For 22 years Mrs. Billings,
widow, worked in every phase of
ISC operations in Greensboro. At the
ime of her transfer she was serving
s Supervisor of the youth employ-lent
section.
Don Hudson, leaving his post as
lanager in Wilmington, replaced
Iverett as Manager of the Charlotte
]SC office. Hudson had served as
lanager in Wilmington only a short
/hile before his assignment to the
arger Charlotte office. His replace-fient
in Wilmington was James
knight who was promoted from in-erviewer
to Manager of the Port
]ity office.
Replacing Bailey at the Shelby of-ice
was Franklin Ware. A former
Manager of the office in Kings Moun-ain
before it closed, Ware was a
Veterans Employment Representative
n Gastonia before his move to Shelby.
There were other moves within the
Manager ranks due to various promo-ions.
John Fleming was promoted
'rom Manager of the Raleigh local
iffice early this year to Area Super-visor,
replacing Phil Bunn who was
noved up to Assistant Director of the
State Employment Service. Fleming,
;oo, is a long-time State employee
ind worked as a Manager in Shelby
ind Roanoke Rapids and manpower
-oordinator in the ESC central office
oefore his assignment in Raleigh.
Fleming's replacement was Lee Roy
Singleton, a relative newcomer to
:he Employment Security Commis-sion.
Singleton was an interviewer
ind employment counselor in two of-fices
before coming to the Central Of-fices
as a Claims Deputy. At the time
of his promotion to Office Manager
he was in charge of the agency's Older
Worker Program.
When James Filipski left his
Greensboro Manager job to come to
Raleigh in charge of the Human Re-sources
Development Program, John
Ervin moved from Burlington to take
over the vacated Guilford County
Post. Everett McNeilly, who was an
Evaluation and Training specialist at
the Shelby local office since 1960,
was promoted to Manager in Burling-ton.
Meanwhile, back at the Central
Office in Raleigh, a real old-timer
with the Employment Security Com-mission
announced his retirement af-ter
30 years with the State. W. H.
Pittman, chief auditor with the ESC
since 1938, was one of the original
employees of the old Unemployment
Compensation Commission when the
agency was formed in the mid 30's.
Replacing Pittman was former super-visor
of Field Representatives J. B.
Harris who moved up to the top audi-tor
post after many years employment
with the Employment Security Com-mission.
CREW LEADERS GO TO SCHOOL, FIRST
SUCH TRAINING PROJECT IN NATION
By Albert D. Hickman
ESC Farm Placement Representative
During the 1967 harvest season,
State Farm Placement personnel and
those of related agencies pooled their
resources and cooperated in placement
of 4,000 local workers in money-mak-ing
jobs in selected localities in North
Carolina.
How was this accomplished? Forty
farm crew leaders were training
through the federal Manpower De-velopment
and Training Act. We esti-mated
that each crew leader would
place at least 100 workers on farm
jobs during the season and we believe
our estimation was surpassed.
The first approach to this type of
training for North Carolina crew
leaders came at the 1966 Farm Place-ment
annual conference in Wrights-ville
Beach when Farm Placement
Representatives Frank Nance of
Morehead City and Paul Nance of
Washington discussed the idea with
Hugh Cashion, MDTA Supervisor
with the Employment Security Com-mission.
Various types of courses and
training were discussed but no official
recommendations were agreed upon
due to special forms and procedures
as well as justification which had to
be prepared and approved to establish
the need for such training. It was
agreed that if a need for this train-ing
could be shown, a class in this
category could be developed under
MDTA.
How great was the need to train
crew leaders ? Who would take the
training? How many schools were
to be held and where were the classes
to be taught? What courses were
most needed by trainees and what
instructors were available? These
were a few of the many questions
which had to be answered, and the
need for training was agreed upon
by all farm placement personnel, in
the central office as well as in the
field.
The number of farm workers has
A tour of the Mount Olive pickle Company was on the agency of the Manpower
Development and Training Act courses started last year for farm crew leaders in
North Carolina.
ESC QUARTERLY
been dwindling over the years. The
flow of migrants has decreased in the
last few years. Organization of local
workers under crew leaders seemed
to be the only salvation of harvesting
crops grown by farmers in which they
needed supplemental labor. Realizing
this, we knew that if we could train
our organized crew leaders we could
do a more efficient job for the grower,
harvest more acreage and upgrade
the farm worker's earning capacity.
From a survey taken among farm
placement men across the State, we
found that this type of training was
very much in demand.
As for the selection of trainees, each
Farm Placement Representative was
,
asked to make a detailed survey of
his crew leaders and submit the
names of those available for training,
number of dependents, amount of edu-cation
and kind of transportation. It
was decided to limit trainees to crew
leaders v. ith transportation because
it is to the crew leader's advantage
as well as the effectiveness of his
operation to be mobile or able to move
to different parts of the area in which
he resides—even different parts of the
State—for harvest operations.
While farm placement men were
busy with the needs and selection of
trainees, Mr. Cashion's MDTA staff
was busy gaining approval for the
official project proposal. Through the
persistence of his office and through
the many meetings with farm place-ment
staff, tentative approval of the
program was obtained if certain cri-teria
were met. With the ground work
tentatively approved, we were faced
with the task of establishing the first
MDTA training of this kind in the
nation. We had to establish the loca-tion
of the school, the number of
trainees to be instructed and the
courses to be taught.
We met this obligation determined
to succeed. And succeed we did, but
not without the splendid cooperation
of MDTA officials, Technical Institute
personnel, and many others who made
this training possible!
Many hours of planning, discussion,
and related meetings were held to
determine the best ways to handle the
many problems which faced us in this
pilot training program. In these
meetings three school sites were
chosen and the number of trainees
for each class. Everyone agreed that
a class of 20 trainees should be held
at the Fayetteville Technical Insti-tute,
Robeson County unit 10 miles
from Lumberton. Crew leaders to at-tend
this school were to be chosen
from the Lumberton, Wilmington,
Fayetteville and Rockingham areas.
Another class of 20 trainees would
be held at the Wilson County Techni-
HICKMAN
cal Institute in Wilson for trainees
from the Wilson, Roanoke Rapids,
Goldsboro, Kinston, Washington,
Rocky Mount, New Bern and More-head
City areas. Another school would
be held at College of the Albemarle
for 20 students from the Elizabeth
City section—making a total of 60
crew leaders to be trained at three
locations within the State.
In November, 1966, our first meet-ing
was held in Lumberton to formu-late
the actual curriculum for train-ing.
State and local MDTA officials,
technical institute representatives,
and personnel from the Lumberton
Employment Security Commission
joined local and State Farm Place-ment
men at the meeting. With all
these people pooling their thoughts
on what should or should not be in-cluded
in a course of this kind, a
rather comprehensive curriculum was
agreed upon. In general, plans were
made to give information and train-ing
in basic education and in special
subjects which would benefit people
dealing with farmers and farm labor.
A similar meeting was held on
January 9, 1967, at the Wilson Coun-ty
Technical Institute which was at-tended
by local and State officials.
With the experience gained at the
meeting in Lumberton, and with the
many helpful suggestions offered by
various representatives at the Wilson
meeting, a definite training course
was established.
Being a pilot training school and
the first established in the United
States, the North Carolina plan to
train crew leaders had to be flexible,
which means schedules could be
changed and courses inserted to fit
the needs of the students. It was not
feasible to establish a training course
in Elizabeth City because selected
crew leaders were employed at this
time and could not attend.
The training all representatives
agreed upon included basic education,
record keeping, Social Security re
sponsibilities, public relations — t(
include both growers and crew lead
ers—basic living requirements foi
personal and camp sanitation, drive]
education for truck and bus, contrae
system for harvesting crops, and har
vest methods of crops grown in Nortl
Carolina. The instruction on auto ant
truck driving included information or
laws, safety practices, licenses am
vehicle maintenance.
Each subject was allotted a certaii
number of hours of instruction. A
total of 400 hours was required foi
graduation—or 10 weeks at 40 hour;
per week.
Frank Page of Elm City, N. C.
was instructor and coordinator of th<
class in Wilson. B. E. Lohr was in
structor and coordinator of the class
in Lumberton. These men schedulec
courses to be taught and visiting in
structors. We are also indebted t(
representatives of the following or
ganizations for their cooperation: Th(
State Board of Health, Division ol
Sanitation; State Department of Ag
riculture, Agriculture Extension Di
vision; The Pioneer Corn Companj
of Laurinburg; The State Board o1
Education; the blueberry industry
the Division of Forestry, Departmem
of Conservation and Development
the local Social Security offices; th<
Riegel Nursery farms; the N. C. Coun
cil of Churches; the State Collegi
Extension Service; the State Depart
ment of Public Welfare; Gates Pickli
Company of Faison; Farmers Horn
Administration; N. C. Sweet Potati
Association; N. C. Department o
Insurance; N. C. Peach Growers As
sociation; and the State Departmen
of Motor Vehicles (local and State)
Plans are already underway for tw>
more schools of this type in 1968. W
feel sure that with the cooperation o
all agencies concerned these training
classes can be even more successfu
than those held in 1967.
Having been associated with thes
schools from the very beginning an
seeing class room instruction tur
into actual experiences, I am cor
vinced that the long hours spent i
planning and establishing the school
was worthwhile. I sat in on mani
classes, instructed in others, and ot
served the interest shown by student;
It gives all of us a deep sense
personal satisfaction to know w
have helped our fellow man in hi
efforts to help himself.
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10 ESC QUARTERLY
Federal grant provides means for Board of Juvenile
Correction to establish experimental project in voca-tional
a>id social education.
TRAINING SCHOOLS TEST GUIDANCE COUNSELING FOR STUDENTS
By Alvis M. Whitted, Jr.
Project Director, State Board of Juvenile Correction
During recent years the North
'arolira Board of Juvenile Correct-ion
has made many advances in all
reas of its program under the dy-amic
leadership of Commissioner
Uair.e M. Madison. In the educational
rogram, instructional classes are
resently held 240 days per annum,
nd this makes it possible for students
o achieve more in their educational
:rowth. Each school in the State,
nder the Director of Education, J.
Valter Bryan, has a staff of certified
eachers, along with the supervision
nd leadership of a principal. Allot-aent
of teachers is based on a pupil-eacher
ratio of 15-1. A special effort
s made to adapt or modify the basic
urriculum to meet the educational
leeds of the many children who come
o us.
Integrating academic and vocation-
.1 services provide an effective ap-iroach
to the individual needs of the
tudents. Whenever individual needs
.re identified, appropriate emphasis
s placed. Teachers with special skills
n working with these exceptional
'outh create and maintain an atmos-
)here that brings forth abilities here-ofore
unrealized.
Students spend a minimum of four
lours per day in academic classes
vith the remainder of the day in
'ocational classes, on-the-job training,
>r special subjects.
Special subject areas have been
xpanded in recent years and include
idustrial arts, home economics, art,
ihysical education, weaving, library
nd music.
On-the-job training encourages the
evelopment of skills in various
rades, textile mill operation, print-ing,
barbering, modern farming and
airying methods, shoe repair, motor
Inechanics, food service, laundry and
ither trades. Girls are offered oppor-tunities
in homemaking activities
uch as food preparation, commercial
erving, gardening, weaving, arts and
;rafts and beauty culture.
\ In January, 1967 the Board further
xpanded its instructional program
hrough a planning grant under Title
II, Elementary and Secondary Edu-cation
Act. The purpose of the plan-ning
grant is to test the feasibility
and role of professional guidance
counselors and social education teach-ers
in North Carolina training
schools.
Guidance Program
Several characteristics about older
delinquent youth stimulated the Board
to plan for a program in guidance
and social learnings. One character-istic
of the older delinquent strongly
indicates that he eventually winds up
as a drop-out, leading to an occupa-tional
history of unskilled jobs in a
variety of vocations. For those who do
indicate adequate intellectual abili-ties,
most have no motivation to com-plete
their education, or if they do,
their home environments are such
that frustration and anxiety prevail
and they give up. Culturally, the
training jschool youth are physically,
morally and educationally deprived.
Many come from broken homes which
are usually in a chaotic financial sit-uation.
They usually are not able to
respond or participate in the academic
or cultural programs within the com-munity.
Usually, his family is rela-tively
unconcerned about him or if
concerned, unable to help him.
During this planning time, within
each pilot school there have been
meetings with all staff members re-
WHITTED
garding the project. Individual con-ferences
have been held with social
workers and some cottage life parents
concerning the goals and objectives.
Meetings have been held to help get
an internal feeling and a chance for
the administration and teachers
within the schools to have a part in
the planning activities.
During the planning phase, project
members have worked with a select
number of students in two training
schools, Stonewall Jackson and Sam-arcand
Manor. It was determined
through committee meetings and con-sultant
services that the guidance
counselor and social education teacher
should place main emphasis on how
they can help delinquent children
make a positive transition from train-ing
school back into their home com-munity.
The main emphasis of coun-seling
during the planning grant has
been in the following areas: (1) the
individual's self worth, values and self
esteem (2) the students' families (3)
individuals' aptitudes and interests
(4) planning for further vocational
training (5) preparation for employ-ment
(6) preparation for release back
into the community with their peer
group and (7) placement within vo-cational
and academic curriculum in
public school.
Positive Attitude
One of the main objectives of the
counseling interviews during the plan-ning
grant was to help each student
develop a more wholesome and posi-tive
attitude toward work opportuni-ties.
As a service to the planning
project, the Employment Security
Commission provided testing, counsel-ing
and placement services for young
men and women prior to their release
from our schools. The members of
the senior class at Samarcand Manor
were chosen as the first group to be
offered these services. During the
month of May, the GATB was ad-ministered
by the Industrial Service
staff, and initial counseling inter-views
were held. with all 30 seniors.
A follow-up study of these girls at
Samarcand is being made during the
planning grant.
ESC QUARTERLY 11
During the planning grant, the so-cial
education classes were set up in
small groups of eight to ten students.
There have been many supplementary
books, films, filmstrips and tapes and
records used in the classes. Many
units of study have come out of
teacher-pupil planning. Examples of
units of study used during planning
were: Justification of School, Anti-
Drop Out Information, Study Skills
and Test Taking Emotions, Develop-ing
Self-Confidence, Abilities, Interest
and Aptitudes, Communication, and
Techniques of Success.
Committee meetings have been held
with consultants from North Carolina
State University, Raleigh, and staff
from the State Department of Public
Instruction.
Through our planning activities, we
felt other knowledge and findings
were extremely helpful in helping us
understand, to a degree, the nature of
the children involved. Some of these
findings and knowledge are:
1. The counseling process is a
learning situation in which the
counselor aids the counselee in
learning those behaviors neces-sary
to the solution of his prob-lems.
2. Adolescence is a process of
identifying himself in the world
around him.
3. Delinquent children are con-sciously
rejected children who
have identified with an authori-tative
figure who has failed
them.
4. One aim of counseling is to aid
the child to help himself so
that he can find his own capa-cities.
Counseling should enable
him to leave the counselor and
make adjustments through his
own strengths.
5. Threats and punishment have
variable and uncertain effects
upon learning.
6. One study has shown that an
effective relationship is created
by showing interest in the boy
and his problems, giving him a
chance to express himself and
bringing out a sense of per-sonal
worth.
7. True growth actualization of
one's potential occurs in a setting
where the person is felt and
experienced as a sheer personal
being of worth.
8. There should be a deep respect
for the individuality or unique-ness
of the individual.
9. People come to view themselves
the way people have looked at
them for a long time.
From the planning activities, we
hope it will develop into an opera-tional
grant. In this operational grant,
it would give us a social education
teacher and guidance person in all
seven training institutions in the
State. Within each individual school,
the guidance counselor will be respon-sible
for the guidance services.
Social education teachers will work
as "team members" with the guidance
counselor. The social education classes
will stimulate questions, broad topics
and problems which can be explored
in a one-to-one relationship in a coun-seling
interview.
The specific goals that this team
will be working toward are:
1. To present to youngsters a
positive authoritative image to
imitate.
2. To help reduce anxiety and ag-gression
in children through a
special class, guidance program
combination.
3. To provide opportunities for ego
strength development in young-sters.
4. To provide opportunities for
role playing and a chance to
act out in class what would be
fantasied attacks on authorita-tive
figures in the home.
5. To provide experiences in the
class setting and guidance serv-ices
in which youngsters will be
able to achieve goals.
During the anticipated operational
grant, we will collect data concerning
the causes and why's of hostile and
negative attitudes of delinquent youth
toward school. Also data will be col-lected
on how to reduce or alter these
negative attitudes. There will be op-portunities
for delinquent students
within an institution to visit industry,
business and other work opportunities.
Procedures will be provided for per-sons
from industry and business to
make talks to students through the
efforts of the guidance counselor.
We are all optimistic about the
potentialities of guidance services and
social learnings contributing to the
enrichment of the lives of young peo-ple
with behavior problems.
A wooded drive approaches the adminis-tration
building and visiting parlor at
Samarcand Manor.
\
"V
A director of crafts at Samarcand teaches
weaving. Other courses include home ee,
art, music and physical education.
% >«o< |
OCLC number | 26477199 |