2 15 58 https://omeka.wilkes.edu/omeka/files/original/a44491475f2f160e33540f7f180f6ca0.pdf 66414ea489a4a4d0511c4439ab9cdb61 PDF Text Text I i I J' AAAAEA.ll AA it i AAA ANNEAL CALL! A ' ■ i GROWTH CONFERENCE n * Lfi 7 ? I ■ u 1 J ri J JS333 L6W682 u.^ / 7^ 7' ' IE OF EWBGm GOVEMMT ' CO C( O.BE �0 u ni 111 PROCEEDINGS FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE I I I 11 I 'I SEPTEMBER 30, 1964 WILKES-BARRE, PENNSYLVANIA 13 I 10 i Ui1 I ’ IB 10 I i I Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania 1 I �■I • 1 ) ARCHIVES I J 333 FOREWORD L %VJ (»<Z 2x^ /U <•/ ] Urban renewal really had its start in the public housing acts of the 1930's, when the Federal Government responded to blight and the slum. The start of the early years was broadened considerably into substantial Federal aid for planning, clearance, and rebuilding of great chunks of city decay. LU The Federal Government had learned that merely granting funds for urban renewal projects did not guarantee that much progress would be made against slums. Each project must be part of a general pro­ gram. One of the requirements of the workable program concerns the adequacy and organization for handling the relocation problems of the displaced families. The fundamental principle seemed to link slum clearance with low-cost housing. J® It soon became evident to many public officials and community leaders interested in revitalizing whole regions or cities that the hous­ ing problem was related to industrial development. The shortage of middle income housing was just as crucial in redevelopment as the shortage of low income housing. u 1 I I I I I I 3 I Ij. 9 % 4 The Wilkes-Barre area soon discover ed that if it was to succeed in its efforts toward rehabilitation, a complete survey and inventory was necessary of the many facets of the housing problem. In a way, then, this Fourth Annual Community Growth Conference was an outgrowth of the three previous Conferences. The Fourth Conference was not only an attempt to bring together civic-minded people who looked rather realis­ tically at the housing problem in Wyoming Valley, but also an invitation to the visiting participants to give us the benefit of their experience and ideas in dealing with the housing problem in their communities. The sponsors of the Fourth Annual Community Growth Confer­ ence want to take this opportunity to extend a sincere word of thanks to Murray and Walker Associates, Planning Consultants, whose finan­ cial assistance made this Conference possible; to the visiting speakers, who interrupted their own work so that we could get an insight and share their views on the housing problem; and, to the local participants for their interest and enthusiasm, a necessary ingredient behind any com­ munity success in redevelopment. Hugo V. Mailey, Director Institute of Municipal Government Wilkes College 67705 �J TABLE OF CONTENTS F oreword ii Program. iv Sponsor s 1 Welcome Remarks by Ernest Waskell 1 Welcome Remarks by Dr. Eligene S. Farley 2 Introductory Remarks by Clement W. Perkins 3 "The Housing Problem: Fact or Myth?"by William A. Good 4 Introductory Remarks by Horace W. Kramer 10 "Neighborhood Urban Extension--An Approach to Renewal" 11 by James V. Cunningham...................................... L U "Planning A Middle Income Rehabilitation Program by Peter J. McCahill............................. 18 1 Introductory Remarks by Mrs. Rufus M. Bierly 21 1 "Some Problems Affecting Community Organization" by William Phillips, Sr............................. 22 I "The Private Redeveloper and Moderate Income Housing" 30 by Melvyn T. Pugatch.......................................... .1 Introductory Remarks by Reverend Whaley J. Atterbeary 37 "Is There An Answer?" by John H. Haas 38 Roster of Attendance 1 I iii �FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE 1 September 30, 1964 T PROGRAM L E 'i j 1 11:30 A. M. Registration Mezzanine, Hotel Sterling Chairman;: 'Mrs. Ethel A. Price, Director Department of Public Safety City of Wilkes-Barre 12:00 Noon Luncheon Crystal Ballroom Chairman: W elcome .. -,E 1 Remarks V Topic: Speaker: J 2:00 P. M. Panel Session Chairman: Topic: L fl Speaker: I Topic: Speaker: 1 i Chairman: I Topic: J J Speaker: Topic: Speaker: ill 1 1 i Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Neighborhood Urban Extension--. An Approach to Renewal James V. Cunningham, Associate Director ACTION Housing, Inc. , Pittsburgh Planning a Middle Income Rehabilitation Program Peter J. McCahill, Project Coordinator Philadelphia Redevelopment Authority INTERLUDE 3 1 1 Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Frank Slattery, Mayor, City of Wilkes-Barre , Dr. Eugene Farley, President, : Wilkes College The Housing Problem: Fact or Myth? William A. Good, Chief Housing and Redevelopment Division Pennsylvania Department of Commerce Mrs. Rufus M. Bierly, Chairman Human Resources Committee, League of Women Voters Some Problems Affecting Community Organization William Phillips, Sr. The Private Redeveloper and Moderate Income Housing Melvyn T. Pugatch, Real Estate Consultant Baltimore, Maryland 5:301P. M. Cocktails Parlor E, Hotel Sterling 6:30P. m. Dinner Chairman: Topic: Speaker: Rev. Whaley J. Atterbeary Mayor's Advis,ory'Council, Wilkes-Barre Is There An Answer? John H. Haas, President Workshop 221 Inc. , Washington, D. C. iv �I 1 J SPONSORS J American Institute of Architects - Northeast Chapter ■L Community Research Center I J Greater Wilkes-Barre Chamber of Commerce Greater Wilkes-Barre Junior Chamber of Commerce l j Greater Wilkes-Barre Real Estate Board Home Builders Association of N. E. Pennsylvania I Institute of Municipal Government L League of Women Voters Luzerne County Boroughs Association f 0 0 n Luzerne County Planning Commission Pennsylvania Economy League - Central Division 1 I i L’ Luzerne County Federation of Women's Clubs West Side Regional Planning Commission Wilkes-Barre City Planning Commission Wilkes-Barre Housing Authority Wilkes-Barre Redevelopment Authority Wilkes-Barre Wyoming Valley Merchants Association I I V �,c 'C I -e it J WELCOME REMARKS 11! by Ernest B. Waskell Director of Department of Accounting and Finance City of Wilkes-Barre T. 1 Due to an extremely unexpected last minute change of plans, the Mayor of our city cannot be with us today. He asked me to fill in for him and I certainly welcome the opportunity. On behalf of the City of Wilkes-Barre, I sincerely welcome all of you to the Fourth Annual Community Growth Conference. 1 I ll I L. { i I IL. 5 In my brief term of office, I have come to work closely with the Wilkes-Barre City Planning Commission and Redevelopment Authority of the City of Wilkes-Barre. In this regard, I have come to recognize the problem that is presented by the theme of this Conference, which is housing. I am sure that all of you attending this Conference will gain a great deal from the participating members of the various panels. I sincerely hope that these ideas can be applied within our communities and especially to strengthening Wilkes-Barre City. Once again may I say that it is a pleasure to have a meeting of this caliber held in the City of Wilkes-Barre. i ik iI L'.f L v 8 -1 I i �0 0 WELCOME REMARKS by d Dr. Eugene Farley, President Wilkes College 1 ■ ■ Once again it is my pleasure in behalf of the Institute of Munici­ pal Government of Wilkes College to greet you on the occasion of the Fourth Annual Community Growth Conference. As part of our respon­ sibility to the community, the College is proud to act as one of the spon­ sors of the Conference. Since the College is participating in the Urban Renewal Program, and has been responsible for the displacement of some individuals through the Wright Street redevelopment area, we have a sincere inter­ est in the problem of housing, which is not only nation-wide, but par­ ticularly local. Therefore, we at the College are quite proud of having the op­ portunity to gather together the leading representatives of the commun­ ity and individuals who are specialists in their field who can contribute much to the solution of one of our major problems. n L r , IL 5 5 I I I f - 2 - P �INTRODUCTORY REMARKS by Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Our keynote speaker is certainly no stranger to those of us who have worked with Planning and Urban Redevelopment along with their attendant problems. As a matter of fact, the entire Conference is based upon an inadvertent remark made by our speaker in-a report that he submitted for the consideration of a number of our sponsoring agencies. Because of the rapid changes and development that have been taking place in the City of Wilkes-Barre over the past few years, we have come to recognize housing as one of our critical problems. There­ fore, it is fitting and proper that our keynote speaker, as the Chief of the Housing and Redevelopment Division of the Pennsylvania Department of Commerce, will analyze the entire housing problem and relate it specifically to the problems currently facing Wilkes-Barre City and the surrounding municipalities. 3 - �THE HOUSING PROBLEM: FACT OR MYTH? by William A. Good, Chief Housing and Redevelopment Division Pennsylvania Department of Commerce It is both a pleasure and a gratification to stand here today: A pleasure to follow the distinguished speakers who have preceded me in this spot, and a gratification to realize that housing has been accorded a central place in discussion of a body organized to consider problems of community growth. E ' 1 D G ■Q 0 1 □ a I Housing is, of course, the basic element in a community. It is self-evident that without housing there is no community. Nevertheless when the subject of community growth is discussed, housing is too often bypassed entirely or tagged on as a postscript--in small type--as an item somebody, someway, somehow will take care of in a way that for­ tifies the community objectives. We wish it would work that way, but it doesn't. There are housing problems in every growing, thriving city in America. You have them in Wilkes-Barre. And the problems that you have here differ in scale, but not in content, from those in our largest cities, Philadelphia and New York. It has been mentioned that it is self-evident that without housing there is no community; we are learn­ ing now that, without adequate housing, the gleaming and glittering towers of commerce are only monuments to corporate vanity. You know, of course, about Harlem and its housing problems; butdoyou alsoknow that one of the housing problems plaguing New York is how to provide suitable housing for--and this is my designation--for lower-middle income millionaires: These arethebright young lawyers, the sharp engineers, the keen scientists--that whole galaxy of brilliant and knowledgeable younger men who are in demand right now and for whom industries and service corporations are actively bidding. See the New York Times any Sunday. The pay scale is $15,000, $20,000, $25, 000 a year. More of these men and women are needed in New York to work in those gleaming and glittering towers of opulence and splendor. They can't be gotten in New York for lack of suitable housing. s What is suitable housing? It is a home for a family, a place of security with access to safe streets, a place where children can play f - 4 I Ji ia �in safety, assurance of good schools, and near enough to the place of employment so that the breadwinner also has time to be part of the family. In this connection, recall that one of the comments made to Wilkes-Barre by an industrialist a few years ago was the necessity to upgrade and refurbish the’Wilkes-Barre schools. Public shcools are, of necessity, open to the public. The qual­ ity of education imparted in them, however, is dependent not on the ability of the teacher alone, but also upon the quality of the pupils. A child who spends his free time on the streets obviously cannot keep up with the child who does his homework and when a child has no decent! home to go to, he spends his time on the streets. To have schools in which good education can be imparted, there must be decent housing. Here we are, back to housing once again. But this time, the concern is with housing for the lower economic groups, for the low income and poor groups, rather than for the relatively wealthy. Ul I n ll 1 To satisfy the demands of upper income groups for suitable housing--using the terms in which they define it, which include first rate schools--it is imperative that the needs of the lower income groups for decent and satisfactory housing be provided, too. In short, any plans for community development that is to be more than a series of patches must indlude housing plans for the whole community. n For these reasons, it is most encouraging to find this Commun­ ity Growth Conference focusing its fourth annual session on housing. n Let us look at housing in Pennsylvania. The figures that I am about to use, although from the I960 Census, are valid in the broad brush picture that they give. r f u Also, since this is a broad brush treatment, the figures have been rounded off. In I960, there weije 3 1/2 million dwellings in Penn­ sylvania. One-fifth of these, three-quarters of a million, were substan­ dard. The housing supply in Pennsylvania, therefore, offered 130,000 good dwellings to rehouse families living in 750, 000 substandard houses. Also in I960, there were half a million families with incomes of $3, 000 or less and a third of a million families receiving public assistance checks. These families live in the substandard housing. There, in a nutshell, is the reason that fulminations against the evils of the slums, and newspaper campaigns in th’is cause, all have come to naught. - 5 - �7 B ... The supply of good housing just isn't available, and the overall plans of the communities have not included housing plans adjusted to the avail­ able buying powers. 1 Such plans can be developed in any city in Pennsylvania that will take on the job--and stick to it. Four actions are necessary: J One, an ample supply of decent housing at low rents. To get low rents today means the imaginative use of the public housing formula. This calls for a dedicated, imaginative, and determined housing agency. I E Two, the rehabilitation of as many of the existing substandard or outmoded dwellings as possible. This calls for a tough minded city government which realizes that, while the road to salvation is straight, it is also rough. IB B £ n Q Q. I L r L . i L iL 1 [ for and and and Three, an expanding supply of modern, new and desirable homes sale and rent to middle income families. This calls for energetic resourceful builders who recognize the value of good site design good architecture as well as the sales value of gleaming kitchens colored tile bathrooms. Four, the establishment of residence in the city by families in the upper income levels. This requires offering attractive sites in. which to build, or luxury apartments to rent; residential opportunities which meet the expectations of the upper income families and which provide the amenities sufficient to be attractive to them. Let me add a fifth point, not as an item of action but as a guide post for action: That is, aesthetics. The quality of aesthetics, of the delight that a street scene, or a building, a little park, a rowof houses impart to the beholder is incomparably more valuable than any other factor the investment of effort and money can buy. It is that quality which makes a casual tourist, or a visitor making an appraisal of the town, exclaim: "What a lovely place to live!" There is the program. It is not a program for the short run; it is a program for the long haul. This program is applicable to every city in the State that realizes that its growth is limited, or is extended, and the direction of this growth is guided, by the degree to which it comes to grips with its housing problem. The city that prevails will emerge as a lovely place, a place that people will be proud to claim as their own, a place in which visitors will desire to settle. It will be a place where industry will want to come because managerial and techni- - 6 - I �' 1 r 1 F' ' I I I I 0 3 □ □ □ □ r I cal employees want to live there. It will be the birth of a new city, one molded closer to heart's desire, but birth, I am obliged to caution, is apt to be a painful experience. □ " Q a IB S IB Now let us look at Wilkes-Barre. Wilkes-Barre is the central city of a sizeable metropolitan area. The question was asked of the Department some while back of how to improve housing in the metro­ politanarea, and the reply was that the housing problem of Wilkes-Barre is the housing problem of the area. This answer denies the belief that there can be thriving and prosperous suburbs and a dying and decaying city. Such a belief has never been documented. The belief is analogous to claiming that a powerful, aggressive, athlete can get by with a weak heart. You know it just isn't so. We also know, if we think about it for a minute, when the city dies, the suburbs shrivel and wither away. We also know that, when the city prospers, the suburbs thrive and grow. So we're looking at the city to see what the housing situation is there, to see what Wilkes-Barre has to start with and what it has to do. The census statistics show that housing in Wilkes-Barre is old, very old. Less than 10 per cent of the housing in the city has been built since 1930, compared to nearly 40 per cent in the State as a whole. Seventy-five per cent of the housing in Wilkes-Barre is 50 to 80 years old, and 4 per cent is 80 to 100 years old. Nevertheless, old though it may be, only 3 per cent is rated as structurally dilapidated and 9 per cent as deteriorated, a total of 12 per cent, and only 15 per cent of the dwellings are lacking in some plumbing or sanitary facility. So the hpusing is old, but well cared for, it has been equipped with plumbing and heating as these facilities developed, rotted steps and windowsills have been replaced and roofs have been kept in repair. What, then, is wrong with it? Well, you can drive up to a finance company in a three-year old automobile and get a loan on it; but if you drive up in a horse drawn surrey, even one with all the fringe on top, you won't be able to borrow a dime. The horse drawn surrey, and the houses in Wilkes-Barre, were built for a way of life that has passed; it no longer exists. New­ comers are not impressed. This housing does not offer them the layout or facilities for the kind of family or community life that they are look­ ing for. To quote statistics concerning the quality of this housing to newcomers merely cpnvinces them that you are satisfied with housing that they are not prepared to accept. Even more damaging, such an approach convinces the outsider that Wilkes-Barre not only is satisfied, but that it isn't going to do anything about it. Given a choice of "take it or leave it", the experience of Wilkes-Barre appears to have been - 7 - •I i b �J I J I that the type of industry that itwould like to attractis moreapt to "leave it" than to "take it. " And those who do "take it" are not too happy with their choice. Wilkes-Barre appears to be caught in a vicious circle: to get industry, a stock of desirable housing is necessary; to get the housing, new industry is necessary to supply the buyers. n But before this conference abondons the problem as hopeless, like the doctor who told his patient, after a thorough physical examin­ ation, "worn out heart, defective kidneys, no hope. Fifty dollars, " let us see what assets Wilkes-Barre has and what can be done with them. L Wilkes-Barre has three important assets with which to carry out the total housing program outlined. E L I I The first of these is a housing authority. This authority would have the obligation to create an adequate supply of housing at low rents. Some idea of the dimensions of this task is also provided by the I960 census. In I960, 25 per cent of the families in Wilkes-Barre had incomes of less than $3, 000. To hazard a guess, as much as 2, 000 units of low rent housing may be necessary to effectuate this program. Not all of this need be new housing nor need it be supplied in a week. This housing authority action should be coordinated with other parts of the program and only a limited amount of the housing should be new. In addition, housing should flow in and out of this program as needed. This brings out the second major asset: that is, the city has a large stock of old, but good,. housing. rl L f I £ 4 I Let the housing authority supply as much of the need for low rent housing through the use of the existing stock of housing. If the housing authority purchased as much as 1, 500 units of existing housing and the city enforced its housing and building codes, three things would be accomplished; a supply of low rent housing would be established; the values in existing housing would be recaptured; and families whose capital had been frozen would be in the market, with buying power in their pockets, for the modern and exciting homes called for in point three of the program. This program, let it be emphasized, is one that works for the benefit of all the residents of Wilkes-Barre, and for the city as awhole. □ 0 a i What is still needed, however, to complete this program is the offering in Wilkes-Barre, on a large scale, of the type of housing and neighborhoods that Wilkes-Barre residents now see in House and Gar­ den and House Beautiful, Such homes can be had in Wilkes-Barre as - 8 - �well as between the covers of the glossy magazine. To do this, however, requires sites for residential use. Here Wilkes-Barre has its third asset: a redevelopment authority. Some­ where in the city there must be sites, ten to twenty acres, currently blighted, that are well located for residential use. Let the redevelop­ ment authority start to acquire these, and the opportunity is opened for builders to operate. Those same sites will provide space for city dwellings for the upper income families--commodious town houses, luxury apartments--you will have to explore the market to see where the demand is. However, just to show that you have not been listening to a beau­ tiful pipe dream, I can tell you that a substantial builder is interested right now in building modern apartments in Wilkes-Barre. He is only waiting for a suitable site. I I So Wilkes-Barre has a housing problem, but it also has the means and assets with which to solve that problem. This city snuggled between the mountains and the lakes on one side and the rolling Susquehanna on the other, can become a lovely place; a city of which you will proud and which visitors will remember, pleasantly for a long, long time. It has been pointed out that community renewal is not a task for the short winded. There are even those who will say it can't be done, but that isn't true. J J Toparaphrase J. B. Priestly's "They Came to theCity": "Every time we find a spark of hope in anybody, we'll blow it into a blaze. They will tell us we can't change human nature. That's one of the old­ est excuses in the world for doing nothing. And it isn't true. We've been changing human nature for a thousand years. " "But what you can't change. . ...is man's eternal desire and vision and hope of making this world a better place to live in. " "Not every man, not every woman, wants to cry out for it, to work for it, to live for it but there's one here, a few down that street, some more down that street--until you begin to see there are millions of us--yes armies and armies of us. Enough tobuild ten thous­ and new cities. " Enough surely to rebuild Wilkes-Barre. - 9 - �i Io I 1 r in a i INTRODUCTORY REMARKS by Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Perhaps more than any other organization, the Redevelopment Authority of the City of Wilkes-Barre had had grave concern about the condition of housing in Wilkes-Barre and its environs. Being placed ip a position of relocating people from our project areas, we have taken a long, hard look at the conditions of housing. Mr. Good, in his remarks, specifically referred to the problems that face us here in the city. The two speakers of the first panel sess­ ion this afternoon will present tous varying views as to how the problem has been identified and solved with varying degrees of success in other areas. We will first take a look at a renewal program on the basis of a neighborhood presented to us by the Associate Director of ACTIONHousing, Inc. of Pittsburgh. This is regarded by many as being the outstanding example of the neighborhood Urban Extension Program. Our second speaker will discuss a phase ofthe Renewal that has not received a great deal of publicity but which is vital to the success of any rehabilitation oh redevelopment program. 10 - �it NEIGHBORHOOD URBAN EXTENSION--AN APPROACH TO RENEWAL 11 I by IS James V. Cunningham, Associate Director ACTION-Housing, Inc. , Pittsburgh r ii ACTIOiSF-Housing, Inc. is a private, non-profit civic organiza­ tion endeavoring through a comprehensive program to assure that the people of Pittsburgh and Allegheny County are well housed, To achieve this broad goal, it has set itself three immediate ma’jor objectives: i. Increasing the supply of good new housing in good neighborhoods for families of moderate income. Il 2. Bringing about the modernization of older housing and revitalization of aging neighborhoods. I 3. Establishing a research base for future housing and urban renewal programs. i i 1 < Recognized as the community's principal civic agency concerned with housing, ACTION-Housing was established in 1957 by the Allegheny Conference on Community Development. The Conference gives over-all leadership to a team of outstanding private organizations, and thus the knowledge, skills and influence of Pittsburgh's foremost business and professional men, heads of institutions, religious, civic, political and labor leaders, and philanthropists, are brqught into the creating of a vigorous urban center. ACTION-Housing has developed new sources of private funds for the financing of new sales and rental housing, and the modernization of older homes. It has the effective cooperation of all segments of the housing industry--home builders, realtors, appraisers, lenders, labor, and materials suppliers. In initiating, coordination and carrying out its comprehensive program, ACTION-Housing is part of a team of outstanding private, civic and public institutions and agencies. It is an associate member, with five other major civic organizations of the Allegheny Seminar, a high-level advisory body of elected local government officials and civic representatives which assembles in conference to work out solutions to County-wide problems. - 11 �Housing needs in Pittsburgh and Allegheny County are so many and varied, touching upon nearly all aspects of life, that only a compre­ hensive, embracing three-pronged program can make an effective assault upon the obstacles blocking housing progress. THE ALL-EMBRACING PROGRAM n s Why does ACTION-Housing find it necessary to become engaged in so many different types of activity? The answer is simple. When you sponsor the development of new housing, you find your­ self involved in problems of financing, - design, construction, and many other complications. When you attempt to bring about the moderniza­ tion of houses and the revitalizing of aging neighborhoods, you meet head-on with poverty, unemployment, racial tension, crime, lack of education and public services, and just plain apathy. You dig deeply into the facts and publish research studies pointing to the causes under­ lying deteriorating housing and neighborhoods, often to come up against a blank wall of criticism, opposition to change, or complacency and indifference. So ACTION-Housing must marshall every force it can recruit, and conduct enveloping campaigns in its three strategic areas to reach its goal of assuring that all the people of Pittsburgh and Allegheny Coun­ ty are well-housed. REVITALIZING URBAN NEIGHBORHOODS To bring about the modernizing of older housing and the revital­ izing of aging neighborhoods, ACTION-Housing has evolved Neighbor­ hood Urban Extension, a broad, vital new approach to meeting the social, political and economic realities of urban life. It has been determined that, in restoring and developing aging neighborhoods, the strengthening of human values is as fundamental as physical rehabilitation. You cannot fight blight in a slum pocket merely by remodeling some houses--or tearing them down--; no lasting im­ provement will be effected unless all the social and physical cancers of the surrounding environment are dealt with. To successfully overcome these many-faceted problems, the Neighborhood Urban Extension process has as its core the organized support and involvement of the neighborhood people themselves, who, with the guidance of a professional extension worker, reach out and channelize all the resources of the metropolis to the aid of the neigh­ borhood. 12 - �■ I 1 11 i At the same time, as neighborhood people work together and discover and learn to utilize these resources, the theory has been that a strong corps of local leadership would emerge to recognize and take initiative in finding practical solutions to their own neighborhood prob­ lems. It is now being demonstrated that this is more than a theory, that this works out in practice. ■■ ACTION BY THREE COUNCILS 5 fi • For example, a block club united as part of the Hazelwood-Glen­ wood Urban Extension Council, and in a few months of negotiation with landlords and realtors worked out a repairs agreement which put an end ■ to a horrendous sewage overflow situation which had been inundating some househol’ders of the community, who had'fdught it unsuccessfully as individuals for 23 years. i i .1 J M 'li n The Perry Hilltop Action Council worked with the Allegheny County Health Department on a voluntary code enforcement campaign in an area of 350 homes. Out of 39 unvented heaters found, 38 were cor­ rected. Convinced of the need through an educational campaign, 95 per cent of the householder s voluntarily admitted a Health Department sani­ tarian. Fifty Perry Hilltop homes were improved above code standards as the result of this code enforcement activity, with many new porches and new siding jobs in evidence. Experience has shown that modernization of a few houses in a neighborhood has a snow-balling effect; other owners and tenants begin to spruce up their houses. THE BREAKTHROUGH i i. u Of course, experienced leadership in Homewood-Brushton, which had had a three-year pilot Neighborhood Urban Extension pro­ gram, achieved a major breakthrough in February, 1964. After devel­ oping professional planning paid for by local industry and neighborhood people, much educational effort, and many, many sessions of discussion and decision-making, a total physical plan for the entire neighborhood was resolved upon, published and approved by the Citizens Renewal Council, the City Planning Commission and Pittsburgh's City Council. It becomes a key part of the overall Pittsburgh Community Renewal Program being developed by the City Planning Department. L - 13 - �: I u 1. 1 It includes a $3 million, 96-acre, 25-block conservation project being worked out by the Urban Redevelopment Authority, with the aid of Federal and City financing. This is the first urban renewal project in the City, and one of the first in the country, putting major emphasis upon modernization of housing, rather than clearance. 1 2 The Homewood-Brushton Citizens Renewal Council also is work­ ing with the Port Authority, the Board of Public Education, the Urban Redevelopment Authority, the Mayor' s Office, and the Pittsburgh Hous­ ing Authority to tear down ancient streetcar barns, which have formed a "Chinese Wall" barrier between two main sections of the neighborhood. It is hoped that plans can be worked out to rebuild with schools, housing for the elderly, and other improvements which could transform the whole center of Homewood-Brushton and give cohesion to the character of the neighborhood. r These are just a few examples of positive action in the three large neighborhoods where ACTION-Housing is carrying out its fiveyear Neighborhood Urban Extension demonstration. There is along list of father accomplishments (covered in detail in the special section, "Neighborhood Urban Extension")^. These include housing clinics for self-medernization in cooperation with realtors; zoning appearances before City Council; an educational campaign against narcotics addic­ tion in Homewood-Brushton; increased police protection and Improved public services; removal of many hundreds of abandoned automobiles in all three neighborhoods; university-conducted courses formerchants and other engagement of higher education facilities and personnel in the programs; work with the Board of Public Education on site planning for needed new schools; and In-the-Home Day-Care program; a summer tutorial program in remedial reading and motivation which has led to similar year-round tutoring courses in two neighborhoods, The list goes on and on. 3 0 ] RESOURCES AND SUPPORT I 3 5 y Over-all then, this past year for Neighborhood Urban Exten­ sion has been one of unification of the process, with neighborhood lead­ ership coming to take a serious part in planning, decision-making and working with the major resources of the City, such as universities and school systems, the Urban Redevelopment Authority, Health and Wel­ fare agencies, the City Planriing'Comrriission, theMayof's UrbanDevelopment Coordinator, and the State Highways Department and Bureau of Employment Security. - 14 - �11 D iU 1. i ■ £ El £ I r - i I 0 p i n I n U I J rr Fl 1 - !l p I i 0 .1 I HU This also has been the year when major businesses, industries and foundations came to the support of Neighborhood Urban Extension. In July, 1964, The Ford Foundation announced an additional grant of' $150, 000 to ACTION-Housing for the five-year demonstration. This increases the original grant of $325, 000 for planning and operating funds, made in January, 1962, to a total from The Ford Foundation of $475, 000 for the five years. This amount has been more than matched by grants from Pitts­ burgh foundations and corporations, budgeted services from local agen­ cies, and contributions from the neighborhood people themselves, mak­ ing a total of more than $1 million. The Community Chest of the United Fund aids in supporting the program, and both the City Planning Depart­ ment and the Urban Redevelopment Authority have sponsored budgeted services. The purpose of the additional $150, 000 grant to ACTION-Housing is "to expand neighborhood urban extension programs and to draw .the academic community into research and evaluation projects." All these urban extension programs are subject to extensive written evaluation, Pittsburgh foundations which have made supporting grants are The A. W. Mellon Educational and Charitable Trust, The Buhl Founda­ tion (which sponsored the original pilot program), The Howard Heinz Endowment, The Maurice Faok Medical Fund, The Pittsburgh Founda­ tion, The Pittsburgh Plate Glass Foundation, The Richard King Mellon Foundation, and The Sarah Mellon Scaife Foundation. Jones and Laughlin Steel Corporation, which has a large plant in Hazelwood, has made a supporting grant. Homewood-Brushton's four major corporations, which gave money and time to the physical plan from the beginning, are backing the program with further grants. They are Mine Safety Appliances Company, Rockwell Manufacturing Company, Edwin L. Wiegand Company, and Westinghouse Electric Corporation. EMPLOYERS AND EMPLOYMENT As employers, these corporations have a vital interest in the revitalizing of the neighborhood where they are established and where their employees live. However, three-fifths of the 7, 000 jobs in Home­ wood-Brushton come from small business--merchants, service estab­ lishments, and smaller manufacturers--and these employers are join­ ing the Council in increasing numbers, taking positions of leadership, and acquainting the people of the neighborhood with their specific prob­ lems. In one case, and there are others, a small manufacturer wishing - 15 - �11 I I 11. 1 to expand sought and obtained the support of the Council in rezoning and other matters, and an additional 100 jobs will result. 5. A practical approach to revitalizing an aging neighborhood is to strengthen its economic base. I 0 ■ G g In both Homewood-Brushton and Hazelwood, conveniently located Employment Centers were opened in June, 1964, directed by a fulltime coordinator, with a staff of volunteer counselors, This is a special demonstration program of the Office of Manpower, Automation and Training Project of the United States Department of Labor, worked out in conjunction with ACTION-Housing, the Homewood-Brushton Citizens Renewal Council and the Hazelwood-Glenwood Urban Extension Council, the Mayor's Coordinator of Manpower Retraining, the Pennsylvania Bureau of Employment Security--which has assigned two men to the centers--, and the Pittsburgh Board of Public Education, which does the actual training. i I One purpose is to test the effectiveness of neighborhood-based volunteer counselors in guiding the unemployed to training and jobs. RETRAINING FOR JOBS » if 11 fl 1 ] Through neighborhood recruitment campaigns, 1, 217 unemployed and underemployed men and women have registered for counseling, training and employment in Homewood-Brushton, - and more than 350 have'been registered in Hazelwood. Many of these were not accepted for present training, dropped out, or found jobs on their own. To date, 157 men and women have gone into retraining courses through these programs. The majority of these are still in retraining courses. Out of the 45 who have completed training, approximately 40 have been placed in jobs. An additional 90 who registered at the em­ ploymentcenters had salable skills and were placed in jobs immediately. Twenty-six and 30-week courses are being held to train young men as research laboratory aides and service station attendant-mech­ anic dealers. Univer sities have stated their interest in hiring the train­ ed laboratory aides, and major oil companies aided in setting up the program and will consider qualified service station trainees for job openings. The first of another series of courses, 16 weeks of production assembly training for unemployed young women is now nearly finished. - 16 - & �I p .1 r This has been held at the Steel Valley Technical School, and there have been only two drop-outs, both going to jobs, among 20 young women. Employers have registered strong interest in hiring these women, who have learned to assemble small parts and to use power hand and bench hand tools. i An earlier training course developed in Hazelwood with the coop­ eration of the Hospital Council of Western Pennsylvania and Duquesne University placed the majority of 19 trainees in jobs as hospital order­ lies, housekeepers and dietician's aides. L k r fi 8 I fl fl I WAR ON POVERTY ACTION-Housing, which has in effect pioneered a "war on pov­ erty" through its Neighborhood Urban Extension Program, has been working with the Mayor' s Coordinator of Manpower Retraining to put the recently passed Economic Opportunity Act of 1964 to work in Pittsburgh. A new non-profit corporation will be organized by the Mayor's Office to direct the community action programs. It is anticipated that ACTIONHousing will be asked to assume major responsibility for coordination of a number of programs at the neighborhood level, for consultant ser­ vices under contract to some settlement houses, and to furmulate action plans to improve housing inall of the designated poverty neighborhoods. ACTION-Housing will also probably be asked to assist in the recruit­ ment and training of sub-professional staff members for various pro­ grams to take place in the neighborhoods. 0 I rJ fl - 17 - | J �u. i I PLANNING A MIDDLE INCOME REHABILITATION PROGRAM I 8' Peter J. McCahill Project Coordinator Philadelphia Redevelopment Authority i. Probably the most meaningful part of the Urban Renewal Plan to the citizen's who will remain in the project area during the execution stage is the section dealing with the residential and non-residential minimum property standards. It is these standards and their applicable various City Codes, viz. , plumbing, etc. standards which establish what every home owner and property owner will be expected to do to improve their properties. Collectively, these standards and codes are known as the Conservation Standards that will determine the level of improvements that will be established. Therefore, the Conservation Standards that are arrived at must be realistic in regard to economic abilities and tastes of the project residents. Just as important is the manner in which they are established. The Community Relations Rep­ resentative should exercise great care to make certain that all the people of the conservation area understand that the purpose of the con­ servation standards are to create a single objective yardstick that will be applicable to everyone in the project. The Community Relations Representative should also point out that inorder to get Federal assis­ tance of the programs of U. R. A. .and F.'H.'A. .and the approval of City Hall for the project the people living in the area must show their will­ ingness to help themselves. In partaking in the development of an Urban Renewal Plan for their neighborhood they have said in affect, "This is what we need from Government to improve our neighborhood. " By assenting to bring their homes and properties up to standards above those of the City they are in affect saying, "Look at the regard we have for our homes and what we will do for the community at large, when the aforementioned Government aids are provided for us. " i H i I G I I ii I .a 1 I by The process by which the standards are devised should be as democratic and the standards themselves as practical as possible. In formulating the Conservation Requirements there are two bodies of data that the citizens and the L. P. A. will have to work with. The first of these is the city's Codes. The City's codes may be thought of as a floor in the measurement of performance for the property owners in the pro­ ject. The second body of data is the Minimum Property Standards of the F. H. A. and other Non-Residential Minimum Property Standards that may be devised by the local public agency and the citizens. These standards may be thought of as the means of measuring the performance - 18 - �I n i L L i I' ■ J i i. I I of the project residents in improving their properties above the codes of the City. In this connection it is important to point out that the spec­ ific M, P. S. 's used for a given project should be hand-tailored to that particular project. There has been some confusion on the point <of ob­ taining waivers of the various suggested standards embodied in F. H, A. Form No. 950. For detailed information the introductory statement of the publication, 950, will be helpful. If more clarification is needed, I suggest that you contact the U. R. A. Field Representative who will ar­ range fora meeting with the appropriate F.H. A. Field Insuring Office. While the citizens committee is coming to be familiar with what is re­ quired in regard to developing the projects' Conservation Standards, why they are necessary to the success of the project and informing all of the project residents of these matters, it is desirable to start making inside inspections of all of the property which are scheduled for the conservation treatment. In regard to these inside inspections it is advisable to clearly indicate to the project residents that the results of these surveys will not be used for any immediate code enforcement program, except for those cases that are uncovered where life or limb are in immediate jeopardy. It is important to indicate that these findings will be held confidential by the L. P. A. and used ultimately as the bases of a pro­ gram of voluntary rehabilitation. The purpose of these inside inspections is to obtain information about the type of problems and their number that will have to be dealt with during the execution stage. This survey is an eligible project cost. An L. P. A. may choose to have a private consulting firm or an appropriate City agency contract for this survey. The survey may be a. total survey or on a sampling basis whichever methodis most desirable in regard to project objectives. 1J L When the project residents are aware of the purpose of the Con­ servation Standards and the inside inspections are completed and when the findings are compilated and available to the L. P. A. , a final corre­ lation is made to determine what the particular M. P. S. 's will be for the Urban Renewal Plan which will be submitted to the Urban Renewal Ad­ ministration for their review. Between the time the Urban Renewal Plan is completed and the time that the project goes into execution a good deal of time may elapse. During this period there is the possibil­ ity that the project residents, particularly those who have been working and most interested in assisting in developing the Urban Renewal Plan, may become restive or discouraged because of the apparent lack of ac- - 19 - �L I J f J i: I n 8 J J J J tivity on the part of the L. P. A. In view of this it is desirable to shift the emphasis at this point to such things as having the citizens planning groups participate in the selection of types of street trees and land­ scaping, which have been previously budgeted for. If a consultant has been retained and he is to provide architectural services this will make a good time for him to begin meeting with the property owners to discuss their various particular problems and to propose solutions. In addition there are other activities which the L. P. A, and the project residents could begin working on such as, establishing citizen committees for liaison with governmental bodies other than the L. P. A. Depending on the City and the problems of project residents committees might be helpful for liaison with such agencies as the police depart­ ment, departments of streets, sanitation, etc. , the Zoning Board of Adjustment or the Planning Board. These committees under the um­ brella of the parent citizen organization should be set up, as needed, with the idea in mind that they would continue to function after the L, P. A. has closed out the project. Another task that the L. P. A. might attend to in this relatively quiet period is to set up the record-keeping system in regard to the project execution stage. This is not a quick or easy task for an L. P. A. starting out and it is very important that the initial system be accurate, easy to administer, and comprehensive without being cumbersome. In this regard it is suggested that any such system be geared in large measure to the data required for the Federal reporting form, H-6000, for execution activities. For the new local public agency this period would be the best for taking on new staff, such as, Rehabilitation Specialists, Relocation Workers, Financial Specialists, Social Workers and perhaps an archi­ tect, added Community Relation Representatives and additional admin­ istrative personnel. Naturally, new personnel will need some time to learn about the project and how their particular talents and background will best fit in with the effectuation of the project. Above all the L. P. A. staff should continue working hard at in­ creasing the number and the depth of citizen contacts on the street. I I hope that- these remarks in regard to practical day-to-day matters have been helpful. - 20 - �INTRODUCTORY REMARKS by Mrs. Rufus M. Bierly, Chairman Human Resources Committee, League of Women Voters As Chairman of the Human Resources Committee, we have found in our recent studies that one of the basic ingredients for the preserva­ tion of human resources is housing. It has been very interesting to our organization to consider varying aspects that have been developed in our discussions thus far today. Our next two speakers will continue to develop this theme. First of all, we will consider the problems that arise in trying to organize a community in order to combat the problem of adequate housing. Our second speaker of this panel will examine the role of what the private redeveloper must do in order to adequately meet the prob­ lem of moderate income housing. It is this area that has been quite of­ ten overlooked in dealing with the problem of housing. - 21 �SOME PROBLEMS AFFECTING COMMUNITY ORGANIZATION by William Phillips, SiRedevelopment Authority of Philadelphia lI K I . I' I p i i 1 i It would be gratuitous forme to acknowledge that I am no expert on community organization. But since no one else is, I expect that this opportunity to have an exchange of ideas with you will provide some fresh insights that I can take back with me to Philadelphia. In the beginning of May of this year, one of the city-wide agencies in Philadelphia asked for a representative of the Redevelopment Auth­ ority to participate on a panel that would have as its overarching subject, "The Affects of Urban Renewal on Human Relations." The task fell to me. I would have to consider, it turned out, not so much the scope of the issue, for there is ample material around, but generally, the defen­ sive posture into which explanations about affects in any field of public policy, so fully stocked with such strongly held, diver se opinions as that of urban renewal. An explanation for the Affects of Urban Renewal on HumanRelations demands something of a confession. Well agencies just cannot rise to the style of an Augustine, or a Rosseau, or a DeQ.uincy, First of all, local public agencies do not have the preoccupation with the eter­ nal things that the church fathers had (we pray that our conservation areas will hold intact for 25 years); we have been too middle-class to be publishable lechers; and opium would give us indigestion. I called the sponsor for the panel and suggested that the title was incomplete. It was all right as far as it went, but if he would be kind enough to allow as howwe could'add to the', title, to readiin toto--"The Affects of Urban Renewal on Human Relations and the Affects ofHuman Relations on Urban Renewal"--those representing the Authority, and those representing the various sectors of the community, might come to accept the main part of the difficulty in seeking the common goal of Urban Renewal, is merely, the built-in imperfections of people; organ­ izations, private and public; institutions, grand and store-front, and the relations between and among them all. This kind of social first law of Newton came home to me a good many years ago when I was working the Indian-Herb tonic belt, (At one - 22 - �“IJ time, it rivaled the Bible belt.. Not so anympre. It just doesn't package well in polyethelene. ) I I. I a i iJ I 3 J It was a day bn the country-side spur of the belt that I ran into my primer in social interaction and my unforgettable match. It was spring; the air full of clover, scullions, bees and buzzards, lapproached a perfectly healthy specimen of a horse of a woman with my hard straw in hand, pin-striped gray suit, pointed-toe shoes, grinning from ear to ear. "Madam," I said, "do you suffer from constipation, indigestion, rheumatism, lumbago, high.or low blood pressure, hard or soft corns? She looked at me with a look that suggested--I've seen this kind of clown before--and said, "Well, yes, but wait aminate!", whereupon she bounded back into the house, bounded backout before I could unsnap my suitcase and said, "This is what I take!" There in her hand was an oversize quart bottle of what turned out to be after she took a swig of the stuff and shoved it in my mouth, the bitterest most long lasting taste of gunk I've had before or since. I relate this story, not altogether because it is good far me to remind myself of those unconsciehable youthful days, but because as agency people we are not prepared towrite a prescriptionfor the urbanrenewal process without soliciting, seeking, and securing the partici­ pation and consent of the people who are affected by the medicine. Nor can they, who are affected, expect to play a passive role, or an oppor­ tunistic role, or merely be amateur scolds, and approach, if not quite have, a community in the best sense of that term--an organization of people in which the satisfaction of human needs occurs with complete efficiency. ii. Before I get into the main body of my remarks, allow me to make a convenient isolation of the problems that affect community organ­ ization and the problem that seems to me to have received insufficient emphasis in practice, if not in theory. The problems that affect community organizations can be divided into classes not necessarily logically exclusive: I i. There are those problems that can be characterized as the political, legal, and fiscal policies of a community. u, 2. There are those problems that can be characterized as the economic and social problems of a community. 3. There are those problems that can be characterized as the procedural processes, private and public; and L1 - 23 - J �4. Finally, there is that problem that can be characterized as a lack of a sense of community. It is this lack of a sense of community that I would offer some impressions. Workers in the social sciences have convincingly described the influences that have fractured this once held sense of community, and how it can be restored, even in the pluralistic community. But up until now, they have in the main been taking in each other's washing. Today, those of us who are trying to implement an Urban Renew­ al Program, especially in conservation areas, are finding that a lack of a sense of community, both horizontally and vertically, is a primary cause for delays (lack of community under standing will often postpone a public hearing for a proposed plan in an election year.if the incumbent suspects the community is not supporting the plan); or for increasing costs (insufficient lender's money will impede a rehabilitation program, forcing the local public agency to amend the urban renewal application for more acquisition funds in order to acquire structures that a willing but unable owner cannot rehabilitate); or can be instrumental in killing an Urban Renewal Program when a community's resistance to the ac­ ceptance of an open occupancy city is combined with problems involving relocation of people. Those classes of problems mentioned earlier obviously involve questions of financial resources, housing resources, capital planning of municipal improvements, intergroup adjustments, etc. all of which, in 'this day of systems approach to problems., critical path methods, and social adjustment techniques, reduce them to technical difficulties if, and only if, the power structures of the pluralistic community are convinced and committed to the proposition that the satisfaction of human needs should occur with complete efficiency. There are, of course, conservative establishments, private and public, who oppose this, and opportunists who see the urban renewal program in too narrow a perspective. But it is the conviction of those of us who work for community conservation, both human and physical, that if we can enable the com­ munity to become in charge of itself, develop this sense of community where it is lacking, the conservative establishments will abandon .their excessively conservative money policies, and the opportunist will con­ cert their energies into policies consonant with the objectives of urban renewal. - 24 - �1 This demands the coordinated efforts of the power structures and a confrontation of each with the question: who are we that w’e should not be mindful of our neighbors--cross town, up town, down town? ‘ I III. To create this sense of community where it is lacking, or effective, is a monumental task. When we go into a community today, say of 30, 000 people, and ask the leading lights in as many ways as one can--What is an urban renewal? --What is redevelopment? --What is your community?--you don't expect much of an answer to what is urban, renewal or redevelopment, but what you get to the question, what you see and hear coming from the viscera to--What is your community? -can be tabulated as follows: A community is: So many haircuts per week So many burials per month So many properties conveyed per annum So many loans transacted today So many pecks of potatoes sold So many gallons of gas pumped So many patients So many parishoners So many club meetings, or a combination of these.. f I I I J This, mind you, is a stable community with members of the upper middle class on down. It is one in which the emphasized relations between people, and one is almost convinced the only meaningful rela­ tions these people have, are those, the outcome of which is best regis­ tered in the Gross National Product. This sense of community has been wonderfully described by Adam Smith. "It is not from the benevolence of the butcher, the brewer, or the baker, that we expect our dinner, but from their regard to their own interest. We address ourselves, not to their humanity, but to their self-love; and we never talk to them of our own necessities, but of their advantages. " Of course, there is potentially more to the community than their utterances reveal. But we are not dealing with absolutely unchangeable people or conditions, small or large; we are dealing with degrees of a general enough condition, measureable in empirical terms of blight and blighting influences--terms which became in the 1949 Housing Act and its amendments, part of the official criteria for establishing an Urban Renewal Project. - 25 - B �There is some oversimplification here. There are a multipli­ city of influences. But when we have singled out the accumulative result and called it blight and blighting influences, there has been a persistent motif, even if we call it gross default (to have charity mute the shout) in too many communities. Recently in Philadelphia, 40 potential conservation areas (as distinguished from the 5 active conservation areas), were studied to determine their social, economic, and institutional characteristics.. This material was reviewed in search of some evidence for this sense of Community we've been talking about. As we reviewed the criteria to determine how an area became eligible as a potential conservation proj­ ect, we were struck by what seemed to be a conflict in data and conclu­ sions drawn. In eight or nine of the areas where the data would suggest a stable, viable community, the conclusion drawn was, "This is a static area with little private or public activity taking place and no effective community organization. " In several other areas undergoing enough change to be considered almost under the stability level necessary for a successful Urban Renewal Program, there were effective community organizations working on important aspects of community problems. Of the residents of the first collection of areas, one wonders what keeps them stable! To what are they committed? To the second Collection of areas, one can only have respect for the efforts to hold on to what is worth conserving in a period of change. J .3 .1 - I I IV. I have been talking about a sense of community for which I would like to give you an outstanding example. This is not a conserva­ tion area, but is doing the things that we would hope to see done, in a community in charge of itself, a community with this sense. Commun­ ity A, we will call it. Community A is located in an area that was part of an estate purchased by Philadelphia's last colonial mayor and the first after the revolution, Samuel Powel. During the latter half of the 19th century as Philadelphia expanded westward, a settlement developed which was unique among settlements as an area of pretentious Victorianand mod­ ified Federal style homes. Contemporary Community A was created, in part, in 1956 by a group of developers. Their purpose was to provide middle-income housing in the area through rehabilitation of those pre­ tentious structures that had for more than a decade become too expen­ sive to be maintained by the senior citizens who occupied them. Some of these houses have been certifiedby the Philadelphia Historical Com- - 26 - �I I 1 mission, a certification which requires, among other specifications, that the facades of such buildings be restored to the original appearance. 1 The rehabilitation efforts, one of the primary distinctions of the community, have resulted in various types of recognition to the area in the last few years. In 1959, this community secured a commitment from F.H. A. to secure mortgages for housing rehabilitation under Sec­ tion 220 of the 1954 Housing Act. It has been estimated that 8. 1-million dollars were spent by this community to improve their properties and at least 250 properties have been renovated. A professional housing advisory team is retained by the developers to assist the residents in housing investments and renewal and in real estate transactions. 2 In 1958 and 1959 one of the civic organizations of the area was awarded the first prize in state-wide community-development contests sponsored by the Pennsylvania Chamber of Commerce. J Perhaps the best description of this community is not that it has an unusual distribution of good brains per acre, but that its residents act and talk like pioneers. The area is racially mixed, with almost equal proportion of white and Negro residents, and some residents of Oriental extraction. One of the basic beliefs of many of the newer residents and the civic groups is, that a racially intergrated neighbor­ hood is desirable. The largest of the civic groups in the area has a membership of 400 to 500 members. This group's activities cover a wide range, from bake sales and village fairs through efforts for better educational and recreational facilities and better City services. All the civic groups combine their efforts onany major issue affecting thearea. In concert, they will hire a lawyer or planner to provide them with representation or guidance when needed. JJ L L L With respect to school problems, capital building programs,, and curriculum content, Community A is one of the best informed and most articulate in the City. When it realized that its school problems extended beyond its ownboundaries, it joined with communities through­ out two school districts to form the West Philadelphia Schools Committee that annually testifies with significant affect on the sufficiency of the school budget and the priorities of the appropriations. It has protested inequitable treatment and discriminatory prac­ tices of tenants in the area. ideal. This is not an ideal community. It is one working toward an It is one that is in charge of itself. It has a sense of community. - 27 - I i �r J I In contrast to Community A, I would like to give you two brief examples: one, Community B, where the sense of community does not have a chance without a tremendous effort on the part of the private and public operating agencies, and Community C where it is likely to suc­ ceed although it is less well stocked with the fortunate cross section of trained abilities as Community A. Community B recently became a conservation area. It has a very feeble sense of community. It is a community going through the last pahses of ethnic change. It was once occupied by affluent middle­ class income residents who lived in ponderous 3-story mansions and less affluent residents who lived in typical Philadelphia row houses. With the profound changes and influences that att ended two world wars, Community B has become a densely overcrowded area mixed with non-white residents of all generations and white residents of senior years with almost only frenetic communication between the two groups. i i i ii 'll II iii The income median of the area is sufficient for a conservation area, but as with most racially mixed areas in flux, the lending insti­ tutions are hesitant to extand long term credit necessary for a success­ ful rehabilitation program. It is sporadically harassed by well organ­ ized and disciplined gangs from adjacent depressed areas. It has sev­ eral long standing civic organizations that tend to dissipate their ener­ gies in personality conflicts. Since the conservation program has gotten underway, there are signs that sufficient numbers of people are willing to participate in the reconstruction of the community. This is a feeble beginning. It has not much momentum. It will be nurtured because millions of Federal, State, and City dollars are at stake. It is an irony that in the recon­ struction of a community, the creation of a sense of community is put in the service of saving money. But it is one of the current facts of life. Community C is one of the largest conservation areas in Phila­ delphia. It is currently awaiting federal approval of the first part of the urban renewal application. It has been in the business of getting in charge of itself since 1954 when the office of the Development Coordin­ ator challenged the community to save itself. Today, it is a highly structured, sophicticated organization with a sense of community matched only, if not exceeded, by Community A. The basic unit of organization is the block. The area is divided into six geographical units. It has six standing committees and an executive committee that will survey a houding, school, environmental or recre­ ational problem; investigate the neglect of an operating agency, picket the defaulting, or demand an accounting from their duly elected repre­ sentatives. 2g �___ I L 2 They have combed the entire area with representatives of the City Planning Commission. It succeeded, with the Commission, in creating a land-reuse proposal for the area that won the approval of the residents after their suggestions for changes were included in the plan. Community C has won prizes for 1961, '62, and '63 for state­ wide community-development contest sponsored "by the Pennsylvania Chamber of Commerce. Its basic weakness is its lack of a wide-base support. Its executive committee has become entrenched, although it annually declares its intent to attract bright young people to assume some of the responsibilities of managing the organization. But this entrenchment is not altogether willful. It is the conse­ quence of so great a preoccupation with problems, and with learning more than they imagined would be their lot, thay they are afraid of a. break down in a continuity of their work if their successors are too inexperienced. Professional guidance will rectify this. ■I In recent months the Community Relations Staff of the Redevel­ opment Authority of the City of Philadelphia has outlined what it takes to be its proper role in creating a sense of community in the conserva­ tion area. Briefly, it entails soliciting the community1 s sense-of its problems and interest through the questionnaire technique and inter­ views; determining from the community the priorities it places on its problems and interest; acting in a liaison function between the commun­ ity leaders and resource personnel of the public and private agencies, in order for the community to become familiar with the assigned scope and responsibilities of the agencies; assisting in the development of wide-based support of the local leadership group to ensure representiveness; providing technical information on all phases of the renewal process; involving the community in every phase of community plan­ ning-physical, institutional, and commercial--in comprehensible steps; suggesting techniques and methods for managing community-wide prob­ lems. Whenthis approach has beengiven sufficient field tests, wehope that the outcome will be a clear and simple charge from the c ommunitiesin which it istried--get out! Your work is done! We are in charge of ourselves. We have a sense of community. - 29 - �1 ’ ] THE PRIVATE REDEVELOPER AND MODERATE INCOME HOUSING L 1 LT by Melvyn T. Pugatch, Real Estate Consultant Baltimore, Maryland I I find my appearance here today a compliment having been in­ vited to share a podium with the distinguished participants at your Con­ ference. We must continually plan for our cities. We must make certain that proper leadership will be available to provide this planning in more than the narrow sense. In point of fact, the orderly and healthy growth and rebirth of the city is only achieved when such broad planning was beforehand, and--the degree of such growth is in actual relationship to the planning that was provided. It is bad enough that unplanned devel­ opment happened when we did not know better, or did not recognize some of the costs of lack of planning, but it will be a real disgrace if we allow it to continue. We cannot be complacent about our current housing situation. With our standard of living the highest in the world, we must see to it that we have the highest level of housing standards and opportunities for all of our people. The way in which our people live--the low income families, our retirement citizens, our minority groups--will do much in determining the future of America in the world struggle in which we are engaged. Although the housing needs of one economic segment of the com­ munity should not be considered by itself, I would like to spend my time examining with you the responsibility and the opportunity the redevel­ oper has to provide newly built housing for low and moderate income families. Obviously, one way to encourage andaccomplish development is to show the profit-motivated redeveloper that profits are attainable; likewise, the non-profit sponsor can be made to understand the various techniques available to provide housing to meet a specific need. In my mind, speaking as a builder, developer and consultant, the most important thing that will happen in real estate in the next few years will occur in the urban area of the city and not primarily in the suburbs. This agrees with the remarks expressed by the other speakers here today. - 30 - �I .. 8 fi £ a In line with this, I believe this session might be served if I dis­ cussed in a more general way that building under urban renewal is both similar to and different from building outside of urban renewal areas. And, then spoke about the Federal Housing Administration mul'tifamily section of the National Housing Act, including some recent amendments which became law when President Johnson sighed'the Housing Act of 1964, designed to provide housing for the low and moderate income family. Doing business in urban renewal areas pretty much means that you deal with the Redevelopment Authority or the Urban Renewal Agency or some combination of agencies that have been delegated by the muni­ cipality to execute and carryout the city's urban renewal program. My comments are intended to assist rather than lessen the public's confi­ dence in any agency. In the land disposition phase, that is the sale of the land by the LPA (Local Public Agency) to a redeveloper, there is a serious dilemma in meeting the objectives of securing the best possible development and also the highest possible land price. 8 ■ B 1 The trouble is that these individual objectives are in conflict. Simple arithmetic indicates that achievement of the best possible devel­ opment is not always consistent with selling land for-the highest price.. Nor is buying public confidence through the use of open bidding proce­ dures always consistent with securing high grade development. This dilemma has penetrated officialdom. The Regulations now recognize about eight different procedures which the Local Public Agency can use. The ideal disposition technique should involve an element of com­ petition between project proposals. The sponsor of the best proposal canbe awarded the land ata predetermined fixed price; or, as an alter­ native, several sponsors can be adjudged acceptable and be permitted to bid for the land. The flaw in both of these techniques is that poten­ tial redevelopers are required to invest front money, and in some in­ stances substantial amounts, in planning without assurance of being able to acquire the land. Needless to say, many LPA's are searching for better disposi­ tion techniques. In deciding whether to try for a specific parcel, the redeveloper should interest himself in determining 1. whether the LPA has adopted a clear disposition policy with respect to the parcel, 2. whether the disposition body has the implicit of explicit sanction of the local governing body so - 31 - �that an award based on exercise of discretion by the LPA will "stick", 3. whether the policy permits an early determination of the acceptability of the redeveloper's general proposal without requiring excessive planning costs, 4. whether the policy gives any class of redeveloper a preference or right of first refusal, 5. whether the time lag between the award of the land and its availability of conveyance is realistic. Another matter of importance to the builder is the degree of con­ trol to be exercised by the Agency with respect to construction. Ideally, the amount of control over construction retained by the Agency should depend upon the nature of the project. In any event, from the developer1 s point of view, it would seem essential that where LPA approvals are required, the Agreement should spell out the exact documents which must be submitted and the precise time within which the Agency must keep its review. URA regulations require the developer to make a good faith" deposit of 5% to 10% of the total purchase price of the land, In most instances, this deposit is not credited on the purchase and is not return­ able until the construction has been fully completed. This is tantamount to requiring the redeveloper to freeze additional equity money in his project. The protection afforded to the Agency by this requirement is minimal once the land is actually conveyed and the purchase price paid. The burden on the developer, however, can be substantial, and serious consideration should be given to see if this requirement cannot be amended. The over-riding importance to the developer of obtaining a mortgage commitment withina reasonable time is recognized in the Reg­ ulations. It is perfectly permissible, therefore, for the developer to bargain 'for an escape clause which' permits the return of the deposit if appropriate financing is not obtained within a specified period of time. With respect to local government, a few of the more obvious conditions in which the developer should be interested in are: 1. Are most of the urban renewal functions concentrated in a single local agency or are they distributed among a number of agencies: If widely distributed, the danger - 32 - �exists that the developer win be caught in the middle of policy conflicts between various local bcdies--each with jurisdiction over part of the program. is the local government, from the mayor on down, strongly committed to the program? Have the traditional city agencies, such as the Department of Highways, the Department of Sewers, and the like, cooperated in formulating the Plan? Is the Urban Renewal Agency willing to act as a liason with the other city agencies at.d willing to assume initiative for processing such things as required zoning changes and exceptions? How many social objectives, in addition to the elimination of blight and the a chievement of sound development through private enterprise, is the Agency and the particular Renewal Plan burdened with? I mentioned earlier, - have just touched on some areas of concern in a most general way. 1 should like tofocusmy remarks at this time on the FHA insur­ ing program for construction of new multifamily housing for families displaced from urban renewal ar eas or as a result of other governmental action and for low and moderate income families. The builder and developer who ventures into low and moderate income housing--as wellasurban renewal project development—should have more than just an average interest in the project; He should be philosophically in tune with it. He must also be convinced that the ob­ jectives of the program and the project are valid and that it has more than a fair chance of success. The section of the Housing Act that was enacted to primarily assist in financing this type of housing under FHA is known as Section 221 (d) (3). The insurable amount limitations prcvidedby law are $8, 000 per family unit without a bedroom, $11. 250 per family unit with one bedroom, $13, 500 per family unit with two bedrooms, and $17, 000 per family unit with three or more bedrooms. gagors. The 221 (d) (3) program may be carried on by several type mortThese, are: - 33 �1. 2. 3. 4. A A A A public body or agency cooperative limited dividend private non-profit corporation or association All of the above type sponsors-mortgagors are required to meet precise rules and regulations, as defined by the FHA, in order to be considered eligible and in addition must operate under precise regula­ tions establishedby FHA including control of rents, charges, and meth­ ods of operation. The below-market rate program does not require payment of the FHA mortgage insurance premium which is waived. The interest rate is 5-1/4% per annum during the construction period and until final endorsement; at final endorsement the interest rate is reduced from 5-1/4% to 3-7/8% per annum. The statute provides that the amount of the mortgage may be 100% of the replacement costs except that in the case of a mortgagor other than a non-profit sponsor/mortgagor the mortgage cannot exceed 90% of the amount authorized under Section 221. The replacement costs may include land, the proposed physical improvements, on-site utilities, architect's fees, taxes, interest during construction, and other miscellaneous charges which are incident to construction and approved by the FHA. Although the statute provides for a mortgage of 100% or 90% of replacement costs, whichever is appropriate, it should be pointed out that the debt service is perhaps the most important limitation as to the amount of the mortgage. From my experience, I should like to recount the following which may be of interest to you. The rental schedule now in effect in the Baltimore project, we sponsored, and which is known as the Forest Heights Apartments, built under the 221 (d) (3) below-market rate program are $57. 50 per month for the 1 bedroom apartment, $67. 50 for the 2 bedroom apartment, and $77. 40 per month for the 3 bedroom apartment. These rentals do not include utility charges for gas and electric for heating, cooking and operation of the central air conditioning system present in each unit. These rents by the terms of a Regulatory Agreement between our corporation and the FHA may be modified only with FHA approval. In my opinion, they are about as low as we can reasonably expect under - 34 - �I the 221 (d) (3) program. In the Baltimore area these are approximately $30 to $45 per month less than the rentals for comparable housing built under conventional financing or under the regular FHA program. Ac­ cordingly, in assessing the feasibility of a project in your area, you should first make a judgment as to whether there exists a real need for housing at these rentals. I i i i i p D ■■ The low rents in our Baltimore 221 (d) (3) project are notattributable in any measure to low m nstruction costs. Conventional building standards and quality, with special emphasis as to future maintenance, werefollowed inthe design of our Forest Heights Project. The "under­ marketrentals" are due almost entirely to the favorable financing avail­ able under Section 221 (d) (3). Our Baltimore project consists of 320 units; there are 64 one bedroom apartments, 192 two bedroom apartments, and 64 three bed­ room apartments. The gross area of the project contained a little more than 22 acres; the building structures cover about 15% of the landarea-thus--we have 85% of the land area devoted to open space. We did no advertising other than place a sign on the front street of the project. Our project was completely leased out in 12 days. I should mention that in addition to the current month's rent, the tenants were required to furnish a security deposit equivalent to one month's rent before moving into their apartment. Here it is September 1964, almost 2 years after initial occupancy, and we have approximately 50 families on the waiting list for each of the three size apartment units or an approximate total of 150 families on the waiting list. It is inter­ esting too, I believe, that we do not accept any applications for the wait­ ing list unless the application is accompanied by the equivalent of one month's rent of the apartment applied for. These funds as well as the security deposits are maintained in a separate bank account and are not comingled with other corporate money. Our project in Baltimore was the first in the country and, in reality, it was a pilot project. It was only through the real desire of many persons, including those at FHA, to make things work that we were able to pioneer this "historic event". We are very proud of our project and what it has accomplished and what it has demonstrated. You must agree that there are all kinds of people who need to be housed in proper living accommodations. I think you will agree that the 221 program, if creatively administered and executed, may be of - 35 - �great use in helping to solve urban relocation problems and in providing low and moderate income housing at a cost these families can afford. The builder must have an understanding too that he must share in the many responsibilities with government and each must have con­ fidence in the other and mutual understanding in order to produce the best results in the interest of the community. I feel confident from all I have heard and from all I have read that we have the tools at hand to do the job. We have legislation that has been enacted to provide the mechanism; we have the financing in­ dustry that is better equipped than it ever has been in the past; we have more planners and redevelopment experts than we ever had before; we have builders who are prepared to venture into projects; and we have more people than we ever had before who know about the problems we face and how to deal with them. These are some of the means that may help attain the target. The solution depends on a complete knowledge of all the elements that are involved and the perserverence and dedication with which the task is pursued. - 36 - �INTRODUCTORY REMARKS by Rev. Whaley J. Atterbeary Mayor's Advisory Council, Wilkes-Barre During the course of the day we have been presented with a series of challenges. As developed by our keynote speaker, we know that we do have a housing problem in our area. The panel sessions this afternoon shared with us the experiences of individuals in other areas and how they have attempted to meet their problems with varying de­ grees of success. Our speaker this evening now has before him the challenge of analyzing the varying approaches that have been used throughout the United States. His experience is rather wide and extensive in this field and the topic that he has chosenfor his talk is very fitting and proper to culminate the challenges, ideas, and solutions that have been presented today. - 37 - �> IS THERE AN ANSWER? by John H. Haas, President Workshop 221 Inc. , Washington, D. C. As in almost every crucial issue besetting our civilization, our country, our community, or our family, there are always many more, questions and problems than there are answers and solutions. In the field of housing, the situation is no different from other issues, especi­ ally since this is a topic that hits close to home and the heart. As you have heard during this Conference and, probably, before that every day of your life, we are in trouble--indeed, in deep troub!e--as far as hous­ ing is concerned. Because of its intricate relation to nearly every phase of our lives, this trouble is also materially affecting the chances of sound and workable community growth. 1 I I I I J First, let me clarify a few matters of semantics. When we are talking about community growth we should differ­ entiate between two forms of growth: extensive and intensive. Exten­ sive growth is the kind that planners and public officials thrive on: new roads, new suburbs, new schools and housing projects, land planning,, shopping centers, new utility services, sound and profitable investments and new tax and profit sources. Extensive community growth is one of the more pleasant documentations of our affluent society with special benefits toa generation yet unborn. Therefore, it should have our bles­ sing and our support. ] Then, there is intensive growth--and this, if you will pardon the expression, is a horse of an entirely different color. It is a sick horse, a slow horse and, worst of all, a very neurotic and complicated animal that doesnot easily hold still for treatment. Intensive community growth means, most of all, upgrading, streamlining, modernizing and adding facilities needed for improvement--and all that within the existing framework, and, often, physical boundary of the municipality. This implies sociological upheaval, technological change, regulatory hard­ ships, some physical surgery, a few progressive innovations and, first and foremost, a strong and thorough psychological, emotional and corganizational re-orientation in the thinking and function of many civic, economic and political forces that comprise and, occasionally, domi­ nate the community. Intensive community growth is a topic 'that stead­ ily creates questionsand problems for everybody, from property owner to tax collector, from carpenter to building inspector, from loafer to 3 - I 38 - �■ J I II lender, from preacher to teacher, and from neighborhood store to city council. I I ! I E .. .. 111 y t ' I B! The next item to be clarified is "housing". In the context of our searchfor solutions, what dowe meanby housing? What type of housing are we concerned with most? Public or private, rental or sale, town house or high-rise, old or new, blighted or prosperous? In our prob­ lem areas we are looking for solutions that will create housing that is "adequate" and "affordable!1; it should be provided wherever possible by private enterprise and, only where this proves to be unworkable, through governmental assistance. Whatever kind of housing we think and talk about, one characteristic should always be prominent in our considerations: housing that presents a solution to our problems must always and under all circumstances be adequate and affordable--and this is much more than the "decent, sound and sanitary" that we hear so much about these days: the biggest supply of adequate housing will not serve its intended purpose at all if it is not made accessible to those who need it. Unfortunately, these two requirements eliminate a great portion of what is sometimes loosely referred to as our existing hous­ ing supply. Also, housing that may be adequate for one family may not be so for another (for example, because of family size, age grouping or access to employment). On the other hand, housing that may be suit­ able in size and location for a family which could afford it, may not be in good enough shape to provide decent, safe and sanitary shelter. We find, esp. in open market operations, only too often that the evaluation of these characteristics is either missing, willfully neglected, or unob­ tainable--which inevitably leads to overcrowding, abuse, financial hard­ ship or other consequences that in no time at all create another problem case. To conclude this item of semantics, let me qualify the topic of this presentation by stating that the question "Is there an Answer?" should be finished off with a categorical "no!": there is no one answer --but there are thousands of answers and they will all be different, de­ pending on the community, its needs, the condition of the inventory, the role of local and federal government and, of course, also depending on the human element--the people who attend to these problems, apply the various types of treatments, deal with the families or properties in­ volved, and administer the programs that are, or will be made, avail­ able to help solve these problems. To find these answers is a Gargan­ tuan task that may take months or years; all I can do for you now is to find some common denominators for certain needs, problems, facili­ ties and methods that might simplify the approach or accelerate the process that may produce specific answers and solutions. - 39 - �! I I I .I ’I' n "i To simplify my assignment, let me take a specific community which is in the worst shape possible and is looking for all the answers. Let's call it "Twilighttown, U.S.A.'! and let's assume that it is about 100 years old, has a population of 20,000 families, half of which own their home while the other half rent a house or apartment; let us also assume that the owners of rented houses live inanbther city which makes them "absentee landlords". About 10% of the families in Twilighttown arenon-white with anaverage family income of $3, 000, while the aver­ age income of the other families is $5, 500. Twilighttown has a mayor who rules with an iron hand to the best of his ability, a small force of officials and no codes or regulations covering housing, building or occu­ pancy standards. There are sufficient ordinances for police, health, sanitation, fire, plumbing and electrical installations. Approximately 30% of the existing housing inventory is deteriorated; there is hardly any vacant ground available to build new housing, and there is no public housing in existence. Twilighttown has no civic organizations, no in­ vestors to speak of, a good group of real estate operators, a few banks and building associations with limited funds, a few good contractors who are overloaded with work, and adequate trades people. Schools are crowded, hospitals far too small, streets dilapidated, industries hard­ ly noticeable, commercial establishments fair and slipping in quality. Recently, the situation has become a bit critical because a new federal highway is being built in close proximity to the city limits where it in­ tersects with a major state road that leads to important farm and min­ ing areas within a radius of 75 miles from the city. Some processing plants are making inquiries about getting located in or near the city and ask embarrassing questions about living quarters, schools and recrea­ tional facilities for their employees. Also, the State wants to re-route and widen its connecting road through a aprt of the city where the worst blight exists and wants to know first where the people who would lose their housing because of the new construction would go. The mayor, recognizing the importance of the situation,, appoints a committee of 20 professionals who come up with a series of sugges­ tions to meet the crisis: 3 D 3 C i 1, Establish a set of modern building, zoning housing codes and im­ mediately proceed witha strict and thorough enforcement program to be completed within two years, with subsequent continuation on a normal scale to maintain adequate minimum standards throughout the commun­ ity. 2. To implement and promote the new code program, set up a munici­ pal Housing Improvement Guidance Center, where property owners, pro­ spective buyers, and tenants may obtain adviceand help without charge. - 40 - �Introduce "Housing Assistance Certificates" for owners or tenants who cannot complywith requirements of code enforcement action or dis­ placement orders resulting from public construction or future urban renewal operations. These certificates would qualify their holders for financial or administrative assistance from local, state or federal ag­ encies and organizations. 4. Organize a Conventional Mortgage Pool with pledges and funds from local and nearby regional lenders; mortgages, trusts, or improvement­ loans would be made available only for holders of Housing Assistance Certificates unable to obtain financing through regular channels; all types of lending would carry customary interest rates plus a special risk premium satisfactory to the sponsors. This might be done by in­ creasing the interest rate, by advance collection of a "risk reserve" (deductible from loan proceeds), or by creating a municipally-backed "mortgage risk insurance" on a mutual, collective premium basis. 5. Organize a semi-public "Housing Pond, Inc. "--a non-profit type operation that would be restricted to the purchase of properties in dis­ tress (due to financial hardship, code or condemnation action, or dis­ placement orders) under voluntary conveyance--prior to court or fore­ closure proceedings--for the purpose of rehabilitating such properties and returning them to the open market for rent or sale on reasonable terms. Enforce an ordinance that all housing, sold or rented to certificate holders, must comply withall existing codes and regulations; this would include properties financed through the Mortgage Pool and, also, all dwellings sold or rented by the Housing Pond. 7. Set up representative civic neighborhood and businessman's groups and make them participants --in an advisory or consultative capacity-in all plans or projects that may benefit the program. 8. Promote a Commercial Revitalization Association consisting of small business proprietors and merchants with the aim of modernizing shopping and service facilities, map out new locations and commercial categories needed to satisfy anticipated developments in and around the city; funds may be drawn from the Mortgage Pool or separate lending sources set up for this purpose, perhaps with the help from the Small Business Administration. 9. Make application for a Workable Program to redevelop the blighted city section through which the new State highway is proposed to pass; include, as objectives of such a program, authorization to build apart­ ment units under the below-market-interest provisions of sec.. 221-d-3 - 41 �l> of the National Housing Act, and to carry out conversionand rejuvenation projects in commercial and industrial areas. 10. Propose, as an added objective, rehabilitation of some selected existing large buildings plus construction of a limited number of new buildings as a public housing project to accommodate these families who, under the auspices of the new program, could not find adequate housing in the open market due to lack of sufficient income or displace­ ment by governmental action. 11. Apply to the Community Facilities Administration for funds to mo­ dernize schools, roads, increase hospital facilities and extend sewer and water services to the newly emerging commercial, industrial and residential locations beyond the city limits; this would probably be done' in cooperation with surrounding county governments or, perhaps, under a regional program inaugurated and directed by the State. 3 12; Inaugurate a system of fiscal encouragement for upgrading of pro­ perty; such as, a tax freeze for residential and commercial property assessments for 3 or 5 years whenever a property owner has made sub­ stantial improvements to the structural or functional value of the pre­ mises; tax penalties for properties under code enforcement on condem­ nation whenever compliance has not been made within a reasonable time limit; exemption from all municipal taxes or fees on transfer of pro­ perties to or from the Housing Pond: permission to post all or part of property improvement costs (under code compliance) as deductible from local taxation, and reasonable tax exemptions for new industries or ser­ vice facilities willing to relocate to or near the city. J D D After the mayor received these recommendations he called a town meeting and gave everybody who cared a copy of the report in ad­ vance. At the meeting, one out of every four people present objected to about 3 of the 12 recommendations; as it always happens on such oc­ casions, some of the objections were well founded, esp. from the view point of the opponent, others were made because of "principle", pre­ judice or ignorance of pertinent facts, One lawyer, speaking for a num­ ber of his clients who were absentee landlords having substantial in­ vestments in rental properties, objected to the rigid and accelerated code program because its execution would place undue hardships on his clients (the record shows that some old lady yelled: "they can afford it!"). A retired judge mentioned that condemnation procedures would be illegal and that the municipality would have to get state legislation passed to authorize such a program; a local architect objected to the Guidance Center that could compete with service he was able and will­ ing to render (barded His Honor: "for a fee, of course!"). One real estate man suggested that housing certificates would put "dog tags on - 42 - I �I f poor people" and that the housing pond would take away business op­ portunities from legitimate investors--at which point the mayor retor­ ted that this was exactly what the pond was meant to do whenever legi­ timate or illigitimate speculators planned to use distress conditions to buy up properties for a song or foreclose on delinquent owners without mercy. A local lender questioned the wisdom of a mortgage pool and pretended that his organization was more than willing to make all the sound loans on sound properties that were submitted to him--which pro­ voked some hecklers in the audience to shout "oh, yeah?" His Honor replied that the Pool would only consider loans on marginal properties to borderline applicants not eligible for customary lending procedures and he thought that this lender would bethe first to partake in the Pool, esp. since the higher risks were matched by higher yields and, per­ haps, added loan insurance. As might have been expected, several people objected to urban renewal and, particularly, public housing and the city treasurer excitedly pronounced that those tax proposals would bankrupt Twilighttown and, furthermore, there was no money avail­ able, anyway, to pay for all these "foolish new ideas". When he had fin­ ished, the mayor jumped up, all red in the face, and shouted that he re­ sented the implication that he was trying to bankrupt the city and that plans had been made already to finance the proposed innovations out of new taxes, municipal bond issues, and federal contributions. When it was all over, His Honor summarized the results and stated that 3 out of 4 people liked 9 out of 12 points and that the report, therefore, was accepted by a substantial majority. Before the opposition could get or­ ganized, he proposed that the name of Twilighttown be changed to Dawn City and with almost unanimous approval of that motion everybody rolled up his or her sleeves and went to work. ta Now, some of you may call these recommendations drastic, ra­ dical, even despotic; perhaps they are. But, then, look at the misery, the filth, the crime, the lack of good education and opportunity in Twi­ lighttown: is all that perferable to taking some bold and radical steps for the good of the whole community? Should they let sound judgement and hope of progress be marred by narrow-minded prejudice or sanc­ timonious promises? In all sincerity, did the people of Twilighttown have a choice--or, to put it more realistically, do WE have a choice at all? Naturally, you may say, things in your community--wherever it may be--are quite different from Twilighttown. This means, statistics may differ, motivations may change, objections may come from other sources for different reasons--but the facts that cause these problems willalways bethe same: Dilapidated housing, insufficient incomes, lack of suitable financing, indifferent citizenry, lax or weak municipal man- - 43 - I �I - agement, unscrupulous landlords, careless tenants, and widespread ig­ norance about remedial facilities and programs available today. Add to this the understandable tendency among many older citizens and com­ munity officials to live in the past and distrust the future, and you have a comprehensive list of reasons why youare here today and why others gather almost weekly in other cities throughout the land to worry about similar situations and problems. Now let's look at those 12 commandmentsagain since they seem to present some of the answers you are looking for. First of all, you will have noticed that most of them suggest actions to be taken on the local level, by local forces, with local resources. There are only a few items that would require State or federal help. This is a natural and logical approach for, the problems we face are lodged in the community, causedby the community, sufferedby the community: they should there­ fore be solved primarily through the resources of the community pro­ vided, however, that these resources can be properly marshalled, stim­ ulated, assessed, and organized for the common goal. With people and cities being what they are, this is not often feasible because thoughts, feelings, principles and intentions vary from man to man, house to house, neighborhoodto neighborhood. These very often honest and deeprooted discrepancies and contrasts foster procrastination, indecision and opposition that waylay reforms and prevent progress. 1 J Some communities, under mounting pressure, sought a way out of the dilemma by reaching for federal help through the urban renewal machinery which is, in essence, a compulsory prescription for all sea­ sons and sicknesses. Many of its features serve a worthwhile purpose and could remedy many of the urban ills with which we are concerned. In the case of existing housing, however, the pills don't work so good and the reasons for that are inherent in the composition of the remedy that requires identical application of identical treatment for the most diversified conditions, prescribes unrealistic requirements for ill-e­ quipped people and communities, or concentrated heavily on fringe benefits without touching the core of the illness. The same, inciden­ tally, goes for some other federal programs that propose to help com­ munities and housing. Generalities, vague accusations? Let's look at a few cold facts I In conservation or rehabilitation project areas, each property left standing must comply with a set of project standards. These stan­ dards are set high above most minimum code levels and require sub­ stantial outlays on the part of owners often neither willing nor able to upgrade their properties that much; for those who are, and have to re­ port to mortgage financing or loans under F. H. A. regulations, the credit and income eligibility rules are so strict and rigid that only upper middle income families with a clean credit backgroundand a good-sized - 44 - �I J I equity in their property can qualify forF. H. A. financing. Quite obvious, those projects were started in the first place because there was not enough of these affluent proprietors in evidence to keep a neighborhood in good shape. And this is not the only difficulty. One of the characteristics of a declining urban neighborhood is the unending variety of deficiencies, the everchanging degree of deter­ ioration, the hopelessly entangled financial andeconomic circumstances among dwellings and dwellers, and the widespread inability or unwill­ ingness of property owners to comply with higher standards. It must be understood that in such a conservation area there exist, from the very outset, roughly three levels of " standards". There is, first of all, the 20% or more of "sub-standard" structures which under any cir­ cumstances--since they violate existing codes--must be improved; it may safely be assumed that, for the great majority of these owners, attainment of minimum code standards would cause the ultimate sacri­ fice, if it can be done at all, while any upgrading above these minimum standards goes well beyond their ambition and capacity. Secondly, there is the remaining 80% of properties which, although not assumedly in violation of mimimumcode standards, do not present attractive or sound enough characteristics to be considered on a par with the third level, the "minimum project standard". For the second group of owners, the cost of reaching that mandatory third level is most likely prohibitive. Yet, under the rules of any conservation program they must comply or they, like the first group, will lose their holdings. Then there remains a rather small minority of dwellings and owners ordinarily conforming to project standardsand therefor e unaffected by any mandatory require­ ments. ] By thus establishing a set of property requirements which are, almost facetiously, called "minimum conservation standards", the Ur­ ban Renewal Administration, in fact, established maximum standards which were in the majority of cases either not practical or not obtain­ able. This is responsible for the greatest amount of criticism and op­ position urban renewal has encountered in the past. Unless this idea is either abandoned or drastically brought down to where dollars and dwellings can be sensibly correlated, the function of urban renewal as a corporate and compulsory over-all cure for deteriorating neighbor­ hoods is doomed a failure. The evaluation of U. R. A. 's conservation program should pot be interpreted as a wholesale indictment of the principle to treat deter­ iorating areas as a federal project. There are certain types and degrees of neighborhood deterioration which need a corporate solution, primar­ ily because of an element of urgency and because of a special and sig­ - 45 - �8 II' nificant interest, on the part of the whole community, in that partic­ ular area. The type might best be definedas a " singular purpose" area: an accifhnulation of structures keyed to one major resource such as, for example, a university, a hospital, a government agency, a commercial center, or a residential section of special historic or ethnic value that ought to be preserved "in style" as a societal asset. Any area of diversified or contrasting housing and population characteristics is a very poor objective for corporate conservation treatment. The past record of achievement or, better, frustration in suchattempts should be sufficient evidence to support this view. Heter­ ogeneous neighborhoods should not be "conserved" as such in the first place; they should be changed by the normal processes of private endeav­ or and municipal planning. It has been shown on several occasions that municipal conservation programs, in a small area, can be accom­ plished at about 10% of the cost of an urban renewal project. Results may not be as perfect or as conspicuous as a (successful) renewal pro­ ject, but they should be adequate for the area and a commensurate in­ centive for further community growth. At this point, let me touch on another vulnerable concept; the defining of a project boundary. Urban renewal has consistently shown a tendency to establish project areas as extended as could possibl-y be justified "by the book". This tendency is dangerous and unsound. The social and economic effects of any urban renewal project are deep- reach­ ing and substantial; they uproot families and businesses; they destroy old and traditional ties and responsibilities; they change property values and create many personal and financial tragedies. Such effects should be kept to a minimum by establishing project boundaries containing only the absolute minimum of geographical area requiring such treatment. It is a fact that sound renewal project activities have a radiation effect on their surroundings that tends to encourage and, often, enforce up­ grading of adjacent sections to keep in line and properly connect with the new improvements. Although this effect does not usually reach far into adjacent territories--or, certainly, never far enough--its impact on the immediate vicinity is inescapable and would most probably cover any area that, under present customary procedure, might unnecessarily be included in the establishment of a project area boundary. Also, citizen participation from within a highly "eligible" project area will always be positive and facilitate approval; whenever "fringe areas" are included in a proposed project, opposition and controversy mar and de­ lay many project objectives to the detriment of the entire undertaking. Finally, here is one more illustration that pinpoints the lack of true intent and purpose inan important part of our national housing pro- 46 - J L �a E gram. The 1964 Housing Act, in its original version, contained 59 in­ dividual items of proposed legislation: only five of them were related to existing housing; the rest had reference to land planning, project de­ velopment, condominiums, vacation cottages, higher priced homes. Little was devoted to the amelioration of the defective housing inventory owned or occupied by moderate or lower income groups. In fact, even where such advantages were offered, they were usually tied in with re­ newal project areas or public housing where the federal bureaucracy could keep a watchful eye on the run of eventsand the activities of local officials. This same spirit prevents communities that do not have an urban renewal program from obtaining the benefits of 221-d-3 low interest mortgages for moderately priced apartment buildings, or from having public housing accommodations for marginal income families or displacees--although both categories exist in abundance in thousands of communities that do not need or want a workable program. This impo­ sition of federal controls as a prerequisite of assistance is responsible for much of the opposition to urban renewal. It looks as if the federal government does not trust the community to wisely administer its loan or grant programs --and, in some cases, that distrust may be justified; we should assume, however, that, as a rule, municipal government is as responsible and competent as a federal agency; probably, when it comes to local management problems, even more so. L1 J Thus, as things stand now, we cannot expect much federal sup­ port for our problems in intensive community growth--and we may just as well face up to it. On the other hand, we must take steps--and take them now--to rehabilitate deficient housing, to rejuvenate blighted neighborhoods, to obtain long-term financing for not-so-safe risks, esp. for the millions of families that are emerging from financial dispair or occupational handicaps under their' own power. They, together with the modest income home owner and the family displaced by new roads, schools, and other public undertakings, need "adequate" and "afford­ able" housing; if we can not help them obtain it, they will be thrown right back into the ranks of the slum dwellers and the undesirables from whence they came. Can we, in the age of progress and prosperity, allow that to happen? There is an answer, only one answer, to this question--and it is a clear and emphatic "NO"! I said in the beginning that there are a thousand answers to our questions and problems. Let me add to this one message: to study, formulate and interpret these answers for the individual community takes a great deal of knowledge, time, patience and sacrifice on the part - 47 - �of those who must do the job: the community officials. But, more than anything else, it takes what I may coin as the "3 I's: Initiative, Imag­ ination and Integrity. " Those who qualify for these requirements will become the unsung heroes of Tomorrow, the real pioneers of Progress and the founding fathers of an era that will have to search in museums and history books for the story of Twilighttown, U. S. A. - -and may God bless them in their mission; - 48 - ____________ �ROSTER OF ATTENDANCE Name Address Position Airey, Marion King's College Wilkes-Barre, Penna. Exec. Sec'y Development Ofc. Allen, Mrs. Edward C. Junior League of Wilkes-Barre Bear Creek, Penna. Member Armstrong, F. T. City Parking Authority Wilkes-Barre, Penna. Member Atterbeary, Rev. Whaley J. Mayor's Advisory Council Wilkes-Barre, Penna. Clergyman Ayers, Rev. Jule First Presbyterian Church Wilkes-Barre, Penna. Clergyman Baker, Myron Sordoni Enterprises Vice-President of Hotel Sterling, Wilkes-Barre, Penna. Public Relations- Barrett, Mary King's College Wilkes-Barre, Penna. Librarian Bartow, R. J. Dept, of Public Welfare 16 North Main Street Wilkes-Barre, Penna. Executive Director Bell, Fred, Jr. Housing Authority-Wilkes-Barre 20 Carlisle Street Wilkes-Barre, Penna. SecretaryTreasurer Bierly, Betty Kanarr Greater Wilkes-Barre Real Estate Board 61 West South Street Wilkes-Barre, Penna. Realtor Bierly, Mrs. Rufus Human Resources Committee, League of Women Voters Chairman Blier, Bernard B. Northeast Pennsylvania Industrial Development Comm. Chamber of Commerce Building Scranton, Penna. Executive Director �! 1 i I I (J u j Bohinski, Alois Luzerne County Planning Commission Member Wilkes-Barre, Penna. Brockman, Stanley J. Junior Chamber of Commerce Wilkes-Barre, Penna. Member Bromfield, Forrest Luzerne County Housing Authority 56 West Union Street Wilkes-Barre, Penna. Member Brown, Mrs. Carl N. Luzerne County Federation of Women's Clubs 80 Second Street Kingston, Penna. Representative Caley, George E. Nanticoke Chamber of Commerce 38 East Main Street Nanticoke, Penna. Ex. Director Caverly, Noel B. First National Bank Shickshinny, Penna. President Cochran, Mrs. William Home Builders Auxiliary Assoc. 62 Virginia Terrace Forty Fort, Penna. Treasurer Cohen, Dorothy Family Service Association 7 3 West Union Street Wilkes-Barre, Penna. Executive Director Condo, Raymond Penna. Department of Commerce Scranton Life Building Scranton, Penna. planning Technician Costello, Mrs. A. Home Builders Auxiliary 66 Chestnut Street Swoyersville, Penna. Member Cronin, John Penna. Power &: Light 15 Water Street Pittston, Penna. Co-ordinator Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce Franklin Street Wilkes-Barre, Penna. Secretary : J1 ) �Crosby, J. M. N. E. Penna. National Bank and Trust Company 67-69 Public Square Wilkes-Barre, Penna. Vice President Csala, Gottfried Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Penna. Architect Cunningham, James V. ACTION-Housing, Inc. Associate Director Pittsburg, Penna. DePolo, Henry Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Member Daron, Mrs. D. Home Builders Auxiliary Overbrook Road Dallas, Penna. Member Durkin, Eugene Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Member Earley, Mrs. Charles Woman's Club of West Pittston 215 Wyoming Avenue West Pittston, Penna. Member Evans, Jones WBAX Wilkes-Barre, Penna. News Director Farley, Dr. Eugene Wilkes College Wilkes-Barre, Penna. President Farrell, James P. Urban Redevelopment Authority First National Bank Wilkes-Barre, Penna. Site Manager Ford, Elizabeth T. Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Administrative A ssistant Fox. Walter R. N. E. Penna. National Bank and Trust Company Wilkes-Barre, Penna. Assistant Vice-President �Furman, Mrs. Nell Greater Wilkes-Barre Real Estate Board 25 West Market Street Wilkes-Barre, Penna. Realtor Gerdes, Merl A. , Jr. Bell Telephone Co. 53 Public Square Wilkes Barre, Penna. District Manager Gilbert, Walter J. State Health Center 71 North Franklin Street Wilkes-Barre, Penna. Supervising Sanitarian Good, William A. Housing and Redevelopment Division Penna. Department of Commerce Harrisburg, Penna. Chief Goodman, Mrs. Mary League of Women Voters R. D. #1 Plymouth, Penna. Member Haas, John H. Workshop 22?. Inc. Washington, D. C. President Haydock, Nicholas J. Pennsylvania State Employment Service Wilkes-Barre, Penna. Regional Director Hleiselberg, Edward Luzerne County Planning Commission Wilkes-Barre, Penna. Director Holl, John H. Redevelopment Authority Wilkes-Barre, Penna. Howells, Benjamin F. Nanticoke Housing Authority City Hall, Nanticoke, Penna. Executive Director Isenberg, Mrs. Paul League of Women Voters Wilkes-Barre, Penna. Member Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian 1 I II I Rehabilitation Officer �Kaufman, Pearl Lewith & Freeman Wilkes-Barre, Penna. Real Estate Broker Kramer, Horace W. Wilkes-Barre Redevelopment Authority Wilkes-Barre, Penna. Chairman Krammes, Therold Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Penna. Regional Sanitarian Krauss/Mrs. George M. YWCA 40 West Northampton Street Wilkes-Barre, Penna. Executive Director Landemesser, Mrs. Dorothy Lashford, Edgar J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Penna. Executive Vice-President Lippi, Ettore J. 260 Pierce Street Kingston, Penna. Architect Loch, Frank J. Pennsylvania Gas and Water Co. 30 North Franklin Street Wilkes-Barre, Penna. Long, Joseph Redevelopment Authority Wilkes-Barre, Penna. Member Me Cahill, Peter J. Redevelopment Authority of the City of Philadelphia 2619 South 19th Street Philadelphia, Penna. Project Coordinator Me Cartney, Mrs. Agnes T. Carbon County Planning Commission Courthouse, Jim Thorpe, Penna. Mulhall, John Wyoming Valley Sanitary Authority Wilkes-Barre, Penna. Executive Director Vice Chairman �Greater Wilkes-Barre Junior Chamber of Commerce Wilkes-Barre, Penna. Vice-President Myers, j. Robert Pennsylvania Power &: Light Co. 901 Hamilton Street Allentown, Penna. Senior Commun­ ity Planning Consultant Niehoff, Walter H. Pennsylvania Economy League, Inc. 706 First National Bank Bldg. Wilkes-Barre, Pennsylvania Director of Research O'Donnell, Thomas Jr. Housing Authority of the County of Luzerne 866 South Franklin Street Wilkes-Barre, Penna. Vice Chairman O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeastern Bank Building Hazleton, Penna. Executive Director O'Karma, Henry D. Wilkes-Barre Redevelopment Authority Wilkes-Barre, Penna. Executive Director Pearlman, Dr. William Wilkes-Barre Board of Education 71 W. River Street Wilkes-Barre, Penna. President Murdock, George W. I ■ J' Phillips, John i Phillips, William Sr.. Redevelopment Authority of Philadelphia 5 301 Haverford Avenue Philadelphia, Penna. Pugafch, Melvyn T.. Real Estate Consultant ■. Baltimore, Maryland Radkiewicz, John F. Bellante and Clauss, Inc. Bellante and Clauss Bldg. Scranton, Penna. I I I fl Principal Planner ��I Splinter, A. M. R. C. A. Crestwood Park 77 East 8th Street Wyoming, Penna. Splinter, Mrs. A. M. R. C. A. Crestwood Park 77 East 8th Street Wyoming, Penna. Stocker, Donald N. Pennsylvania Power & Light Co. 901 Hamilton Street Allentown, Penna. I Teller, Stephen A. .. . 181 North Franklin Street Wilkes-Barre, Penna. Teller, Mrs. Stephen A. 181 North Franklin Street Wilkes-Barre, Penna. Wall, Dr. P. J. Redevelopment Authority Wilkes-Barre, Penna. I Manager of Photocell ' -i Engineering Manager, Area Developm ent Attorney Member WARM Broadcasting Company Scranton, Penna. 0 u ol Waskell, Earnest City Hall Wilkes-Barre, Penna. Director of F inane e Whitesell, Howard Box 127 Dallas, Penna. Builder Williams, Wilmer L. Murray Dilley Streets Forty Fort, Penna. Builder Wood, Walter C. Wilkes-Barre City Schools 81 North Washington Street Wilkes-Barre, Penna. Superintendent Young, Mrs. J. W. Real Estate Miners National Bank Building Wilkes-Barre, Penna. Realtor 6??C5 �£2 J I Cl I nij DI J Cl J Hi Cl Cl p :■ I �■■■ ' i r lOOOlLDlTfl WILKES COLLEGE LIBRARY J 1 I * E 3 I A q ■ •G : fl I ■ I « 1 G 3 = ! �I i 2; lL r � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Fourth Annual Community Growth Conference, 1964 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1964 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/6de7123d7936bd8ff61f96720c9b8c31.pdf 0dd21fe5c7f12082c37d68b5b6597816 PDF Text Text v\'i O• MAR 7 1966 i LIBRARY r, PROCEEDINGS FIFTH ANNUAL COMMUNITY i GROWTH CONFERENCE I] j jj I i 'CHIVES ifi» •1 T 1 -JS333 !J S333 IL8W682 !ETH 11965 INSTITUTE OF MUNICIPAL GOVERNMENT 11 I I i WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �i I t L I I 5 ih PROCEEDINGS FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE L I L 11 Li I b SEPTEMBER 29, 19&5 WILKES-BARRE, PENNSYLVANIA L t j b I i !- D Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania �I AKCHIV ES I I 5+k, I9<£>5 FOREWORD I One of the basic problems facing the federal, state, and local governments is what can be done with the old, medium-sized munici­ pality. Since there was a lack of comprehensive planning in the past, many of our cities were like "Topsy and just growed. " They consis­ tently present a challenge topeople who are involved with trying to build better cities. This problem is particularly pertinentto urbanized areas along the Eastern seaboard, and especially Pennsylvania. I I I The Fifth Annual Community Growth Conference will be centered about this theme--"The Rehabilitation of the Medium-Sized Urbanized Area. " I Aswith all standard metropolitan statistical areas, Wilkes-Barre is but the core city surrounded by a number of smaller municipalities. But the problems of the core city are also the problems of the entire area. 1 1 In the preceeding Community Growth Conferences we have ex­ amined some of the problems facing the area. This Fifth Community Growth Conference will also suggest some of the solutions to the basic problems of our area. We must consider, for example, the physical aspects of conserving the central business district as we.must also con­ sider the problems of housing and industrial development within the core city. Not to be neglected is the aspect of physical beauty and the natural amenities of a particular region or area, and we must certainly con­ sider the overall comprehensive plan, not only of the region, 'but also of the entire Commonwealth. 1 1 J (O 1 f 1 The sponsors of the Community Growth Conference hope that the visiting experts will provide us with the type of guidance necessary to rehabilitate an old, medium-sized urbanized area. The sponsors feel strongly that this Conference will be but part of the continued attempt to isolate, recognize, and correct the problems of Luzerne County and Northeastern Pennsylvania. Hugo V. Mailey, Director Institute of Municipal Government 76895 ii �I I TABLE OF CONTENTS 1 I I F oreword . ii Program , iv I ! Sponsors I i Welcome Remarks by Ernest Waskell 1 Welcome Remarks by Walter Mohr 2 Introductory Remarks by Ralph Frost 3 "Physical Aspects of Commercial Conservation" by Louis Sauer 3 Introductory Remarks by Horace W. Kramer 4 "Nonprofit Sponsorship of Housing - Pitfalls and Potentials" by Joseph B. McGrath 5 I I I tl I I I 1 ii ii "Industrial Development Through Urban Renewal" by Edwin Palumbo 15 Introductory Remarks by J. Archbald Brooks 21 I "Image of the Valley - The Towns, The Rivers, The Ridges" by Paul Bruce Dowling 22 Introductory Remarks by Clement W. Perkins 32 "Rehabilitation of the Old, Medium-Sized, Urbanized Area" by Jesse Nalle 33 Roster of Attendance ■ iii �FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE September 29, 1965 I PROGRAM I 1 I 11:30 A. M. Registration Mezzanine, Hotel Sterling Chairman: Mrs. Ethel A. Price, Director Department of Public SafetyCity of Wilkes-Barre 12:00 Noon Luncheon Crystal Ballroom Chairman: Ralph Frost, President, Northeast Chapter American Institute of Architects Ernest Waskell, Director of Finance City of Wilkes-Barre Walter Mohr,. Director of Development Wilkes College Physical A spects of Commercial Conservation Louis Sauer, AIA, Consultant Philadelphia, Pennsylvania Welcome: I Remarks: Topic: a a I Speaker: 2:00 P. M. Panel Session Stark Hall 116 Chairman: Topic: 1 Speaker: I Topic: a I Speaker: a INTERLUDE I Chairman: 1 Topic: Speaker: J I I LI I I J. Archbald Brooks, Senior Vice President Greater Wilkes-Barre Chamber of Commerce The New Conservation of National Beauty Paul Bruce Dowling, Executive Director America The Beautiful Fund, New York 5:30 P. M. Cocktails Adams Room, Hotel Sterling 6: 30 P. M. Dinner Chairman: Topic: Speaker: LI Horace. W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Non-Profit Sponsorship of Housing Pitfalls and Potentials Joseph B. McGrath, Director Local Development Services ACTION, Inc. , New York Industrial Development Through Urban Renewal Edwin Palumbo, Chief Industrial Repr. Providence Redevelopment Agency Providence, Rhode Island iv Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Rehabilitation of the Old, MediumSized, Urbanized Area Jesse Nalle, Assistant Director Pennsylvania State Planning Board �SPONSORS American Institute of Architects - Northeast Chapter Economic Development Council of Northeastern Pennsylvania Greater Wilkes-Barre Chamber of Commerce Greater Wilkes-Barre Junior Chamber of Commerce Greater Wilkes-Barre Real Estate Board Home Builders Association of Northeast Pennsylvania Institute of Municipal Government League of Women Voters Luzerne County Boroughs Association Luzerne County Federation of Women's Clubs Luzerne County Planning Commission Pennsylvania Economy League - Central Division West Side Regional Planning Commission Wilkes-Barre City Planning Commission Wilkes-Barre Redevelopment Authority Wilkes-Barre Wyoming Valley Merchants Association v �c I F I WELCOME REMARKS by i: I i Ernest B. Waskell, Director Department of Accounting and Finance City of Wilkes-Barre Because of a conflicting engagement which has called him out of town, our Mayor cannot be with us today. As Assistant Mayor I was asked to fill in for him. 8 E On behalf of the City of Wilkes-Barre I sincerely welcome all of you to the Fifth Annual Community Growth Conference. As many of you know, this is a type of Conference that has been of great assistance to us in the City Administration in that it has alerted many of the commu­ nity leaders to the type of effort that has been expended by members of the Wilkes-Barre City Planning Commission and the Redevelopment Authority of the City of Wilkes-Barre. The theme of this Conference is very important to all of us. I sincerely hope that the ideas presented this afternoon and evening will be applied to our communities in this area. Once again, may I say that it is a pleasure to have this type of meeting in the City of Wilkes-Barre. I I 1 1 - u �WELCOME REMARKS by Walter Mohr, Director Development Office Wilkes College a ta Due to the absence of the President of Wilkes College, Dr. Far­ ley, because of illness, may I extend to you his greetings on behalf of the Institute of Municipal Government of Wilkes College. The College, as you know, is proud to act as one of the sponsors of the Conference because of our responsibility to the community. Although the students of the College are attracted from many parts of the State and of the na­ tion, they do reside within the confines of the City of Wilkes-Barre. We feel that the topic of this Conference will be extremely bene­ ficial to our urbanized area. Therefore, we at the College are quite proud of having this opportunity of meeting with the varying specialists who may offer to us some solutions for our more pressing problems. e; R c - 2 - ��IL PHYSICAL ASPECTS OF COMMERCIAL CONSERVATION by Louis Sauer, AIA, Consultant Philadelphia, Pennsylvania L B L (I r u There are no formal remarks listed for Mr. Sauer. His re­ marks were centered mainly about a series of slides which demonstrated the varying types of planning that were used in ancient, medieval, and modern cities. However, in regards to physical aspects of commercial conser­ vation he did emphasize the following: in good municipal planning no area of a city may be isolated from any other section; if downtown shop­ ping centers are becoming isolated, the businessmen should become aroused and find out why business is moving away. Once this is determined, the community should determine its goals, evaluate these goals and strive to bring them into reality. Not only cities but the commercial areas are becoming isolated as business , moves to the outskirts of cities to shopping centers. Eventually with a lack of planning in years to come shopping centers may become the core area of cities which have developed around them. �I L 1 INTRODUCTORY REMARKS by B B Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority As part of its continuing program, the Redevelopment Authority of the City of Wilkes-Barre has long concerned itself with the problem of housing not only because of relocation but also because of conserva­ tion and rehabilitation. L E L o In order to secure adequate housing for the people involved in relocation, many plans have beenproposed toalleviate the housing short­ age. One of the programs is that of nonprofit sponsorship of new hous­ ing units. On the basis of his nation-wide experience and evaluation of the programs of nonprofit housing, our speaker today representing ACTION, Inc. should be able to pinpoint the pitfalls and potentials of this type of housing. L It would seem, therefore, that the members of our audience should consider his remarks as to how they will be of great benefit tous. This is vital to the success of the programs within the City of WilkesBarre. L Our second speaker has had extensive experience in the one aspect of urban renewal that has quite often been overlooked and that is indus­ trial development within or on the periphery of the central business dis­ trict. He will discuss with us how effective urban renewal may be in industrial development. L b I th L I II - 4 - �i L 6 NONPROFIT SPONSORSHIP OF HOUSING PITFALLS AND POTENTIALS by Joseph B. McGrath, Director Local Development Services Division The ACTION Council for Better Cities Is Just a year ago, in a demonstration of perceptive insight into the problemsand needs of the United States, the Trustees of the FordFoundation announced a major grant of funds to be used over a period of three years to provide technical advice to nonprofit groups interested in spon­ soring housing. L L !1 L. L L The grant was given in response to a proposal advanced by the or­ ganization which I represent, the ACTION Council for Better Cities, which is itself a nationwide nonprofit, privately supported citizens or­ ganization interested primarily in improving the urban environment in which the vast majority of us now choose to live. My purpose is to tell you some of the details of this program and, as time permits, to discuss generally with you this very timely matter of nonprofit sponsored housing--its pitfalls, about which you should be cautioned, and its potentials, which I think offer a truly great opportunity to all groups: to the housing and mortgage finance industry; to govern­ mental all its levels; to civic, union, and especially to religious leader­ ship. Most of all, I think, nonprofit sponsored housing holds great po­ tential for families everywhere, regardless of race and color, who have almost despaired of ever finding really decent housing within their reach, free of regimentation, without stigma, and holding promise of increas­ ing environmental stability. It is the realistic prospect of turning this latter potential into evident accomplishment which I believe fully war­ rants your attention today and your best efforts in the time ahead. n F IL n 1 Now let me return to the subject of nonprofit sponsor edhousing, in which I understand a good many of you have an immediate and pres­ sing interest. At the outset, may I note that nonprofit groups have always been concerned in some degree with housing, usually in a charitable or phil­ anthropic framework and traditionally with a welfare, settlement house, religious or semi-religious origin. Occasionally, as in the 1920's and before, some of the foundations entered directly into the stream of hous­ ing production. - 5 - �One example is a Phipps Houses project on the East Side of New York. It is worth reflecting on this just a moment for we are still cal­ ling upon the same sources, the same motivation to originate projects we now expect to flow from housing legislation in the 1960's. In the generation between, however, the emphasis was upon gov­ ernment; upon local government to house low-income families through the ingenious credit device of the Federal, and in some cases state-aided, public housing program; uponnational government to house other income families through a variety of equally ingenious credit devices designed to surmount the widespread barriers of mortgage lending fears and to en­ courage a free and secure flow of investment funds for housing across lines of all our then 48 states. With only rare exceptions during those two decades, the dividing line was kept clearly marked: a project was sponsored, owned and managed by a government entity; or it was built, financed and owned by a private interest not subject, except incidentally, to governmental regulation or management. Yet the pressures of special housing markets and, more impor­ tantly, the unmet needs of particular population segments in the country caused housing specialists to experiment further, to urge eachnew Con­ gress and every new Administration to search intensively for even more useful, more specific, more meaningful credit devices and housing pro­ grams. A housing shortage inabsolute terms was overcome during those post-war years true enough. But the luxury of this success with its con­ comitant rise in land, labor, and materials prices drove far apart the wedged gapbetween the income levels of those eligible for public housing and the income levels necessary to purchase much of the newly pro­ duced private housing. Moreover, as we now can see so clearly, both public and private housing reflected a conscious pattern of racial segre­ gation and, to compound the evil, in most areas very little if any of the new housing construction during those years was permitted to be built for Negro occupancy. Very likely you might date the technical entrance of nonprofit housing into this picture with passage of the Housing Act of 1950. It was then that Congress fir st enactedthe college housing program, with direct low-interest rate loans for dormitories. At the same time, after several years of consideration, Congress created the first mortgage insurance program for housing cooperatives, under Section 213 of the National Housing Act. In the fifteen years since then there has been a slow but steadily accelerating resort at the Federal level to the nonprofit credit device. - 6 - �A major addition was made in 1954 with creation of a new pro­ gram of mortgage insurance for the exclusive use of nonprofit sponsors of housing for moderate to lower-income families and those displaced by governmental action. This was the newly created Section 221 program. Twoaspects of this and other similar enactments should be stressed. First, the benefit of the program comes in a liberalization of the terms of the mortgage which can be insured. For example: a lower in­ terest rate, a longer maturity, and a higher loan amount than otherwise available. All of these are reflected in lower rents. Secondly, the government can provide these mortgage funds di­ rectly, either as a loan or through a purchase of the mortgage. Thus the heavier costs of private financing, if available at all, can be elim­ inated. And in some situations, of course, as during periods of the 1950's, there simply is no such financing available from private sources. In 1956 Congress again moved in the direction of nonprofit hous­ ing by creating a special and more liberal mortgage insurance program for elderly housing. This is the FHA Section 231 program. It was quickly followed in 1959 with a low-interest, direct loan program for the same purpose. These direct-loan projects are also designated by a le­ gislative section number, and are called Section 202 projects. (This is really almost as bad as the "new math" they' re teaching children in school. I won't be at all surprised, at some upcoming Con­ gressional hearing, to hear one of these new and younger members of Congress discuss the "programming" of housing in "sets" of section numbers, All my kids will understand, but that's when Dad just plain quit s.) Notice, please, that the Congressional interest was still di­ rected towards specialized markets, and that legislative solutions de­ veloped as specialized, single purpose programs. In 1961, however, a broad attack was made on an experimental basis, later made perman­ ent by enactments in 1963 and 1964. Congress rejected the pleas for a large scale, direct-loan "middle-income housing" program, long ad­ vocated by Senators Lehman, Clark and Javits, but adopted in its place a wholesale liberalization and expansion of the FHA's limited, moderate income program under Section 221. Among other changes a new subsection (d) (3) was added, speci­ fically for nonprofit, limited dividend, cooperative and public entity mortgagors. Under it, FHA could insure a mortgage for 100% of re­ placement cost; it could be insured without an insurance premium; and the mortgage could be funded, at a very low, below-market inter est rate, - 7 �through the Federal National Mortgage Association. (All things consid­ ered, a remarkable new creature in the FHA zoo. ) The 1961 Act was further refined and expanded, as you know, in 1963 andagain in 1964, and most especially last August in the 1965 Act. Housing for the handicapped, elderly housing, experimental projects, and now rent supplements are available. At any rate, a total of $150 million has been authorized--and please don't waste time worrying about the recent refusal of the appropriations committee to supply funds for rent supplements this fall; they will in due course, perhaps by next May, and the program will very likely have a better start as a result of this delay. All of these new programs dependheavily upon the nonprofit group as a financing vehicle, and they have grown to become a major part of our national housing policy. For example, in addition to the rent supple­ ments already mentioned, Congress this year authorized $150 million more for direct (Sec. 202) loans for elderly housing; $1. 2 billion more for college housing loans; and over $1. 6 billion more for FNMA special assistance funds, which largely support the specialized nonprofit hous­ ing projects. Moreover, I might note, suitable nonprofit organizations may become recipients of public facility loans for water and sewage facilities; they may become sponsors of low income housing demonstration pro­ grams, for which Congress this year authorized an additional $5 mil­ lion; and they may even undertake specific projects for community or neighborhood facilities, for which $200 million in grants was authorized. I 1 L What is the current status of nonprofit housing? Not good, but not bad either. I would say a great deal more was expected to date, and surely a great deal more is expected in the months ahead. Let's look at just one of the programs. Nationally, a total of 111 mortgages under Sec. 221 have been insured by the Federal Housing Administration on projects sponsored by nonprofit groups since the inception of the Sec. 221 program eleven year s ago. These cover 19, 911 housing units. Of this total, 37 projects were built under the Sec. 221 market interest rate program prior to 1961, and 74 have been insured sincethe 1961Act under the Sec. 221 (d) (3)belowmarket-rate program. Commitments to nonprofit groups are now outstanding from FHA on 25 more projects under Sec. 221 (d) (3) covering 2, 940 units--all at the below-market rate. Also, as of the latest August figures, FHA had - 8 - �] L L i I ;I L r L ft received applications from other nonprofit groups on 45 more projects covering 6,407 units. Two of these are at the market rate; the rest are below-market-rate projects. There is a saying which a good friend of mine in the building and mortgage finance business is fond of epeating when he is asked what makes a successful housing project. "There are three rules, " he says, "and they are location, location, and location. " I tried this recently on one of the top Government officials in the housing field who is vitally concerned with the nonprofit programs. He laughed, just a little, nodded agreement at the common sense of the point being made, but quickly added this: "Frankly, "he said, "I'd changethat, based on our current experience, to say that the three rules of success for nonprofit sponsors are management, management, and management. Well of course both are right. Location of the project willaffect its initial acceptance on the market and the entire course of its future. A poor location or badly chosen site can alter the application and valid­ ity of the best market analysis. Too often sponsors of projects forget that this really is a free country, that generally you cannot force anyone, even the very poorest of men, to live in a place he simply does not want to live in. Thus even the best and most attractive of projects can be seriously impaired if the rule of "location" is not givena most important place in a nonprofit spon­ sor's order of priority. I Other matters too are important. For example, motivation. What is the real reason why the nonprofit group wants to build housing? How strongly is the group prepared to back up its sponsor ship--with money, with management attention, with a long lasting concern for the project and welfare of its occupants? If the project is sponsored by a church group does the congregation support the pastor, or would it if the need arose? Is there any trace, any taint of self-serving interest in­ volved, either for the group or for its leaders? Eft These are serious questions because at some point during the project's construction, or during its continued life, the strength and nature of the group's motivation could well be tested by unforeseen and adverse circumstances. So it is just as well at the outset for a nonpro­ fit sponsor to ask itself these questions and, if possible, to straighten out in the beginning any difficulties there may be in these respects. XJ And at the outset also, let me emphasize, there should be an earnest effort to find, enlist and rely upon the best available expert help - 9 - i �L L E 0 y i; I i as part of the organizing group for the project. By this I mean you should invite and solicit the active support and participation of a builder, a banker, an architect, a lawyer with real estate skills, a government official who is experienced in housing project construction, or at the very least, one or more first rate businessmen. The nonprofit organi­ zation needs this kind of help as part of its internal structure. It's a rugged job to finance and build housing. I used to know a builder who would say, "Anyone can build houses, but it takes skill, hard work and a lot of luck to build housing and make money at it. " You can translate this easily into the nonprofit housing field. In one sense, any­ one can plan a project, and somehow you can get the housing built. In­ deed, this is precisely the danger point: the fact that under the federal programs today anunknowedgeable nonprofit group not only can, butprobably will get the housing built, in one fashion or another. But it's a tough job to do all this and still achieve your esthetic design and neigh­ borhood objectives. That's why - you nonprofit groups, you really need help. Financing of housing is as intricate a business as federal taxation. Moreover, each new program develops its own colloquialisms, its private little world of processing details--and pity the poor layman who ventures in. Why, he can't even speak the language. 1 Surely here, you would say, the nonprofit sponsor needs skilled assistance most of all, and yet watch out for trouble here more than at any other point. For the very fact that a nonprofit sponsor cannot pos­ sibly comprehend fully the intricacies of finance and processing, makes it even the more vulnerable to acceptance of advice which may or may not be in its best interest. How to judge? Not easy, I would say, ex­ cept that an advisor clearly in the employ of or retained by the mon­ profit group can't possibly have a conflict of interest (even when his ad­ vice is bad). And of course we at ACTION can help you. One further point on financing. You cannot expect to build hous­ ing and be a pauper at the same time. Don't be misled by the claim of "100% financing. " There must be a source of some funds from some­ place or somebody. Initial agency and legal fees, organizational ex­ penses, engineering and architectural drawings, and other early costs usually be met with a supply of cash. It is by no means an insurmount­ able problem, but this, too, is a matter you should look into at the start and solve early in your planning. Also, don't wait until you are in the middle of a project, when things are in somewhat of a mess, and then discover you must raise funds from your union membership or your congregation, or you must fT! 10 - L �L I B locate an amenable leader. Here, I should note, the availability of a private community development fund for housing is perhaps the ideal solution as a source of financial aid for nonprofit groups. But in any event, think ahead and protect your own interests by advance planning on money matters. Marketing and sales can become crucial to a nonprofit sponsor. It cannot safely be ignored, no matter how overwhelming a market may seem to exist. And a sponsor must plan its campaign to sell the project to its prospective occupants and start well before the project is ready for occupancy--even before this if possible. This, I might note, is es­ pecially important for elderly housing projects. Nonprofit sponsors, therefore, need all the help they can get: all they can get from government agencies and officials, all they can corral onto their corporate board of directors and their projects' advisory com­ mittees, all they can beg, borrow or steal from reputable and public spirited professional and civic leaders. They need our ACTION assis­ tance program multiplied a hundred fold for the many regions and me­ tropolitan areas of the country. A source of technical assistance is, I believe, a vital element to their success. i i I fF = Finally, let me stress again the significance of competent, per­ severing, well financed and alert management; management that knows what the objective of the project is; management that has a program de­ signed to carry out the social and community related aspects of the pro­ ject. Already, in a field research program we are conducting, we have discovered projects that were filled to capacity on completion, only to develop turnover and vacancy problems later on because of unsympa­ thetic or incompetent management. This is particularly important in elderly housing projects. The nonprofit sponsor may carry out some of these management requirements as part of its own plan and function, but a professional firm which understands the nature and unique problems of the project is a much better bet. Also keep in mind that at times, some of the manage­ ment requirements can be met simply by hiring friendly, helpful people to do the work. A smile and a warm greeting can sometimes make a place a very welcome place to live. Why then--in the face of difficult and complex problems, should we expect a great potential from the nonprofit sponsorship of housing? A number of quite different answers might be given, but these follow­ ing have occurred to me as prime considerations. First, a series of historical events have converged to make this a timely expectation. I have already mentioned the steady inflation of 11 �t ’ land, labor and materials costs, driving profit-motivated housing be­ yond reach of lower-income families. At the same time, there has been a widespread awakening to social responsibility in the United States, a concern which was aroused in public eye early during the I960 Presi­ dential campaign. Despite bitter disputes over means, none involved denied then or now that an affluent society such as ours bears a greater responsibility for its disadvantaged members than it has yet carried out. The challenge of President Kennedy in his three years of office was constantly present: we're not doing enough; we've got to get mov­ ing, and his reminder that "of those to whom much is given, much is required. " That call still echoes in the minds of many who say to them­ selves, "What can I or my friends really do about poverty, disease, slums or housing?" I I L Ji Yet the Congress in 1961 and in 1964, and most emphatically again in 1965 focused boldly on nonprofit housing asawaytohel’p clear a path to action, to the construction or reconstruction .of housing. Here lies the challenge. Just a few weeks ago, I heard Senator Paul Douglas state this point succinctly, when in a speech at the National Housing Center, he asked, "Who will help the poor?" And he then said, "There are enough poor people and substandard houses to keep everyone busy. No one has a monopoly on misery! It will take the efforts of all interested parties--private enterprise, public officials, and laobr, church, civic, and other public-spirited interest groups if we are even to begin to build the number of housing units for low-inc ome families envirioned in the New Hou­ sing Act. " L Senator Douglas stressed, and indeed it was a prime point ofhis speech, that the rent supplement program, the central feature of the 1965 Act, depends heavily upon the efforts of nonprofit sponsors. Let me report to you exactly his words. The Senator said, "It is easy to talk about what ought to be done to help the poor and unfortunate, but from many years of experience with non­ profit organizations, I know just how difficult it often is totranslate these motives into effective action. Everyone is always en­ thusiastic about getting someone else to do the job. Now the re­ sponsibility is yours. And I would wish to warn you that if the rent supplement program does not succeed in building a large number of housing units because the nonprofit groups have not risen to this new challenge, the Congress, the country, and par­ g I 12 - �ticularly the poor, will say that the churches and the coopera­ tives, the labor unions and the civic groups have fallen down on the job and we must look elsewhere for those who will effectively do a job of helping to combat poverty in the housing field. " I u But warnings from Congress, leadership from Presidents Ken­ nedy and Johnson, all are still not sufficient. More needs to be said as to the motivating forces behind nonprofit housing. Many of you here today, I notice, represent churches and church oriented organizations. So it is particularly appropriate that I mention a prime source motivation which I think can bestbe tapped by churchmen. And for reference here I think we must turn to the new breed of theolo­ gians, those who urge direct involvement in the affairs of society, not just for churches and churchmen, but for all men whatever their walk of life. .1 In his book The Secular City, one of the eminent young profes­ sors at Harvard's Divinity School, Harvey Cox, makes this point in writing of the theology of social change. He says, L i I ! "Our preaching today is powerless because it does not confront people with the new reality which has occurred and because the summons is issued in general rather than in specific terms. It is very doubtful, however, whether proclamation which is not highly specific can be thought of as preaching in the biblical sense at all. Only where an event which has changed the whole charac­ ter of the situation becomes the occasion for a word which re­ quires a specific responsive action does the biblical Gospel come through. " Let there be no mistake, the "specific responsive action" here is housing--a project you can and should undertake. I I In somewhat simpler language, the good Pope John XXIII, in his encyclical Mater et Magistra, stressed a similar theme, the responsi­ bility of working through secular means in a common effort to give men a better opportunity to live as decent human beings. He noted that, "To­ day the Church is confronted with the immense task of giving a human and Christian note to modern civilization, a note that is required, and almost asked for, by that civilization itself for its further d&velopment and even for its continued existence. " In short, ladies and gentlemen, the pitfalls and potentials of non­ profit sponsored housing offer a 20th century -- indeed a 21st century challenge to the skills and the motivation of all who would help house America and her people. (We are, after all, barely one mortgage away from the next century. ) 13 - �L L l Congress has recognized the course of events and has shaped the tools for this housing progress. It's up to us to use them. . . . for "here on earth God's work must truly be our own. " r B 0 U L 0 E n I E [ fe—J r 14 - �INDUSTRIAL DEVELOPMENT THROUGH URBAN RENEWAL by Edwin Palumbo, Chief Industrial Representative Providence Redevelopment Agency Providence, Rhode Island Up to the present time, three separate and distinct projectshave been devoted to industrial re-use. Two are completed as far as the sale of sites is concerned; the third is presently under active promotion. West River, located on the fringe of downtown, is Providence's first industrial park. This is a sixty acre area created specifically for the purpose of answering the needs of light manufacturers and allied users within the City whowere either being stifled and choked in cram­ ped unsuitable quarters, or threatened with the very loss of their faci­ lities by the State's developing highway program. Minimum site sizes in this development were set at 25, 000 square feet with a frontage requirement of not less than 150 feet. Actually, the frontage requirement of 150 feet and its variations, together with the varying depths, resulted in only one site of 25, 000 square feet. All other sites ranged from approximately 36, 000 square feet up to the 14 acres sold to I. T. T. for the Federal Government's first fully automated post office. Asa point of information, the post office facility is leased to the government by I. T. T. under a 20 year lease. The City did grant some liberalization of equipment tax. However, the City still reaps a handsome return, taxwise, presently in the vicinity of $126, 000. You would perhaps also be interested to know that other major restrictions included a front yard set back of 20 feet from the property line and a 20 foot side yard requirement, which means that there would beat least forty feet between all buildings. Ground floor building cover­ age is restricted to 60 per cent of the total site area, and 500 square feet of parking area must be reserved for every 1,000 square feet of gross floor area. (A height restriction is in accordance with City ordinances.) Naturally, all restrictions have to be observed, Waivers must be unanimous. There are other reasonable controls relating to signs, lighting, landscaping, etc. All controls are recorded, run with the deed, and are in force for forty years and may be continued beyond that time. 1 15 - �I ll 0 I J ffi ■ L L '■ This seems the appropriate time to observe that at no time did these protective controls provide an obstacle to a sale, nor did they de­ ter as far as could be determined any prospect's interest. In fact, once properly explained and understood, the prospect couldbe expected toapplaud the sensible restrictions and recognize them as a sound method ofproviding practical insurance for his .investment. The fact that a park has a common sense set of value controls is some­ thing that can and should be used to advantage and promoted as the posi­ tive sales asset that it is. In our promotion campaign, we continually used the protective controls as a tool to sweeten West River's prestige allure and to point up the extra value built into the land sites. For an evaluation of what West River has meant to Providence and answers as to how meaning­ fully this first industrial park has contributed to the economic health of the community, we will take a "before and after look. " Before redevelopment, West River was labeled a "Residential Island, " a blighted area isolated by a main line railroad, major high­ ways, and a ring of old line industries. Today, those obstacles that once contributed to neighborhood deterioration and decay have been converted, through urban renewal, to the advantages of West River as a modern, prestige-filled industrial park. Before redevelopment, West River was producing about $30,000 in tax income yearly for the City of Providence. At the same time, it was requiring some six times that amount in City services to maintain the area and its people; and as already noted, at best these City expen­ ditures could not even hope to hold the line against advancing neighbor­ hood wastage. Today, with the last parcel sold and after redevelopment, Pro­ vidence can count on West River producing more than $450, 000 a year in tax revenue for the City. These monies will be coming from fourteen plants, thirteen completed and one yet to be finished. They represent more than 500, 000 square feet in new plant construction and an initial investment cost of about 10 million dollars. When fully operative, total employment will be approximately 3, 000 people; one thousand of these represent new jobs. A fact which must not go unmentioned is that for the most part these new jobs are a direct result of the expansion of already established industries. I directyour attention to this becausel can't helpbutbecome disconcertedby thehootenany always raised by thosewho shout that what we need is new industry, new industry and more new industry. - 16 - [? �What we are concerned with is sound economic growth, increas­ ingworkopportunities andavailable taxes to support the eternal demands for services which we make upon our communities. Expanding local in­ dustry can help do the job with competence equal to that of new industry. Statistically from an industrial promotion view, the energies expended on local industry also have a greater chance for success. Hastily, lest I be completely misunderstood, I add that in Provi­ dence we promote on both fronts with equal determination. Upon oc­ casion, however, it is disturbing at the number of times it becomes seemingly advisable to explain and defend the growth and progress of local industry. There have been times when this concern for internal affairs has given us assistance in establishing a mutual confidence with outside prospects. I U 1 Thereis also a cost side to the West River development. Accom­ plished with the approval and cooperation of the Federal Government, urban renewal funds covered 2/3 or approximately 2. 7 million dollars of a 4. 1 million dollar total cost. The City's share, or one-third cost, was somewhat less than 1.4 million dollars, a relatively low expense for remaking an ugly wastrel into a rejuvenated, modern, economic and efficient home for new, strong industry. To round out the cost picture, it is to be noted that the City's share of 1. 4 million dollars was raised through 20-year revenue bonds. Directing attention to the actual promotion of West River, I think it should be made immediately and abundantly clear that the presence of the Federal Government as a project partner created no insoluable problems, raised no sticky situations, and in no way hampered, altered, or interfered with normal promotion efforts. In fact, it is well to make clear that without Federal aid there might not have been a West River as such. Rather than pose problems, the Federal Government's participation made possible what otherwise would have been practically impossible. Certainly, with Federal coop­ eration Providence was able and is continuing to do an urban renewal job on a larger and grander scale. Without Federal participation, the scope of services would be severely limited and many activities cur­ tailed and abandoned simply due to the sheer weight of the tremendous cost involved. The establishment of fair market prices introduced no great prob­ lems either. The Redevelopment Agency engaged the professional ser­ vices of two independent real estate experts, well versed in this work, to make a thorough re-use study and evaluation of all land values. Work­ ing independently of each other, the two qualified professionals submit 17 �L L L [ I [ H! tt [i ted their separate reports with suggested land prices to the Providence Redevelopment Agency, and, with the concurrence and approval of the Federal UrbanRenewal Office, fair market value prices were establish­ ed for each industrial site within the West River Development. Our second and largest industrial park is officially known as the Huntington Expressway Industrial Park. A 150-acre industrial area (net use 100 acres), this area is located in the southwestern part of the City, with immediate access to all major state and inter-state highways, the state's major airport and waterport facilities. This area was developedby the City and answers to the growing needs of the large indus­ trial users within the community. Therefore, in this area, restrictions were introducedlimiting lot sizes to a minimum of 5 acres andrestricting the development to manufacturing operations other than warehousing and distribution facilities. At the time it was found advisable to develop this area, applica­ tion and requests for Federal funds were denied, therefore, the City, through its Redevelopment Agency, undertook this project accepting full responsibility for cost and devoid of Federal financial assistance. (However, the Government did grant $383, 000 for the construction of a bridge and entrance. ) At present, the park houses 5 industries, com­ pleted and operating, with the sixth making preparations for construc­ tion. These firms have swallowed up about 40% of the useable land. The City is engaged in processing the papers of other potential rede­ velopers who will buy up an additional 16 to 20 acres, leaving at this time approximately 40 acres to be sold. Since this area, formerly a blighted and arrested residential location, was first condemned in 1961 and not ready for industrial con­ struction until 1963, it has shown remarkable sales ability. The pat­ tern of development here seems to be following closely that pattern al­ ready established in the West River Industrial Park. For instance, projecting the investment in tax return figures from the 5 companies already in operation, it is estimated that this area will achieve upwards to $15 million dollars in investment and return to the Community taxes 12 to 15 times in excess of the receipts realized from its former resi­ dential use. Therefore, from our experiences with intown industrial parks, we can only conclude that they can be a wise investment and a practical and profitable way in which to assist local industry grow and mature, and contribute to the strength and vitality of the Community.. It would perhaps be profitable to note that presently all industrial pro­ motion assistance and guidance carried on in behalf of the City's indus­ try, originates and eminates out of the Redevelopment Agency's indus­ trial division. This, therefore, means that the industrial division per­ sonnel are charged not only with the promotion and selling of the land 18 - �E areas developed through urban renewal, but with all other land, in the hands of both private and public ownership, and all industrial buildings that are available for either sale or lease. E Because the scope of many of these activities extends beyond the normal interest of the Redevelopment Agency and beyond the limits of its land ownership, the industrial development activities should be se­ parated from the Redevelopment Agency proper. When and if this ac­ tivity is housed (as it is in Providence) within the Redevelopment Agency, this division should enjoy professional liberty of individual action and direction while recognizing the ultimate authority and interests of the Redevelopment Agency. The very nature and peculiar relationship of industrial develop­ ment and the industrial developer with the business community (inclu­ ding the bankers, lawyers, real estate people, consultants, builders, as well as the business firms themselves), requires that the industrial developer feel completely free to negotiate and promote as the various situations demand. It is a specialized work; in many cases it is an art ■rather than a science, and for this reason its practitioners must have the freedom to perform accordingly. Nor do I believe it is enough for a Redevelopment Agency or an industrial commission or commissioners to be satisfied with the devel­ opment of one or a number of industrial areas. Industrial promotion for business and community advancement is much more than this. It requires a continuing searching of the locale1 s economy - its present performance, its future trends and possibilities and, therefore, it must devote proper time and energy to research and probing as well as imme­ diate industrial promotion. Therefore, I feeland believe that an industrial unit, an active and independent unit, is of far greater importance than an industrial project or projects. The actual intown promotion foremat has been the same in de­ veloping both parks. We rely on personal contacts as well as mailings and telephone follow-ups, all carried on a year round basis. All industries through the state are notified by a personal letter and brochures of what is available to them. Such mailings along with pertinent economic community data, are made at regular intervals about three or four times a year. They are followed up by phone calls and as a matter of policy every company, until such time as otherwise notified, is visited at least once yearly. Through these means we at­ tempt to ascertain the present status, future needs and requirements of - 19 - �____ i. E L I [ [ I T industry, and what problems they may be experiencing or what sugges­ tions or requests they have for improving their particular situations or conditions in general. A cardfile is kept on each company and all visits, date, remarks, etc. are entered on the same. In this way, we are also able to inventory future needs and thus plan our industrial development on the basis of what to expect the future to be. Concomitant with these visits, we have by much the same means, initially cultivated a good working relationship with the realtors, bankers, construction companies, etc. Asa matter of record, it is this more than cordial relationship with these professionals - real estate men, builders, etc. - that has contributed a large measure to the overall success of our program. The same must be said of the press, radio, television - all the communications media whose forthright cooperation and full promotion efforts have assisted, beyond a normal measure, in bringing the avail­ able industrial opportunities to the forefront of thebusiness community. In short, the industrial developer himself becomes a real estate­ confidante, ready and willing to assist in all phases of a program - from the search of the land or the building, to the gathering of the economic data or labor, taxes, buildings' estimates, to the providing of financial information and whatever else it may take to help the community grow, grow and grow -- prosper, prosper, and prosper. 7 i E E - 20 - �INTRODUCTORY REMARKS I by J. Archbald Brooks, Senior Vice-President Greater Wilkes-Barre Chamber of Commerce A few months ago, the Greater Wilkes-Barre Chamber of Com­ merce was approached by a representative of the America The Beauti­ ful Fund. It was suggested that a team of outside experts take a look at our Wyoming Valley. The reason for this is that they are not too close to the trees to see the forest. This has been accomplished within the past few weeks and our speaker will present to us a summary of the task force report. 7 - As Executive Director of the Fund, he has had the opportunity of studying the natural beauty of anumber of areas of the United States, He -will present to us the Image of the Valley in a new light. I am sure that his recommendations will be beneficial to all of our communities. !A [[ [J (T u Li - 21 �I 0 IMAGE OF THE VALLEY THE TOWNS, THE RIVER, THE RIDGES by Paul Bruce Dowling, Executive Director America The Beautiful Fund New York, New York The Wilkes-Barre area is replete with planner' s maps, banker's evaluations, engineer's feasibility studies, economist's projects, and sociologist's researches. Why then this task force? I r rr On a Hudson River Division commuter train to New York City there is a group of men who every morning expropriate one end of the smoking car on the 7:39. They have played poker there for years and their activities have been chronicaled by Robert Boyle, the writer. Boyle tells us that one day a veteran player raised the shade of the train window, something that just isn't done. He looked out aghast. "Hey, you guys," he exclaimed. "There's a river out there!" The poker player was blessed with a fresh vision. It is just that sort of vision that this taskforce would like to bring to you: avision un­ clouded by the scales of familiarity, a vision sharpened by discipline, and beyond this, a commitment to the importance of quality in the land­ scape. % L II s What is the landscape image of the Wyoming Valley. Let's take a look. What one sees exists on several different levels. A local plan­ ner said: "When I first came to this city, I went to Public Square. I looked up. The mountains were in front of me; the mountains were in back of me. I felt the mountains. " These mountains, seen from many places, are the large frame. Inside the picture is a river forming a spike down the center. Thus, the Valley is unified --by the ridges and the river. (Fig. 1) These are the controlling elements of the image. Within the larger landscape is the manscape with its discreet features; the strip mines, the lookout, the settlements -- Wilkes-Barre andPittston and Ashley and the rest. These features are bound together in the whole of the landscape. Somehow to see them can in turn lead to wise choices and wise actions. We cannot avoid making a paradoxical statement about the Wyo­ ming Valley. The Valley should be considered as a whole, as a region, but its separate parts -- the river and ridge communities should at the same time retain their identities. - 22 - I; �[ Ml 7/TJ 1 FIG. 1 BASIC WYOMING VALLEY LANDSCAPE K li G 23 - �■ It should be together because it is part of a total landscape unit. The mountains framing the settlements on the Valley floor and a common element in the landscape, unifying the various towns. The river unifies the settlements in a linear fashion. Roads, like the river, are unifying elements, too. But unification can be a kind of tyranny. Should Kings­ ton and Exeter andPlymouth be unified on one side of the river? Should all the settlements on the Wilkes-Barre side be unified and then should both sides be unified. No. * Each of these settlements should keep its individuality in so far as possible, but share a federation in the river, the mountainsand the cultural and economic resources that are part of a growing, vital, metropolitan center. Dull sameness can be avoided. IF - i Because of the great physiographic strength of your'landscape as compared to much of the megalopolis on the Eastern Seaboard, Los An­ geles, Houston, and countless cities, the Greater Wilkes-Barre area need never become a faceless city. Some ways to maintain vitality in a present diversity of landscape/manscape are recommended in this report. But before we get to that, let's take a closer look at each of the features within the land­ scape, decide whether they are harmful or good, mention some things that might be done. The river, which has been so important historically, can live again. Without a doubt there will be a resurgence of the role of the river within our lifetimes. Today the river is an open sewer, an un­ friendly soup of chemical and human wastes. But a sanitary district, and methods of curbing or curing mine acid waters will clean the stream, let the shad run again and even allow swimming. This will happen. But while the effort is being made, the river must again be recognized as a positive feature of the Wyoming Valley. ur E Lr [I In anticipation of a living river, the towns along its banks should cease thinking of it as their backyard. They should make all their de­ cisions in terms of facing the river, of opening its banks to the people. Today, even the eagles on the bridge turn their backs. The river should be accessible --Iboth physically and psychologically. People should be able to get to it, see it. It is something to be proud of. The parks along the river are attractive, but more can be done with them. You should guard more closely the river park that runs the length of the Valley, with perhaps a riverside trail, or promenade or scenic overlooks, and new as yet unimagined features for local citizens and visitors. This could very well be fitted in the current Susquehanna *Our recommendations for retaining the physical diversity of your land­ scape are in no way in opposition to any prospects for greater social­ civic-economic-political unity for your Valley. - 24 - �3 L E L L I: L L E C i I o [ ___ River Study by the Army Engineers, but they need to commission the best creative designer in land and water that can be found. There should be more public lands, accesses on banks, bridges, and to the islands, which could be raised above flood level. Trees should be cleared for views of the river from various points on the public lands as well as from the streets of Wilkes-Barre and other towns. Large buildings should not interrupt the line of vision from high ground vantage points nor should land uses be permitted which wouldpreclude future access to the river. In short, with the abatement of the physical pollution of the water, visual pollution of the waterway should be guarded against, and every me­ thod seized to enhance the amenity and recreational value of the river evenbefore the day when its flow will be controlled and its waters pure. The Valley, the land on either side of the river and between the ridges, can become a monotonous splatter of residential development and highway commercial strips and miscellaneous clutter, or it can still remain a collection of settlements, some large, some small, each with its own individuality. Because a faceless merging of communi­ ties is the normal motion of urban development, measures have to be taken to discourage this amoeba-like urban fabric. On the broadest scale, communities can be physically separated by the use of open space avenues, which need not be wide or involve great acreages; they should run cross-wise, running lattice-like from the river to the ridges. (Fig. 2) Theseavenues should include the str earn tributaries of the river, although it is not necessary in all cases. These open-space lands can be lifted out of the development category by a variety of means: fee purchase for those parts which can double as recreation areas; development right easements for other parts; various zoning controls -- such as flood plain, steep slope as well as large lot, as wellas lease and sale back to allow farming uses. In those areas where stripping has occured, these lands might serve well as buffers encouraging the separation of communities. On a smaller scale, certain measures can be taken to enhance the Valley townscapes in terms of its cultural individuality, as well as relationships to the major landscape elements -- the river and the ridges. Among a multitude of possibilities are these: communities, and especially Wilkes-Barre, should initiate, and could at a relatively low cost, a long range tree planting program. Many smaller cities have Shade Tree Commissions, and this year modern technology can ata low cost both "save" big trees and landscape virtually overnight in a neigh­ borhood, an industrial site, or a highway or boulevard. You could plant too many trees or in the wrong place. For instance, tall trees should not be planted on streets in the cross-ridge direction. The view of the - 25 - �L L L L ■ L L FIG. 2 BASIC DESIGN ELEMENTS OF WYOMING VALLEY a River Ridges Valley Floor E Commercial-Inst. I Residential I Local Roads - 26 - I ■ ■■ Regional Roads �mountains is the skyline of the area. Nothing can supplant this skyline, nothing should interrupt the sight of it. (Fig. 3) I I On a few streets in Wilkes-Barre one finds vidual clutter which all but obliterates pleasant natural and man-made views. Town squares like the one in Wilkes-Barre should be emulated in other settlements. This is a precious asset giving a focus and a center to the city. The Wilkes-Barre square should be returned to its former elegance with landscaping and removal of the chain-link fence. All Urban Renewal projects should have scenic and beautification features built into the detailed specifications as provided for now in fe­ deral programs. L if L |i 11 L I I I LI D Historic districts should be established to provide alinkwith the past. Certainly, the grand houses on River Street and elsewhere should be preservedand the historic houses in Forty Fortand elsewhere should be inventoried. But additional individual structures, neighborhoods with over-all historic character and architectual quality should be identified and saved. Finally, a word on the mines. Their scars on the landscape are not natural, but we feel they are not as bad as it is commonly reported. Your present and future corrective measures in planting, aided by the resiliency of nature in the natural regrowth of birch and aspen, will win back much land. Indeed, the curious landforms created by mining are in some ways fascinating, and their ugliness is temporary. Since the attrition of mining is a fact, it might be better not to dwell too long on this problem, but to concentrate on the immediate neighborhood land­ scape needs more susceptible to action. Nature can heal the wounds faster than one imagines. And your image has already been improved with a few screenings and levelings. Indeed the day may come that the last anthracite mine will be a major tourist attraction in the region ra­ ther than ablot on the landscape. It might be well to start thinking about the tourism possibilities as a few other mining communities have done. Certainly, mining will someday be a part of the historical culture, and soon the physical and sociological scars will heal. The new county zoning with its provisions for agricultural, mining and conservation areas cando much to preserve the ridge tops and sides from destructive or unattractive land uses. That is, it can do much if the zoning controls are administrated well. Asa major scenic and re­ creational asset of the Wyoming Valley, land-use decisions concerning the mountains need tobe carefully and thoughtfully considered. A Wyo­ ming Valley Trailer system of trails along the river arid along the ridge connected by "interception" trails along open space avenues like the Applachian Trail might be worth thniking about. (Fig. 4) - 27 - �Town Square 3 VIEW TO THE MOUNTAINS - 28 - �I [ L L L I I L 6U + Slopes 0-‘% Slopes Trails FIG. 4 TRAIL SYSTEMS - 29 - �The cross-ridge linkages provided by roads and the open-space lattices provide visual and physical access to the mountains and beyond. The County and State programs for the preservation of mountain areas and lakes are an integral part of local planning for the valley settle­ ments, and local communities ought to be very much involved in the decision making process concerning them. Sr No one will tear the mountains down. They will always be a vi­ sual benefit to those living in the valley, but their beauty and function can be altered with different treatments. For them to take on an ex­ panded recreational role demands a greater understanding of their po­ tential. There is really nothing new said so far. At best there is a dif­ ferent way of saying the same things. And everyone is aware, as T. S. Eliot has put it, that "between the idea and the reality. . . falls a shadow. " The machinery for action is, on paper, enormous. Among the various governmental and intergovernmental units -- such as a river authority; county and local planning, park and development commissions; and private groups from Wilkes College to the Greater Wilkes-Barre Chamber of Commerce -- are the various compenents of this machinery. 0 The result is that there is the proper governmental machinery for action, and there is an energetic and informed quasi-governmental level made up of civic groups. But just as the Valley as a whole is fragmented into separate communities, so civic and governmental organizations are fragmented along special purpose lines. There is as yet no direct machinery for interpreting the environmental needs and pressing for action on behalf of the entire Wyoming Valley area. '1 J E I I In the beginning of this paper it was mentioned that the various communities should share in the landscape but maintain their physical individuality. For the development of an action program topreserve and enhance the environments of the Valley, what is clearly needed is a few individuals representative of governmental and principal private organizations to give direction and to channel civic efforts. Only when the machinery of government is properly fueled can it respond proper­ ly to landscape action needs. Only when civic organizations merge into a common purpose can they muster sufficient persuasive power to turn the ponderous wheels of government. We propose, then, that you conduct, on the basis of this recon­ naissance report, a detailed environmental and scenic resources study, - 30 - ] I �to prepare many more actionable recommendations, with details and appropriate specifications, both for local, county and valley-wide pro­ jects. To do this efficiently, effectively and with a sensitivity for re­ gional values and local conditions, goals should be initiatedand suppor­ ted by a Wyoming Valley Council. The Council would work in concert with all planning bodies and with the best environmental design special­ ists you can commission. I L I I I I At its most fundamental level, a council would be an organiza­ tion that would say to the communities of the Valley, "Hey, look every­ body, there is a river out there, and mountains, and many wonderful things to preserve and enhance for our people and those who come to visit our valley. " The White House Conference on National Beauty this year said that "The very highest design skills were needed in urban areas, and in order for programs to be pulled out of the level of mediocrity we must establish a new high standard of design and excellence of performance. " A council, or your present handful of people who now struggle with this matter of appearance, need help. Your town and country land­ scape are unique. They deserve the time and energies of visionaries, leaders and workers seeking a new design for the Valley. Now is the opportunity to enlarge your natural environmental heritage, to promote unique opportunity for leisure, and with dignity and diversity save the natural beauty of your landscape and manscape. I I - 31 [i �INTRODUCTORY REMARKS by Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Our summary speaker this evening is one who is very well ac­ quainted with the problems of our area. He and other members of the staff of the Pennsylvania State Planning Board have made a regional evaluation of our area during the past few months. The preliminary report has been issued. His purpose this evening is to analyze and evaluate and relate his study to our overall problems in Northeastern Pennsylvania. I am sure that it will be of value not only to the planning com­ mission members present but also to representatives of municipalities who must place these plans into operation. Through cooperation we should be able to solve some of the problems that are shared by all of the municipalities of the Wyoming Valley area. - 32 - �1 REHABILITATION OF THE OLD, MEDIUM-SIZED, URBANIZED AREA by Jesse Nalle, Assistant Director Pennsylvania State Planning Board I i Dr. Mailey and I never did agree on a title for my remarks. When the program came I was somewhat stunned to discover that I was to talk on problems of the "old, medium-sized city." That sounds like a pretty dull subject. In fact, it made me afraid I would sound like an"old, medium-sized city planner" and that's not how I like to think of myself. But facts are facts, and Pennsylvania does in fact have many old, me­ dium-sized cities. I have worked in one for some time, for I was the city planner for the City of York. I 1 I I I York has a population of about 54, 000, with about another 50, 000 people living in the suburbs. It was laid out by Thomas Cookson, Wil­ liam Penn's surveyor, in 1740, and we are still struggling with the 600 foot lots, split into quarters by alleys, leaving awkward sizes and shapes. Since the parcels are deep, the rear of each parcel has long since been sold and improved with a poor quality structure. These structures are today either slum houses, little industrial, or commercial operations. The grid-iron plan of streets is also a problem. Traffic flows equally poorly on all streets with too few diagonals to move traffic easily from one section of the City to another. The old City does have problems; therefore, much of the planner's time goes into trying to rearrange con­ ditions that are a carry-over from a very different way of life. I I It is good tobe back in this dramatic part of Pennsylvania. There is a raw vigor in the scene that can be moving indeed. Although I am aware of your problems here, I am also aware of the way in which you are going about trying to solve them and I salute you for this effort. r This certainly is the reason that urban renewal, in the formal, federally financed sense, is so important to Pennsylvania's cities today. It is impossible for any city to rearrange its land, its streets, its build­ ings, its actual activities, to a modern functioning system just by pas­ sing a few local ordinances and hoping that a series of private real es­ tate transactions will make it all come true. We need financing from a broader tax base than a city can tap. We need strong legal powers that must be put into plan to bring about the needed rearrangements if we are to make these older cities compe­ titive in today's world. Perhaps if the city could reach out and tax the i - 33 - I J �whole region that it serves, it would be different. But we seem to be blind to the need for dramatic changes in our local government and the planner must live with the laws that the people give him. Personally, I feel he has the right and duty to agitate a little for change. I also feel he can't spend all his time trying to change what he has to work with; rather, he must work as best he can under those existing laws. I mentioned the difficulty of trying to make a good plan for the streets and highways of York. We soon found that it was impossible to solve any street problem, however small and specific, without taking a look at Greater York and the regional highway network that connects York to such cities as Lancaster, Harrisburg, Baltimore, and Phila­ delphia. That highways are indeed a regional problem was a fact driven home to us on every local issue facing the city. Neighborhood planning was complicated by traffic cutting through city streets to get from sub­ urban residential districts to industrial areas that might be outside that aggravating, invisible wall known as "city line. " This led us to two decisions: one, we had to have a good county planning agency; and, two, we needed a county-wide thoroughfare plan as a basis for solving city traffic problems. This last decision instilled in me a principle I still feel strongly about. This principle is simple. Planning isn't effective if the planning agency insists on ignoring all but its own area of jurisdiction in its com­ prehensive plan. I am always suspicious of a plan that neatly details what should go on inside the city agency's exact limits, with white space outside. Most planners think regionally and prepare plans that include a map showing the regional picture of the area. The law assigns certain responsibilities to the commission and these must be discharged pre­ cisely within the city limits. Nevertheless, many planning agencies are scared to make plans that cover more than their own territory. Let me urge that city planning commissions not hesitate to do a county plan as a means for getting a good city plan. This will not create the chaos you may fear because certain self-limiting factors will operate. First, and most important, it costs money and time to plan for a larger area than the one first contemplated. The agency will quickly cut out the irrelevant areas when the costs are added up. Second, judgment might be used to temper the proposals if there is a history of bad relations between the city and the suburbs. But the 34 - �issue must be faced that cities do not stop at the city line. I believe the man on the street is prepared to accept a great deal more "metropolitanism" than the politician gives him credit for. Most of the violent and irrational opposition to metropolitan government comes from elec­ ted officials at the bottom of the ladder who see their little positions threatened. Third, there are any number of vital studies that cannot be car­ ried out effectively except on such a basis. Economic base studies, vi­ tal to any planning, must be done for the economic region and not just for the city. Transportation studies have the same requirements as do open space studies, and water and air pollution studies. Just to show you that I have no permanent bias for cities, I can view with pleasure the thought of a sound county plan acting as the plan for cities and boroughs within the county. While preparing the county­ wide "Major Thoroughfare Plan" it was necessary to deal with Hanover, a big borough that had no planning. Putting quite a bit of time on and in the Borough produced a feasible solution that wasproposed and published as a small but important part of the county plan. Assumptions were made on a rather free-wheeling basis, but the result was that the Bor­ ough caught on to what planning was all about and began to prepare apian of its own. Let me tell you why this is so much on my mind these days. I work for the State Planning Board, and sooner or later we will develop a comprehensive plan for the Commonwealth. The approach is by conducting, first, a series of regional reconnaissances. The State was divided into 13 regions, generally centered around the major cities, A field team was sent out into each region to ask questions and to record impressions. At the same time, the research staff studied the trends in each region to find out just what the regional problems were and just what the regional opportunities were. These were written up in the form of staff reports or working papers, and I have the report onRegion Five the region that covers Lackawanna, Luzerne, Carbon, and Schuylkill Counties. The Report analyzes economic, agricultural, and demographic trends. It looks at industrial development and tourist development, park and open space programs, public health and education, transportation, and city-county-regional planning. Although I cannot read it to you, I'll mention some special points. The Report contains much that will not be new to you, so these comments will be only a sampling of points that need emphasis. - 35 - ��". . . Too often local officials cannot secure local public support for sewage disposal systems and cooperationbetweenthe many municipalities in the Region is the exception rather than the rule. " "Except in the cities of Region Five, little long-range site and facilities planning (for schools) has yet been accomplished. Even in the urban areas, little coordination now exists between school facilities planning and over-all comprehensive communi­ ty planning. . . " I I ". . . The urbantransportation study for the Wilkes-Barre/ Scranton urban area willgoalong way towards coordinating inter­ city as well as state-local activities in this area. The best long­ term hope may lie in the development of comprehensive metro­ politan plans for the major cities of the Region - ideally with the technical participation of county planning staffs. Unfortunately, only one of the four counties in Region Five has yet acquired a permanent resident county planning staff. Furthermore, plans must now be made at the metropolitan level to provide for an or­ derly transition from a tight knit central city of the past to the more dispersed city form which will become inevitable with the completion of the many new highway facilities. " "Becausethe past emphasis in RegionFive hasbeenonthe immediate creation of jobs, planning commissions have taken a backseat to industrial development groups that are developing in­ dustrial development groups that are developing industrial parks (with little coordination with the county planning commissions) and promoting industrial development in the Region. . . " "Perhaps greater attention should be given to inter-county planning for the development trends which now seem to be ex­ tending over county lines binding all of Region Five together in a single economic and planning region. " There was a great deal more said about planning, including some nice things about the work of the Luzerne County Planning Commission. i I I Ultimately, the State Planning Board will attempt to prepare a Comprehensive Development Plan for the State. There is much to be done in this field since very few states are actually engaged in state plan­ ning. Pennsylvania needs state planning and the sooner the better. The State spends about a billion dollars every single year and it is time that the State gave some thought to the future and howbest to plan for it. One certain objective of the plan and the planning program is to improve the - 37 - �I i .. 1 I cooperation and coordination of the various departments of the Common­ wealth. They are all large agencies, wrapped up in their own problems, which makes it easy for them to ignore what the other departments are doing. If we canimprove the inter-departmental planning we should have a more efficient and more successful over-all thrust by your State go­ vernment on the problems of Pennsylvania. In addition to inter-depart­ mental planning, we will try to develop better departmental planning. There are so many immediate problems facing each department that it becomes difficult to work up intermediate or long-range plans. Yet long-range planning by each department is a must in these days of change. We believe the six-year Capital Program can be a big help here. It wouldbe easy to talk on state planning for another hour. I have enjoyed being with you and sincerely urge thatyou try to visit our Office and see for yourself what we are doing. i i i - 38 - ___ _ 76895 �ROSTER OF ATTENDANCE Airey, Marion Development Office Kings College Wilkes-Barre, Pennsylvania Executive Secretary Andalora, Mrs. Joseph West Pittston Women's Club 336 Spring Street West Pittston, Pennsylvania Member Bacon, Allen E. , Jr. Director 8 Committee on Economic Opportunity of Luzerne County 66 North Main Street Wilkes-Barre, Pennsylvania Barrett, Mary Librarian I Kings College Wilkes-Barre, Pennsylvania Blier, Bernard B. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Executive Director Bohlin, Mr. &Mrs. Peter Bohlin Powell 182 North Franklin Street Wilkes-Barre, Pennsylvania Architect Brennan, Paul Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Officer Brockman, Mrs. Stanley Junior League of Wilkes-Barre 134 West River Street Wilkes-Barre, Pennsylvania Member Brooks, J. Archbald Chamber of Commerce 15 South Franklin Street Wilkes-Barre, Pennsylvania Executive Vice-President Buzinkai, Dr. Donald Department of History & Government Kings College Wilkes-Barre, Pennsylvania Instructor Caley, George E. Chamber of Commerce 38 East Main Street Nanticoke, Pennsylvania Executive Director I 0 I I �0 I I I I I I Cochran, Mrs. William E. Home Builders Auxiliary 62 Virginia Terrace Forty Fort, Pennsylvania Treasurer Cohen, Dorothy Family Service Association 73 West Union Street Wilkes-Barre, Pennsylvania Director Corgan, Catherine Osterhout Free Library 7 1 South Franklin Street Wilkes-Barre, Pennsylvania Librarian Corrigan, Thomas S. Kingston National Bank Kingston, Pennsylvania Vice President Costello, Mrs. A. Home Builder's Auxiliary of Northeastern Pennsylvania 55 Chestnut Street Swoyersville, Pennsylvania Member Crosby, J. Muir Northeastern'Bank and Trust Company 69 Public Square Wilkes-Barre, Pennsylvania Vice President Cronin, Richard J. Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Secretary Csala, Gottfried P. Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Pennsylvania Architect Darte, Alfred Darte Real Estate Agency 54 Public Square Wilkes-Barre, Pennsylvania Realtor Daron, Mrs. D. Home Builder's Auxiliary of Northeastern Pennsylvania Overbrook Road Dallas, Pennsylvania Member Dougherty, Anthony Fraternal Order of Police 283 East Jackson Street Wilkes-Barre, Pennsylvania Member Dowling, Paul Bruce America the Beautiful Fund, Inc. New York, New York Executive Director �I I I Dreier, A. B. Redevelopment Authority 37 North Market Street Nanticoke, Pennsylvania Acting Exexutive Director Buddy, Thomas Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Officer Eck, Frederic J. Northeastern Pennsylvania National Bank and Trust Company 69 Public Square Wilkes-Barre, Pennsylvania Vice President Ecker, Francis, G. Wilkes-Barre Fire Department City Hall Wilkes-Barre, Pennsylvania Fire Chief Farber, G, S. Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania C ommunity Planning Consultant Farrell James A. Housing Authority 33 Marbourough Avenue Wilkes-Barre, Pennsylvania Executive Director Flanagan, Mrs. Jean Lackawanna County Planning Commission Court House Annex Scranton, Pennsylvania Administrative As sistant Ford, Elizabeth Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Administrative A ssistant Frost, Ralph Northeast Chapter Institute of Architect Wilkes-Barre, Pennsylvania President Gilbert, Walter J. State Health Center 71 North Franklin Street Wilkes-Barre, Pennsylvania Director Glowacki, Stanley Urban Redevelopment Authority Philadelphia, Pennsylvania Eastern Area Co-ordinator 1 I �Goldstein, Eugene Kingston Zoning Board of Adjustment Kingston, Pennsylvania Chairman Goodman, Mary T. League of Woman Voters R.D. #1 Plymouth, Pennsylvania Member Gorka, E. Edward 1204 South Hanover Street Nanticoke, Pennsylvania Mayor Grasavage, William Wilkes-Barre Redevelopment Authority Wilkes-Barre, Pennsylvania Real Estate Officer Harris, Donald P. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Staff Harter, George Penn State University Tunkhannock, Pennsylvania Resource Develop­ ment Officer Heiselberg, Edward Luzerne County Planning Commis sion Wilkes-Barre, Pennsylvania Director Heiselberg, Mae League of Women Voters 70 Summit Road Mountaintop, Pennsylvania Member Hodgson Ray V. Pennsylvania Power and Light Company 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Humphery, Donald Greater Wilkes-Barre Real Estate Board Wilkes-Barre, Pennsylvania Member Kane, John J. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Staff Kapen, William Housing and Home Financing Agency Widener Building Philadelphia, Pennsylvania Urban Renewal Administrator 1 if 1 I I I L I L L [ [ I �Karl, Frederick!. Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian Kersteen, Herman C. Property Owners Protective A ssociation 815 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania Executive Director King, Hugh P. Economic Development Council of Northeastern Pennsylvania Wilkes College Wilkes-Barre, Pennsylvania Research Director Kramer, Horace Redevelopment Authority First National Bank Wilkes-Barre, Pennsylvania Chairman Landers, A. W. Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania Community Planning Consultant Lashford, Edgar J. Wilkes-Barre Chamber of Commerce 92 South Frahlkin Street Wilkes-Barre, Pennsylvania Executive Vice President Levar, John Housing and Home Financing Agency Urban Renewal Administration Widener Building Philadelphia, Pennsylvania Member Long, Joseph F. Redevelopment Authority First National Bank Wilkes-Barre, Pennsylvania Board Member Macialek, Joseph Extension Service Pennsylvania State University Scranton, Pennsylvania Resource Development Officer Mailey, Hugo V. Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Executive Director �Me Cartney, Mrs. Agnes Carbon County Planning Commission Courthouse Jum Thorpe, Pennsylvania Executive Director Me Ginty, Mrs. James Womens' Club of West Pittston Rutledge Street Inkerman, Pittston, Pennsylvania Member Me Grath Joseph B. Local Development Services ACTION Inc. New York, New York Director Miller, Mrs. Coray H. Luzerne County Federation of Women's Clubs Wyoming, Pennsylvania Member Miner, Mr. &Mrs. Charles First National Bank Wilkes-Barre, Pennsylvania Senior Trust Officer Miura, Howard Wilkes-Barre City Planning Commission 46 Mallery Place Wilkes-Barre, Pennsylvania Director Mohr, Walter Wilkes College Wilkes-Barre, Pennsylvania Director of Development Mooney, Thomas B. Wilkes-Barre City Planning Commis sion 69 Old River Road Wilkes-Barre, Pennsylvania Secretary Morgan, Charles M. Wilkes-Barre Police City Hall Wilkes-Barre, Pennsylvania Chief of Police Moses, B. Hopkins Wyoming Seminary Kingston, Pennsylvania President Mullin, Gerald Mullin Conergan Association 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Urban Renewal Consultant Myers, J. Robert Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania Senior Community Planning Consultant �p o II I I I I I 1 I p ■r I I I I Nalle, Jesse Pennsylvania State Planning Board Harrisburg, Pennsylvania Assistant Director Ogden, David M. Bell Telephone Company 11 W. Market Street Wilkes-Barre, Pennsylvania District Manager O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeast National Bank Building Hazleton, Pennsylvania Executive Director O'Hara, Vincent T. Chamber of Commerce Pittston, Pennsylvania Member O'Karma, Henry D. Redevelopment Authority Wilkes-Barre, Pennsylvania Executive Director Otto, Herman L. Economic Development Council of Northeastern Pennsylvania Wilkes College Wilkes-Barre, Pennsylvania Executive Director Plaumbo, Edwin Providence Redevelopment Agency Providence, Rhode Island Chief Consultant and Representative Perkins, Clement W. Wilkes-Barre City Planning Commission 253 South Franklin Street Wilkes-Barre, Pennsylvania Chairman Poerio, Carlo Redevelopment Authority Wilkes-Barre, Pennsylvania Community Relations Price, Mrs. Ethel Department of Public Safety City Hall Wilkes-Barre, Pennsylvania Director Ridall, Hugh M. Jr. Redevelopment Authority Wilkes-Barre, Pennsylvania Board Mentor Riofski, A. Frank Redevelopment Authority Wilkes-Barre, Pennsylvania Project Co-ordinator Ritchie, George B. Wilkes-Barre Board of Education Wilkes-Barre, Pennsylvania President �Robinson, Mrs. John Junior League R. D. 4 Dallas, Pennsylvania President Rodda, Paul M. Allen, Rodda & Hauck First National Bank Building Wilkes-Barre, Pennsylvania Architect Rodkiewicz, John F. Bellante and Clauss, Inc. Bellante and Clauss Building Scranton, Pennsylvania Principal Planner Rosenthal, Max Chamber of Commerce 29 South Main Street Wilkes-Barre, Pennsylvania Member Sauer, Louis Philadelphia, Pennsylvania AIA Consultant Sharpe, Kay Planning Commission of Carbon County Courthouse Jim Thorpe, Pennsylvania Administrative Assistant Sechleer, Charles H. Housing Authority 176 Blackman Street Wilkes-Barre, Pennsylvania Chairman of the Board Shust, John Mayfield Borough 519 Delaware Street Mayfield, Pennsylvania Secretary Singer, Robert J. Bureau of Community Development 720 Scranton Life Building Scranton, Pennsylvania Planning Technician Sites, Edwin A. Bureau of Community Development 720 Scranton Life Building Scranton, Pennsylvania Regional Supervisor of Planning Swabach, James R. Pennsylvania Gas & Water Company 41 North Main Street Wilkes-Barre, Pennsylvania Representative Taggart, Robert Urban Redevelopment Authority Philadelphia, Pennsylvania Field Repr e s entative �Tuhy, Philip R. Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Associate Director Zeto, Jean Redevelopment Authority Wilkes-Barre, Pennsylvania Secretary �REGISTERED BUT NOT IN ATTENDANCE I I I Caverly, Noel B. Wyoming National Bank Market Street Wilkes-Barre, Pennsylvania President Lacy, James O. Lacy, Atherton, and Davis Hotel Sterling Wilkes-Barre, Pennsylvania Architect Murray, Martin L. 1403 IBE Building Wilkes-Barre, Pennsylvania Congressman Sailus, George Property Owners Protective Assoc. Miners National Bank Building Wilkes-Barre, Pennsylvania President �J 'L I I L p 0 c 5 c L L I �■■■■I L lODOlbOm MILKES COLLEGE LIBRARY cu I I : I P u : I I I I I I I d d Q d c I I II - I ■ �I ! I 1 J ; 3 ) i - i ! J L 3 11 J H I I ■ J k � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Fifth Annual Community Growth Conference, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/1fcbcac088b4209f6af613ba216c99f0.pdf 952ace52097a01c50a5bc01a1cdeca60 PDF Text Text * pi I REPORT ON -I INSTITUTE FOR YOUTH OPPORTUNITY PROGRAM ^wo»% % $ </> L 1 fl ARCHtVes ’ P 0 Q fj ^3 /I ^5’) III O -LI | Y8^. X J . i.X' 1 HV1 n ksTITUTE OF MUNICIPAL GOVERNMENT -rr------- > __ WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �II I I I I I I b I REPORT ON INSTITUTE FOR YOUTH OPPORTUNITY PROGRAM i i i i I Ik I I Conducted by Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania �ArCI-5VES ��THE PROBLEM Very few problems in American society are as complex as the problems of youths between sixteen and twenty-two who have not been adequately prepared for our technological society. As long as there was ample opportunity in the economy for unskilled workers with a minimum of education, most educators could afford to continue the traditional selection process. Lives adversely affected by this selection process were not any central concern. Now we are in the midst of such basic social changes affecting the entire fabric of our society that the systematic use of our manpower has become the focus of a new public policy. Some of the changes are tremendously far-reaching; First, a rapidly developing complex, industrial society which requires that its functioning membersbe.highly literate, able to learn, Land re-learn skills as minimal conditions for economic security. Second, a rising level of affluence which makes further material goals for many individuals somewhat subordinate but related to the kind of personal identity which will make life more meaningful. fl­ I it is tragic enough that these several million out-of-school and out-of-work youth are the most wasted resource of our nation. The tragedy is compounded for our affluent society in that most of this pool of human resources--frustrated and disorderly--will end up on the welfare rolls. �I As we shift from an economy of scarcity to an economy of abundance, and as the need for a skilled labor force becomes more pronounced, maximum I [ manpower development becomes a criterion of successful human development. New public policy dictates that a systematic program be developed ■ from- these I undereducated and culturally-deprived youth to assist them to find a meaning - I I ful role in our society. The Department of Labor has been cooperating with state employment I I I I 1 I i I ages of seventeen and twenty-two who are not in school. 1 I I a J the participants for whom the YOC institute was designed are members of the civil service who have had training and experience in working with the place- ment of the non-disadvantaged youth. Thus the function and role of the public employment agency are being enlarged to provide job training and placement opportunities for a clientele oftentimes submerged and lost in many communities. ’! The Centers will provide specialized and intensive counseling service to 1 1 I J Working with these young men and women presented a new kind of problem to these agencies, since J I agencies specifically to deal with the problem of unemployed youth between the ■3 1 disadvantaged youth who are: : a. Out of school,, and b. Unable to find or hold suitable employment without further special schooling and/or training c. School dropouts; and d. From an environment which resulted in a significant combination of the following characteristics: (1) Unskilled; (2) Youth found ineligible for military service by the Selective Service System. (2) �I (3) Member of a minority group; (4) I 1 I Undermotivated or unrealistically motivated; or (5) A problem of social adjustment interfering with employment. Inevitably it will be a role in guiding educational programming and counseling. It will also play a partnership role with the private economy sector in relating private I economic planning to public manpower development policy and program. It is also I I I I I I I I I I 1 inevitable, then, that the public employment agency has been called to play a vital role in working with those millions of young people, who must still be prepared to play a useful role in the soci’ety. The Youth Opportunity Centers are asked to suceed where other institutions have failed. They must regenerate the hope and motivation of this deprived youth. They must fathom the suppressed capabilities of youth and teach the youth to believe in themselves. They must provide training and placement opportunities which are relevant and real. They can only accomplish these objectives if they offer a signj.-'. ficant human relationship, a human relationship which encov.r-.ges, teaches, and re- ] I 1 a s 1 wards hope with training and a job. The Centers will reach out to these young people. They will help them overcome the disadvantages environment has laid on them; help them fain the motivation, the confidence and the capabilities they need to get the jobs that will place them on the road to useful, productive lives. These Centers can attain the objective set forth in public policy if their staffs understand the tasks before them, delineate these new duties from the old 1 I il II ones, learn the culture of the undereducated, and acquire new tools and techniques. (3) �In a very real sense, Youth Opportunity Centers will be advance posts in the war against poverty. The Wilkes College proposal was intended to train personnel in the Penn­ sylvania Bureau of Employment Security for staff positions in the YOC Center proposed for Wilkes-Barre, Pennsylvania (4) �I I I i FUNCTIONAL CHART OF YOUTH OPPORTUNITY CORPS ! l YOUTH OPPORTUNITY CENTER i I I I 1 1 I I 1 1 I 1 I EMPLOYMENT SERVICE Administrative Technical and Developmental Services 1. Recruits youth 2. Provides central community ser­ vice point 3. Tests and coun­ sels youth appli­ cants 4. Refers or places applicants 5. Maintains follow­ up of program on all referrals I SCHOOLING Return to school Cooperative school-work program Vocational education Literacy training REMEDIAL SERVICES Medical Mental Welfare VOCATIONAL TRAINING MDTA ARA On-the-job Training A ppr entic e ship T I I - Local ~ I u I I Advisory Board YOUTH PROGRAMS GONOMIC OPPORTUNITY ACT 0 Job Corps Work-Training Programs 1 1 EMPLOYMENT Regular jobs Part-time jobs Summer jobs Seasonal farm jobs (5) �I ii i i I I I II. OBJECTIVES The training objectives of the Institute were: To provide a training ex- perience that would enable the Youth Opportunity Center staff member to ex­ 1 1 pand his competence in the training and placement of disadvantaged youth in useful employment; and to sensitize the Center member's ability to learn from actual field experience. I It was essential that the training program be a unified experience and I I I 1 1 I I 1 J J ! that the Youth Opportunity Center staff saw it as such. The three major parts in the content of the program, each of which bears a close relationship to the other, were: (1) Presentations by local personnel acquainted with the victims of poverty and the problems they face; (2) Visits to agencies and institutions where such people were serviced; (3) Pursuit of a course of study designed to familiarize the student with the problems of poverty. The curriculum devoted its content to understanding this economically deprived youth and the administrative framework necessary in the management 1 D L of the Youth Opportunity Center program. More specifically, this objective was implemented by: 1. Orienting the Youth Opportunity Center staff to the characteristics and culture of the poor; 2. Orienting the Youth Opportunity Center staff to the professional agencies knowledgeable in the problems of disadvantaged youth; 3. Orienting the Youth Opportunity Center staff to techniques and procedures to counsel disadvantaged youth in its new role; 4. Orienting the Youth Opportunity Center staff to the changing labor market of Northeastern Pennsylvania (6) �I: I III. PROGRAM I YOUTH OPPORTUNITY CENTER I INSTITUTE Wilkes College I I I Note: All sessions were held in Stark Hall, Room 133 on the Wilkes College Campus from 9:00 a. m. to 12 Noon and 1:00 p. m. to 4:00 p. m. unless otherwise indicated. Sunday - July 11 1 4:00 p. m. Assignment of Rooms Sturdevant Hall 129 South Franklin St. 1 6:00 p. m. Dinner Meeting Wilkes Dining Commons 75 West South St. Objectives of Youth Opportunity Corps 1 Dr. Eugene S. Farley, President, Wilkes College, Wilkes-Barre Mr. Jack Brown, Executive Director, BES, Scranton Mr. Guy Solfanelli, District Manager, BES, Scranton Mr. Myer Freyman, BES. U. S. Department of Labor, Washington, D. C. a a a Monday - July 12 1 ] 1 I through Wednesday - July 14 Sensitivity Training Dr. F. Kenneth Berrien, Professor of Psychology, Rutgers University Mr. Leslie E. This, Chief, Agricultural Research Service, U. S. Department of Agriculture Leadership Resources Incorporated, Washington, D. C. <7> �I I I 1 GROWING UP IN POVERTY Thursday - July 15 9:00 a. m. Dr. Joseph Klein, Director, Pediatrics Department, Wilkes-Barre General Hospital, Wilkes-Barre Dr. Robert Riley, Chairman, Psychology Department, Wilkes College, Wilkes Barre I 10: 00 p. m. 1 3 5 I) I Adolescence in Poverty Dr. Carl Nitsche, Consulting Psychologist, Wilkes-Barre. (This session will be held at the Children's Service Center, 335 South Franklin Street, Wilkes-Barre.) I I J 8 8 Childhood in Poverty SOCIAL SERVICE AGENCIES AND DISADVANTAGED YOUTH Friday - July 16 9:00 a. m. Role of the Volunteer Agency Dr. Eunice Clarke, College of Education, Temple University, Philadelphia Miss Dorothy Cohen, Director, Family Service Association, Wilkes-Barre Rev. Donald McAndrews, Director, Catholic Charities, Wilkes-Barre Mr. Carroll Colby, Director, Commission on Economic Opportunity, Wilkes-Barre 1:00 p. m. State Diagnostic and Correctional Service Mr. Frank C. Johnston, Director, State Correctional Institution, Chase (Transportation was provided for this trip to the State Correctional Institution at Chase. The bus left from Sturdevant Hall at 1: 00 p. m. ) (8) �I I Monday - July 19 9:30 a. m. I Causes of Juvenile Delinquency Judge Richard Bigelow, Luzerne County Juvenile Court, Wilkes-Barre Mr. Charles Adonizio, Juvenile Proba­ tion Officer, Wilkes-Barre Mr. Louis C. 'Shupnik, Adult Probation Officer, Wilkes-Barre i EDUCATION OE UNEMPLOYABLE DISADVANTAGED YOUTH 1:00 p. m. 1 1 1 3 1 Mr. George Siles, Instructor, Education Department, Wilkes College, Wilkes-Barre Mrs. Florence Weinberg, Kingston Public Schools, Kingston Mr. Carl Missal, Wilkes-Barre Public Schools Tuesday - July 20 9:00 a. m. Motivation 1:00 p. m. Private Educational Opportunities Rev. Paul Purcell, Director, St. Michael's Industrial and Agricultural School, Hoban Heights. (Transportation was provided for this trip. The bus left from- Sturdevant Hall at 9:00 a. m. ) Wednesday - July 21 9:00 a. m. 1 B f Public School Responsibility Mr. Al G. Ford, Assistant Superintendent, Luzerne County Public Schools, Wilkes Barre 9 9 Identifying Educational Deficiencies 1: 00 p. m. Rehabilitation Mr. Tom Williams, District Administrator, Bureau of Rehabilitation, Department of Public Welfare, Wilkes-Barre (9) �I I 1 I Thursday - July 22 Mr. Walter George, Director, United Rehabilitation Services, Wilkes-Barre 9: 00 a. m. Vocational Training 1:00 p. m. Mr. Andrew Kosher, Coordinator, Wyoming Valley Technical School, Kingston Technical Training I Mr. George Bierley, Director, Penn State Institute, Wilkes-Barre (Transportation will be provided to both institutions. The buses left from Stur-ui devant Hall at 1:00 p. m. One group went to; £ach Idcati'oh.i. At 2:30 p. m. groups exchanged.Ipcatioris: ) 0 1 1 WORK IN MODERN AMERICA Friday - July 23 9: 00 a. m. A Sociologist's View 8 8 Dr. Jaroslav Moravec, Chairman, Sociology Department, Wilkes College, Wilkes-Barre Mr. Larry Greenspon, Instructor, Sociology Department, Wilkes College, Wilkes-Barre 1:00 p. m. An Economist's View Dr. Samuel Rosenberg, Chairman, Economics Department, Wilkes College, Wilkes-Barre I- ] COUNSELING DISADVANTAGED YOUTH Monday - July 26 9: 00 a. m. 1 Philosophy of Counseling Dr. Robert Riley, Chairman, Psychology Department, Wilkes College, Wilkes-Barre (10) �1:00 p. m. Special Testing Techniques Mr. John Chwalek, Director, Guidance Center, Wilkes College, Wilkes-Barre Mr. Joseph Kanner, Director, Testing Service Guidance Center, Wilkes College, Wilkes-Barre. (This session was held in Room 35 of Parrish Hall, 16 South River Street, Wilkes-Barre. Participants should be in this room by If00 p. m. ) Tuesday - July 27 9: 00 a. m. Using Test Results Mr. Harold Saunders, Director, Pupil Personnel Services, Wilkes-Barre Schools 1:00 p. m. Special Techniques in Counseling Dr. Inez Husted, Supervisor of Special Edu­ cation, Luzerne County Public Schools POVERTY IN NORTHEASTERN PENNSYLVANIA Wednesday - July 28 9: 00 a. m. Miss Loretta A. Fleming, Employment Security Specialist, BES, Scranton Mr. Herman Otto, Director, Northeastern Pennsylvania Economic Development Council, Wilkes College, Wilkes-Barre c [ Occupational Inventory and Future Labor Market 1:00 p. m. Field Work--Interviews Thursday - July 29 c 9:00 a. m. Industrial Relations Mr. H. Martin Molony, District Manager, Sun Oil Company, Pittston Mr. Glenn Rhys, Manager, Industrial Rela­ tions, Eberhard Faber, Inc. , Mountaintop Miss Ann Servanek, Employment Representa­ tive, Personnel Department, Bell Tele­ phone Company, Wilkes-Barre Mr. Eugene Considine, President, Greater Wilkes-Barre Labor Council (11) �SUMMARY AND CONCLUSION 1:00 p. m. What is the Youth Opportunity Center's Responsibility Following Job Placement? Moderator: Mr. Michael J. Barone, Instructor Education Department, Wilkes College Dr. Samuel Rosenberg, Chairman, Economics ’■ Department, Wilkes College, Wilkes-Barre Rev. Howard Hartzell, Executive Secretary Wyoming Valley Council of Churches, Wilkes-Barre Mr. Francis P. McCullough, Counselor, Veterans Administration, Wilkes-Barre J I Friday - July 30 9: 00 a. m. Examination for Credit Miss Barbara Welliver, Instructor, Sociology Department, Wilkes College, Wilkes-Barre 1 Evaluation of Institute J Mr. Joseph Kanner, Director, Testing Service Guidance Center, Wilkes College, WilkesBarre. Mr. Myer Freyman, BES, U.S. Department of Labor, Washington, D. C. 5 ] ] L I 1:00 p. m. Introduction of Guests Dr.. HugoV. Mailey, Directo-r,"Institute Municipal Government, Wilkes College Address Mr. Myer Freyman, BES, U.S. Department of Labor, Washington, D. C. £ Presentation of Certificates I 1 Dr., Hugo V. Mailey, Director, Institute Municipal Government, Wilkes College (12) �i IV. 5 I L. CURRICULUM The training program was d'ev-elopeias a unifed experience so that the Youth Opportunity Corps trainee could see the social dimensions of poverty i as more than a transitory, short-term problem. One of the most hopeful solutions to the dilemma of resolving the conflict between individual effort and organisational goals is to increase the effec- I 1 fl I 1 J I ! tiveness of face-to-face work groups. in any new organization and particularly in one which has been given a new function, such as the BES personnel for YOC Centers. The curriculum pro­ vided conditions where the individual trainee could relate effectively in this new organizational setting, and therefore the first three days of the Institute pro- vided for "Sensitivity Training. " To put it simply the expression "Sensitivity Training" included the methods of unstructured group learning, indiyidhal feedback, skill practice, and information sessions. ! Management "teamwork" is important The theory behind such methods is based on alabora-- tory concept of learning based on the supposition that individuals can best learn inter-personal and groups skills through actual experience. One of the assump­ tions underlying sensitivity training is that the man best learns these kinds of insights by self-discovery. The training of the first three days provided the kind of setting that would best enable the YOC trainees to discover these in­ sights and knowledges and result in maximum benefit to the new Centers. Skill exercise periods were provided to permit the paticipants to try out 1 new ways or behaving, or to test ways that have been suggested in the presentation (13) J J �L I i i i I 1 I or by the groups. In such an instance, the trainee had little at stake since he knew he was in a'.training setting and encouraged to experiment with new ways of behaving. If it seemed to him to be better than his old pattern, the chances were enhanced that he would try it out when he began his new undertaking. Participants met in groups of 12-15 with a professional trainer from Leadership Resources, Inp. so that they could get insights into the forces that are at work, such as the leadership struggle, group structure, group objectives, accommodating individual objectives to group objectives, group standards to guide their conduct, what improves and lessens the group's appeal to them, how decisions will be made, how to handle the participation of members, and how one's behavior is influencing this group. J I 3 3 A. Growing Up In Poverty This section of study involved understanding the disadvantaged: their home backgrounds, their upbringing, their difficulties with the traditional edu- cational system, the degree to which they do not share the values of the rest of society, and the factors that stand in the way of motivation to achieve the means to fulfill these values. 1 The Youth Opportunity Center staff member must understand fully the culture of the poor if he is to be useful. The impact of poverty in infancy and childhood was viewed in every dimension--social, psychological, and econ- I I omic. The impact on family structure, role identification, sand values of the poor must be clearly understood. Attention was paid, therefore, to the lack (14) n G �I I pre-natal and post-natal care and numfeious other health problems of the culturally and economically deprived. 1 Consideration was also given to the rela- tionship between mental illness and disadvantaged youth. B. Social Service Agencies The families of disadvantaged youth inevitably become wards of public I and private social agencies and institutions. A careful review of the structure policies, and procedures of such agencies provided the Youth Opportunity Center LI staff member with an insight into the reasons for dependency which oftentimes negate efforts at rehabilitation. 1 1 1 I 3 The status of social services in the area of a Youth Opportunity Corps Center is tremendously significant in the success or failure in assisting the poor to become self-sufficient workers. c. Work In Modern America Automation has had a profound impact on our society, making prospec­ tive occupational opportunities quite limited,, even with the constant retooling of skills. The role of the employment agency in placing retrained youth in employment situations within the framework of present lab or-management re­ lations was stressed to the YOC trainees. 3 hi ] D. Counseling Disadvantaged Youth The purpose of the unit dealing with acquisition of counseling skills was to review the competences of the Youth Opportunity Center staff in inter- LI viewing and advising, and then to enlarge upon them with those additional skill areas which proved relevant to the new Youth Opportunity Center operation.. The importance of the interview with those of limited education and 0 training was crucial to the success of the Youth Opportunity Center. 0 (15) �The Youth Opportunity Center staff was provided with a review of the general basic concepts of interviewing so that good rapport would be developed between the disadvantaged and the Bureau of Employment Security per­ sonal interviewer, recording that information necessary to uncover the un­ derlying factors of unemployment. I 1 ] 1 The Center members must fathom the suppressed capabilities of youth so that it can believe in itself. opportunities which are relevant and real, only if they offer a significant human relationship, a human relationship which encourages, teaches, and rewards hope with training and a job. E. 1 I They can provide training and placement Education For Employability The role of education in breaking the poverty cycle was examined so that the full socialization of disadvantaged youth could be realized. The poten- tial drop-out was discussed with school officials and the troublesome child was recognized as one who is frequently pushed out because academic rigors 1 a I 1 have dulled his motivation to learn. It has been pointed out that twenty years ago the public schools were urged to be-concerned with vocational education, because- at that time there was need for persons to be so educated. heed. Public school authorities took little Today they are beginning to show interest, but are late--perhaps too late--because due to automation jobs for which vocational education prepared persons are being eliminated from the labor market. 3 i 1 (16) The vocational and �I I i technical training required in today's industrial process were considered by the trainees with both those knowledgeable in the training and in the indus- I I trial management personnel. F. Poverty In Northeastern Pennsylvania The changes in the local labor market passing from a single industry I 1 J I I 1 I (anthracite) to a diversified economy acutely affect the prospects of employ- ment for those inadequately prepared. Not only is disadvantaged youth in Northeastern Pennsylvania faced with the usual technological shifts in manpower requirements, but its employment problems are compounded in an economy in transition. According to most planners this region may become one of the distribution centers along the eastern seaboard. Asa result of these such imponderables, kean vision of the future must be exercised to attain the goal of job training and placement. G. Summary and Evaluation The total responsibility of the YOC Institute members was to make a survey of the conditions where deprived youth resides, review the agencies I 1 whose work is related to the new function of the Youth Opportunity Centers, and then determine all the practical and feasible avenues of assistance which can be extended to that youth. An evaluation and assessment of the whole program was undertaken to ascertain if the general objectives of training outlined earlier were attained. 1 1 (17) 3 �I i i V. SUMMARY OF REMARKS BY SPEAKERS INTRODUCTION 1 Mr. Melvin Finn - "Youth Opportunity Centers I I 1 I I 1 (1) Out-reach service to youth (2) New role of the Centers (3) Concern for the total dignity of youth, 16 to 22 years of age Mr. Leslie This - "Sensitivity Training" (1) Need for revision of standard practices (2) Need to understand motivational forces (3) Human relations combined with technical skill Dr. F. Kenneth Berrien - "Sensitivity Training" a (1) Feeling for disadvantaged client (2) Unstructured groups 8 J (3) Personalities of staff and clients ] J 1 (18) �1 i I GROWING UP IN POVERTY r Dr. Joseph Klein. - "Childhood in Poverty" I I (1) Origins of Poverty (2) Poverty affects child development Dr. Robert Riley - "Childhood in Poverty" I I (1) Special problems of poverty to the adolescent (2) Can youth overcome disadvantages of poverty Dr. Carl Nitsche (1) "Adolescence in Poverty" Lack of psychologically nutritious environment (2) Impairment of social development I I (3) Moral poverty of disadvantaged youth g 1 J 1 I ■ Is (19) �I I SOCIAL SERVICE AGENCIES Dr. Eunice Clarke - "Role of the Volunteer Agency" i (1) Education as a continuous process (2) Humanitarian approach (3) Sub-culture of poverty Miss Dorothy Cohen - "Social Work" (1) Goals of social work (2) Troubled youth and his family life (3) Role of family agencies I I I I I ! I r 1 1 Rev. Donald A. McAndrews - "Inter-agency Cooperation" (1) An adequate referral system (2) Public and voluntary agencies Mr. Frank C. Johnston - "Juvenile Delinquency" (1) Crime and poverty (2) Lack of sense of social responsibility (3) Self - g r atific ation Judge Richard Bigelow t "The Work of the Juvenile Court (1) Importance of individuals (2) Distinction between delinquent and criminal (3) Legal aspects in dealing with disadvantaged youth 1 (20) 1 �I EDUCATION Mr. George Siles - "Identifying Educational Deficiencies II I1 II I J 1 I J ! 1 1 I I (1) The usefulness of the medial educational services (2) Academic deficiencies which cause unequal economic opportunity (3) Factors that contribute to a potential drop-out Rev. Paul Purcell - "Private Educational Opportunities (1) Referrals from public and private agencies (2) The agency acting in loco-parentis (3) The significance of private institutional care Mr. Al G. Ford -> "Public School Responsibility" (1) The legal responsibility of a public school (2) A more flexible educational program (3) The extent of remedial service as a public school function Mr. Tom Williams - "Rehabilitation" (1) The role of the Bureau of Vocational Referrals (2) The attitude of industry toward a rehabilitated person (3) The special problem of psychiatric referrals Mr. Andrew Kosher - "Vocational Training" (1) Emotional requirements for a vocational program (2) Provisions of State and Federal laws for vocational training (3) Distinction between vocational training and technical training s (21) !! I? �WORK IN AMERICA Dr. Jaroslav Moravec - "A Sociologist's View" 11 JI JI I I (1) Role of work in American society (2) Importance of attitudes of workers (3) Conception of work held by disadvantaged youth Dr. Samuel Rosenberg - "An Economist's View" (1) Factors which produce and eliminate jobs (2) What is the economics of work (3) Can the disadvantaged youth be eliminated I I 1 I 8 8 L 1 8 B B (22) �COUNSELING Dr. Robert Riley - Philosophy of Counseling" (1) Special principles in counseling disadvantaged youth (2) Obstacles in interview (3) Role playing in counseling Mr. Joseph Kanner- "Special Testing Techniques (1) Minimal testing program for adequate vocational placement (2) The importance of personal characteristics Mr. Harold Saunders - "Using Test Results" (1) Factors for school drop-outs (2) Reliability of tbst results Dr. Inez Husted - "Special Techniques in Counseling" (1) Concern with personality problems (2) Effectiveness of group counseling (3) Is vocational counseling an end result? (23) �I I VI. INSTITUTE STAFF The assumption was that the school would be held on the campus of Wilkes College, calling upon the College personnel and guidance staff. The I I I Institute of Municipal Government was asked to undertake the project, using such College and community resources that would make the program a suecess. The Planning Committee for the YOC Institute recognized that there were many lay and professional persons in the Wilkes-Barre area who by vir- tue of their close daily contact with community problems, could assist the J I 1 J College to develop a more comprehensive understanding of the region's poverty areas and the problems of area residents. The Committee believed that it was essential to good programming to really check the planning assumptions by asking a group of knowledgeable persons to meet as a group to relate their perceptions of the problems un­ covered in the operation of public and private agencies, the schools, govern- 8 8 8 ment, and labor organizations. It was found that, even on short notice, many busy persons were willing to give a day of their time to discuss community problems and review the proposed program. In addition to the College staff and knowledgeable people in the commu- i 1 nity, a variety of out-of-town authorities were brought in to the Seminars or 8 8 as employee drop-outs, so that an insight could be into their upbringing, status 0 evening meetings to widen the;perspective of the YOC trainees. The program was supplemented by basic instructors, otherwise known in life, values, and aspirations. (24) �1 I 11 I 1 I I I 1 1 1 INSTITUTE STAFF Director Dr. Hugo V. Mailey, Director, Institute of Municipal Government, Wilkes College Assistant Director Dr. Eugene L. Hammer, Chairman Education Department, Wilkes College Administrative Assistants Mr. Philip Tuhy, Associate Director, Insitute of Municipal Government, Wilke s College Mr. Welton G. Farrar, Associate Professor, Economics Department, Wilkes College Instructors Miss Barbara Welliver, Instructor, So­ ciology Department, Wilkes College Basic Instructors Employed youth who are school drop-outs were used by teams of trainees to ac­ quaint them with the YOC problem 1 1 ] ! I (25) '1 �I 11 I I I 1 1 I 1 fl fl VII. ON CAMPUS TRAINING In a short training period of only three weeks duration, it was impossible to cover every aspect of the drop-out problem. and personal involvement with the disadvantaged can make up for many of the gaps which the trainee encountered in the program. fl No amount of thorough and concentrated information and knowledge, as important as it is, could pro- vide the reality and vitality of personal involvement. In order for the Institute participants to be away for a short time from the attitudes and routines of daily living and to develop new competencies, pro- vision was made to house them on campus. In this way, the trainees, as dis­ cussants, could eat, feel, and live the poverty problem. At the same time they found it was easy enough to visit the "skid row" area, only a matter of a few blocks from the campus. They had meals in the area and were encouraged to interact with those who lived in the area. youth of the area seem to drift into this section. I Participating experience The Th,e social agencies which deal with the families of deprived youth were within walking distance. The experience of searching for employment gave them new insights into the resis­ tances, the barriers, and the plight of the disadvantaged. 1 3 1 a J No guided bus tours were included in the program because the value of such visitations was negligible. It seemed desirable to provide a variety of field experiences which would enlarge the YOC staff's understanding of the world of disadvantaged' youth. The YOC"staff visited a'wide range ' of (26) �I I I I I cr p youth and employment training agencies and institutions in the area. Arrange- ments were made for the trainees to spend ample time with police, probation officers, at a state correctional institution, a county facility for youth, and the Juvenile Court. The Institute met in Stark Hall, in a seminar type setting. Library fa- cilities, dormitory, and dining facilities were in very close proximity. 1 I I 1 ! I ! 3 1 1 J (27) �I VIII. CENTER DIRECTOR'S SEMINAR On the Wednesday afternoon of the third week of the Institute a special i I seminar was arranged for the Institute participants that would be the directors of Youth Opportunity Centers. The participants included John Dunn; May Mau- rath; Joseph Kanner, head of Testing Service at Wilkes College; and Philip Tuhy, Associate Director of the Institute of Municipal Government. I I 1 I ! The purpose of the brief seminar was to review some of the administrative problems that could possible be encountered in the Youth Opportunity Center s. Planning for the administration of the Center was discussed. Here it was stressed by the participants that the program should be as flexible as possible. Since the program will ultimately include all of the youth between 16 and 22 years of age, an emphasis should be placed upon quality rather than quantity. As may be seen from the field work assignments, some of the clients will present specific problems that will take a great deal of time to carry to a ! 3 1 1 1 ■ successful conclusion. The problem of adequate staffing was also discussed since many and varied talents will be required to carry out the objectives of the Youth Oppor- tunity Center's programs. In this regard it was emphasized that too rapid re- suits should not be expected becap.S'e of the problems encountered. In-service training was also discussed. perhaps the YOC Institute should be on a recurring basis, However, it was pointed out that the participants should be selected from the same level of auth­ ority and responsibility. That is, directors or assistant directors could share I’l (28) 5! The participants suggested that �I I experiences, and a different approach for personnel with no experience at all being placed together in groups. Also, as an adjunct to the training process, the question was raised as to the availability of other professional services to I I members of the Youth Opportunity Center staff. An example of the type of training that wouldbe helpful to the entering staff members would be the presen­ tation of a counseling in depth demonstration. I P 1 1 1 1 I 8 8 J ' J Because of the relative newness of the problem it was emphasized that the program should remain as flexible as possible until the definite staffing, training and coordinating needs are identified. with a discussion of the value of the YOC Institute program to the individual participant. 11 j 1 The seminar concluded (29) �-------------------- -- I IX. FIELD WORK I I I I I I 1 1 : I ! J Part of the program of the Institute was a field work assignment on Wednesday of the third week. The participants were assigned a recent dropout and went out to interview them. As an indication of the type of problems that could be encountered, the following reports are included: CASE I Upon arrival, mother standing on the parch, three dirty little boys in front of the house and a nice looking girl had just walked up. , and hope you might be she. " Interviewer - "I'm looking for Client - "Yes, won’t you come in. ” (Mother assumed suspicious manner as soon as I crossed street to talk with client and gave a sneer and leering look following us indoors. ) Interviewer - "You are mother ? " Mother - "Yes, I'm her mother. " Once again I introduced myself and the purpose of the call. ! By this time she was seated on the sofa, prepared to stay and was all ears. J 1 Interviewer - (to client) "I understand you have not completed your schooling J Interviewer - "Do you like your job?" s Client - "I don't have a job now--I quit. " (I I and wondered if you planned to do so?" Client -"I went through 9th grade, quit and got a job. " Interviewer - You didn't like it?" (30) �I I I I I I I I Client - " Oh, yes—I love to sew. " Interviewer - " What kind of sewing and where did you sew?" Client - "I was sewing up where they make brassiers. " Interviewer - " What happened?" Client - "My girl friend down here on the block said I could get a better job at the , but I didn't get it because they don't hire you until you are 18 and I'm only 16. Interviewer - "And you haven't been doing anything since. I I 1 I ! 1 n Client - "Oh, I went back to school and stayed until June. " Interviewer - "And you are going back to school this fall?" Client - " Uh-Uh, I don't like school" Interviewer - "What school subjects did you like and do best in?" Client - "Sewing--! had four years of sewing. " Interviewer - "You passed the 9th grade?" Client - "Uh-Uh, you see I missed so much time cause I didn't go back until March." 1 1 Interviewer - "How did you get your job?" Client - "I went to a sewing school on the top floor of the administration building and they sent me to the factory. " 1 Interviewer - "How did you get in this school? Client - " The Employment Service sent me. If Interviewer - "Then you are registered with the Employment Service. Did 1 you ever take a test of any kind administered by the Employ- ment Service? " (31) i! �I I I I I Client - "Yes, but I never took a test. " Mother - " She's got her little yellow card. Interviewer - "You have never been back to the Employment Service since?" Client - "No" Interviewer - "I believe your Employment Service could help you. probably don't know you are now out of work. They Your father and mother would like to see you have a good job, I know. 11 Here, client "clammed. " Mother - "I'd like her to get a good job. I I I 1 1 1 Interviewer - "I expect 1 11 Client smiled, was warm again. "Mr. Howell is employed?" Mother - "He's dead--been dead 19 years. Interviewer - "I'm happy he had a pension. " Mother - " He didn’t have none--we're on relief. it Interviewer - "I hope he wasn't in an accident. " Mother - l_i 3 would like to have a good job. No--he had a hemorrhage while he was working in a foundry. He was a molder. Interviewer - Mother - ti I'm sorry--you've had your hands full since then, I know. Yes sir, with these five children. ' Never worked. fl Interviewer - "How long have you lived in this town?" (directed to mother) Mother: - "19 years--ever since he died. " Interviewer - "Do you feel you need someone to help you in getting a job?" Client - "Yes, I do. " (32) J �Interviewer - "You said you knew about the Youth Opportunity Center, so. . . in I know that the people who are working there will do all they can to help you, and would be unhappy if you didn't go to; see them. Here, you will find out about jobs; they will be interes­ ted in knowing what you would like to do and they will give you all the help and support possible. Do you think you would like to go to talk with them next week? Client - "Yes, I would really like to go. " Interviewer - "Do you think that Tuesday at 11:00 aim. might suit you?" Client - "That will be fine. " Observations by the interviewer: The client, 16 years of age, is willing to work and would enjoy a job, particularly in the sewing field if only to be away from home during the day. The interviewer noticed that three younger children, none over the age of six were all over the house. The house is very small (a duplex). The inter­ view was held in the living room--over crowded with two over-stuffed chairs and a large sofa, but it was fairly clean. ance and is a lover of toothpicks. Mother was very untidy in appear­ Client is neat in dress, clean and nice looking. She wore a freshly pressed white blouse and black shorts, no make- up save very faint lipstick. Her hear was neatly arranged and her entire appearance and deportment were good. The mention of the husband caused the client to cease talking, but no outward hostility toward her mother was displayed. (33) Mother talked about �her husband's death 19 years ago, and mentioned her younger children, She implied that she was not unhappy to be on relief and had her hands full, rearing her family since she had never worked. She seemed pleased that some- one wished to help her daughter. Summary: Somewhere along the line, client has been influenced by someone. Her appearance is good, she speaks fluently. If there is any antagonism between her and her mother, it is not expressed outwardly. r Li However, her returning to school makes me feel she was not happy .being at home--perhaps due to worrisome youngsters, or she felt left out by having nothing to do. the DPA worker has worked with the client. Perhaps There is a possibility also that an Employment Service interviewer worked with her or the Counselor. She is required by DPA to register with the Employment Service and when she said she had never been tested by Employment Service whe was probably tested either at school or vocational school but didn't understand she was L being administered an employment test, either specific or GATB. Client was friendly, courteous throughout interview and seemed in- D u terested. ! She did not understand that she should not have quit her job before attaining another. She expressed great desire for securing sewing job. She said she returned to school on her own volition Problem: Client, age 16, completed 8th grade. Indicates she wants a job; needs help in securing job in her interest field, sewing, for which she J J I L L . I was trained. She needs pointers on reliability while on a job. She needs occupational information and help. Will report to Youth Opportunity Center. (34) ��II Il h CASE III Interviewer - "Good afternoon, sir. " Gentleman - "Good afternoon" Interviewer - "We have been informed that a young man by the name of lives at this address. " Illi I Gentleman - "Yes, he does, but he is not at home. 31 He went down to some office (hesitated); I believe it was the Veteran's Office with my wife. t! Interviewer - I'm sorry we missed him. Gentleman - " He is my nephew. Interviewer - Are you his father?" ii "The Youth Opportunity Center workers are interested in know­ ing about the youth in the Wilkes-Barre that have withdrawn from school, so maybe you will be able to help us. Gentleman - "Be glad to" Interviewer - "Is employed now that he is out of school?" Gentleman: - "No, he is retarded. He can't read or write. He works at times, down at. . . as a loader but only as they need him. Interviewer - "Where?" Gentleman - "At the school. He is an orphan. His mother died when he was six months old, and he was placed in a home. He attended two or three retarded schools, but last winter he went only one day a week and finally quit because he couldn't learn. Interviewer - "What did he do after he quit school?" (36) 11 �Gentleman - "He would sweep the floor here in the store, wash windows^and he liked to wash dishes but he gets mad. " Interviewer - Why does he get mad?" Gentleman - "You would never know but what he was a regular boy around here. He is big, but he plays with little boys,and he is hostile. " Interviewer - "How big? it Gentleman - "About 5 feet 6 inches, maybe 7 inches. it Interviewer - "How much does he weigh? Gentleman - "About 125, but my wife sees about him. !I Interviewer - "Are there other children in the home? Gentleman - "I have one daughter but she graduated from high school. He has brother in the Army in New Jersey. " Interviewer - I I 1 I Older or younger?" Gentleman - "He is the youngest. You see, he was in two foster homes, his father died, then he was in those schools, but they took the boys out and made it a girls school. " Interviewer - "Has he ever been to the Wilkes-Barre Employment Secutity Office?" Gentleman- - "I don't think so--well, maybe he has.. my wife looks after him. I'm not sure. He can't count money. You see He knows the dimes in a dollar, but he doesn't know a dollar bill from a tendollar bill. " 1 Interviewer - "But he can sweep and put up stock. " Gentleman - "Yes, but we can't leave him to handle customers. That is why he is down at some office today--he was 18, and they cut off his sixty dollars a month. " (37) �. I :i :i I I Interviewer - " Would it be the Social Security Office or Vocational Rehabili- tation Office? Gentleman - "I don't know, my wife takes care of him" Interviewer - "I would like to leave this card with you to give to Also schedule him for an interview at the Youth Opportunity Center which is to open. Gentleman - "Yes, I'll be glad to. Thank you for your help. I'll be glad to give it to my wife. " J SUMMARY ■ J 1 Apparently the uncle is willing to provide housing but very little personal attention to client. His continued reference to the care and supervision as provided by his wife denotes lack of interest since client "can't learn" or u I 1 8 8 be "left alone!' Even though interested in possible services by the Youth Opportunity Center, he remained vague and at no time indicated possible steps he had taken previously or plans of the future to assist client. At times dur- ing the conversation, he did reflect some sympathetic attitude toward his wife. The above indirect information of the client would lead us to believe that he will report at the Youth Opportunity Center. His acceptance and will- ingness to play with younger children, while age eighteen, may be some mo- I I II I! tivation to the effect that this agency may help him. Little affection has been extended since birth to the client. Since client is no longer eligible dut to age for Child Guidance Clinic services it appears that a long range program of counseling services must be (38) �provided. This service will include many other agencies--namely, complete school record data;--possible psychological assistance to determine his pre­ sent functioning level; possible IPAT testing (non verbal) by Employment Office; follow up with Social Security Office to determine his present status and valida­ tion of any benefits; also, cooperative counseling services of Vocational Reha­ bilitation Division should such services be determined necessary. Once the diagnosis is completed, concurrence with client and the present family status as to available a_gency services procedures should be determined. Should he meet the eligibility for Sheltered Work Shop, Goodwill Industries, Vocational Rehabilitation for training in order to utilize his highest potential, it should by all means be provided prior to a work assignment. 1 Pending prognosis and objective work goals which may be in the fields of what appears now to be of a service or unskilled type, we must provide the opportunity of exploring in depth for the semi-skilled fields. I 1 I Both extensive social services and occupational counseling is needed with client in order to help him help himself, whether partially or fully em- ployed, so that he may sustain himself and not become a dependent on society. I 8 (39) �YOC INSTITUTE Wilkes College Wilkes-Barre, Pennsylvania FIELD WORK ASSIGNMENT Interviewing Team: Prospective Clients: Commonwealth of Pennsylvania Bureau of Employment Security YOUTH OPPORTUNITY CENTER This will certify that is an employee of the Youth Opportunity Center authorized to interview prospective clients. John Dunn, Director Commonwealth of Pennsylvania Bureau of Employment Security YOUTH OPPORTUNITY CENTER 13 East South Street Wilkes-Barre, Pennsylvania 825-6606 John Dunn, Director �f r •nnw US •jmb vw PROSPECTIVE CLIENTS FOR YOC INSTITUTE .'or.' Wilkes College Present Status Birthdate Pat Nied 123 Prospect St. Working 5/30/49 G.A.JR,. 9 Daniel McCloe 58 Columbus Ave. Working 4/2/47 G. A. R. 10 5/13/65 Age Lawrence Harvey 174 Hazle St A ppoin tm ent 5/13/47 G. A. R. 10 5/17/65 Age Walter Savage 468 So. Grant St. Appointment 4/23/48 G. A. R. 9 James Walker 114 So. Washington Unknown 8/8/48 G. A. R. 11 2/11/65 Work Regina Zadrozney 9 Griffith' Lane Left Home 12/12/47 G. A. R. 12 5/17/65 Age Anna Cook 53 Carbon Lane Appointment 12/26/48 G. A. R. 10 5/17/65 Work Dorothy Cook 34 Oakwood Lane Appointment 5/6/49 G. A. R, 9 5/19/65 Work Jerome Shea 109 N. Fulton Appointment 1/9/49 G. A. R. 10 2/8/65 Work Patricia Snyder 87 Logan St. Appointment 2/14/48 G. A. R 11 3/15/65 Name >—1 School Grade Date of Leaving 6/1/65 Reason Work To United Rehab. Age I �..TBB 'LlWI LIiWB Name "J ■■ Present Status Birthdate School Grade Date of Leaving Reason John Zakarauskas 143 McClean St. Not Home 10/21/47 G. A. R. 11 10/21/64 Age James Fonzo 5 Grove St. Will Return to School 10/7/47 G. A. R. 11 3/11/65 Age Fred Cronauer 114 Loomis St. W orking 11/30/46 G. A. R. 12 3/29/65 Age Robert Gronauer 441 Northampton St. W orking 3/4/47 G. A. R. 12 3/17/65 Age Charles Luce 8 Lanning Lane Appointment 7/16/46 G. A. R. 12 11/10/64 Age Albert Cerullo 17 Mill St. Appointment 7/15/46 G. A. R. 10 spec. 10/21/64 Age Joseph Galore 48 Columbus Ave. Not Home 9/15/48 G. A. R. 9 3/29/65 Work Sylvia Skiro 90 Joseph Lane W orking 3/13/49 G. A. R. 10 3/29/65 Work Patricia Zinga 506 Hazle St. W orking 1/18/49 G. A. R. 9 1/21/65 Work Carol Woods 73 Prospect St. Not Home 3/28/48 G. A. R. 10 spec. 1/8/65 Work Thomas Radcliffe 43 Oregon St. U. S. Navy 1/17/48 G. A. R. 11 spec.- 10.30.64 Work Robert Moyles .1 54 Almond Lane Appointment 8/15/47 G. A. R 11 11/22/64 Age �r :e l r lEBi f F.W «■ LISS 19MM Pre sent Status Birthdate School Joseph Michael 58 Metcalf St. W orking 6/2/47 G. A. R. 12 12/4/64 Age Frank Galardi 34 Lehigh St. Unknown 8/25/47 G. A. R. 12 2/23/65 Age Daniel Hargrave 9 Joseph Lane U. S. Navy 11/10/46 G. A. R. 12 2/15/65 Age Gail Thoruton 230 So. Welles St. Working 10/3/47 G. A. R. 12 11/17/64 Age Robert Dressier 28 Ralph St. Not Home 5/25/47 Coughlin 11 5/28/65 Age Joseph Borick 217 North River St. Not Home 4/10/46 Coughlin 10 4/12/65 Age 6/21/46 Coughlin 12 6/21/64 Age Name 4^ w t David Howells 29 Thompson St. Grade Date of Leaving Reason J Sandy Howell 14 Pelya Appointment 2/5/49 Coughlin 9 3/12/65 Work Thomas Kipiec 388 No. Main St. Appointment 3/3/48 Coughlin 10 5/28/65 Age Paul Wilk 227 Stucker Ave. Will come to Y OC Center 1/14/49 Coughlin 9 5/17/65 Age Michael Prenta 30 Lewis St. W orking 6/9/47 Coughlin 12 5/17/65 Age �I1 1 I X. ACADEMIC CREDIT Wilkes College made it possible for the participants to earn college credit for attending the three-week Institute. If a participant indicated that he desired college credit, additional readings and a final examination were assigned. Four evening sessions were scheduled with Miss Barbara Welliver, B. A. , M. A. , M. S. , instructor in the Sociology Department at Wilkes College and a staff member of the Children's Service Center in Wilkes-Barre. The Institute program will carry a value of three credits of undergraduate work listed in the Wilkes College Bulletin as Sociology 252-Fields of Social Work. The course is described in the following manner in the Catalogue: "A survey of the main problems of social work and of agencies and methods that have developed to cope with them. The nature and requirements of the different fields of social work. " I I Final Examination 1. The late President Kennedy in his inaugural address of 1961 stated, "Ask not what your country can do for you, ask what you can do for your I! country." Discuss this statement interms of the expanding institution of I Social Welfare. towards Social Welfare services? I I Does this statement concur with our present attitude How does it differ from our attitudes of the past? 2. Write a brief essay about the basic assumptions made by all social workers. Indicate what value these assumptions might have for you in your work ! with the Youth Opportunity Center. I I (44) �3. I I I The authors of your textbook, The Fields of Social Work, state: "Poverty is relative as to time and place. " In this context analyze poverty today in the United States. Make references to your Institute lectures, outside reading and class discussions. 4. Comment upon the existing types of social agencies, both voluntary and public, available in your community, of youthful problems. I I I What specific agency might be of the most help to the youths you describe. The distribution of grade s for those YOC participants who were enrolled in the course are found below: 4's 3's 2's 1's 0 3 8 8 1 0 Grade I I 4 I 2 1 0 Interpretation Outstanding Quality High Quality Acceptable Quality Below Average Quality Below Minimum for Credit 3 1 I 1 1 I! !! JL ) Describe two different situations (45) �J I I I Xi; APPRAISAL OF SENSITIVITY TRAINING BY DR. BERRIEN AND MR. THIS ' OF LEADERSHIP RESOURCES, INC. The Youth Opportunity center will be staffed by personnel faced with new demands because of a new role assigned to the Bureau of Employment Security. I I I I I I I I I This new organization (YOC) will have to make maximum use of productive human effort. Therefore, sensitivity training was offered during the first three days of the YOC Institute in order to bring to the participants modern know- ledge of human behavior. All the participants become involved in the dis- cussions, simulations, case studies, demonstrations, and self-analysis exercises with a .view to expanding and improving their personal effectiveness in inter-personal relationships. At the completion of the three-day program on sensitivity training, Mr. Welton Farrar interviewed both Dr. F. Kenneth Berrien and Mr. Leslie This to obtain their appraisal of the program. The interview comments with the two sensitivity trainers did enlighten the administrative staff in appraising the program. It is also interesting to note the implications re- fating to the selection of the participants. I I I II Is a So that the full impact of the interview can be understood, it is re­ produced in its entirety. (46) �WHAT IS YOUR OWN OPINION OF THE OBJECTIVES OF THE THREE DAYS? Our objectives were to develop in these people some sensitivity­ of their own values, points of view, and attitudes toward each other as well as toward the clients that they are going to deal with. WHAT TECHNIQUES DID YOU FIND APPROPRIATE TO USE WITH THESE PEOPLE? We used "S" groups --unstructured groups, but we found that as we went along the groups tended to become much more structured. "S" groups bring people together and they could discuss anything they wished. (Mr. Berrien) I tried to stay out of their discussion as much as possible-- I only tried to highlight those things which had learning implications. This is a disturbing situation for some people because they are made to react to the situation. With these people, however, it was necessary to move toward a more structured group. When you try to sensitize people toward working with people as an administrator, they must be made to realize that their relationship is always operating at two levels. have the problem, the task. On the one level, you While you are working on the task, the whole tone of the interview may be on an entirely different level of feeling. The applicant can feel non-belief, hostility, or many other emotions. (Mr. This) These people must be made sensitive to what they are commu- nicating at a feeling level. you. I can say I love you and it can come out I hate They must be made aware of what they are saying, how they are aay- ing it, and the feeling they transmit. portant. The tone of what is being said is im- For example, a person may be attacked or be encouraged. (47) You �are operating at the overt verbal level and also at the feeling level. is a very subtle thing. supervised. This These people had been used to working closely Role plays, case studies and films were especially useful. Also, we used exercises that we created on the spur of the moment. (Mr. Berrien) I would create a particular problem for them--some of the complex problems they would meet with their clients. I tried to test their skills in working in a helping relationship. HOW DO YOU FEEL ABOUT THE RECEPTIVITY OF THE GROUP IN GENERAL? The group as a whole was quite cold. quite cold. J Understanding-wise they were They seemed appreciative of what we had done, but we have had groups make much greater progress. There was a difference of what hap­ pened at the level of comprehension and at the level of feeling. WAS THERE ANY MAJOR DIFFERENCE BETWEEN THE YOUNGER AND OLDER PEOPLE IN THE GROUP? The youngest man was sharper than the rest in the feeling part of the relationships, The older ones were more quick to see what we were trying to get at but were not as quick to modify their behavior in favor of something new. This is quite natural as an older person is going to think twice before abandoning his old behavior in favor or new. WHAT ABOUT MORE RECENT GRADUATES? There was a young woman who came in and asked permission to try experiment with the group. She told the class that there were rumors (48) ■ �about the campus of poor behavior of the group members. She told them that someone in the school administration had complained to her. group then became openly hostile to me. (Mr. Berrien) The The class could not understand why someone would go to this girl and complain to her. She then revealed to the class what she was doing. This was an example of someone experiencing in the group and with the group. I doubt that some of the older people would have experimented with this, but this young woman was willing to try it. WHAT ARE THE IMPLICATIONS FOR THE WORK OF THESE PEOPLE WITH THE YOUNG DISADVANTAGED PEOPLE. WHAT WOULD BE YOUR PROG­ NOSIS OF THEIR ABILITY TO WORK WITH THIS PARTICULAR GROUP? (Mr. Berrien) I cannot help be somewhat pessimistic. I am particularly on earlier observations to which I have been exposed. surprised at the extremely high economic level of these people. are so very well dressed and economically well off. I base this The women I feel that you have to have people in contact with disadvantaged clients who are as close to their level as possible--and these people definitely are not. This three-day training period has had quite an impact on the people to things they were not aware of before. However, this three-day training period cannot bridge this gap between these people. I was impressed by the fact that these people are so educationally far removed from the clients they are going to deal with. I was amazed at the conference that we had in Washington that this was the generalization, and it was true from Los Angeles to Chicago--all across the country. I (49) The way to reach these people �is to have people working with them who are only just a little bit better than they are. For example, negroes working with negroes--but only . those who are not too far removed from the economic level of their clients. This is going to be a tough bridge to gap. WHAT ARE THE IMPLICATIONS FOR TRAINING OF PEOPLE WHO WILL BE MANNING THESE CENTERS. ASSUMING THAT THESE PEOPLE CAN WORK WITH THESE DISADVANTAGED YOUTH, WHAT SORT OF TRAINING COURSE OR WORK TRAINING WOULD BE MOST HELPFUL TO THEM? I can't answer that with any degree of confidence. (Mr. Berrien) DO YOU FEEL IT IS HOPELESS? I am thinking of some of the administrative U. S. E. S. people in this. These people have had experience dealing with claimants. Some of these counselors should be able to make the adjustment better. But my feeling is that the way they ought to approach these people is to work in abandoned stores in the slum neighborhoods, go in with dirty clothes, use rough tables and get in at their level. recruit any of them. I just don't believe they are going to be able to I haven't the slightest idea of what kind of training you can have to go out and bring people off the streets and into a modern, plush office. AM I CORRECT THAT YOU FEEL THAT THERE IS NO REAL BODY OF KNOWLEDGE THAT COULD BE PARTICULARLY HELPFUL TO COUNSELORS? The caseworkers and the people who have worked in neighborhood houses--these are the people that are going to be more effective than the U. S. E. S. people. They, in all probability, have this knowledge already. (50) �GENERALLY, IN: ATTITUDE,IS THE GROUP APPROACHING THE WORK AS WELL AS THEY COULD? There are two groups: some that have been assigned to this and assigned to this without any consultation, and then there are others that have volunteered to come into it. I I There is a feeling that the Youth Oppor- tunity Centers are getting the bottom of the barrel personnel. of course, deny this. There is considerable resistance to thinking of themselves in this way, and this is only natural. This is a challenge that I we have got to accept. I DO YOU FIND A CERTAIN AMOUNT OF CYNICISM? | ; ■ I I I I I They will, Not cynicism--it is a kind of mild enthusiasm, these are people who are "gung ho" or real eager to go. I can't say that I am contrast- ing this with another group in Washington. These people were enthusiastic and had felt that they had done a good job. They had a sense of having achieved something, and I don't see these people as having the same new- comer enthusiasm for a new venture. IT DOESN'T HAVE THE INITIAL ENTHUSIASM AS SOMETHING SUCH AS THE PEACE CORPS? No, it is not the same kind of enthusiasm. For the, this is just the beginning of the three week period, and I think it was a little surprising for them. (51) �XII. PRELIMINARY SUMMARY EVALUATION Each participant in the Institute answered specifically directed ques­ tions concerning the progress of the program at the conclusion of the first eight days. This interim evaluation was, therefore, based upon involvement with Dr. Berrien and Mr. This from Leadership Resources, Inc. The pur­ pose of this interim evaluation was to determine the goals of the program seen through the eyes of each participant and to measure the extent to which these participants felt that the goals were being achieved. There was wide diversity among those who participated in the Institute concerning Scope and Goals of the Program. Some felt that the primary pur­ pose to be attained was that of greater objective knowledge. Statements such as "Realization of social problems and available services" and "Preparing for counseling and interviewing youth from 16 to 22" might be placed in this category. Others, on the contrary, saw the program as one designed to bring about changes of attitude of the participants. "T|o be aware of self and others" and "To learn to understand youth and see the world from their eyes" --these are obviously statements of purpose, where the participant saw the primary goal of the program a fundamental change in the outlook of the participant rather then an increased amount of knowledge. Obviously, there was close to unanimity on the part of the participants regarding the extent to which the objecitves of the program were being achieved in their eyes. hand. All the answers were addressed concisely to the question at For example, some seemed to consider an appropriate answer in the (52) �terms of methodology, but the conclusion is valid and inescapable that at this point in the program the participants had a fairly clear perspective of objectives and a tentative conclusion that the objectives were being reached. In answering the question, How do these objectives compare with what you expected to gain from the Conference?--the participants were em- phatic in their indication that the program was offering as much as or more The response, "This Conference is more expan- than had been expected. sive than any previously attended, " or "Getting to the roots, " represents a response close to what the Institute had hoped for, and was also a response I which arose often in oral discussion. Those who participated in the program were asked to make tentative I I I I I I I J judgment concerning changes which they might recommend. Very few had anything concrete to offer on this score, although it was interesting that whereas one replied, "Three weeks seems too long, " another noted, Study such as this requires longer than a three-week-period. 11 In the area of organization and administration there was an obvious feeling amongst the group that field trips were cramped into too little time. Here again, while some commented unfavorably, "Rush, rush, rush, " others felt this very point favorable noting that "Scheduling is good because it moves at a rapid pace. II We can only conclude that the participants in an- swering the questions on training processes were in agreement concerning their high quality. When asked to rate the presentation of material by speakers as to .. its' being on too high: or too low ai.J.evel, the’, conclusion, was that the I iI I (53) �level of presentation was just about right. They found that the material being presented to them was correct and factual in an objective sense, al- though there was a healthy dissent with much of the orientation of the Chase Correctional Center. At the end of the eight-day program at the time of the first evaluation, participants felt obviously that in terms of objectives and procedures, the program was off to a good start. The tabulation and replies selected at random from the evaluation ques­ tionnaire follow to give an indication of the attitude of the participants. Scope and Goals of Program (1) What do you conceive now to be the objectives of this Conference? "To help people work with youth" ■ "To learn to understand youth and see the world from their eyes" "Broaden concepts of youth problems and techniques in solving" "To gain a perspective about all the problems that must be met in order to do the work to the best of my ability" "To be aware of self and others" "Preparation for counseling of youth in connection with YOC program" "To instruct us how to deal with youth'.' "How to recognize social errors and how to deal with them" "Knowledge of the 'whole youth' to prepare them for employability to become self-sustaining citizens. " "Preparing for interviewing and counseling youth from 16 to 22" "Sensitivity" "To have emphathy with clients we are going to work with. " "Communication and motivation'.' "Realization of social problems and available services" "To make us aware of the problems of youth and to utilize to the fullest extent all of our services in problem-solving" "Preparation for work with under-privileged youth" (54) �Scope and Goals of Program I I 1 I I I I f I I I I L I I I I I I I (2) In terms of your understanding of such objectives, do you feel that we are achieving them? No - 1 Yes - 32 " I think I can relate seemingly intangibles such as sensitivity to overall program. " " The program is geared toward making us aware of a special problem (the drop-out, the dis-advantaged youth) and showing us the failures and the successes. As we are a last resort for these youngsters, it is our duty to try every available means for reha­ bilitating them to the point of employability.. " "Methods in presentation of the various subjects are clear and un­ derstandable. " I! The course of study has pinpointed the most important subjects that we need to know. " Material covered pertains to the work at YOC. " The quality of the lecturers" If Through lectures and field trips, we are being presented material about youth and their problems. The program is sufficient" Becoming aware of the social problems and how to deal with them reasonably. " Definitely, due to the instructor knowing very well each subject assigned. " " By intensive lecturing" "We are being lectured on the level of being a social agency rather than an employment service. " (3) In terms of your objectives and beliefs do you think we are reaching them? No - 4 Yes - 29 "Learning and becoming aware of problems" "I feel that the training is valuable experience which will enable me to better understand how to help these youth. " "Excellent continuity and presentation" "Some phases of the program could be more specific, such as in motivation. Also, how various agencies have their roles in assis­ ting the YOC program. "The course of study has given me an insight into the various phases of the work that I will be doing at the youth center. " (55) �"All speakers and topics pertain to YOC work. " "You are giving actual illustrations of the under-privileged youth. " "By understanding better how agencies can help us and we can help them through discussions, etc. " "I have seen prisoners, young and old, children in all types of environment, and feel that each individual is worth trying to help not just a statistic. " "While we certainly need the background we're getting, I hope we will have more discussions such as those with Dr. Clarke. " "By visiting the different schools and seeing the manner that children are cared for, we can understand the importance of our job. " "We are being taught the theories of poverty and delinquency. Visiting institutions gave me a better insight into these causes and reasons why we should try to combat them. " "Too generalized" "I would like more specific knowledge of general methods used to solve some of youth's problems. " "Some phases of the program could be more specific, such as in motivation. " (4) How do these objectives compare with what you expected to gain from the Conference? "Favorably" "Very well" "This Conference is more expansive than any previously attended-getting to the roots" "Excellent" "Altogether different" "Knowledge and foresight to deal with youth" "Have received much more information and gained more knowledge than I expected for a short duration" "I expected’ more attention would be given to rules and procedures. " "I expected lectures in psychology and social science and if applied they should help in our job. " (5) If you feel our objectives should be changed in the light of your experience, what do you recommend as the changes that should be made? Give reasons. "The sensitivity program at first put all on the defensive --maybe this phase of the training should be in the middle or the end. " "Study such as this requires longer than a three-week period. " "There could be more training in the actual work operation of the office itself. " (56) �"I have found that most speakers do not know what group they are speaking to or what our objectives are. " "Three weeks seems too long" "I think the first three days of training should have been withheld until the last week of training, this would have given the 'S' group a period of time to become acquainted and consequently there would have been a friendlier atmosphere which is conducive to this type of training. " B. Organization, and Administration (1) Are the physical facilities adequate? No. - 4 Yes - 26 I I I I "They are adequate, but the lecture room is uncomfortable and the lavatory facilities in the dorm are too limited" "Men should be kept in dormitory for men and facilities for men. 1 "More bathrooms for women. " "Wall sockets for shaving--more showers" "No recreational facilities" "Parking closer to dorm. Better ventilated dorm facilities. " "Less smoke, more ventilation, less chill from air conditioning" "Better housing conditions. Choice of main course for meals. " (2) Should there be changes in scheduling which will improve the training? r lY e % - 3 No - 28 "Some of the programs entail a great deal of walking. Many of the people involved are older, not used to rushing and walking. " "Perhaps one day a week with no class in the morning, but one in the evening would break the schedule. " "Some thoughtito special study groups--reporting back to the main assembly group" "Scheduling is good because it moves at a rapid pace. " "More time should be given to field trips--should not have to rush, rush, rush. " "Well arranged. Everything running very smoothly." "Scheduling adequate. " (57) �1 B. Organization and Administration (3) What recommendations do you have for the improvement of the or­ ganization and administration of the Conference? "That more time be scheduled for field trips--that provision be made for some type of recreation over weekend. " "I feel that this group is too large to facilitate free discussion, but the organization is excellent. The program is extremely well planned and under competent direction. " "Could be compressed into less then three weeks" "Substitute more practical instruction in lieu of lecturing" "Excellent assistance from designated individuals of the College staff. " C. Training Processes (1) Do you find the material presented by speakers is at the right level; M t~o low a level; at too high a level? L Too low - 1 I I 8 i Just Right - 28 T oo high - 1 "All material is geared on a college level" On an average, many of the people involved had no prior education beyond secondary" "I fedl fhe communication is good, but in some cases the material is too general, and each lecturer is saying the same thing" "Some too low--only due to the wide range of previous experiences of the trainees" "Very well informed speakers" "Speaker goes in detail and answers all questions" "Some of us have not had previous college training" "Material needed for counselors quite different from that needed by interviewers. I'm not sure this is being met. " (2) Do you accept that which is being presented? Yes - 30 No - 1 | I ■ I "This is the thinking of educators and administrators of social work and reforms. " "I feel that the information is both valuable and valid. "All material is directly related to the job itself. " "The presentation has been primarily factual. " "I accept everything except the pre-war psychology existent at Chase Correctional Cehter (criminally deficient). " "I do not accept in full the view held by some of the administration of the institutions in the area. " (58) I �Training Processes (3) Do you feel that the Conference is preparing personnel for a position in the Youth Opportunity Program? No.- 2 Yes - 28 "It might be helpful to have some of the people involved in YOC programs already operating to share their techniques and experience." "Many of the personnel from this group are too old to adapt to a change to emphasis on youth. " "Very little training on actual operational procedure of centers. 11 "The problems are shown and discussion of remedial action is adequate. " "Clear, concise explanation--question and answer periods have made subjects clearer. Are you satisfied with the group designation of the Conference and the results being obtained? No - 2 Yes - 27 "All participants seem to be familiar with and have had further education (above high school). " "Some of the material is not being absorbed because of limited backgrounds and prejudice among members of the learning group." "The course has been adequately designed, the group receptive. " "By dividing the class in groups the students are more apt to join in the discussions. " What suggestions do you have for the Improvement of the Conference process ? I "The Employment Security interviewing and Counseling program might be given more attention. " "Shortening the time factor. Three days Sensitivity Training seemed too long. More compact arrangement of the program topics. Less field trips. " "At some point, I think there should be a division of group-counselors in one group and interviewers in another." "No suggestions--well satisfied" "The field trips help to bring into realistic focus the various prob­ lems faced by today's disadvantaged youth. " "I would enjoy seeing how specific problems are encountered and solved." (59) �"The Conference could have been completed in a two-week period, considering the caliber of the instructors and the intelligence. " "This should have been a six-week course. " "More moderator-panel type. " "I think more material for review should have been given out before the three week session. " "Smaller groups, younger people. " I I I I I (60) �1 1 XIII. FINAL SUMMARY EVALUATION ] The purposes of the final summary evaluation were (1) to provide I a comparison between the outlooks which prevailed at the end of the first week and those outlooks with which the participants left the training pro­ gram and (2) to determine with a maximum of validity the extent to which 1 I I the goals of the program had been met in the minds of the participants. .Only twenty-three trainees participated in the final evaluation; the remainder of the class had a conflict in that the final examination for those I | taking the program for credit was scheduled at the same time. A comparison of the two evaluations demonstrates that little change took place in the generally favorable evaluations between the first and ! third week. I IL There was some indication of increasing friction among the participants as the program moved toward its conclusion. These frictions demonstrated themselves in negative comments concerning housing, recrea- | i tional facilities, and requirements of evening attendance for those who sought I I I 8 ! college credit for the program. However, in the major areas the tentative evaluation conclusions maintained themselves in the final evaluations. In the final evaluations con­ cerning Scope and Goals of Program a much more unanimous consensus de­ veloped as the participants seemed to perceive more clearly what those who had organized the program were attempting to accomplish. 8 ! The participants saw more clearly the role that exposure to sensitivity training was intended (61) �1 1 1 1 1 1 I I I I I I 1 to accomplish and demonstrated a more clear concept of how their role inter-meshed with roles of other community and social agencies. One participant noted "I believe I was alerted to the many agencies and their services that can be utilized to fulfill our objectives. " Many felt that the heterogeneous composition of the group was a deterrent, apparently believing that wide extremes in professional and educational backgrounds made a common meeting group for training and discussion impossible. The statement, "I believe that the interviewers, counselors, and supervisors and managers should be trained separately, " is indicative of that judgement. In answering the question, Should there be changes in scheduling which will improve the training?, many of the responses failed to note the difference between taking a course for college credit and meeting the voca- tional needs of the trainees. There was no requirement, after all, that the course for academic credit be taken by'anybody. Therefore, the state- me nt, "I believe it was unfair of the Sociology Department to have scheduled evening classes and assign extra work for credit purposes, " fails to note the dichotomy, between the two phases of the program. I I I [ ! The Conference apparently exceeded the expectations of those in attendance as to content of materials presented. In a number of evaluations, members of the Wilkes College faculty were singled out for excellence of I 1 L presentation, Perhaps because of this excellence, some participants felt that elimination of representatives of agencies would have enhanced the over­ all program. I fl J (62) �1 The presence on the program of Dr. Eunice Clarke aroused favorable comment and led to one conclusion that perhaps more persons close to YOC work on the order of Dr. Clarke may have been in order. I 1 On the reasonable assumption that one hoped goal of the program 1 might be to stimulate enthusiasm for the job ahead, the responses to the question referring to this matter were most favorable. 1 1 I a II I I I noted, "It has aroused a feeling of great interest in me as a counselor. I feel challenged which I haven't felt for a long time. " One note of realism injected into the program was introduced by employer representatives who made it clear that business firms had reser- vations and misgivings concerning the program of youth opportunity work. These reservations and misgivings aroused a certain amount of consternation in the minds of participants who ought to have realized that the road ahead is not an easy one. The tabulation and replies sleeted at random from the evaluation questionnaire A. I I I ti follow to give an indication of the attitude of the participants. Scope and Goals of Program (1) I One participant What do you conceive the objectives of this Conference were? "To teach and prepare YOC personnel to adequately service youth and to become gainfully employed and self-sustaining citizens" "Self diagnosis; and application of training to new jobs to be performed" "To understand the backgrounds of disadvantaged youth; to sensitize new personnel to needs and desires of youth of today; to make us completely aware of employment situation in indus­ tries which employ youth" "To understand social behavior and problems" (63) �1 ] A. Scope and Goals of Program (2) ! "There should be a follow-up with enrollees as to developments as a result of this training" "The Institute in my opinion, was successful in training employ­ ment service people in the fields of social work, which is definitely necessary in YOC work" "I believe I was alerted to the many agencies and their services that can be utilized to fulfill our objectives" "Gained deeper insight into problems included in the poverty situation" I 1 I I (3) 1 I (4) I I I I ■ How do these objectives compare with what you expected to gain from this Conference? "Some subjects were above the median scope and some below, due to the wide range of education of participants" "I expected a somewhat different type of program from discussion with persons attending other conferences" I I I No - 2 "It was a refresher conference-course reemphasizing past learning in modern technology" "There was a need for individual and group expressions--possibly more work shop or work sessions" 1 L In terms of your objectives and beliefs do you think the Conference reached them? Yes - 21 I I In terms of understanding objectives do you feel that the Conference achieved them? (5) If you feel the objectives of the Conference should be changed in the light of your experience, what do you recommend aS the changes that should be made? "I feel that the Sensitivity Training could have been shorter. . " "Sensitivity program should be at the end of program" "I feel that interviewers, counselors, and supervisors and managers should be trained separately" "Not to have Institute conferences and credit courses run simul­ taneously or concurrently" "I feel the training could have been given adequate coverage in two weeks" ('64): �Organization and Administration (1) Were the physical facilities adequate? Yes 13 Suggestions for improvements. No - 9 "Individual rooms for enrollees" (2) Should there be changes in scheduling which will improve the training? Reasons. Yes - 12 No - 9 "Continuity of information not in sequence" "Field trips should allow more time in big institutions" "I feel the course in Sensitivity should have been given in the middle of the sessions" "Courses ran too long" "No night classes" "It is difficult to remain attentive during evening sessions" "I believe it was unfair of the Sociology Department to have scheduled evening classes and assign extra work for credit purposes" "Sensitivity at the end of sessions" "Feel that the sensitivity protion should be nearer the end of the planned Institute. " "Give a longer alloted period of time on field trips" "Evening classes can be eliminated" What recommendations do you have for the improvement of the or­ ganization and administration of the Conference? "Some agencies could have presented more forceful speakers" "The Conference was well-organized" Training Processes (1) Do you find the material presented by speakers was at the right level; at too low a level; at too high a level? Too low - 3 Just Right - 1 5 Too High - 3 "Most of the information was at a very high level" "College staff was terrific, very good as to material and pre­ sentation. Sensitivity training most unique and enlightening experience" '(65) �"Students ranged from high school to college" "College professors presentations were precise and direct" "Subject matter could have been expanded" "This was due to the various educational levels of those in attendance and no fault of the school planners" In terms of the content of the Conference lecturers how would you rate your assimilation in so far as your future application of the subject matter is concerned? Please expaih.' Above average - 9 Average - 14 Below Average - 0 "More group participation" "Although the speakers were good, they were talking more about theory and less about actual work experience." "More direction could have been given to the methods used in solving problems other then methods that have already been unsuccessful in other agencies. " "Very interesting and informational community working rela­ tionships" "I believe I will be able to be aware of just about all that other agencies have to offer and be able to use it. " "This Institute has brought many answers to my questions con­ cerning helping youth to help themselves. " How has the Conference prepared you to perform in the Youth Opportunity Program? "It has prepared me to have greater patience and intensified my knowledge in handling youth. " "Much more informed of community organizations with which we will work" More awareness of an individual and his needs" Better understanding as to how I can do my part as a counselor in preparing youth" "Given a better idea of factors that may be contributing to applic ant s' outlook s'' To the degrees of evaluating the Wilkes-Barre area" Are you satisfied with your experience in your particular sub-group and with the results obtained? Please explain. Yes - 19 No - 4 (66) �We needed more sub-group work" "I think Berrien permitted session to continue undirected too long" "Sensitivity training most advantageous" "It made me become more aware of people" "I failed to grasp the true purpose of the session" "Everyong found it hard to talk about themselves to fellow workers and strangers. We had been used to following dir ectcorders and rules and regulations. " "The sensitivity program should be scheduled later" Are you satisfied with the work of your particular committee? Please explain. Yes - 17 No - 6 "Offered new avenues of approach to many problems existant today" "There has been much talk since these sessions about onels in­ creased sensitivity" "We were able to function generally as one unit" Has the Conference met your expectations as to content of lectures presented? Please explain. Y’es - 20 - I No - 3 "Except in some cases it was repetitious of material" "I think we might have benefited from another lecture from someone close to YOC such as Dr. Clarke" II The subject of employers accepting these employable youths should be stressed" "Some excellent presentations--especially members of Wilkes College" "The professorial staff was unusually good. Many of the ex­ perts from agencies were not teachers or necessarily good lecturers." "Good overall coverage of pertinent material" "Caliber and presentations of Wilkes College professors excellent" "Elimination of agency representatives" Do you feel that the Conference was instrumental in clarifying your own feeling to yourself regarding the needs and the nature of the problems of the disadvantaged youth? Yes - 20 No - 2 (67.)) �I I I 1 I I I I I I I I I I I I "The lectures and field visits brought this sharply into focus" "Did gain information, but just elaborations of already realized problems" (8) Do you feel the Conference was instrumental in clarifying yout understanding regarding CAUSE trainees? Yes - 8 No - 15 "Little said about CAUSE" "No mention of CAUSE" "Nothing was said about CAUSE" "No mentioning at anytime about CAUSE program and its real purpose" "There was no discussion of the CAUSE program" Do you feel the Conference was instrumental in clarifying your own feelings regarding the job ahead? Yes - 21 No - 1 "I feel very enthusiastic regarding the future of this program" "It has aroused a feeling of great interest in me as a counselor. I feel challenged which I haven't felt for a long time" (10) What suggestions do you have for the improvement of the Con­ ference process? "More emphasis on counseling technique" "I believe the Conference participants should be of the same educational and employment status as then Ml materials could be given at the same level" "More directive toward the academic properties and theory, and practical solutions" "Do not allow Department heads of colleges to impose unreal­ istic class<schedules for night class" "Go into greater detail relative to industrial development in areas where YOC offices will be located, in order to reveal possible new industry, plant expansion, and plant location" "Shorter periods--local aspects could have been eliminated" "I feel that we did not get through to the employer representa­ tives of various industries. I think we need to educate the employer and clarify his outlook on our program" (68) �XIV. STAFF SUMMARY There is no doubt from the interest manifested by the participants that the three-week program attained the objectives. Favorable responses from the participants and the speakers on the general design of the program, the increased awareness of I I poverty in our society, and the initial improvement toward communication among all people committed to the welfare of disadvantaged youth, indicate that a new spirit of urgency will emerge from the program. By and large the staff feels that the participants were well motivated. It is the judgement of the staff that a clearer division should have been made between those trainees who took- the program for academic credit and those who did not. Such an identification would have permitted pre-institute orientation and pre- paration for this group. The designation of trainees could have been made on a more selective basis. In spite of the lack of interest on the part of some at the start of the program, most trainees showed every evidence of being innovative and creative by the close of the program. Many trainees, however, did express the feeling that the effectiveness of their learning will be stifled by the administrators. The success of the programs of the Youth Opportunity Centers will in large measure rest on startingly new approaches to old problems and imaginative ideas in I I dealing with disadvantaged youth, and not on statistical measures of productivity or standardized policy determinations. I (69) �XV. I I PARTICIPANTS Mrs. Phoebe Altizer 705 Benview Drive Charleston, West Virginia Anna M. Jennings 7200 Monticello Street Pittsburgh, Pennsylvania Libdrio S. Baccanari 165 1/2 Elizabeth Street Pittston, Pennsylvania Cecille M. Johnson 141 West 15th Avenue Homestead, Pennsylvania Margot F. Becker 230 Dan Drive Pittsburg 16, Pennsylvania Hope Johnson 736 Mencher Blvd. Johnstown, Pennsylvania Margaret Bokan 1424 Hillsdale Avenue Pittsburgh 16, Pennsylvania Robert M. Jordan 120 B Sycamore Drive Pittsburgh, Pennsylvania Mrs. Edna Boyles 2512 Highland Avenue Parkersburg, West Virginia Ruth Kline 210 East Horner Street Ebensburg, Pennsylvania Frank Christy 1406 Alabama Avenue Pittsburgh, Pennsylvania Cora Kopp R. D. ’#2 Edna L. Davis 4 Park Avenue Wilkes-Barre, Pennsylvania Marian Kovall 409 Belmont Street Johnstown, Pennsylvania Michael R. Dudas 266 46th Street Pittsburgh, Pennsylvania John V. McNealis 110 West Grand Street Nanticoke, Pennsylvania John Dunn 1519 Church Street Scranton, Pennsylvania Elizabeth G. MacKnight 575 South Franklin Street Wilkes-Barre, Pennsylvania Mrs. Virginia Faulkner 120 North Delaware Avenue Martinsburg, West Virginia May Maurath 4201 Willow Avenue Pittsburgh 34, Pennsylvania Joseph Geffert 174 Poplar Street Wilkes-Barre, Pennsylvania Elizabeth Meighan 131 Barney Street Wilkes-Barre, Pennsylvania Hols oppie, Pennsylvania (70) �1 Edmund J. O'Neill 7 2 Academy Street Wilkes-Barre, Pennsylvania George Pegg 515 Napoleon Street Johnstown, Pennsylvania I I Eileen D. Raden 5720 Forbes Street Pittsburgh, Pennsylvania Leo G. Rooney 172 Washington Avenue West Wyoming, Pennsylvania Mary J. Rozman 2316 Wells Drive Bethel Park, Pennsylvania Alex J. Rynkiewicz 327 Dana Street Wilkes-Barre, Pennsylvania Herbert C. Salac 3891 Ash Drive Allison Park, Pennsylvania Richard Stutzman 6117 Howe Street Pittsburgh, Pennsylvania John Truscello 126 Hudson Street Johnstown, Pennsylvania Stanley A. Zamerowski 9 Drummond Street Pittston, Pennsylvania I V (71) �XVI. READING MATERIAL LEADERSHIP RESOURCES, INC. The Helping Relationship and Feedback The Helping Relationship, David Jenkins The Leader Looks at the Consultative Process, Richard Beckhard The Leader Looks at Communication, Leslie E. This The Leader Looks at the Process of Change, Thomas R. Bennet II The Leader Looks at Individual Motivation, Paul C. Buchanan The Leader Looks at Group Effectiveness, Gordon L. Lippit and Edith Seashore I I Three Day Program of Sensitivity Training and Skill Practice How We Plan to Learn at This Conference Conditions for Learning The Johari Window Small Group Behavior I What to Observe in a Group Motivating People in Groups The Characteristics of a Helping Relationship (72) �VII. I I READING LIST 1. Erikson, Erik H. , The Challenge of Youth 2. Friedenberg, Edgar Z. , The Vanishing Adolescent 3. Goodman, Paul, Growing Up Absurd 4. Harrington, Michael, 5. Miller, Herman P. , Rich Man, Poor Man, Signet Book 6. Salsbury, Harrison E. , The Shook-up Generation 7. "The Nation, " June 7, 1965 Our Enemy at Home--Poverty 8. Text for Credit Earners 9. Fact Sheet on Trends in the Educational Attainment of Women, U. S. Department of Labor The Other America 10. Fact Sheet on Changing Pattern of Women's Lives, U.S. Department of Labor 11. Excerpts on Counseling and Guidance from the Report of the President's Commission on the Status of Women, U. S. Department of Labor 12. Background Facts on Women Workers in the United States, U. S. Depart­ ment of Labor 13. Women in Poverty, U. S. Department of Labor 14. Who are the Disadvantaged Girls 16-21 Years Old? of Labor 15. Establishment of Youth Opportunity Centers, U. S. Employment Service 16. Operational Guidelines--Youth Opportunity Centers, U. S. Employment Service 17. Facing the Facts About Women's Lives Today, U. S. Department of Labor 18. Trends in Educational Attainment of Women, U. S. Department of Labor 19. Careers for Women in Retailing, U. S. Department of Labor 20. Careers for Women as Technicians, U. S. Department of Labor P3) U. S. Department �I I I I 21. Women Telephone Workers, U. S. Department of Labor 22. Clerical Occupations for Women, 23. Federal Benefits for Veterans and Dependents, Veterans Administration Information Service 24. Information for Applicants for Special Educational Assistance, Veterans Administration Information Service 25. Educational Assistance for Sons and Daughters of Deceased or Disabled Fathers, Veterans Administration Information Service. 26. Negro Women Workers - I960, U. S. Department of Labor 27. Guidelines for Youth Opportunity Centers, U. S. Department of Labor 28. Colle?-~- Graduates - Join the Venture in Human Rescue, U. S. Department of Labor 29. Manpower Report of the President and A Report on Manpower Require ments, Resources, Utilization, and Training, U. S. Department of Labor 30. The Long-Range Demand for Scientific and Technical Personnel, National Science Foundation U. S. Department of Labor FILMS The School Dropout The Superfluous People I I I 78516 (74) I �XVIII. PROGRAM PROPOSAL for the support of "THE EMPLOYMENT SECURITY INSTITUTE ON MANAGEMENT AND OPERATION OF YOUTH OPPORTUNITY PROGRAM" Submitted by: Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Submitted to: Myer Freyman, Chief Branch of State Training and Executive Development Bureau of Employment Security U. S. Department of Labor Washington, D. C. Amount Requested: $14,105.00 Starting Date: July 11, 1965 Terminal Date: July 30, 1965 (7 5') �r I I I f 1i 4 n J I I ill, I II 1 ’ ! J 3 I -1 I ? - I 1 1H r ti J. ■ I I II ^raan jyjnoj s^/ifl I 111 STS TO00T ■ I I k—■ ■SUH' �fl ■' " 1 0 fl ] 0 ! ] ) ' i � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Report on Institute for Youth Opportunity Program, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/e2f55c4adab47871cb714b922e8054f5.pdf 687b41b87c50179ce944c9bb958da355 PDF Text Text V * ■ >. * ' ■■>4 H '/ ARCHIVES [ JJS15Tl jjL8W682;£ v. 4' w i d?65 yv-t c \ t /< > ? •?«! 1 �WAGES AND SALARIES IN LUZERNE COUNTY CITIES 6 C LIBRARY WILKES-BARRE PENNSYLVANIA 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �PAMPHLET BINDER I WAGES AND SALARIES IN LUZERNE COUNTY CITIES I JBKARY WILKES-BARRE PENNSYLVANIA 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �(jay lorJ ==£ archives _ PAMPHLET UNDER 7T6 L$ 1%^ WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compensation for services rendered remains a continuing problem for municipal governments. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in the four cities of the third class in Luzerne County, but to give the third class city officials a picture of pay rates for both elected offi­ cials and employees. The 1965 Wage and Salary Survey reports wage and salary data for both 1964 and 1965. The position categories used in the 1964 Survey were also used in the 1965 Survey. Because specific descriptions are not a part of this summary, local government officials should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. While the footnotes are of value when comparisons of compensation are made, it must be remembered that job descriptions do accompany the data. It is readily evident that Nanticoke granted no increases in 1965 and the Pittston salaries also remained at the 1964 level except in two instances. Both Hazleton and Wilkes-Barre granted selective increases to quite a number of employees. The Institute wishes to thank the City Clerks in all four cities in making this Survey possible. Hugo V. Mailey, Director Insitute of Municipal Government - 2 - 68252 �i. ’ IF! WAGES AND SALARIES THIRD CLASS CITIES LUZERNE COUNTY Hazleton 1964 Administrative & Elective $4, 220. 00 Asses sor 4, 759- 00 City Clerk 1,200.00 Controller 1, 200. 00 Councilman 1,800.00 Mayor 1,110.00 Planning Director 3, 720. 00 Solicitor Treasurer-Tax Collector 3 2,279.00 Nanticoke 1965 1964 Pittston 1965 1964 $4, 450. 00 $2,040.00 5, 400.00 2, 275. 00 1,200.00 1, 125. 00 1,200.00 1, 125. 00 1, 800.00 1,200.00 1 1, 310.00 2, 500.00 3, 920. 00 1,667.00 2,279.00 $2,040.00 2, 275. 00 1,125. 00 1, 125. 00 1,200.00 2, 500.00 1, 667.00 2, 790.00 4,000.00 $1 647.00 4, 500. 00 1, 000.00 1,000.00 1,500.00 Wilkes-Barre 1965 $ 647.00 4, 500. 00 1,000.00 1,000.00 1,500.00 1964 1965 2,790.00 4, 000. 00 $5,000.00 4, 900. 00 6, 000. CLO 6, 000.00 7,000.00 9, 750.00 5,700.00 8, 000. 00 $5, 200. 00 5, 000. 00 6,000.00 6,000.00 7,000.002 11,000.00 5, 700. 00 8,000.00 Clerical Secretary-Bookkeeper 3,300.00 3, 600. 00 2, 030. 00 2,030.00 3, 300. 00 2,600.00 3, 600. 00 3, 700. 00 Custodial Janitor 3, 520. 00 3, 820. 00 1,105. 00 1,105. 00 2, 436. 52 2, 436.52 2, 200. 00 2,900.00 4, 720. 00 5, 220. 00 1,735. 00 50. 00 1, 735. 00 50. 00 850.00 510.00 850.00 510.00 4, 656. 00 4, 656. 00 3, 375. 00 3, 375. 00 3,492.79 3, 492. 79 5, 5, 4, 3, 6,000.00 5,600. 00 4,800.00 3, 800. 00 4, 500. 00 4,700.00 4, 700. 00 Fire Chief Chief A sistant Captain Fireman'4 Lieutenant Inspector 3 982. 00 550. 00 600. 00 800. 00 to 4, 400.00 4, 500. 00 4, 500. 00 �I r Health & Inspection Health Officer Building Inspecto Recreation Recreation Director Parks Superintendent Police Chief Captain Lieutenant Sergeant Patrolman Public Works City Engineer Equipment Operator Laborer Mechanic Truck Driver $3, 800. 00 2, 660. 00 $3,800.00 3, 000. 00 $2,425.00 1,500.00 $2, 425. 00 1,500.00 1, 200.00 1.200.00 . 1, 125. 00 1, 125. 00 5, 200.00 5, 800.00 3, 825. 00 3, 825. 00 4, 500. 00 4,500.00 4, 520. 00 4, 315. 00 4, 043. 00 4,931.00 4, 831. 00° 4, 656. 007 3, 445. 00 3, 325. 00 3, 901.00 3, 577. 00 3, 493. 00 3, 901.00 3, 577.00 3, 493. 00 5, 000. 00 3, 000. 008 00 3, 438. 00 1.15/ hr. 1.15/hr. 3, 438. 00 1. 15/ hr 1.15/ hr. 3, 125. 00 1.15/ hr. 1,15/ hr. 6, 120. 00 1.92-2.10 1. 70/ hr. 2. 31/ hr. 6,720.00 2.07-2.25 1. 85/hr. 2. 46/ hr. 1.92/ hr. 2. 07/ hr. 3, 445. 00 3, 325. 00 1, 125. 1, 125. 00 3, 175. 3, 175. 00 . 30 1.10-1. — 10l. 10-1. 3, 125. 3, 125. 00 3, 125. 00 - 4 - 00 00 30 $1,800.00 $1,800.00 $4,730.00 5, 982. 00 $4, 730.00 6,000.00 3, 000. 005 3, 000. 00 5, 200.00 5, 200. 00 5, 982. 00 5, 000. 00 4, 800. 00 4, 600. 00 3, 800. 00 to 4, 400.00 6, 000. 00 5, 200. 00 5, 000. 00 4,800.00 3, 800. 00 to 4, 500.00 7, 200.00 7,200.00 1.50/hr. 9 1.50/ hr. 1. 35-1. 7011!. 40-1. 70 3, 600. 00 to 4, 000. 00 4, 800.00 4, 800. 00 1. 50/ hr. 1. 50-1. 70 �II CjaylorJ ■ PAMFMl FT llluncn FOOTNOTES 'The Planning Director is also the Zoning Administrator in Hazleton. ^The office is now vacant, but will be filled on May 1, 1965 at starting salary of $9, 600. 3 The City Treasurer, by virtue of his office, shall be the collector of the city taxes. The salary listed in the table includes both the city's share of his salary as tax collector and his salary as treasurer. 4The firemen are volunteer s in Hazleton, Nanticoke, and Pittston. Their salaries given in the table are for the fire truck drivers who are the only full-time, paid personnel in those three cities. c Total salary is $5, 750. 00, shared by the City and the School District. The $3, 000 figure is the City share. 6, This salary is for the Sergeant in charge of traffic. 7 8 This salary is for a Patrolman and Sergeant of the Desk, The City Engineer also performs the functions of the building inspec­ tor, and is paid a total salary of $3, 000 for these combined functions in Pittston. ^Includes roller operator, tractor operator, and flusher operator. 10Grade 1--$1. 30; Grade 2--$l. 10. 1'Unskilled--$1. 35; Semi-skilled--$l. 50; Skilled--$1. 70. 68252 - 5 - �1 ! maan 3931103 $3*1111 ffiTOTTOOOT ■■■III =r°r°!i MI _________ �(jay lord ■ — - PAMPHLET BINDER .— ■ I . - Syracuse, N. Y. ' 1 Stockton, Calif. I �F. -J. 5 4 J, • 'V ■ . ■ r • i';' i,, ■ » •Zr’’?\a ’1 .'Tf5JL.j ,v».« X’ • •- 'AS ?ir � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Cities, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/e837bbcd740d705d0697530bc0833eff.pdf 80f01f93de99ae06c21e726847a6b08c PDF Text Text I I 1 ■1 II I I 1 A FOR I I LD6049 . W4818 ill c ? I WILKES Wilkes-Barre, 'OHIVES it DEVELOPMENT PROGRAM COLLEGE Pennsylvania �if 11 r.crtlV LTKO49 W^-SI8 C.^ s c/i c ------------ ----- ‘ —j W ^VWWW*^ LIBRARY WILKES-BARRE PENNSYLVANIA to I fa I 6 I 11 I II I I I s I B I B I IB I I® I I I I E I I I I B I I I fl This report on the progress and plans of Wilkes College is a summary of comments and charts presented to a selected group of the College's friends at a Consultation Dinner held at the Center for the Performing Arts on November 10, 1965 Prepared by THE BOARD OF TRUSTEES Wilkes-Barre, Pennsylvania 1965 77426 �i fl i i fl fl I I Section I. 1 I [I I I I I fl ■ I I TABLE OF CONTENTS E fl fl fl fl fl fl fl fl fl fl s fl fl fl II. Page Introduction 1 Wilkes College Today 3 III. Wilkes College in the Years Ahead 14 IV. The 1966 Library Campaign 23 Appendix A. The New Library 28 B. Memorial Gift Opportunities 29 C. Gift Planning and Tax Information 30 �p r 9 J E E 19 I I 1 [ [ E 6 I I I I. INTRODUCTION Mr. Louis Shaffer Wilkes College continues to grow as a center of learning and a force in our community life. But like all colleges, Wilkes is feeling the pressures of our time. Last June, we had the largest graduating class in Wilkes' history--311 students, more than total College enrollment 20 years ago. Last September, 583 new students, the largest entering class in our history, began their college 1 careers. 1 This pattern is repeated throughout the country. ment is now well over 5 million--twice that of 1950. I U. S. college enroll- By 1975, it will pass 8 million. I I E i a 1 You are all familiar with the reasons behind the upsurge in higher education. The principal ones are: expanding population and the increased demand from business and government for college-trained people. I I Back in the thirties, when Wilkes was founded, only about 12% of our young people felt the need and desire to attend college, or had the means to do so. Today, nearly 40% of all high school graduates seek the advantages of higher education. ■ Here in Northeast Pennsylvania we have our own special reasons for » p I F a E a E building our supply of educated brainpower. decline, our economy has turned the corner. After years of discouraging We are attracting new industries, creating new jobs, tapping new social and cultural resources. �nn E t B D « c As an independent liberal arts college, with allegiance only to the £ I b b 2. community it serves, Wilkes has contributed substantially to this upturn in our regional life. Now more than ever its help is needed. To meet these mounting challenges, the Administration and Trustees have prepared a 10-year Development Program, aimed at strengthening the E plant and facilities of the College through planned, orderly growth. I I purpose of this report is to share our findings with you and invite your The thoughtful consideration of the College's needs at this point in its history. First, I thought we might draw up a sort of balance sheet on Wilkes College today--a review of its assets and liabilities, its achievements and B problems. Then we'll take a look at the Wilkes College of the future, as envisioned by the Adminstration and Trustees. Finally, we will present our plans for a new library--the first step in the long-range Development Program. L Lj 0 E I o u □ □ F F �i fi 3. p L r II. L WILKES COLLEGE TODAY Mr. Charles B. Waller [ Enrollment Growth [ r L Ji S s U J p I N I p i c 1955 1965 T 1750 D E N 02SO T s 7S0 see. 55 5S 57 58 59 w YEARS 61 62 63 64 65 One of the pleasures of working with a comparatively young institution is that you can see it grow before your eyes. rL I c ! L Many of us remember when Wilkes College consisted of a handful of students in a single rented building. We have watched it grow from the years of doubt into the years of promise and, now, the years of fulfillment. This chart traces full-time enrollment over the past ten years. As you can see, growth has been gradual but steady, reflecting the trends Lou I s il I LH I! Shaffer mentioned. present figure. We hope to stabilize enrollment somewhere around the Our objective is to keep Wilkes large enough to serve the needs of the community, yet small enough to preserve the personalized teach- ing that is the heart of a liberal arts college. �B 4. E [ E Growth in Selectivity STUDENTS 2500 2000 £ E I IS00 1000 SOO F 0 '5556 W 5FS8 '58'59 5960 6061 6162 '62'68 6364 6465 '65-'66 YEARS J I I The College has shown a marked increase in the quality of enrollment, too. As you can see by the spread between these curves, we are selecting our freshmen classes from a steadily growing number of applicants. Today, we enroll around 600 out of some 2200 who seek admission--a ratio of better than 3 1/2 to 1 in our favor. u This trend has had a healthy affect on academic standards. ! 0 Wilkes students test above average on College Board Examinations, over 50% of them come from the first fifth of their high school class, and over 89% from the 'I upper half. Of course, no one can predict exactly the shape of things to come. Wilkes has never turned down a qualified local student, and community needs I may dictate a further rise in enrollment. present high standards. However, we intend to maintain our ��r n ■G a •'G . P . p ir U c Lej [■= L■ !a •: r □ r n ■■ L L rL C �P L ! [p ■ [ < B B B L H �(r E 8. Serving the Community I! SUSQUEHANNA ! If^IlWAYNE SWOYERSVILLE FORTY FORT— KINGSTONPLYMOUTH— u I I I I L L Li CARBONDALE TUNKHANNOCK, J BLAKELY / .OLYPHANT / WYOMING / ( . 'DUNMORE / \ SCRANTON-^ PIKE . PITTSTON I > NANTICOKE* WkES-BARW^ | LUZERNE /XMONROE HAZLETON > /"^CARBON < / SCHUYLKILL In his Annual Report for 1955, Dr. Farley said, "The concept of community service is as much a responsibility of the College as the education ! I L of students. " This is still a guiding principle of Wilkes College. Let me cite just a few particulars: 1. Institute of Municipal Government. If you live or work in any of the communities pinpointed on this map of Northeastern Pennsylvania--and most of us do--you have probably felt the influence of the Institute of Municipal L Government, one of the services provided by Wilkes College. L Throughout Luzerne and Wyoming Counties, public officials have come to the Institute for U professional training in community renewal, budget handling, police manage- I ment, fire fighting, civil defense, and many other phases of local government, Li b H j R Since it started in 1951, the Institute has trained 1358 area officials. �F E 9. El I 1 In addition, the Institute staff--under the direction of Dr. Hugo Mailey and Philip Tuhy of the Wilkes Political Science Department--goes into the communities with studies and reports, consulting services, conferences and lectures on local problems. r1 I can't think of any better example of how a college can serve the communities that support it. 2. Labor-Management-Citizens Committee. If you are concerned with management-labor problems in any of the communities shown on the above map, you have probably benefited, directly or indirectly, from another College r [I service--the Labor-Management-Citizens Committee. Under Dr. Samuel Rosenberg, chairman of the Wilkes Commerce and Finance Department, the L committee brings together officials, personnel people, foremen and union I u I D L members of local industries and helps them to explore underlying issues and reach mutual understanding of their problems. how many strikes and walkouts this group might have prevented in the past 8 years. I L There's no way to tell But we know it has gone a long way toward changing the image of the Wyoming Valley as a troublesome labor area. 3. Economic Development Council. Still another business service pioneered by the College is the Economic Development Council, formerly the L L I L I L ' L s i B B B B I R Wilkes College Area Research Center. The Council is a service and fact- finding group that studies the strengths and weaknesses of our area and comes up with data which can be used by our Chambers of Commerce and industrial groups to rebuild the economy and revise the image of the region. As Jack Busby of Pennsylvania Power and Light pointed out in a recent speech, the Council is a focal point for planning and action on a regional, rather than just a local level. �in o tr !D F 10. Science Center. I mentioned earlier the importance of the new in 0 Cl cn Science Center in expanding the Wilkes curriculum. strong and growing community service. The Center is also a It is directly responsible for bringing to our area one of our major new industries--the Radio Corporation of 0 c America. RCA officials told us flatly in 1957 that they wouldn't locate in the Valley unless we could provide a center for graduate study in the sciences. cr I L L Q L [ p □ I I S' L s I) - E! 8 Ed I I The College is now conducting evening classes for a number of RCA engineers working toward their advanced degrees, and of course other industries have taken advantage of the facilities. �11. 10 Fine Arts Fiesta ATTENDANCE: 25 - 30,000 PARTICIPATION5 2,000 AIEA ORGANIZATIONS REPRESENTED: 35 u 13 Q. 0/ One college-related function that everybody enjoys is the Fine Arts Fiesta, now in its 11th year. 0 I a O Under the leadership of Miss Annette Evans, Wilkes trustee, the Fiesta provides a week-long program of music, art and drama each spring. These figures on last year's performances will give you an idea of how popular the Fiesta has become. With the enlarged facilities at the Center for the Performing Arts, the Fiesta will take on increased importance in the community's cultural life during the years to come. �ir L u 10 0 0 r, J I. E S 12. Community Activities •BENEFIT PERFORMANCES -WELFARE PLANNING COUNCIL -ORCHESTRA CONCERTS ’INDUSTRIAL FUND •CHORAL 6R0UP CONCERTS -OSTERHOUT LIBRARY BOARD •HOSPITAL BOARDS -SEWAGE COMMISSION “SERVICE CLUB BOARDS ’UNITED FUND DRIVES “CHAMBER OF COMMERCE‘SUSQUEHANNA RIVER BOARD AUTHORITY Here we have listed some of the other ways in which the College con­ & tributes to the cultural and social life of the community. For example, last year the Wilkes Drama Department, through its benefit performances, raised over $5, 000 for the Kiwanis program. .. the Wilkes-Barre Philharmonic & I grams. . .the Collegians Choral group, active throughout the years, appeared before 5, 000 people in two days. fe& Orchestra, organized by the College in 1951, put on a series of concert pro- I g Members of the College are represented on practically all of the com- munity's service and welfare organizations. They don't just attend meetings, they serve. For example, four College people are on hospital boards, and three are past or present service club presidents. Others hold responsible positions on: The Chamber of Commerce Board, The Welfare Planning Council, The In-, L I dustrial Fund Board, The Osterhout Library Board, Family Service Association. Still others are officers of: The Sewage Commission. Administration, faculty and students participate in our United Fund and other community-wide drives. L ! □ The Susquehanna River Basin Authority and �13. Financial Impact 1 F F 0 0 0 ! U F B COLLEGE PAYROLL OTHER COLLEGE SPENDING IN AREA H, 000,000 A YEAR H, 750,000 A YEAR COLLEGE CONSTRUCTION SPENDING BY 525 RESIDENT STUDENTS 4 5,000, 000 TO DME I 525,000 A YEAR ESTIMATED TOTAL DURING NEXT 10 YEARS 145,000,000 n L u Perhaps you never thought of a college as a source of cash income for d the community. Well, the above chart gives the story. These are good L' 0 figures to keep in mind when you hear someone complain that the College uses I I taxable property. I u Speaking of taxes, here's another point to keep in mind. Wilkes is a privately-supported college, which means tax savings for all of us. |S As you know, As closely as we can determine, it costs the taxpayers approximately $1, 000 per year to educate one student at a tax-supported, four-year institu- tion. By extension, we can say that if the 1400 Pennsylvania students now at Wilkes were attending one of the State's tax-supported schools, the additional cost to Pennsylvania taxpayers would exceed $1,400, 000. ... U u Li I I could go on listing ways in which the College contributes to the progress and well-being of Northeast Pennsylvania. But I think you can see how this institution has woven itself into the fabric of our community life. �14. WILKES COLLEGE IN THE YEARS AHEAD President Eugene S. Farley I i n I I? .1 Q If Each of the earlier Wilkes campaigns contributed to the growth of the College, and it is this past growth that necessitates this new campaign. Had we not grown we would not require a library that will seat 650 students and provide shelves for 300, 000 volumes. The current campaign is forced upon us by the vitality of an institution that has been dedicated to the development of its students and the cultural and economic improvement of our region. In the midst of our planning for this campaign I am reminded of the u first campaign conducted in 1937. i In that, Admiral and Mrs. Stark and Mrs. John Conyngham gave us Chase and Conyngham Halls. And their gifts were made so close together that I have never been sure which came first. As I L recall it, Dr. Marts advised Mr. McClintock of the gift of Conyngham Hall r I just about the time I advised him of the gift of Chase Hall. Since that initial effort of 1937 we have conducted many campaigns and 0! each has been successful because of the dedication and generosity of friends. Each has enabled the College to enlarge its services and each has led to un L enlarged responsibilities and to greater opportunities. I The cumulative effect of these campaigns has given the College assets L of approximately $12, 000, 000 and the rate of growth has steadily accelerated 1 so that in the past five years our assets have increased about $1, 000,000 annually. J J 0 J B As you visualize our beginning and our present healthy state you can easily understand why all of this appears as a miracle to those who have participated in every effort and in every plan. �t 15. [T Because each campaign has been concluded successfully there are some who may believe that the success of each was assured at its start. This was not so. D Each was undertaken with grave doubts but with strong conviction. It is with this same mixture of feelings that we enter this campaign. We are not sure of success, but we are convinced that what must be done, will be done. 0 c I D I I 0 8 y I C GI i L �Ef £T □ I o er~ ST El n o rr The Campus in 1965 RIVEr CT I 16. WILKES COLLEGE CAMPUS WEST n JrR u s G Q u E H A N N R V E ft WILKES ATHLETIC FACILITIES I ON WEST SIDE I H R E R L£: STREET f’l'fW'i >1 : 172j“ o o SOUTH FRANKLIN a*s 5 STREET o I �L 17. u The development of the College has been steady for a quarter of a century. It has not progressed according to any blueprint but has generally I advanced as opportunities have come to us. Originally we planned to confine our development to the first two blocks on South River Street with the second block extending over to South Franklin. About five years ago these plans were changed by action of the City D Planning Commission. They advised us that the first block was to be used for high rise apartments and that thereafter our development would center in the three-block area bounded by Ross Street, West River Street, South River Street, West Northampton Street, and South Franklin Street. This action of the City Planning Commission will increase the cost of [ campus development, but it offers greater opportunity for expansion than we had thought practicable before their own plan for zoning was adopted. L In consequence of this zoning plan, we have acquired the Wright Street area and already have purchased three or four buildings on South River Street and South Franklin Street within the same area. A dormitory on West River Street has also been purchased. U 0 I Within this area we are now constructing two major buildings. dormitory and dining hall are under construction and the Center for the Performing Arts has just been completed. bI Li U The �I i I 8 I I t IE 18. Long-range Development Program NEW LIBRARY DORMITORY 8 DINING HALL EXTENSION OF FINE NRTS CENTER ACQUISITION OF PROPERTIES FACULTY SALARIES FUND ENDOWMENT OF 10 SCHOLARSHIPS ENDOWMENT OF 2 PROFESSORIAL CHAIRS GENERAL ENDOWMENT LESS GOVERNMENT GRANTS & LOANS TOTM. I L □ 12,150,000 F 1,800, 000 s 850,000 I 250, 000 $ 200,000 $ 250,000 500,000 $2,000,000 >8,000,000 F2,4-05, 000 I *5,595,000 This chart lists plans and needs for the future, as recommended by the Administration and accepted by the Board of Trustees. I I Every item listed is essential to the continued growth of the College over the years. Admittedly, this is a long-range program, and the Trustees realize that it must be approached one step at a time over a period of at least a decade. D By far the most urgent need is a new library. Although listed here at $2, 150, 000 the actual amount to be raised is approximately $1, 500, 000 since 0 we have assurance of a $605, 000 Federal loan--if we can secure the balance. Because of the importance of the library as a keystone to the entire program, L 1 I I would like to go into this need in more detail. �I s 19. 5 Library Needs ILI i BOOKS 5 WE HAVE SPACE FOR 70,000 300,000 5 WE NEED SPACE FOR D SW AREAS J WE HAVE SPACE FOR 100 STUDENTS WE NEED SPACE FOR 600 STUDENTS 0 G (1 1 8 Hi For twenty years we have known that it would be necessary to acquire a fl new library. C ent college there was some question on the part of the evaluating committee as When we were first accredited in 1948 as a four-year independ- to whether our library would be adequate until 1958. fl L fl In 1958 the accrediting commission extended accreditation until 1968 because we assured them that the College would have a new library by that year. In the intervening years we have added approximately 50, 000 books to our collection and in so doing we have over-taxed the present library and have D reduced the seating space far below a minimum that is acceptable to the fl c II fl Middle States Association. Without a new library we cannot maintain our library services, and it is likely we will lose our accreditation. �I R 20. At the present time we are increasing the use of the library in spite of L U L very adverse conditions. We have now reached a point where it is impossible to place new books in Kirby Hall without removing a book. We have ac- complished this by moving the science library to our new Graduate Center. To provide for our present rate of growth a new library is essential; to provide for the accelerated growth that is anticipated, a large new library is mandatory. As is indicated in the above chart we have space for only 70, 000 □ UI volumes whereas we should provide space for 300, 000. G E G n| C c ! LE oJ Li i u D a L G L E ■ only 100 students whereas we should have seats for 600. We have seats for �2 a 21. S ,E A comparison of library collections BOOKS PERIODICALS 171,600 128,97 1 110,000 110,000 79,481 79,633 78,460 77, 000 62,900 997 680 650 500 476 558 560 450 430 0 0 Fl F&M 0 DICKINSON GETTYSBURG G MOHLEHBERG 0 G E E MBWOT SCRANTON LEBANON VALLEY UPSALA This chart lists the books and periodicals in colleges that were E comparable in size when these statistics were gathered. I our collection is smaller than the collections of these older institutions. You will note that I suspect our collection is as up-to-date as is the collection listed 1 UJ The size of their collections indicates the inevitable L growth that lies ahead. L since these statistics were reported. E IL L L □ L for these colleges. In fact, Wilkes has added more than 15, 000 volumes �s 22. s & f The Campus in the Year 2000 £ a el £ G E E E To conclude this part of the presentation, here is a view of the Wilkes Campus as it may be in the year 2000. If properly planned it will be a lovely campus and it will provide opportunities for sound growth. Li college enrollments of the nation continue to double every ten years--this E campus will not be excessive. u economic developments in Northeastern. Pennsylvania our projections may even prove to be too modest. [R E hi E 1 IJ If, as has been the case for two decades, the 1 In the light of our past growth and. recent �r 0 0 li r 23. D. 0 f 5 1 z Z L Z 11 THE 1966 LIBRARY CAMPAIGN Mr. Charles H. Miner, Jr. Community Response WILKES SCORE DO THEY APPROVE WILKES COLLEGE ? 99% DO THEY APPROVE A FUND-RAISING PROGRAM? 94% WILL THEY GIVE IN SUCH A PROGRAM? 97% WILL THEY WORK IN SUCH A PROGRAM? 80% I SOURCE: z [■ 80% 80% 75% 60% MARTS & LUNDY SURVEY, 1965 We have seen the Wilkes College of today and caught of glimpse of what the College may hopefully become in the years ahead. 1 PAR Now we face the task of setting a realistic goal for the 1965-66 capital funds campaign, so that the Development Program may go forward. The Trustees felt this was not a decision for them to make arbitrarily. L J To succeed, any sizeable campaign must have the enthusiastic endorsement of the College's friends throughout the community. So the first question we asked ourselves was: how do the people of this area feel about Wilkes College today ? fl �If r L 1 1 24. We were much encouraged by a survey conducted by our fund- raising ] counsel, Marts & Lundy. j e Their representative interviewed 81 business and civic leaders--people who are familiar with the progress and aspirations of Wilkes College. The above chart gives the results of that survey. ("Par" represents the average for several hundred other colleges. ) E .1 E E [ There seems no doubt that the College does enjoy the support of its friends. Marts & Lundy found that many of the community leaders shared our belief that the library was the number one priority in the Development Program. "Wilkes must have a first-class library" appears over and over in the inter­ view form. I'I Accordingly, the Campaign Committee has recommended a goal of $1, 500, 000--the amount necessary to complete the library--as a logical first step in carrying out the long-range Development Program. I | fl fl L .0 fl I fl U I | The next question we had to ask was: what kind of giving is required to raise this amount ? �25. r A Pattern For Giving According to fund-raising experts, a certain pattern of gift sizes emerges from almost every successful campaign. Adjusting these percent- ages to a goal of $1, 500, 000 we get the scale of giving which would seem to be a prerequisite for success. [ E In the Range of No. Gifts Required i 9 I li Total of Subscriptions $50, 000 up $ 725,000 44 5, 000 - $50, 000 455,000 110 1, 000 - $ 5, 000 185,000 $1,365,000 Hundreds of gifts of less than $1, 000 each un i 135,000 $1,500,000 You will notice that a small number of gifts in the upper ranges I u F E account for well over half of the total required. or wishful thinking. This is not random guessing It is simply a fact of life about raising funds for a capital campaign of this size, based on experience at hundreds of other institutions with similar needs. The leadership must come from people of financial stature who are able and willing to step forward and make the kind I of substantial gifts that will assure success. ■1 fl 11 This, then, is our challenge. �26. THE NEED FOR A NEW LIBRARY Miss Annette Evans I should like to speak to you briefly and from the heart. this college when its library was practically non-existent. I knew And when it acquired the Kirby House with room for adequate books and space for student study, the future of its outgrowing seemed as along away as the next century. I have watched that space for study shrink--and shrink. I have seen the very stairs lined with books. And I am reminded of the remark of the U. S. Commissioner of Education, Frances Keppel--"Education is too important to be left to the Educators. " In other words, education is so vital to our progress that it must be the concern of every responsible citizen. �! n D E E E 27. Here in our Valley where our economic survival was at stake for so long, we feel this concern very keenly. Wilkes College is very much a part of the forward thrust that is bringing our community back to the prominence and prosperity it once enjoyed. In helping Wilkes to move ahead, we know we are helping ourselves. i I There is no question but that we must have a new library. You don't have to be bookish to know that no civilization is protected without the stored record of its achievements--yes--and its failures. those--they offset the excesses of power. For we learn much from All nations have tried to keep records--if only on the stellae, the stone slabs of the Mayans, the hieroglyphs I I of the Egyptians, the papyrus of the ancients and the vellum of the monasteries. With the invention of printing the business of books as we know them began. We also know how many books per student a college library should have to keep abreast of our expanding times. s For as our times expand, so must our facilities. We have the laboratories--both in the physical sciences and the fine arts. Now we must build a library that will take its rightful place beside them. 0 n fl I 1 fl 1E Ji A library is a collection of books, but it is also a place to house them. The one must be worthy of the other. it is a center of learning. mind and spirit. For a library is the heart of a college, It is the storehouse from which good comes for the Some books are dull, how dull, but how many are guide-posts, illuminators--shedding light. This we are asked to help provide for the young, and eager, we who are older. This is our mission, if you will, to the young and the future, our best endeavor. Let us pledge it to this lofty enterprise. �I.t~n .',4= [I ■——3 APPENDIX A: O"W! SKETCH OF NEW LIBRARY (TZ3 H^l IK-1 HZ3 Lit-----1 [F-1 UKSS 0SP3 EE3 E5=yi p-11 8=3 28. ES3I �i 2 29. a a r L E 0 0 P U 0 I 0 ! Fl . I APPENDIX B: MEMORIAL GIFT OPPORTUNITIES Total Pledge To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name the Library a floor Entrance and Lobby Central Readers' Service Lobby Periodicals Area Department Collections Reference Area Historical Collections Room Reserved Books Area Rare Book Room Circulation Desk (and area) Special Collections Room Smoking and After Hours Study Room Cataloging Department Area Audio-Visual Auditorium Archives Room Browsing Room Research Area Staff Lounge Closed Stacks Area Faculty Study Room Conference Room (large) Technical Process Room Public Catalog Area Music Listening Room Seminar Rooms (2) each Microfilm Room Group Study Rooms (4) each Exhibit Areas (4) each the Librarian's Office Sets of Study Tables (20) each Faculty Research Cubicles (6) each Faculty Study Carrels (10) each Stacks (83) each Individual Study Carrels (100) each $1,000,000 400,000 150,000 100, 000 100, 000 100,000 75,000 75,000 75,000 50, 000 50, 000 50,000 50, 000 30,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 20,000 20,000 15,000 15,000 10, 000 10, 000 10, 000 5, 000 3, 000 2, 500 2, 500 1, 500 Three Annual Payments of $333,333 166,666 50, 000 33,333 33,333 33,333 25,000 25,000 25,000 16,666 16,666 16,666 16, 666 10,000 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 6, 666 6, 666 5, 000 5, 000 3, 333 3, 333 3, 333 1,666 1, 000 833 833 500 �30. APPENDIX C: GIFT PLANNING AND TAX INFORMATION The Board urges all contributors of substantial gifts in this program to check carefully with their legal counsel and tax advisors to determine the most advantageous method of making a gift. If a donor wishes, the Trustees will be pleased to make available suggested procedures from the College's own attorneys. The Trustees have set a three-year period as a general standard for pledges, but will be happy to work out with the donor whatever method of payment will be most convenient to him. The Trustees will also be glad to provide detailed information I« con- rning such methods of giving as short-term trusts, stocks, bonds and real property, revocable and irrevocable trusts, corporate participation, and life income and estate planning. Ll | G I? n D I 0 r 13 I G i Donors who wish the College to provide such information should get in touch with the Development Office or notify the President or any member of the Board of Trustees. �____________________.. ■ 31. Admiral Harold R. Stark, Honorary Chairman SPONSORS COMMITTEE Paul Bedford Jack Busby Walter Carpenter Mrs. William H. Conyngham Robert V. Croker, Jr. Mrs. Franck G. Darte Alfred Eisenpries Rulison Evans Honorable Daniel J. Flood Frank E. Hemelright Honorable Benjamin R. Jones Allan P. Kirby Clifford Lane Reuben H. Levy Arnaud C. Marts Honorable Frank L. Pinola Andrew J. Sordoni, Jr. Aaron Weiss EXECUTIVE COMMITTEE Louis Shaffer, Chairman Frank W. Anderson Benjamin Badman, Jr. William L. Conyngham John H. Doran Miss Annette Evans Eugene S. Farley Thomas H. Kiley Reuben H. Levy Charles H. Miner, Jr. James J. O'Malley Edmund Poggi Eugene Roth Frear H. Scovell Charles B. Waller Samuel M. Wolfe, Jr. STEERING COMMITTEE David M. Baltimore Tom A. Bigler Noel Caverly Joseph Collis J. Muir Crosby Alexander W. Dick Mrs. Eberhard L. Faber John B. Farr Russell E. Gardner Thomas E. Heffernan Raymond Hodgson Dr. Robert M. Kerr Dr. Joseph J. Kocyan Miss Mary R. Koons Louis Maslow Joseph Murphy Arthur J. Podesta Joseph J. Savitz Parker T. Valentine Oscar Weissman 77426 �1DDD1L0234 WILKES COLLEGE LIBRARY 3 ,1 3 I j 01 i P D1 5 D1 I J I E I 1 fl E � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource A Development Program for Wilkes College, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/01bfb682a644bb22c3ad88956af59d0b.pdf ab28193396099085e62d28b678c0938b PDF Text Text ■ /■- ‘k $,■ ;» I . ■ • V ■ ■ . ■ .... . ■ �•“"■“■MUUHMIUUIUIHHUWMIUJUB I. WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS I 1 I 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania l l ------------------- 1; i -A'H'Mnso^S ■ '®ui'souq auoiAva ‘ t M umrapuan ! aaoNio i ; �337-^7 I l%5 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. The boroughs in Luzerne County are grouped g according to their I960 populations. Each borough is listed alphabetically z inl one of the five population groupings. Because specific job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be careful in making comparisons in pay scales. Public officials should keep ' in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. The footnotes at the end of the data are helpful in under­ standing the compensation paid by boroughs. It is not the purpose of this summary to pass judgment on existing municipal proctices in setting wage and salary rates in Luzerne County boroughs, nor to establish standards for compensation payments. It is merely an attempt to give the officials of the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government In •a fl r 71233 �—--———iimMMMiunBUJiiuuijjiiii elected officials Mayor Auditor Controller Councilman 2 Boroughs Over 10,000 Kingston Plymouth $2,400 1, 980 $1,200 300 $ 900 3 1, 320 Tax Collector 1% $1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort F re eland Luzerne Swoyer sville West Hazleton West Pittston 700 700 600 800 480 900 700 600 300 600 780 360 300 450 550 700 360 360 300 120 180 300 300 150 150 2, 040 110 375 3 140 250 150 5% 5% 2% 1, 150 3% 5% 1, 000 2% Boroughs 2,500 to 5,000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 180 100 25 50 150 750 240 100 2% 5% 5% 5% 1, 000 3, 000 5% 3% Boroughs 1,000 to 2, 500 C onyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 180 240 240 200 180 180 240 200 25 150 150 3 200 75 2% 2% 3% 5% 5% 3 1/2% 500 Boroughs under 1,000 Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 144 24 60 45 125 2 90 200 100 60 120 60 - 2 - 20 6 12 108 50 75 75 20 5% 5% 5% . 475 5% 258 400 155 I 1 ii �■-umumunramnuijuni mi mi general administration Secretary Treasurer Health Officer Building Inspector $1,792 218 $4,405 300 Janitor Boroughs Over 10,000 Kingston Plymouth $5,100 2, 600 5 $3,385 1, 200 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 200 1, 500 1, 376 1, 200 1, 200 1, 200 1, 500 1, 500 960 300 200 600 120 600 420 150 1, 800 2,700 720 480 1, 200 840 600 780 327 200 250 480 300 600 480 720 150 200 State State 600 State State State State 300 2, 600 480 1,764 2. 400 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming State State State State State State State State 50 300 200 600 480 420 300 200 3,1007 1, 200 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven State State 120 State 25 State 180 50 480 720 240 1, 200 BoroUghs Under 1,000 5 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 390 100 75 225 60 150 360 75 100 45 2% 50 2% 180 2% - 3 - State 30 State State State State 120 State 100 540 �PROFESSIONAL SERVICES Engineer 9 Solicitor Boroughs Over 10,000 Kingston Plymouth $4,674 400 Boroughs 5,000 to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 000 600 3, 300 1, 200 20?1 1, 800 $2,434 2, 270 1, 000 600 1, 245 1, 100 1, 200 1, 200 1, 000 1, 000 Boroughs 2,500 to 5, 000 I Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 1, 000 900 300 350 1, 500 1, 120 500 720 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 100 100 400 600 125 500 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 300 50 50 100 50 300 150 - 4 - �"““““UMIMIMJLIBlBlJlIflEIllflffllllJIW public works Street Commissioner Equipment Operator. Laborer Boroughs Over 10,000 Kingston Plymouth Mechanic Truck Driver $3,67412 $3,385 1. 35/hr. 4, 082 $4,080 $3,385 1. 35/hr. Boroughs 5, 000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 150 4, 630 3, 18013 1.35/hr. 3, 352 4, 200 .85/hr. 1. 25/hr.' 1.46/hr. 1. 35/hr;.1.00/hr. 3, 352 1. 60/hr. 1. 40/hr. 1.35/hr. 2, 315 I.' 25/hr. 1. 46/hr. Il35/hr. 3, 352 1. 60/hr, 1. 40/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 900 1, 85/hr. . 1. 25/hr, 3, 260 1. 25/hr. 3, 150 1.30/hr. 2,700 1.60/hr, 1. 00/hr. 1. 15/hr. 1. 00/hr. 1.00/hr. 1. 05/hr.' L30/hr. 1. 30/hr. 2, 900 1. 60/hr. 1. 25/hr. 1. 15/hr. 1. 00/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 060 3, 060 1. 25/hr. 1. 00/hr. 1.00/hr. 1. 50/hr. 1. 35/hr. 1. 00/hr. 1.50/hr. '3,520 1. 00/hr. 1. 50/hr. .3, 520 •_ Boroughs Under 1,000 .90/hr. Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 1.25/hr. 1.00/hr. 1. 00/hr. 5. 00/dly. - 5— 1. 20/hr. 1.25/hr. 6. 50/dly I �POLICE Police Chief Sergeant Boroughs Over 10,000 Kingston Plymouth $5,372 4,262 3, 863 Boroughs 5,OOP to 10,OOP Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 910 3, 900 4, 101 4, 000 3,18014 3, 600 4, 550 3, 912 2,712 4, 524 3,750 3, 600 360 3, 320 3, 140 3, 100 3, 100 4, 004 3,450 3,600 15 240 3, 060 3,276 3, 828 Patrolman $3, 849 3, 624 3, 600 3, 771 3, 500 3, 000 ,, 504 16 3. 985 3, 768 Boroughs 2,500 to 5, OOP Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 3,000 15 3, 918 1. 60/hr. 240 3, 200 2,620 . 720 . 95/hr Boroughs 1,OOP to 2, 500 Conyngham Hughestown' Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 840 200 4, 000 420 3, 000 2, 160 3, 280 150 100 l?15/hr. 180 1, 200 2, 160 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 600 12 60 250 ., 2541, 000 40 r 6 - 360 15 60 225 140 60 15 / shift 35 �""•uwimimmiiunuugiininiiiii Fire Chief Assistant Fire Chief Boroughs Over 10,OOP Kingston Plymouth $5,059 100 $ 612 Boroughs 5,OOP to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston -120 150 2.75/hr. 300 Paid Fire Truck Drivers $3,380 3, 624 75 3, 200 3,771 17 3, 200 17 240 250 •456 150 300 2, 900 Boroughs 2, 500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 000 18 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuang ola Warrior Run Yatesville 96 420 1,96819 �iMwiniMunn footnotes Compensation for Mayor on a population basis is set forth in Section 1024 of the Borough Code. Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. CPA Daily rate j 5 6 Are handled through local banks. Plus living quarters Fire driver and custodian Receives free living quarters In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. 10 11 12 13 In almost all instances the Solicitor receives additional compensation beyond the retainer indicated in this survey. Daily Street Commissioner is classified as Assistant Street Engineer. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3, 120. 14 In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15 The Sergeant is classified as Assistant Police Chief. 16 Police are employed on a part-time basis. 17 The paid fire truck drivers have other jobs. 18 Plus $1. 00 an hour as a police officer, in addition to rent, light, and heat. 19 Plus living quarters. �I i SPEEDY binder ; : j OcssfiMlurWto 1 . GAYLORD BROS. Inc. 1 Syraeucn, N.Y. I ; Slcclrton, Calif. I luooiboia? WILKESCOLLEGE LIBRARY . t �H » � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/981025618a7a78f178ed8c5aa1b9b414.pdf ea0d9a374037d91d674019f9a26ddfd9 PDF Text Text ACADEMIC CALENDARS IN PENNSYLVANIA COLLEGES AND UNIVERSITIES ARCHIVES LB2361 !CWPV2j Wilkes College Wilkes-Barre, Pennsylvania �I I I I r I IS 10 A CA DEMI C CALENDARS IN Izi PENNSYLVANIA COLLEGES AND UNIVERSITIES In I in I lL I I I I n r r 19 6 6 I Wilkes College Wilkes-Barre, Pennsylvania 1 �U £>£ 6/ Jl 0 1.1 ACKNOWLEDGMENTS The Calendar Committee at Wilkes College wishes to thank those officials who furnished data on their academic calendars. assistance this survey would not have been possible. Without their The cooperation of the 87 institutions of higher education in Pennsylvania--univer sities, liberal arts colleges, state colleges, professional schools, and junior colleges--is greatly appreciated. The Calendar Committee is indebted to the Wilkes College InstiI tute of Municipal Government for preparing and mailing the question­ I L naire and tabulating the results. Questions with regard to any phase of this survey are welcome. Copies of the survey may be secured upon request. Li is Hugo V. Mailey, Chairman Calendar Committee I I 74318 �< J TABLE OF CONTENTS i s l I 1. Introduction 1 2. Length of Semester 4 3. Registr ation. 9 I 4. Instruction Week, 11 a 5. Length of the Class Period. 12 6. Vacation Policy. 13 7. Reading Period 17 1 I - i 8. Length of Course Examination 1 a 19 9. Final Examination Period. 20 (- 10. Time Interval Between Semesters 22 11. Baccalaureate and Commencement. 24 Summary 26 I J Appendix A--Colleges and Universities Responding Appendix B--Questionnaire on College Calendars LJ Appendix C--Guidelines Used in Calendar Making at Wilkes College J L �!'d F i. I INTRODUCTION ‘1 .. s The preparation of a college calendar may seem to be a simple matter. Although there may be substantial agreement among immediate colleagues and associates, there are diversified opinions in colleges I 8 6 regarding calendar construction or modification. Unfortunately, those who propose ideal calendars too frequently consider the effect upon the individual or minority, rather than the effect on the entire institution population. 'J I The history of college calendars goes back to Harvard, which used a four-term system. Terms were of unequal lengths and were separated by vacations of unequal lengths. The three-term systembecame £ 8 popular during the latter part of the last century. The quarter system, originating at the University of Chicago, had its greatest impetus during 1 World War I. The trimester plan (a misnomer) of sixteen weeks each I came into vogue during World War II. 1 11 s IS I 3 The two-semester plan was first initiated by the University of Michigan in 1856, resulting from the decline of students teaching during the winter months, a desire to equalize semesters, and the influence of German education philosophy. The mo st commonly used method of calendar making today among U. S. colleges and universities is the semester plan. Some of the fea­ tures of the early college calendars, such as recesses and other acti­ vities, are not even mentioned. It is probably safe to say that the elapsed time from the start of the semester to commencement ranged from 37 to 39 weeks. J �a 6 Q Q Today colleges are meeting many unprecedented problems. established patterns are undergoing a change. Old Wilkes is still a new­ comer on the American college scene. As a part of Bucknell University, ’3 many of its problems were those of the parent institution. When it be- came a separate, independent college, it was confronted with new and dJ I ffl m difficult decisions. One of these decisions was the adoption of a calendar policy. This included a careful consideration of the fact that its students fre- quently were required to finance part of their education by working while I still carrying a full academic load. n Vacation periods frequently provi- ded work opportunities sorely needed by these students. In these early years there was much trial and error and little continuity in calendar I making from year to year. 'D '■1 g ii 1 The fact that the faculty, department heads, and the Administrative Council participated in calendar making only created multiple conflicts. Recognizing the problems involved in establishing a calendar for the school year, the faculty in the fall of 1951 moved for the creation of a special committee to study the calendar. The committee ex- a amined all previous motions and adoptions in order to establish a policy J motions recorded in the minutes of the meetings of the faculty, the Ad­ a ministrative Council, and the department chairmen, and the less signifi- regarding the college calendar. But because of the many conflicting cant revisions made from year to year, it was necessary for the com- mittee to begin anew. - 2 - ��2. LENGTH OF SEMESTER Analysis was made of the replies from the questionnaires re- D i fl garding the length of the semester. It should be noted that institutions reporting are of various sizes in terms of student enrollment and are located in different parts of the State. No particular groupings as to size of institutions are made for the data on the length of the semester. I The following specific aspects of the data on this phase of the calendar are significant: I 3n i a J 1 li inclusion or exclusion of registration; inclu- sion or exclusion of final examination period; State law; the resumption of classes after Christmas; and the three- or four-term academic year.. A consideration of the length of the semester without considera- tion of the inclusion of a registration period and/or the final examination period would create the false impression that more days are designated for teaching than are actually utilized. a The table which follows shows the frequency with which thevarious semester lengths appeared together with the frequency of occur- rences of inclusion of registration days and final examination days; h | ■ - 4 - J �n n I Length Of Semester Frequency Of Occurrence ' Registration Included Final Exam Period Included 10 weeks (trimester) 12 weeks (quarter) 14 weeks 2 i i 2 2 2 5 2 0 14 1/2 weeks 1 0 0 13 - First 15 - Second 1 0 0 J 16 - First 15 - Second 1 0 0 I 15 weeks 22 6 8 16 weeks 20 10 17 16 1/2 weeks 1 1 1 16 - 17 weeks 1 0 i 17 weeks 5 1 1 15 to 18 weeks 1 1 1 17 - 18 weeks 1 1 1 12 11 11 90 days 6 5 5 83 days - First 87 days - Second 2 0 0 73 days - First 75 days - Second 1 1 1 67 days - First 72 days - Second 1 0 0 86 days - First 88 days - Second 1 0 0 5 months 1 1 1 i i J in J J J 18 weeks - 5 - �1 1 The most commonly used length of the semester among Pennsyl- 1 ( vania colleges is 15 weeks of classes. Of the 22 colleges that use a 15- a week semester, 6 include registration and 8 include the final examination a period. 1 Sylvania colleges is the 16-week semester, which 20 institutions have a in practice. The second most commonly adopted semester length among Penn- Of the 20, 10 include registration and 17 include the final examination period. State Law in Pennsylvania dictates the length of the semester at J the State colleges. The mandated length of the semester was stated in weeks or days, bearing in mind that Saturday mornings may be utilized 1. 3 as a teaching day. The Pennsylvania State colleges are required to pre­ a pare and submit a calendar to the Board of Presidents for approval. This is an annual procedure, although a few of the colleges have pre- 0 (J pared calendars for several years in advance. A calendar must include 180 instructional days, paralleling somewhat the calendars of the public schools. I The semester must have 90 days, including registration and final examination periods. The first day of the academic year is some- time after September 1 (some State colleges commence immediately after Labor Day) and the last day is not later than May 31. While several State colleges have adopted a calendar other than the two-semester system, it should be noted that these may be experi­ mental. - 6 - �1 I Listed below is the length of the semester with frequency of occurrences in State colleges: I 1 I II I :1 11 I I Length Of Semester Frequency Of Occurrence State Colleges 18 weeks 12 7 6 5 90 days Frequently, calendar makers at the various institutions frankly stated that the length of one semester of the year varied from that of the other semester of the same year. Usually, this variation amounted to one half or one week. Although many calendar makers expressed a feeling that a very short session of classes after Christmas is not educationally defensible except under unusual circumstances, the "lame duck" semester is some thing that colleges have learned to tolerate. A number of institutions simply accept the situation and plan a short and "long" semester, as indicated on the previous tables. Some of the comments made on the "lame duck" semester are: J. 1 I "Unhappy with the lame duck but have not found an an­ swer to it yet. " "Problem with the lame duck but starting earlier in the Fall is not acceptable. " "Problem because first semester is broken into segments with Thanksgiving and Christmas vacations. " L I' "Faculty will probably adopt the experimental calendar with shorter first semester, but by a small majority. " I ,'J - 7 �"We have eliminated the lame duck after Christmas and adopted 13 weeks first semester and 15 weeks second semester. It is popular with the students. The faculty is not happy with it. " ] 1 "Unless you can come up with a calendar that ends first semester including exams before Christmas, you haven't eliminated "lame duck. " We may very well change our calendar to accomplish this. " "We are in the process of revising our calendar to end the semester before Christmas. " The awkward "lame duck" semester can be avoided by: I I 1 I J 1. Starting the semester early enough so that it can be com­ pleted before Christmas. 2. Starting the semester late enough so that a substantial num­ ber of classes ( say 3 weeks) can be scheduled after Christ­ mas. There is no general agreement as to which of the above proce- �3. REGISTRATION No attempt was made in this short study to break down thevari- rr I ous components of pre-semester activities. Colleges and universities usually conduct an advance testing, social orientation, and registration prior to the first day of classes. Social orientation is aimed at intro­ ducing the entering student to the social life of the campus community. 11 Testing and registration of new students may include the admin- istering of placement tests for aid in counseling and the assignment of students to advanced courses. J Fall registration of new students is ac- complished during the summer. For the upperclassmen all the preliminaries to registration, J such as payment of tuition, application for readmission, and the like are usually completed prior to registration day. The purpose of the question relating to registration was to as­ certain whether or not the registration (usually 1 day) is included as J part of the "length of the semester. " The inclusion of registration and the frequency of occurrence are presented below: J Inclusion in Length of Semester Frequency of Occurrence No 45 Yes 39 - 9 - �It is obvious that the inclusion or the exclusion of certain non­ instructional activities will have abearing on the length of the semester as indicated below: Length of Semester I n I r 1 » 14 15 16 17 18 90 wk. wk. wk. wk. wk. day semester semester semester semester semester semester 1 Exclusion of Registration Period 2 3 11 3 10 5 4 19 10 2 2 1 Colleges that use a 15-week semester, the most commonly used in Pennsylvania colleges, do not include the registration period as part of the semester (19). I Inclusion of Registration Period An analysis of the data presented in the previous table indicates that those that do include registration day as part of the semester (39) are generally State colleges which use an 18-week or 90-day semester. J 'J T 1 T J (I - 10 - �4. INSTRUCTION WEEK Data dealing with the length of the class week should be related to the length of the semester. Ordinarily, the number of days (5, 5 1/2, or 6) utilized for instruction does not affect general calendar policy, but rather has its effect in maximum use of classrooms. Most institutions with a large commuting student population retain the 5-day week. Satur­ day morning classes are more readily acceptable to dormitory colleges and universities. The resistance to Saturday classes comes more from the students than from the faculty. The length of the instruction week and the frequency of occurrence in Pennsylvania colleges are found in the table which follows: Frequency Of Occurrence I 1 . Length Of Instruction Week 51 5 days 17 51/2 days 1 I a Freshmen - 6 (Hahnemann Sophomores - 5 Medical) Of the Pennsylvania universities and colleges reporting on this question, more than half retain the 5-day week. It is evident that 35 colleges and universities conduct classes on Saturday mornings. It is not clear, however, whether the 18 which in­ dicated that a 6-day week is used make full use of the whole day on Sat­ urday. - 11 �5. LENGTH OF THE CLASS PERIOD While the length of the class period may not be a problem at institutions of higher learning, especially the smaller ones, a serious problem of tardiness arises in situations where campus buildings are spread or are peripheral to the main campus. The length of the class period and the frequency of occurrence are indicated in the table below: F requency Of Occurrence Length of Period 62 50 minutes I I l1 11 50 minutes - MWF 75 minutes - TTh 1 Both 50 and 80 minute 1 50 minutes - MWF 80 minutes - TTh 1 52 minutes 1 53 minutes 1 55 minutes 5 one hour 4 70 minutes (3 terms) 1 75 minutes (3-12 week terms) 1 7 5 minutes (3 terms) 2 varies 1 12 - �VACATION POLICY Educational policy on vacations reflects not only the needs of the I academic program, but the needs of the students, the community, and church policy in religion-oriented institutions. I tern includes Thanksgiving, Christmas, Easter, and a Spring vacation. 11 I The usual vacation pat- Sometimes, the interval between semesters has been considered a vacation. Since this vacation is usually scheduled shortly after a Christmas vacation, the vacation between semesters is an anomaly in college calendar making. Many institutions have attempted, and some have succeeded in the elimination of this interim period between semes­ ters. The table below presents the number of days in the Thanksgiving vacation, if any, and the frequency of occurrence: J 1 day (Thursday only) 2 days (Thursday and Friday) 2 1/2 days (Wednesday 1/2, Thursday, Friday) 3 days (Wednesday, Thursday, Friday) 3 1/2 days (Tuesday 1/2, Wednesday, Thursday, Friday) 1 week 9 days Yes None 3 24 15 23 6 2 1 2 10 There are some Pennsylvania institutions which do not have a a a Thanksgiving recess at all (10). Most colleges allow either 2 days (24) or 3 days (23) with some compromising at 2 1/2 days (15). In the quarter system or the trimester system, the Christmas recess may be the end of the semester. 13 - !» Many replies frankly stated �that the length of the Christmas vacation varied from year to year de­ pending on where Christmas Day falls in the week. The information provided below is really predicated on generalizations and stated in ba­ n sic terms of minimums for a Christmas vacation. The table below shows the length of the Christmas vacation and the frequency of occurrence: Length of Christmas Vacation Frequency Of Occurrence 10 days and 2 weekends 12 to 14 days 13 days 2 weeks 15 days 16 days 2 1/2 weeks 21 days 3 weeks varies no classes after Christmas None 8 5 2 37 1 4 4 1 5 3 1 11 A majority of colleges in Pennsylvania on the two-semester sys- tern (37) provide for a minimum of two weeks before resuming classes in the following January. The practice of a Spring vacationbegan in Pennsylvania colleges ata time when college students were needed on the farm. Inrecentyears, the Spring vacation has been justified on the basis of dividing the Spring semester into even halves in order to relieve student strain and pressur e. One other consideration for the Spring vacation is predicated on the fact that the Easter holidays are not stabilized at the same time each year. - 14 - �The table below indicates the extent to which a Spring vacation is provided in the calendar of Pennsylvania colleges: Provision For Spring Vacation Frequency Of Occurrence None Varies with Easter recess (one week) Coincides with Easter recess Yes 40 1 22 13 Thereare only 13 Pennsylvania colleges that deliberately provide 1 I for a Spring vacation. In 7 of 13 instances, Good Friday is then listed as a day when classes are not held. The Easter vacation is the source of the greatest difference in calendar making among Pennsylvania colleges. There is not only wide variance in the length of the Easter vacation, but no general pattern as 1 to the Easter vacation policy. If the Easter vacation and the Spring vacation are considered to­ gether, as notedin the previous section (as one vacation), then 22 Penn- I J sylvahia colleges provide for such a vacation. It should again be noted from the previous section that 7 of 13 colleges which provide for a spring vacation dismiss classes on Good Friday. Neither of these above data included in the figures below on the length of the Easter vacationand the frequency of occurrence: 15 - �I I Length Of Easter Vacation Frequency Of Occurrence 2 days 31/2 days 4 days 5 days 51/2 days one week (no Spring vacation) 8 days 10 days 1 1/2 days 12 days 2 weeks 2 1 4 4 1 6 2 3 3 1 2 I a I I 1 I I Approximately one week seems to be the most common length used for Easter vacation. No attempt was made to ascertain how many days of vacation were allocated before and after Easter Sunday. It should also be noted that several Pennsylvania colleges (4) made attempts, though not particularly successful, to end the semester coindicentalwith the Easter recess. An analysis of the data also shows that several institutions provide for neither a Spring vacation nor an Easter vacation, but do excuse students from classes on Good Friday and Easter Monday. 1 - 16 - �1 I J I 7. I I 1 I 1 I I I 1 I I J ] I L G READING PERIOD A reading period is provided in many college calendars so that the student can properly assimilate his course work, or perhaps pur sue intensively and independently some particular aspect of courserequirements. As an example, Princeton University provides a reading period of approximately two weeks, subject to each Department1 s determination as to its proper use. It is apparent from this study that Pennsylvania colleges either do not provide for such a reading period or, if they do make such provisions, it is of very short duration. Frequency Of Occurrence Reading Period Yes No Occas sionally 29 54 1 In the table that follows, a breakdown of the "yes" replies indi­ cating the length of the reading period and the frequency of occurrence 't==1 shows that, where it is used, the reading period is of short duration: k I J I I l 1 J1 I’1 Length Of Reading Period Frequency Of Occurrence 1 day 2 days 2 1/2 days 2 to 4 days last day of classes no period stated 1 week 10 1 1 1 1 14 1 <1 II - 17 - �I 1 I A short interval does occur between the last day of classes and the first day of final examinations when classes end on Saturday and the final examinations begin on Monday. When the "yes" replies are rela­ ted to the instruction week, a reading period could then very well be a part of calendar policy. I I I I The following table shows the "yes" replies broken down by length of instruction week and frequency of "yes "occur- rences: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 15 3 10 In the consideration of the overall length of the semester, 18 of the 29 "yes replies to the reading period question included it as part of the semester. I J The following table shows a breakdown of the "no" replies on the reading period in terms of the instruction week and frequency of "no" replies: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 35 13 6 - 18 - �1 I I J 8. LENGTH OF COURSE EXAMINATION SESSION Although the length of the course examination period may not be a part of the calendar policy of a college or university, but rather apart I 1 of curriculum policy, it nevertheless has abearing on certain aspects of calendar making such as length of final examination period, length of semester, and interval between semesters. The table below shows quite conclusively that Pennsylvania col- I leges prefer to limit the final examination to two hours or less, 50 of the colleges so indicated: i'J I I 1 I I J J J L J I I n Frequency Of Occurrence Time Limit 7 5 minute s 1 1/2 hours 90 minutes 100 minutes 1 hour and 40 minutes 1 hour and 50 minutes 1 5/6 hours 1 to 2 hour s 2 hours 2 1/4 hour s 2 1/2 hour s 2 to 3 hours (Depending on instructor) 2 to 3 hours 3 hours 1 to 3 hours 2 to 4 hours 3 to 4 hours L. I I - 19 - 1 2 1 1 1 1 1 1 42 1 2 1 2 22 1 1 1 since ��Length Of Exam Period Frequency Of Occurrence 3 days 4 days 41/2 days 5 days 5-6 days 6 days 1 week 7 days 7 1/2 days 7- 8 days 8 days 1 week or 8 days 81/2 days 9 days 8- 9 days 7- 9 days 2 weeks to 1 5 days 1 week to 16 days 8- 10 days 4 4 1 7 1 8 27 4 1 2 14 1 1 3 2 1 1 1 1 Inclusion in Length of Semester 1 4 1 4 1 5 18 1 1 1 7 1 1 0 2 0 1 1 1 The one week and 6-day final examination periods are the most commonly used by Pennsylvania colleges. Both of these lengths of final examination periods occur in 35 institutions. A total of 46 institutions incorporate the examination period into the length of the semester, which may range from 15 weeks to 1 8 weeks. - 21 ��1 Frequency Of Occurrence Length of Interval 1 day 2 days 2 1/2 days 3 days long weekend 3 weekdays 4 days 5 days 6 days one week 8 days 10 days Christmas recess (10-12 days) varies each year - 23 - 1 5 1 6 2 1 9 3 2 22 2 1 2 4 �BACCALAUREATE AND COMMENCEMENT It appears that the Baccalaureate and Commencement Exercises have been consistently an integral part of the pageantry of higher education in Pennsylvania colleges. Possibly the significance and the reli­ gious inspiration from the Baccalaureate Service may have diminished in recent years. No attempt was made in this study to ascertain the interval be­ tween the end of the final examination period and these two events. Rather, it was to ascertain whether or not the events are included in the calendar policy and, if so, whether or not the two ceremonies are conducted on the same day. The table below indicates the frequency of occurrence of these two events among Pennsylvania colleges. Replies Baccalaureate Commencement Yes No 59 23 84 2 Of the 23 institutions which stated that a Baccalaureate Service is not held, 12 are "State colleges where a counter to legal opinion. " eligious service may run Of the 2 State colleges which stated that a service was held, the Baccalaureate Service was called a "Dedication Exercise. " Because the observance of these two events require s considerable time and expense, and because many graduating seniors for various - 24 - _____ �I I I I I reasons prefer to forego the exercises, some institutions have attempted to schedule the two events on the same day. The next table provides the ■ I E frequency of occurrence indicating whether or not the two exercises are held on the same day. I L I L Yes (same day) 41 No (different days) 24 No particular day of the week is specified or favored among those I 41 "yes" replies which reported that the two services are a one-day I J J ' ' I affair. Most of those institutions which did not schedule the two events on the same day used two successive days, preferably Monday. I I I- ISI .. I I I L I I I - 25 - Sunday and �L SUMMARY While the survey does indicate absence of uniformity in college calendar making, it must be fully under stood that all institutions of higher -1 I education have their own problems and circumstances which dictate cer­ tain calendar policies. The survey shows that a variety of practicesand policies in calendar making exist in Pennsylvania colleges and univer si- I I I I I I ties. A very large majority of Pennsylvania colleges are on the semes- ter plan of two terms of either 1 5 weeks or 16 weeks, with a final exami nation period of approximately one week included in the length of the semester. Some institutions, recognizing the deficiencies of the "lame duck" semester, although educationally indefensible, have simply accep- c I 3 I □ I 3 I ted it. The colleges are about evenly divided about including registra­ tion day as part of the total length of the semester. Practice among Pennsylvania colleges seems to allow either 2 or 3 day vacations at Thanksgiving and at least 2 weeks at Christmas. There is no general agreement on an Easter or Spring recess, except that many combine the Easter and Spring vacations, usually for a dura- 0 I I tion of one week. Most Pennsylvania colleges do not provide for a final examination reading period, unless it can be assumed that a short weekend can be I utilized for this purpose. I I - 26 - �0 The final examination period among the State's collegesis about c a one-week period of two-hour sessions for each individual examination. While the interval between semesters has never been considered 0 a vacation, a one-week respite from classes is provided by a number of Pennsylvania colleges. It was rather interesting to find that Baccalaureate Service had I. been discontinued at approximately one quarter of the institutions reply ing to the questionnaire. I I An increasing number of colleges are com­ bining the Baccalaureate Service and the Commencement Exercise. I I L I I I I I I 27 �APPENDIX A COLLEGES AND UNIVERSITIES RESPONDING Albright College 2. Alioni College Allegheny College Alliance College Alverni College 6. Beaver College 7. Blessed Sacrament College 8. Bloomsburg State College 9. Bryn Mawr College 10. Bucknell University 11. Cabrini College 12. California State College 13. Carnegie Institute 14. Cedar Crest College 15. Chatham College 16. Chestnut Hill College 17. Cheyney State College 18. Clarion State College 19. Delaware Valley College of Science and Agriculture 20. Dickinson College 21. Dickinson School of Law 22. Drexel Institute of Technology 23. Duquesne University 24. Eastern Baptist College 25. Eastern Pilgrim College 26. East Stroudsburg State College 27. Edinboro State College 28. Elizabethtown College 29. Franklin & Marshall College 30. Gannon College 31. Geneva College 32. Gettysburg College 33. Grove City College 34. Gweynedd-Mercy College 35. Hahneman Medical College 36. Harcum Junior College 37. Haverford College 38. Holy Family College 39. Indiana State College 40 Jefferson Medical College 41. Keystone Junior College 42. King's College 43. Kutztown State College 44. Lafayette College 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 7980. 81. 82. 83. 84. 85. 86. 87. Lebanon Valley College Lehigh University Lincoln University Lock Haven State College Lycoming College Mana Junior College Mansfield State College Marywood College Mercy-Kurst College Millersville State College Misericordia College Moravian College Mount Mercy College Muhlenberg College Penn Hall College. Pennsylvania Military College Pennsylvania State University Philadelphia College of Pharmacy and Science Philadelphia Textile Pierce Junior College Point Park Junior College Robert Morris Junior College Rosemont College Sacred Heart College St. Fidelis College & Seminary St. Francis College St. Joseph's College Scranton University Shippensburg State College Slippery Rock State College Susquehanna University Swathmore College Temple University Thiel College University of Pennsylvania Valley Forge College Villanova University Washington & Jefferson College Waynesburg College Westchester State College Westminster College Wilson College York Junior College �! APPENDIX B QUESTIONNAIRE ON COLLEGE CALENDARS I 1. Does your institution use a five or six day week? 2. What is the length of the semester? I 3. a. Is registration day included in number 2 above? b. What is the length of the exam period? c. Is this period included in number 2 above? Do you follow a policy of a reading period between the last day of classes and the first day of exams? a. Is this period included in number 2 above 4. What is the length of a class period? (Exclusive of labs) 5. What is the length of final exams (in clock hours)? 6. Do you have any stated policy as to the beginning of: Spring term - yes no Policy: I I I I b. 7. I I B I 8. Fall term - yes no Policy: Have you any stated vacation policy as to: a. Thanksgiving Recess b. Christmas Recess yes no Length c. Semester Break yes no Length d. Easter Recess yes no Length e. Spring Vacation yes no Length Does the policy of your institution provide for a Baccalaureate Service? a. A Commencement Service? b. Are the two Services held on the same day? �APPENDIX C GUIDELINES USED IN CALENDAR MAKING AT WILKES COLLEGE Semester Plan: Two semesters of equal lengths, if possible. Reading Period: At least 48 hours between last class and first examination Commencement: First Monday in June Baccalaureate: Sunday preceding Commencement Spring Vacation: None Christmas Vacation: At least one full week before Christmas to permit students to work during Christmas recess Thanksgiving Vacation: At least two class days Summer School: Two six-week summer sessions (day) and one eight-week summer session (night) between June Commencement and first day of Freshman Orientation, which comes the second week in September Freshman Orientation; One full week Beginning of Semesters: On Mondays rather than other days of the week; third Monday in September Registration: Two days at beginning of each semester Final Examinations: Six to eight days Recess after Vacation: Avoid just one or two days of classes at the end of the week, especially at the end of Christmas vacation. Memorial Day: No final examination to be scheduled Processing Grades; Maximum of 72 hours Intercollegiate Athletic Program: Integrate with other colleges and Wilkes College academic calendar in order to avoid disruptive effects 74318 �10001b023U MILKES COLLEGE LIBRARY I I I I I I . �01 Of ■ -j I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Academic Calendars in Pennsylvania Colleges and Universities, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8b4f877fad1370b0af1192e2fd090d24.pdf 3f062f42a385dd3eade794cb1e7c4f90 PDF Text Text | F 5w lOwftwxa !®<A' ^■La.Ov!>/ V ; ■ ' 1w ■■ ■ - .V ■ O< ‘.r- o . IB “RW SM: HII •< CWii*' ■:; ■'-"■'Vac - i, B®\r < ' 1 ■MmiB ______________________________ WAGES AND SALARIES IN LUZERNE COUNTY FIRST CLASS TOWNSHIPS XyX^K^I ’ ) s ■ ;>o-1- i w■ 00 "'c- M ■■ Xd ■ lAi X CD Ct •«' - i I -x$. I Ol co o o g: O CO '5~I ST V- 1 �ILKES CO! LEGE JUN 161966 LIBRARY i i WAGES AND SALARIES ! IN I i LUZERNE COUNTY FIRST CLASS TOWNSHIPS I - •/, ■ ’ ! LU t ■; 7 B: EUGENE SHE9DEN EARLEY LIBRARY. 1933 WILKES COLLEGE. Wl! KrS-BARRE, PA. J ■ 1966 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES 1966 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. Because specified job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be care, ful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties in the various offices, even those with the same titles. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in Luzerne County town­ ships, nor to establish standards for compensation payments. It is merely an attempt to give the officials in the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government 77424 �r WAGES AND SALARIES FIRST CLASS TOWNSHIPS LUZERNE COUNTY Hanover Administrative & Elective Board of Commission Treasurer - Tax Collection Solicitor Newport $4 - 800.00 1 3 -1200.001 4, 000. 002 3, 840. 00 Clerical Secretary Auditor Health Secretary 4, 399. 92 10.00? 300. 00 Custodial 1, 200. 00 Fire Chief Assistant Chief Fireman Extra Driver^ 3, 797. 76 1, 200. 00 Health & Inspection Health Inspection Plumbing Inspection 3, 801.76 3, 905. 76 Police Chief Sergeant 4, 325. 76 3, 977. 76 $ 900.00 1,800.00 2,400.00 3, 600. 00 300.00 1.256 1,829.88 -2- Plains $ 800.00 1,700.003 1,500.00 3, 600. 004 Wilkes-Barre $ 600.00 1, 800.00 1, 500.00 900.00 200.00 1. 007 4, 008.00 3, 871. 36 3,786.90 3, 471.40 4, 488.00 4, 128. 00 4, 021.36 3, 786. 90 8 3, 450.00 2, 950. 00 �I Patrolman Part-time Police 1(1 Public Works Engineer U Road Inspection Road Supervisor Laborer Garbage Collector Utility Serviceman Truck Driver Flood Control Superintendent Sewage Inspector Sewage Laborer Hanover $3,829.68 Newport $4,008.00 Plains $3, 471.40 Wilkes-Barre $2,700.00 1,100.00 1,000.00 4, 049.76 4, 408. 00 1.25/hr. 3, 400. 00 3, 400.00 3, 224. 00 1.25/hr. 4, 020.00 4, 049.76 3,701.76 -3- 3, 871.36 1. 25/hr. 3, 564.28 1.25/hr.12 �I I HOURS Hanover Standard work week (hours) for administrative and clerical employees 40 Newport 40 1014 14 40 48 Plains 40 48 40 48 Standard work week (hours) for firemen Standard work week (Lours) for public works employees 40 48 Standard work week (hours) for police Wilkes-Barre 48 48 MILEAGE. ALLOWANCE Hanover Chief of Police $120.00 Newport None Plains None Wilkes-Barre None VACATION POLICY Hanover Less than one year 2 weeks Newport 2 weeks Plains 2 weeks Wilkes-Barre none 1 5 1-5 years -4- 5-10 years 10-15 years 1 5 and over ■ �■ OVERTIME POLICY Hanover Clerical salaried Newport salaried Plains Wilkes - Barre Public Works salaried Firemen salaried Police salaried sa-lar-ied salaried salaried salaried sarlari-ed salaried salaried salaried sala-r-i-ed salaried salaried Z? u--/7£ UNIFORM ALLOWANCE POLICY Hanover None Newport None Plains None Wilkes-Barre None WORKMENS COMPENSATION Hanover Yes Newport Yes Plains Yes Wilkes-Barre Yes -5- �7 X RETIREMENT PLAN Hanover Pension Police Newport Police covered Plains Police covered Wilkes-Barre Police covered Social Security covered PAID HOLIDAYS Hanover New Years Day, Memorial Day, July 4th, Christmas, and Easter Newport New Years Day, Memorial Day, July 4th, Christmas, and Easter Plains New Years Day, Memorial Day, July 4th, Christmas, and Easter Wilkes-Barre New Years Day, Memorial Day, July 4th, Christmas, and Easter SICK LEAVE Hanover no official policy'. Newport one week a year; cumulative to four weeks Plains fifteen days - up to thirty days Wilkes-Barre none -6- �. ----- “““•‘■F provides that only the newly elected commissioners <(3) 3), township C °mmissioners may be paid on the new compensation schedule-$l, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14. The day shift is a 10 hour shift; night shift is a 14 hour shift. 15. No full time personnel 774.24 - 7 - ______________________ �footnotes 1. The 1965 First Class Township Code provides that only the newly elected i i C°mmiSS\oners may be paid on the new compensation sche­ dule-$1, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14 hour shift. 14. The day shift is a 10 hour shift; night shift is a 15. No full time personnel 774.24 - 7 - �■ < �njiiw loooitom WILKES COLLEGE LIBRARY . ,,m> .-er> ■ Pm i ro. ■ O»‘ �'L _- 2 “a � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County First Class Townships, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f8920c6d036c7ac57b7dc9873dcc3225.pdf 1ed7d2b339c36f05d37d5eabdb1144de PDF Text Text « 5*3 > X J o £E ■- CM r-co cd sor*(OCD0 . WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS ^Instituteof Regional Affairs'^ �_; I -....................■ .? .2. Syracuse. N. Y. ——•*-*«u.>aaiiHuiUliUmillUUUil I I I I I j i I I I I I I I I I i I I WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS UM s I i dp LIBRARY WILKES-BARRE PENNSYLVANIA I i F S. FARLEY LIBRARY WILKES UNIVERSITY KFS-BARRE. pa i i I : I 1967 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �.. 1 : Syrocujc, N. Y. • o cHIV E-S ^5^7 l%7 WAGES AND SALARY SUMMARY This is the third of a continuing series of compilations of wage, salary, and fringe benefit data for boroughs in Luzerne County. Because specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, eventhose with the same titles. The purpose of the Report is merely to present the facts rather then make a judgment on policy. The boroughs in Luzerne County are grouped according to their I960 population. Each borough is listed alphabetically in one of the five population groupings. Certain of the communities - Freeland, Exeter, Courtdale, Laurel Run, New Columbus, and Yatesville - did not report the wages and salary data at the time of publication of this Summary. 1 Hugo V. Mailey, Director Institute of Regional Affairs 81573 �•' ■ -!' — Syracuse, N. Y. ELECTED OFFICIALS Mayor 1 Councilman. 2 Auditor Controller Tax Collector $2,400 1,980 $1,200 300 $1, 0003 1, 320 $1, 500 1,200 Boroughs Over 10,000 Kingston Plymouth Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 700 700 600 300 600 150 150 550 5% 2% 1,700+4% 985 900 700 600 220 300 480 300 375 3 140 250 150 1,800+4 1/2% 2% 2%21 780 360 150 450 550 700 360 360 300 180 100 25 50 150 750 240 100 3% Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 2% 5% 1, 500 5% 1, 000 300 5% 3% Boroughs 1, 000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 180 240 240 200 180 180 200 200 25 150 150 200 3 75 75 54 2% 2% 300 6 12. 50 5% 5% 75 75 5% 400 300 5% 3 1/2% 500 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 24 90 200 60 120 -2- �7 Syracuse, N. Y. i mm mu iim itiu nai mil uti Hi II PHI Itll IItlIIH GENERAL ADMINISTRATION Secretary- Treasurer Health Officer Building Inspector $5, 623 2, 600 ..5 15 $1,880 218 $5,000 300 Janitor Boroughs Over 10,000 Kingston Plymouth $3,732 1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 600 1, 200 1, 500 1, 376 960 300 200 1, 780 1,200 1, 500 1, 800 120 600 420 150 State State State 2, 400 300 2, 808 2, 000 2, 700 720 600 1, 200 1,000 600 900 480 State State State State State State State State 100 250 200 300 State 300 630 960 Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 240 200 480 516 300 3,1007 1, 300 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 350 400 420 750 480 6 780 6 300 50 State State 120 State State 240 8 1, 200 1.45/hr. Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 75 150 360 __ 5 50 45 2% 180 30 State State 120 540 �JI'HLH BINDER ' - J V Syracuse, N. V. Boroughs Over 10,000 »«niiiiiiiiiiiimmi]i| mu iiHiiiiiimi mi PROFESSIONAL SERVICES Engineer 9 Kingston Plymouth Solicitor 10 $3, 000 400 $2, 434 2, 270 1, 000 1,050 840 1,000 1, 200 1, 500 1,200 1, 200 1,800 1, 500 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 800 Boroughs 2, 500 to 5, 000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 3.00/hr. 1,200 900 500 350 1, 500 1, 000 500 840 Boroughs 1,000 to 2, 500 100 Conygnham Hughs town Nescopeck Pringle Shickshinny Sugar Notch White Haven 200 750 600 125 420 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 50 100 100 300 -4- �1H1U1U1U1 PUBLIC WORKS Street Commissioner Boroughs Over 10,000 Kingston Plymouth Equipment Operator Laborer $5, 15511 4, 382 Mechanic $3,744 1. 50/hr. Driver $5,500 $4,250 1. 35/hr. Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 000 3, 690 4, 859 1. 25/hr. 1. 50/hr. 1.55/hr. 3,500 12 3, 900 5, 000 4,400 1.25/hr. 1. 25/hr. 1.90/hr. 1.60/hr. 4, 176 2, 900 2. 00/hr. 1.30/hr. 1. 45/hr. 2, 700 1. 75/hr. 1. 25/hr. 1. 15/hr. 1.40/hr. 1.10/hr. 1. 25/hr. 1.50/hr. 1. 50/hr. 1. 25/hr. 1. 25/hr. $9/day 1.45/hr. 2, 800 1.55/hr. 3, 900 1.70/hr. 1.60/hr. 1.45/hr. 1.60/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1. 50/hr. 3, 260 3, 600 1.25/hr. 3, 350 1.60/hr. 1.50/hr. 1.15/hr. 1.40/hr. 1.15 /hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 3, 060 4,500 13 1.50/hr. 1.75/hr. 900 4, 100 3, 060 1.50/hr. 1.50/hr. 1.50/hr. 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 150 1. 25/hr. $5/day 1. 25/hr. $6.50/day i �n ... . audlULUlUIUlUl POLICE Boroughs Over 10,000 Kingston Plymouth Police Chief $5,800 4, 562 Sergeant Patrolman $4,163 $4,80017 3, 924 Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort F reeland Luzerne Swoyersville West Hazleton West Pittston 3, 600 4, 440 4, 330 3,720 14 4, 100 5, 300 4, 632 4, 260 4, 120 4, 140 4, 000 3, 660 3, 3, 4, 4, 3, 740 4, 835 4,428 260 100 085 368 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 4, 560 3, 750 4, 000 600 4, 032 3,450 3,600 15 1.00/hr. 3, 320 4,400 3, 300 4, 200 3, 300 3, 220 4, 020 3, 600 1. 00/hr. 3, 200 4, 000 720 1.25/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 5, 200 250 4, 500 540 3, 900 200 15 15016 1. 25/hr. 240 1,08022 180/mo. 3, 120 3, 740 Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 60 60 60 670 720 -6- �■ .... 7 Syrcicujo, N. Y. ■MiumiiiiimiMmilillllffl Fire Chief Assistant Fire Chief Boroughs Over 10,000 Kingston Plymouth $5,800 100 $ 642 Paid Fire Truck Drivers $4,800 3, 924 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 300 150 2. 25/hr. 75 4, 140 4, 000 4, 55618 300 300 Boroughs 2,500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 150 200 12019 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 96 Boroughs Under 1,000 >. Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 480 2, 990 3, 150 3, 100 3,08820 �FOOTNOTES BoZghCode f°r May°r °n a P°pulation basis is set forth in Section 1024 of the 2- Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. 3- CPA 4- Daily rate 5-Handled through local banks 6. The offices of Secretary and Treasurer are combined. 7. Fire Driver and Custodian 8. Receives free living quarters 9- In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. . 10. 1 11. In almost all instances, the solicitor receives additional compensation beyond the retainer indicated in the survey. Street Commissioner is classified Assistant Street Engineer. 12. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3,120. 13. The offices of Street Commissioner and Chief of Police are combined. 14. In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15. Sergeant is classified as Assistant Police Chief. 16. A Patrolman is designated Lieutenant and receives $100. 81573 17-A Patrolman is designated Juvenile Officer and receives $4, 900. 18. 19. • 20. ' 21. 22. Paid fire truck drivers have other jobs. Plus $1. 00 per hour as police officer in addition to rent, heat, and light. Plus living quarters. Occupational Tax Collector in West $500. Pittston receives 2% with a maximum of This salary is for School Patrolman. One-half is paid by the School Board. �‘muiiMlltUHjimj ■ . > • �: .: ■ -■ T Syrocuio, N. Y. ~ Slocklon, Calif. HIM iDDOitoiaa WILKES COLLEGE LIBRARY ■ ■ ■ �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f2a37e56aac3f153ba6121f2fc910080.pdf 93120ae61af60a3aa4c1f7d039ff19d4 PDF Text Text — i PROCEEDINGS SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE I I 1 I 11 p HIVES xmaxxxxxxxxxx i fl 6TH I " 1966 ) INSTITUTE OF MUNICIPAL GOVERNMENT WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I E L [ proceedings [ SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE E E E E I SEPTEMBER 28, 1966 E WILKES-BARRE, PENNSYLVANIA E L L 1 E Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania E E E 18703 �ARCHIVES FOREWORD c+k, I. I [ t t L L L 1J L 6 I I The renaissanee of Northeastern Pennsylvania may soon receive national attention. In major part, this renaissance will have to be dev­ eloped and sustained by citizen participation in public affairs and by an alert local government officialdom. Furthermore, there is considerable evidence that this great com­ plex of Northeastern Pennsylvania can grow at an accelerated rate in immediate year s ahead. But the size and certainty of this growth depend, in large measure, on the skill with which public officials plan and carry out public policies. Progress also depends upon informed, skilled and vigorous citizen leader ship--capable of under standing problems, inter­ preting significant facts to public officials, and influencing officials to modify policy in the light of the facts. Too many leader s today feel their way along to solutions because no preparation was made 10 to 15 years ago. These conferences are intended to provide an opportunity to thrash out ideas and to examine the broad range of alternatives in the approach to problems based on facts and understanding. The theme that was selected for the SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE was: "Northeastern Pennsylvania--A Critical Look Into the Future. " Threeaspects of regional growth were presented at the panel sessions: political leadership, tourism as a second major industry, and tire manpower problem. The last is especially significant in view of the fact that Northeastern Pennsylvania is no more a high sur­ plus labor area. Anew formatwas attempted for this Sixth Conference which pro*vided for a summary of the morning sessions andaudience participation in the discussion of the problems in the afternoon. The consensus of the Planning Committee was that the Conference was successful beyond expectation. The format, which differed from past years, was probably the reason for the unexpected attendance. There seems to be good reason to continue this general approach next year. Among the suggestions presented were: keep topics of interest for the general laymen; and establish a separate technical panel. 76896 I ii ! �The Planning Committee of The Community Growth Conference would like to take this opportunity to extend a sincere word of thanks to the visiting experts, the local participants, to the exhibitors, and to the sponsors and contributors, whose assistance not only helped make the Conference a success but also contributed measurably to the planning. Hugo V. Mailey, Director Institute of Regional Affairs ��"Tourism/Recreation" Discussion Leader: Noel Caverly 60 "Industrial Growth & Manpower" Discussion Leader: John J. Dunn 62 Introductory Remakrs by Edgar Lashford 66 Northeastern Pennsylvania's Future--Planned or Unplanned" by Sidney Krakauer Roster of Attendance 67 69 ����I I INTRODUCTORY REMARKS by Dr. Eugene S. Farley President, Wilkes College On behalf of Wilkes College, I would like to welcome you to the Sixth Annual Community Growth Conference. For the sixth consecutive year, we have the opportunity of meeting together and discussing problems and solutions for our region. The theme for this conference, "Northeastern Pennsylvania--A Critical Look Into the Future, " Will pose some problems that must be approached with vision and determination. £ I £ I Our speaker this morning will discuss with us what is ahead for the next ten years. Mr. Epps is an economist at the Federal Reserve Bank of Philadelphia. He had, for some time, been very interested in regional economic problems. His academic background includes studies in sociology, economics, city planning, and regional science. He is currently studying development problems of middle-sized metropolitan areas of the Third Federal Reserve District of which Northeastern Penn­ sylvania is a very important part. J * I I i I 1 - ��E I E E b [ E E E I I ! I I I A s I suggestedbefore, the influence of the national economy should be in a positive dir ection during the coming decade. To appreciate this viewlet us turnback about three years to the original showing of success of the Northeastern "boot-straps" operation. Tothe eye it appeared that local initiative had begun to come into its own in encouraging corporate boards to come to Pennsylvania. In large part that was a true impres­ sion. However, a few national trends had begun whichfavored the North­ east. The most obvious of these is that the economy had become a bull. Businessmen everywhere were beginning to view the future as full of promise for growth and stability--the new economies had arrived which would bring sustained and continuous growth. In accord with this view and an expanding population, the bullish economy started into a capital investment boom. This was not a boom of the fifties with extravagant additions to capacity, but rather a gradual enlargement of plant and equip­ ment facilities. This new capital investment provided more than an opportunity to increase capacity and productivity, it allowed a shifting of location of productive facilities. Thus, the capital expansion that has begun has meant that the pool of industries that may be brought into the Northeast, or anywhere else, has increased. In a way then, the growing success of development efforts in this areahasbeen like the auto salesman of 1965--he soldmore carsbecause there were more prople wanting tobuy them. However, this same auto salesman has had a rough time of it in 1966 for less people have been looking for a new set of wheels. Similarly, a slow down in the capital expansion boom, or a speed up, will have an effect upon the success of local development work, though certainly will not determine such suc­ cess or failure. During this business expansion, the fastest growing segment of industry has been final goods production. The coterminous tendency of these corporations to seek dispersed sites for productionhas meant that all the middle sized metropolitan areas without previously large levels of industrialization have been able to benefit from the current boom in greater proportion than in other periods. An example of the growth I am speaking of is the television set producer. All of the parts that are assembled into the set canbe easily transported. So, anyplace is a good location. In the geographers gib, this is a "footloose" industry. This freedom of migration allows the plant to look for the better environment, where transportation is not so congested and where workers respect a good job. Thus, the plant goes to the middle sized area where a labor pool abounds, but where the distractions of the large old city are absent. That is, he goes to Nanticoke, or, like RCA, goes to Scranton. Thus, not only has the crop of migrating corporations been larger than usual, - 3 - �i. [ but also they have tended more toward the middle sized area than usual. So far, then, the bullish economy has been a boon to development of the Northeast. I L [ E S I r I 1 S I 8 It appears that these national trends of recent years will continue into the coming decade. The forces which have pushed capital invest­ ment recently should continue. A quick checkoff of the motives for capi­ tal investment in the coming decade include: (1) an expanding popula­ tion with rising incomes that means increased demands for goods and services; (2) rising labor cost which puts the pressure on the industrial­ ist to automate; (3) a continuing investment in research and develop­ ment which brings changes in manufacturing processes and invention of entirely newlines of products. Recent declines in the fertility rate sug­ gest that growth of population is slowing, however, an acceleration of income level growth should off-set the population slow-down to give a rate of expansion of consumption dollars about equal to that of the last five years. Signs for this next year are rather definite that the demands of labor for wage increases will be at a record high, and, judging from the past trends, the new highs of the coming year should be interpreted as only a sign of continued str ength of labor inbargaining for wage gains. Finally, the growth of research and development both in sheer size and in the diversity of industries in which it is active is a well known story; in the last decade alone expenditures for R & D tripled, and the general advance has been recession proof. Numerous science-based industries like chemicals report that their complete product lines have been replaced within a decade--that they are making many products today that they had not heard of five years ago. At this point there seem to be no signs of slowing in this competition for innovation. Thus, the general conclusion is that capital spending will continue to be strong; that the crop of in­ dustrialists looking for locations will continue tobe large, if not growing. The composition of the migrating industrialists is not so apparent. Will expansionbe in the "footloose" group, or in the group tied to specific resources, or specific sorts of labor pools, or specific supporting in­ dustries? We cannot be certain of the composition of industrial growth groups, however, the outstanding record of certain sorts of firms sug­ gests a few probable growth sectors. These are: a. Transport Equipment--especially in aircraft (45 percent projected growth, 1962-75) b. Electrical Machinery, equipment and supplies (42 percent projected growth, 1962-75) - 4 - 8 �c. Rubber and Miscellaneous plastics products (25 percent growth, 1962-75) d. Professional and Scientific equipment (44 percent projected growth, 1962-75) Chemicals (22 percent projected growth, 1962-75) I I I f [ [ I I I E3 I Of these selected industries, four are final products industries. Of these, transport, electrical machinery, and rubber are largely footloose--able to easily enter the Northeastern Pennsylvania Region. Thus, while we cannot be as certain of the continuing favorability of the com­ position of growth, prospects suggest that economic blessing will con­ tinue tobe on some of the industries which searchfor thebetter environ­ ment. These projections of the future decade inits relation to the North­ east have centered on what the nation's economy may have done for area development in the past. But new developments loom which suggest a few new kinds of impacts. The first is the effects of the future increase in discretionary income of the nation's population--the amount that the population has left to spend after covering the basic costs of housing, rent, and other essentials. Projections of the National Planning Associ­ ation conclude that the next decade will see about a three percent yearly increase in the average per capita income of the nation's population. Assuming that inflation wanes a bit, this increase in personal income should leave an increasing amount of dollars at the hands of the buyers to use as they please. It is on the base of this discretionary income that large industries are presently being constructed. Surely the techni­ cal thinkers originated color T. V. , but it was the free dollar of the new suburbanite that has made the industry thrive. The day is approaching when every home will try tobe something of an art gallery--the cultural boom. But just as discretionary spending can build an industry over night--can make phrases like "he stabbed her twenty-three times be­ cause he couldn't turn off the electric knife" almost believable--surely it can quickly wipe out grand industries. This is especially possible with Research and Development to think up the new objects of spending, and with mass media to organize the discretionary dollar. All of this says that we may witness a faster pace of "taste obsolescence" in the future. Towns built on a single industry, or a handful of industries, may find themselves with tenuous futures. Thus, diversity will be im­ portant. As developers choose industries for the Northeast, an eye to the possibility of large future taste swings would be appropriate. ! - 5 - I i �The second point is withregard to the service industry. In terms of jobs, this has been the fastest growing sector of the economy in recent years. Also, the crystal ball men suggest that it will be the major point in the future. Thus, if it is not possible to keep up in the services sector it may well be impossible to keep up with national employment growth rates, for these jobs represent some fifteen percent of all workers. Oddly enough, however, developers seldom mention services as an in­ dustry to attract. This lack of attention is not completely unwarranted, for most service jobs grow as a result of growth in the local population or business community. That is, to a large extent they are derivative growers. The local repair shop, the furnace cleaner, the community's private grade school, all of these must perform their service within a limited market area, and, therefore, expand only at the rate of additions to the ranks of the buyers in the local area. But some, notably higher education, can bring outside dollars into the region; can create jobs themselves. These are the ones which may be brought in; which require attention by developer s. I have not said enough about the service sector, but not much is known of its relation to regional development. I am afraid that I must resign myself to merely noting its importance. In the overview, then, the national economy appear s to be moving in a favorable direction for Northeastern Pennsylvania. The crop of industrialists seeking locations should continue to be large, and many will be looking for the middle sized metropolitan ar ea. What of the other influences on the region? An often noted asset for the future of the region is Interstate Routes 80 and 81. The relation of accessibility created by thesethreads of communication to the future of the region is well understood. The pos sibility for a proliferation of branch plants and suppliers along these routes is, if not freely discussed, at least optimistically apparent to every resident of the region. The potential for a major goods distribu­ tion and warehousing area in the region is more than just hoped for. I would only like to point to one result of these roads. Land speculation is wild in Monroe County. Farmers inSullivan County complain of an inability to purchase needed additions of land for their farms. The major force behind this increase inland values is the change of agricultural land to other uses--specifically, the second home, the vacationhome of theleisure seeking urbanites. The newroadsmake it possible for the smog sick to retire to their country homes for the week end. Increased leisure time gives the opportunity for these continu­ ing holidays. And, the increasing populationand consequent over-crowd­ ing of traditional week end and vacation points along the shore are forcing - 6 - �c r the population to seek the amenity of Northeastern Pennsylvania. These factors leading to the current rise in tourism and vacation homes will only increase in influence in the future. To give an idea of size of the second homeboom, we may note that between 1950 and I960 a little over eleven thousand such structures were built in the Northeast. r L This boom will increase housing construction, and thus create local jobs. But, even more dramatic will be the increase in the service and retail trades. The population of the second homesis peculiar in that it brings dollars to spend, but does not join the local labor force. Thus, it is a net gain to the market area. How big a gain? The part-time spenders resulting from the construction between 1950 and I960 were probably in the general magnitude of about twenty thousand. An indica­ tion of the impact of this population is the seven percent fluctuation in labor force of Monroe County between summer and winter in 1964, when tourism and vacationing are at respective highs and lows. But seven percent is probably an understatement of the jobs resulting from the part-time spenders, for they are present to some extentboth in the high and low season. ; 8 M IS L L p p The second home development is not entirely a blessing, how­ ever, nor is it completely assured. Uncontrolled development of rural lands for housing can destr oy the very amenity which is sought by the in­ migrating population. Too dense a development, or poor quality struc­ tures that promise tobecome rural slum, may quickly run the desirable lake front areas which are popular at this time. The programs of pur­ chase of land for state parks now in operation in the Northeast will help to insure that much open space is maintained; however, unless rigid standards are ubiquitously enforced on land development, some problems layahead. A second, and fairly evident problem, whichmay resultfrom tourism is a seasonality of employment. As permanent residents come to depend upon tourism for a year-around livelihood, a drive for winter utilization of resort areaswill be of extreme importance. Evidenced by the several ski-slopes, winter recreation is already found interesting. A s tourism spreads to the western counties of the Northeast, year around resort use will be more of a certainty as a result of the more severe winters. Even with the pitfalls of seasonality and possible harm to the natural assets of Northeastern Pennsylvania, tourism promises to be a growth area for the future. Also, as the owners of the second home age, many will follow their current hopes of retiring in the second home. Thus, some direct expansion of total population will probably result. R - 7 P �I In view of these several aspects of the future: a growing national economy, a large number of firms seeking the middle - sized metropolitan area, and the attraction of amenity for Northeastern Pennsylvania, what may we say specifically of the next ten years for Northeastern Pennsyl­ vania. Here, leadership becomes crucial. There can be little doubt that the achievement of growth in Northeastern Pennsylvania will occur in a competitive struggle with other metropolitan areas. The standing of the Northeast in this competition will be its future. In turn, its stand­ ing will be a function of the way its physical and social resources are developed by the community. ■ The major sorts of resources in the metropolitan competition will be: I a. a basis of service and subcontracting firms which maybe used by local manu­ facturing firms. These activities, like the machinery repair service, allow smaller manufacturers to cut cost and to decrease the amount of capital they need in order to produce. b. a well-developed transportation system, and industrial land near interchange spots on the transport system. c. urban amenities like the theater, special­ ized shops. d. natural amenity. e. labor force--the particular sort of labor force that will be important varies, of course, with the type of industry to be located. f. accessible market area--for the large number of local and region serving firms the size of the regional market is crucial. The Northeast is strong in.this respect for about one-third of the nation's popu­ lation is within two hours driving time. g- specific raw materials--inthe Northeast, forests are becoming a raw material of note. ] 1 a i a - 8 - �[ L C2 L E L E L I I I I 1 Certain of these are immutable. The size of market area in terms of population, the types of raw materials available, andthe extent of local service and subcontracting firms are all essentially out of the hands of local leadership--are the givens of the competition. The others may be managed to a greater or lesser extent. The trend is for industry to look for the better trained workers. Thus, a continued public concern with upgrading of the labor force is vital. The interstate highway program is making strides everywhere for a traditional solution to transportation. Also, everywhere culturaleducational complexes are being constructed. In order to keep in the next decade's competition, then, itwill be necessary to solve the tradi­ tional resource and amenity problems. What will it take tobe a standout? Science-based industry is the glamour sector; what will it take to attract the highly trained personnel of these industries? The population is gaining in income yearly; what sort of area will provide the environment for the new higher standards of living? Will just a little dressing up of the old town suffice? Some think not. About seventy "new towns" are being constructed today. Still slightly traditional, the new towns blend the waterways and green of the country into architecturally integrated housing developments. The maze of signs competing with traffic lights are gone; freeways, cul-de-sacs, andaesthetic controls have takentheir place. The town center is a mall, not a parking lot. The surrounding slums are gone, as low income hous­ ing is integrated into the housing districts. The industrial park is the only industrial land. Lights and pure air permeate the towns. While the "new town" move is still small, some of the industrial giants are looking into it as a possible investment. General Electric has announced plans to create "new prototype communities." Gulf Oil Cor­ poration and John Hancock Insurance have become involved in Robert E. Simon's Reston, the new town between Baltimore and Washington. I think thatwe may see new towns as the environment of the future. I think new towns maybe "where the growth is. " New towns may be the competition for Northeastern Pennsylvania. The far West with its quickly dwindling natural beauty has been the growth area of the past. With higher incomes, the population and the industry are certainly not going to I I - 9 - 1 I �stop seeking the good environment they found in the West. Thus, the good environment of the newtown may just now bebecoming the solution for combined urbanism and environment. L L i. What has this to say to the next decade in the Northeast? I believe it says that regional organization to protect the streams, air, and mountains will be crucial; that revamping of the urban cores must be major; and that a new town in the Northeast may be a necessity. That the newtown will be the growth stand out is not a certainty. But in a decade in which the United States is gaining strength, in which the economy will be booming, and in which man will reach the moon, there is good reason’ to believe that some new thoughts on the living conditions of man may be necessary. ■I ! S I 1 1 I 10 - I I _ �I a �[ POLITICAL LEADERSHIP--IMPACT & SOLUTIONS by AndrewS. Bullis, Assistant Director American Society for Public Administration Thousands of books have been written about political leader ship.. Carlyle regarded mankind as sheep and leaders as shepherds. Unfor­ tunately, some so-called leader s have not been shepherds. In terms of basic needs, political leaders are distinct from other prominent people, not in their desire for power, but in their sheer enjoyment of the whole process of politics. Although all political leaders seem to exude this characteristic, the similarities among those who have exercised political power ends here. I i i i j 1 I I 1 1 There are a number of concepts about political leadership that we might review in order to understand the type of leadership necessary in contemporary America. In a sense, these various concepts take us through periods of the political history of cities. Let us first consider political leadership as simply the ability to get elected and stay’in office. This type of glad-hander who has been bittenby the political bug is usually tempted to straddle the fence. Fence­ sitting in a hot political issue in a city has the convenient advantage of antagonizing very few people. This type of elected official is not out to alienate any potential voter. Only if he is positively certain that a ma­ jority of the voters take a stand on an issue will he take a stand. Then he may even take a strong stand. Political success for this kind of public official is merely getting re-elected election after election. He is loath to imperil his political image of being every thing to everyone. Only by surviving a number of elections are chances of rising to higher elective office improved for the fence- straddler. - 12 - �L Such apersonis a real liability to local government today. This view of political leadership is much too narrow. Today's government calls for outspoken and firm leadership on nagging problems. L 1 I I L I F [ I J J I A second view of political leadership revolves around allocating the spoils of political power. The old political boss obtained votes for re-election by performing favors which meant allegiance. Favors alone might not necessarily insure continuation in office, oppositionhad to'be eliminated. The wise political leader was one who could harness the ambitions of all the subordinates, workers, and hirelings. To success­ fully do this is an art. This kind of person does not hold court over a " political machine" but presides at the head of an organization. And while these modern day bosses cannot be counted on to produce votes with clock-like regularity, they still preside over the spoils created by those votes. Patronage and favoritism hold these machines together. They could be converted into botes and votes become jobs and contracts. Political office was sought strictly for the economic rewards, But the worth of favoritism has lessened. This view of leadership is much too negative. A third view of political leader ship is related to the political party and the various segments of the apparatus. A political party isdesignedto join together those of like mind. It wants to secure political power. The real basis of a political party at the local level is the committee, whether at the city or county level. It is at this level that prejudices are commandeered, favored, awarded, patronage distributed, and doorbells rung. The main objective of the political party is to win elections. So far in American government at the local level, the party apparatus has not been utilized for the attainment of community goals. Because the party leadership has confined itself to the narrow goal of winning elec­ tions, the leadership has not always lent its efforts toward community improvement. The last view of political leadershipis that of providing community­ leadership. The obligation of this kind of political leadership is the mo­ bilization of community resources to achieve community goals. Such a leadership must be able to identify all the resources available. This kind of leadership must harness all of the forces in a community toward community betterment. ! - 13 - I I �[ L J I 1 I £ I Ji [ I 1 If local governments are to survive in the face of today's rising national power, the weaknesses of local government must be corrected. The six inadequacies of local government are clearly stated in the Re­ port of the Committee for Economic Development. The summary of the recommendations of this Committee, while sound, are already attacked by a rear guardaction inlocal government circles. Solutions offered in the report are unacceptable to most people and most local officials. The reduction of the 80, 000 local units of governments by at least 80% is not likely to be accepted. Merging of small units will probably only come by legislative fiat. Progress in adopting some of the recom­ mendations will be irritatingly slow. Many solutionshave been suggested, studied, and put into effect in metropolitan areas. Among them are: Annexation--Oklahoma City; Consolidation- -Nashville; Metro Federation- -T or onto; and Contract System--Los Angeles. One of the most recent solutions to solve metropolitan problems and provide the essential leadership is the metropolitan cooperation movement which began in the Detroit area in 1954, and has since spread to the San Francisco Bay Area, the Seattle-Tacoma Area, the Los Ang­ eles area, the Atlanta Area, and the Philadelphia Area. None of the councils seem to have fully met its potential for political leadership on metropolitan problems. The key challenge remains ameliorating the parochialism that now exists and replacing the unimaginative leader ship with effective leadership. The roles of the councils as opinion leaders in regional affairs will have to be enhanced. Their future seems bright only if professional project management can be applied to major prob­ lems of intergovernmental scope. Each autonomous locality still must develop a unified executive within its own confines --city manager or strong mayor. I The Optional Charter Law in Pennsylvania gives Wilkes-Barre a tremendous opportunity to become the fir st large size city in Pennsylvania to become manager administered. New industry cannot help butbe at­ tracted by the efficient administration that should result from the man­ ager system. I The same single administrator concept is now being applied to county government in the United States, The more forward looking counties, such as Fairfax County in Virginia or Montgomery County in Maryland, now operate withan appointed professional manager to administer the multitude of affairs in county government. I I 1 - 14 - �L L I [ I I I I I r 1 1 1 i i i It is apparent that this kind of political leader ship is not restrict­ ed to those who head parties. It is most effective when community lead­ ership, party leader ship, and responsible governmental office are exer­ cised by the same person. Of course, this is the ideal. While it is difficult to find national bosses and sometimes state bosses, local government has been the happy hunting ground for the spoil­ ers and the looters. Boss Hague finally retiredin 1947. Citizen action finally dethroned Boss Pendergast in the 1940's. The Gas House Ring and Tammany Hall in New York City became symbols of our era in local government. The Shame of the Cities, written by Lincoln Steffens, pic­ tured the basic disease of local government in the United States. The unsound theory of local government was really the basic cause for bad local government. Checks and balances, short terms, rotation in office, small salaries, and the long ballot hilpedto produce inefficient government. The emasculation of the office of the chief executive was easily written into the charters of the times. Plural councils played havoc with governmental responsibilities. Even small clerkships were filled by election. The lack of responsibility was ocmpounded when their offices were made autonomous. No wonder many Americans justaccepted local government with a feeble shrug. An aroused citizenry began to take a new interest inlocal govern­ ment. The professional politician was forced toloosenhis strangle hold on municipal affairs. The Jacksonian Creed was replaced with a new theory and philosophy of local government, embracing such ideas as concentration of authority, the merit system and so forth. Greater confidence was placed in man elected to office. A new breed of mayor has emerged, exhibiting not only political skills but ad­ ministrative talents. The Model City Charter became the guide line for revitalizing local government. In many instances, the commisson form of government was displaced by either a strong mayor or a manager. The voters came to expect the mayor to be a civic leader and one who would concern himself with all questions affecting a community's well being. Voters came to require him to be a positive thinker and doer. And so American cities began to replace the bosses with such illustrious leaders and mayors as Allen of Atlanta, Cavenaugh of Detroit, Lee of New Haven, Tucker of St. Louis, Collins of Boston, Dilworth of Philadelphis, and Lawrence of Pittsburgh. �THE NEW REGIONAL ROLE FOR COUNTIES by Ronald M. Dick Field Service Representative National Association of Counties One of the major local government problems of our time is how to adjust our local democratic institutions to run-away technology, explod­ ing populations and the expanding expectations of our citizens. Our local governments are beginning to accommodate to techno­ logical change and are beginning to adjust to population increases. It is in the third area--the rising expectations of our citizens --that causes the greatest strain on local government institutions. How we adjust to this challenge will be the decisive factor in determining the future role of local government in the United States. A whole new class of Americans is just now coming to power. They are young, well educated and secure in their jobs. They are confidentwe will solve the major social and economic problems of our mod­ ern age. These new Americans are more prone to apply the rules of study and analysis to controversial issues. With respect to the bitter debate over private versus public power, for example, they are apt to ask for an "impartial survey by experts. " I I I They see little difference between private power stringently reg­ ulated by government or government power distributed by private enter­ prise. Our new Americans have a new set of values. They want healthy and beautiful surroundings. They want safe cars and safe highways. Our new Americans under stand civil rights and the need for responsibil­ ity. They strongly supportprograms to cure poverty, mental health and juvenile delinquency. They are university- oriented and believe increased culture, natural beauty, and education to be prime national goals. I 15 - �[ [ [ I [ [ [ I I I I. I Above all, the new American is all action. He loves results and not institutions. He demands clean water and air, and he does not care whether these come as a result of federal, state, local or private action, or all four working together. This new American is coming into state and local office and is beginning to make a "revolution" inlocal government structure and opera­ tions. Everywhere he sees evidence that problems must be solved on an areawide or regional basis, and everywhere he sees governmental frag­ mentation. In the State of Washington, for example, there are 1,693 separate taxing districts within only 39 counties. The new American is beginning to turn to his county or to a multi­ county arrangement to solve today's problems because he is realizing more and more that many of these problems require regional solutions. The rate at which the new American is turning toward the county for solu­ tion to regional problems is amazing. Since 1957, for example, the number of county employees in America has increased by 350, 000. This increase in employees exceeds the total number of people living in each of our three smallest states. In most urban and rural areas, the county offers the single best vehicle for the provision of regional services. Indeed, the county is the regional unit of government, designed to discharge basic governmental functions for the citizens of the entire county, whether they live in the cities, or in the rural areas. These functions generally include county record keeping, elections, administration of justice, education, law en­ forcement, penal administration, public welfare and property as ses sment and taxation. In recent times, the twin phenomena of rural depopulation and urban repopulation have placed additional responsibilities on the county.. Many counties now have authority for these functions: 1. 2. 3. 4. 5. 6. 7. 8. 9. Comprehensive areawide planning Economic development Library services Community colleges Community action programs against poverty Mental health out-patient clinics Civil defense Park and Recreation programs and facilities Mass transit I I I 16 - �[ [ E I 10. 11. 12. 13. Jet airports Police and fire protection Urban renewal Rural renewal The county is responding to regional pressures both within the county and outside the county. Within the county, the smaller sub-units are finding that they cannot respond to basic service needs and are in­ creasingly turning to the county to as sume functions that were previously exclusively municipal. These include services suchas water supply and sewage disposal. From outside the county, the federal government and, to a lesser extent, the states are urging regional responses to federal and/or stateaided activities such as planning and highway transportation I I [ I I I I I I I I In coping with regional problems in both urban and rural areas, the county offers five basic advantages. 1. Political Accountability In responding to regional problems it is important to note what may very well be the county's principal advantage as a regional unit of government and that is that it has political accountability. By political accountability we mean that all of the people within the county are repre­ sented on their county governing body and control the county through the election process. It is important to note that America is a nation of thirds. Onethird of our nation lives in rural areas; one-third in central cities; and the remaining one-third lives in the suburbs. We think it is absolutely vital to the future of American local government to bring these three back together again at the local level. The county is the vehicle to do this. If there is one over-riding concept that we would like to place in the minds of the American public, it is that the city person is as much a part of his county government as he is of his city government. He pays taxes to his county; he elects representatives to the county governing body; he is served by his county government and, in turn controls his county government. By the same token, it is extremely important to have rural people and suburban people understand that they also have responsibility for the county residents who live in the central city. 17 �V The day has long since passed when county officials can, or would even want to, be indifferent to central city problems--the problems as­ sociated with slums, poverty, crime and the whole host of difficulties that are associated with jamming large numbers of representatives of minority groups, the poor and the disadvantaged into central city areas. E E i L i il E [ [ [ I I I One case history illustrates the modern trend of functional con­ solidation of activities at the county level. The City of Syracuse, New York, for example, has pas sed on to its county government responsibility for public welfare, civil service, civil defense, sewage disposal, water supply andnow there are strong moves to have the county as sume greater responsibility for economic development, planning and other functions. The people who live in the city of Syracuse are content that when they pass responsibility for these things on to the county, they still have a voice in how these programs are to be administered through their poli­ tically responsible county officials. 2. Broad Tax Base A secondmajor advantage of the county is that ithas the broadest of the local government tax bases. It is important to keep in mind that a new factory, a shopping center, a high-rise apartment or a residence of a well-to-do person is taxed by the county whether it is physically located in the city, the suburbs or a rural area. The broader tax base will become increasingly more important as we, at the local government level, respond to the very costly human problems such as public welfare, juvenile delinquency, crime and mental illness. It has always been an old saw in local government that the people who live in suburan and rural areas of the county are getting a free ride at the expense of the central city resident. We doubt very seriously whether that is presently the case, and we certainly would predict that it will not be the case in the future. For example, Monroe County and its central city of Rochester, New York, completed a study and discover­ ed that because the poor who require the greatest amount of the high-cost human services are located in the central city of Rochester, the subur­ ban and rural taxpayer are paying a proportionately higher share of the total cost of running Monroe County than are the people who live in the central city. We believe that this disparity will, and probably should, increase because there is certainly nothing morefirmly ingrained in the American concept of taxation than that those who are most capable of paying, should pay the greatest share of the cost of running government. I I I 18 - �[ I Again, the national statistics are impressive in that they document the tremendous growth of county government. For example, from 1942 to 1962, county expenditures rose a staggering 536% and indebtedness rose 2073%. Citizens should keep these statistics in mind when they pointwith alarm atthe great increase in the level of federal (expenditures and debt. Actually, as these numbers indicate, the really great strains in the area of taxation are not coming at the federal level, but are con­ centrating at the state and local level. 3. I E li 1 C I I I 1 J Economy of Scale Still another advantage that the county possesses in dealing with regional problems in urban and rural areas is what might be called the "economy of scale. " We know, for example, that the Public Health Service says that itis notpossible to have an adequate public health service program in a community with a population of under 25, 000. We have every reason to believe that as we progress technologically and in other directions, to have an adequate health department we will have to have an even larger population base. And yet, the vast majority of our 100, 000 units of local government in the United States are far too small to provide public health services. Again, the smaller units of government are increasingly turning to counties to provide these types of services andwehave greatnumbers of city-county health department consolidations throughout the United States. We could go through a long list of other types of governmental activities that require alarge population base in order to be economically feasible. The whole new area of data processing, for example, lends itself admirably to a countywide data bank and processing unit to serve the county's internal municipalities, school districts and other local units. These same arguments of economy of scale also apply to countyw'ide tax assessing and collection, planning for urban renewal and, recently in the areas of water pollution control and water supply. Still another factor which is stimulating the growth of the county is the scarcity and high salaries needed to attract competent people in specialized fields such as urban renewal. In Allegheny County, Penn­ sylvania, for example, the county hires urban renewal experts andmakes their services available to the smaller towns and municipalities within the county. Perhaps the: most encouraging single development in the area of economy of scale is the so-called Lakewood Plan, by which smaller muni­ cipalities are allowed to contract with their county to provide local gov­ ernmentservices. Ibelieve that in Los Angeles County, California, there are some 1, 000 of these contracts in existence between municipalities. 19 - I �I i I As a matter of fact, we would like to predict ..hat one of the great new trends at the local government level is going to c.= in the form of a leaf stolenfrom the book of private enterprise. Private businesses, as a daily way of life, enter into hundreds upon hundreds of contracts. I suspect that this is the direction we are going to go at the local govern­ ment level if we are to respond to our new kind of problems. Again, perhaps an example in the State of Maine will illustrate the importance of the wider use of the county to respond to this problem of the economy of scale. There are two municipalities --one on each side of a river and with approximately equal populations of 15, 000 each. They have two separate fire departments at the municipal level and no fire protection on a full time basis in the rural areas. They have two separ­ ate municipal police departments in these communities and the comity maintains police protection in the suburban rural areas and on an over­ lapping basis within the two municipalities. Neither municipality nor the county has adequate planning, ade­ quate data processing systems or adequate building and zoning codes. Here is a natural place for the expansion of the role of the county to pro­ vide these services and regulatory functions. 4. I I [ [ I I s Areawide Jurisdiction The new American is discovering that the county1 s areawide juris­ diction is a vitally important asset in dealing with regional problems in both urban and rural areas. Again, to city the State of Washington, there arel,693 taxing dis tricts within the 39 counties. We ar e discovering that areawide jurisdiction is particularly important when we get into regula­ tory functions such as licensing; building codes; controlling of junkyards and billboards; traffic control; and sanitation codes and regulations. Itmakes no sense, for example, fora small municipality to enact a decent building code and then have an unscrupulous builder build just outside the jurisdiction of the city andput up a potential slum that one day will have to be dealt with at public expense. We are finding that it is much easier to enact and enforce areawide and countywide regulatory functions. It is important to keep in mind that nationally, in 75 percent of the standard metropolitan areas in the United States, the entire urbanized area is within a single county. An example of how one of these areas is solving its regional prob­ lems is provided by Nashville-Davidson County, Tennessee. At one - 20 1 �I I I time there were the usual two separate local governments--one for .the county and one for the city. And there were many problems: Several service functions were duplicated by the two governments. Citizens of the county did not enjoy certain services such as an adequate sewerage system. And taxes in both jurisdictions were not levied equitably. In 1963, after ratification by the voters of both the city and the county, the Nashville-Davidson County Metropolitan Government came into being. Now services to bothurban and suburban residents are provided more efficiently. There is no duplication of services such as police pro­ tection, hospitals, and zoning enforcement. Areawide planning for the entire county is now possible and master plans for land use, roads, and sewer systems are being developed. Taxes are being distributed more equitably and the citizenry is taking a greater interest in government now that he has a greater stake in how it functions. This new metropolitan form of government was possible because only one large central core city existed within the county. The metropolitan form of government cannot, however, solve the problem of urban or rural regional ar eas that spill across a single coun­ ty boundary, and here we have the newest phenomenon at the local level of government called regional councils of government. [ I [ [ [ I I I These are, and webelieve should forever remain, underthe ex­ clusive control of elected city and county officials who are directly ac­ countable to the electorate within the region. With the enactment of the newfederal "701" amendments, the federal government is now providing funds to get these councils or government started and they are beginning to spring up everywhere. It is also importantto note that there is a corresponding develop­ ment in rural areas in the form of legislation now before the Congress which is called the Rural Development District bill. NACO is strongly supporting this legislation, which would provide that in rural areas, the elected city and county representatives in a multi-county region could get together to form a development district (subject to approval by the state government) for the purpose of planning and, later, financing and con­ structing facilities and providing services. Thisis absolutely vital to the preservation of the good life in rural areas because without some sort of a regional approach in rural areas, it is totally impossible for tiny cities and small counties going it alone to provide the modern govern­ mental services, like technical schools, community colleges, hospital facilities, mental health facilities, and economic opportunity. - 21 - I . i �5. Closer Ties with Federal and State Government Finally, the county lends itself to a much wider regional role in the family of governments because it has the great asset of having much closer ties with the federal and state government. There are in existence atthistime, for example, some 250 federalaid programs that ar e avail­ able to county and municipal governments. It is obviously much easier for the states and the federal government to deal on a cooperative basis with 3, 000 counties in the United States rather than the total of 100, 000 smaller units of government. The county has been very successful in working in the federalstate-county partnership on programs such as the national agricultural program; road building and maintenance; and public welfare. We, in the National Association of Counties, make a very strong case that the whole question of federal aid in the United States is now largely an academic one. We appear to have reached some form of na­ tional concensus that if we are to come to grips with our problems, we must have certain national commitments, national standards and, above all, national financial participation. We suspect that the states' rights battle in the United States will take on a new, and in our opinion, much more meaningful form when we, at the state and local level, begin to demand and receive a much wider role in the formulation of national standards and, above all, in deter­ mining administrative rules and regulations with respect to national pro­ grams. It is also interesting to be in Washington, D. C. , and see that federal officials have, at long last, come to realize the simple truth that the United States of America is simply too large and too diverse to be managed from Washington, D. C. In nearly every agency, we see active efforts tobuild their programs on the basis of having them administered and coordinated at the community level. We would go a step further and make a strong prediction that the present system of 250 separate and distinct grant-in-aid programs will not long survive in its present form. We fully expect that in the very near future we will operate on the basis of each community in the United States making a long-range budget and expenditure program designed to meet local needs and national standards and that the federal government and the states will then resort to some form of block grants of funds to finance these locally generated programs. - 22 - �We must say, in all candor and frankness, that the great mass of American counties are not, at this moment, properly organized, financed or operated to adequately discharge the existing and envisioned expan­ sion of their governmental role. We have to keep in mind that the Ameri­ can county is 350 years old, and that we have had, in the United States, twice as much experience with county governmentas we have with a na­ tional government of the United States. Because counties are the oldest American government institution and because they were created in the past for an entirely different purpose than the ones now envisioned, we have perhaps the greatest amount of reorganization and revitalization ahead of us. The very best place to start is with a change of attitude at the state legislative level. For 350 years, the average state legislator has felt that his role with respect to city and county government was to serve as a policeman to prevent the cities and counties from over-expending money. The plain fact is that in 350 years, we have had very, very few city or county bankrupticies, but we havehada vast amount of state con­ stitutional and legislative hamstringing of local government officials. We would suggest that the state legislatures keep in mind that the average city and county official feels that he has a much more receptive audience for his problems from his federal representatives than he has had so far from his state representatives. We would suggest that the county be given the same home rule powers that have been given to the cities. The citizens of a county should have the right to adopt charters; they should have the right to institute local taxes; they should have the broad standards establishedby the state; and they should, in general, have both the fixed responsibility and the authority to finance them. We, in the National Association of Counties, would like to see a totally differ ent approach to the entire question of home rulefor counties and cities. It has traditionally been the state philosophy that a city or county can only do those things which they are specifically authorized to do by general law or local act. We would reverse the philosophy and allow a city or county to undertake to provide any service (subject to stand­ ards) that was not specifically denied to them by an act of the legislature or a constitutional amendment. We would like to make the case that it is our observation that those states in this Union which are generally considered to be the most progressive and the most viable units of state government are those in which the state has given the maximum amount of home rule to its local cities and counties. 23 �j I I I i G I I [ f ! I [ I I I 1 We appreciate that this is the subject of a separate panel, but in enumerating the things that are needed to reorganize and revitalize coun­ ties one of the top priorities, of course, is to find some way to get city and county governments into the mainstream of American taxable wealth. To most of us, this means that we must find some way to share in the proceeds of state and federal personal and business income taxes. I know that to a great many people the subject of county reorgani­ zation, structurally, is intensely controversial. While we as a national association have never taken an official policy stand with respect to the matter, it is my ownfirm conviction thatwe must have, in every county in the United States, an elected county executive or county mayor. This person should be electedat large, should have separate responsibilities from those of the county governing body, and in large counties should serve on afull-time basis, andin smaller counties on a part-time basis. We would go a step further and say that in every county in the United States, that elected executive should have an appointed, profes­ sionally trained county manager to handle the myriad of often technical and complex daily problems of administration. If a county is too small to have a full-time county manager, it is probably too small to function as a unit of government. It is no secret thatwe, who workat the county government level, have the world's worstpublic relations problems, next to the state leg­ islatures, and probably the reason for this is that it is not possible, in most cases, to personify the county (or the state legislature, for that matter) in the same manner that we can personify the administration of the state government and a city in the form of a single elected governor or a single elected mayor. I suspect that the citizen is so confused by the welter of officials he has to elect in a typical community that as a voter he becomes apa­ thetic and indifferent. This indifference could be changed quickly to en­ thusiasm if each community had a countywide election for county mayor or county executive. One of the outstanding traits of our new Americanis that he clearly understands that most things are interrelated. Because he is the first American to clearly understand this, he is much more interested in see­ ing thatcities, counties, states, the federal government and private busi­ nesses work cooperatively and harmoniously to solve each problem in relation to all of its related problems. - 24 - �L il L L i I L I [ f [ [ [ I I 1 I I'll give you a case in point: We know that if we burn solid waste, we create an air pollution problem. We know that if we dump solid waste along a stream bed, we create a water pollution problem. The new American expects that his local government will come up with sensible areawide plans to solve all of the waste disposal problems and their re­ lationships one with the other. To put it still another way, our new American believes in local governmental togetherness. Indeed, a very strong case can be made that the distinction between city andcounty governments is very rapidly disappearing in the United States. You certainly cannot tell the difference between the city and the county, based upon the functions they discharge because in most cases, they are identical or at least similar. . We expect thatwe are going to be busy at the city andcounty level far into the forseeable future, finding new and better ways for our city and county governments to work more cooperatively with each other and with the state and federal governments. In conclusion, we would like to return to our original theme, that the mostpressing local problem of our time is to adjust our local demo­ cratic institutions to the changing world in which we live and the chang­ ing attitudes of our citizens. We can think of no finer way of saying that than to quote from one of the great Americans of all time, Thomas Jeff­ erson, who in a letter to Samuel Kercheval, said: I am not an advocate of frequent changes in laws and constitutions but, laws and institutions must go hand in hand with the progress of the human mind. As (the mind) becomes more developed andmore enlightened, as new discoveries are made, new truths discovered and manners and opinions changed with the change of circum­ stances, institutions must advance also to keep pace with the times. We might as well require a man to wear still a coat which fitted him when a boy as civilized societies to remain ever under the regimen of their barbarous an­ cestor s. Asa spokesman of what is at once the oldest American local gov­ ernment institution and also perhaps the newest American local govern­ ment institution, I can say that we in county government look forward with high hopes. , - 25 - �L INTRODUCTORY REMARKS by I i i I [ DeWitt Smith, Chairman. Luzerne County Park and Recreation Board One of the major aspects of industrial growth that has been to a large extent ignored is that of tourism and recreation. However, for the past few years we have come to recognize the importance of this in­ dustry, in fact, promoting it to the point where we can call it the second major industry. Our panelists today have had a good deal of experience in work­ ing with the industry. Mr. Calhoun has done an exceptional job in pro­ moting the neighboring Pocono Mountains Vacation Bur eau. Mr. Hartung, as a consultant, has aided a number of areas in recognizing the impor­ tance of tourism and recreation. Their comments will be well worth noting as we take a critical look into the future. I i 1 i I I I il 1 - 26 - �8 TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY by John E. Calhoun, Executive Director Pocono Mountains Vacation Bureau i s [ I I I I I I I Being as sociated with an organization which has as its main pur­ pose the promotion of a resort region may sound like a "permanent va­ cation. " "A dream job" one TV announcer described my position as he related frequent visits to a wide range of Pocono resorts--"He promotes everything in the Poconos from the plush hotels and rustic inns to the world's most luxurious honeymoon resorts,” he related. This is all true. With no intent to restrain the imagination and dampen the en­ thusiasm of those who mightwish to pursue a similar endeavor, suffice it to say that, like any position, it has its functional r esponsibilities, its challenges and its proportionate share of problems. Our organization is promoting an industry that just five years ago was not even recognized as an industry. This was somewhat due to the lack of ability to clearly measure the scope of tourism and the im­ pact that it was having on the national and local economies. Recognition was also withheld by some community leaders because this new profit generator, tourism, had none of the smokestacks that are frequently associated with the term "industry. " Today, measurement of the bene­ fits, the results, the profits, is coming into clearer focus, sufficiently clear tohave our state authorities recognize tourism as the number two industry in Pennsylvania. Keeping in mind the conference theme, "Northeastern Pennsylvania--A Critical Look into the Future,11 I shall endeavor to project some hypotheses for the future. They will be based on existing or developing trends that we recognize as this growth industry, tourism, begins to have a significant economic impact on the four-county Poconos. I will touch lightly on our promotion techniques and their effectiveness. I will venture what our future promotion media will be. My distinguished colleague, Marlowe W. Hartung, will touch on tourism as it develops on the national scene. - 27 �Although we feel we are making a strong and successful effort on the local level, we must first acknowledge, with deep graditude, the effective efforts of those promoting tourism on the state and federal levels. The President's concern with the imbalance of payments -was an opportunity for all domestic travel interests to campaign for a "Dis­ cover America" or "See America First" program. The Vice President of the United States gave strong support to this campaign and made milli­ ons of Americans aware of their great heritage through television and other news media. The State of Pennsylvania has consistently recog­ nized the great potential in tourism. The Commonwealth has steadily increased its allocation of funds to the fifty-five officially designated Tourist Promotion Agencies throughout the state. The Travel Departm­ ent Bureau within the Department of Commerce has repeatedly raided the cause of tourism by offering advice and guidance on a broad range of tourist promotion matters whenever requested. i B t 0 ti The Poconos has been in the tourist business for nearly 1 50 years. We must acknowledge the advantage of a head start. Our region is bless­ ed with the name "Poconos" which, somewhat by plan, but as much by good fortune, gained the image as the mountain resort area with clean, crisp air; clear, pure water; hundreds of natural lakes; water falls and sparkling mountain streams. Add to this a few outstanding scenic vistas, good hunting, fishing, skiing and year 'round fun at a wide range of re­ sorts. In these few sentences youhave the me ssage that rather succinctly describes the Pocono Mountains resort region as we attempt to sellit to the public today. L [ Tourist promotion today is a sales job. The entire world is our competition! Jet flights to Europe, Bermuda, the West Indies, the Ori­ ent, Hawaii, all compete for the same tourist dollar. Right here in our own State there are areas that have the same natural splendors of na­ ture that we do. For the moment, the Poconos are probably geared to the merchandising of their product to a higher degree than most areas. This is largely due to certain promotion techniques agreed upon by the membership of the Pocono Mountains Vacation Bureau. Some of these techniques or principles of merchandising were agreed to in the early 1930's. Let's briefly review a few of them. [ I I I I ! Our advertising is supported mainly by membership dues contri­ buted at the relatively high rate of $10 per room. Advertising is mainly placed in metropolitan newspapers in the form of the familiar clfp-out I I I I - 28 - �I I I 1 coupon. With this media, advertising, we have elected to "fish where the fish are"--namely, New York, Philadelphia, Cleveland, Washing­ ton, D. C. and a few other larger cities near the Poconos. We have reached a position of financial strength whereby we can advertise every Sunday, all year 'round in selected newspapers, and thereby reap the benefit that such continuity of promotion offers. By prompt, central-office processing of inquiries, many of our resorts - -particularly housekeeping cottages this year - -were able to book reservations well in advance of the vacation date. I would predict that this type of advertising will be utilized for many years to come due to its high rate of conversion for our members. 8 Although newspaper advertising receives our largest slice of the promotion budget, we believe in the "Total PromotionProgram" concept. We areforever alert to new media that might mean newmarkets and new business. I I For the fir st time in our history we programmed a modest amount for radio advertising on the theory that our sophisticated society today requires that the "message" must be beamed to the prospect again and again and again. The value of radio advertising, like institutional ad­ vertising, canbe difficult to measure, i. e. cost per inquiry andnumber of conversions. However, we are inclined to feel that it complements the newspaper ads andprobably inspires a reaction the second, third or fourth time heard, if not the first. Repetition, of course, is a basic marketing principle, and it works. Although we are relatively new in the radio media, our budget allocation to radio is verylikelyto increase steadily. I I I Another element in our "Total Promotion Program" is paid pub­ licity provided by professional publicity counsel. It is estimated that over 80% of the material printed on the Travel page of your Sunday news­ paper is provided by paid professional writers not associated with the newspaper. We thoroughly subscribe to this principle for merchandis­ ing our product. Once again, it is another means of flashing the "Po cono Story" in front of millions of readers. It is emphasized that edi­ torials in newspapers or magazines have a much higher degree of "be­ lieveability" than do advertisements. Publicity counsel also provides guidance by professionals who, because they are not permanently em­ ployed by the local Tourist Promotion Agency, are in a positionto offer I I I - 29 - �sound objective guidance that can hardlybe equaled by associates closely tied to the organization. Without question, the services of professional publicity counsel will be required to an increasing extent as the com­ plexity of our society increasesand the need for astute guidance relative to personal contacts, promotion media, communication techniques in­ creases. Other elements in the Total Promotion Program of our organiza­ tion that have met a need and proven highly effective in merchandising the Pocono Mountains resort area include: participation in travel shows; volume distribution of color films on thePoconos; receptions for travel agents; conducted tours for travel editors and other VIP guests; opera­ tion of information centers to offer assistance to visitors; encouraging speaking engagements by officers of our Tourist Promotion Agency; and, wide distribution of promotion literature, among others. Now, let's look a bit more to the future. One of the revolutionary changes in society, and a very spectacular one, has been the increase in leisure time, and just as important, the availability of money to use this time for sports, recreation and travel. These new features of our society have provided the ingredients for a travel boom in America une.qualed in our history. This boom has plummeted the tourist industry into the second position in our State-after manufacturing, and to the third position in the world. The poten­ tial for the tourism/recreation industry is staggering! A recent survey of resorts in thePoconos indicated that the 1966 summer season was the best on record. Local banks confirm this by acknowledging that resort accounts are more substantial than ever. In­ creased business in Pennsylvania, related to tourism alone, was sharply up in 1966. State Park visitor s increased by the millions, gasoline usage was up an estimated 5 percent. Visitors to state historical sites in­ creased 49 percent in the 1964-65 fiscal year and unquestionably a sig­ nificant increase was recorded in fiscal 1966. Add to this the increase in mail inquiries for tourist information and request for informationat state information booths and you have a picture of the industry with an extremely bright future and no clouds in the sky. F I I Is the boom at its height? ALL the experts say NO. . The evolu­ tion in living habits, they contend, is not just a sign of local prosperity, but a way of life that everyone aspires to, that is, traveling, seeing, visiting, doing, and enjoying every moment of it. Americans, by nature, work hard. Most of us will agree that Americans also "play hard. " - 30 - 1' �May I inject a bit of Pocono fact to lend credence to the evolu­ tion that has taken place in one segment of our tourist industry in the Poconos? Since World War II, an extremely prosperous honeymoon business has been born in the Poconos. Pocono honeymoon resorts are renown for their luxury of accommodations and facilities. However, the point I wish to make here is that the most popular honeymoon resorts are the ones that can claim a very wide range of recreational activity including indoor swimming pools, bowling alleys, and toboggan slides with artificial snow. There is even one with a gymnasium sporting red carpeting on the walls. Indeed, there has been an evolution. Young people crave activity and organized recreation--whether on a honeymoon or a routine vacation. Pocono resorts are providing it. ■J Years ago the picture was different. There were few honeymoon resorts and resort hotels sported rocking chairs on the front porch. Perhaps tennis and golf were offered at the most elegant. Today, nearly all vacation and honeymoon resorts must have all sports and .recreational activity either "on the campus", or nearby to draw the business. o We briefly touched on tourism potential earlier. Let's sum up potential market briefly by reporting reliable statistics that are surpris­ ing to many of us: a. Over 80 million Americans took no trip of any sort last year. b. Only 35% of Americans took a vacation last year. c. An estimated 70% of Americans have never been in an airplane. D d. Sixty percent of us have never spent a night in a hotel. D Many of these statistics will change in the years ahead and there­ by lies much of our future growth in tourism. Money, interestingly enough, a recent survey indicates, is not the key problem. The prob­ lem is to develop ways to spur more Americans to travel more. .E E As a result of the most successful year in history, it is pre­ dicted that millions of dollars will be spent in the Poconos to expand L I ■ - 31 �accommodations and facilities. Substantial increases will be made in advertising and promotion budgets of resorts anxious to tap the expand­ ing and profitable market. But the largest single factor in the growth of tourism and recreation in Northeastern Pennsylvania will be the de­ velopment of the Delaware Water Gap National Recreation Area. The completion of the Tocks Island Dam on the Delaware River will hold the waters in a reservoir 37 miles long--stretching from the vicinity of Stroudsburg, Pennsylvania to Port Jervis, New York. This man-made lake will be the heart of a major new National Recreation Area in the Northeast. In addition to offering a wide variety of facilities for water sports, nearly 58, 000 acres of adjoining land in Pennsylvania and New Jersey will be preserved for the recreational enjoyment of the public. The completion date for the project is 1975, but efforts to expedite con­ struction might change this date to 1973. By that time, ten visitor des­ tination sites will have capacity for 123, 500 people at any given time. Land acquisition for the project has air eady begun. Actual construction will begin in 1967. New express highways will put Northeastern New Jersey and New York City within 1 1/2 hour travel time of the area and Philadelphia easily within a two-hour drive. It is reliably estimated that this recreational area will have 10,500,000 visits a vear. Expenditures by these new visitors (mostly for food and lodging) is estimated at $30, 000, 000 ann­ ually. Robert R. Nathan Associates, a research firm that prepared a study of the potential impact of the Delaware Water Gap National Recrea­ tional Area on its surrounding communities, estimates that commercial development outside the park, but in the immediate vicinity of access roads, will include between 40 to 80 restaurants, 50 to 95 transient lodg­ ing establishments, 25 to 50 filling stations and 35 to 60 miscellaneous shops and service firms. Distribution of this developmentbetween sides of the park will be roughly proportionate to planned recreation facilities, i. e. 1/3 in Pennsylvania and 2/3 in New Jersey. While all of the foregoing looks like a prosperous picture from a standpoint of the businessman, massive traffic jams and serious pollu­ tionproblems could develop if highway construction plans and health codes fail to keep ahead of the impact of this huge project development. Na­ than A ssociates, in their report of the impact of this huge project, cau­ tions that in the future changes ar e going to occur ona much larger scale, with greater frequency and in closer proximity to one another. I I I 32 - �B ■B ,-s J a 1 f8 Another regional attraction on the horizon is thePocono Interna­ tional Raceway. This project, slated for completion next summer, will feature a championship 2 1/2 mile oval, 3 mile road course, 3/4 mile oval and dragstrip. It will be the third 2 1/2 mile auto raceway in the United States. The other two are Indianapolis and Daytona. Many can hardly conceive that one resort region could be so fortunate to attract projects of the magnitude of the Raceway--only to be followed by the DWGNRA. All of this is certainly not without its problems. A great deal has been said about the tremendous growth prospects for tourism and recreation in this region of Northeastern Pennsylvania. Nothing has been overstated. The future, without question, is exciting. Planning for the future must be wisely undertaken to avoid intolerable problems. In this regard, oneof the most significant progressive moves in this direction was the recent recreation/tourism survey undertaken by the Economic Development Council of Northeastern Pennsylvania. The study, as I understand it, will include an evaluation of quality and an appraisal of the potential for expansion and development of facilities relating to recreation and tourism. Certainly, with 30, 000, 000 people living within a 100 mile radius of our area by 1975, the time to start serious planning to determine how an area may best take advantage of this long-term recreation/tourism boom is right now and the Economic Development Council of Northeastern Pennsylvania is to be commended for their foresight. In this case, it can truly be said that the future can be tremendous --for those who prepare for it. e .1 3 u L R I a ■* ! I ' j - 33 - �ta E H TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY i by p E n IB IB IE E '£ 0 X ■ K 0 Marlowe W. Hartung, Jr. , President Marlowe W. Hartung, Inc. ■ pi First off, I ought to explain that the man from our organization with whom most of you have been most familiar, Don Wright, who was to speak here today, became so proficient at design work, that Penn State tapped him off our staff tobecome off-campus Art Department Head. Don now resides at Altoona, Pennsylvania, and is attempting to teach some of the practical and theoretical design applications which we used in plotting the future in the Fabridam Tourism and Recreational Impact Study for the State and Federal governments. The study looked at what the future might hold for Sunbury and the three county area-Northumberland, Snyder, and Union, if the proposed world's largest Fabridam was put across the Susquehanna River at that point. Don and our Marketing Director, Max Tipton, and our Research Assistant, Mrs. Lillian Bennet, are also familar to you for their work on the federal-state community rejuvenation pilot study being initiated at Jim Thorpe. Their study is a c ontinuing attempt at finding outwhat could happen if a depressed community were brought back to life first as a tourist mecca. The hope is that industry will follow. I certainly don't pose as an expert. I do consider myself a good student of human behavior and with more experience in tourism and re­ creation than most. The human behavior is what, if I were you, I'd be most interested in today. [ Your over-all theme here at the conference is a "Critical Look Into The Future." So if we are honest with ourselves, we ought to be critical. And being critical brings me right down to this subject of study­ ing human behavior. And I'm going to be talking now strictly about this human behavior as it relates to Tourism/Recreation, my assigned sub­ ject. - I 34 - ■ I �Today Tourism/Recreation is an infant. It's our second major industry but it's still an infant. Thus, it seems to follow that the be­ ginners in this business are still struggling to come up with business­ like sophisticated approaches to marketing their tourism/recreation facilities. This is so, right herein your own Northeast. Yet this does not need to be so! L E L It's easy to be planning in a correct marketing fashion. You start with the people you know are the vacationers or tourists you want. What do they seem tobe happiest with? What is the fare they seem to be moving toward fastest? Then look at what you have: E E E I I E I I [ What natural facilities best match the tastes of the prospective tourist? What commercial attractions seem to be most in demand? What creative activities best take the fancy of these travelers? Right there is your program of development and of promotion coming together for your short and long range tourist and recreational planning. One more thing to that proven success formula. Keep watching, keep records, keep comparing, keep evaluating, keep changing to meet the tastes and trends. For 14 years our firm has been in this market planning business, part of our group specializing in tourism and recreation, part of our group in industrial and manufacturing, and part in farm products and services. On the average, all except the tourism and recreational market, clients begin with the needs of the prospect in mind before the develop­ ment or promotion begins. I I I - 35 - �L L L L L L L I I ,TJ n LI LI I CJ (C3 ! I I In tourism and recreation, through Colorado, Wisconsin, and New England, we've seen--and here's where the critical part of your theme can come in--thousands of dollars being wasted because the area promotion or commercial resort hotel is aiming at customers they can't or shouldn't go after. They can't get 'em, or it's too costly to get 'em, or the offering can't equal the taste of the market. And this brings me right down to your own Northeast area. As I look at a map of the Northeast, I would trace a border down from the New York State line just east of Williamsport as far south as Sunbury. Then I'd go eastward through Shenandoah and Jim Thorpe to the New Jersey State line. Here in this blocked off section of Pennsylvania, I find part un­ developed but full of fantastically potent natural tourist and recreational development potential. Eagles Mereandall of its mountaintop splendor for nature lovers, coal mines of the tunnel, the strip and open pit type, white water of the Lehigh River at Jim Thorpe that has no equal in the East for canoeing, a French settlement at Asylum near Towanda that is a promoter's dream- another Williamsburg. And then down herein the East, we've got the four county Pocono Mountain Vacation Bureau and some 267 member resort hotels and motels. And here, as has been the case in older resort parts of Colorado and New England, your Pocono resort hotels are shooting at the hardest marketing target to hit and bring down. And it is tough, and getting tougher, to show a buck of profit as a result. These resort hotels--and I don't include all of them, maybe ten excluded--and this doesn't include the honeymoon resorts --without the plush accommodations and frantic sophisticated activity required are shooting at this jet set market. Look at what they're competing with: Bermuda for a week at $205 per person; Jamaica for a week at $260 per person; - 36 - I �L L L E 1 I I I ! I Skiing in internationally famous Italian resort country for two weeks at $449. That includes recriprocal housing and partying at several hotels and on sev­ eral ski slopes; A week at any of Aspen, Colorado's famous night life filled resort hotels at $450 per person Givena choice of going to any of these places, compared to spend­ ing a week at one single resort in the nearby Poconos, at a cost of $200 or $235, where would you think the metropolitan traveler who has saved up for a vacation would go? Look at this new vacationer. He and she are younger and be­ coming younger yearly. Their taste goes across the board from Bach inmusic to the Frug in dances. They' re at home in barefeet or tuxedos; in camp-outs or at formal parties. They are attracted to art nuovo-a recreation of the 1900's. They like to live frantically--or let's say they don't know how to live otherwise. They move fast and won't stay bound to one thing very long. And here's a big key to the inability of some resorts right herein the Poconos and the Rocky Mountains and New England to show a profit, or for that matter, to even keep the doors open. Too many of the older resorts continue to think they can getand keep vacationers for a whole week, and keep them happy with the usual swimming pools, TV, air conditioning in every bedroom, good food, shuffle board, special night time entertainment. They can't do it! This is why such old timers in Atlantic City, as the ChalfonteHaddon Hall, are now promoting themselves as a good place to stay while guests sight-see the area. They've seen the handwriting on the wall. They know they will go broke if they continue trying to buck the trend of the mass modern day tourist market. These people want to plan exciting things to do at exciting differ­ ent places during their week's vacation. And they have the time and the money to do it with. I - 37 �L L L I I I I I I I I I I If I were John Calhoun, and the PMVB, and you planners for the whole Northeast, I'd be carefully pointing at the changed mass market behavior patterns of tourism and carefully attempting to guide my hotels and motels to use their facilities for the short trip, the weekend vaca­ tion, the vacation-between-the vacation. And if I were you, I'd be help­ ing to organize my member hotels and motels into package plans that would get the excitement of the special deal or deals and reciprocity into the package. Ski tickets good at any of the eight ski areas, car rentals for people who fly into your Wilkes-Barre/Scranton airport so that they can get from an all-night party at Tamiment, to participation in white water kayaking on the Lehigh River or enjoy a quiet, romantic, lampiit evening of dining and walking by the river at the restored country cross­ roads hotel just above the site of Asylum. An exciting night for horse racing at Pocono Downs and another at the International Raceway. A day touring the Ashland Pioneer Tunnel, seeing the gigantic open pits with their giant walking shovels, and capping this off with an evening of old country Slav folk festival dancesand gourmet food served in the streets of Shenandoah. And I'd promote this with the dollars I am now wasting in trying. to compete on an individual resort offering basis, This is the kind of excitement, the kind of frantic mixed fare, priced at $350 a week that can compete today and tomorrow with a trip to Italy, or Jamaica, or Ber­ muda, or Colorado. Even if it loses to far away places, it will create more vacation dollars flowing from the nearby Megalopolis markets-vacation dollars that with old style--individual resort activity promotion you'd never get or will lose completely. Gentlemen, whether we like it or not, we older-timers, we had better learn that to swimabove water in this tourism market, we've got to swing. And luckily for you, here in the Northeast, you have the where withal to do it: the open country, the change of pace from night life to canoeing white waters. Really what you need to do is keep in mind the desires to today's vacationer and then reshape existing plans and make new plans and attractions to fit. Thank you. - 38 - �L L L L I I L E J I r I I INTRODUCTORY REMARKS by Roy C. Stauffer, Vice President Greater Pittston Chamber of Commerce Although Northeastern Pennsylvania has been designated in vary­ ing ways as a labor surplus area, we find that the picture is rapidly changing. So our topic "Industrial Growth & Manpower--Our Developing Problem" is quite pertinent. With our industrial growth we have gradu­ ally exhausted our supply of skilled manpower. We must, therefore, find a way to combat this problem. Our panelists today should provide us with an insight into the problem, how it developed, and what alternatives are available to us. Mr. Slater, as a representative of one of our local growth industries, has had to come to grips with this problem as had Mr. Thomas. Per­ haps, they can provide us with some insightinto the solution ofthis dev­ eloping problem. D I - 39 - I J �■M [ L L [ [ I I I I . I INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM by Robert Slater, Vice President Metropolitan Wire Goods, Inc. In the comments which follow I have deliberately avoided a spate of statistics. Not for want of supporting statistics, but simply because the listener finds them difficult to follow and absorb, and since they are readily available to anyone sufficiently interested in seeking them out. One need refer to only a single statistic, the level of unemployment for May, 1966 of 3. 8 percent released by the Bureau of Employment Security, to confirm the fact that we are at present in a "tight" labor market. The figure for the month of May is selected not because it is particularly low, butbecauseit is the latest figure available free of the distorting influence of students and others seeking summer employment. Several years ago while vacationing in Canada I had cause to stop at a historical monument. It was dedicated to those true and loyal citi­ zens whofought and gave up their lives in the war against the rebellious rabble. This isn'ta verbatim quote, butit is close enough. Itwas with a profound sense of shock, requiring some minutes to seep in, that I re­ alized that the"good guys" were the Canadian loyalists, while the villains of the piece were our own pioneer fathers. I had been taught that these men who sacrificed their lives had done sofor the most noble of causes, liberty and justice, yet here they were cast in the role of a rebellious rabble. Obviously then hero or villain, becomes pretty much one and the same thing depending largely upon one's personal point of view. Mr. Thomas has painted for you a bit of the picture of what we might call the yesterday, the today and some of the tomorrow of the econ­ omic life of the community in which we live. In many ways itis a pleas­ ing picture. If not the yesterday, at least the today and tomorrow. It is a picture of full employment, of a growing and vital economy, of op­ eration rebirth one might say. Surely a promising and a glowing picture. But is it? Or is it not, just a little, like the marker on Canadian soil which convinces neither side of what is necessarily good or bad. Can this total picture of a viable economy have within it its own seeds of de­ struction? - 40 - �L L [ L L L i i I [ I I I I l l I Let's look into our crystal ball, and take a peekinto the day after tomorrow. There are enough natural attributes in the area to make it very attractive to industry seeking a new plant site. It is conveniently located with relation to major port cities making low cost ocean shipping, in or out, readily available. The highway network makes truck trans­ port to the industrial heartland of the United States, a matter of a mere 24 to 48 hours. The country-side, except where blighted by man him­ self, is as beautifulas anywhere in the country. Individual communities have done, and continue to do, a remarkable job in upgrading and ex­ panding vital community institutions, hospitals, colleges, school systems, etc. Financial institutions, sensitive to the needs of the community, work in close harmony with other agencies to make capital readily available. Existing industries continue to grow, consistent with the growth of the national economy. Industrious Chambers of Commerce, still not satiated after the lean days of yester-year zealously pursuethe attraction of new industry. Jobs, and more jobs are created at an ever quickening pace. In fact, jobs are createdat a much faster pace than people to fill these jobs. The pendulum has swung from yesterday and its high level of unemployment, through today and its balance of jobs and people, into tomorrow with a shortage both of skills and numbers to fill existing jobs. Prospective industry faced with this situation shies away, look­ ing elsewhere no matter what other inducements might prevail. In pro­ fessional plant relocation circles the area is tagged as one tobe avoided. A tag, incidentally, that will still stick long after the original cause has been eliminated. Existing marginal industries, those engaged in highly competitive lines, which were the first to feel the manpower pinch quick­ ly defer any possible expansion plans. Quite the contrary greater re­ liance is placed upon sub-contracting work out of the area. Some find that even these reduced schedules are more than they can maintain, in the face of losses of key personnel, and close down their operations completely. Some employees thus released are readily absorbed into other companies. Some, particularly, the unskilled, the untrainable, the older worker find that there is no place for them to go. Thus in the face of a booming economy unemployment appears, and gradually begins to mount. Will we revert to the excesses of yes­ terday? Not very likely, but any loss of skilled personnel must sooner or later reflect itself in the inability to maintain work for the unskilled. - 41 - �L L L L p I I I I I I I I 1 Further marginal industries are needed to absorb marginal workers. Marginal industries are needed as the proving ground for youngsters leaving school each year, with little or no acquired skills, who can be most readily absorbed only into the very industries that are the first to feel the impact of the loss of skilled workers to other industries. This may sound inconsistent, but I submit to you as a truism of industrial life that without the ba sic nucleus of highly skilled worker s such as foremen, machinists, technicians, etc. , the far more numerous unskilled and semi-skilled workers cannot be supported. Deprive industry of these highly skilled few, and you destroy the job opportunities of the unskilled many. We will assuredly find ourselves in the strange postion of jobs going a-begging for men, while men go begging for jobs. Must this be so? The answer is that it need not be. Butin order to avoid it, matters cannot be left to chance. Is the picture I painted perhaps a little exaggerated? Perhaps. But if I have erred, I be­ lieve that I have erred in the direction where "an ounce of prevention is worth a pound of cure. " What then, if anything, can be done about it? First, let me say that as good a starting point as any would be the recognition that the training of skilled workers, and the availability of unskilled worker s is not just industry1 s problem. It is a community prob­ lem requiring a total community effort to find a suitable solution. As a case in point may I refer to a troublesome situation that prevailed only a few short years ago. In other parts of the country the WilkesBarre - Scranton - Hazleton area had a reputation as an area of a great deal of labor unrest. Deserved or not it was considered a "hot-bed of unionism" accompanied by much labor strife. It did not matter at all if this public image was completely erroneous. As long as it continued to exist the attraction of new industry was made difficult if not impos­ sible. I can tell you that our own experience when we decided to move into the area some nine years ago, as expressedby business associates was "why do you want to go looking for trouble?" This then was the image that prevailed. The community did not adopt the attitude that this was labor's problem. Correctly it recognized that it was a Community problem, and one of the many things done to correct the image was the establishment of the W. B. Labor-Management-Citizens Committee. Here were three large segments of the community working to erase an undeserved reputa­ tion--and doing it by deeds, not by words. - 42 - �L E E L I L [ 8 8 I I I I I Also when the economy of the community was rocked by a level of unemployment that exceeded the national average of the depression of the 30's, it was able to achieve today's industrial re-birth only because it became a total community effort. The same type of effort is demanded today if we are to cope successfully with the threatened manpower short­ age. A very important first step has beentaken both in Wilkes-Barre and in Scranton through the establishment of committees in each city to thoroughly investigate the situationand to come up with recommendations. You can never find the solution to a problem, until you first recognize that a problem exists. These two cities have taken the first step - that a problem does exist. Incidentally, I am a member of the Wilkes-Barre Manpower Study Committee, but let me make crystal clear that the opinions expressed here today are my own, and are not intended in any way - nor should they be interpreted - as an expression of the views of the committee individually or collectively. In any discussion of manpower needs, it is essential to draw a clear distinctionbetween a shortage of skilled worker s and the upgrading of skills, as opposed to unskilled workers which is largely a question of numbers. For some years our community, experienced a loss of the highly skilled worker. It is a relatively novel experience for us to be feeling a pinch in the available supply of unskilled workers. In either case it is extremely unlikely that the situation will remedy itself. If relief is to come it can come only as a result of a positive program with positive short term and long term goals. In the area of skills some steps have been taken to improve the situation, while others are in various stages of completion. These efforts are largely directed toward "training. " This is a very general word since "training" can take manyforms such as on the job training, formal training at specialized "tech" schools, business schools, colleges, etc., home study courses, and even "do it yourself" methods. Any and all of these canbe effective, but they must coordinate programs witha realis­ tic analysis of industry needs. It doesn’t make any sense for example, to graduate aclass of plumbers' helpers, if the existing need iffor elec­ tricians' helpers. There has to be a much closer liaison between the various educational institutions and industry. I I 1 - 43 - �L li [ [ I I I I I l l i l i i 1 Furthermore, if the. institutions have the responsibility of prop­ erly training these individuals, industry should have the obligation of absorbing them, once trained, into the work force in spite of fluctuating demands. The demands at any given moment may vary, but long range programs are usually more predictable. It is incumbentupon industry to adopt this view, consistent with their own projection of their needs, irrespective of the needs of the moment. It is not reasonable to expect thatpeople oncetrained, having completed a prescribed course of study will be content to wait for an indeterminate period of time for the call that will tell them to report for work. If they can't find immediate em­ ployment locally, we may be certain that they will seek it elsewhere. Further, depending upon the level of skill required, industry must be prepared to pick up the training from the point at which the schools leave off. For example, a good tech school will have courses on blue print reading, on tool design, onbasic mechanical engineering, on mach­ ine shop, etc. , but even upon completion of these courses, it would not be realistic to expect the graduate to be a full fledged tool and die maker. But if the basic training has been good, the job training should now take over from apprentice to journeyman. Speaking of apprentices, the unions, too, have more than a mea­ sure of responsibility in the success of the program. Some, notall, but some unions have rigidly restrictive practices with regard to the number, and conditions of employment of apprentices. Local unions have demon­ strated in the past, and I feel certain would continue to do so in the future, a responsiveness to the needs of the community. I feel that in this in­ stance a thorough discussion of "ground rules" would be beneficial, and would find a constructive response from the unions. While on the subject of the unions' role, I should like to refer to another aspect that could haveagreat bearing on job training. Mostunion contracts provide for a 31 day probationary period. Upon completion of the probationary period the employee is required tobecome a member of the bargaining unit with all contract benefits, and at this time, or shortly thereafter, he receives the prevailing rate of pay provided for by the contract. Under standably if employers are required to pay an established base, irrespective of experience, they will make every effort to find people with prior or related skill. I believe that this is one of the major deterrents in the employment of 18 and 19 year olds. Recognizing that we are speaking generally of a variety of industries with a variety of problems, it would be beneficial if graduated rates during the training period could be determined for each industry and accepted by the union. Even in unskilledand semi-skilled jobs, training periods may vary from days and weeks to periods encompassing many months. - 44 - �L L L I t I [ I I I j 11 l l I I I submit that if the parties to the contract could develop training periods consistent with the requirements of the specific jobs, and that during this period the trainee received wage increases at stated inter­ vals, consistent with his normal progres sion in acquiring the job know­ ledge, industry would be more inclined to expand opportunities for this age group. In a word, if it is agreed that job "A" requires 6 months of train­ ing in order to reach the accepted level of skill, experience, knowledge, etc. , thenhis salary increments should be spread over a 6 month period, bringing him from the hiring in rate to the base rate of the job over this period of time. Similarly if job "B" requires 12 months--or 3months-the rates would progress accordingly. We may assume that the base rates for such jobs would reflect the relative training required, so that in most cases the automatic increases would reach base within the pre­ scribed period of time. Most of this phase of training basically deals with training for the future. It does not answer the pressing and immediate need for highly skilled men now--at this moment. A suggested solution is simple--the execution is not. The solutionis simply to attract these skilled worker s, in the manner that we have used in the past to attract industry. Sell the community as a place to live. The natural beauty andits many other features certainly give a good P. R. man some good talking point. Offer inducements suchas subsidization of moving expenses, subsidization of rent for a prescribed period of time, such subsidies to be apportioned pos sibly between the industrial fund and the employer. Thesemay sound like extreme suggestions, but the very nature of the situation demands extremes. A good fisherman knows which bait to use for which fish. We must find the right bait in this case. Some of you may have noticed the classifiedad in the "Help Wanted" Columns of the New York Times sev­ eral weeks ago. I don't recall the exact copy, but essentially it read, "Are you fed up with, Hospital Strikes? Transit Strikes? Newspaper Strikes? Well if you are, why not investigate A nice place to live--A nice place to work. " i I I - 45 - �We must recognize that communities today are as much in com­ petition with each other for people, as for industry. The community that recognizes the problem and finds the solution to it, is the one that will continue to growand prosper, without falling apartat the seams. It may very well bethat, at least temporarily, most industries may find it nec­ essary to do what the garment industry did many year s ago. Recognizing that the tailor of old was dying out with his generation, the industry turned to "sectionalization. " It was much easier to train people for specific operations, than to attempt to train them for the full range of skills re­ quired. This may not be the ideal solution, but unfortunately any alter­ native seems to be like throwing the baby out with the bath water. If the problem of obtaining the skilled craftsman is great, I feel the problem of finding general worker s is, or threatens tobe, even great­ er. With the stroke of a pen a community can create a thousand jobs. Yet it still takes nine months to create a potential worker to fill the job, and then an additional twenty years or more to turn the potential into reality. A booming economy can create a variety of demands and dis­ locations, but thinking of people in terms of numbers or as a "supply" factor, we much recognize that this is one instance where supply cannot be made elastic to meet any demand. In the simplest of terms, ifwecannot increase the supply to meet the demand, then we must control the demand to keep pace with the supply. One factor is within our control, the other is not. Does this mean that all future industry expansion must stop? Not at all. It is almosta certainty that existing industry would, inany event, govern its expansion plans by availability of manpower. It is the only logical and sensible thing to do. The imbalance of jobs and people .is created primarily by the influx of new industry. Here industrial develop­ ment must walk a tightrope, ever trying to maintain a balance between jobs and manpower. Seekindustry only as long as there is an available pool of manpower --cease and desistwhen thejobsbegin chasing the men. If this is done intelligently, full employment can be maintained, without incurring additional costs by high turnover, and lower efficiency. An­ other possibility worth considering is to encourage new industry to bring in as much of their required workforce as possible. Evenif this should mean subsidizing moving expenses. Inits over all impact upon the econ­ omy of the community this could have very beneficial results --more people, greater total payroll, greater purchasing power, etc. Certain industries which, by their own special requirement, would necessarily bring in their own specialists, professionals, and technicians can and should be avidly sought. - 46 - �Li L L E E E I r i I i i r I I I My point is simply that we need not bring everything to a grinding halt. Quite the contrary, the economy can very well continue to flourish andtogrow. But--andit is a major but--considerably more planning and awareness of surrounding factors will need to enter into both short and long range programs. Admittedly trying to maintain a critical balance betweenjobs (demand) and people (supply) is easier said than done. Nei­ ther can be created at a moment's notice. We have not yet developed instant jobs, or instant people. But with proper planning imbalances can be confined within narrow limits, and generally for only relatively short duration. I submit that there is no other acceptable alternative. The very nature and peculiar relationship of industrial develop­ ment and the industrial developer with the business community (includ­ ing the bankers, lawyers, real estate people, consultants, builders, as well as the business firms themselves), requires that the industrial de­ veloper feel completely free to negotiate and promote as the various situations demand. It is a specialized work; in many cases it is an art rather than, a science, and for this reason its practitioner s must have the freedom to perform accordingly. It's interesting to see how other communities facing this same problem have reacted. Most communities, it must be admitted, have managed to avoid the problem through the simple expedience of refusing to recognize that a problem exists. Others have managed to make a virtue of necessity. One of the more interesting releases came to my desk inlate August from the state of Wisconsin, andis titled "The Man­ power Race. " The article candidly admits that the state is in a "man­ power bind," the quotes are their own. One paragraph neatly sums up the problem: In short, Wisconsin is engaged in a race to find, train and relocate manpower for its bustling industries. How Wisconsin fares in this race will be a factor in deciding whether Corporation X expands, whether Corporation Y can accept abig new contract, and whether Corporation Z moves in from another state. I I I 1 - 47 �L L L L L L [ I [ I I I I I I I If we substituted"Northeastern Pennsylvania" for " Wisconsin" wherever this word appears would it not apply to us with equal validity? Some steps taken canbe described at best as temporary stop gap measures. A Waukesha county plant encourages part time workers to pick their own work schedule; other s actively encourage "moonlighting. " A more constructive step is having full time personnel scouts ranging the country, as well as foreign countries seeking a variety of skilled worker s; the state has established 40 vocational and technical schools ofapparently excellent standards which work very closely with local industry; money available from the federal government under the manpower development training act hasbeenused to upgrade school and other training programs; the state's apprenticeship law, the oldest in the nation, is still going strong and local draft boards give apprentices the same consideration for deferment as they do college students. Wisconsin is still in the race for new industry, but it unabashedly lists city after city with a hard headed appraisal of the manpower situa­ tion, for example, Fond du Lac --Unfilled job openings exist in all occupational categories. Beloit--Demand for machine tool operators, welders, metal trades trainees and foundry laborers remain urgent. And so on city by city withouta single instance of an adequate labor sup­ ply. The tone is one of, "we are trying to correct the problem, but in the meantime, 'caveat emptor. Our local situation is no better and no worse than Wisconsin's, or for that matter most of the United States. The only question really is, do we recognize that a problem exists, and if so what will we do about it. Recall if you will my opening comments about the memorial marker in Canada. Given the same agreed upon set of facts some may be ex­ pected to say the situation is good, while others regard it as bad. My own views I believe are clear. What remains to be done is a matter meriting the highest considerations of the community. I J I I - 48 - �L L INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM L L [ [ I I I I I I I I I I by John Thomas, Vice President Wesel Manufacturing Company Mr. Slater and I have been asked to discuss the industrial growth and manpower requirements of our area, acknowledging a basic problem --namely, manpower to meet the industrial growth. In this region, such a discussion might seem rather facetious to a layman not involved in per­ sonnel work, but it is definitely a problem that has arisen rapidly and must be met and solved. It is not my intention to spend a great deal of time discussing the past ten years, since all of us who have resided in this area are well aware of the problems which have been with us during andprior to this period. Basically, lintend to deal with the problem of manpower, how it has developed, the fact that it is aproblem right now, and finallyto question what this problem may develop into during the im­ mediate future. This morning we are meeting together to discuss the growthpic­ ture of our Community for the sixth time. In all six meetings, and in­ cluding the topics of the other sessions this morning, for the very first time the most basic and fundamental word has been injected into these conferences--Manpower. Why are we concerned with Community Gro­ wth? --because of the people in our Community. What is going to give us Community Growth? --people (not just capital investments). The very source of any Community is the Community itself--Manpower. With man comes the power for Community Growth. The second point I would like to draw your attention to is the fact that Mr. Slater and I are discus sion leader s for this particular sub­ ject. I believe that if you will review the topics and the people whodiscussed previous topics, you will find that, without exception, theseleaders represented governmental or service agencies. What am I driving at? In selecting people like Mr. Slaterandme, we as a community mind­ ed group are meeting the problem of Community Growth head-on. We are dealing with people who are involved in basic manufacturing indus­ tries, industries which buy labor and material locally and ship the fin­ ished product nationally and internationally, thus bringing wealth in the - 49 - �L F= L L L L L L I I I I I I I I ; I I form of money to our area. My discussion will require, then, that we keep in mind not the new plants that are building, nor the ones about to be built, but the people that will work in these plants-basic industry, as opposed to service industries and municipal agencies. The original wealth of our whole area from above Forest City down into Schuylkill County stemmed from Anthracite Coal. Today, mining has diminished to a fraction of its original importance. The direct re­ sult of this reduction is the reduction of wealth coming into our area. Atremendous job has been done by the various communities up and down the Valley in substituting new industry for mining, in fact, I believe the Company which I represent was one of the first to enter the area as a result of community effort, having moved from Brooklyn to Scranton in 1927, into anew building erected by the Scranton Lackawanna Industrial Development Company. The people who have been so community-minded took stock of our area and became probably the most dedicated and con­ scientious salesmen ever to have hit the road. They sold our area with every effort possible-they pushed the fact that Northeastern Pennsylvania is located in close proximity to major East Coast markets, the eastern seaboard, and, therefore, international trade. They sold our area on attractions that go with it, as well as warm, balmy summers. They sold our area on its fine transportation facilities, as well as its ability to supply the power and material requirements of a new industry. Fin­ ally, they sold our area on one basic point-Manpower. Even though the northeasternpart of Pennsylvania had been dubbed, (wrongfully so, inci­ dentally), a "tough union area, " it did in fact have a large volume of exceptionally good, highly productive workers. This specific point has been attested to be all companies that have moved into the area--the people of the Scranton/Wilkes-Barre / Hazleton area out-produce people in other areas performing similar work on similar equipment. We're back to our basic point - Manpower. This is the one essential basic factor that has enabled us to bring industry into our area and as a result, made these new industries happy to have come here. If this is the case, what's our problem? Frankly, our problem is that this exceptionally good labor force is all working. Let me quote the only statistics that I intend to cite. So that figures won't be debased by the influx of June students, I would like to compare May 1966 with May 1956. In May 1956, there were 10,200 unemployed, whereas inMay 1966, there were only 3, 900 unemployed, a reduction of 6, 300. This reduction occurred in conjunction with an 8, 300 person reduction in the - 50 - �i L L L L L L I I I I I I I I total available work force. At the same time, Manufacturing Industry totals have gradually increased from 32, 300 to 33.700 employees. At this point, let's make a few conclusions to bring us up to the present. During the past 10 years, manufacturing employment has made a gradual gain in total labor force, in spite of a reduced available labor market. At the lowest point during this decade, in 1958, manufacturing employment dr opped only to 29,800, while the total unemployment figure reached 16, 100 people. Therefore, one conclusion is apparent: that regardless of minor recessions, a certain consistency is effected by the producing industries. In other words, a high percentage of wealth is kept flowing into our area maintaining our economy on a level plane. This must be contrasted to an area entirely dependent on one major industry. When the major indus­ try slows, so does the whole economy, abruptly and swiftly. A second conclusion is found in inspecting the employment records of the service industries, except mining. As long as workprogresses in the producing manufacturing plants, the companies and businesses that service these plants also progress. During these years construction has held steady; wholesale and retail trade has increased its employment; finance, insurance, real estate and other service industries all showed a gradual improvement, continuing the economy level at a slight gain in conjunction with the manufacturing industries. The third conclusion I would like to draw at this point, and this is extremely important, is that the gradual increase in employment in the manufacturing industry has necessitated a revision in the type of la­ bor required. Up to approximately two year s ago, there was an adequate local supply of labor, both skilledand unskilled. Skilled labor for dura­ ble goods was available, infact, recruiters from other areas were still descending upon our area, taking good labor from Northeastern Pennsyl­ vania to work in areas in upstate New York, metropolitanNew Jersey and Connecticut or Philadelphia. Suddenly, during the summer of 1964, re­ quirements for skilled help developed--none, were available. Semi­ skilled and unskilled were still in plentiful supply. During the last few months what do we find? Even our semi­ skilled labor force has dwindled to a minimum and, in fact, even unskilled labor has become scarce. The unemployment rate for Lackawanna County I I I - 51 �K L E L L L [ [ [ r i i i I I fellto 3.8% during August of this year. This figure compares very favor­ ably with the 3. 7% national unemployment level, particularly when we realize that less than 10 years ago this figure was 15. 8% (1958). All this is good, there is no question about it. Our whole area has received some tremendous publicity concerning the job that has been accomplished in a relatively short time. Many of us here can remember the early Thirties in this area, when we had the highest per capita per­ centage of men working on the WPA Program of any other area in the Country. These memories we don't cherish, and we all hope they will never return. With the decentralization of employment from a single major industry to a great variety of smaller industries, we are protecting our area against the reoccurrence of the Thirties. As of now, however, everything is fine. Newindustries are start­ ing up; plans have been completed for others to come to our area and build new plants. Things have not looked as well throughout the whole Valley in along time. The men and the groups of people who have been working to bring industry to our area have done and are doing a terrific job. This being the case, then what1 s our problem? Why is it important to meet today to hear how well we are doing? Have you tried to hire any one lately? At this point, I can ask that question of any one. How successful were you in finding someone to take care of your lawn this past summer? Have you any idea where to find a good stenographer ? Talk to Pennsylvania State Employment Ser­ vice office and ask them to send over a bookkeeping clerk with at least ten years experience on top of his training. This condition, right now, today--not next year--is our problem. Where are the people coming from to man the new RCA plant in Scranton? Is the new Owens-Illinois plant going to be able to find an adequate labor supply when they have finished constructing their plant? A complete turnabout has happened rapidly at the employment offices. A few years ago there were a lot of applicants for jobs, skilled and unskilled, with few job opportunities. Now, they are either totally unqualified or at best, marginal. Our major problem, then, is how are we going to provide labor to man the increasing number of plants coming into our area? One way would be to tell the people who have left our area that there now is work available--and they can come back home. This won't work in terms of large numbers, for several reasons. One reason is money. Although we have made great strides in raising the wage scale of labor, with the i I 1 - 52 - �[ [ I i I L L 1 L I I I I I I I I I exception of the durable goods classification, where rates approach na­ tional level, we still have quite a way to go. These people working out of the area can't afford to come back. A second reason is that a great many of them have been away too long, Wilkes-Barre is no longer their home. They like Hartford, Bridgeport, Newark, Wilmington or when­ ever they are. They have bought homes, married (perhaps a girl from back home, perhaps not), raised families. Their roots have taken hold away from our area, and they no longer still want to come back. Some will return, but no great mass return will take place. There is another way to man the newindustries--pirate employees from existing plants. Just what does this accomplish? Nothing--It might permit employees to blackmail employers for more money or more fringe benefits. It will certainly not help our area, since there will be no great increase of wealth coming into the area with the new industry. We still can't rob Peter to pay Paul. The bestwayto bringhelp into the area is probablythe same way that was so successful in bringing industry into the area--sell the area and sell hard. This program is already under way by many groups, for example, these illustrations which will be placed in suitable areas by the Governor1 s Committee of Ambas sador s. This is fine and it should be pushed at an accelerated rate, because the reaction time and required momentum of a program like this is comparatively a long term project. Many states and urban areas are doing this very same type of adver­ tising--the competition for labor by areas is terrifically keen, further slowing down the reaction time for this type of program. We need relief right now--our need is immediate, and not next year or the year after, but now. Perhaps this dissertation has dismayed or at least puzzled many, since a discussion like this would not have been held as recently as two years ago--at that time there was no need. Ifthen, this needhas arisen in such a short time, is it going to accelerate in the near future? On this note, I will let you ponder these problems. The answers are not easily found. Inmy discussion, the complexities have been both general­ ized and minimized, so that the situation would not become clouded. A classic example of what could happen is represented by an economic explosion at the Studebaker Automobile Company. How many of you drive a Studebaker today? In 1946, Studebaker was the first company in the field to come out with a completely redesigned post-war model. The remaining manufactureres built their 1942 models with minor changes in grill andtrim. The new Studebaker was animmediate success. Every- - 53 - �one needed a new car--all cars were at least four years old--and it seem­ ed everyone wanted to buy a new Studebaker. Unfortunately, Studebaker could not meet tbe demand. People would not wait for delivery, tbey cancelled orders and bought their second choice model. Studebaker never regained its position in the automotive market. I Are we going to let this area reach for a goal that we have work­ ed hardfor, that of making this a highly successful productive area, only to fall short because we could not supply the manpower to fulfill our needs? I think we all certainly hope not. J L I [J I I II ai oi 0 1 i - 54 - �INTRODUCTORY REMARKS by Horace Kramer, Chairman Wilkes-Barre Redevelopment Authority Our speaker today is certainly no stranger to Northeastern Penn­ sylvania. Although he is from the Western part of the State, he was a very active President of the Pennsylvania League of Cities andhas come to recognize the many and varied problems facing urbanized areas. He was recently appointed the first Secretary of Community Affairs for the Commonwealth of Pennsylvania. His message today should give us food for thought especially in the light of the multiplicity of local governments in Northeastern Penn­ sylvania. I trust that he will provide us with some alternatives as to the elimination of the obstacles to our progress in Northeastern Pennsylvania. C E □ D IB a □ □ □ D ■ I I I I 1 I - 55 - �SAD PLIGHT OF OUR CITIES--HAVE THEY BECOME OBSOLETE? by The Honorable Joseph W. Barr, Jr. Secretary of Community Affairs Commonwealth of Pennsylvania Secretary Barr opened his remarks with an explanation of the new Department of Community Affairs which has been in operation since July of this year. He emphasized that the Department had been established to serve the rising needs of Pennsylvania municipalities who are increas­ ingly faced with problems of population growth, inadequate housing, in­ sufficient sewer and water facilities, lack of planning, and numerous other urban problems. The Department is being designed on a functional basis to provide a ready source of technical advice and funding programs to help resolve these complex situations. At this point the Secretary diverged to point up his own personal conviction--as well as that of the State Government--in the future of the city. While many in our society are currently finding it popular to "write off" the city as capable of redemption, he offered the premise that the city has historically presented the stimulus and indeed the spirit upon which our culture has been based. Referring to the writings of Leo Molinaro, Mr. Barr went on to explain that the "inner city" represented the core--indeed theheart--of urban commerce, enterprise, human energy, and aspiration, and must be preserved at all costs. I I 1 I In conclusion, Mr. Barr praised both the City and Wilkes College for their efforts in holding these annual affairs which bring together the many elements contributing to growthand opportunity in Greater WilkesBarre. He felt that Wilkes-Barre in doing this presented a fine example to other cities and that such a model of community participation should in fact be widely emulated by other communities. Summary by Leon E. Case, Jr. - 56 - �POLITICAL LEADERSHIP by William G. Goss, Chairman Luzerne County Commssioners Discussion Leader The primary responsibility of effective Political Leadership is to control and direct the energies of the party apparatus as it concerns the aims and goals of the area as a whole. Responsible and effective Political Leadership embraces the im­ portant Triangle, namely--Community Leadership, Party Leadership and Governmental Leadership. County Political Leader ship has Political Accountability. By this is meant that all communities within ths County Unit are represented. It is because of this representation that the local municipalities look more and more to the County for Leadership on a Regional Basis. The County is the best vehicle for the coordination of all Regional Services. This is particularly true of the Regulatory Functions. They can be more easily administered and better controlled because of the County's closer ties and constant liaison on the State and Federal levels. I I The Luzerne County Redevelopment Authority is presently de­ monstrating a Politically responsible County led effort in its direction and coordination of the Laurel Run Mine Fire Project. This in response to a plea from the local official for both financial aid and professional leadership andadvice. The Authority, because of its close liaison with the State and Federal Department of Mines, was able to guide the local unit in their compliance with the stringent and complex laws governing this type activity. I Efforts are continually being made to adjust the County Govern­ ment to the technological revolution now taking place throughout the I I I - 57 �country. The following activities are cited as part of the county involve­ ment. A new Data Processing Center has been established that will shortly be expanded to include a computer system. The Department has already processedall the records of the Assessors Office. For the first time in the history of the County Government the tax bills for the muni­ cipalities as well as the school districts are prepared and computed on a uniform tax bill. The Data Processing will be programmed to include every department in the County Government and will also be offered to the various townships and boroughs for their accounting and record keep­ ing. The Luzerne County Zoning and Planning Commission has been created. The importance of this action and some of the activities show the great service being rendered to the electorate. 1. Lackawanna-Luzerne Transportation Study Identified and measured land use data from Nanticoke to Duryea and from Back Mountain to Mountaintop, and worked with County Data Processing Center in summarizing data in form needed. 2. School Study A project was undertaken on several of the proposed ad­ ministrative districts of Luzerne County. Two of the school districts have received a report of this study. 3. Recreation and Tourism The Planning Commission has cooperated with the Tourist Committee of the Greater Chamber of Commerce in the preparation of a brochure for tourists. 4. I R Municipal Relations The Commissionprepares radio and television messages, and makes appearances at various civic and social clubs and interested groups. Staff member s of the Commis sion are also serving on Chamber committees in connection with a warehouse distribution center for the County, highways, education and appearance. - 58 - �11 5. Comprehensive Planning and Development The County Planning Commission has contracted with a number of boroughs and townships to help them in the preparation of com­ prehensive plans, zoning ordinances, capital improvement programs to indicate how their physical needs could be financed. The County aided in the establishment of the Community College program for this area. There were also provisions made for the finan­ cial support of the local regional educational television outlet. A move has been made to provide for the services of a Public De­ fender for the first time in the history of the county. This is, of course, with the continuance of our Probation Office, Juvenile Detention Home, Juvenile Office and the Luzerne County Prison. The County is overcoming the traditional negative conception of local Political Leadership. The present leadership in Luzerne County is fully meeting all the new and complex demands that are being made on the county unit. - 59 - I J �TOURISM/RECREATION by ■ Noel Caverly Luzerne County Planning Commission Tourism and recreation are definitely related to the economic development of any community. The unmatched natural beauty, countless historic shrines, and the increasing ease of access to the area from the greater metropolitan centers of the east point out the potential of tourism and recreation as a growth industry. The Pocono area has been in the tourist business for 150 years and has been geared to marketing recreation since the early 1930's. Certain proven marketing techniques developed for the Pocono area might well be followed on an area wide basis in Northeastern Pennsylvania. The market is virtually unlimited because of the attraction of the new Del­ aware Valley recreation area as a most potent factor in the systematic planning for future development. I I I I I I I Organized planning to exploit the developed resources of North­ eastern Pennsylvania in tourism requires a surrender of a provincial outlook for the economic good of the area. Only through common effort can the many forms of recreational activity that will attract the rec­ reation minded by provided for those who want to spend an entire vaca­ tion in one area. The need for regional unity is obvious. Mr. Calhoun, the Executive Director of the Pocono Mountains Vacation Bureau, sug­ gested that the organized planning could be centered in some agency like the Economic Development Council. One of the main points that was stressed in both the morning and afternoon sessions was the total promotion program concept which really made use of all of the media of advertising. It was continually stressed that the only way that promotional budget allocations can be beneficially spent is through the employment of profes sionals in the field. Such professional publicists are not only able to use all of the promotion­ al media, but can conduct tours fortravel editors andean make the per­ sonal contacts that are ever so vital in promoting an area. - 60 - �Since the lack of money and the lack of roads is no obstacle to travel out of the large metropolitan center s of New York and Philadelphia, all of Northeastern Pennsylvania can expect huge traffic jams and ser­ ious pollution problems. All of the participants at the tourist and rec­ reation session emphasized and re-emphasized the need for planning now. While the future is bright and exciting for tourism in Northeastern Pennsylvania, if itis unplanned itis likely to frustrate the growth thatwe anticipate for the future. Mr. Hartung, who has been in the professional tourist business for more than a decade, stressed the fact that a whole recreation pro­ gram must be conceived around the need of the prospective tourists: some want to fish, some want to hike and horseback ride, some want to rest, and honeymooners are in a class by themselves. Complete recreation programs must be planned for the younger generation of tourists. Special night time entertainmentis amust. The behavorial patterns of the young vacationist, whether it is during winter or summer,must be considered by those who are now planning for the tourist trade of Northeastern Pennsylvania. One aspect of tourism which can be the most beneficially explored in Northeastern Pennsylvania is the weekend trip to the Mountains. Over any given year, as much money may be spent over fifty-two weeks as would be spent during the summer seasonfrom Memorial Day to Labor Day. The Board of Commissioners of Luzerne County are vitally inter ested in recreation. The Park and Recreation Board, chaired by A. DeWitt Smith, has taken great steps toward giving Luzerne County a park system second to none. The Planning Commis sions of Luzerne, Carbon, and Lackawanna Counties together with the Northern Tier Planning Com­ mission have published reports calling attention to the importance of recreation. The Economic Development Council of Northeastern Penn­ sylvania has underway an inventory of recreational facilities in this whole region. Tourist Promotion Agencies have been established in Luzerne and Lackawanna Counties. The brochures andliterature of these organ­ izations would seem to indicate that there are many possibilities for tourism in this area. Again, only through the combined efforts of all of those who now are contemplating the development of Northeastern Pennsylvania for mass recreation can the whole area be properly developed. - 61 - �INDUSTRIAL GROWTH & MANPOWER by John J. Dunn, Director Youth Opportunity Center Discussion Leader It is difficult to spell out the individual contributions of such a large and devoted group. To infer, in any manner, the relative import­ ance of any one person in so co-operative an enterprise as this would be an act of great presumption. The topic of manpower and industrial growth was capably chaired by Mr. Roy C. Stauffer with Mr. John Thomas, Vice-President, Wesel Manufacturing Company, and Mr. Robert Slater, Vice-President, Metro­ politan Wire Goods, Incorporated, as featured speakers. Both speakers presented most interesting and factual information on these subjects. The afternoon summation session was conducted by John J. Dunn, Dir­ ector, Wilkes-Barre Youth Opportunity Center, as discussion leader. During these sessions, it was agreed that what people do for a living and how they do it depends on the size and needs of the job to be served. The educational and skilled level of workers, scientific dis­ coveries and application in industrial technology, changes in the organ­ ization of business functions and tasks, and the shifts in demands for goods and services. I I It was pointed out that recent years have seen dramatic technical breakthroughs and molecular miracles have been performed in research laboratories to produce the materials to withstand the rigors of the nuc­ lear and space age. Materials that are also extremely useful in earthbound endeavors, the quest for perfection in measuring instruments, sensing devices to explore the outer space as well as the inner space, secrets now locked in the heavens above and the earth and ocean below pays off even in improving ways of refining oil, mining coal, producing steel, making television sets and appliances or processing food. - 62 - �L L I L I 1 L I I L L I 1 I I [ We are also in the midst of a revolution in management techniques. The electronic computer, the hallmark of automation, has been accom­ panied on the business and industrial scene by the trend toward a "Sys­ tems" approach. This means that all activities in an enterprise suchas production, warehouses, sales, finance, personnel and purchasing, are even more closely co-ordinated so that an organization can reach its goals with least effort and at least cost. Therefore, in many places of business, this means drastic changes in business. Itwas emphasized that social, economical and technical changes are altering the nature and kinds of jobs available in today's economy, new and different demands are being made on skillsand personal qualifi­ cations of workers of all ages. In the near future, workers will exper­ ience an average of three to four occupational shifts in the course of their normal working lives and so the process of vocational choice isbecoming one of continual adaptation to changing conditions and changing vocation­ al situations. In order to bring out certain specific points, the speakers mentionedthat right now our civilian labor force of over 75 million persons maybe separated into 11 different occupational groups: The semi-skilled workers make up the largest occupational category where about 13 million people today ar e engaged in assembling goods in factories. There arealmost 11 million clerical workers suchas persons who operate office machines and computers, while skilled worker s number about nine mil­ lion including skilled craftsmen, tradesmen, tool and die makers and instrument makers. Those in the professional and technical work, the fourth largest occupational group, include in their eight and a half million workers such highly trained personnel as teachers, engineers, physicians and lawyers. Proprietors, managers, people who are in business for themselves or manage the operations of commercial, industrial or public employers, total about seven and a half million. It is said there are al­ most seven million service workers whereas sales workers, about four and a half million strong, are found in retail and wholesale firms. The remainder are unskilled worker s who amount to a little over three and a half million, and service workers total about five and one-third million. Farming occupations total over two million and account for the remainder. From a local standpoint, two important features were explained to those in attendance, including the once-thriving silk industry.- Itwas - 63 - �1 I I 1 L L I [ revealed that throwing and weaving initially established in Luzerne County in 1886--80 years ago--was formore than a half century one of the most important employer s ofhelp here. In the midl920's, 52 mills employed approximately 12 thousand hands in communities extending from Nanti­ coke, Plymouth, Hazleton, Wilkes-Barre, and Kingston to the many towns in upper Luzerne County. Early 1941 reports anthracite area throwing mills accounted for 75 percent of the silk thrown in the United States. Presently, seven mills working in silk employ about 200 hands. Dark days for the silk industry was forecast Friday, August 1, 1941 when the U. S. Government placed a freeze on silk. It was like­ wise revealed that statistics show that dark days for the anthracite coal industry was between 1950 and 1966 at which time employment decreased from 34. 5 thousand employed workers toapproximately 3. 3 atthe present time. It was further explained that there are presently about 129.000 persons gainfully employedin Luzerne County anda like amountin Lacka­ wanna County; and if the turnover rate remains as it has in the past, it will be necessary to find ways andmeans of recruiting between eight and ten thousand employees for replacement purposes during the next year. At the same time, local industries will be making expansion plans. In this area, manufacturing industries employ approximately 51,600 employees, whereas services producing industries employ 61, 800 persons and would lead us to believe that the Luzerne County area is a greater services producing area than a manufacturing area. The statis­ tics from 1950 to the present time reveal that non-manufacturing or ser­ vices producing industries employed 93 thousand in 1950 and decreased to the extent that they presently employ 51.6 thousand persons. During this same period, manufacturing industries increased employment from 38 thousand to 51,600 persons, and it definitely demonstrates that manu­ facturing industries are increasing. Itwas concluded by those in attend­ ance as well as those who participated from the audience, that greater emphasis should be placed on the subject of manpower and should be in­ cluded in future conferences as this is the first time thatmanpower has been injected into these conferences. Current statistics show that recent manpower requirements in Luzerne County industries will have a demand for 5,900 new workers coupledwith normal replacement needs and encourages a major recruit­ ment and training program, emphasizing thatwe should place more and - 64 - �I I L I I I 1 I y I 1 J I I 1 I 1 1 I 1 I greater importance on male employment in this ar ea. To cite aconcrete example, Mr. John Thomas of the Wesel Manufacturing Corporation men­ tioned that when his organization was contemplating moving from Brook­ lyn, New York, to Scranton, Pennsylvania, as a result of a series of con­ ferences with L. I. F. E. , and other organizations, he emphasized that itwas they ( L. I. F. E. ), who "sold us onmanpower, noton the geograph­ ical location, or type of plant we might obtain, but on manpower alone. They stres sed that the people of this area can out-produce workers from other areas producing similar items, and we are in accord with this state­ ment as a result of our own experience. We concur, further, that the people of this area not only can out-prcduce firms producing similar products, but also at a lower rate. " It was generally agreed that every attempt be made to make known our needs on a state-wide or possible, on a national basis through public relations media and advertisements in national magazines, etc. , and that this type of program is needed right now or it will escalate in the future. It was also unanimous with the group that a greater amount of marginal industries are needed in the Northeastern Pennsylvania area to absorb a greater amount of marginal workers and should be included as part of a positive program of the Wilkes - Barr e/Scranton manpower committees whose primary efforts may be confined with planning to lo­ cate new industries in this area. It would also be advantageous to have Lackawanna and Luzerne major industry agree on a uniform training rate in order to attract younger employees and eliminate any possible piracy between employers. Finally, employability services which will utilize all available local re sources to bring an individual to maximum employability should be given priority consideration, employability services that will be en­ hanced by the use of, co-operation with, and development of services in the area of health, education, and welfare, housing, rehabilitation, and any other service organization or community resource which may improve the .mplo'/;. “'ility of an individual. - 65 - �INTRODUCTORY REMARKS by Edgar Lashford, Executive Director Greater Wilkes-Barre Chamber of Commerce The concluding speaker of this Sixth Annual Community Growth Conference is an individual who is certainly well acquainted with North­ eastern Pennsylvania. Coming here a few years ago with one of our newer industries, he immediately became an active member of the com­ munity. He made every effort to become acquainted with the problems of our area. Unfortunately for us and fortunately for him, he was promoted in the corporation and has left the area. However, because of his activity andbecause of his vast experience, lam sure that he can provide us with the type of challenge that will be necessary for the identification and possible solution to present and future problems. - 66 - �NORTHEASTERN PENNSYLVANIA'S FUTURE-- PLANNED OR UNPLANNED by Sidney Krakauer, Vice President Pall Corporation When I received the invitation to address the Sixth Annual Com­ munity Growth Conference, I greeted it with mixed emotions. First, it would give me an opportunity to visit old friends and acquaintances and second, to see what progress had taken place. The first Community Growth Conference was held the same year that my corporation arrived here. In the few years that I. was here, I had the occasion to meet many of you, even though I did not have the op­ portunity of attending previous conferences. My experiences here led me to believe that I could tell you in no uncertain terms what should be done to make this area attractive to people and to industry. I had really planned to give you hell! ! ! But I am amazed. I have really been inspired by what I heard today at this sixth Conference. I would never have thought that so many community minded people from all walks of life could be assembled in one place to learnhow you can improve and rehabilitate the area. What's more, from my conversations with many of you today, you are not just wishfully dreaming. You appear determined to raise the status of the area to the outside world. It would be a real genuine accomplishment if you changed your attitude to a more positive one. Butyouhave acted. The results of your earlier work of the last decade and a half are really beginning to pay off. You have plans for the future-- zoning, subdivision control, plans for industrial development, a network of roads, consolidated school districts, an improved employment picture, a stability in population, plans for rec­ reation, and many others. Perhaps as importantas any of your accorn- - 67 - �I i I u I I I plishments, you are taking care of the multitude of mining scars left abandonedby stripping operators. Your county and city redevelopment and renewal programs are beginning to show a new face to visitors to this region. You are certainly to be congratulated for all this. The really important change that must take place is the change in attitude. You must thinkin terms of offering the best in all areas. Cor­ porations are not only interested in physical facilities, it extends far beyond mortar and bricks. There are other areas that need improve­ ment--education and government particularly and should not be pushed aside. I can only leave you with one or two thoughts. Keep up the work toward development of the area. Your workis not yet completed. Sec­ ondly, plan, plan, and plan some more--but as a region. Notas Wyoming Valley or Wilkes-Barre. The network of roads bring people to North­ eastern Pennsylvania and not to Wilkes-Barre. Industry is not going to come to Wilkes-Barre, but to Northeastern Pennsylvania because of the assets that the region has. Therefore, planning for the whole region is imperative. I need not tell you that a planned region will be more at­ tractive than an unplanned one. I see a bright future for Northeastern Pennsylvania--certainly a much brighter one than I found when I first came to the area. 1 I 1 1 I I I i I 1 - 68 - 76896 �ROSTER OF ATTENDANCE Name Affiliation Position. Ayers, Reverend Jule First Presbyterian Church 83 South Franklin Street Wilkes-Barre, Pennsylvania Minister 11. Bacon, Allen E. Acting Director L I Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Baker, Myron Sordoni Enterprises Hotel Sterling Wilkes-Barre, Pennsylvania Public Relations Barr, Joseph W. , Jr. Department of Community Affair s Harrisburg, Pennsylvania Secretary Bohlin, Peter Q. Wyoming Valley PreservationCommittee 182 North Franklin Street Wilkes-Barre, Pennsylvania Chairman Brennan, Paul Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Officer Bromfield, Forrest Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Brooks, J. A. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President - 69 - �11 I 1 I I I Brotter, Marvin A. 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Brown, Mrs. Carl N. Luzerne County Federation of Women's Clubs 80 Second Avenue Kingston, Pennsylvania Member Bruno, Joseph First Federal Savings and Loan Association 12 East Broad Street Hazleton, Pennsylvania Member Bullis, Andrew S. American Society for Public Administration 1329 Eighteenth Street, N. W. Washington, D. C. A ssistant Director Butera, Peter Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Executive Director King's College History and Government Department Wilkes-Barre, Pennsylvania Professor Cadden, Paul Bureau of Employment Security 32 East Union Street Wilkes-Barre, Pennsylvania Manager Calhoun, John Pocono Mountains Vacation Bureau 1004 Main Street Str oudsburg, Pennsylvania Executive Director Callahan, John 7 Marion Terrace Wilkes-Barre, Pennsylvania Engineer Buzinkai, Donald I. 1 I I I 1 II I �Carling, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A ssistant Director of Operations Case, Leon E. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Executive Director ! Caverly, Noel Member I I Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Chapin, E. G. , Jr. Chapin Lumber Company 695 Wyoming Avenue Kingston, Pennsylvania Owner / Manager [ Colby, Carroll D. Welfare Planning Council 66 North Main Street Wilkes-Barre, Pennsylvania Executive Director Condo, Raymond Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania C ommunity Development Director Connors, John P. Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Assistant Director Corcoran, Richard P. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania A ssistant District Manager Cronin, John C. Pennsylvania Power Light Cedar and Buttonwood Streets Hazleton, Pennsylvania C ommunity Development Coordinator I I I I I I I I �Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Csala, Gottfried P. Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Pennsylvania Architect Davidson, John S. Scranton Division-Pennsylvania Power & Light Company 507 Linden Street Scranton, Pennsylvania Vice President Decker, Robert G. The First National Bank of Wilkes-Barre 11 West Market Street Wilkes-Barre, Pennsylvania Vice President Dick, Ronald M. National Association of County Officials 1001 Connecticut Avenue Washington, D. C. Research A ssociate Dollase, Dallas A. Bureau of Community Development Johnson Building 19 South Second Street Harrisburg, Pennsylvania A ssistant Chief of Planning Dougherty, Anthony G. State Lodge Fraternal Order of Police 28 East Jackson Street Wilkes-Barre, Pennsylvania Officer Duddy, Thomas M. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Officer Dunleavy, Anthony J, Walker & Murray Associates, Inc. Room 1503 121 South Broad Street Philadelphia, Pennsylvania Director of Urban Renewal Programs I 1 I [ I I I I I I I I I �Dunn, John J. Youth Opportunity Center 13 East South Street Wilkes-Barre, Pennsylvania Director Earley, Charles A. Pennsylvania Power Light Company 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Ecker, Francis G. 187 Blackman Street Wilkes-Barre, Pennsylvania Wilkes-Barre City Fire Chief Edwards, Vivian, Jr. Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Vice President Epps, Richard Third Federal Reserve District Tenth and Chestnut Streets Philadelphia, Pennsylvania Economist Farley, Dr. Eugene S. Wilkes College South River Street Wilkes-Barre, Pennsylvania President Farrell, James A. Housing Authority of the City of Wilkes-Barre 33 Marlborough Avenue Wilkes-Barre, Pennsylvania Executive Director Flanagan, Mrs. Jean Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Secretary Ford, Miss Elizabeth Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Administrative Assistant Fox, Walter Pennsylvania Department of Health Stroudsburg, Pennsylvania Supervising Sanitarian I I [i I I I R I I �I I I Franceski, BenjamiaA. First &: Farmers National Bank 815 Main Street Forest City, Pennsylvania President Garmon, L. E. Radio Corporation of America Mountaintop, Pennsylvania Employment Manager Gates, Elliott H. Greater Tamaqua Chamber of Commerce 804 East Hazle Street Tamaqua, Pennsylvania Executive Director Goss, William G. Luzerne County Commissioners Luzerne County Court House Wilkes-Barre, Pennsylvania Chairman Gothier, Robert Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A s sistant Director of Programming Good, William A. Department of Community Affairs Johnson Building 19 South Second Street Harrisburg, Pennsylvania Chief Housing and Redevelopment Division Hartung, Marlowe W. M. W. Hartung, Inc. 30 Keller Avenue Lancaster, Pennsylvania President Haydock, N. J. Pennsylvania State Employment Service 32 East Union Street Wilkes-Barre, Pennsylvania Manager Heiselburg, Edward Luzerne County Planning Commission Room 822, I. B. E. Building Wilkes-Barre, Pennsylvania Director of Planning Heiselburg, Mrs. Mae 7 0 Summit Road Mountaintop, Pennsylvania League of Women Voters �Hoblak, William Harvey's Lake Executive Committee 66 Lakeside Drive Harvey's Lake, Pennsylvania Secretary Huk, John, Jr. Planning Commission-Council 124 Butler Street West Wyoming, Pennsylvania Chairman Javer, Frederick M. 117 Lakeside Drive Harvey's Lake, Pennsylvania Member Jones, Mrs. Benjamin Yeager Avenue Shavertown, Pennsylvania Junior League Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian Kearney, Edward F. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Small Business Assistant Program Director Kepner, Fred Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant for Elementary Curriculum King, Hugh Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kluck, C. R. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania A ssistant Regional Sanitary Engineer Krakauer, Sidney Pall Corporation 30 Sea Cliff Avenue Glen Coue Long Island, New York Vice President �Kramer, Horace E. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Chairman Kramer, Mrs. Horace 21 Mallery Place Wilkes-Barre, Pennsylvania League of Women Voters Krammer, Therold E. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Sanitarian Krauss, Mrs. George Y. W. C. A. 40 West Northampton Street Wilkes-Barre, Pennsylvania Executive Director. Lacy, James O. Lacy, Atherton & Davis Hotel Sterling Wilkes-Barre, Pennsylvania Architect Landers, Alfred W. Pennsylvania Power & Light Company 901 Hamilton Street Allentown, Pennsylvania Community Planning Consultant Lashford, Edgar Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Director Leib, Matthew, Jr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Vice President Leib, Matthew, Sr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania President Llewellyn, Mrs. Thomas 704 Main Street Avoca, Pennsylvania Woman's Club of West Pittston �Machmchick, George J. King's College Wilkes-Barre, Pennsylvania Coordinator of Public Events Maier, Martin Regional Planning Commission Court House Towanda, Pennsylvania Planning Director Malley r Dr., Hugo V.. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Director McCarthy, George Wright Township Planning Commission 399 South Mountain Boulevard Mountaintop, Pennsylvania Secretary McCartney, Mrs. Agnes C a rb on C ounty Pl anning Commission Court House Jim Thorpe, Pennsylvania Director McCormack, Jerome Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Executive Secretary McDonald, John O. , Esq. Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Member McGee, James J. Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Director of Community Programs McLaughlin, M. J. Radio Corporation of America Mountaintop, Pennsylvania Personnel Manager Miura, Howard Wilkes-Barre City Planning Commission City Hall, Room 42 Wilkes-Barre, Pennsylvania Director of Planning �II 1 I I I I I I I I 1 I I 1 I 1 I I I Moses, Anthony, Esquire Charter Study Commission Blue Cross Building Wilkes-Barre, Pennsylvania Chairman Mueller, Frank Pennsylvania Power and Light 36 North Main Street Wilkes-Barre, Pennsylvania Vice President Mullin, Gerald M. Mullin and Lonergan Associates 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Planning Consultant Mullen, Leo P. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Planning Assistant O'Donnell, Thomas, Jr. Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Member O'Malley, J. J. First Federal Savings and Loan Association of Wilkes-Barre 23 West Market Street Wilkes-Barre, Pennsylvania President Owens, Elaine Housing Authority of the City of Wilkes-Barre 184 McLean Street Wilkes-Barre, Pennsylvania Secretary Peel, Joseph Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to Super intendant in Secondary Curriculum Peters, Fred J. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Local Office Manager �Pomeroy, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania Project Coordinator Poerio, Carlo R. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Officer Powell, Harry Pennsylvania Power and Light 507 Linden Street Scranton, Pennsylvania Community Development Coordinator Price, Ethel Department of Public Safety City Hall Building Wilkes-Barre, Pennsylvania Director Radkiewicz, John F. Lackawanna County Planning Commis sion Court House Annex 506 Spruce Street Scranton, Pennsylvania Director Robinson, Mrs. John, Jr. Junior League R. D. #4 Dallas, Pennsylvania President Rothstein, Alvin S. Alvin S. Rothstein Real Estate Kirby Avenue Mountaintop, Pennsylvania Realtor Salvitti, Anthony L. Walker and Murray Associates, Incorporated Room 1503 121 South Broad Street Philadelphia, Pennsylvania • Project Director Schaar, Mrs. Mary First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Treasurer and Comptroller �Schneiderhan, Robert J. Commonwealth Telephone Company 100 Lake Street Dallas, Pennsylvania Commercial Development Assistant Schultz, Harold Candeub-Cabot and Associates 436 Wyoming Avenue Scranton, Pennsylvania Planning Consultant Schwartz, Harvey Walker and Murray Associates, Incorporated 121 South Broad Street Philadelphia, Pennsylvania Community Renewal Planner Sharpe, Kathleen Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Administrative Assistant Shedlarski, Joseph Forty Fort Planning Commission 67 Durkee Street Forty Fort, Pennsylvania Chairman Sherwood, Robert Greater Tamaqua Chamber of Commerce 129 West Broad Street Tamaqua, Pennsylvania Tourism Chairman Shoemaker, Myron Endless Mountains Association Lacyville, Pennsylvania Pre sident Sites, Edwin A. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Regional Supervisor Slater, Robert Metropolitan Wire Goods, Inc. North Washington and George Avenue Wilkes-Barre, Pennsylvania Vice President Smith, DeWitt Luzerne County Park and Recreation Board 15 North Main Street Wilkes-Barre, Pennsylvania Chairman 1 I I �Snowdon, Mrs. Harold, Jr. Junior League R. D. 5 Shavertown, Pennsylvania Member Snyder, William G. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Solfanelli, Guy A. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania District Manager Stauffer, Roy Greater Pittston Chamber of Commerce 25 Grand View Drive Pittston, Pennsylvania Second Vice President Swaback, James Pennsylvania Gas and Water Company 30 North Franklin Street Wilkes-Barre, Pennsylvania Staff A ssistant Sweitzer, Richard 200 Bridge Street Towanda, Pennsylvania Planning Director Thomas, John Wessel Manufacturing Company 1141 North Washington Avenue Scranton, Pennsylvania Vice President Toth, Ronald Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A dministr ative A ssistant Troxell, Mrs. F. D. League of Women Voters 1320 Wyoming Avenue Forty Fort, Pennsylvania Treasurer �I I I 1 I I I Tucker, Richard A. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Urban Renewal Representative Tuhy, Philip R. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania A ssociate Director Wall, Dr. Patripk J. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Treasurer Wilson, Mimi Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Public Information Director Wilson, Robert C. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania A ssociate Executive Director Williams, Rufus G. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Accountant Williams, Thomas B. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Site Manager �REGISTERED BUT NOT IN ATTENDANCE Name Affiliation Durkin, Eugene F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Long, Joseph F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank. Building Wilkes-Barre, Pennsylvania Assistant Secretary O'Brien, John M. West Ward Savings & Loan Association 26 South Market Street Shamokin, Pennsylvania Executive Vice President O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeastern Building Hazleton, Pennsylvania Executive Director Ridall, Hugh M. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Member Schmitt, Carl J. , Jr. Planning Commission of the City of Wilkes-Barre 198 North Main Street Wilkes-Barre, Pennsylvania Member Smith, Donald D. Roushey, Smith & Miller Partner 189 Market Street Kingston, Pennsylvania I I Position �■’ | r- I J h i i �I ■■ 1D001L020D WILKES COLLEGE LIBRARY rj 1 I I ■ ■T n I n 11 I I I I j J �■ j u j ' 1I 1 ] J f - j I l' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Sixth Annual Community Growth Conference, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/7573d674b50885dc6483ebb546861aa1.pdf 114a73b8236542e246cf7bab1ca92762 PDF Text Text I J 1 WML ®MT a n a 3 a I a j a a ] fvig's J]|JS1543 I ~I 1552 J | W67 a 1 ffl [ L WILKES COLLEGE WILKES-BARRE, PENNA. �] ! 1 ANNUAL REPORT 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Penna. �ARCH IVES 1513 155^ I3G7 PREFACE During 1967, the newly created Institute of Regional Affairs engaged in an expanding range of activities. This Annual Report to the President and the Board of Trustees of Wilkes College sum­ marizes and reviews the significant activities over the past year. This report will certainly reaffirm the credence that the Institute supports the processes of change in Northeastern Pennsylvania which certainly are the interests of the local leaders of the region. Hugo V. Mailey Director Institute of Regional Affairs J J 83254 �I 1 A. CONTEMPORARY MISSION OF COMMUNITY SERVICE In the last thirty years, Northeastern Pennsylvania communities experienced a state o£ economic decline with corresponding high unemployment. Only in very recent years has this region made any progress in economic development. Having met this challenge successfully by building a stable and pro­ gressive economic foundation, it is essential that the region turn its attention J ■I -J I I I I to a broader, more comprehensive, and more balanced approach to development which will tap a wide range of resources in such a way as to provide the essential amenities of community life for people of the region. In making this sophisticated evolution from a posture of stressing economic rebirth to one of consciously providing a balance of amenities for community living, it is essential to maintain a broad problem-solving orientation, rather than a nar- row or fragmented program orientation. This approach combines the physical, economic, social, and human elements of planning and development in a comprehensive and balanced approach to communities as organic units. Moreover, these same communities which have gone through an economic transformation face drastic readjustment to the stern realities and the demands of an urbanizing society, not as acute as in larger metropolitan cen- I ters, but nevertheless, just as painful. The onrushing transition from a re­ Q latively simple agrarian set of conditions to the highly technical and bafflingly complex conditions of urban life call for vigorous and alert response from local 1 institutions, be they governmental, educational, economic, or social. IJ i �I 1 1 I In this kind of setting, what is the role of an institution of higher education? It would seem that all aspects of knowledge have their institutional re- flections in three missions for college or university: to acquire knowledge through research; to transmit knowledge through teaching; and to apply know­ i I I I I ledge through public service. Assuming that public service is a modern mission of institutions of higher learning, can the research and teaching resources of a small college such as Wilkes be tapped to better understand and control our urban environment? Can a small college provide "urban agents" to deal with the complex problems of this whole region? mitments? Is it presently structured to assume urban com- Are there limits to engagement in community conflict? Can the universities and colleges that undertake these extension operations use the same system of academic rewards for staff as they use in so-called line departments? i The challenges of today are particularly pointed to a college that has a mandate to serve the community. If "community, " once predominently rural, has changed in location, ethnic composition, economic activity, and needs for services, a college must accommodate accordingly if it wishes to remain a relevant and progressive force. Although every college exists primarily to provide education and to sponsor research, it is also a community institution bearing all the responsibilities this fact implies. Furthermore, community affairs have an impact on any college even as the development of a college af- 3 u fects the community. The nature of a given urban area, the structure of the college, the disciplines of its staff, the philosophy of its president--each colors the outcome of commitment to community affairs. 2 IP, �. I I Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development because its faculty leaders believe that the College's expansion and development are inextricably linked to the fortunes of the community and the region. . The Institute of Municipal Government formed in 1951 out of a mutual desire of town and gown to work with one another for the advantage of both had I I I as its fundamental purpose to try to help make American democracy stronger by guaranteeing the semi-autonomous structure of American local government, so long as it could retain the capacity to solve its own problems. Many inno­ vations in local government in the area had their beginnings at workshops and conferences sponsored by the Institute. Planning, which has been undertaken by the County and most Luzerne County communities, together with redevelopment, was first proposed in this region at a meeting of local officials dating back to 1953. I 1 a il (I I? The fruits of a 1955 Conference on Redevelopment, are beginning to be manifested with considerable progress being made through adoption of redevel­ opment programs in Pittston, Wilkes-Barre, Nanticoke, and other Luzerne County communities. Greater Wilkes-Barre's plan for greater industrial harmony is a plan of positive action--a plan that may well serve as a guide for other communities or areas which may share such a reputation or for those communities or areas that want to maintain and improve an already healthy industrial climate. A part of this plan includes a Labor-Management-Citizen's Committee initiated through the Economics Department of Wilkes College and in collaboration with the Greater Wilkes-Barre Chamber of Commerce. 3 �The objective of the Committee is aimed at doing something about the area's reputation of troubled labor-management relations, and thereby remov- ing the false impression sometimes attached to the area in the minds of many 1 I i I industrialists, and other citizenry alike, in the other sections of our country. To establish a climate for industrial progress, and recognizing a special need of the industrial community, the College has pioneered a management training program under which special classes were organized for personnel in industry, commerce, and banking. This program has been offered since the early 1950's to both large and small firms of Wyoming Valley who have long expressed a need for sound "tailored-to-problem" personalized service train- I I I I ! ing for foremen. The two-fold purpose of this program has been to develop specific management techniques and to broaden the worker's understanding of the economic system of which he is a part. Many national concerns have since adopted its principles for the training of company employees for super­ visory positions in other sections of the country. In I960, an Area Research Center was established on the campus to coordinate the many economic studies that had been done prior to its establish- J 1 ment. Older studies were updated and new ones initiated. In 1965, the Area Research Center was phased out and replaced by the Economic Development Council of Northeastern Pennsylvania, a broad-based citizen organization for all of Northeast Pennsylvania. The Psychology Department has assisted in the establishment of a I- 8 mental health workshop for the clergy of the area. The Education Department has cooperated with the secondary schools officials of the County through the Anthracite Institute for Development of Schools. 4 �i I [ I I Both the Education Department and the Guidance Center have cooperated with the principals and guidance directors in setting up seminars, conferences, and workshops. Quite a number of Wilkes College faculty and administration members are active officials of many social welfare organizations - the College President on a hospital board, the Dean of Academic Affairs as President of the Family Service Association, the Chairman of the Political Science Department as the Chairman of the County Housing Authority board, and many others too numerous to mention serve in community organizations and governmental offices. The commitment by the College in community affairs was duly recog­ nized in I960 when the Ford Foundation funded the Institute of Municipal Govern­ ment, the Area Research Center, and a Labor-Management Office. This finan­ cial support generated even more interest on the part of the Wilkes College I I I i' B I I r faculty members to seek community involvement. There appears to be a growing realization that responsiveness to the urban environment calls for total across-the-board commitment. An isolated department devoted to urban affairs appears to have limited impact upon a college as a whole. While ostensibly patterned after the traditional agricul- tural extension operation, the urban umbrella proved much too large for restriction to any single approach. Indeed, a semantic jungle surrounds the term "urban" -- the sociological and economic implications of the word "rural" have been relatively clear, but somehow "urban" has come to mean "all that is not rural. " B 0 The Institute of Regional Affairs formed in 1966 is intended to be a multi-purpose college organization which views regional problems as belong5 �I ing to no simple academic discipline, but rather as a contempory phenomenon spilling into many disciplines. The very creation of the Institute is proof pos­ itive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences -economics, education, psychology, government, sociology -- but also those experts in the region who can lend their talents to teaching, information, re­ search, and consultation. The Council of the Institute of Regional Affairs is a cross section of the social sciences and College administrative officials. The creation of the Institute of Regional Affairs is really the natural integration of prior activities in which many members of Wilkes College social science faculty have engaged for over twenty years. It will assure the coordination of these varied efforts and help to better I ! understand and resolve complex and contemporary problems. It is the specific manifestation of the College's response to the challenges of urbanization. Its mission, then, is to provide meaningful assistance to Northeastern Pennsylvania communities and organizations in such a way as to enhance their capacities to respond effectively to the challenges of growth and change. 1 The Institute of Regional Affairs would appear to have three basic interrelated goals: ---- to help the College relate effectively to a constantly changing urban 1] society. ■ -----to help the component communities of this region to develop a 5 greater capacity for dealing with urban problems and guiding urban develop- 1 ment; and, 6 �--to help contribute generally to the development of knowledge of urban society and the processes of change, and to methods of applying this knowledge. By utilizing this approach, the Institute of Regional Affairs intends to operate as a catalyst to stimulate and induce positive community responses to needs, responsibilities and opportunities. The result of this approach is an Institute of Regional Affairs which devotes most of its technical efforts toap- plied research on a local basis, deals with the "nuts and bolts" operating problems of the communities of the region, and seeks to infuse some new understanding of urban phenomena. The traditional rewards of promotion and academic recognition are still based upon scholarship, research, and professional association, rather than upon service functions performed by the new breed of academicians whose extracurricular labor is extension work in the field. In making full commit- ment, Wilkes has considered the work in the Institute of Regional Affairs as equivalent to teaching hours. Whenever College personnel have engaged in adult extension work, either the teaching load has been reduced, or extra compensation has been paid. The decision has always been an individual matter between a department chairman, the President, and the teaching member. The setting of limits to engagement in community conflict has never been a critical issue to Wilkes College faculty members. Programs have never been abandoned because of fear of involvement, even though at times action programs may have been postponed until a time was more propitious. In the case of the College, it was always looked upon as a neutral forum where ideas 7 �I could be exchanged and programs instituted outside a partisan political frame- work. In trouble-plagued communities, programs are conceived not as ends in themselves but as a means to the larger end of community development. Rather, the College (through the Institute of Regional Affairs) has been drawn into a continuing role of helping to develop and to implement urban programs. The work of the Institute of Regional Affairs can be viewed as an in­ vestment that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures more deeply into complex community and area problems. ! I I 8 �s I B. i ii EDUCATION AND TRAINING The primary function of the Institute of Regional Affairs is to continue to provide a broad range of courses, seminars, conferences, and studies I pertaining to urban affairs for the municipalities of Northeastern Pennsylvania. I J I I i . I j I J' I These programs have as their purpose assisting the development of an enlight- ened leadership for the region and to improve their awareness of urban pro- blems. Only through better understanding of methods and practice can public officials and leaders of private and voluntary organizations successfully discharge their responsibilities and master today's complex problems. The training which the Institute of Regional Affairs provides is the basic occupa­ tional education which is so often lacking. Over the years many specific courses have been offered to public per- Pi I L 1 sonnel relating to their particular specialty. These courses are non-credit, non-degree, educational opportunities, varying from 5 to 24 sessions in length © I I during the academic year. The number and variety of courses will vary from year to year depending upon the demand. I, IN-SERVICE TRAINING COURSES FOR LOCAL GOVERNMENT PERSONNEL Beginning with a total of 29 public officials in 1951, the enrollment r 0 in courses for public employees and public officials reached a new high in the 1966- 1967 year when 467 qualified for Certificates of Attainment. Over a sixteen year period more than 2, 240 individuals completed the course re- quirements and received Certificates. 9 �r J E i I Courses offered to local public officials during the past year were the following: E I. < I II. POLICE Basic Police Procedure b. Small Arms c. Auxiliary Police d. Police Report Writing FIRE b. c. d. I r in. ASSESSING a. Rural Assessment IV. MINOR JUDICIARY a. Criminal Law V. 8 ! ■ I E E Municipal Fire Administration Fundamentals of Fire Fighting Fire Ground Attack Auxiliary Fire VI. CIVIL DEFENSE Shelter Management b. Civil Defense Adult Education c. Basic Rescue for Civil Defense d. Civil Defense for Local Government e. Civil Defense for Local Directors f. Light Duty Rescue g- Radiological Monitoring h. Medical Self-Help Control Center Operations OTHER a. b. c. d. Borough Councilmen and Township Commissioners Community Planning Elements of Purchasing Street Maintenance IJ 10 �1 I I ! I I I From time to time a variety of courses have been offered to supervisory personnel and junior executives in industry, and to the personnel of banking and other institutions. Such courses may be planned either by the or- ganization seeking the course or by the college staff. In 1966-1967, enrollees from savings and loan associations received Certificates of Attainment. II. TITLE I COMMUNITY SERVICE PROGRAMS The Institute received federal funds under Title I of the Higher Edu­ cation Act of 1965 for the conduct of continuing education. ■ | The Institute of Regional Affairs conducted three projects under this program which were really in the nature of training activities: fe=>‘ A. Principles of Purchasing with the following objectives: 1 u 1 b [ a. centralized purchasing by local governmental officials b. cooperative purchasing by local governmental units c. certification for local officials in conjunction with the n t d V B National Institute of Governmental Purchasing The Board of Commissioners of Luzerne County have centralized all purchasing. 8 B NIGPO. Moreover, his efforts have been rewarded by his election as Presi- dent of the Pennsylvania Governmental Purchasing Agents Association. Is B. L! The County Purchasing Agent secured certification as a IE d IE Joint Communications System for Luzerne County with the objec- tive of securing joint community action on a communications system. Meet­ ings were held for those interested in a central communications system in Luzerne County. These meetings were co-sponsored with the Public Ser- vices Committee of the Greater Wilkes-Barre Chamber of Commerce. n 11 Such �1 1 i a communications center could link together in a mutual aid network all of the emergency systems on which the welfare of the communities depend. C. Community Leadership Seminar. The purpose was to provide an opportunity for the leadership of many civic and community agencies to ex- amine a broad range of alternatives in the approach to regional problems. The six-session Seminar was intended to help community leaders to qualify themselves for more effective contributions to local public affairs. III. SPERRY & HUTCHINSON LECTURESHIP PROGRAM The foundations Lectureship Program of Sperry & Hutchinson Com­ pany is intended to enrich college curricula and to strengthen the sponsoring institution in its community activities. Wilkes College was one of 39 institu­ tions to receive grants for 1966-1967. The lectures under the program were published by the Institute of Regional Affairs in book form. The lecture topics and speakers were: "Changing Values in Today's Metropolis" by Dr. John Middleton, Chairman All University Department of Anthropology Graduate School of Arts and Sciences New York University "The Political and Governmental Response to Metropolitanism" by Dr. Alan K. Campbell Professor of Political Science and Director of Metropolitan Studies Program Maxwell Graduate School Syracuse University 1 12 �R I i I I 3 "New Directions for the City's Economy" by John H. Nixon, Director Area Development for the Committee for Economic Development IV. i c c I I I I KEYSTONE JOB CORPS TRAINING INSTITUTE In January 1967, the Institute of Regional Affairs conducted a three- week, pre-service training institute for counselors and administrative staff of the Keystone Job Corps Center operated by the Radio Corporation of Ameri- ca. The purpose of the seminar was to introduce the personnel of the newly created program to some of the many and varied kinds of sociological, psychological, and other problems that they might encounter in dealing with unem- ployed female youth between the ages of 16 and 21. There were 17 members of the Keystone Job Corps Center who received Certificates of Attainment upon completion of the three-week program. (d I, v.. COMMUNITY GROWTH CONFERENCE The Sixth Annual Community Growth Conference, co-sponsored with other community organizations, was held in September 1966 and was intended to acquaint local officials and the general public with emerging issues in pub­ lic affairs, centered on the theme, "Northeastern Pennsylvania -- A Critical Look into the Future. 11 The topics discussed at the Conference included: Poli­ tical Leadership - Its Impact; Tourism/Recreation - A Second Major Indus­ try; Our Manpower Problem of Industrial Growth; Sad Plight of Our Cities - 13 �5 E E E I I I E I I ! Have They Become Obsolete; Northeastern Pennsylvania's Future - Planned or Unplanned. VI. . A short course on "Chemical Testing for Intoxication" for police instruc­ tors was held by the Public Service Institute of the Department of Public Instruc­ tion in conjunction with the Institute of Regional Affairs. I The eight-hour, one- day course was intended to qualify instructors to administer chemical tests for intoxication and to assist police officers in testifying in court. Wilkes-Barre was one of the 5 areas in the Commonwealth selected as an instruction site. VII . u ■ I CHEMICAL TESTING WORKSHOP FOR BETTER ENVIRONMENT The Institute of Regional Affairs cooperated with the Regional Sanitari- an's Office of the Department of Health of the Commonwealth of Pennsylvania in setting up a one-day workshop for local sewage facilities inspectors. VIII. TAX CLINIC Although the Tax Clinic was not an activity of the Institute of Regional I & Affairs, facilities for this annual meeting were provided on the campus. IX. CONCRETE CITY When the Institute received from the Glen Alden Corporation a 40-acre site which is a former housing development known as Concrete City, valued at LI E upwards of $60, 000, it became possible to expand the training activities in the I fields of fire, police, civil defense, and of the varying units of the military ■ I'l 14 �8 i i I I I I parties in training is assisting the Institute to formulate plans for the construc­ I stallation of the fence. 8 I reserves and national guard. This will supplement the work done in the class­ room. At the present time, a special advisory committee composed of interested tion of facilities at the site. First priority was given to the installation of a fence around the imine- diate vicinity of the buildings to protect equipment stored in the buildings. The Board of Luzerne County Commissioners provided $3, 849. 00 and fire companies contributed the remaining $1, 100. 00 toward the cost of the in- The Luzerne Fire and Rescue Association and the Civil Defense Unit of Luzerne County have contributed many hours of labor toward the improvement and development of the training site. I I I I F ■ J'li ) 15 �ii i E i i I I I I I I I I I c. The Institute of Regional Affairs tries to keep public officials and those engaged in community work completely informed on urban and regional affairs. To this end, the Institute of Regional Affairs maintains a library and circulates a monthly newsletter. I. I LUZERNE COUNTY NEWSLETTER The purpose of the Luzerne County Newsletter originally was to keep local public officials informed of the varying methods successfully employed by communities throughout the United States in solving problems of manage- ment, personnel, and administration. A broad approach has now been adopted to include in its contents the fields of education, economics, and social welfare. It also calls attention to the services, instructions, courses and other activities of the Institute. Published monthly the Newsletter is mailed to approximately 1,750 interested community leaders throughout Northeastern Pennsylvania. The mailing list includes a roster of members from the follow- ing organizations: I INFORMATION Greater Wilkes-Barre Real Estate Board, Wilkes-Barre Clearing House Association, Northern Anthracite Bankers Association, First Class Township -- Luzerne County, Cabinet Commission on Economic Oppor- tunity, Newspaper &: Radio Stations of Northeastern Pennsylvania, Luzerne I • I County Congressional &: Legislative Representatives, University Bureaus of Governmental Research, Northeastern Pennsylvania Savings &: Loan Associa­ tions, Redevelopment and Housing Authorities of Northeastern Pennsylvania, r J 1 Hospitals &: Community Aid Centers of Luzerne County, Third Class Cities -- 16 �II i I I I I I I I 8 I Luzerne County, Boroughs -- Luzerne County, Second Class Townships -Luzerne County, Luzerne County School Boards, Home Builders of Northeastern Pennsylvania, Assessors of Northeastern Pennsylvania, Civil Defense Departments in Luzerne County, Police Chiefs of Northeastern Pennsylvania, Fire Chiefs of Northeastern Pennsylvania, Wilkes College Board of Trustees, Community Ambulance Associations, Planning Commissions of Northeastern Pennsylvania, Housing Authorities of Northeastern Pennsylvania, Friends of Wilkes College, American Institute of Architects of Northeastern Pennsylvania, and United Fund Organizations. IL LIBRARY The Institute also maintains a carefully selected library of contempor- ary printed materials in the social science fields. The library of the Institute, continuing to grow daily, now includes over 3, 500 publications. present time, one of the largest repositories of information and materials on B municipal administration in Northeastern Pennsylvania. J I or quarterly basis. □ | - ] J B _D I 5 p Pamphlets, reports, surveys, studies and 96 periodicals are received on a semi-monthly, monthly, In 1966, the Institute was awarded a 151 book planning library from the Pennsylvania Planning Association. This valuable collection of planning ma- terials was on display at the Annual Conference of the Pennsylvania Planning Association. When added to that already in the Institute, this material be- comes the most extensive planning library in Northeastern Pennsylvania. 1 R It is, at the 17 �i i Not only have interested community leaders made wide use of the li­ I I I g 8 8 I V I I! ■ - I I R I brary materials, but many undergraduate students who plan to go into the broad field of urban problems have had their first contacts in the fields by the utilization of the library materials for term papers and research projects. in. PENNSYLVANIA- •HORIZONS The Pennsylvanian serves as the official publication of the Pennsylva- nia State Association of Boroughs, the Pennsylvania League of Cities, the Pennsylvania Municipal Authorities Association, the Pennsylvania Association of Township Commissioners, the Pennsylvania Local Government Secretaries Association, and the Assessor's Association of Pennsylvania. This magazine reaches well over 15, 000 people interested in Pennsylvania local government. The bulk of these, of course, are elected and appointed local government offi- cials. "Horizons" is the four-page center spread of this monthly publication and that was originally the joint product of the institutes of local government of Pennsylvania universities -- Pittsburgh, Penn, and Penn State. The three institutes were organized into a loosely knit group called "Association of In- stitutes of Government of Pennsylvania Universities for the purpose of providing material for, and supervision over Horizons. Basically, there are three sections to Horizons: (1) the lead, editorial­ type article of about 1,000 words to be provided on a three-month rotating basis by the three participating institutes; (2) a second article provided by the editor fj which is usually a reprint of a speech or an article from another publication, 18 �ft I i I I 8 I I 8 I I severely edited, which seem particularly appropriate for the readership; (3) two or three "dot abstracts" which are summaries of books or reports in the field of public administration and are provided primarily by the Fels Institute. Horizons is an outstanding part of the magazine--The Pennsylvanian-- and because of its sponsorship, some things can be said or supported in "Hori­ zons" which could not be said or supported in other parts of the magazine. For this reason, it is useful as a separate publication in reprint form. In 1966, Penn State withdrew from the associated institutes and Wilkes College was invited as a replacement to participate in the organization and Con­ tribute to Horizons. Although the manpower of the Institute of Regional Affairs is limited, its staff has made its contribution on a quarterly basis. I I I I I I I 19 �a J i i i I 1 I I I I I I I I D. A third service of the Institute of Regional Affairs is special consulta­ tion made available to interested parties for the study of public issues. 8 I] I] 1 1 Con- sultative services are offered to interested officials, governmental and non- governmental. The assistance, both formal and informal, is provided and made possible because of the specialized resources and staff of the College. Such services include testing and counseling for public agencies; preparation of special management studies; and the study of general administrative problems. In the development of the Institute's program, the following criteria are used as guides in initiating or accepting consultative requests: 1. the significance of the problem to the development of Northeastern Pennsylvania; 2. the potential "multiplier effect" of the project; 3. the potential value of the project as a prototype for a similar service by other public and private agencies in community service; 4. I CONSULTATION the interests and competencies of the Institute staff and the availabil­ ity of special consultants to the Institute of Regional Affairs. Among the consultative services offered by the Institute over the year 1966-67 are the following: I. CONSULTING ACTIVITIES ABOLITION OF WARDS - EDWARDSVILLE - submitted report to Luzerne Coun­ ty Court appointed commission on the merit of at-large ward election for Borough Councilmen. 20 �£ I £ I 8 I I I I I I I I I •J i i ABOLITION OF WARDS - EXETER - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Bor­ ough Councilmen. ABOLITION OF WARDS - LARKSVILLE - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Borough Councilmen. EMERGENCY COMMUNICATIONS SYSTEM FOR LUZERNE COUNTY - initiated research and co-sponsored meetings with the Public Service Committee of the Greater Wilkes-Barre Chamber of Commerce; Luzerne County Commissioners; fire-chiefs; police chiefs; and civil defense directors for the installation of a Centralized Emergency Communications System for all of Luzerne County KIDDER PEABODY COMPANY - provided financial and general data to Kidder, Peabody & Company for the preparation of a prospectus for the $17 mil­ lion bond issue of the Wyoming Valley Sanitary Authority. HADASSAH - LEAGUE OF WOMEN VOTERS - assisted in the preparation and execution of a public program for the consideration of the public ques­ tion on the proposed Council-Manager System. LOWER LACKAWANNA SEWER AUTHORITY - provided consultation and admi­ nistrative services in the creation and establishment of the Authority composed of Old Forge, Taylor, Dupont, Avoca, and Duryea. UNIVERSITY OF THE PHILIPPINES - upon special request of the President of the University, provided a descriptive summary of the range and the scope of the In-Service training activities provided by the Institute, stressing the importance of the College and community relationship. TIME-LIFE BOOKS, INCORPORATED - supplies information and comparative data on Northeastern Pennsylvania to two representatives of Time-Life, Ezra Bowen and Sandra Albert. They are responsible for a publication on the Appalachia Region, which is part of a series on the United States. ADVISORY COUNCIL, DEPARTMENT OF COMMUNITY AFFAIRS - Director appointed by Governor Raymond P. Shafer and elected Vice-Chairman by the membership of the Council. This Council recommends areas for research in local government and assists the Secretary of Community Affairs in planning and guiding the recommendations made.to the Depart­ ment. SHICKSHINNY - assisted in the preparation of an ordinance for a system of re­ fuse and garbage collection, and the initiation of a sanitary landfill pro­ ject. 21 �I i I KINGSTON TESTING SERVICE - administered Fire & Police tests, June 1967; Firemen Test, June 1966; Police Test, June 1966 WILKES-BARRE CITY SCHOOL DISTRICT - administered Custodial and Clerk Typist examinations, January 1967. WILKES-BARRE CITY SCHOOL DISTRICT - assisted in the preparation of a resolution providing for a merit system for non-professional employees. I I 8 g I I I I i I JENKINS TOWNSHIP SEWER AUTHORITY - assisted in the preparation of an ordinance creating the Jenkins Township Sewer Authority. CLEAN-UP, PAINT-UP, FIX-UP CAMPAIGN - provided assistance to the Wyo­ ming Valley Improvement Council and held meetings with Public Services Committee of the Greater Wilkes-Barre Chamber of Commerce to initiate 1967 campaign. MODEL CITIES TASK FORCE - assisted in the preparation of an application to the Department of Housing and Urban Development for a grant to plan a comprehensive city demonstration program for the City of Wilkes-Barre. CHARTER STUDY COMMISSION - served as consultant and primary source for advice, information, and data for the Wilkes-Barre Charter Study Com­ mission. CITIZENS COMMITTEE FOR COUNCIL MANAGER - provided administrative services and directed 78 student volunteers to "get out the vote" on the Council Manager question. MANAGER SELECTION COMMITTEE - consultant to the committee formed to expedite the selection of a city manager for the City of Wilkes-Barre. II. CONFERENCES AND MEETINGS I REVISION OF PENNSYLVANIA CONSTITUTION - served as participant and panel­ ist on radio programs for revision of State Constitution. 8 SORDONI EXECUTIVES - discussed the survival of local government and its problems in the 21st century. SHAVERTOWN METHODIST CHURCH - reviewed the sewage problems of and possible solutions for the Back Mountain Area. 1 I 22 �i 1 I I I I I I I I MANPOWER CONFERENCE - attended in the Northeastern Pennsylvania Man­ power Conference. CONSERVATION FUND CONFERENCE - attended Title I Conference relative to exploring of Title I proposal. FELS INSTITUTE COLOQUIUM - participated in the conference "Urban Govern­ ment in the Decade Ahead: the Technological Revolution in Management" at the University of Pennsylvania. Members of the Institute staff have maintained membership and taken part in the functions of many community and state-wide groups. The institute has acted as co-sponsor of conferences with varying state-wide professional organi­ zations and national organizations and has accepted direct participation therein. Among them are such organizations as the Pennsylvania Municipal Finance Offi- cers Association, Pennsylvania Boroughs Association, Pennsylvania Planning Association, Local Government Center, American Society for Public Administration and Pennsylvania Department of Health. I I In addition to the Institute's consulting services cited above, both the Director of the Institute of Regional Affairs and the Associate Director have acted as personal consultants or in some capacity for local governmental bodies. I i Some examples are as follows: Director of the Institute of Regional Affairs as Executive Director of the Wyoming Valley Sanitary Authority. Director as Chairman of Luzerne County Housing Authority Associate Director as Lecturer for Public Service Institute I Director and Associate Director as consultants for Charter Study Com­ mission of Wilkes-Barre. I 23 �9 S I I I I I I E. RESEARCH The fourth area of activity of the Institute of Regional Affairs is that of research. The Institute because of its relation to both the College and the community is in a unique position to conduct a continuous research program. The research activity is usually connected with the educational programs of the Institute. Occasionally, other types of studies and reports may be under- taken under specific sponsorship. The purpose of the research is intended to contribute to the development of greater knowledge of the relationships between the different activities which together form a region. The Institute also interprets, evaluates, and applies theoretical research at the university level. c I L 8 The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of a specific municipality when they relate to such problems as reorganization of a police department, comparative costs of incineration and sanitary land- L fill, development of personnel records, or the feasibility of establishing a I L I & I L I public library. Other studies which have been undertaken by the Institute are occasionally Valley-wide or County-wide in scope. These have included such studies as a study of Local Political Subdivision Disaster Preparedness, the Use of Idle Cash Balances by Municipalities in Luzerne County, and continuing wage and salary surveys of cities, boroughs, and first class townships in Luzerne County. 24 1 �I t! i I I I I I I I 1 The Institute has also made studies for non-governmental organizations. For example, the Institute has done a special Audience Characteristic Study for the TIMES-LEADER EVENING NEWS. I. JOINT COMMUNICATION SYSTEM A major study completed in 1967 was the Joint Communications System for Luzerne County. This project was concerned with "protective?1 services , and especially fire, police, and civil defense. It was found that there is no con- sistent and established policy for the maintenance of emergency communications systems, but rather an unnecessary fractionalization of communications. Only a centralized communications center could link together into a mutual aid network all of the emergency systems on which the welfare of the people of Luzerne County depends. The need of a centralized emergency communica- tions system which would provide the inhabitants of Luzerne County with an effi- cient communications service is not only apparent to ensure safety and protect I property, but in times of crisis such an emergency communications system is decisive in survival. I I I The objectives of the study were: 1. To survey and evaluate in the form of an inventory the existing com­ munications equipment scattered throughout Luzerne County. 2. To consult with major communications equipment manufacturers to determine the feasibility of establishing centralized communications, which includes estimates as to needs, variety of equipment, and costs. 1 J 25 �1 •! J iJ I i I I I I The Institute of Regional Affairs is now in the process of setting up conferences and meetings with the Board of Luzerne County Commissioners and local governmental officials to implement the recommendations of the Report. II. ACADEMIC CALENDAR FOR PENNSYLVANIA COLLEGES AND UNIVERSITIES During the past year the Institute of Regional Affairs in conjunction with the Faculty Calendar Committee undertook a Study of Academic Calendars in Pennsylvania Colleges and Universities. I I n I I n I II 1 ill 26 �i I I I I I I I I I I i ■ I 1 i n 1! n III. STUDIES AND REPORTS A list of the Institute's publications from 1951 through 1967 includes the fol­ lowing: MUNICIPAL STUDIES AND REPORTS 1951-1967 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 1920. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, and Sixth Annual Community Growth Conference Proceedings of Sanitary Landfill Conference Proposed Structure and Pay Schedule for Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County -- 1964, 1965, 1966, 1967 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Annual Report (1964) - Wyoming Valley Sanitary Authority Audience Characteristics - Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965. 1966, 1967 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County 1966, 1967 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Systems for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of Wyoming Valley Sanitary Authority - 1964, 1965, 1966 27 �i IV. PUBLIC PERSONNEL ASSOCIATION The Public Personnel Association prefers usually to provide its testing service directly to the government agency that will use the tests. i I In situations where the governmental agencies are small or are in the initial stages of growth, the value of the tests would be seriously reduced by inexpert planning, admini- stration, or interpretation. Since the Public Personnel Association does not maintain a field staff I '1 I to provide frequent or regular consultation service to agencies, it is advantageous for Public Personnel Association to cooperate with consultants in various parts of the country who are qualified to provide test planning, administration, and interpretation services. In this way, local government can benefit from sound test construction and proper test administration at reasonable cost. The Public Personnel Association, therefore, found it desirable to en­ ter into a cooperative service agreement with the Institute of Municipal Govern­ ment in October, 1961 for the Institute to provide the test services. Although wider use of the Institute of Regional Affairs testing service could be made, ! additional agencies are added every year. To date, Forty Fort, Kingston, Luzerne, and the Wilkes-Barre School District have entered into cooperative i I agreements with the Institute of Regional Affairs for the testing service. The availability of the testing service has opened up still another field for the Institute -- that of preparing rules and regulations wherever merit II systems are in force. I I: 28 �V. i CERTIFICATION OF THE INSTITUTE Philip Tuhy, Associate Director of the Institute, has had considerable background and experience in the field of planning. He was the Senior Planner for the Luzerne County Planning Commission and the Acting Director of Plan­ ning for the Wilkes-Barre City Planning Commission. At present he is acting as consultant for the Wilkes-Barre Planning Commission. I I I On April 1, 1967, he was inducted as an Associate Member of the Ameri­ can Institute of Planners, the national organization which establishes criteria and qualifications for planners in the field. Most community planners are en- gaged in either public employment or private practice. held by very few members of a college faculty. AIP certification is Mr. Tuhy is one of the few people with an advanced educational degree and also qualified by experience I and background in the field of community planning. His AIP membership strengthens these qualifications and thereby the Institute's broad field of opera­ tion in the field of research in community planning. I' I Because of the educational background and experience of Mr. Tuhy, the Institute of Municipal Government was originally certified as a qualified consulting organization by the Department of Commerce of the Commonwealth I of Pennsylvania. The Institute of Regional Affairs has filed data with the De­ partment of Community Affairs for recertification in the field of community planning, in place of the Institute of Municipal Government. V I l'! 29 �1 i I I I 1 I I F. EPILOGUE Measuring the benefit which the Institute of Regional Affairs has pro­ vided to the area is difficult because workable criteria for evaluation are lacking. The concept of an "urban agent, " which really defines the Institute, seems to be a viable one even though it is difficult to evaluate the results. Policies adopted, attitudes changed, educational meetings attended, or num- ber of activities completed may be inadequate measurements. Projects have influenced action; but, ultimate achievement depends upon the extent to which social scientists and educators possess the knowledge and means of communication which is appropriate to improve the quality of life. The ultimate purpose of the Institute in what was once a depressed area is to contribute to improving the quality of regional life. It can be said the Institute has effectively established and maintained communications and working relationships between Wilkes College and organizations and indivi­ I duals serving the immediate community and the region. This continuing and successful relationship may have been facilitated because the Institute I I has been separated from the regular college prescriptions. Thus, a tradi­ tional barrier of the "town and gown" type was eliminated. The Institute is in the community. I I It is, however, relatively free of restrictions because it is not of the community. The very fact that the Institute of Regional Affairs is both in the community but not of the community gives it tremendous lati­ tude for venturesomeness. 1! 30 �There are numerous indications that the work of the former Institute of Municipal Government and now the Institute of Regional Affairs has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, in Luzerne County, and in Northeastern Pennsylvania. A measurable indication can be found in the statistics below: INSTRUCTIONAL PROGRAM 1951-1967 I Year I Certificates of Attainment Awarded 1951 1952 1953 1954 1955 1956 1957 1958 1959 I960 1961 1962 1963 1964 1965 1966 1967 29 42 37 27 36 52 37 39 89 90 157 231 119 189 184 415 468 Public officials and community leaders have come to depend upon the Institute for its varied services and especially the instructional aspects of its work. The wide acceptance of the instructional program of the Institute is attested to by the fact that in 1967-68, 29 courses will be offered to local 31 �h public officials. 1 All of these short courses are co-sponsored with the Public Service Institute of the Department of Public Instruction. 1 Not included in the courses mentioned above are the many courses, meetings, workshops, and conferences for educators, middle management, business organizations, and L I I leaders in the public welfare field. Changing needs in today's complex society pose special problems for community leaders at all levels. Civic officials are faced with knotty prob­ lems of planning, community renewal, health, welfare, education, organiza- tion and management, and a host of other challenging areas. I I These often re- quire special skill, research, and broad knowledge of best practice. All too frequently they demand more time than can be spared from regular duties. In addition, governmental and non-governmental agencies are becoming in- I ■ creasingly aware of the wisdom of longer range planning and program studies, as well as the need for efficient administrative structure and procedure. Since the Institute has become a broad umbrella over the social sciences, I ■ It I I preliminary discussions are taking place to define the many projects to be undertaken by the various College departments under the auspices of the Institute. The following College faculty were brought into the activities of the In- stitute in 1967: Michael Barone Robert Capin John Chwalek Harold Cox Robert De Young Theodore Engel Eugene S. Farley Education Department Summer &: Evening School Registrar Guidance Center History Department Economics Department Economics Department President 32 J �Welton Farrar Eugene Hammer Joseph Kanner Economics Department Education Department Psychology Department & Guidance Center Political Science Department Dean of Academic Affairs Psychology Department Education Department Political Science Department Hugo V. Mailey Francis Michelini Robert Riley George Siles Philip R. Tuhy Steps must now be taken to bring even more of the faculty into the ever-increasing activities of the Institute. There is a possibility that many community organizations will want all types of action and research projects undertaken. It is the aim of the Institute of Regional Affairs to serve as a vehicle to help make research and action programs on urban problems a process of continuing data collection and analysis rather than relying, as in the past, on issuance of sporadic and single-shot reports. Only in this way can the "extension" approach be fully realized. Projects by members of the faculty may be undertaken for part-time or summer research. Research and action programs can then serve to encourage originality with only general requirements that the work deal with problems of urbanization. Already in 1967-68, the Institute has listed quite a number of on-going projects: HOUSING OPPORTUNITY STUDY - part of the Community Renewal Program for the planning of future housing projects and renewal programs in the City of Wilkes-Barre. lit 33 �POSITION CLASSIFICATION AND PAY PLAN FOR THE WYOMING VALLEY SANITARY AUTHORITY - Preparation of a plan for separate job descriptions and a merit increment wage schedule. COMMUNITY LEADERSHIP SEMINAR - Second year of a seminar on regional problems for community leaders. PREPARATION OF A MANUAL FOR VOLUNTEER FIREMEN - A manual bn the fundamentals of fire fighting. STUDY OF TAX EXEMPT PROPERTY IN WILKES-BARRE - A study to deter­ mine the extent of tax exempt property in the City. PREPARATION OF A MANUAL FOR BOROUGH COUNCILMEN - A manual for newly elected councilmen. B £ PUBLIC TRANSPORTATION - A survey of the transportation facilities in Lu­ zerne and other Northeastern counties with a view to utilizing the data to assist low income unemployed. IDENTIFICATION OF NEIGHBORHOOD GROUPS - A study of "voluntary neighborhood reserves" to determine the involvement of the poor in anti-poverty and related programs. SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE - Conference of interested citizens on the image of Northeastern Pennsylvania. UPWARD BOUND - A program intended to motivate able students who feel that college is beyond their reach. SYSTEMS DEVELOPMENT INC. - The offering of a prototype course for na­ tional instructional team, abbreviated course for state instructional teams, training course for local officers in conjunction with Bureau of Public Roads. The Institute of Regional Affairs does not have a full time staff to con­ duct any of its research and action projects. the " core staff, If any positions can be called it is limited to the Director and Associate Director, both of whom are in the Political Science Department and are engaged in the Institute's work on a part-time basis. I 34 �■ n However, the Institute is administratively independent of any of the n 8 0 0 ■a L academic departments. College. Its Director reports directly to the President of the This structure was deliberately designed to emphasize the Insti- tute's extension or extra mural orientation and to prevent its part-time per­ manent staff from being captured by pressures for teaching man hours and traditional academic interests. by the Institute. Herein, lies the secret of the success attained It is responsible to the President because of its specific mission. The Advisory Council of the Institute, which functions in a consulta­ tive capacity to the Director represents disciplines with competence and I g II interest in urban affairs, including political science, sociology, economics, psychology, and education. Both the "core staff" and the Council have appoint- ments in departments of the College. Since Northeastern Pennsylvania is blessed with an abundance of human resources and skills, the Institute is able to draw local leaders to assist in 1 Regional Affairs' activities. The summary below gives a picture of the success in bringing local talent within the Institute's orbit: a 15 instructors for the short courses 9 lecturers on specific subjects 27 community leaders who acted as chairmen, moderators , or leaders in workshops or meetings 13 professional staff members of governmental and commu­ nity organizations serving on planning committees. i s 35 �Associated with the "core staff" in 1966-67 was a staff of 20 capable students performing many of the tasks of the Institute on a part-time basis, divided as follows: 10 students, clerical 6 students, research assistants 4 students, combined clerical and library These students, who put in a total of 5, 596 student hours with the Institute, performed a wide variety of tasks such as typing, stenography, editing, assisting on action programs, and editing textual material for the short courses. It is expected that additional professional staff will be added on a tem­ porary basis to take care of large scale research projects or service work fi­ nanced by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-institute and part-departmental. This is the unique solution to the con- troversy of teaching and/or research or community service. In all of the activity that has been summarized, an overriding considera- tion is the fact that the Institute is first and foremost a service organization with a program of training, consulting services, publications, and research intended to assist the intelligent and capable public-spirited leader in facing the chang­ ing needs of today's complex society. Although the College does have immediate financial responsibilities and long-range educational commitments to its academic programs, it has become increasingly aware of the fact that community affairs have an impact on the College as the development of the College affects the community. 36 �8 a El I Just as some of the faculty have sought to work among community groups, E G p G G G u G so the community has sought out the services that the College could offer. It is no wonder then that the community at large has shared in the Institute's growth and has encouraged its development. The mutual desire of town and gown to work with one another for the advantage of both is not only a demonstration of teamwork between higher education and the region, it is an educational venture into the field of adult exten- sion education, wherein the College is acting in the role of "urban agent. " In representing the College as "urban agent, " the Institute of Regional Affairs has attempted to create the "tomorrows" from the work of "todays. " j IE i iI 3 IF 83254 37 �i REGIONAL affairs council John J. Chwalek, M. A. Guidance and Counseling J L □ II C G Harold E. Cox, Ph. D. Transportation Alfred S. Groh, M. A. Editorial Consultant Eugene L. Hammer, Ed. D. Education Hugo V. Mailey, Ph. D. Municipal Government Jaroslav G. Moravec, Ph. D. Sociology Robert Riley, Ph. D. Psychology Samuel A. Rosenberg,Ph. D. Economics Philip R. Tuhy, M. G. A. Urban Planning EXECUTIVE COUNCIL Robert S. Capin, C. P. A. Adult Education lE I 1 i u Eugene S. Farley, Ph. D. President Hugo V. Mailey, Ph. D. Director Francis J. Michelini, Ph. D. Dean of Academic Affairs �8 & I 3 L pi I G □ n i I n i I J t i: i n �11 I ' L Lt 1 1 E JI552 “1967 Wilke ~ Rte By Date ‘&cS£s.I"satate“£ 83254 Annual report, 1967. a Dj s 83254 JS1543 1552 1967 i a Bl ARCHIVBS * �■■■■■I dI WILKES UNIVERSITY LIBRARY J! I ] ■J J ’ I ■ j ! I 0 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/98cd466374c8b87d2cdeb93b5f802717.pdf 22bb85d34e919e22301d2733f2f52c40 PDF Text Text — I ! CDVDL SERVICE MIES AND REGULATIONS WILKES-BARRE CHY SCHOOL DISTRICT j LI* 1 1 I I fl CHIVES I JS155 I R8W682 i flLi 1967 J - 1 t ■ ■; INSTITUTE OF REGIONAL AFFAIRS WHCUES COLLEGE WILKES-BARRE, PENNSYLVANIA �MMUI I 111 1 1 1 1 CIVIL SERVICE RULES AND REGULATIONS OF THE SCHOOL DISTRICT OF THE CITY OF WILKES-BARRE 1 I I 1 I I 1 I 1 I 1 I I ’liJ I I I IE i! 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �■11 ARCHIVE S i| 1%7 II ij ARTICLE I 8|S GENERAL PROVISIONS I SECTION L Short Title. These rules shall be known and cited as the "CIVIL SERVICE RULES AND REGULATIONS OF WILKES-BARRE I I I I I I I I I I I I I I 1 I ' 1 I I I CITY SCHOOL DISTRICT" and these rules and any amendments thereto shall have the effect of law one week after their adoption. SECTION 2. Pur-ose. These rules are promulgated to the Au- thority vested in the Beard of Directors of the School District of the City of Wilkes-Barre under the Act of 1949 knewnas the "School Code" wherein inter alia the operation and administration of the district is solely with­ in the discretion and authority of the Board. The primary intent herein is to establish a merit system of employment for non-professional em- ployees of the School District and to achieve a more economical and efficient operation of the administrative departments of the School Dis- trict. These rules shall be liberally construed in order to effectuate its purpose. SECTION 3. Definition of Terms. Unless otherwise expressly stated, the following words and phrases wherever usedin these rules and regulations shall be construed to have the meaning indicated herein; Certification - The submission to the appointing authority (the Board of Director s of the School District of the City of WilkesBarre) of names taken from the eligible list. -1- 83253 �L I I Chairman - The Chairman of the Civil Service Commission of the Wilkes-Barre City School District. T E r 1 I r r G Commission - Civil Service Commission of the Wilkes-Barre City School District. District (School) - The School District of the City of Wilkes-Barre (a school district of the second class under the laws of Penn­ sylvania) which is the appointing authority. Eligible - A person whose name is recorded on a current eligible or furlough list. Eligible List - The lists of names of persons who passed any examinations for a particular position (other than profession­ al employees) in the Wilkes-Barre City School District. C Furlough List - The list of per sons who were laid off from positions in the School Districtbecause of a reduction in the num­ ber of employees of the School District. B Probationer - An employee in the District who has been appointed from any eligible list, but who ha snot yet completed his work test period. R L B B 'b -j ib b D Reduction in Rank - A change to a different position or rank which results in a decrease in salary; provided, however, that a decrease in salary without a change to a different position or rank shall not constitute a reduction in rank. Removal - The permanent separation of an employee from em­ ployment with the School District. Suspension - The temporary separation of an employee from a position with the School District. Secretary - The Secretary of the Civil Service Commission. School Secretary - The Secretary of the School District of the City of Wilkes-Barre. -2- �n r Q ARTICLE II THE COMMISSION r c c n p L SECTION 201. Officers, Qualifications, etc. The Civil Service Commission of the Wilkes-Barre City School District, on the second Tuesday of each December, shall elect one of its members as the Chairman, one Vice-Chairman and one as Secretary. Anyperson appointed as a member of the Commission shall be a citizen and legal p u n Lj c □ resident of the Commonwealth of Pennsylvania and the City of Wilkes- Barre for at least one year prior to said appointment. No person who within one year of appointment, or after appointment, has been an of- ficer of a political party shall be eligible to serve as a Commissioner. The Board of School Directors by majority vote may remove any member of the Commission for incompetence, inefficiency, neglect of duty, misfeasance or malfeasance in office, after notice of the chargesand an n opportunity of answer and defense at a public hearing. SECTION 202. i p Meetings of Commission. The Commission shall meet at least once each month after reasonable notice of time and place made by the Chairman. L Two members of the Commis sion shall constitute a quorum at any meeting. Chairman, or in R] L his absence the Vice-Chairman, shall preside at all meetings and hear­ ings of the Commission and decide all points of order and perform all Li dutie s. fr D -3- �CIVIL SERVICE RULES SECTION 203. Duties of the Commission. It shall be the duty of members of the Commission as a body: (1) To establish or record on the books of the Commis sion a com­ ii plete list of all the non-professional employees of the School District certified and furnished to it by the Secretary of the School District. This list shall detail all the facts of the employment’such as salary, length of service, job classification, age, work record and in fine all of the infer mation required of all personnel employedby the State, County or School District. This list shall constitute the basic employment list and will be implemented by job evaluation studies made by the School District and of which the results will be furnished to the Commission. (2) To formulate and establish lists of eligible per sons for future appointment to vacancies occuring in non-professional positions under the authority and jurisdiction of the School District and provide for rules for applications and examinations as set forth in Articles III and IV of these Rules and Regulations. (3) To recommend and certify to the appointing authority (the Board of Directors of the Wilkes-Barre City School District) the lists of eligibles at such times as may be appropriate and necessary. (4) On its own motion or upon request, as herein provided, in all cases of demotion, furlough, leave of absence, suspension and re- moval to conduct investigations, hold public hearings, render decisions -4- �I u ii on appeals and record its findings and conclusions. 11 11 (5) The only valid causes for the termination of employment of any of the non-professional employees in accord Section (541) of the Act of 1949 "The School Code", shall be; Incompetency, Immorality, Intern­ II perance, Cruelty, Willful and Persistent Negligence, Mental Derange- a ment, Subversive Activities contrary to the Laws of the United States I I 1 fl < I I I I I 1 I I I ft or this Commonwealth, Willful Violations of the School Laws of Penn- sylvania or the Rules and Regulations of the School District. (6) Retirement of all employees and conditions for the same shall be determined as of the ages set forth in Act 274 of 1939 providing inter alia for mandatory retirement at ages specified. (7) To establish mandatory provisions of non-politic al activity by employees which shall incorporate as its promises that no person holding any position in any political partymay also bean employee of the District and further that any political activity by any employee shall be grounds for removal. Any employee who happens to hold any position whatsoever in any political party must divest himself of such position within ten (10) days of the adoption of these Rules or be subject to suspen­ sion and/or removal from the School District position. (8) To administer and make effective the provisions of this Civil Service System, including those relating to the preparation and conduct of examinations, the preparation of eligible lists, the certification of persons qualified for einployment, the transfer, promotion, suspension, -5- �I 11 demotion, removal, furlough, leave of absence and resignation of em- ployees, the rating of employee's services, the requriing of health exami- II II II 11 I 1 1 I nations at the discretion of appointing authorities as a condition of initial or continued employment. SECTION 204. Legal Counsel. The Solicitor of the Wilkes-Barre City School District shall be legal counsel for the Commission. When- ever the Solicitor acts for the appointing authority in a particular pro­ ceeding, this Commission may appoint special counsel. SECT1ON 205. Duties of Secretary, Meetings, and Quorum: Duties of Secretary. The Secretary shall carry on at the direction of the Commission all official correspondence of the Commission, send out all notices required by law and these rules of procedure, keep a record of each examination or other official action of the Commission, and perform all other duties required by law, by these rules and by the I 1 1 I IJ I I Commission. Meetings. Except for the biennial organization meeting, all meet­ ings shall be held either at the call of the Chairman, or at the call of two members of the Commission. At least twenty-four (24) hours written notice of each meeting shall be given each member. The Commission shall have the discretion to determine whether meetings shall be open to the public except that no rule or regulation of the Commission shall be adopted at other than a public meeting, and except when otherwise pro- vided for in these rules. -6- �0 II a & !.l Quorum. A quorum shall consist of two members, and all ac- tions of the Commission shall have the concurrence of at least two members. 1 I 1 1 1 1 I I I 1 1 I I i Section 206. Order of Business. The order of business of all meetings of the Commission shall be as follows: (a) Roll Call (b) Approval of Minutes of previous meetings (c) Communications and Reports SECTION 207. Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent or failing to vote, indicating such fact. �5 I I J ARTICLE III APPLICATIONS II Applications Form. No per son shall be admitted SECTION 301. to an examination for a non-professional position in the School District 11 II II of the City of Wilkes-Barre until after he or she shall have filed, on the official formprescribed by the Civil Service Commis sion; aswornappli- cation giving such information as the Commissionmay require. The of- ficial application form and all notation, references, and statements ap­ pearing in it are incorporated by reference into these rules and regulations and shall be as much a part of these rules as if they were fully de- I I I I I I I I 1 I I scribes herein. SECTION 302. Availability. Application forms shall be avail- able to all interested persons in the office of the School Secretary, and from such other offices and officers that the Commission from time to time, may choose to delegate. SECTION 303. Age Qualification. At the time of application, no applicant shall be less than Twenty-One (21) years of age, except in the case of clerks,, who may be Seventeen (17) years of age at the time of their application. Each applicant shall present satisfactory evidence of his date of birth. SECTION 304. General Qualifications. Each applicant for any non-professional position in the School District of the City of Wilkes- Barre shall be a citizen of the United States, and shall have graduated -8- �I II 1 II 1.1 froman accredited high school or have an equivalent education, such as a GED equivalent or an accredited correspondence school. Each appli- cant shall be medically fit for the performance of the duties requiredby II II II II 1 1 1 I I I 1 I I II I the Office, of good moral character. In the case of foreign-born appli- cant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. In the case of applicants for cus- todian I positions the requirement is that such applicants shall have completed the 10th grade in school and they do not need a high school graduate certificate. SECTION 305. General Qualifications - Applications for Higher- Grade Positions. In addition to meeting the qualifications fixed for all applicants for a general position as an employee of the School District of Wilkes-Barre, all applicants for advanced positions shall comply with such rules as the Commission may determine to be requisite for such higher positions. Said rules shall give consideration to length of service and length of experience within certain positions. SECTION 306. Investigations of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include credit reports and reports of investigations from recognized agencies. -9- �t I II 11 0 u 11 II I 1 I I 1 I SECTION 307. Filing Applications. Applications for any non- professional position in the School District of the City of Wilkes-Barre may be received at any time, during normal busines s hours, in the office of the School Secretary, and by such other offices and officers as the Commission may designate. The receipt of such applications shall be subject to the following conditions: (a) No application received after 12:00 noon on the day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examina­ tion unless otherwise provided in the notice and (b) An application shall become void one (1) year after the date upon which it was received. SECTION 308. Recording Applications. The office of the Seere- taryof the School District of Wilkes-Barre shall review each application, upon receipt, for the purpose of determining that such application contains no minor errors or omissions. Any application containing minor errors or omissions shall be returned to the applicant for correction. The Secretary of the School District of Wilkes-Barre shall date, number, and record, in the order of receipt, all applications free of minor errors I I I or omission. An application, once recorded, shall be a public record and shall not be returned to the applicant. SECTION 309. Disqualification of Application. The Commission shall not examine the applicant who lacks any of the prescribed qualifi­ cations unless, in the judgment of the Commission, it can be reasonably I I presumed that the applicant shall have acquired the necessary qualifica- tions prior to the date of a possible certification from the list of eligi-10- �bles produced as a result of the examination. SECTION 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsifi­ cation, omission or concealment of material fact. Should investigation disclose any mis-statement, falsification or concealment with respect to an application: (a) The application shall be invalid and the applicant shall be dis­ qualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or I (c) If the applicant shall have been appointed, such willful mis­ statement, falsification, or concealment shall constitute the grounds for dismissal from the School District of the City of Wilkes-Barre. I I 1 1 I I -11- �u ARTICLE IV ANNOUNCMENT OF EXAMINATIONS I SECTION 401. Public Notice. Public notice of the time and place II B II II 1 1 I I 1 I I I of every examination, together with the information as to the position to be filled, shall be given by publication in the official newspaper of the City of Wilkes-Barre. The public notice shall be published at least three (3) weeks prior to an examination and a copy of the notice shall beposted on the bulletin board in the Administration Building of the School District. Additional public notice by publication, posting, or otherwise may be given at any time at the discretion of the Commission. SECTION 402. Notice of Examination. In addition to the public notice, the Secretary shall give written notice to each qualified applicant by mailing or otherwise delivering to each applicant notice which shall include the date, time, place and duration of the written and oral examinations. Every notice shall be mailed or otherwise delivered at least three (3) days prior to the date fixed for examination. Only applicants receiving notices, to report for any examination shall be permitted to participate in such examination, and each applicant shall present his or her notice to the examiner before he or she shallbe examined.. Failure to report for any examination in accordance with the instructions contained in the written notice shall disqualify the applicant. -12- III �6 11 I SECTION 403. ] Scheduling Medical Examinations. The time of the medical examination shall be within the sole discretion and judgment ■ I !l of the Civil Service Commission, with consideration being given to the date fixed in the public notice for a written examination. 1 [I » I 1 I I I I I I 8 I -13- �I 1 a I ARTICLE V MEDICAL EXAMINATION SECTION 501. Appointment of Medical Examiners. The Com- mis sion shall, from time to time, appoint one or more medical examiners I il II 11 I I I 3 I I I to make all medical examinations required by these rules. SECTION 502. Medical Requirements. Every applicant for ap- pointment to any non-professional position in the School District of the City of Wilkes-Barre shall submit, at his or her expense, to a medical examination and shall meet the minimum medical requirements estab­ lished by the Commission before he or she shall be permitted to take any written or oral examination. A statement of the medical requirements established by the Commission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each medical examiner. SECTION 503. Report of Medical Examiner. The Commission shall furnish each medical examiner with forms upon which the medical examiner shall state the bodily and mental condition of each applicant. SECTION 504. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for per for- I I 1 mance of the duties of a non-profes sional employee because of anybodily or mental defect, whether or not the defect shall be specifically stated -14- �I I as a cause for rejection in the statement of medical requirements, such 1 I 1 I i I I I 1 I I I 1 II I i I applicant shall be rejected and a brief statement of the reasons for re- jection shall be practicable; however, the medical examiner shall deter­ mine the medical fitness of an applicant by adhering to the statement of medical requirements. SECTION 505. Re-examination of Medical Fitness. Each appli- cant eligible for certification to the School Board for appointment to any non-professional position in the School District of the City of Wilkes- Barresha.il be instructed by the Secretary, before being certified, to in- form the Commission of any illness cr injuries requiring the attendance of a physician or requiring hospitalization, and of any surgical opera- tions that shall have occurred after the original medical examination. If, in the judgment of the Commission, there shall have been any change in the medical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to submit a further medical examination before his or her name shall be certified for appointment. Any such further medical examina­ tion shall be performed at the expense of the School District cf the City of Wilkes-Barre by a regularly appointed medical examiner. -15- �I I II ARTICLE VI 1 WRITTEN AND ORAL EXAMINATIONS I SECTION 601. I bJ l! fl fl fl fl I 1 I I I I 1 I I Examinations for all Basic Non-Professional Po- sitions. (a) Examination fcr all basic or starting non-professional posi­ tions whether for janitors, clerks, stenographers, custodians, cleaning women, cr cafeteria worker s shall consist of the follow­ ing two parts; (1) A written examination which shall include a general aptitude test, an intelligence test, personality profile, and such other written tests as the Commission, may from time to time designate, and (2) An oral examination-.. (b) Only those candidates who shall achieve a passing grade on the written examination shall be eligible to take the oral examina­ tion. (c) Each part of the written examination and the oral examina­ tion shall be graded on the scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portions of the examination, total of seventy (70) points, (aptitude 50, mental maturity 10, and personality 10), and (2) For the oral examination, a total of thirty (30) points. The sum of the weighted score shall not exceed one hun­ dred (100) per cent. SECTION 602. Examinations for Higher Positions or Ratings. (a) Examinations for higher ratings or greater than starting posi­ tions shall consist of three parts; (1) A written examination which shall include a test of knowledge and performance in this particular position, an intelligence test, and other tests as designated; and -16- �(2) Oral examination; and 11 (3) Evaluation of service ratings and performance records of the applicant. 1! (b) The examination shall be graded on a scale of one hundred (100) per cent and shall be weighted as follows: J (1) For the written portions of the examination, a total of seventy (70) points, and I (2) For the oral examination, a total of twenty (20) points, and (3) For the evaluation of the service ratings or perfor­ mance records of the applicant, a total of ten (10) points. The weight assigned to the test of any position shall become great­ I er with the increase in the responsibility and rank of the position. I I I I I II -17- �I I B J : -1 I u l SECTION 603. Passing Grade. The passing grade shallbe seven­ ty(70) percent on every portion of the examination except that inthecase of the written examination for custodians, where the passing grade shall I I I I I I be sixty (60) per cent. I Months. All those who receive a passing grade on both the written and oral examinations and are veterans of the Armed Services with anHonorable Dischar ge shall be entitledto an additional 3 points credit. Proof of service must be made to establish veterans preference. SECTION 604. Notice of Applicant's Grade. When the grading of each examination is completed, the Secretary shall give each appli- cant written notice of his grade. SECTION 605. Ineligibility for Future Examinations for Six If an applicant fails to obtain a passing grade in any examina- tion, he or she shall not be eligible for a subsequent examination for any I I I I non-professional position in the School District of the C-ity of WilkesBarre for a period of six months. SECTION 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commission of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act sts examiner for the written examinations. I I I The Commission shall re­ serve the right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. -18- The oral exami- �i I J nationand the evaluation of the service or performance record of anyap- 0 licant shall be the responsibility of the Commission; provided, however, that the Commission may designate, from time to time, such persons I I '4 qualified to evaluate performance or service records, as are considered necessary to assist in such examinations and evaluations. SECTION 607. Conduct of Written Examinations I) T The Commis- sion shall prepare a statement of instructions and rules for the conduct I I I I I 1 I of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Com- mission, and be responsible for enforcing the rules of conduct for written examinations. SECTION 608. Penalty f'cr' Improper Conduct. Should any appli­ cant be found guilty of any act tending to defeat the proper conductor the result of any examination, his or her name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future application for any non-professional position in the School District of the City of Wilkes-Barre. ARTICLE VII I ELIGIBLE LISTS SECTION 701. Preparation of Eligible List. As soon as pos sible, after the completion of each examination, the Seer etary shall prepare an I I eligible list upon which shall appear the name of each applicant who re-19- �I I I I ceived a passing grade in the examination. The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible list shall be filed in the office of the School Secretary, and a copy posted on the bulletin board in the Administration Building of the School District. SECTION 702. Breaking the Scores. When two (2) or mor e quali- I I I I I I I fied applicants shall receive the same final weighted score, the order in which the names of such persons shall appear on the eligible list shall be determined by their scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying appli- cants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for recording purposes. SECTION 703. Life of'Eligible Lists. In no case shall any eligi- ble list remain in effect for a period of more than one (1) year from the date of its preparation. Date of preparation refers here to the actual compilation of the list which is to take place no more than 60 days after I I I I I the receipt of the request fromthe School Board calling for the establish.- ment of same. SECTION 704. Furlough Lists. Whenever the Board of Educa- tion causes a reduction in the numbers of non-pr ofessional employees in any one of the general groupings such as custodians, administrative as- -20- �I sistants, etc. . then the Commission shall prepare and maintain a list of the names of all such furloughed employees, together with the position held by each such employee at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the I order of the length of service of each furloughed non-professional employee in the School District. ARTICLE VIII 0 L 1 I I I I I I I 1 1 I I CERTIFICATIONS AND APPOINTMENTS SECTION 801. Filling Vacancies. When a vacancy is to be fil­ led in the School District of the City of Wilkes-Barre, the School Board shall submita written requestto the Commis sion for certification of eli- gibles. In making the request, the School Board shall state the title of the position to be filled and the compensation to be paid. SECTION 802. Furlough List to Fill Appointments. Upon receipt of a request from the School Board, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one (1) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. SECTION 803. Certification from Eligible Lists. If no furlough list exists or if the total number of vacancies cannot be filled from the available names on the furlough lists , the Commission shall certify names -21- �fr om the eligible lists. The Board of Education shall notify the Com­ mission of any vacancy which is to be filled and shall request thecertifi- cationof alist of eligibles. The Commission shall certify for each exist­ ing vacancy from the eligible list the names of three (3) persons thereon, or a lesser number where three (3) are not available, who have received the highest average. SECTION 804. Lists. Removal of Names from Furlough and Eligible In addition to the other reasons stated as grounds for removal in these rules, the name of any person appearing on a furlough list or eligible list shall be removed by the Commission if such person: (a) Is appointed to anon-professional position in the School Dis­ trict of the City of Wilkes-Barre, or (b) Declines an appointment to a permanent non-professional position in the School District of the City of Wilkes-Barre, or (c) Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of certifi­ cation, or (d) Indicates availability for appointment and is appointed to fill a vacancy but fails to report for duty at the time prescribed by the Board of Education, unless, in the opinion of the Board 6f Ed-ucation, such person can show good and sufficient reasons for failing to report. Thejname of any person on any eligible list also shall be removed ’by the Commission if he or she is three (3) times certified for consideration for appointment and is not appointed. Nothing in this section, however, shall be construed as authorizing the removal of the name of any person or any furlough list or eligible list who refuses or accepts a position of a lower rank than that for which.'he 'or she has qualified. -22- �n n I I I I I I I I I I I I 1 I I I I I I SECTION 805. Appointment Procedures. Whenever the name of any person is certified to the Board of Education from either the furlough list or the eligible list, the person shall be immediately notified of his or her certification by either certified or registered mail. The notice shall include the title of the position and the compensation to be paid, and shall also state that the per son certified make a written reply within seven (7) days from the date of mailing such notice. SECTION 806. Probationary Pefriod. All original appointments to any non-professional position in the School District of the City of Wilkes-Barre shall be for a probationary period of six (6) months. The Secretary shall investigate the adjustment, performance, and general acceptability of each probationer under his supervision to determine whether such probationer is fully qualified for permanent appointment. The Secretary shall make a report on.the performance and conduct of each probationer at the end of the fourth month of the probationary period, and finally not less than ten (10) calendar days nor more than fifteen (15) calendar days before the next regular meeting of the Board of Educa­ tion immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation of the Secretary either to retain or to reject the probationer. mitted in writing to the Board of Education. Each report shall be sub­ Within five (5) calendar days after the regular meeting of the Board of Education immediately preceding the end of the probationary period, the Board of Education shall -23- �notify the Commission, in writing, of its decision io retain or reject the probationer. The Commissioner, in turn, shall notify the probationer of the decision of the Board of Education on or before the date of the close of his or her probationary period. ARTICLE IX SUSPENSIONS, REMOVALS, AND REDUCTIONS IN RANK SECTION 901. Procedure. Whenever any non-professional em- ployee of the School District is suspended, removed, or reduced in rank, the specific charges warranting each such action shall be stated in writ­ ing by the appointing authority. The charges shall be stated clearly and insufficient detail to enable the person accused to understand the charges made against him or her and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commis sion, and within five (5) calendar days of such filing, the original copy of the statement of charges shall be delivered to the person accused either by personal service or by certified or registered mail. SECTION 902. Demand for Hearing. Any non-professional employee of the School District suspended, removed or re'duced inrankmay file with the Commission a written demand for a hearing. Such written demand and any statement of written answers to the charges made against the person accused shall be filed no later than seven (7) calendar days from the date upon which the statement of charges were personally served or mailed. Within the period fixed by law, the Commission shall grant a hearing to anypersonaccused who complies with the provisions of this -24- �section. Each such hearing shall be open to the public unless the person' accused, when making his or her written demand fora hearing, requests that such hearing be closed. SECTION 903. Notice of Hearing. Notice of the date, time and place for each hearing shall be given in the following manner: (a) By either personal service or by certified or registered mail to each person making charges and to the person accused, and (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to give the notice required by this subsection shall not invalidate any action taken by the Commission. SECTION 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. SECTION 905. Subpoenas. The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the produc­ tion of records and papers pertaining to any hearing. However, upon the written request of the person accused or of any person making char­ ges, the Chairman, or in his absence the Vice Chairman, shall order the attendance of any witness or the production of any pertinent document; provided that such written request is filed with the Secretary within five (5) calendar days from the date appearing on the notice of the hearing. SECTION 906. Hearing Procedure. Each hearing shall be con- ducted in the following manner: -25- �I (a) The Chairman shall state the general purpose of the hearing, and (b) The Secretary, upon direction of the Chairman, shall read the charges against the person accused together with the record of action taken against such non-prcfessional employee, and next (c) The Secretary shall read any written reply of the person ac­ cused, and next iT (d) The Chairman shall afford each person making charges, or his or her counsel, an opportunity to make any further statement in support of the charges and to produce any witness, and next fT" I Lb (e) The Chairman shall afford the per son accused, or his or her counsel, an opportunity to question or cross examine any person making charges, and to question or cross examine any witness produced by such person, and next I ■J I (f) The Chairman shall afford each person making charges an opportunity to examine the person accused, and next I (g) The Chairman shall permit each person making charges, or his counsel, to make a summation, and next I (h) The Chairman shall afford the person accused, or his or her counsel, an opportunity to produce any witness and to sum up the defense. I r r i I I I r I I The Commission, at any time during the course of the hearing, may ques­ tion or cross-examine any person making charges, the person accused, or any witnas s. SECTION 907. Decision of the Commission. Within fifteen (15) calendar days after the hearing, the Commission shall issue its decision in the form of a written order approved by at least two (2) members of the Commission. The written order shall include all findings of fact. If, during the public hearing, opposing facts are presented, theCommission shall include in its written order its decision as to the correct facts. -26- �The findings and decision of the Commission shall be certified to any person making charges, to the accused non-professional employee, and to the Board of Education. ARTICLE X SECTION 1001. Inspection in Gener al. Except as otherwise pro­ vided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Commission or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspection of any record of the Commission. SECTION 1002. Character and Reputation Reports. All reports of investigationsand inquiries into the character and reputation of appli­ cants shall be kept in the strictest confidence, and shall not be open to inspection. SECTION 1003. Inspection of Examination Materials. All exami­ nation material shall be confidential and shall not be opento general pub­ lic inspection. Any examined applicant may inspect his or her exami­ nation papers, provided that: (a) He or she makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his or her grade, and (b) He or she received the written consent of the Commission to inspect his or her examination papers, and -27- �(c) He or she makes his or her inspection within five (5) calen­ dar days from the date of the mailing of the consent of the Com­ mission. The Commission shall not consent to the request of any examined appli­ cant to inspect any written examination paper which may be used in any subsequest written examination that may be scheduled within ninety (90) calendar days following the date of receipt of the written request. If the Commission consents to an inspection of any of the written examination papers by any examined applicant, it shall state in its letter of consent the specific examination papers that may be inspected. Before any mem­ bers of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall require the exam­ ined applicant to produce the letter indicating the consent of the Comrnis- sion and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. No exam- ined applicant shall be permitted to inspect any examination paper s other than his or her own, nor shall he or she be permitted to make any writ­ ten notes while he or she is inspecting any examination paper. ARTICLE XI AMENDMENTS I SECTION 1101. Arnendments. The Commission, with the ap- proval of the Board of Education, may, from time to time, amend any part of these rules and regulations. The foregoing rules and regulations, which are in accordance with the powers granted by the School Code, en- -28- I �acted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the School District of Wilkes-Barre City , September 13, 1966. (Signed) David W. Kistler, M. D. President (Signed) Thomas F. O'Donnell, Vice President (Signed) Leonard A. Miller, Secretary- I I I I 83253 _ �loooiboias HILKES COLLEGE LIBRARY II 31 3I 3 I I U I La1 i J I I I I �- I !l 1 I lJ □H J j ] I u I i ' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations, Wilkes-Barre City School District, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8a1039d802e6c9648a65cebf4b4a9086.pdf 1c328d356e7c5faf1093d9de40e5e81b PDF Text Text uti I THE THE FOUNDATION, INC. LECTURESHIP PROGRAM i S i PROBLEMS OF CHANGE ■J: IN URBAN CENTERS fl .W, ; Hi I! □ O I S751 J ■I li ■ u= I INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA J ��I 1 J PROBLEMS OF CHANGE 1 i IN URBAN CENTERS I ■1 SPERRY & HUTCHINSON FOUNDATION 3 LECTURESHIP PROGRAM I1 I 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania I �MB* •PCh ’VEb 1 HTI53 S75I ]! THE S&H FOUNDATION LECTURESHIP PROGRAM The S&H Foundation Lectureship Program was established in I960 as part of the Sperry and Hutchinson Company1 s Program of Aid to Education. These lectures, in the field of public affairs and the social sciences, have a dual purpose: first, to enrich establishedundergraduateand graduate curricula by bringing public and scholarly experts into direct contact with faculties and students; second, to extend and strengthen the influence of the sponsoring school, through its constit­ uency and the nearby community, by the presentation of at least one pub­ lic lecture by each distinguished visitor. s In 1966-67, grants for visiting lectureships were made to thirtynine institutions. Six private universities and twelve state universities, thirteen private colleges and two state colleges, one state junior college, one municipal college, one service academy, one professional institu­ tion, and two programs with several institutions participating were bene­ ficiaries of the Lectureship Program. The lectures published in this volume were made possible by the Sperry and Hutchinson Company as part of its aid to the educational pro­ gram at Wilkes College. B 0 D aj I; i Lb 79100 IO ii �- e IS E '8 i I I a F LJ E 0 s E INTRODUCTION Change may take away from the city of the future the need to concentrate populations for production and consumption. But there may be values associated with city life important enough to mankind to make imperative the continued existence of the city. It is not the size of the city that makes the difference, but the level and intensity of cultural life within a geographical region. Moreover, as the role of government in providing goods and ser­ vices expanded, the capacity of the family to care for its own needs was scaled down. Our society has moved away from remedial measures to preventative measures and to emphasis upon optimal rather than upon minimal standards of social services. The implications of this new ori­ entation and redefinition of need in health, education, recreation, and welfare are far reaching especially since they become both social and political issues. What then, is the role of urban centers in the develop­ ment and implementation of new social standards? The organization of government in the metropolitan regions is a major problem of democracy. While everyone recognizes that with size we cannot have direct democracy but must move to representative insti­ tutions, people do so with nostalgic regret. We still measure big demo­ cracies with the yardstick of the town meeting and test their democratic validity by Jefferson. How can we develop a clear philosophy for large scale democracy instead of ending in frustration? The tests for ideal self-government in a large population wide-spread geographically, but knit together in a new structures web of economic, social, and communicational existence - must be radically differ ent from the tests for small scale democracy. The growth and decline of a city have an economical rationale. We must understand better the factors to which a city and region respond, the part played in the location of economic activity by resources, mar­ kets, and social overheads. The city is usually both economically deter­ mined and an economic determinant. The city is usually born in response to economic stimuli - a rich hinterland, concentration of natural re­ sources, the logical terminus of a transport network. But after reaching a certain size, the city grows of itself, becomes self-generating. It becomes a growth center, a magnet attracting to itself further growth. As one economic base for the existence of the city fades, can others take its place? iii ���CHANGING VALUES IN TODAY'S METROPOLIS by Dr. John Middleton, Chairman All University Department of Anthropology Graduate School of Arts and Sciences New York University I I I. A fundamental viewpoint of anthropology is that social groups and institutions are comparable, indeed that they maybest--perhaps only-be understood by comparative analysis. Obviously, all cities, like all men, are unique, in a certain historical sense; but, equally obviously, all are cases or types of a single phenomenon. Indeed, if we could not perceive patterns and structures behind the diversity, there would be no history, anthropology or any other social science. I take it, therefore, as basic that any city of this country is comparable to any other city, in any country and at any period of history. Clearly, the degree of com­ parability will vary: there arealways certain unique events and charactistics which determine the peculiarities of any city. But one of theweaknesses of so much of the usual study of urban problems has been pre­ cisely that we tend to see our cities in isolation, as though they had unique problems of their own. But, in fact, these problems are common to all cities. Letme give an example. I have done field researchin an African city, Lagos, Nigeria. It is a city of over a million people, in all, and comparable in size with many American cities. It is the capital of Ni­ geria which has over fifty million people. Its ethnic, racial composition is very heterogeneous, with several dozen tribal groups being represented in its population. There is remarkable variation inoccupation, income, education, marital stability, length of stay in the city, and so on. People live infamilies, of many different types according to tribal origins of the members, and above them there is a King, (whose traditional powers are today much diminished), an elected city government, factories, large and small business firms, churches, sects, markets, schools, bars, �J i .1? 1 I * ! i fl J 0 fl fl 0 marked form of organization is the association, a grouping of people of the same tribe, but of different class and residential area, occupation and education standards. They have social, religious, economic, and occupational functions, as did similar associations that were found in the earlydays of European and American cities. The as sociations ar e linked with the country areas, with much movement to and fro, and they pro­ vide the means by which new values and ideas from the city spread to the countryside, and also means by which values spread from the country­ side to the towns. The problems of Lagos are those of our own cities; poverty, crime, corruption, good or bad government, and so on. The main kinds of organization are similar to our own--family, neighborhood, factory, church, association, and the like. But they each have different degrees of importance in the everyday lives of the population, and by compari­ son of these with our own we can, I think, find some valuable leads to an understanding of our own cities. For me, then, Lagos and a Western city are very similar. Their cultures are different in the sense that American culture is different from Nigerian culture. . But we know that despite the cultural differences, the basic principles of social organization are similar. The question naturally follows; Is urban culture something different from non-urban culture, or is it a form of, or in some way an extension of, rural or traditional pre-urban cultures? I should say that urban culture has everywhere certain unique features, but these are the same differences as are found in the wider national cultures. That is to say, Lagos cul­ ture is a sub-culture of Nigerian culture, and New York culture is a sub­ culture of American culture. But beneath this level, all cities have simi­ lar basic principles of organization, whichare peculiar to urban systems. Cities are also comparable in their histories. We> can recog­ nize historical and universal phases of urban growth and development, from the first cities of prehistory to New York. We can see that certain factors make for stages in city growth. Some of these are external to the city--a changing environment, the appearance of trade routes and centers, and the like. Others are internal--the heterogeneity of popu­ lation in terms of its ethnic origins, or the development of banking and credit institutions and social groups to deal with such matters. We can observe the concomitants of the developmental phases; the growth of class or prestige structures of various kinds, the increasing dependence on central governmental agencies rather than on the family for welfare purposes, the growth of extra-familial but non-governmental -associations, and the like. With these go the social "problems" that loom so large in any modern city, but also in cities such as Lagos and those of the Middle Ages--delinquency, prostitution, drunkenness, crime, and psychological - 2 - fl �illnesses. There are some obvious dangers of interpretationhere. The evolutions of cities is never a single uniform process. But none the less, if we can observe a pattern in the historical growth of cities, and I think thatwe can, then the task of understanding the present and its problems, and perhaps those of the future also, becomes much easier. My point here is that we talk a great deal about the problems of "culture change" and "social revolution" in the city. But it seems clear that "social revolution" refers mainly to the moving from one stage of development to another. It is not a unique historical event that affects only New York and its surrounding urban centers, but something that affects all cities during their growth. These days the rate of growth is very fast, and the disruption of former ways of life is also very rapid, especially among those inhabitants who have recently moved into the city- whether New York or Lagos--from the surrounding hinterland and who have not yet adapted themselves to the many elements of the urban culture that is so new for them. However, the social problems that are such a feature of cities today are not due merely to disruption of traditional ways of life. Some are so, but there is far more to it than that. They are due also to the very nature of urbanism. I shall not try to define a "city" here. It is clearly more than a lot of buildings, streets, people and car s--although it is those things alone to many people such as traffic planners, sanitary engineers, and all too often to architects and city planners who should know better. We know that when we speak of a city we refer basically to an area of population of very high density, with permanent dwellings. Usually a criterion is that it is a center for trade or industry, or both. But many cities, such as those of West Africa, have a large proportion of their population mak­ ing their living from agriculture, so that occupation is not of much value as a criterion. I think also that we must extend the meaning of the word to cover an entire region. This, of course, has been widely recognized, and sociologists and other s speak of a metropolitan region. The earliest cities of which we know anything, and most of the mercantile pre-indus­ trial cities of the non-We stern world, were not and are not solidly built up areas of streets and houses. They extend into the surrounding country­ side. In the sense that we find in many African cities--there often over half of the population are farmers, who commute out to their farms be­ yond the suburbs, where they grow produce for sale in the city's mar­ kets. The limits of the "city" are rarely, perhaps never, the limits of its system of government, of taxation, or sanitation, or whatever may be the formal criterion for definition. Social ties, those of kinship, marriage, friendship, personal trade, and soforth, cross these bound­ aries, and many of our modern difficulties in city government arise from this discrepancy between formal and social boundaries. - 3 - �I, £ .L z I E (p J 2 0 Id 0 L c u 0 II I come now to the concept of "social values. " I think I may best approach this question by mentioning some of the problems of actual researchinto urbanism. It is clear that there are some areas of which we have a considerable knowledge, and there are others aboutwhich we are still very ignorant in any detail, although, since we live in cities we all have some experience of them. But experience of everyday life is notr alas, neces-sarily understanding of it. In some areas we have a great deal of knowledge. They are mainly those of directly ascertainable fact, such as matters of demography. We know such things as the age and sex composition of a city such as New York; we know details of the ethnic origins of its populations, of how long individuals and individual families have lived here andwhere they lived before; we knowhow much they earn and how much they spend, and so on. Butnote that our knowledge of these matters is almost all based on the assumption that the unit of study, of counting, is either the in­ dividual or the conjugal family or domestic unit. This is not to say, of course, that this is in any way methodologically or philosophically wrong. But I do think that it is in many ways inadequate as a means to under­ standing of urban culture. Aculture--by which I mean basically merely a way of life, in all its aspects--is not something individual. It is collective, belonging to a society or a community; which, indeed, it defines. A society, and a city is one form of society, is composed of a network of relations between persons. After all, one cannot actually see a society or a city, apart from its streetsand buildings. In many ways we may say that a society, the urban society also, is a construct of ideas and values held by the people who consider themselves and are considered by others to be its members. Here I come to the areas, not of knowledge, but of relative ignorance. We know a good dealabout the psychology of the city dweller, but again, almost always as an individual; we know very little indeed about the cultural values that mark off one culture or sub-culture from another, and which give its members a sense of identity and of unity visa-vis the outside world of which they are a part. We know a little of what members of one culture think of members of another culture. We know, of course, that they may like, or more usually dislike, them, and since we are all members of one culture or another we know what it is like to do this. What weknow solittle about are all the implicit, under­ lying ideas, symbols, values, ideals, notions of right and wrong, of good and evil, of honor and shame, and so on. We take them for granted be­ cause we ar e all socialized human beings who have to take them for granted if we are to live in any sense of security. We are here, essentially, dealing with what anthropologists study­ ing small-scale non-Western societies usually call religion. We us- - 4 - �z a L a i E a g a ra y a u > ually say that values are of two kinds, moral values and cosmological values; but I think there can be no real distinction made between them. They are basic to an understanding of any culture. The French anthro­ pologist, Marcel Mauss, wrote that the primary aim of anthropologyi:s to understand the systems that men construct in order to conceptualize their own experience, both that of their own social lives and that of the relation of society to nature. The basic unit of the religious system is the symbol. So that when we are studying values we are really studying symbolic systems in which men conceive of themselves in society and in the wider world. This may sound a long way from problems of munici­ pal government, but I think it is in fact very relevant to it. Men's values, aims, beliefs and so on may be both conscious. and unconscious. We know a certain amount about our conscious aims-, ambitionsand fears, although it is a gccd deal less than we like to think it is. But we knew very little about the unconscious values held by mem­ bers of various cultures in any part of Western society. I include under the rubric "unconscious values" such things as notions of space between people, between rooms in houses, and between houses and streets, and between different kinds of buildings; er they may include notions of pol­ lution and food habits; there are many other areas of ignorance which are obvious to us all. These are all elements in symbolic systems, and, be­ ing symbols--and, of course, social symbols held by aberrant individuals--they by definition symbolize something. Arguing from comparative studies of symbolic systems; we may say that they usually represent forms of social relations: those of power and authority, between young and old, between men and women, between members of different classes, and the like. Let me briefly say a little about the two examples I mentioned: space in housing and food. Many architects assume, like Le Corbusier, that a house is a machine to live in. It seems to me that nothing could be further from the truth. A house is a symbolic structure in which are expressed the complex patterns of authority between men and women, parentsand children; the relations between members of a family and the different networks of kin of the individual member s; and between the fam­ ily, its neighbors and the wider world of the class and prestige systems. The same applies to larger arrangements of residential areas and clus­ ters of houses and streets. If we analyze the social significance of food, we can see that choice of foodsis rarely made on rational grounds of health. Far more weight is given to foods as symbols of class status and ambition, of different roles of men, women and children, and the like. All societies recog­ nize certain foods as dangerous, highly prized or polluting; these foods mark changes in status thatany person goes through in the course of his - 5 - �J ,LJ 1! E 1 n s J J u IF J I y I? J .'I life. What I am getting at here is that these various symbols represent patterns of social relations and of change in those relations. These re­ lations vary from one community to another, even in the same city, rural community, or other group Ina tribal society, of the kind that anthropologists have tradition­ ally studied, all people conceive of their society in the same way, with perhaps slight differences between men and women and between young and old. But the population of a city, whether in this country or in Africa or Asia, is almost invariably extremely heterogenous in origin, with great variation in length of stay in the city, in occupation, wages, political power, and so on. One of the defining features of an urban society is that its basic form of organization is--it would seem has to be--a fluid one. It allows movement, both into and out of the city, from one part of it to another, from one occupation to another, and also up and down units in a ranked hierarchy of positions. This latter system is, of course, a central one in Western cities based on an industrial economy, and is the class system. There is no need for me to discuss this concept here, but concept it is--it is not a clearly definable structure, but is rather a con­ struct in men's minds by which they conceive of the world in which they live. It is fashionable in many circles to assume that there is some­ thing bad,or something undemocratic or old-fashioned, in a class system. But to say this is to misunderstand its nature. A class system is one of many kinds of social classification, of systems of values and concepts. It is subjectively defined rather than being an objective phenomenon. Peo­ ple regard class differences in different ways. In England, for example, which I know better than the United States, men tend to see the class system as consisting of two different and opposed groups--the "upper" and "lower" classes--whereas women see it as consisting of several levels. Men see it in terms of conflict, women as a system through which one should rise in class status. And again, people who call them­ selves either upper or lower class tend to see the system as unchangeable and filled with conflict, whereas thosewhosay they ar e middle-class tend to assume movement as an integral part of it. In the United States the notions of class held in, say, Boston, the Midwest, the Deep South, or Southern California, are all very different from one another, as are those held by people of different racial affiliations. A very similar classification concept is that of race or ethnic group. There are, clearly, racial and ethnic affiliations, but their de­ finitions vary from one society to another (or even within a single soci­ ety) and there is certainly nothing very objectively correct or universal about them. Again, they are rather means by which people conceive their experience, and in terms of which they case their aspirations, am­ bitions and fears. - 6 - �I B D LJ R Fi F' I J :i I I u 0 n [‘L a IP g u III. I wish here to say something about social change. As I have said, it is continuous, and the conflicts and contradictions I have men­ tioned are a necessary part of it social change involves change in sys­ tems of values, and so individuals are caught up in continuous conflict in their values. Some social groups change as cities develop, others remain, ethers come into being as new kinds of groups. We know something about the general outlines of ccmnarative ur ban development: the increase in ethnic heterogeneity; the increase in the importance of achieved status in place of ascribed status; the necess­ ity of new forms of educations for new roles and skills, especially in an industrial society, which cannot be taught in the family and other small groups as was much pre-industrial education, the increase in social mobility, in both territorial and class and prestige terms, Yet, with these, many of the traditional needs have still to be met: the arrangement of marriages, socialization of children, care of the old, ways of conceiving human experience in ritual and myth, and the like. The tasks are always there, and social gr oups are formed in order to do them. They are not always done by the same groups, indifferent societies: the work of anthropologists on "primitive" societies has shown us that. In the West we have very few groups that have any permanence: we have the nation-state, and larger corporate groups such as businesses and coll­ eges. We do not have many others At the lower end of the scale we have the conjugal family, a very short-lived unit of a man, his wife and children, which ceases to exist as soon as husband or wife dies or leaves. In most societies of the world this small family is only a part of a wider family, the joint family of several generations, which is seen by its liv­ ing members as only part of an everlasting descent group founded by an ancestor. Such a group is concerned with ownership of land and live­ stock; it is a political unit, and a religious one; it is concerned with ed­ ucation of children, with arranging marriages, with care of the old and sick. Itis a close-knit, face-to-face group, giving its members a great sense of identity and security. Tradition is all-important, and heresy isnot tolerated. Knowledge of the outside world, m either space or time, is limited. Social morality is defined largely in terms of basic organization. For example, we find that if inheritance of rightsand property is through men alone, then legitimacy of children becomes important. Marriages tend to be arranged; divorce., adultery and extra-marital relations are frowned upon. If inheritance of rights and property is through women only, as it is in many parts of the world, then legitimacy in cur sense doesnot matter--a child is legal merely by having a mother. As a con­ sequence, we find that marriages areusually personal matters, divorce 7 �T3 ,L L I I E I E £ 0 is unimportant and easy, illegitimacy, adultery and extra-marital sex­ ual relations are not worried about. The missionaries in various parts of the world who found societies of the first type considered them as sex­ ually moral people; those who found the second regarded them as sexu­ ally depraved and immoral people. Yet presumably the individuals are the same kind of people in each case; I have worked among both types and could never see any real differences. I could mention many more examples of the relationship between moral values and social organiza­ tion--but the principle may be accepted as valid. In our own society, and in rapidly industrializing societies of the non-Western world, the family loses importance as an economic, poli­ tical or religious group. With earned rather than inherited wealth being important, the family becomes more like the second kind I have just men­ tioned. People must be mobile and must have ambitions as individuals. Specialists in education, politics and other fields take over from the family: they have to, since the skills needed to run our kind of society are so great that a family cannot provide them all. The basic principle of organization is no longer that of descent but is the fluid and competi­ tive class system. Inheritance becomes of little importance, and so does marriage and legitimacy. There is no longer a need for elaborate initiation into adulthood. The consequence, of course, is what we tend to think of a "breakdown" infamily str ength and in sexualand other mor­ ality. Individual people find that they cannot live their lives primarily as members of large family groups--unless they happen to be wealthy so that inheritance becomes important. We regard these developments as right and good, naturally: we recognize the freedom given to individ­ uals to decide their own choices. And we recognize also--or should do-the cost in psychological disturbance to those who cannot live without the sense of security given by stable social groupings. Our society is only one type out of many, and like all of them has its advantages and disadvantages. A city does not consist merely of large numbers of individuals: it is composed of many networks of relations, any one person holding many positions with regard to other people, and holding positions in many networks. I use this word here to refer to what might be called communities, except that a community has the implication of being amore clearly definable cluster of people than does network; I mean here to re­ fer to networks of people who are in one way or another in communica­ tion with each other. Some networks may have formal or informal struc­ tures and be clearly defined; others may not. These networks are in many respects the basic groupings of our society. The relevance of this to what I am saying today is that people accept various sets ofvalues, ideas, concepts, ideals, ambitions, hopes and so on; each set belongs to a particular network, and indeed is often its main defining criterion. Some of these networks and the values that q 0 - 8 - �i? Li' Li s 0 E Q j a 1 □ 9 i !■ f I K Uj go with them are clearly defined and fairly easily describable: those composed of members of a family or a neighborhood, or of a ward po­ liticalpartybranch, ofa particular church or sect, or ofa juvenile gang. Others may be less clearly defined and there may be little agreement aboutwhat are their aims, ambitions and values: examples arethe net­ works that comprise teenagers, or school drop-outs, or middle-aged women without much education, or people who read the same newspaper, or even people who hold various views about the world without ever be­ ing very clearly sure of the identity of others who may share those views. Much depends on the degree of recognition given to the network by the press and other outside agencies, much depends on numbers of mem­ bers, and on obvious factors such as degree of neighborhood affiliation or ethnicity. A person may, as I say, belong to many of these networks (he must, unless he is either insane or in prison), and he changes his act­ ual role from one to another according to a particular situation in which he finds himself. To some extent the sets of values which any one per­ son accepts mustbe fairly congruent, not too much at variance; but, as we all know, it is remarkable to what degree a person can maintain sets of values whichare often in logical or even actual conflict or contradic­ tion to each other. Many of these contradictions are, of course, situational--one should not kill, but may do so in time of war, and so on. Presumably, and I am not a psychologist, if the contradictions become too obvious then the per son concerned is overwhelmedby sense of strain, tension and frustration, and becomes neurotic or even insane. But we all have to suffer contradictions of this kind to some extent, unless we happen to be members of a very exclusive and all-prevasive network, such as a monastery. I am, of course, saying that a person behaves according to the values he may hold in any given situation; if they are too greatly at vari­ ance with a majority set of values held by the society at large, he may, if he acts upon them, be regardedas committing a crime or a sin. We might argue that often a criminal ora sinner, in this particular sense (and there maybe other kinds of criminal and sinner, Iwell realize), is aware of the fact thathe is acting against the majority values of a society but this is irrelevant to my argument here. But is is clear that oftena man may be unaware that he is behaving criminally or immorally; this is true especially when he is behaving correctly according to the set of values which he himself, his family and other networks, to which he feels himself particularly "bound, happen to accept. The sexual behavior of many lower-clas s immigrants and marginal groups is an obvious example. We may suggest that the greater the degree of disparity of sets of values, of cultures and sub-cultures, in a city, the greater is the I - 9 - �I a n n ! n 8 r 1 a Q LI likelihood of criminality or deviation from accepted moral norms of be­ havior. Now put like that it is often factually incorrect--there may be less criminality and delinquency in tight-knit communities with marked sub-cultures, such as the inhabitants of a Chinatown or a Jewish ghetto. We must add to it. The disparity becomes more significant the greater the degree of economic, social, or political interdependence between the members of these various networks. And this is particularly so if there is one, or are a few, generally accepted networks which have greater power than others, and whose values are therefore accepted as being jurally or morally the most acceptable and right, and those markedly different from them accepted as being worthless or wrong, by almost all members of the total society. The most obvious case of this situa­ tion, of course, is when the "networks" correspond to classes or sub­ classes, which are by definition closely linked into a single class sys­ tem and all share the same main set of values as to the nature of that system. Another point is that there are, in any system of sets of values such as I have mentioned, some areas where the values are ambivalent or uncertain, where the people who hold them would like to attain others or have considerable uncertainty as to the validity of their own values. I refer, as an example, to what is often said about -people who regard themselves as being "middle-class", who are ambitious to attain HigHp.-rclass status but find themselves in an ambiguous and uncertain role in a great many situations. We know that such people tend to have higher rates of suicide, and neurosis, in very general terms. They may not express the contradicitons in their roles so much in criminality (which they see as a primarily "lower class" activity), but they still provide difficult social problems for a city. When we say that people find their values are uncertain cr ambi­ valent, we are saying that they find it difficult to conceptualize their expreience. If we look at the work of the French anthropologist Claude L^vi-Strauss, we find that "primitive" societiesuse what theyfind about them in nature--the"bric-a-brac", the raw material of "bricolage"---in order to give meaning to the forms and organization of their society, their social experience. The simplest form of this is the religionknown as totemism, by which society and nature are brought together into a sin­ gle system. The control of any part of this system, by sacrifice or rit­ ual drama, is thought to give control of all its other parts. It also gives understanding of the whole. Levi-StraUss suggests that this is auniversal necessity, that all men have a need for classificatory order. This is as true of a city-dweller as of anyone else. But it would seem that the urban environment, by continually changing, in some way or other prevents a sense of order from being satisfied. We call this by many - 10 - �■' I. V. I tl. 0 Ll B L a L a 3 a ■Jj terms--rootlessness, shiftlessness, psychological isolation, and so on. There is not the spacehere to continue this argument, butitwould repay investigati on. J a 0 IJ g If the situations I have mentioned were in some way or other irrevocable, if by being inherent in any urban context they were unchange­ able, then of course we could do little or nothing about them. Certainly Iconsider that they ar e intrinsic to urban life. All known human societies have inherent conflicts and points of tension in them, which are dealt with in various ways--by jural acts, by the performance of ritual, by wars, and so on. It would take us too far afield to document this state­ ment here, but no society of which we know anythingis a stable one, with­ out internal stres s and conflict--the young grow older, the old die, men have ambitions and hatreds. There arealways change and conflict. But most small-scale pre-industrial societies have worked out adequate and satisfying means of resolving such conflicts. We have not yet got very far along this road in our cities and in the wider communities centered upon them. The very rate of development and growth has meant that there has not been time for generally acceptable solutions to have been worked out and tried; also the urban structure is a complex one, and solutions are all the more difficult for this reason. Much conflict and uncertainty arise in situations in which the .sets of values that compose sub-cultures are themselves indeterminate and ambiguous. Indeterminacy and ambiguity seem likely to be important especially in situations of rapid change and social mobility. Sothatrapid economic change and progress, for example, arelikely to lead to greater conflict in roles and to its expression in crime, delinquency, andneuortic behavior. We may assume that this kind of uncertainty will become more widespread. Besides uncertainty in the general structure of social re­ lations, there are uncertainties as to the basic roles of members of ur­ ban societies: the roles of old and young, men andwomen. As we know from anthropological research outside our own culture, even these basic roles are variable and defined differently from one culture to another, in the sense that they are differently related to occupation and specialization. As occupations become more and more specialized, people in marginal occupational roles not clearly linked to age and sex (and these roles be­ come ever more frequent) find themselves in an increasingly indeter­ minate position. They have no certain social personality, no firmly accepted values as symbols for their social experience and their social - 11 �B B E a E ni ID L B D 0 E l"l 1^ ini M fl 0 aspirations. An urban, "faceless", man becomes an individual, not a person. He has no social experience of any stability, and, as we all know sowell, must acquire one, or at least the signs of one, by whatever means he can, however, frustrating and destructive to his own sense of order and security this may be. The facelss men wear masks. I wrote above that we have not yet tried many solutions to these problems. But some have been tried in recent urban history, although not all have been deliberate or very conscious. Some are based on the premise that one canhardly quarrel with people whohold different sets of values if one does notcome into contact with them; hence the move from the center of cities to the suburbs. This is not, of course, the only re­ ason, nor even the main reason, why people move to suburbs, although it is certainly often an important and conscious one--to escape the threat of criminals, to escape what people see as education shared by children of different value-networks, and so on. But it is one obvious way of mov­ ing from one network to another. Similar is the historical attempt to put people of different values in different parts of the city, as today with immigrants from the south (whether white, Negro or American Indian) who come to a city such as Chicago. They may be forced into ghettoes, but they may also acquire security from their very segregation. Others have been in the political sphere--the alignment of party branches and party leaders with particular ethnic groups, so as to canalize discrepant values and ambitions through safer channels into a single overall politi­ calsystem. The same maybe said of religious sectarianism. I am here not referring to conscious, purposive action, but to the social functionof certain activities which may have quite different overt motives. One thing that we can do, although as yet we know very little about it except what our personal experience and hunches tell us, is to discover where are the points of possible and probable contradiction and what are the forms in which they are likely to be expressed. Here the whole field of social symbolism that I have mentioned becomes relevant, and it is here that we need more research, of a kind that is peculiarly suitable for anthropology. We also need research into some of the basic concepts I have mentioned. An example is the measurement of economic, social or poli­ tical interdependence between networks of people that I have suggested as a relevant factor in understanding the organization of a city. There is, of course, much work already done on this kind of problem, mainly by sociologists and psychologists. But too often the work has been ethno­ centric, referring only to particular American cities, and being of little value in understanding the universal processes or urban growth. I re­ turn here again to the question of what is the unit. It is not an individual, nor even an individual family, but the network, as I have called it. We 12 - ���r fl 0 0 In the case of economic activities, retail servicesand commer­ cial activities tend to follow their customers to the suburbs. Manufac­ turing moves outward, takingitstax base and its jobs with it as it sear ches for more space--space appropriate for a technology which demands a horizontal rather than a vertical production process. Remaining in the central city are personal and retail services for the new and remaining population, as well as highly specialized services (medical, legal, re­ creational, etc.) for the entire metropolitan area. In addition, the cen­ tral city has become the home for the central offices of America's major businesses. The net result of this shifting of economic activities is an absolute or, ^.t least, a relative decline in the economic position of the central city. D D E B Simultaneous with the shift in the location of economic activity, but often for quite different reasons, is a shifting in residences. The common picture of a central city of the very poor and the very rich, with a suburbia made up of middle- and higher middle-income people, isoversimplified but for the largest metropolitan areas, and particularly for those in the Northeast, it is basically true. Added to redistribution for income is an ethnic separation with central cities becoming increasingly populated by Negroes, while there is a relative decline in the subur­ ban Negro population. Social and Economic Interdependence and Governmental Autonomy I 0 a L J 3 S 0 n u This redistribution of economic activities and people has not eli­ minated nor even decreased the economic and social interdependence of metropolitan areas. People and goods flow back and forth throughout the area, and this economic and social interaction is the lifeblood of everyregion. Thus, all residents of a metropolitan area have a common interest in the social and economic health and vitality of the entire area. It is this common interest which has prompted many students of metropolitanism, as well as civic leaders, to suggest that overlying this area of economic and social interdependence should be a common govern­ ment-^ metropolitan government. Despite the believed rationality of this proposition, only two metropolitan-wide governments have been established in the United states. First, was the federated government for metropolitan Miami, with Dade County being used as the structural framework for the area-wide jurisdiction. Nashville and Davidson County followed the Miami example with an even stronger metropolitan govern­ ment created by a nearly complete consolidation of city and county. - 15 - �- lL Many efforts have been made to provide some kind of common governmental jurisdiction for other metropolitan areas, but all have failed. The failure normally has come at the referendum stage. Many explanations have been offered for this refusal of the voter to endorse metropolitan government, but perhaps Norton Long summarize s the rea­ sons as well as anyone when he says,. .". . .milch history, especially, where people have become accustomed to living under different govern­ ments with different values and resources, underscores the painful fact that common problems may do little more than produce common quar­ rels. "3 n The rejection of metropolitan government should not be taken as evidence that local governmental systems have notresponded in anyway to the realities of metr opolitanism, Many adaptations of the systemhave taken place. These adaptations range from informal agreements among governmental officials of adjoining jurisdictions to undertake coopera­ tive action, to the much more fundamental change of establishing a metro­ politan or nearly metropolitan-wide special districts for the performance of single functions. The function may be water supply, or sewerage dis­ posal, or transportation, or parks, to mention only a few. Ranging be­ tween these two types of adaptations are many others, including formal contracts among jurisdictions to provide jointly a common service, the contracting of one jurisdiction with another for the supply of -a service, the establishment of small special districts for the performance of par­ ticularfunctions in particular areas; as well as occasional annexations, a practice more common in the South than in the rest of the country. F LU nLi a a These adaptations do not necessarily move metropolitan areas in the direction of fewer governments or less governmental fragmenta­ tion. Many of them increase the amount of both functional and juris­ dictional fragmentation. In 1957 there were 17,984 governments in America's 212 metropolitan areas, in 1962 there were 18,442, an in­ crease of three percent. Even these figures, great as they are, omit many units of governments which the Census Bureau does not count be­ cause they are organized as dependent units, i. e. units governed by other governments. i i I Maintaining Basic Services J I The adaptations of this vast and complex system of local govern­ ment to the reality of social and economic interdependence has made it possible for the governments in metropolitan areas to continue to keep house. Water continues to flow, sewerage, although itmay lead to pollu­ tion, is disposed of, highways are built; and de spite traffic jams, cars and trucks do eventually get to their destinations. Policemen patrol, fires are - 16 - J �extinguished, public health is protected, welfare checks are mailed, and children, after a fashion are educated. Id U Ll n in Is this ability of the present governmental system to maintain servicesail that isneeded? Apparently the voters, inmost of America's metropolitan areas, believe it is. There are a few scholars who find a positive virtue in the present system. In their judgment it optimizes the range of choice open to people seeking particular combinations of public services and taxes. Is this housekeeping function a sufficient role for local govern­ ment? There is no right answer to this question. It is clear that if this is all local governments are able to do, certain consequences inevitably will follow. Some kinds of problems will simply not be solved and others will be pushed to other parts of the total governmental system for solu­ tion, primarily to the federal government, It doesappear that the hardware problems of metropolitan areas are, in part, being met. The difficulty lies much more in the social field. The concentration of the disadvantaged in the central citiesis one source of these problems. It has become abundantly clear that education and social services are increasingly difficult to provide with either adequate scale or adequate quality. The central cities simply do not have suffi­ cient tax resources to provide these services at a level needed to bring the disadvantaged into the mainstream of American society. To the ex­ tent that the present central city tax base must be depended upon to pro­ vide these services, adequate services will simply not be provided. 0 r L> E I r- ... ffi r L cj,1 I I i In addition to the difficulty of matching fiscal resources to ser­ vice needs, is the question of controlling and directing metropolitan growth and change. Under the present system there is no over-all plan­ ning for metropolitan areas. ’ There are,' indeed, metropolitan-wide planning agencies but they are only advisory. Without metropolitan­ wide planning controls the present dispersal of city population will con­ tinue. It is possible that this is as it should be, but the present system provides no choice. One result is the tremendous expense in providing government services, particularly capital plant. Sewerage systems, water systems and highway systems must follow the population. It has been caluclated, for the New Yorkmetropolitan area, that the capital cost of providing these public services for each new home in a suburban com­ munity is $16, 800 per home. Such cost would be reduced if a decision were made to promote and encourage compact communities. The issue, however, is not the relative merits of compact versus spread cities, but rather than the present governmental system does not provide means for the is sue even to be considered. The present system of government makes the spread city inevitable. - 17 - I �3 u G f—' L u pi L 0 U 0 i ■ a >pn n U J UJ u The Politics of Governmental Reorganization This inability of the present governmental system to meet the social and planning needs of metropolitan areas, raises the question of why local voters refuse to adopt a government structure which will at least increase the possibilities of these problems being met. There are genuine conflicts of interests within metropolitan areas anda majority of those who vote on reorganization proposals believe the present system serves their interests better than a new one would. Careful study of voting behavior in reorganization referendums indicate fairly well who opposes and who favors such proposals. $ Sub­ urbaninterests tend to oppose consolidation with the central cities. This is true particularly of suburban real estate developers and dealers, suburban newspapers and governmental officials in suburban jurisdiction. Within the central city there is also opposition. In many instances the central city mayor will oppose consolidation. If the political parties are active at the local level they will oppose or favor on the basis of the calculation as to their ability to control the newly created government­ al jurisdiction. Very often the central city Negro will see' the estab­ lishment of a broader jurisdiction as simply one more effort to dilute his political strength. About to acquire majority status in the central city, and just beginning to have his demands responded to by central city of­ ficials, he now sees the system about to be changed in a way which will reduce his political influence. Favoring consolidation are good government groups, including academic people, League of Women Voters, and other civic groups. Other support often comes from the area-wide media, that is the central city newspapers, and television and radio stations. Major downtown business interests often favor such consolidation, too. Of interest, but perhaps not of great importance, is the fact that metropolitan government has become a whipping boy of thepolitical right­ wing. They believe it to be a part of an alleged international Communist conspiracy. Speaking to those who champion metropolitan government, one publication of this political movement says: Their darling project of the moment is the es­ tablishment of what they call "metropolitan government" which they "sell" to the local citizenry under the false label of home rule. The greatestproject of 1958 is the creation of such a metro for the six counties surrounding and including Chicago. Their greatest achiev- 0 0 - 18 - �ement to date was the actual establishment, in May, 1957, of such a metro for Dade County, Florida in which the city of Miami is located. Perhaps the choice of the word Metro is coin­ cidental as a name for this type of regional government, since the underground railway which connects Moscow with its suburbs also is called Metro. The State and Federal Response .. 2 At the moment it appears that the forces opposing metropolitan reorganization are stronger than those favoring it. There are, however, responses in other parts of the governmental system which may affect this reluctance for change at the local level. Much of the adaptation to modern metropolitanismhas come at the federal level of government, and toalesser extentat the state level. States, in fact, have only reluctantly concerned themselves with the special kinds of difficulties created by metropolitanism. It may be argued, as Meyer son and Banfield do, that in the case of Massachusetts ". . . it is hard to see how the Common­ wealth (the state) can fail to become the equivalent for all practical pur­ poses of eight or more metropolitan governments. "7 Although this re­ mark is pointed to Massachusetts it is relevant to most states. The states do have responsibility for their local government systems. They have the power to assume functions which are now performed locally;, ^they could adapt their aid system to the facts of metropolitanism and they could adjust the boundaries of local governments to fit current realities. These powers and responsibilities have been exercised sparingly, if at all. In the case of state aid, state legislatures show, in general, a suburban bias. For example, the average expenditure in central cities is $185.49 per capita compared to $159. 83 per capita in suburban areas, a difference of $27. 66. Despite these differences in expenditure levels , state aid is higher to the suburban areas than to the central cities--a per capita state aid to suburbs of $23. 05 per capita, compared to $17. 84 per capita for the cities. The result, of course, is higher taxes on a per capita basis in the central city than outside the central city--$109. 07 compared to $85. 78--despite higher personal income levels in the sub­ urbs. 8 L J It appears that the earlier bias of state legislatures for rural areas has now been translated into a bias in favor of suburban areas. There was a time when such a rural bias was justified by the distrib­ ution of taxable resources. The wealth of the country was concentrated in the urban areas and if minimum levels of government service were - 19 - ��c c a to L L L 1 c 0 a a b 2 2 —. L Li ni 'J b a other s--added the requirement that the project for which aid was sought must conform to a general comprehensive plan for the entire area. In the Housing Act of 1966 this comprehensive planning requirement was generalized. After June 30, 1967 any local government jurisdiction seeking federal aid for physical improvements will have to advance its aid request through a metropolitan planning agency. In the words of the Act: All applications made after June 30, 1967 for federal loans or grants to assist in carrying out open space land projects, or for the plan­ ning or construction of hospitals, airports, libraries, water supply distribution facilities, sewerage facilities and waste treatment works highways, transportationfacilities, andwater development and land conservation projects within any metropolitan area shall be sub­ mitted for review to any area-wide agency which is designated to perform metropolitan or regional planning for the area within which the assistance is to be used. (Title II, Sec. 204). The provision in the 1966 Urban Development Act culminates a long effort by Senator Muskie to encourage metropolitan-wide planning. Although the Act does not require the regional planning agency to approve a local jurisdiction1 s application for grants, it can comment unfavorably onit and whenit does, the application goes back to the jurisdiction which originated it. When this occurs, the jurisdiction may either change the application to meet the criticisms or it may simply pass it on, with the unfavorable comments attached, to the appropriate agency in Washington. That agency, according to the Act, shall review the comments and recom­ mendations "For. the sole purpose of assisting it in determining whether the application is in accordance with the provisions of federal law which govern the making of loans or grants. " In other words, if there is no requirement for comprehensive planning in the specific federal grant program under which the local government is applying, the Washington agency has no legal power to consider the recommendations of the metro­ politanplanningagency. Even with this limitation, however, a significant power grant is made by this Act to anew metropolitan jurisdiction. Not only do many specific federal programs have comprehensive planning requirements but, even more importantly, the Act will result in the establishment of a permanent new metropolitan governing institution. This new agency will compete for power with other units and, on occasion, will win. □ - 21 Li 0 �j s a & ’ I 0 1 I li B ■ I It is not known, of course, what kind of policies such regional planning jurisdictions will adopt. They may try to slow down the dis­ persal of urban population and urban activities or they may simply try to produce a better arrangement. Their significance,’ however, doesnbt rest with the policies which they adopt, but rather with the fact that a jurisdictionwith power to make such decisions has been created. Since this jurisdiction will be directly related to the programs of the federal government, it will have the power inherent in that relationship. This encouragement by the federal government of region-wide planning is consistent with its recently adopted financial support of metropolitan areas of San Francisco, Los Angeles, Seattle, Detroit, Philadelphia, Atlanta, and Washington, with a moribund agency in the New York met­ ropolitan area. These councils are not real governments. They resemble more international organizations like the United Nations. Nevertheless, it is possible to foresee a bringing together of the regional planning agencies with these regional councils. Out of this combination might grow a gen­ uine new metropolitan-wide governmental jurisdiction. Who Speaks for Metropolitan!sm? - a This description of the current situation demonstrates beyond question that the most significant leadership role relevant to metropolitanism has been taken by the national government. Why should this be the case ? The functional problems involved are state and local responsi­ bilities. The state and local governments have long argued that the federal government has undermined them and, yet, by their own refusal to act they have prompted this new and vigorous role for the national gov­ ernment. Is there something inherent in the nature of American federal^ ism which dictated that policy, initiative must come more and morefrom the national government, or can this trend by reversed? a Is it likely, or even possible, that more initiative will be taken bythe state and local parts of the system? In otherwords, what is like­ ly to be the source of metropolitan leadership in the future? Will it be mayors, councilmen, county executives, or will itmore and more he the President, his burearcracy and Senators like Muskie, Kennedy, Clark, and Ribicoff? a Although there have emerged, at the local level, some central city mayors who have become spokesmen for cities, men like Lindsay of New York, Lee of New Haven, and Cavanaugh of Detroit, they do not ■ I' - 22 - J �[ : [ I I 1 J l! I flu I I L speak for their entire metropolitan areas. In fact, this partisanship on behalf of cities often leads them to take anti-suburban positions. As more and more urban counties adopt a new form of strong executive government, it is possible that the chief executives of these units will gain in power andinfluence and thereby provide some new met­ ropolitan leadership. But counties still perform a limited number of functions and in many cases tend to see their role as anti-city. The fact is that local governmental leaders within the present structure of metropolitan government will inevitably speak but for a part of the total area. Their constituency is limited and therefore their con­ cern is limited. Further, there are genuine conflicts of interest with­ in metropolitan areas and these conflicts are not completely a product of the fragmented governmental system. Differences and conflicts of insterest wouldremain even if there were a single governmental jurisdict­ ion. The middle-income suburbanite, for example, is never going to be enthusiastic aboutpaying taxesfor welfare purposes. His views willnot be altered by a change in the governmental system. A single constitu­ ency, however, would require the political leadership of the new unit to balance these interests and to develop out of them a policy compromise which is the least likely to prevent his reelection. He might, therefore, speak for this new interest atthe state and national levels. However, as long as the governmental system remains fragmented such a development of local metropolitan leadership is impossible. There are a variety of private inter e st groups within metropolitan areas which do have concerns that extend across jurisdictional lines. Occasionally these interests produce non-governmental area-wide insti­ tutions. In a number of cities, business groups have combined to pro­ mote the interest of the entire area. Their primary concern has been with physical redevelopment and transportation. They tend to have a downtown orientation and normally support the renewal of downtown areas. They are concerned, too, with efficient and effective movement of goods and, therefore, tend to aid in the development of an area-wide transportation system. It is out of groups like this that strong leader­ ship has developed in cities like Pittsburgh, New Haven, and perhaps to a lesser extent Boston. Through these groups some area-wide activities have found a voice. The re suit is often a development of area-wide policy eventhough there is no ar ea-wide government. The combination in Pittsburgh of the Mellon interests and Mayor Lawrence produced one of the most effective area-wide leadership groups in the country. Its role, however, appears to have been short-lived. - 23 - L �1 I I JS» J I; Si [ ■ p, Ji i B Many of these business-oriented groups have been debating re­ cently whether they should broaden their interests from physical rede­ velopment to include social problems. In some cases they have decided, after considerable debate and controversy, to reject such involvement. In other cities the issue is still a live one. It seems unlikely that this private section leadership can ever effectively replace governmental leadership. Private concern, inevita­ bly, will be only with those public sector activities that are directly relevant to their interests. Further, to be effective they must work through the regular governmental machinery. Since that machinery is fragmented its response will always be limited. Within the present system it seems highly unlikely that metro­ politan leadership will emerge at the local level. There will be sub­ urbanleadership, there will be city leadership, there will even be some private interest leadership which will have concerns that are area-wide. There is, however, no governmental institution available to bring these leadership groups together, to hammer out those compromises necessary to create a genuine area-wide public policy. ■ o J B i a a a J As already noted, the state level has not produced strong metro­ politanleadership. Itis possible that reapportionment will tend to move states in this direction but there is no guarantee that it will since the greatestincrease in representation will go to the suburbs, not the cities. Since the suburbs already have an advantage in state legislatures, this change may merely confirm and accentuate suburban favoritism. It is possible that state legislature s from cities and suburbs will come to see that they have at least some common interest. If this mix of coalition should develop, itis possible that a genuine metropolitan leader ship will emerge at the state level. Perhaps Meyersonand Banfield will eventually be proved right when they argue that the states are the natural govern­ ments of metropolitan areas. Governors, of course, have a state-wide constituency and there­ by provide abetter potential for metropolitan leader ship than state leg­ islators. Thus far, governors have notprovided this kind of leadership. Valiant efforts have been made by Brown of California and, to a lesser extent, Rockefeller in New York, but a state-metropolitan policy has not emerged in any state. There are state programs which are relevant to problems within metropolitan areas, but even these do not deal with the really difficult metropolitan concerns. State aid to education, for exam­ ple, has given little recognition to the need for massive aid to ghetto schools. States have shown small concern or interest for the problems of mass transit, or poverty, or urban planning, or local governmental organization. - 24 - �a r D r. c - c 0 n n o 0 i i f i. Other examples of state failure could be cited but these are suf­ ficient to illustrate that thus far, neither state legislator s nor state gov­ ernors have been able, nor apparently have they seen it as politically wise, to actas metropolitan leaders. Eventhough Banfield and Meyerson argue that "The Governor should be the chief executive in metro­ politan area matters . . . "9 they have not played that role. The chief response to metropolitanismhas come from the national government. Within that framework, chief initiative has been taken by the President. It is Presidents who have introduced urban renewal leg­ islation, mass transit legislation, open spaces legislation, airport aid legislation, and now, just this last year, comprehensive planning legis­ lation and model cities legislation. Congresshas modified and criticized but generally has accepted the presidential recommendations and some independent initiative has been shown within Congress. It was the Sen­ ate, for example, which provided the chief support and leadership, through Senator Muskie and others, for the comprehensive planning leg­ islation. Why has there been this federal willingness to move while states and local governmentshave been unwilling? A President has a national constituency. He is capable of balancing favorable interests andunfavorable interests in a way which makes policy innovation much easier than is true of the narrower constituentcies at the local and state levels. A President is capable of overlooking a pocket of opposition in a way that a local government official cannot, for the President can balance such opposition groups with favorable groups. Further, he does not neces­ sarily lose the support of any segment of the population on the basis of a single program or a single action. In contrast, a local official may lose support of a significant group by a single action. In the next election that group of voters may decide to vote against him on the basis of that one issue. Such voter reaction is much less likely at the federal level. Equally important is the flexability and productivity of the federal, revenue-producing system, based as it is on a progressive income tax. Despite this strength of the federal tax system, the major increase in fiscal burden in the United States since the end of World War II has oc­ curred at the state and local level. Their expenditures have increased by 128 percent in the last decade, while federal expenditures have in­ creased by only 25 percent. These increases at the state and local level have been necessary just to maintain traditional functions. The result is often tax politics rather than program politics. State and local political campaigns are very often arid debates about whether taxes are too high and who is re- - 25 - �■ sponsible for making them that way. In national political campaigns, much more emphasis is being placed on programs, and their worth, ra­ ther than the question of taxes, per se. It is a combination of all these factors which push metropolitan problems to the federal level. The people want the problems solved and state and local governments, for all the reasons given, cannot, or will not, respond. Consequently, the federal government has. Can this pattern be reversed? It cannot, unless a conscious effortis made to do so. Whether there is a demand with sufficient poli­ tical muscle for such a reversal is not clear. It seems highly unlikely, on the basis of past evidence, that local communities will, on their own initiative, create governmentalinstituticn s able to respond to area-wide problems. Adaptationswill occur, but it seems unlikely that new area­ wide institutions will be created unless incentives are provided by other parts of the governmental system. There is national concern, today, about the quality of state govern­ ments. National committees with foundation support to improve these governments have been created. Many states are moving in the direc­ tion of the adoption of new constitutions. Out of all this activity, a new role for the states may emerge. Reapportionment, although suburbanoriented, could help since it may improve legislative understanding of the interdependence of city and suburb. Itmight also provide governors with a better legislative base from which to lead. The national government may, itself, make a contribution to local initiative through its efforts to use its present aid programs to create area-wide local institutions. If the federal government takes the further step of providing general aid, as hasbeen advocated bythe Heller-Pechman Program, rather than just categorical aid, there will be created at the state and local level a fiscal flexibility which will make available the resources necessary to meet some of the emerging problems. The exact future political response to metropolitanism is by no means clear. Nevertheless, America is a metropolitan society and such a society will have problems which are metropolitan in character. Some part of the governmental system will respond. The nature of the Ameri­ can federal system will be determined by the character of this response. - 26 - ���NEW DIRECTIONS FOR THE CITY'S ECONOMY by Dr. John H. Nixon, Director Area Development for the Committee for Economic Development It is an honor and a pleasure to appear before you this evening as a foundation lecturer on the economy of the city. It is a privilege be­ cause Wilkes College stands in the midst of a region which has faced one of the most difficult problems a city or a series of cities can face-- the. readjustment of its economic base. If has faced the problem with courage and devotion and has met the challenge. I will consider two problems. First, A brief examination of the readjustment of a metropolitan area's economic base. How well are we preparedas a nation to handle the readjustment in economic base of many communities which may occur at the time of the cessation of hostilities in Viet Nam? i n Second, our current prosperity has revealed there is a general problem in our metropolitan areas. The poor in the inner city are ex­ periencing unemployment rates double or more than double those of the rest of the metropolitan area. Why? What public policies would enable them to enjoy employment opportunities equal to those for the area as a whole ? The Economic Base and Its Readjustment A metropolitan communityis a place for earning aliving. Popu­ lationsettles or expands primarily because of job opportunities. Private investment occur s because of the income earning opportunities. The ex­ istence of any urban area ata particular place, and its growth or decline, depend on the expansion or contraction of opportunities for employment and investment. - 28 - �The economic base of a community consists of the activities which produce and sell goods and services to markets outside the metropolitan area. This may be called the "export" section of the economy even though only a small portion of the sales may be outside the nation. These are the activities which often cause the original establishment of a community. They may involve the extraction or processing of raw materials, such as minerals, agriculture products, or forest products. They may involve the operation of port facilities or railroad shipment facilities serving a very wide area. Manufacture of products for sale elsewhere is'the most common form of economic base. Hotel and recreational services of re­ creation areas contribute. So do the educational facilities of centers of higher learning which attract students from all parts of the region. These activities provide the basic income with which goods and services are purchased elsewhere. Since no community can be selfsufficient, the export industry links the urban ar ea to the rest of the world in a positive way. ni The export sector depends for its prosperity on its ability to sell in regional or national or world markets in competition with other sources that supply the same products or services. In part, the prosperity of the export sector is dependent on the national level of prosperity. The more prosperous the nation, the more prosperous the export sectors as a whole. This prosperity is spread locally through wages, salaries, profits, rents and interest which in turn are largely spent in the local service sector . Prosperity in the export sector of a community also depends upon, its ability to compete with other firms, other areas, and with other tech­ nologies. This competition goes on continuously despite high levels of national prosperity. Technological progress produces new products and new techniques. As a result some changes in the export sector go on continuously. For example: when oil and gas replaced hard coalas the major source of home heating, the export base of Northeastern Pennsyl­ vania was seriously affected. Communities have beenfaced with the problem of readjusting their economic base since the beginning of recorded history. Many commu­ nitieshave never been able to make the adjustment and they have expired. Many other shave found ways to make the adjustment and they .have con­ tinued as stronger and richer and more thriving communities. Some communities accept some reduction in their economic base, accept some out-migration, and then reach a stable level which provides a satisfac­ tory living for those who remain. In our free society businesses are free to choose where they will establish new plants and individuals are free to move and live where they find the best opportunities for themselves. This free market pro­ cess is an important part of a readjustment. - 29- �• i E D (D P' c 0 0 Adjustment from one export industry to another probably works best in metropolitan areas with reasonable diversification of industries serving national markets, and a labor force with a variety of skills. If there are varying rates of economic growth for the several industries and there are facilities for workers to transfer from one firm to another as economic opportunities change, then the loss of jobs in one firm is counterbalanced by increases in employment opportunities in others. The industry serving a local market continues to function without any substantial decline in demand. Such a condition prevails in most large metropolitan areas within the United States. For many communities, however, the adjustment process has been extremely painful and difficult. It has meant prolonged unemploy­ ment, loss of values invested in homes, loss of the community tax base, loss of the community ability to maintain its water and sewer lines in efficient condition, decline in the quality of its schools and recreational facilities. It may create a community atmosphere of drabness, dis­ couragement, and despair. To speed and facilitate readjustment, a large number of local non-profit, voluntary development organizations have been established. Leadership in these organizations generally come from the major ser­ vice industries in the community, such as the utilities, the railroads, the banks, retail establishments, and real estate interests, with some sprinkling of civic leaders from other walks of life, academic, reli­ gious, and trade unions. The local government itself is very involved because its tax rate depends on replacement of the export industry. This local organization is able to deal with interested companies that are looking for new plant locations. It has detailed information on land availability, skills of the labor supply, wage rates, electric utility rates, water supply, waste disposal facilities, zoning regulations, cre­ dit facilities, and a host of other questions for which a businessman must get concrete answers. A local community thathas prepared itself to answer these questions has taken an important step toward the road to readjustment. I j The importance of an effective local leader ship group working on economic adjustment has been apparent to many small communities which have had a very narrow economic base. Over the past two decades its importance has become clear also to the business leadership in Phila­ delphia, Pittsburgh, Chicago, and finally even in New York City. In November 1965, 26 leading businessmen of the City, many of them top executives of nationwide corporations, organized the Economic Develop­ ment Council of New York City. Despite their national interests, these men had come to the conclusion that they must also give serious atten­ tion to the economy of the city in which their corporate headquarters were located. -30- t ■ �In your own community you have had excellent leadership from such local development organizations. Results are seen in the current unemployment rate for this area of 3. 6 percent, which is below the nation­ al average. As you well know, human faith, courage, and resourcefulness are vital elements in developing a new economic base to replace an old. Sometimes these qualities must be foremost for a period of a decade or more before an adjustment is complete. This community is to be con­ gratulated on its achievements. The problems of readjustment, however, have been greater than many communities could handle by themselves. State government assis­ tance has been recognized to be essential. The State of Pennsylvania was among the leaders in recognizing that state as sistance through guid­ ance, professional services, public works, and special credit facilities was necessary to help local communities achieve a readjustment. Most states now have effective development organizations. 2 In the mid-1950's, however, it was apparent to a number of legis­ lators, including Congressman Flood from this district and Senator Paul Douglas of Illinois, that Federal efforts were needed to supplement those of states and of local leadership in the communities most hard hit by the problem of economic readjustment. Their efforts resulted in 1961 in the Area Redevelopment Act. This program was supplemented by the Accelerated Public Works Act of 1962, and in 1965 these were replaced by the Public Works and Economic Development Act which established the Economic Development Administration. This Agency is now able to provide cities suffering high and per­ sistent unemployment matching grants for public works, loans for public works, and loans to businesses which cannot borrow effectively in the private market, and technical assistance. Training for depressed com­ munities canbe provided through special funds of the Manpower Develop­ ment and Training Act. Forbroad, largely rural regions of the country which have lagged behind, such as the Appalachian Mountain Area, the Upper Great Lake States, and the Ozark Area of Oklahoma, Missouri, and Arkansas, there is now provision for Regional Planning Commissions to help spur the readjustment process and to bring people in these areas up to the general level of prosperity of the country as a whole. The Federal government provides aid to build on the existing re­ sources of the readjusting communities. Local labor supply, transpor­ tation connections, sound industrial buildings, effectiveness of local government, adequacy of its utilities, and of its school system, and its - 31 - ��I ■ '0 I I f] f E Poverty areas are the inner city slums. They generally surround the central business district but there are also isolated patches some­ where between the central business district and the suburbs. The major­ ity of the poor in these areas are white but only 10 percent of the white population of the metropolitan area live in these poverty areas. Forty percent of the population of the poverty areas are Negro and a majority of Negroes in our metropolitan areas live there. Unemployment among inner city Negroes is about 10 percent compared with four percent or slightly less for the nation as a whole. The percentage of participation in the labor force is smaller in these poverty areas. Many people who have failed time and again to get jobs have just stopped looking. These areas have been, the receiving centers for the poor coming from our farms, from small towns, from Puerto Rico, and for Negroes coming from the South seeking greater opportunity. The out-migration rate for Negroes in the South has greatly exceeded that of whites. I I 1 | I B E . ■ ■ i [ ILIB1 While these people have been entering our central cities over the past two decades seeking opportunities, industrial jobs have been moving out. A recent Labor Department study revealed that from I960 to 1965, sixty-two percent of the new industrial buildings erected in U. S. metro­ politanareas went up in the suburbs. In Chicago the suburban share was 77 percent. This continues a trend which has been going on essentially since the end of World War II. The highway systems which have been building over the past quarter century have given industry access to suburban locations where land costs are lower, where taxes are lower, and where it is easier to construct large one-story factories with unob­ structed floor space areas for straight-line operations. In some cities experts believe that the growing incidence of crime in industrial neigh­ borhoods and the general deterioration of the areas from which unskilled labor comes contribute to this out-migration of industry. There exists here something of a vicious circle. High unem­ ployment rates lead to high welfare costs and to crime, and to a deteri­ oration of residential neighborhoods. High welfare costs and high cost of police and fire protection raise inner city taxes. High taxes and higher incidence of crime help induce industry to locate outside the central city. This still further aggravates the unemployment problem of the inner city and we go downward around the spiral once, again. Failure to give serious attention to providing permanent produc­ tive jobs to the poor in our cities will mean higher unemployment, higher welfare costs, higher crime rates, higher sickness levels, generations raised on welfare, and the two and three generation welfare families. This is not the American dream. It is currently the American night­ mare. > H r' i' l - 33 - �I t 'if ■j III. it .. I I T Equal opportunity for all is an American goal which can guide solutions to this problem. For the disadvantaged children growing up in poverty area neighborhoods, one of the most important things we can provide for them is an employed father. For a child to have an unem­ ployedfather over a long period is indeed a great disadvantage. Ifthefather can have a job it lays the basis for improvement of the whole social environment in which the child grows up. From this the child would develop a more positive view on life. The father1 s respect for himself, and the child's respect for his bread-winning father, are essential to a healthy society. They indeed are a part of the American dream. fDIL Some Steps Toward Solution Fortunately the Congress and the Executive Branch of the govern­ ment as well as business and civic leaders in many areas, have become increasingly aware of this situation. A number of steps are being taken, and more can be taken, to equalize for the inner city poor the oppor­ tunity to find employment. Information, training, transportation, and even migration to the suburbs each play a role. Information about the availability of jobs frequently passes by word of mouth from people employed in plantsand offices to their neigh­ bor s and relatives. The word-of-mouth route generally works best where plants and offices are fairly close to the residential neighborhoods of workers. As the distance between residence and employment increases, the flow of this information declines. Workers in the inner city lose touch with employers and employers loose touch with potential workers. Some steps are being taken to remedy the situation. A nationwide organization of blue chip corporations, Plans for Progress, is working in many metropolitan areas to increase the flow of information to Negro residential areas about the availability of jobs in industrial plants. Per­ sonnel managers in these plants are working with the vocational coun­ selors in the vocational high schools in the poverty areas of the inner city to make sure that the vocational counselors are aware of new oppor­ tunities. In some cases, skilled men from the plant are coming into the high schools to give instruction on modern machinery. The Labor Depart­ ment and the Economic Development Administration have both been giving assistance to this basically private effort. Community information centers in the poverty areas are being establishedunder the Poverty Program to providea more easily accessi­ ble source of information about job opportunities or training programs. By the end of 1966, 165 youth opportunity centers had been set up by the U.S. Employment Service in 1 27 metropolitan ar eas. These centers pro­ .1 - 34 - �vide vocational counseling, and are new sources of information on jobs and training. They are helping to fill the information gap. Serious attention to training the unemployed, and particularly adult unemployed, in distressed areas started with the Area Redevelop­ ment Act of 1961. The program was broadened to cover non-distressed areas in the Manpower Development and Training Act of 1962. These programs reach people already qualified to receive advance training. The Economic Opportunity Act of 1964, the so-called Poverty Program, established programs to help provide elementary skills in reading and arithmetic to people whose basic education was really inadequate for urban society. For young people, the local Neighborhood Youth Corps provided a new source of vocational training and job experience. The Job Corps program which trains young people in camps away fromhome, has provided training outside the urban environment for many young people. In all, there are about a dozen different Federal training pro­ grams for unemployed or out-of-school youth. I ' t fIt ift i H W- 1 6? C; ■ 0 The Economic Development Administration participates in sever­ al ways in providing adequate training. In areas of substantial unemploy­ ment, public works funds from EDA have been used to help construct skill centers. These centers must offer programs not only for regular high school vocational students, but also for high school drop outs and for adults who are unemployed or who wish to upgrade their skills in evening programs. The EDA helps to administer a section of the Manpower Development and Training Act which specifically reserve s funds for train­ ing programs in redevelopment areas. Our technical assistance pro­ gram occasionally is called on to help design a training program. The committment to adequate training and retraining, I believe, is now quite firm at the National level. Local government officials are increasingly accepting important responsibility for coordinating and di­ recting such programs in their own communities. We are still per­ fecting the mechanisms. I believe by the end of the 1960s we will see that a major improvement has occurred during this decade in the public measures to help unemployed and disadvahtaged qualify for jobs in our urban society. In Sweden, one percent of the labor force is retrained each year for new skills. This would not be a bad goal for the United States. With information about jobs, and with training for available open­ ings, a worker still mustbe able to get to work. Suburban plants largely depend on workers driving to work, but a large share of the poor in our inner cities do not own automobiles. A study recently completedin De - �I960 revealed that in cities of over 250, 000 population, 37 percent of the households did not own automobiles. The inner-city poor are to a very considerable extent dependent on public transportation or on walking for the journey to work. I J. a q 0 fl t2_ u I iT J e. i I J At the same time that industrial plants have been moving to the suburbs, service on public transportation has been steadily declining. The decline has been a reaction to the wide spread increase in the owner­ ship of automobiles and increasing losses on public transportation routes. The number of passengers carried on mass transportation dropped 50 percent between 1950 and 1962. From 1954 to 1961, 77 different transit operations were abandoned with no replacement. To cover costs fares have been steadily rising; the most common fare on public transportation increased from 10 cents in 1950 to 25 cents in 1963. In some places it has gone up to 30 and 35 cents. All these developments make it more difficult for the inner city poor to get to work. Public transportation routes from low income inner-city areas to outlying industrial sections have been circuitous, and service often in­ frequent. From the Watts area of Los Angeles to major employment sources in Los Angeles area public transportation may require a 2-hour journey each way. In Pittsburgh, travel from the Hill District, a lowincome Negro residential area, to O'Hara Township industrial park, a rapidly developing industrial area, by public transportation required two hours travel time in each direction. By automobile the trip can be made in 20 minutes. Fortunately, increasing attention is being given by city officials and by the Federal Government to the need for adequate public trans­ portation as an essential link between workers and jobs. The Depart­ ment of Housing and Urban Development administers funds for research and experimentation in transportation programs and has some funds to contribute to the capital cost of necessary public transportation systems in metropolitan areas. A local subsidy to public transportation may increase the num­ ber of people in low income areas that can have jobs. This, in turn, would reduce welfare costs and probably reduce crime rates. Skilled urban researcher s are approaching the time when they canactually com­ pute the trade-off between the cost of the transportation subsidy for a par­ ticular line and frequency of service and the benefits to society from increased employment, reduced welfare costs, and lower crime rates. Such a comparison of costs and benefits should be developed as an inte­ gral part of decision-making with regard to public transportation ser­ vice. Then city government and local transportation authorities can have a solid basis for determining whether it is wise to subsidize the opera­ tion of a particular transportation route or frequency of service. - 36 - ��among these are middlemen and distributors, bankers, legal experts, accountants, advertising services and market analysts; and also trans­ portation facilities, water works, sewage plants, and other massive overhead investments. In many large cities there is also the availability of research facilities and technicians concentrated in universities, li­ braries, and laboratories. The jointuseof these many facilities reduces their cost to all users -- these are external economies of aggregation. 'll An important advantage of inner-city locations is the unused labor force. Currently many metropolitan areas are experiencing the most critical labor shortage since World War II, The training programsnow underway and in prospect can train many of these unemployed for jobs in labor intensive industries. Training programs also provide an oppor­ tunity to upgrade existing labor force to handle jobs with higher skills. Companies searching for an additional labor supply will find the inner city a source. There are also disadvantages -- high land costs, traffic congestion, higher crime rates, and higher tax rates. Specific programs can reduce each disadvantage. The answer to high land costs is mor e intensive utilization of land.. Land costs are higher because more people want to use it and for a greater variety of purposes. Industrial parks developed on the outskirts of urban areas generate an average of 8 to 10 jobs per acre. This acreage in­ cludes that devoted to parking space, streets, and protective shrubbery. In the inner city a much greater utilization rate is possible through the use of a number of devices. .. in .J .. Experimentation with new designs of high-rise industrial buildings is appropriate. Such buildings would have modern elevator facilities, truck loading ramps to at least two floors, and use of some floor space on roof tops for parking. A much smaller percentage of workers will drive to work, reducing the need for parking space. The use of modern construction materials may require readjustment of local building codes to achieve savings in construction costs. A further suggestionis that a modern multi-story building com­ bine light industry on the lower floor s, with parking decks on upper floors, and above that with high-rise, low income housing. The costs and bene­ fits of such a proposal deserve exploration for possible use in the inner city of densely populated areas. Some will take strong exception to such a proposal, claiming that it mixes residential and industrial uses. Urban planning requirements generally call for a separation of residential and industrial uses. 0 - 38 - �In the older parts of our city industrial buildings and workers residential areas have grown upside by side. This made it possible for workers to walk to work. If the industrial plants were smoky, noisy, or smelly, then obviously it created a poor living environment. If streets were filled with heavy trucks, they would be dangerous for children. 1 I A great deal of modern industry, however, is no longer smoky, noisy, or smelly. Proper str eet design and traffic controls can separate childrenfrom the heavy truck traffic. The advantages of walking to work are then important. Some careful mixing of industrial land use in poverty areas will provide jobs for the poor. f. The urban renewal program -- in which the Department of Hous­ ing and Urban Development shares costs with cities in redeveloping slum neighborhoods -- can help create jobs, but it may also eliminate jobs. Up to thirty percent of the Federal contribution may be used for renewal of industrial and commercial sites. Assembling land for indus­ trial use in the inner city can help solve the problem of high land costs, and a related factor, the multitude of small parcels. In the process of tearing down slums to create better residential areas, however, some places of employment have also been torn down. A three-year study indicates that only 60 percent of the busines ses forced to relocate have continued within the inner city. While the 30 percent may have been small marginal businesses, they still represented an in­ come for owners and jobs for workers. These jobs lost represent a cost to the community in potential increased welfare costs and everything that goes with it. ill I I c u n i A high priority for jobs for the urban poor would require a full accounting for the value of jobs lost in comparison with jobs gained and other benefits. An effective cost-benefit analysis would make such a comparison. The new Model Cities program quite properly calls for such a careful cost-benefit analysis of proposed projects. The Model Cities program also calls for consideration of more than one design of a project so that alternative ways of meeting a basic problem can be judged. Some methods may save or create more jobs for the urban poor than others. City officials need such information. City governments that give a high priority to jobs for the innercity poor will find much to do. The City of Chicago, for example, used some technical as sistance funds from the Economic Development Admini­ stration to find what it could do immediately to help industry in mid­ Chicago. These are its conclusions: ■ i 1 - 39 - J IK �1 1. Reinforce police protection for industrial areas. 2. Review real property and personal assessments for com­ panies who believe they are being improperly assessed. I 3. Review building regulations when new methods or materials are proposed for construction of new industrial buildings. 1 4. Review zoning regulations for industrial building or expansion. 5. Improve traffic control through changing regulations and the redesigning of streets. lI L [ n L Other city governments, suchas Milwaukee, are beginning to give intensive attention to their role in holding jobs in the inner city. In the readjustment of the economic base of metropolitan areas we have learned that private non-profit leadership groups, largely drawn from the business community, play a vital role. The same will be true inholding and expanding jobs in the inner city. Such leadership is forth­ coming in increasing degrees as businessmen realize the stakes. I could cite the efforts of the Southeast Pennsylvania Economic Development Corporation or the North City Corporation in Philadelphia. The Economic Development Council of New York City is now giving serious attention to industrial development in Harlem. In South Chicago the Nor cine Com­ munity Improvement Corporation, a federation of industrialists, has undertaken to improve an area of approximately seven blocks imme­ diately adjacent to the stockyards. These and similar groups are giving attention to the planning and zoning requirements, the building code pro­ visions, the traffic requirements, the urban renewal programs, and other methods of working with city officials. At the same time they have beenworking with private capital to increase industrial investment in these areas. This partnership of local business leadersand city offi­ cials proved effective in securing the readjustment of the economic base of small urbanareas. I believe it is an essential partnership for read­ justing and providing an adequate economic base for the inner city areas. i r One final significant problem remains. That is the relative tax burden between the inner city and the suburban areas. Because the inner cities are carrying most of the welfare loads for the metropolitan area,, and because they are dealing with problems of density of use which serve the entire metropolitan area, their tax rates are much higher than the tax rates of suburban areas. This provides a real incentive to com­ panies to locate in the suburbs. I y y - 40 - �Central cities have no margin to cut tax yields. Central cityper capita costs for welfare, health and hospitals, police and fire protection run two to six times the per capita costs in the suburban areas. Cities also need revenues to cover the public costs related to effective indus­ trial reuse of land -- reconstruction of street patterns, water and sewer lines, and participation in renewal programs for industrial purposes. We have no metropolitan-wide system of taxation which can redis­ tribute the welfare and crime and other costs evenly across the metro­ politan area. State governments are caught between the interests of the inner city and the interests of the suburban areas. Moreover, a number of major metropolitan areas extend across state lines. There is essentially no over-arching source to redress the balance between city and suburbs on costs of industrial locations, except the Federal government. At this point I believe only some form of Federal assistance can break the vicious cycle. V. Summary A discussion of this length can best be concluded with a summary. ' 1“ A city develops because it has an economic base. There is some relation between the size of the city and the diversity of the economic base. Modifications or changes in the export sector occur from time to time due to technological change, governmental decisions, and the course of history. The decisions of private businesses as to where to locate, the decisions of people as to where to live, the active efforts of the city government, the informed and skilled efforts of local voluntary or ganizations, and, in cases of difficulty, the assistance of state and Federal governments. All participate in the readjustment. We have now de­ veloped machinery at all levels of government which should make possi­ ble a reasonably rapid adjustment in the economic base of any large city during periods of high national employment. Currently we have such a high level of national employment. It has, however, revealed another problem common to all major metro- �people from farms and smaller communities with low skill levels, and in many cases, with little urban working experience. We need to adopt, as a nation, a high priority program to enable such people to find gainful employment, largely in private enterprise. A partial solution to the problem can be achieved by the provision of ade­ quate information to employers about the availability of potential em­ ployees in the inner city, and provision to inner-city people about the availability of jobs in suburban areas, by adequate training programs to prepare inner-city residents for such jobs, and by improving public transportation from inner-city residential areas to the sites of industrial growth. Such a combination of programs could be put into place in a fairly short time. Migration from the inner city to the suburbs is a very long-run solution. A full solution will require the location and expan­ sion of more industry in the inner city. Participation by city governments and private non-profit groups is required to stimulate an adequate response from the free market. Some additional form of Federal assistance may be required. Such pro­ grams do not get carried out in a hurry. If we are to make the Ameri­ can dream available to all our citizens, I believe, they are essential. I believe, also, that this goal is attainable. V-J p j & - t Dr. Nixon received his Ph. D. from Harvard in 1953. He has taught economics at Harvard and the City College of New York. Since 1959 Dr. Nixon has served as Director of Area Development for the Committee for Economic Development, a privately supported business organization which advocates politics to promote economic growth. He directed research on the economic growth of cities, states, and regions. In March of 1966 he joined the Economic Development Administration as Assistant Administrator. 79100 - 42 - �IDOOISIStI WIIKFS CRIIFGF I IRRARf £>■ f R ! )* IP ] �3 I.! J J si ii a 3 3 J 1 I ’ J � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Problems of Change in Urban Centers, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8774d59460ffcefde2913dd937671db2.pdf 05e407a5c783b15077d1073eb762ee48 PDF Text Text PROCEEDINGS I SEVENTH ANNUAL COMMUNITY t I I u GROWTH CONFERENCE > d fl d J -1- b I 0 0 ikRCHiVg< I- (JS333 i L8W682 ]™ 7TH,196t{; 7 I INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I I I I I I 't 1 I I I I I I li I 1 ■) I �PROCEEDINGS SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE SEPTEMBER 27, 1967 WILKES-BARRE, PENNSYLVANIA Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania 18703 �AROhIV ES I I I I FOREWORD I j Most people want to improve themselve s with good leader ship and a practical program, the average responsible citizen will work energetically for a better community. A time-tested program shows that intelligent use must be made of the answers to four questions: What do we want? What do we have? What do we need in order to get what we want? How do we get what we need? Experience shows that communities develop the greatest degree of self-reliance when they are best informed and stimulated. :1 a :1 Ld I ] ] 1? I I 1 1 IB I If the renaissance of Northeastern Pennsylvania is to continue, improvement and changes must be made in housing, industry, education, government, appearance, transportation, and a host of other aspects of living. In other words, the first job of everyone residing in Northeast­ ern Pennsylvania is to make progress in the above areas in order to make this part of the state a place where people will want to move into and not out of (as bad as the English may sound). But is that enough? Granted that a New Northeast is in the mak­ ing, and granted that an intelligent leader ship has worked hardat creat­ ing a new image worth defending, shouldn't we now pause to see just what out image is to outsider s ? How do they view us? Isour new image good or bad? Do the old notions of the past continue to linger? A sense of that image developed when the Wyoming Valley Sani­ tary Authority floated a $17, 000, 000 bond issue in the summer of 1967. Several of the largest institutional buyers of tax exempt bonds declined to purchase the Authority1 s bonds because, they said, Northeastern Pennsulvania has a "bad" image. It was then that the planning committee of the Growth Conference hit upon the idea of considering the significance of image to the successful rebirth of the area. Thus, the theme selected for the 1967 Seventh Annual Community Growth Conference was "How Can We Improve the Image of Northeastern Pennsylvania? 11 Forces are undoubtedly at work to change the old image and notions of the past. Some of the notions no longer apply because condi­ tions have changed. Some of the bad connotations associated with the 82953 ii �I I region never existed. Some of the notions are unjust because they lack truth. Some may have just enough truth that the accumulation becomes damning. I I l What is obvious is that more work needs to be done completely to change that image. This task must be approached from two stand­ points: (1) improving the concept of the area by the people who live here and making them knowledgeable of the redevelopment so that they can become emissaries in selling the area; and (2) undertaking a public rela­ tions program aimed at those outside the area to combat unfavorable connotations of Northeastern Pennsylvania. II I I I I! I If I I For the second successive year another new formatwas attempted to bring the attendees into the heart of the program. The "Phillips 66" not only provided a vehicle for audience participation, but also turned into a "soul-searching" affair, which can only produce beneficial results and a determined action to improve the image. The consensus of the planning committee was that the Conference was most successful. The Committee would like to take this opportunity to extend a sincere word of thanks to the visiting experts, to the chair­ man of the respective segments of the programs, to the exhibitors, to the discussion leaders, to the local speakers, to the registrants at the Conference, and to the sponsors and contributors, whose assistance helped not only to make the Conference financially possible but who also contributed measurably in the planning for the Conference. 1 IE I i Hugo V. Mailey, Director Institute of Regional Affairs 1 J IS J fl fl ffi iii J ■ �I I I s ■ I I I I TABLE OF CONTENTS Foreword ii Program vi Sponsor s viii Introductory Remarks by Dr. Eugene S. Farley 1 I "Definition and Importance of Image" by Arthur C. Kaufmann . . . 2 I Introductory Remarks by J. J. O'Malley 9 1 $ $ 1 F 1 9 0 I? "What is the Image?" by Bernard C. Meltzer . . by Charles W. VanKeuren by John R. Sauerteig . . . 10 14 21 Introductory Remarks by Horace Kramer 26 "What Can Be Done to Change It?" by George Akahoshi . . . . by Thomas Gallagher. . . 27 32 Introductory Remarks by Mrs. Donald Bennett 37 "The Image of the Future" by David M. Walker 38 "PHILLIPS 66" Remarks of the Moderator by James Lee . 43 J Introductory Remarks by Reuben H. Levy. 47 J "APERCU" by Tom Bigler 48 J Roster of Attendance 50 J I I iv 10 'H �I B b B D B B E E JI SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE September 27, 1967 "How Can We Improve the Image of Northeastern Pennsylvania? 8:30 - 9:30 A. M. Chairman: Speaker: Panelists: I "WHAT IS THE IMAGE?" J. J. O'Malley, President, Greater Wilkes-Barre Cham­ ber of Commerce Bernard C. Meltzer, MAI and SREA, Albert M. Green­ field & Company Charles W. Van Keuren, Assistant Director of Indus­ trial Development, P. P. & L. JohnR. Sauerteig, Vice President, Smith, Barney &: Com­ pany Coffee Break 11:00 A.M. I B Chairman: Panelists: It Wilkes College Fine Arts Center "WHAT CAN BE DONE TO CHANGE IT?" Horace Kramer, Chairman, Wilkes-Barre Redevelop­ ment Authority George Akahoshi, Vice President, Real Estate Research Corporation Thomas Gallagher, Consultant, Mullin & Lonergan a 12:30 - 2:00 P. M. J Chairman: J J Wilkes College Fine Arts Center 9:45 - 10:45 A. M. Chairman: Wilkes College New Dormitory "DEFINITION AND IMPORTANCE OF IMAGE" Dr. Eugene S. Farley, President, Wilkes College Arthur C. Kaufmann, President, Arthur C. Kaufmann & Associates Inc. ■ B Breakfast IE Speaker: Luncheon Hotel Sterling Crystal Ballroom "THE IMAGE OF THE FUTURE" .Mrs,. Donald Bennett, President, Junior League of Wilkes-Barre David M. Walker, President, David M. Walker Associates IF? vi �Hotel Sterling Crystal Ballroom 2:15 - 3:15 Chairman: "PHILLIPS 66 " James Lee, Assistant Editor, Times Leader Evening News Hotel Sterling Crystal Ballroom 3:30 - 4:00 P. M. Chairman: Speaker: "APERCU" Reuben H. Levy, Chairman, Wyoming Valley Sanitary Authority Tom Bigler, News Director, WBRE-TV 4:00 - 5:30 P. M. Cocktail Hour 5 15 bi a a □ vii S Hotel Sterling Adams Room �■ I a: a I SPONSORS Greater Wilkes-Barre Chamber of Commerce l® Greater Wilkes-Barre Jaycees Home Builders of Northeastern Pennsylvania Junior League of Wilkes-Barre IP Luzerne County Boroughs Association E ■ Institute of Regional Affairs IB ! Luzerne County Housing Authority Luzerne County Redevelopment Authority Northeastern National Bank Wilkes-Barre Advertising Club il Wilkes-Barre City Planning Commission ■ Wilkes-Barre Housing Authority a ■ Wilkes-Barre Redevelopment Authority Wyoming Valley Sanitary Authority B WILK U WNEP-TV 01 - a a EXHIBITOR Wilkes-Barre Redevelopment Authority 0 r □ viii R ��A NEW IMAGE FOR THE NORTHEAST by Arthur C. Kaufmann, President Arthur C. Kaufmann and Associates, Inc. Ladies and Gentlemen, I'm deeply pleased to be in any city that wants to talk about growth and development because that characterizes the age we're living in. E S L I don't know how many of you had the privilege of attending the Pennsylvania Society Dinner last December in New York, but Roger Blough, the President of the U. S. Steel Company, told this story on him­ self. He said that he overheard two gentlemen talking about him and one said to the other one, "Have you heard Roger Blough's last speech?" And the other man replied, "I hope so. " My appearance here today is not to make my last speech. As a matter of fact, it's not to make a speech at all. My intent here this morning is simply to exchange ideas, from the standpoint of a business­ man and a lifelong resident of the Keystone State. S My youth was spent in the western end of the state, with the ex­ ception of a few years when my father was in business in Scranton. In those days the height of my athletic prowess was to ride from Scranton to Wilkes-Barre on my bicycle. Those who were in a hurry boarded one of the first third rail systems in the world, which many of you remem­ ber, called the Laurel Line. In 1934, business tookme to the eastern end of the State. Several years later, I almost wound up in Harrisburg when Governor Duff made the mistake of inviting me to be Secretary of Commerce. Unfortunately, because of other business commitments, I couldn't accept. This was probably fortunate for the State. During the intervening years, the busi­ ness and industry of the State continued to be of prime concern to me. That's why I accepted Governor Scranton's appointment to the Executive Committee of the 100, 000 Pennsylvanians. This is why I accepted your invitation to participate in this aptly named Growth Conference. -2- �E E ■p v-j E E t ;r g p ■fl . ■ g [' B P’ p E r Perhaps you may not have heard the story of the lady who was flying. The plane experienced tremendous turbulence, as the airlines call it. She stood this just about as long as she could and finally leaned across the aisle to a man of the cloth who was seated there apparently quite composed. She said, "Reverend, can't you do anything about this ? " He thought for a minute and said, "No, Madam, you see I'm in sales, not in management. " At present, our organization is engaged in both sales and manage­ ment which, in our judgement, are the two most important phases of modern business operation. Today these two commodities are in the shortest supply everywhere in the whole world. Sales and management comprise those two vital ingredients that are necessary requisites to make every business successful -- and industrial growth throughout the world has indeed become big business in every sense of the word. I want to congratulate you of the Northeast on your tremendous strides forward in the last decade. To a large extent, you have succeeded in improving the former John L. Lewis image of coal cave-ins and cor­ ruption. The dictionary which I consulted defines image as a "likeness, imitation, or counterpart of any person or thing" --a reflection from a mirror. That's the dictionary definition. I believe that image is not what we think we are, but the opinion we have created in the minds of others. In other words, image is a flexible thing subject to change like anything else that is in the mind. We know that you will concur in the opinion that the new posture of this area (for many years considered a depressed area) received a tremendous boost from the Scranton Admini­ stration primarily through the work of the 100, 000 Pennsylvanians, as did the entire State. In making this statement, however, I am not unmindful of the enormous contribution to this operation "bootjack" which has been made by your own business and civic leaders as well as by those public-spirited groups who are here today and serving as sponsors of this Conference. And while I'm passing out compliments may I compliment your Redevelopment Authority for that wonderful display in the Sterling Hotel lobby and for this wonderful booklet which describes some of the progress that I have just referred to. To return to my reference to the State, the State Government did provide the leadership, but I. also recognize that you provided theblood, -3- �FT i 0 E E E a 0 g ■ >!P B B 0 b 0 Q sweat, and tears. It is just that combination between government and business which should prevail in a democracy like ours. Fortunately, it does for all of us. So far, I've been talking about the past. You may have heard the story of the man riding in a taxicab in Washington, who passed one of the government buildings that had engraved on the stone over a door a little saying, "The past is just a prologue. " The gentleman in the cab turned to the driver and said, "Excuse me, but what's that mean?" The cab driver said, "Well that just means that you ain't seen nothing yet. " So as a great philosopher once said, "Talk to me about the fu­ ture ---- I expect to spend the rest of my life there. " The Forbes Maga­ zine Anniversary Edition which came out last week said, "This isn't really the future we're talking about; the future is here now." The amaz­ ing thing is how few businessmen are really doing something about it. indeed, you in this area have turned the corner. The question now, like the old song, is: "Where do we go from here?" We believe you can go far, notwithstanding that today we are witnessing the greatest competition nationally and internationally that ever existed among states and cities for the location of new business and industry. Not to be over­ looked either is the common market, which has had its international in­ fluence on plant sites and trade expansion. It's an accepted truism that competition is the life of trade. I referred before to Operation Bootjack. Operation Bootjack were words made famous in Puerto Rico to describe the unprecedented indus­ trial progress, some phases of which we in our organization observed in action. Our organization was privileged to make some studies for the Economic Development Administration of Puerto Rico and consequently is familiar with the highly succes sful programs which they initiated, many of which continue in operation today. During this period, the Island was raised frompoverty to one of the most diversified industrial areas in the world, creating new and higher standards of living for more and more people. We believe in people; and, what's more, it is people, not things which make the world. Gainful and full employment is the goal to be achieved which in itself will solve many of the problems which confront this country today. As you well realize, Communism breeds on depression, poverty, and unemployment. Having been behind the Iron Curtain six different -4- �J <T I times, I can speak with seme personal know! edge of what it means to be an American and just how business thrives under our free enterprise system in distinct contrast with industry which is completely state oper­ ated and dominated. But you ask how do you of the Northeast pre- eed to accomplish similar objectives to those which characterize Operation Bootjack and similar industrial successes elsewhere? It's not easy, butthen nothing worthwhile in the world comes easy. There area few things which have been done with professional objective guidance that may be helpful. p & The story was told about a man who was •-n his deathbed. Hie attorney was sitting on his right side going over his will. They thought they had everything pretty well resolved and finally the man said to the attorney, "You know, I'm going to be cremated and you haven't told me what to do with my ashes. " After reflecting, the lawyer said, "Well, I'll tell you what I think I'd do. I'd take an envelope and I'd write on it -'To Uncle Sam, now you have everything. ' " Now nobody in the world -- no industrial area no territory, no island -- has everything. But there is a great virtue in making a feature out of what you do have. It seems tome that you start in this region with one tremendous advantage -- your excellent geographical location, aided and abetted by splendid transportation and a good network of road patterns. Hence, this area in my judgment should always be referred to as the GREAT NORTHEAST -- not just the Northeast. The mere addition of that one word may have significant psychological implications if properlyimplemented. Nothing in the world is great unless we make it so. Nothing succeeds like success. Thus, extraordinary steps must be taken to get the word spread around that you in the region are really going places. The message can be carried in these days of fast communications by every available media, starting of course with all these individuals pre­ sently engaged in business in this area. Unless you and your fellow resi­ dents are completely and enthusiastically sold on the region, you haven't a ghost of a chance of selling it to the outside world. / E You began this sales job by holding this kind of Conference. Busi­ ness and industry seminars should be arranged with proper guidance. Talks by the governor of Pennsylvania, the United States Secretary of Commerce, as well as other officials whose opinions are meaningful to the people who are considering locating and expanding then plants and industry, are of utmost importance. All ol this, of course, will acci­ dentally, but on purpose, spill over into national business publications. 1 -5- �As part of all this, "come see" tours can be planned, and figures discussed and published on your progress in recent years. Certainly an impressive picture can be painted and broadcast to the outside world. It's been said that you can't beat an empty drum, as some centers are trying to do. You have a solid record to show and to sell the world. You can have studies made by independent organizations, which will point up your attributes as well as emphasize the possibilities of expand­ ing present business in the area with a resultant increas e of job opportu­ nities. You are all the while documenting the advantage of locating new plants in the GREAT NORTHEAST. E R Substantially improving your image, as the Madison Avenueboys call it, will not be accomplished by the mere expenditure of moneybut rather by initiative, resourcefulness, and the intelligent carrying out of a program that is replete with ideas. So often, everyone is in favor of doing something new, provided it's exactly what they have been doing. This is best illustrated by the story of two General Motors men who lived out in Grosse Point, a suburb of Detroit. Over a drink one night they were talking about how long ittakes them to drive to work in the morning. The one man insisted that he did it in 20 minutes, without breaking the legal speed limit. The other man said that it wasn't possible. So they arranged to have coffee the following morning and sure enough the man drove him to the plant in 20 minutes without breaking the speed limit. When he arrived there, his friend turned to him and said, "I know, but you didn't use Route 23. " Now how many of us in our minds get on Route we do? We get into these terrific habits, and unless that way, then nothing that we do may be right. On the pen to believe that the important thing we have to do is instead of growing narrower as we go along in life. 23 in everything we proceed just contrary, I hap­ to grow broader Today there are many new and different ways of arriving at our destination. Whether you take the right road and cash in on your natural advantages depends entirely on your leadership and the cooperation of your civic groups. Your acceptance of this challenge can bring you to the future of what can indeed become the GREAT NORTHEAST. For this, both present and future generationswill owe those of you who participate an eternal debt of gratitude. Such a challenge was successfully met by Pittsburgh's business leaders, whose pioneering efforts commenced just before I left to take up residence in Philadelphia. Pittsburgh was rapidly heading downhill over a period of years until Richard Mellon, who was then serving in Washing- �ton, D. C. as Assistant To General Hers hey iti the Selective Service Pro­ gram, discovered that there were $5 million of federal funds earmarked for Pittsburgh's Redevelopment. Despite its state of decay, the city then had a Mayor who refused to accept what he referred to as "dirty Roose­ velt money. " Richard Mellon was incensed that while Pittsburgh was slipping so badly, the politicians wouldn't take the subsidy. He called a meeting of about 17 business leaders at Pittsburgh's Duquesne Club. The discussion lasted several hours, at the conclusion of which the busi­ ness community -- men and women like your selves here today -- agreed to accept the $5 million allocation and pledged the relatively small sum of $70, 000 to start what is now known as the Allegheny County Develop­ ment Council. Fromthat day on, Pittsburgh began movingtahead rapidly. This progress continues not necessarily because of the vast sums of money that have been spent but because of its business leadership and absolute dedication to the idea] that nothing shall stop Pittsburgh's pro­ gress . e 5 ■ T E p Philadelphia too has made great strides in this field, primarilybecauseof astrong Chamber of Commerce as well as a result of the Phila­ delphia Industrial Development Corporation's aggressive activity in re­ taining old industry while attracting new industry. I have over a period of many years been privileged to participate in these successful en­ deavors, which indeed have drastically changed the business climate in greater Philadelphia. What I've tried to do today is to stimulate your own thinking, rather than outline a complete program for your industrial renaissance. I do not wish to create the impression that we're experts. In my judg­ ment, there are no experts. I like that definition of an expert which says he's like the eunich -- "He knows what ought to be done but he can't do it himself. " And neither do I want to qualify for the title of an eco­ nomic orator, of which the woods are full of these days. One need not qualify forthat title to understand that the world is indeed in aperiod of expanding economy, which will continue for many years to come, despite politics, or despite minor interruptions. Your ability to realize a fair share of this prosperity depends entirely on your motivation through a strong and coordinated leadership which will brook no interference in the achievement of your goals. Ispoke of orators and experts, and it occurs to me that it's ridiculously easy to establish oneself as an economic orator junior grade with very little work and no inside information at all. One can impress friends and win bets by doggedly sticking to a simple strategy. It's relatively easy to predict no significant change, taking for granted that tomorrow will be about the same as today and next year not very different from this year. -7- �_fcj If one wants to refine this prognostication slightly, simply assume that the obvious trends will.continue. In so doing, of course, you can miss such turning points as sudden plunges in stock prices as will most of the other experts. You'll be right most of the time, and more often than not, you'll beat the market analyst and other full-time forecasters. Every intense studyof such predictions shows that theymissed the major turns more than half the time. 3 n r. a But then when you tire of economics, you can switch to meteorol­ ogy. The same basic strategy works admirably for predicting tomorrow1 s weather. If, for instance, it's sunshiny today, the odds are increased that the sun will shine tomorrow. But as Mark Twain said, "Everyone talks about the weather, but no one does anything about it." Now this seems to me to be a very good cliche to repeat this morning because this same thing has to do with business. There are a great many people who live in these communities who talk about business and who have criticism and adverse comments to make, but the important thing is to forget them. The people who think optimistically and constructively and are willing to work will help to accomplish your objective. The success of this little recipe I have just outlined suggests that professional econo­ mists are pretty naive about forecasting, all of which simply points up the necessity for ignoring the theoretical -- for ignoring the theoretical and proceeding full speedahead with a practical program -- a practical program that will accomplish what is necessary while this unprecedented opportunity exists. a Finally, I ask you to remember that this country and every facet of it was made as great as it is today by men who dreamed the impossi­ ble -- who fight the unbeatable dream and bear with unbearable sorrow and run where weak men dare not go. C a E f -8- �INTRODUCTORY REMARKS I by J. J. O'Malley, President Greater Wilkes-Barre Chamber of Commerce 0 c a Now that we have examined the importance of the image of the area we turn to a consideration of what presently is the image. Many of us locally have seen changes take place over the past few years but since "ye may be too close to the trees to see the forest" we have asked our panelists of varying areas to tell us what "they" think on the outside. Mr. Sauerteig from Smith, Barney & Company spent some time this summer selling bonds for our Wyoming Valley Sanitary Authority and had the benefit of running across a number of impressions about this area. Mr. Van Keuren, as a representative of PP&L in the field of In­ dustrial Development, has also been exposed to a number of ideas con­ cerning the image of this area since this area is a very important part of the PP&L market area. Mr. Meltzer being in a closely related field with one of the larger real estate firms in the Southeastern Pennsylva­ nia area, I'm sure, has also heard comments concerning this area. These three panelists should present us with a good idea as to what is the image. £ -■ B - I B -9- �SOME NOTIONS OF THE NORTHEAST BY AN OUTSIDER by Bernard C. Meltzer, MAI & SREA Albert M. Greenfield & Co. After that introduction I'm expected to say something brilliant. I know you've come to hear seme imaginative speeches, concepts, and ideas. As I look around at the panel I hope we can deliver. Of course, I do have one advantage over the others -- I'm 100 miles from home and that qualifies me as an expert. I have found that my degree of expertise varies inversely with the distance from home. I like 1, 000 better but 100 miles is acceptable. Since you are interested in urban revitalization, may I tell you my story that concerns St. Peter and the Devil. They were having quite an argument. The Devil was saying to St. Peter, "Downstairs we are crowded -- we're living on top of one another. Our housing is in terri­ ble shape. In fact, we have one gigantic slum. You people here have this beautiful rolling country practically unused. " St. Peter answered, "Well, I know you've had your eyes on it for a long time, and you have tried to buyit. I'm not going to sell you any part of it unless! have the assurance that someday more people will becoming upstairs to me than going down to you." The Devil replied, "Well, you're forcing my hand. Remember, we're separate entities. Under the Celestial Renewal Act, I have the power of eminent domain. I'm going to organize my own Celestial Rede­ velopment Authority, and get my experts to work. We'll work up a proj­ ect and condemn all this land. " St. Peter replied, "I realize you could do that. But I'm warning you - -if you do, it'll cost you a pretty penny because this is beautiful land. " The Devil thought for a while -- and then he started laughing. St. Peter asked, "What's so funny?" The Devil said, "I forgot. You had me worried for a while, but then I remembered. Downstair s with me I've got all the experts -- bankers, attorneys, real estate men, and all the others involved in renewal. " �1 1 1L I T I'm taking the position of the devil's advocate. I'm fulfilling my assignment in waking up the Conference. I want the Conference to get started with a bang; not an explosion, just a bang. I'm the anvil against which the subsequent speakers will beat their plow shares. You may well ask, where did I get the components of the image that I'm going to paint? As a nationally sindicated columnist, I receive as many as 1 0, 000 letters a week. Of course, all the 10, 000 letters don't concern the Wilkes-Barre/Scranton Area. But since the local media is the Philadelphia Bulletin, which extends to this area, I do get many let­ ters about this area from time to time. I also travel quite a bit. Many people outside this immediate Northeast Pennsylvania have the idea that Scranton and Wilkes-Barre are suburbs of Philadelphia. In the corridcr from Bos ton to Washington, there is a very defi­ nite image of this area. I travel the length and breadth of this corridor and I talk to public officials, community leaders, and bankers. So may I give you the "collected image" of this area, if I may call it that. G £ E F - Let me quote; "Northeast Pennsylvania was especially favoredon creation day. It has unlimited natural resources and fruitful valleys. Itis spaced with green rolling hills, flowingwith milk and honey -- popu­ lated with a vigorous, honest, intelligent, imaginative, brilliant people." Where do you think that came from? I lifted this out of the typical Cham­ ber of Commerce literature. Do you agree with that description? Most of you are probably skeptics. May I tell you, then, what the skeptics on the outside see as the image of this area. This area is viewed as one big poor house and a vast slum area. Not too long ago I was in West Virginia in a little town where poverty was rampant. One of those areas makes the slums of Philadelphia seem lux­ urious by comparison. One of my bests found out that I was from Phila­ delphia, and he sympathized with me. He said, "I know we're pretty bad down here, but you have a much worse area up in Scranton and WilkesBarre, don't you?" I quote that to show how far images go. People, in general, have animageas far as the slum aspect goes. They'll tell you stories of how they drove through this area and saw town after town of dilapidated and unpainted wooden houses. The people in Washington, fortunately not the informed people, cannot figure out why you haven't had any riots in the Wilkss-Barre -11- 61 �Scranton area. They associate riots with slums. Their computers tell them that the Wilkes-Barre-Scranton area is ripe for riots, but they can't quite fathom why riots haven't occurred. The area is also characterized by strong backs and weak minds. The coal digger is the symbol. Education is for squares. Many believe that this ar ea has achieved Utopia. The women work, the men stay home, bootlegging coal and drinking beer. In the New York area, this is the image of your area. Part of the area image is that the major export of this area is young people. They leave home because of lack of opportunity. Many persons in my age bracket run into many former residents of this area. This impression does prevail. E E E Another impression for which you are partially responsible is that the area is being sustained by federal government handouts. In general, this is a prevailing opinion. There are approximately 435 gov­ ernmentprograms under which the federal government gives aid tourban communities. I don't think the Wilkes-Barre-Scranton Area qualifies under all these 435 programs. And yet, the impression abounds thatyou are a "handout" area for all government programs. An added impression is that this is a place where industry looks for cheap labor. This image originates in Northern New Jersey and the New York area. Your past history is associated with this idea in that it relates to the garment industry. It is still haunting you today. Tied to the above impression is that this area is a place where industry does not want to face up to the non-white problem. This is a prevailing notion from Philadelphia south -- into Wilmington, Baltimore, and Washington. It is also a place that breeds prime athletes, who must leave the area in order to receive recognition by sustaining the football teams of about 100 southern colleges. I will not comment on this notion because there might be a recruiter in the audience. Another part of the image is that industry moving into the area is doing so because of local subsidies and local inducements. This is an image that floats around generally in the Northeast corridor of the United States. Many people outside your area believe that one cf the major indus­ tries of your area is repossessing television sets, washing machines, and automobiles because people can't pay for them. -12- �And last but not the least, this area is famous for its beautiful women, men who can hold strong liquor, and politicians who stop at noth­ ing to get elected. This last one needs some clarification. Politics in Luzerne County is supposed to be very dirty. This is one of the reasons why bright young men coming out of universities stay away from this area. College students won't come to this area, as a rule, because the feeling is that their profs .sional qualifications will have nothing at all to do with the position ^r the advancement they might seek. This is the image in city planning, urban economics, and other fields. Your unfavorable image never allows you to benefit from the irra­ tional decisions that are made in the selection of plant locations. You people assume that plant location is predicated on a very logical deci­ sion, as a result of experts collecting information, feeding it into com­ puters (no one uses a calculator anymore) and coming up with a deci­ sion. This may occasionally happen. Most of the time, however, plant location is arrived at in an irrational manner. I know it because I've been involved in it. These irrational decisions all resultfromwhims and fancies created by an image. If I had been the third speaker on the program instead of the first one, I would have taken a different approach. The statistics are not bad, the image is bad. And to this point, I have spoken quite frankly. One fact is evident -- you are not getting your message across. I happen to know your story. However, you certainly are hiding your candle under a bushel. What you need is a good public relations cam­ paign. You must get to the decision makers -- the image makers. You people can't do very much individually. One person can influence only a very few in his lifetime. Get to the media that influence decisions. You are well located, and have a lot going for you, both in people and location. May I emphasize again, get your message across. In the question period, I will try to sustain some of these points and give you illustrations. -13- �ffl INDUSTRIAL LOCATION FACTORS AS RELATED TO IMAGE by Charles W. Van Keuren, Assistant Director Industrial Development, P. P. &L. 'J Whatkindof image do you present of Northeast Pennsylvania when you meet and talk to people from other areas ? Do you always speakpositively about your area . . . or, mere specifically, your hometown? There are good images and there are bad images. An image is defined in part as "a mental picture of something; idea; impression. " For a few minutes I will discuss with you our observations of the image of Northeast Pennsylvania - some good - and some bad. C Speaking in terms of industrial development - how does aregion any region - acquire a poor image. £ A poor image is easily acquired by the existence of poor commu­ nity attitude and appearance, labor unrest, lack of available industrial buildings and sites, poor transportation and accessibility. Then there are those who would seek to capitalize on someone else's misfortune. We have all read and have seen the editorials and pictures which so precisely describe the scarred earth, the acid waters, and the mine fires not in our local publications, but in the metropolitan new spacers and nationally circulated periodicals. All are negative approaches to the region and present an image of devastation to people all across the country. In­ deed it is most difficult to read optimistic words or see pictures of the positive side of the coin. IE E R What has been done in this area that after World War E threatened to turn it into an economic waste land? Jobs disappeared, the population declined as many people migrated to other areas. Poverty gripped the region as the result of dependence on one main industry. But through teamwork and sheer hard work, those who remained behind built a new and solid economic base. The key to the region1 comeback has been the attraction of new diverse industry. -14- Gi �Since I960 through 1966 over 430 new industries located in the Northeast. The industries provided employment to 28, 000 men and wo­ men with annual payrolls amounting to more than $125 million. During this same period more than 160 existing industries expanded their opera­ tions. A most vitalaspect of this economic miracle has been the reduc­ tion in unemployment. In the latter part of I960 the unemployment rate in Northeast Pennsylvania was 13.75%. At the end of 1966 the rate was down to 5.2%. This is truly- a remarkable and dramatic reduction. Also included in this economic turn around was a virtual end to the outflow of younger workers. So you see -- the image cannot be all bad. [ TJ r|l '11 The driving force behind the i evitalization has been, of course, the people thems elves and industrial development groups that were formed. During the 20 year period from 1946-1966, these groups raised more than $21 millipn, created industrial parks, built shell buildings , and. sold them to new industry. Today this industrial development effort is more intense than ever and the influx of new industry continues. S What makes an area attractive to new industry? Industry con­ siders a host of factors which are essential in determining the right loca­ tion for its particular operation. The importance of each factor varies considerably according to the industry involved. There could be as many as 10, 20 or even more factors to consider. 'll I! i R R P E However, studies of case histories of plant location decisions re­ veal that 4 or 5 factors invariably stand out over all others for the major­ ity of industries. The first one is Nearness to Markets. Proximity to major consumer and industrial markets ranks high among plant location factors considered by practically every industry. Industry wants to be close to markets so they can be served efficiently and profitably. We feel that this area is at the center of the most highly concentrated consumer and industrial market in the nation. We tell our prospects this is the "Heart of the Market." Our strategic geographical location has and will continue to provide an excellent image of nearness to markets. A second prime factor is transportation. We believe Pennsylvania with a balanced transportation system of air service, rail service and highways has one of the most flexible sys­ tems in the country. PI B -15I �The completion in the near future of Interstate 80, the Keystone Shortway, as the quickest east-west super highway will immensely in­ crease the region's attractiveness as an industrial location, the scenic beauty of the Poconos will be evteh more accessible to millions of tourists and vacationers. Blend in interstate routes 81 and 84 and the turnpike and you have a network second to none in the nation. SI ■ p E E L II L F B G B I B The interstate highway is a leading factor for industry considering Northeast Pennsylvania. Interstate 80. 81, 84 and also the Pennsylva­ nia Turnpike connecting the region to the major markets in the Eastern United States and also linking us io the midwest is constantly being brought to our attention by industrial prospects. Such questions as "How soon will Interstate 80 be completed to New York City?" - or - "How far can you goon Inter state 80 ? " indicates an improving image in transportation. A third factor is Productive and Dependable Labor. This ia an extremely important consideration in the location of a new plant. We believe the northeast has a favorable labor picture to pre­ sent. There has been a continuing improvement in relations between in­ dustry and labor. In some area communities, labor-management coun­ cils have been quite effective in solving mutual problems. An outstanding example is Wilkes-Barre's very successful Labor-Management-Citizens Committee. We believe it has proved and continues to be a positive fac­ tor in creating a climate of understanding and joint responsibility in the area's labor management relations. However, aside from whatwe know of our area, on this factor we do not present a very good image! For example: 1. A prospect once toldus that he has a friend with a plant in the region who complained that the men won't work for anything but top dollar as their wives are working and making big money. The men would rather not work if they can't match or surpass the wages of their wives. 2. Another area industrialist told a prospect that his em­ ployees were paid onpiece rates. If quota was reached by 2:00 P. M. working until 5:00 P. M. could substan­ tially increase the take-home pay. He sard the plant has to be shut down after 2:00 P. M. - everyone has gone home - they don't, want to work. -16- �1 3. On the other hand, I can think of a firm which located in the area only after an exceptional selling job. The key man was so pleased with his labor experience that he was instrumental in the location of another division in the area. - 4. Consider this - there are industrial prospects who still believe that there are more strikes in the region than anywhere else in the country. In fact, one industrialist who is presently operating a new plant in the area told us that local workers will walk out at the drop of a hat for any reason. In most cases, the walk out will be of short duration, but nevertheless, disruptive. The workers'fir st thought at any disagreement is "sit down" or "walk out. " 5. Here is another area of interest for the newspapers. E fl g P A strike in Scranton or Wilkes-Barre would be front page news in New York, no matter how large or how long. On the other hand, a strike of major proportions in Brooklyn would be buried deep in the same paper.. Why? Because history describes major strikes of years passed by violence when it was the order of the day throughout the region, - the same kind of violence and startling incidences that sell newspapers. A his­ torical image we are still living with today. A major aspect of labor is availability and skills. Happily, the unemployment rate has dramatically declined. However, success brings its ownbrand of problems. While we still have alimited pool of workers, skilled labor shortages are developing. Should we be unable to meet industry's need for skilled manpower, our dramatic progress can be stifled and seriously set back. 1 □ g Educational opportunities, as well as the quality oi educational facilities at all levels are of ever-increasing importance to industries seeking plant locations as well as those considering expansion. P Muchprogress has been realized in the field of education but there must be a continuing and ever larger effort if we are going to provide the skills industry will demand in our complex society of tomorrow. A fourth factor is the availability of industrial land sites and/or buildings. Today the vast majority of new industrial operations are housed inmodern one-story buildings. This means that sizable industrial fl 0] -17- �I IJ I il land sites must be available to accomodate them. We believe the area has a good job in reserving land for future industrial use and keeping it competitive with other areas. At present over 7, 000 acres are available for future development. Here in Northeast Pennsylvania we have some of the most well planned and picturesque industrial parks that you will find anywhere. Crestwood Industrial Park at Mountaintop continually impresses pros­ pects with its attractiveness and orderly appearance. Needless to say, the area has been the leader and imitator in the erection of speculative industrial buildings. 0 IS E On this factor - we present a pretty good image •• keep in mind; however, that an industrial site must have certain basic attributes for it to be considered as a prime site - it must be accessible, have adequate water, adequate sewage facilities, adequate power, and be properly zoned. It is important to note that when an industry decides to locate in a community it buys more than a site or a building. It buys an interest in the community. This leads me to the fifth factor which is community attitude and appearance. Here is where many plant location decisions hang in balance. The $21, 000, 000 which I mentioned earlier is ar. excellent indi­ cation of community attitude. I venture to say that no similar sum has been raised by a reasonably similar area anywhere in the United States and/or the world for that matter. B B 6 E E R We at PP&L are particularly proud of the Northeast's dedicated, aggressive, and experienced groups with whom we are priviledged to work. They have been the pioneers of Pennsylvania1 s industrial renais­ sance by breathing new life and vigor into their communities. Unfortunately, while being a pioneer can build a great image, it can also be responsible for tarnishing the image somewhat. An industry that located here is a case in point. The president on a visit to his former city boasted toother industrialists on the deal he claimed to have received when locating here. This immediately set off a chain reaction of inspections seeking the big-fat deal. ..18- �1 While there may have been instances of such happenings in early industrial development programs, such isolated cases are gone forever. Local plant managers and presidents can be great image builders . . . you need them all on your side. Closely tied in with attitude is appearance. Many communities and groups of communities have been conducting clean-up and beautifi­ cation campaigns to make their towns wholesome and attractive. 13 |E IE p I g If there are those among you who would believe the location of an industrial plant is purely a matter of economics I am afraid you have been disillusioned. A few years ago we were workingwitha large com­ pany who was very much interested in Northeast Pennsylvania. Nego­ tiations had proceeded to the point where the principles were ready to give the community the green light. However, over the weekend the men decided to bring their wives in for a visit. There would be no plant in Northeast Pennsylvania for that industry. Our appearance to those wom­ en was the deciding factor. PP&L believes that, it too, has a responsibility in this aspect. Because of this, Operation Trees was established. This is along range program designed to screen and eventually cover mine spoiled areas in the northeast. So far more than 661,000 seedlings have been nlanted by 507 groups on 370 sites in 37 communities. '"Operation Trees was designed as a self-help beautification program. Its success has been achieved due to a magnificent cooperative effort by many young people and youth groups who volunteered to make the plantings. Another aspect of appearance is the recent publicity regarding the backfilling of strippings with junk autos and trashfrom the metropol­ itan areas. Without debating the goodor badpoints of theproposal - the publicity has not done our image any good. It is a matter that should have been studied indepth and completely coordinated before any kind of publicity was given. Generally speaking - on the factor of attitude and appearance - the image is good - butmuchandcontinuouseffortmust .be given to improve it. Gentlemen, today I have discussed what we feel arethe basic fac­ tors of plant location along with some actual case studies. Without a doubt - Northeastern Pennsylvania has the tools and the ingredients to as sure for itself not only continued growth but more impor- -19- F i. I �E C fQ tant, quality growth. PP&L feels that a goal of 100,000 jobs by 1975 is definitely attainable in our Northeast service area. Those 100, 000 jobs are all a part of a multiplying effect as you go along. This has been established as a goal. Perhaps, it might be a good idea if this infor­ mation were available to the people throughout this area on an annual basis. In order that the existing ingredients of the region can be effec­ tively implemented, they will require a regional team operation, with active participation by everyone - the general public-citizens' groups, Chambers of Commerce, business and labor, educational institutions and all units of government. They will require a cohesive, coordinated cooperation action program. There are evidences of this. For example, here in the Wyoming Valley, a sanitary authority of municipalities being expanded to 24, is engaged in a crash campaign to clean up area streams and rivers. Northeastern ever, the path ahead accumulated effects many we cannot now ing further mistakes p - p p, Pennsylvania has a most promising future. Howis not strewn with flowers, We must correct the of past mistakes where we can. We must pay for correct, We must, so far as possible, avoid makto plague the future. We must have new industry, growth of existing industry, slum clearance, renewal, modern business districts, clean water, clean air, adequate parking and all the other attributes of a modern, progressive, urban industrial society. And we must do these things not during a pause for repairs, but while our whole physical, social and economic world is changing at a rate unprecedented in history. I have mentioned several factor s which are important to the future prosperity of Northeast Pennsylvania. These factors - nearness to mar­ kets , transportation, labor, sites and building s, and attitude and appear­ ance, plus a people with spirit, determination and enthusiasm - have tremendous potential for growth. However, progress and pi osperity cannot be fully developed with­ out an intelligent, comprehensive, balanced program of action. 9 9 And so gentlemen, I leave you with a challenge - a challenge to fully utilize these factors and blend them into a broad and balanced re­ gional program that will provide an even greater stimulus to the contin­ uing development of Northeast Pennsylvania as ona of the most significant growth areas in Arnerica. •3 -20I �THE IMAGE AS SEEN BY THE BOND BUYER I 'D by John R. Sauerteig Smith Barney Vice President Company Ladies and Gentlemen, Mr. Meltzer has just asked me to apolo­ gize for his remarks. I don't know that any apology is necessary since much of what he said is true. I was going to try to give you an idea of what the image of your area is. I think he's covered this very well. But perhaps I can give you a little insight as to what your image is in the investment fraternity or in the financial centers of the world. I As Mr. O'Malley told you, this last June we were one of the managing underwriters for the $17 million issue of the Wyoming Valley Sanitary Authority. This made us responsible for underwriting the bond issue and seeing its successful sale. In doing this we ran into a tremen­ dous amount of resistance on the part of many bond buyers throughout the country. A new image was painted, at least for myself. I couldn't help but think of Mr. Meltzer saying, "Oh, he's an expert because he comes from 100 miles away. " I come from Fort Wayne, which is about 700 miles from here. 0 r r r An image was painted for us by these buyers. Some knew a great deal about the area. One person had a good idea of what you people were faced with, where you've been, where you are today, and where you're headed. Another buyer told me, "John, I wouldn't buy those bonds if they were 10% taxfree. The place up there is a mess -- everything's going downhill. " He pictured an area where every house was a dilapi­ dated shack, and where a great big pile of coal was out in the backyard with a mine shaft running down into the ground. Now this is obviously untrue. Probably the most common picture that we received in trying to sell your bonds was that of an area predominantly based on the coal in­ dustry fora long, long period of time. The impression created was that during the last 40 years this industry has been going downhill. Mines i -21- �p have shut down, people have moved out of the area, workers lost jobs, income decreased, and tax collections became horrible. As a matter of fact, the impression is that you people ar e so poor that some communities in the areaup here issued bonds and defaulted on their first coupon. This is a very serious thing. Knowing a little about how these financial people have appraised you, it might be helpful if we dwelt on who these people are that are making these judgments about you, and how they arrived at this image. Certainly if the image is going to be changed, it would help for you to know whose mind you have to change. A bond analyst like my­ self tends to be and is generally a pretty conservative person. Bonds are suppos edly a means of investment to guarantee a per son steady income and safety of principal, ft's not something that somebody ordinarily speculates on. As a result people will turn their backs on a bond that may be one-half of 1% more in yield or coupon, and try to buy some­ thing that they are sure about. When they analyze the credit of an area, the bond people form their image from three different sources: a a r r I B p I Number one is personal experience. This is probably the best thing that a bond analyst can bring to his job. This year the municipal bond business is going to be faced with underwriting and distributing somewhere in the vicinity of 16 billion dollars worth of bonds. Just a couple of weeks ago, there were bids on 60 separate issues. This places a huge burden on any bond analyst. It is obviously impossible to have first hand knowledge about all of these issues. He skims over the issues that he sees, and from his personal knowledge, he will make a judgment. More likely than not, he is going to form his opinion of this area in two other ways. One might be to let somebody else do his thinking for him. He can scan the Moody Rating or the Standard and Poor Rating. But there are pitfalls for the analyst in this. One rating service will give a BAA rating to an area whereas another may give it an A rating. The BAA rating means that the bond is speculative in nature and that there is something doubtful about the ability of the area to repay the prin­ cipal and the interest. The other rating service will give it an A rating, meaning that it has no doubts that the bond issue is higher and better. Financially, it is in satisfactory condition, and there are not too many doubts as to the future of its financing. The sophisticated investor knows that there are people just like themselves passing judgments and making ratings. More likely than not, he's going to do his own thinking. -22- �n r r r This is done by an examination of factual material. The bond prospectus, the official statement, trust indenture -- anything that the underwriters or the issuing body can mail to these people will serve to acquaint the bond buyer with the facts. The facts necessary are com­ posed of four separate items: First, the economic background of the area. I think you people are probably familiar enough with the economic problems of this area to know a little bit of what your problems are. You know the reasons why this image has developed. The analysts are looking for growth of industry, for steady growth, not spasmodic or sporadic -- up one year and down the next. They want to see an increase in population. They want to know something about diversification of industry and the trans­ portationsystems into and out of the area. They want to know something about the type of people in the area. Are the workers good workers? Is it skilled labor? Is it the type cf labor that is going to attract new industry? They look for the income source of the area. Basically they are trying to see if the economy is a thriving one or whether it is going downhill. Probably the poorest thing any analyst wants to see in any community is a dependence upon an extracting industry for the economic base - such industries as coal, lumber, and oil. 3 3 5 - L Second, the governmental administration of the area. Bond in­ vestors will want to see a government that is run without too many over­ bearing political decisions. They want to see programs that are sound for the area as a whole. Tax levies in the operation of government give a picture of financial stability or bankruptcy. Bond investors are con­ cerned with the limitations on the raising of taxes for the payment of bond indebtedness -- principal and interest. Third, an analysis of the debt of the community. In this respect they relate the debt to the debt of other communities. But this becomes very difficult; for like individual debt, one person can have what might be termed a moderate debt, whereas that same debt for someone else could be either very small or extremely burdensome. The ratio of net debt to assessed valuations, the ratio of debt to market valuations, the per capita market valuation, the per capita debt will all give some indi­ cation as to whether a community can carry the debt load that it has placed upon its shoulders. 0 And last is the current operating record of the community. Is the local governmental unit operating on a fiscally soVind basis or is it doing what New York City has been doing for a long period of time -- poling up deficit after deficit and going further and further into the "red" without any hope for improvement in the near future ? -23- �■ M After reviewing all of these factors, the analyst has a pretty fair idea of where the community has been and where the community is today. But of course, history isn't of any benefit to anyone unless all this can relate to the futur e. And this is what the bond analyst is really faced with. Where is the area going ? Is it going to go down? It is at this point vzhere personal experience is so important. I can cite two examples of this past summer when we were under­ writing the $17, 000, 000 bond issue of the Wyoming Valley Sanitary Au­ thority. It concerns the bond analyst of a large midwestern insurance company, for whom we had reviewed all of the factual material and put it at his disposal. He was very much interested in buying the Authority's bonds. He wanted to make a recommendation to his company, but therewere alot of reservations in his mind. Dr. Mailey was good enough to arrange a persona] tour through the area for him. After he had seen for himself the progress that was being made, a lot of false notions were despelled from his mind. He went back to his company and made a fa­ vorable recommendation to his investment committee to buy $1,500, 000 worth of bonds. j s 3 a r 5 We had another insurance company from Baltimore interested in your bonds. These people sight unseen had purchased $500,000 worth of bonds. As is their usual policy after making a purchase and espe­ cially where there may be some doubts in their minds, they wanted to make a tour through the area so that they could see how any future develop­ ment might affect their holdings. Dr. Mailey, once again, was kind enough to arrange a tour for these people. He had themmeet bank offi­ cials, employers, community leaders, and workers. After they saw the area, they doubled their commitment and bought another $500, 000 worth of Authority bonds. Now all of these people saw something up here that they were not able to see in any of the factual material. The factual material that they looked at showed a dying coal industry. No wonder the analysts did not want to look any further. This is the tragic story of an area that has gone downhill. Outsiders know what the unemployment rate has beenup here. They looked at tax collection records, some of which run as low as 55%. This is shocking when 90% to 100% tax collection is considered a respectable ratio to even merit any kind of investment at all. When they come up here, though, they see achange going on. It's a change that they feel can be sustained. There is a change in thinking within the investment community. However, there are a lot of skeptics who still point to a decreasing population and a declining economic base on which their bonds are going to be payable. 0 s -24- ��IJ D p - INTRODUCTORY REMARKS by Horace Kramer, Chairman Wilkes-Barre Redevelopment Authority ■ F ■ 0 5 s ■ i I fed ' I ■ Although it has not been too pleasant, our previous speakers have presented to us some of the ideas that are heard by people throughout the United States concerning Northeastern Pennsylvania. Our two panel­ ists will present to us some ideas as to what can be done about this image. Mr. Akahoshi and Mr. Gallagher will discuss some of the positive steps that can betaken to remove the negative image and replace it with a more positive one. Both of our panelists have had rather extensive experience in the area of constructive criticism for image changing. �r c THE DOWNTOWN IMAGE by George Akahoshi, Vice President Real Estate Research Corporation F - a - You might wonder why I'm going to talk about downtown WilkesBarre, when this Conference is really concerned with Northeastern Penn­ sylvania. But I think it's fairly obvious that the visitor to any commu­ nity or any area gets a first hand impression of the community through its downtown area. In the past, people would come to Wilkes-Barre and other cities by rail, and they would go through some of the worst parts of the community. They went from the railroad station to the hotel. Now they come into the airport and go straight to the hotel, and get their im­ pression of the community by going through, usually, the least attrac­ tive parts of the community. They don't see the best residential areas. They don't see the new industrial plants, and they don't wander around the country clubs and golf courses. If you were to invite a guest to your home, your wife would natu­ rally housecleanbefore guests arrive inorder to make a fine impression. To the visitor to downtown Wilkes - Bar re you are the hosts. The appear­ ance of the downtown area provides the sum total of the impressions that a visitor gets of the community, and certainlythe kind of impression that you have of yourselves. The casual visitor entering downtown Wilkes-Barre, first of all checks into an antiquated hotel, because there aren't any new hotels in downtown Wilkes-Barre. When he wanders around and looks for a place to eat, he finds very little in the way of alternatives. Wandering out on the street, he sees nothing but old, dilapidated buildings. He is impressed with Public Square because two sides of it have absolutely nothing on them that's impressive. Market Street has quite a few vacant stores. He looks at city hall and wonders "what is it?" Actually, it may be the wives who visited here and convinced their husbands that they shouldn't come into the area. They might have been wandering around that same downtown Wilkes-Barre. I'm painting this black picture because, truthfully, this is the situation as it is now. -27- �As you know we have just completed all of the field work and much of the analysis of our economic study for downtown. We are definitely convinced that the downtown area of Wilkes-Barre has some real po­ tentialities. I If you had been here on February 12, 1967, Lincoln's Birthday, when all the schools were out, and tried to find a parking space in down­ town Wilkes-Barre to go shopping, you would have been completely out of luck. There just wasn't any parking space. This is one of the big problems plaguing the downtown area. It requires a great deal of coopera­ tion on the part of all the merchants and busines smen in the town to cor­ rect this. a ■ p I - p Downtown Wilkes-Barre has been extremely fortunate in the past mainly because this has been a declining economic area. There hasn't been enough population growth in the area to sustain new outlying facili­ ties. Since the growth occurred so early in the past history of the com­ munity, you had a tremendous commitment to the downtown area. All of your big department stores are here and almost all of your multiple occupancy office space is downtown. The city has also been extremely fortunate because of its cen­ trality of location. Cities have certain shapes. The cities that lie adja­ cent to a waterway or large body of water like Lake Michigan and Chi­ cago can grow in only one direction -- away from the Lake. Thus the city center or the original centar 1 busines s district is right on the edgeofthe water, so that the population, with the growth of the community, keeps moving farther and farther away from the center that was originally the primary business district. These cities then become susceptible to in­ terception by shopping centers and outlying facilities of all kinds. ■- I® a !■ fa 1 This really hasn't happened in Wilkes-Barre for two reasons: the centrality which still exists means that most of the population is all around the central business district rather than on one side; and secondly, be­ cause of the declining economy, there hasn't been that much opportunity to expand. You have a kind of ready-made situation where you might be able to do something downtown before you get intercepted and get hurt very badly. We think that there is a real potential for a downtown motor ho­ tel -- a modern one with meeting facilities and restaurants. You don't have any here. The person who comes into town for the fir st time checks into one of your older hotels. The next time, he'll try to fight his way into the Holiday Inn, the Host Motel or some other outlying facility. However, from Tuesday thi ough Thursday, you can't get into these mo­ tels at all. -28- �We also think there's a market for luxury-type high-rise apart­ ments in the downtown area. n We also think that there is a potential market for office space. However, this will be a problem because you will need some kind of "packaging" in order to make the office buildings prosper. We think there is a potential for continuing increases in retail sales. You have a tremendous plant downtown as compared to a lot of other cities. You have four department store s with a combined total floor area of about 510, 000 square feet, which when combined is considered to be a big plant. - g l You could stand some good restaurants and places of entertain­ ment. We also feel that the economy of the Wilkes-Barre area, which is a part of this greater Northeastern area, has turned the corner, and that you certainly can't consider yourself a depressed area any longer. As one of the preceding speakers mentioned, "This begets its own problems. " As you grow, the opportunities for making money also grow and people think in terms of competing with downtown. The competition must be met. at least by making downtown far more physically attractive than it is today. This might mean that you have to seize upon opportunities to get new office buildings. You must do something tc beautify Main Street; make it a more attractive place for people to shop. H □ Is i e If a regional shopping center were to be built on the outskirts of the city, certainly it would be an attractive mall. Downtown must match the outlying center s not only in terms of attractiveness and interest, but also in convenience, which means thatyou've got to have good parking in the right places. In terms of comfort, there should be some way to protect the shoppers from the elements. B [H 0 There are just some of the problems. We're nottelling you how to solve your image problems downtown. But it seems to us that it is extremely important that an organization of downtown businessmen must be formed to help recreate this image, and work with the Redevelop­ ment Authority to interpret its programs to the public. Such an organi­ zation of downtown businessmen might possibly engage in development in downtown areas as sponsors themselves. ■ ■ -29- �L_-| r n F o u In many communities, the things that happen are stimulated by just one development. For example, Erie. Pennsylvania has an urban renewal program fordowntown. One of the key elements of this program was to keep the headquarter s of the General Telephone Company of Penn­ sylvania downtown. It had already received an option on an outlying site. The people in the downtown area wanted to keep it there, a parcel of land was sold to the company, and the office building is now up. This sets into motion a whole host of other problems and renovations. The old department store has already completed building a new department store in the downtown area. A group of smaller retailers are now fighting to rebuild on another site. You. might say that Wilkes-Barre is a little bit different. You don't do things the way Erie does. You may contend that you are in worse shape. But Erie had been in pretty bad shape and it is doing something about the downtown areas. Most of the older cities in fact have had real problems in their downtowns. And as another gentleman said earlier, "You have to organize to get things accomplished. You can't do it by yourself. " U & ti g E ria b ■ You may have heard about the mid-town mall in Rochester, New York. The mid-town mall is a very interesting complex in that itaccomplished one very interesting thing. There's a department store called Foreman's that is only a half block from Sibley's and McCurdy's, which are the two major department stores in dcwntownRochester. A visitor to the downtown wouldn't even have known that Foreman's was there. The mall was the reason for joining the rear of McCurdy's store and the rear of Foreman's stere which then opened out into a covered mail and actually made these main entrances to these two stores. In fact, the mall really saved Foreman's. McCurdy's is a competing store, but they cooperated with the plan and now both stores are prospering. This is just an example of the kind of cooperation which you need in order to get something done. Buffalo was areal dead town until three or four year s ago. Noth­ ing was happening downtown. It was a dismal looking place. Now, the city has amajornew office building, which was constructed by the Manu­ facturer' s and Traders Trust Company, a very attractive 300, 000 square foot building with a restaurant upon the top floor. Another firm is con­ structing "The Main Place, " which will have about 450, 000 square feet of new office space. They are planning several hundred thousand feet for small retail stores and shops. The city closed off two streets to make this development possible. . !■ -30- ■ �□ ry Possibly in a community suchas Wilkes-Barre, one of the things that might be done is tc have a brand new city hall, which certainly would reflect a better image of the community. Up until a few years ago, everybody thought that government workers should be in unclean, dis­ mal looking buildings without air-conditioning or comforts. But things have changed. In a townlike Erie, the cityhallis actuallythe bestoffice building in the whole community. These are some of the changes that you might consider to im­ prove your image in the city and thereby improve it for all of North­ eastern Pennsylvania. I* S □ B a ■ a - ■ -31- �POSITIVE ACTION TO CHANGE YOUR IMAGE by Thomas Gallagher, Consultant Mullin & Lonergan When I was first asked to speak to this group, I felt pretty good about it. I have a lot of friends in Northeastern Pennsylvania, having worked in the Pocono Mountains. Then I started to think: I would be talking to Northeastern Pennsylvanians about Northeastern Pennsylva­ nia, and I began to feel inadequate to the task. I feel somewhat like the old codger who was involved in the Johns­ town flood. Everyplace that he went, he talked about the Johnstown flood. Eventually he died. At the gates of heaven, St. Peter told him he could have any wish he wanted. The old boy scratched his head and said, " If it's all right with you, I'd like to tell everybody in heaven about the Johnstown flood. " So St. Peter lined up everybody in heaven and seated them before the old man. Then St. Peter said, " There they are. Every­ body in heaven is out there and they are waiting to hear you tell about the Johnstown flood. However, it's only fair to warn you -- Noah is in the audience." I can make these remarks short and sweet by just bringing to your attention the words of a song of a few years ago. You've got to accentuate the positive, eliminate the negative, and don't mess with Mr. In-Between. "You can't mess with Mr. In-Between because if youmake a half-way effort, you are going to do a poor job. How can you sell anything if you are not convinced yourself? You have to start thinking in a positive manner. How do you expect to sell a region if you don’t believe in the region? If you are going to complain among yourselves, you can't sell it. You will continue to stagnate. I think you are on the upswing in this area. You have been at the bottom but now you are on the way up. But you've got to sell this idea outside the region. I have heard the same comments that Mr. Meltzer heard. There are many people that come from the coal regions to escape the coal regions. They say there is no employment, no opportunity, no future. -32- �But what are the positives ? The unemployment rate is declining from 17% in 1958 to 3. 8% in 1967 and you are in proximity of the major centers of population and commerce. These have been mentioned this morning. Whataboutthe large city creeping down the Eastern Coast ? Room is going to be needed. Here is an area that can start to develop. The climate can be used in your favor, so take advantage of the proximity. Take advantage, also, of the Pocono Mountains area. The Tocks Island project is going to create the largest national park in the Northeast. In­ dustryseeking new locationhas been mentioned, but what about recrea­ tion.? This is very important. People are getting more leisure time. Where arethey goingto spend it? This is another positive point that you can sell. Transportation to the area is here. One point hasn'tbeenmentioned. It is that some industry is moving out of large cities because of fear of riots. Industryis leaving Philadelphia because it can't get work­ ers for night shifts. People are being beaten up. In this region, you have one of the lowest crime rates in the nation. Sell it# Talk about it. Talk to your friends about it. a f J j 1 If there are people leaving the region who have relatives here, certainly they can talk to those who have gone. Ask people to come back to the region. Talk in terms of the underlying strength of the economy, the Labor-Management-Citizens Committee in Wilkes-Barre, and the Industrial Development Fund. These are real positive selling points. Accentuate the positive! The next job is to eliminate the negative -- the negative connota­ tion of a depressed coal region. Mrs. Johnsoncame here. Whatdid she talk about? The depressed area of Appalachia. You are no longer a depressed area. This area is below the 6% criteria. Recently the New York City Sanitation Commissioner talked about the depressed coal re­ gions. He did not talk about the trash problem of the cities. He talked about what hauling the trash to the coal regions was going to do for the depressed coal region. It was going to create employment. There may be meritto the idea. But this needs further investigation. Thesepremature announcements make the Northeastern Pennsylvania region a laugh­ ing stock of the East Coast. People ar e now talking about not only the depressed region, but. about the depressed region which is a recepticle for trash. This is the kind of talk that must be eliminated. The median age of the workers in Wilkes-Barre has increased over thepast five years. The medianage of your working population has increased by four years because of the out-migration of young, educated, skilled workers. If you are to attract industry, this is an item that you must' recognize. -33- �L i Some of the past history of the area has not been updated. The out-migration of population has stopped in the last two years. The unem­ ployment rate has gone down. There has been an upswing. The popula­ tion is not leaving, since new jobs are being created. F 0 o 0 □ Talk in terms of developing a regional approach --a regional approach to what is really a regional problem. When people talk about Wilkes-Barre, they usually talk about the progressive and dramatic ur­ ban renewal program in the city of Wilkes-Barre. But Wilkes-Barre City and Area is still considered a depres sed coal region. While WilkesBarre and Scranton may get publicity about something progressive, the region as a whole is still considered a very depressed coal region. ■ u ■ u ■ H ■ ■ J I I -.1 p uP 0 Gentlemen, you need a regional solution to a regional problem. Comments have been made on an adver se industrial mix in terms of sluggish growth industries. The industry that has hurt is the coal indus­ try. Youhavenew industry in textiles and apparel but they are low pay­ ing and hire predominantly female employees. A concerted effort on a regional approach basis must be made to attract the growth industry into the area. Your image must be changed from within and without. What about something that can be done from within? The approach to towns and to the region is in need of rehabilitation. For people who supposedly can't afford it, there are programs rhatmake it almost impossible not to fixup homes. There ar e well over 400 statutory federal grant programs available. Take advantage of a Fix-up campaign, in an Urban Beautifi­ cationcampaign, and in a Highway Beautification campaign. Approaches to the area must be improved. Remember, there are highway beauti­ fication programs, federally financed or partially financed, and there are urban beautification programs which are partially financed. In advance of the selection of a city-manager, you should begin to discuss policies that he will be asked to implement. In this way, he will be ready to take advantage of federal programs and improve the image of the city. The central city core must be rebuilt. This is where one finds the seat of government. This is the location of the commerce, This is where one finds the cultural facilities and the colleges. Another thing that must be eliminated is provincialism. A move­ ment must be started within the region in regard to local governments-. The spirit of cooperation, where you can cooperate, must be developed. Thisisnot allScranton, all Wilkes-Barre, or all Hazleton. But you can cooperate and understand each other. Try tc find what's bestfor the region and then work at it, because what's best for the region undoubtedly will be best for all communities and cities within the region. -34- �Wilkes-Barre is working on its approaches as is true with Kings ton, Hazleton, and Scranton. Everyone is working on their approaches. If continued, this will lead to chaos or concrete all over the place. u r-1 □ In terms of highways, think in terms of regional concepts. The federal government, incidentally, is already insisting on this; many of itsprograms are becoming more and more regionally oriented. Not only the approaches to towns, but beltways around the towns must be con­ sidered. Many communities have been cut up. A great deal of country­ side has been cut up with highways. If a regional group or a regional council such as Mr. Kaufmann suggested for the great Northeast exists, such aNortheast Council can put some planning and direction into highway development. Another thing that can be donerightnow is vocational and techni­ cal education. This area has lead time. In order to attract new indus­ try, it will not arrive tomorrow. Y'ou have lead time. If you know of a way to funnel in the available resources, you will be prepared. A re­ gional council which goes out to attract new industry can talk in terms of training skilled labor. One of the sad points of a lot of our unemploy­ ment programs is that they provide training without keeping in mind the foreseeable needs. Training programs must be quickly adjusted to chang­ ing needs. You should think in terms of some of the new concepts such as population redistribution. This is a new idea of spreading cut the popu­ lation in areas not so densely populated. Be prepared. Authorization has beenmade in the Commonwealth for a bond issue for land reclamation. Take advantage of it. Youare going to be in com­ petition with the western part of the state. Since you have abandoned them, have them filled. Try to come up with a solution to strip mining without taking New York's trash. Take advantage of existing legislation to beautify the country­ side, to rehabilitate your homes, to create home ownership amongst the poor as opposed to public housing. All of these programs will not only improve the physical image, but will create jobs and improve the eco­ nomic image. Image is a reflection. Imagination comes from the same source from which image is derived. You can put some imagination into your programs, imagination into what you are doing. Talk in terms of not only imagination but pragmatism. -35- �How about housing? What de you do about it? I believe the Rede­ velopment Authority in Wilkes-Barre is quite concerned with housing and has put out extensive market reports in housing and housing availability. It has made projections. FHA has put out a booklet which identifies the housing market. Your analysis of the Wilkes-Barre--Hazleton Standard Metropolitan Statistical Area Housing Market for the February 1967 re­ port can give you currently available projections based on what industry is coming into town. Again, you have lead time on this so that entre­ preneurs can build housing, which incidentally is one of the leading eco­ nomic factors in attracting industry. Incidentally, your housing is not considered too progressive in Northeastern Pennsylvania. I am told by Mr. Horace Kramer of the Redevelopment Authority that the local Chamber of Commerce had a special committee working on this very problem two years ago. He says that the committee's work was finally finished because it was found that the situation that did pertain 5 or 6 years ago with new industry coming in and not being able to find adequate new housing for the executive staff has been reversed. May I close with one remark. How can youdo it? Mr. Kaufmann this morning mentioned the 100, 000 Pennsylvanians selling and promoting the economic growth in Pennsylvania. What do you think about 10, 000 Northeastern Pennsylvanians, or even 5, 000 Northeastern Pennsylva­ nians, promoting and selling the economic growth of Northeastern Pennsulvania? What if everyone of you businessmen and everycne of you bankers, in fact everyone of you, started to talk to people with whom you deal? Start talking in terms of locating.here. Impress upon them your positive image. This applies to people who have relatives outside of town. Set up 10, 000 Pennsylvanians for Northeastern Pennsylvania -selling Northeastern Pennsylvania on a regional basis. Think of it in terms of that song that says: "Whenever you are really down and out the only way to go is up! " Yes, you have been down and out, but, you are going up. By the way, the title of that song is, "Hey! Look Me Over. " g -36- �« i « 9 J INTRODUCTORY REMARKS 11 by £ Mrs. Donald Bennett, President Junior League of Wilkes-Barre ■ L. H (W Our speaker this afternoon is an individual who has a great deal of experience and knowledge of our area. In his varying capacities, both on the state and federal level, he had dealt with Northeastern Pennsyl­ vania. Since it is the consensus that the only way that we can go is up, perhaps he will trace for us what the area should be and also what it could be. There are many factors to be considered in looking at the future of Northeastern Pennsylvania. Since he had a hand in lying the groundwork for the future of Northeastern Pennsylvania, I think that Mr. Walker's remarks will be quite thought provoking. in — n ID -37- �YOUR IMAGE -- TODAY AND TOMORROW by David M. Walker, President David M. Walker Associates, Inc. Of course, I'm always delighted tobe in this area. I have a natu­ ral feeling for this section of the state. I have been traveling up here since early in the 1930's and I see out in this room many faces that are not only familiar but have the warmth of friendship. First let me take the opportunity of congratulating the College. I wonder sometimes if we realize how important this kind of conference is and what it does to the topic of image. We Would suffer a great loss without these institutions of higher learning and withouttheir willingness to assume the responsibilities which are inherent in their training of people to face the future. We are indeed fortunate that they have the courage and the ability to convene this kind of a meeting. I offer them c ong r atulations. r L B" F E E I I had a part in the fir st Community Growth Conference. I've been with youbefore, but it's always great to realize that these things can and do happen because of the energy and the ingenuity of people. And that word "people" and the subject assigned me today -- "The Image of the Future" -- brings me to a story by Myron Cohen, one of my favorites. It concerns a person who had a business in Jersey City during World War II. He made a lot of money, but after the war the business started going downhill, and so in desperation he moved it to Dallas, Texas. He worked like a "dog" for seven years. He built up a fine business, a good inventory, and a good cash flow. Soon solicitors for the United Jewish Appeal came around to see him and they said, "Sam, you came down here seven years ago with a bad business. You've worked hard. You've made it a good business. We now think it's time that you took your place of responsibility in the community. We have you down for $25,000." Sam said, "You're right. Seven years ago I brought down here a declining business. I have worked like a "dog" and now I've got a good business. " And Sam continued, "In Jersey City, I have a Mama in an institution and do you knowhow much a Mama in an institution costs in Jersey City? It's expensive. In Jersey City, I have a papa in a hos­ pital. Do you knowhow much a papain a hospital costs in Jersey City? -38£ I �It's a lot of money. Igot a daughter married to a "no-goodnick, " divorced and with two kids. Do you know how much it costs to raise, feed, clothe and to educate two kids? Believe me, it costs plenty. Now, if I ain't helping them, what makes you think I'll give to you?" r I'm sure that you know about the technical side of the renaissance ofthis area. The people who spoke to you this morning ar e probably more knowledgeable than I in some of these fields. When I first came up here in the early 1950's King Coal was indeed very sick, dying. Being prin­ cipally a one industry area, those were hectic days. But it didn't take long to recognize that the biggest single asset in this area was the people. I say to you candidly that it took this kind of people to survive that kind of economic chaos. There was working in this section an absolutely unstoppable force determination of the peo­ ple. It is possible that some of them were not even conscious of it. Some simply accepted the word of their leaders and those who came to give leadership. ■ ! This area was determined that it would become an area with a diversified economic face. There were skills, abilities, and the deter­ minations to put on that face so that it would be a solid one on which to build. This was not easy. You should have attended some of the meetings in this area where workmen stepped forward to give one day's salary of their month's pay to try to instill the-kind of determination that would not brook failure. Determination is still the greatest single asset of this area. It is, in fact, the image of the future. What are all these programs we are evolving in dealing with property renewal all over the world but a means for dealing belatedly with people renewal ? What is Congress really con­ cerned with when it meets to pass legislation aimed at a new way of life in America? It is really dealing with people. This area suffers less from the problems of society than most. Actually, our core cities all over the United States are becoming repos­ itories for the problems of this society. We now face the consequence of having built a suburbia without any real understanding of what had happened to our core cities. The image of the future is that this is a responsibility of all of us and notthe responsibility of one political subdivision. Nor can the adverse impact be contained withinthat physical and political boundary of a core city. We must begin to look at the problem as one that belongs to all -39- �■ the people. And we must begin to have the moral and political courage to marshall not only our determination but our energy to find the solu­ tion. '4 This great area is going through a pericd of transition. You picked yourself up from the canvas a good many years ago. You have lived through the era of the garment industry fleeing New York when the woman became the wags earner. Something was lost, but not lost nearly as much as that which is . disappearing in our major cities. You kept something very precious. You kept something that is in real danger to­ day. You kept a close family unit. You kept a closeness wherein each member of the family had a concern for the welfare and the future of the other even to the point of sacrifice. If you will look around our country today in those areas where there are seas of despair instead of lakes of life, you will see that we are moving away very rapidly from that family consideration into almost a tribal way of life. This is perhaps because we were negligent in not injecting the characteristic of decency, oppor­ tunity, and hope qualities, which we now realize are so important. We are trying frantically tc create programs to do this very job. Because until such time as we do, the public relations cf a magic wand to destroy poverty in one year will not be the answer. r 11 In this area, you have met the challenge to build one of the finest areas in the country. You had sc much to overcome -- the image of un­ due industrial strife, the image of houses that had not been painted for a long time, the image of despair, and the image of everybody fleeing. (I’m on the Boardof Directors of the Frankford Hospital. -- We recruit nurses from this area to our nursing school.)' An unhappy American once said, "The greatness of America was in her smaller towns -- their ability to create great menand their inabil­ ity to keep them. ■ As with the core of the major cities it becomes more and more essential that the smaller communities like those that exist up here be­ gin to accept more and more the responsibility of leadership. What will that leadership mean for you in this period of transition? It will mean that you should begin to diversify the economic face of your industry. A great college in the city of Philadelphia made a study of your five coun­ ties in 1954. The study concluded that by any criteria of success, this is the area where industry could settle in the future. I can vividly recall a meeting in Harrisburg with the Cabinet and the governor. We had with us engineers from Baltimore who worked on the turnpike and financial experts from Philadelphia and Pittsburgh. I re- -40B �member their telling us how aNortheast Extension just was not economi­ cally feasible. They even proved it. They bolted their briefcases and prepared to leave. Then the Governor of Pennsylvania, John S. Fine of your area, said, "Gentlemen, let's come back, sit down, and find out how we do it, not how not to de it. " And today, coming up that extension, it was a wonderful thing to see the traffic moving both ways at a count that maynotyet quite be self-sustaining but certainlyis an indication that very shortly it will be self-sustaining. The image of the future for this area is to produce the kind of people who can now devote some of their energy to the other important things of an area such as beautification, the kind of school systems that junior executives will want to have their children attend, and the building up of the higher institutions of learning so thattheymake their full poten­ tial contributions to the sum total of the whole region. Everyone must accept the responsibility and display that energy, determination, ingenu­ ity, and conviction that this is and can be one of the great areas of the world. An image is something that comes from within, if you take away the cold analysis of economics. It's something that comes from the hearts and minds of people who live in an area. It has something to do with their willingness to give of themselves to combat the problems that confront them. If I were to define the image of this area, I would say that nowhere in the United States have people done so good a job and accomplished so much from what was such a tragic situation. I am reminded of sitting on a diner's stool with a mayor who had just been frustrated by an action of the fathers of this particular community when he was trying so des­ perately to get something moving. His last words were, "Well, that's my first effort, the next one will work. " And it did. This area is in the area renewal process and needs it probably more than any one section of the State. This area must face with moral courage and political courage the problem of people renewal. There must be those people who are dedicated and will give of their time and attention to the cultural things of life so that this may become more of a cosmopol­ itan area in every sense of the word. But principally, if you are to grasp the image of the future and send it abroadnot onlyin our land but all over, you must keep alive this drive for the people who want something better for their children and to keep right on wanting it because this is significant in our philosophy. I am not at all afraid of the economic, industrial, commercial future of this area. We are going to have 65 million new Americans in this country living on the Atlantic Seaboard in the next two decades, and these ar e conservative figures. You cannotescape the influx of industry and the influx of people. You have to have the courage to be ready for -41- ��1 I ] 1 "PHILLIPS 66" I REMARKS OF THE MODERATOR by I I I I E I I X I ! James Lee, Assistant Editor Times Leader Evening News For the next hour we will breakdown into relatively small groups for the purpose of considering specific questions concerning the image of our area. This type of discussion formulated by Dr. John Phillips, a Professor of Psychology at the University of Michigan, is known as "Phillips 66". He observed that, in a series of experimental discussiongroup sessions, the optimum size for group discussion is most often six persons. A group smaller than this may not be able to keep discussions going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by various Chambers of Commerce and similar organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to well-known problems. The role of the discussionleader, is to keep the conversation on the subject, to keep track of what is said, and to summarize any conclu­ sions the group may reach. It is particularly important for him to see that everyone has an opportunity to speak. He must endeavor to avoid dominating, himself. His main function is to get the ideas of others. Each table has a chairman who is responsible for a discussion of three major questions: 1. In order of importance, what are the three foremost "image creating" problems which are responsible for our present out-area "image"? 2. What actions can be taken to correct these difficulties ? Ey whom? What would it cost? Who would pay? When should they be taken? Why? How? » I ■ 43 - I �What recommendation does this group make to get action underway? At the conclusion of the hour, we will then consider the recommen­ dations made by the various groups The following is a summary of the discussions held. Although considered by independent discussion groups, it was possible to arrive at a consensus. The following, in outline form, are the foremost "image­ creating" problems, responsible for the present out-area "image": PROBLEMS Appearance and "Bad Image" Label a. physical - strip mines \ b. depressed (poverty ) area - unpainted company homes c. air pollution - burning culm piles I Attitude emphasis on negativism - local news media b. defeatist attitude of electorate c. indifference of general citizenry Political lack of regional approach fragmentation of units of local government lack of code enforcement Labor-Management 1ow paving, labor oriented industry out-migration of youth lack of technical-vocational skills strike ACTIONS Appearance Concerted effort by all levels of government and the private sector in land reclamation and beautification. (This point was strongly emphasized by every discussion group. ) - 44 - �Attitude vigorous and continuous public relations program, both within and outisde the area newsletters brochures radio and television programs local news media - accentuate positivism (A change in the tone of presentation of local news was very strongly urged by many discussion groups. ) Political consolidation of schools and governmental units use of professionals (Council-Manager, etc. ) creation of regional planning agency Labor-Management a. attraction of selective industry b. improved relationships through labor-management-citizens com­ mittee improved vocational-technical training Most discussion groups were uncertain about the costs involved in any of the above-mentioned action programs, since costs would be depen­ dent on the scope of the activities. Funds for the programs could be defrayed by either public expenditures at all levels of governments or by local contributions. The one point stressed by many participant groups was that programs should be structured on a regional basis. Most action programs were related to already existing institu­ tions and organizations, such as: public utilities Chambers of Commerce colleges news media Economic Development Council of Northeastern Pennsylvania county governments Two new organizations that were suggested were a regional plan­ ning agency and a Committee of 10, 000 for Northeastern Pennsylvania. One of the several conclusions can be drawn from the above: (1) the attendees at the Conference are not aware of the fact that the in­ stitutions and organizations working in Northeastern Pennsylvania are air eady engaged in a number of the action programs suggested; or, (2) the - 45 - �above organizations need to recast their role and assume new functions to assist in bettering the image of Northeastern Pennsylvania. REC OMMEN D A TIONS The discussion participants most strongly urged recommendation revolved around "the regional approach" to both problems and solutions. Every problem and action program discussed (from citizen awareness to zoning) was tinged with the idea of replacing provincialism with re­ gionalism. It apparently has become crystal clear that the economic sur­ vival of this part of the state must rest on a solid foundation of coopera­ tion and coordination. It has become evident to many working on improving the region that a few tiny islands of "good image" cannot for long remain afloat in a sea of "bad images". DISCUSSION LEADERS Dr. Donald Buzinkai Leon Case Dorothy Cohen Carroll D. Colby John Cronin Richard J. Cronin Vivian P. Edwards, Jr. William Gelb Edward Heiselberg Arthur Johnson Hugh King Mary Kramer Howard Muir a John Radkiewicz Emerson Ramage John Schmitt Thomas Shelburne Wilbur Shorts Edward Sites Donald Smith Edward Wassell Robert Wilson - 46 - �k INTRODUCTORY REMARKS 1 I I I I I I by Reuben H. Levy, Chairman Wyoming Valley Sanitary Authority We have come to the conclusion of the Conference with the vary­ ing ideas that have been discussed today. To conclude the Conference, we have asked a gentleman whose position as a news director has cer­ tainly dir ected him to give a great deal of time and thought to the problem of the image of the area. He is also an excellent choice to discuss and summarize the many ideas concerning image that have been brought forth today. Mr. Bigler has had many opportunities to act as a critic of the area but his criticisms have always been constructive. His sum­ mary may not be strictly but should be very informative. I I [ 1 r i i •• 47 - �■] ] a 1 I I I i I I I I I I I s U APERCU by Tom Bigler, News Director WBRE-TV Thank you. After that introduction, I wish that the floor would open up and I could disappear, because I couldn't possibly live up to it. I have no prepared speech. I reneged on this because of what "Apercu" means. The free translation is what we have learned today, a precis of what we have gone through. You have done that. Each of you in your dis­ cussion groups has done that for us. We have heard this all before. Many of the criticisms that were made about our community today have been heard before. We knewthem and had verbalized them many times because they are remnants of a past that is all too obvious. The thing that we haven't been able to get through has been the changes that have taken place slowly over these twenty years. At least we may not have recognized the effort that has been made in the commu­ nity and which is beginning to bear fruit in an increasingly rapid manner. This is evident in one example this year, that is the land use forecasts made in the Lackawanna - Luzerne Transportation Studyand releasedby the Committee in April. They show a wholly new picture of what is going to happen in Northeastern Pennsylvania. The turning point has been made. In the last three years, a tre­ mendous "grow-up" has taken place. Young people are not leaving at the rate which they were five years ago. We are developing a new industrial base. We have more jobs than workers. We find a rise in our wage levels. We are making substantial public and private investments in housing. There is a renewed or a new attitude by our financial institu­ tions in the problems of the area. They have become the spark plugs of the industrial renaissance that is taking place in Northeastern Pennsyl­ vania. You can see this just by looking at what has happened to the bank assets and the savings and loan association developments in this area in the last fifteen years. - 48 - �------ ______ __________ 1 1 1 I I '0 I q I lu u 0 ■ ■ L I J 8 Our problem, of course, is to get that story out to the outside world, and to some degree to ourselves as well. We do have regional organizations that are at work, such as the Economic Development Coun­ cil, which does cover 7 counties in Northeastern Pennsylvania. Although it is primarily a research organization, it could, by its leader ship, estab­ lish possibly a companion organization for the type of public relations which so many of you have proposed as desirable for this area. Please do not confuse publicity or public relations with news. In defense of our news media, it is one thing to inflate the good aspects of an area at the expense of its defects, and it is quite another thing to tell the story as it is. If the story had not been told and if we do not con­ tinue to tell the story as it is, no action will be taken. In spite of all the good things that have been done, there is still a great deal more that needs to be done before we are out of the woods. When we were walking over to the Arts Center this morning, Tom Shelburne said to me, ''The whole problem boils down to at least two problems: that of appearance and that of poverty. 11 Of course, we came by the poverty lable out of necessity. We needed federal and state assistance and we pleaded our case and pleaded it so well that we had to bear the lable. As a matter of fact, we have done so well that we no longer qualify for the full economic aid that once existed ten years ago or even five years ago. Some of us have been reluctant to let this go and stand on our own feet, but the time has come now to stand by ourselves. And we will. We'll have to. The image problem that we have outside, however, is undeniable. It reminds me of something that Mr. Levy said this morning. He men­ tioned the way communities have pulled together in the face of disaster, whether it was a flood, a fire, or a neighbor who has been severely troubled. I would guess that to some degree our image is a disaster. The solution that has been proposed by almost every table today is one that aims to overcome this fractionalism of small communities and that parochialism that has pulled us apart. An effort must be made to bring us together. Whether these goals will be achieved depends a great deal on you. Perhaps the thingthat givesus the greatest hope and the greatest courage is that evidently we know ourselves and we are willing to goto work. The job is up to you. I - 49 - �ROSTER OF ATTENDANCE Name Affiliation Position Ace, Edward B. Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Director of Industrial Development Aita, Judith Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Health Educator Trainee Akahoshi, George Real Estate Research Corp. 420 Lexington Avenue New York, New York Vice President Arnold, Thomas King's College Wilkes-Barre, Pennsylvania Associate Professor of Economics Bacon, Allen E. Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Executive Director Beard, J. Ralph Luzerne County Cooperative Extension Service 5 Water Street Wilkes-Barre, Pennsylvania Associate County Agent Beard, Mrs. ShirleyP. Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Program Director Belardi, Fred Lackawanna County Planning Commission County Administration Bldg. Scranton, Pennsylvania Junior Planner - 50 - �Bell, Mrs. George T. Welfare Planning Council 243 S. Franklin Street Wilkes-Barre, Pennsylvania Member Bennett, Mrs. Donald Junior League of Wilkes-Barre Chase Corners R. D. 3 Shavertown, Pennsylvania President Benscoter, Mrs. Ruth Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Health Educator Bierly, Mrs. R. M. League of Women Voters 222 Wyoming Avenue West Pittston, Pennsylvania President Bigelow, Clifford W. Wyoming Valley Motor Club 303 Market Street Kingston, Pennsylvania Manager Bigler, Tom WBRE-TV 62 South Franklin Street Wilkes-Barre, Pennsylvania News Director Braden, Mary Beth Arthur D. Little & Co. Cambridge, Massachusetts Staff Member Bromfield, Forrest Luzerne County Housing Authority 639 South Main Street Wilkes-Barre, Pennsylvania Secretary Treasurer Brotter, Marvin Associated Planning and Development Services 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Burke, Don 27 Center Street Forty Fort, Pennsylvania �1 Burke,, Mrs. Frances 98 South Franklin Street Wilkes-Barre, Pennsylvania Burke, John A. Roushey, Smith, & Miller 189 Market Street Kingston, Pennsylvania Professional Engineer Buzinkai, Dr. Donald King's College Wilkes-Barre, Pennsylvania Assistant Professor Cadden, Paul E. Pennsylvania Bureau of Employment Security 49 South Main Street Pittston, Pennsylvania Manager Caruso, A. J. David M. Walker Associates Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania As sociate Case, Leon E. Jr. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Executive Director Chaplinsky, John Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Service Manager Cohen, Dorothy Family Service Association of Wyoming Valley 73 West Union Street Wilkes-Barre, Pennsylvania Executive Director Colby, Carroll D. Welfare Planning Council Room 822 I.B.E. Building Wilkes-Barre, Pennsylvania Executive Director Corcoran, Richard P. Pennsylvania Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Assistant District Manager I I 1 'I I I L 8 ID I 1 I I I I K lb �1 I 1 1 1 II Coslett, Blanche First National Bank of Wilkes-Barre 11 West Market Street Wilkes-Barre, Pennsylvania Director of Advertising Cox, Robert Economic Development Administration Veteran's Administration Bldg. North Main Street Wilkes-Barre, Pennsylvania Area Director Crahall, Adam C. Commonwealth Telephone Co. 100 Lake Street Dallas, Pennsylvania Marketing Staff Assistant Cronin, John Pennsylvania Power Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Development Coordinator Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Crosby, J. Muir Northeastern National Bank 67 Public Square Wilkes-Barre, Pennsylvania Executive Vice-President Davidson, John S. Pennsylvania Power Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Vice President Northeast Division Diehl, Frank Department of Community Affairs 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Staff Downey, James T. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Acquisition and Disposition Officer Dressier, Mrs. Ethel West Pittston Women's Club 410 Luzerne Avenue West Pittston, Pennsylvania I I I 1 I I J I J I I I i: I t Program Chairlady of the Conservation Department �Dunleavy, Anthony David M. Walker Associates 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Staff Member Dunn, John J. Human Resources Development Center 13 East South Street Wilkes-Barre, Pennsylvania Manager Dzuris, George Housing Authority of the County of Luzerne 410 East Church Street Nanticoke, Pennsylvania Board Member Earley, C.A. Pennsylvania Power &r Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Edwards, V. P. ,Jr. Northeastern National Bank and Trust Co. Wyoming Avenue & Spruce Street Scranton, Pennsylvania Vice President Epps, Richard Federal Reserve Bank of Philadelphia 925 Chestnut Street Philadelphia, Pennsylvania Economist Farley, Dr. EugeneS. Wilkes College Wilkes-Barre, Pennsylvania President Farrell, James A. Housing Authority of the City of Wilkes-Barre 210 Franklin Federal Building Wilkes-Barre, Pennsylvania Executive Director Fladd, Albert Wyoming Valley Sanitary Authority 332 Hughes Street Swoyersville, Pennsylvania Member Frankowski, Bernard, Jr. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member �c I I I I I I I I I I I I I I I I I I I Flanagan, Jean Lackawanna County Planning Commis sion County Administration Building Scranton, Pennsylvania Assistant Admi­ nistrator France ski, Benjamin First & Farmers National Bank 815 Main Street Forest City, Pennsylvania President Gallagher, Thomas Mullin & Lonergan Associates Inc. 8040 Roosevelt Blvd. Suite 211 Philadelphia, Pennsylvania Consultant Gelb, William Housing Authority of Luzerne County 54 Gordon Avenue Wilkes-Barre, Pennsylvania Vic e - C ha ir man Gerdes, M. A. , Jr. Bell Telephone Company of Pennsylvania 5 3 Public Square Wilkes-Barre, Pennsylvania District Manager Gieda, Edward Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Coordinator Gilbert, Walter Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Supervising Sanitarian for Luzerne & Colum­ bia Counties Glawe, Mrs. John League of Women Voters 29 Hanover Street Wilkes-Barre, Pennsylvania Vice President Goodman, Mrs.Mary Plymouth Business and Pro­ fessional Women's Club R. D. 1 Plymouth, Pennsylvania Member �n I I I I I I I I I Griffin, Tozia Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Halesey, Joseph Hanover Township 566 Main Road Hanover, Pennsylvania Commissioner Hart, Samuel Arthur C. Kaufman Associates 1617 John F. Kennedy Blvd. Philadelphia, Pennsylvania As sociaf e Heidel, William C. Luzerne National Bank 118 Main Street Luzerne, Pennsylvania Staff Member Heiselberg, Edward Luzerne County Planning Commis­ sion 67 Public Square Wilkes-Barre, Pennsylvania Director Heiselberg, Mae League of Women Voters of Wilkes-Barre 70 Summit Road Mountaintop, Pennsylvania Member Hepner, R. M. Humble Oil & Refining Co. P. O. Box 126 Avoca, Pennsylvania Sales Representative Herschenfeld, Art Howell & Jones Blue Cross Building South Franklin Street Wilkes-Barre, Pennsylvania Staff Member Hoblak, William Harvey's Lake Borough 66 Lakeside Drive Harvey's Lake, Pennsylvania Secretary Johnson, Mr. Arthur King's College Wilkes-Barre, Pennsylvania Instructor I I I I I I I i I �a I I I I I I I I 1 I I I I I I I I I I Jones, Mrs.Benjamin III Junior League of Wilkes-Barre 146 Yeager Avenue Dallas, Pennsylvania Chairman, Public Affairs Juba, Bruce Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Kane, Paul A. Pennsylvania Bureau of Employment Security 35 East Union Street Wilkes-Barre, Pennsylvania Employment Service Supervisor Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Regional Solid-Waste Coordinator Karns, John O. Ballard, Spahr. Andrews & Ingersoll 1035 Land Title Building Philadelphia, Pennsylvania Kaufmann, Arthur Arthur C. Kaufmann. & Associates 1617 John F. Kennedy Blvd. Philadelphia, Pennsylvania President Kearney, Edward Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Program Director-Job &: Manpower Development &c Training King, Hugh Economic Development Council of Northeastern Pennsylvania First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kramer, Horace Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Chairman Bond Counsel �□ I I I I I I I I I Kramer, Mrs. Mary League of Women Voters of Wilkes-Barre 21 Mallery Place Wilkes-Barre, Pennsylvania Member Krammes, Therold E. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Sanitarian Lacy, James O. Lacy, Atherton, & Davis Hotel Sterling W. Market & River Sts. Wilkes-Barre, Pennsylvania Architect Lakatos, Dr. Nicholas Wyoming Valley Sanitary Authority 143 East Broad Street Nanticoke. Pennsylvania Laidler, Clarence Luzerne County Zoning 67 Public Square Wilkes-Barre. Pennsyl vania County Zoning Officer Lashford, Edgar Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilke s - B ar re, Penns ylvania Executive Vice President Lee, James Times-Leader Evening Hews 15 North Main Street Wilkes-Barre, Pennsylvania Assistant Editor Leib, Matthew First Federal Savings & Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania President Levi, Henry Wyoming Valley Sanitary Authority 103 South Prospect Street Nanticoke, Pennsylvania Member Levy, Reuben H. Wyoming Valley Sanitary Authority 33 Reynolds Street Kingston, Pennsylvania Chairman I I I I Member �I I I I I I I I I Lonergan, John E. Mullin & Lonergan Associates Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Associate Lonergan, Michael J. Mullin & Lonergan Associates Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Partner Long, Joseph F. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Board Member Macialek, Joseph Cooperative Extension Service Room 321 Post Office Scranton, Pennsylvania Area Resource Development Agent Macpherson, Mrs. Elizabeth Y. W.C. A. 40 West Hampton Street Wilkes-Barre, Pennsylvania Executive Director Malast, Michael Planning and Zoning Commission 541 Andersen Street Wilkes-Barre, Pennsylvania Member Mailey, Dr.Hugo V. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Director Makarczyk, Barney Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilitation Specialist McCartney, Agnes T. Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Executive Director McCarthy, James Hanover Township 8 Park Avenue Lee Park, Pennsylvania Township Commissioner I I ■ I! II I I �11 ’ I I I I I I I I I I I I I I 11 i McGee, James Lackawanna Ccunty Planning Commission County Administration Building Scranton, Pennsylvania Director of Community Programs McGrady, Ellen Laflin Borough 67 Market Street Laflin, Pennsylvania Councilman McLaughlin, M. J. Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania Personnel Manager Meltzer, Bernard C. Albert M. Greenfield & Company Walnut & Jumper Streets Philadelphia, Pennsylvania MAI, SREA, ASA, CE, PE Michelini, Dr. Francis Wilkes College Wilkes-Barre, Pennsylvania Dean of Academic Affairs Miller, Diane Department of Housing and Urban Development Philadelphia, Pennsylvania Staff Member Mirmak, Joseph Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Specialist Miura, Howard Wilkes-Barre City Planning Commis sion 46 Mallery Place Wilkes-Barre, Pennsylvania Executive Director Mullen, Leo P. Department of Community Affairs 321 Chamber of Commerce Bldg. Scranton, Pennsylvania Staff Member Mullin, Gerald M. Mullin &c Lonergan Associates, Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Partner �o I I I I Nomer, Howell F. Wyoming Seminary North Sprague Avenue Kingston, Pennsylvania Dean Novak, Sophie Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Administrative Assistant O'Donnell, Thomas Housing Authority of the County of Luzerne 886 Franklin Street Wilkes-Barre, Pennsylvania Board Member O'Hara, V. T. Greater Pittston Chamber of Commerce Miners Bank Building Pittston, Pennsylvania Executive Vice President O'Malley, J. J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President Owens, Elaine G. Housing Authority of the City of Wilkes-Barre 210 Franklin Federal Building Wilkes-Barre, Pennsylvania Administrative Assistant Parker, Robert Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Director of Public Relations Paterson, Mrs.Sally Tom Hart, Realtor 25 West Market Street Wilkes-Barre, Pennsylvania Saleswoman Peel, Joseph Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to the Superintendent Perkins, Clement W. Wilkes-Barre City Planning Commission c/o Peoples National Bank Edwardsville, Pennsylvania Chairman I I I I I I I I I I �a I I I I I I I I I I I I I I I I Pomeroy, John R. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Project Coordinator Price, James E. Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pennsylvania Executive Director Pugliese, Patrick Wyoming Valley Sanitary Authority 126 South Welles Street Wilkes-Barre, Pennsylvania Member Radkiewicz, John Lackawanna County Planning Commission City Administration Building Scranton, Pennsylvania Planning Director Ramage, Emerson WILK 88 North Franklin Street Wilkes-Barre, Pennsylvania Business Manager Regulski, Henry Redevelopment Authority of the City of Nanticoke First National Bank Building Wilkes-Barre, Pennsylvania Staff Member Ridall, Hugh M., Jr. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Board Member Ronall, Andrew Ronall & Son 681 Main Street Edwardsville, Pennsylvania Contractor League of Women Voters Ross, Mrs. Richard M.Jr. 574 Charles Street Kingston, Pennsylvania Rubin, Roger David M. Walker Associates, Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Member Associate �□ I I I I I ’ I I I I I I I I I I I I I I Russin, Simon S. Wyoming Valley Sanitary Authority 136 Maffett Street Plains, Pennsylvania Member Samuel, J. Russell Luzerne Electric Division - U. G, I. 247 Wyoming Avenue Kingston, Pennsylvania Sales Manager Sauerteig, John R. Smith, Barney & Company Philadelphia National Bank Bldg. Broad & Chestnut Streets Philadelphia, Pennsylvania Vice President Saunders, R. Harold Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to the Superintendent Schinski, Donald Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Schmitt, Carl J. , Jr. Wilkes-Barre City Planning Commis sicn 198 North Main Street Wilkes-Barre, Pennsylvania Board Member Schoonhover, W. S. Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Planning Consultant Schoonover, William Redevelopment Authority of the City of Wilkes Barre First National Bank Building Wilkes-Barre, Pennsylvania Schwartz, Harvey David M. Walker Associates, Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Real Estate Director Associate �□ i I I I I I I I I I I I I I I I II Shane, J. B. Bell Telephone Co. of Penna. 120 South Franklin Street Wilkes-Barre, Pennsylvania Divisions Operations Manager Sharpe, Kay Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Executive Director, Carbon County Action Committee for Human Services Shelburne, Thomas P. WNEP-TV Wilkes-Barre/Scranton Airport Avoca, Pennsylvania Shipkoski, John Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania General Manager Staff Member Shipula, Anthony, Esq. Wyoming Valley Sanitary Authority 319 First Street Wilkes-Barre, Pennsylvania Member Shoemaker, JohnN. Wyoming Valley Sanitary Authority 20 Abrahms Drive Wyoming, Pennsylvania Member Shorts, Wilbur Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Director Sites, Edwin A. Department of Community Affairs 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Regional Coordinator Slesinski, Mary Laflin Borough 56 Market Street Laflin, Pennsylvania Councilman Smith, Donald D. Smith, Miller, & Associates 189 Market Street Kingston, Pennsylvania Professional Engineer �□ I I I I I I I I jI I Smith, Robert Lackawanna County Planning Commission County Administration Building Scranton, Pennsylvania Senior Planner Snyder, WilliamG. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Sobota, Raymond J. , Esq. Wyoming Valley Sanitary Authority 760 Miners Bank Building Wilkes-Barre, Pennsylvania Member Spitale, Charles Wyoming Valley Motor Club 303 Market Street Kingston, Pennsylvania Assistant Manager Stocker, D. N. Pennsylvania Power & Light 36 North Main Street Wilkes-Barre, Pennsylvania Manager, Area Development Stortz, Ben, Col. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Sugarman, Howard Redevelopment Authority of the City of Hazleton 219 East Beech Street Hazleton, Pennsylvania Member Sugiyama, Dr.Yasushi Wilkes College Wilkes-Barre, Pennsylvania Assistant Professor Summa, Andrew J. Department of Community Affiars 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Planning Analyst Sword, William O. Petroleum Service Company 49 Dana Street Wilkes-Barre, Pennsylvania President �o I I Szot, Bernard L I I I I I I I I I I I I I I I I Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Townend, Frank, Esq. Dallas Township 1400 Miners National Bank Bldg. Wilkes-Barre, Pennsylvania Financial Analyst Solicitor Troxell, Mrs. D. H. League of Women Voters 1320 Wyoming Avenue Forty Fort, Pennsylvania Treasurer Tucker, Richard Department of Housing 8c .Urban Development Philadelphia, Pennsylvania Staff Member Tuhy, Philip R. Institute cf Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Associate Director Van Keuren, Charles Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Assistant Director of Industrial Development Vincent, Lee Radio Station WILK 88 North Franklin Street Wilkes-Barre, Pennsylvania Sales Manager Wagner, William H. Buchart & Horn York, Pennsylvania Representative Walker, David M. David M. Walker 8c Associates 121 South Broad Street Philadelphia, Pennsylvania President Wall, Dr. P. J. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Treasurer �I i 1 Li' Cl I I - I I I I I I I I I I I I I I I I Walsh, Eugene F. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Relocation and Project Management Officer Wassel, E. Wassell & Pyros Town Hall Building South Washington Street Wilkes-Barre, Pennsylvania Architect Wideman, Edward Board of County Commissioners Court House North River Street Wilkes-Barre, Pennsylvania County Commissioner Williams, JosephA. Joseph A. Williams Agency 39 North Franklin Street Wilkes-Barre, Pennsylvania Insurance Wilson, Robert C. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Assistant Executive Director Yankowski, Edward Zoning Board of Adjustment 77 Hudson Road Plains, Pennsylvania Member Yoniski, Thomas Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Financial Analyst Yurkavage, Andrew Wilkes-Barre Township Planning & Zoning Commission 771 Lehigh Street Wilkes-Barre, Pennsylvania Member Zalesky, Edward Penns Woods Girl Scout Council 383 Wyoming Avenue Kingston, Pennsylvania Executive Director Ziolkowski, Leonard Monroe County Planning & Zoning Commission 612 Monroe Street Planning Director Stroudsburg, Pennsylvania 82953 �10D01L0201 WILKES COLLEGE LIBRARY u I I I I �k J 3 gi g g I J I g i n J � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Seventh Annual Community Growth Conference, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/fc0b78be962099e608cba8448f74c03a.pdf ac678ed9e70cd49c7d5479cc352f9c4e PDF Text Text REPORT ON INSTITUTE FOR I KEYSTONE JOB CORPS CENTER PROGRAM ARCHIVES f HV69 - W682 CONDUCTED BY INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA I l ��hRCHIVES HV4,9 WSS, I J I I I ��I. Very few problems i THE PROBLEM American society >re as complex as the prob- lems of youths between sixteen and twenty-two who havenotbeen adequately prepared for our techological society.. As long as there was ample opportunity in the economy for un- skilled workers with a minimum of education, most educators could afford to continue the traditional selection process. Lives adversely affected by this selection process were not any central concern. Now we are in the midst of such basic social changes affecting the entire fabric of our society that the systmatic use of our manpower has become the focus of a new public policy. Some of the changes are tre- mendously far-reaching: First, a rapidly developing complex, industrial society which requires that its functioning members be highly literate, able to learn and re-learn skills as minimal conditions for economic security. Second, a rising level of affluence which makes further material goals for many individuals somewhat subordinate but related to the kind of personal identity which will make life more meaningful. It is a tragic enough that these several million out-of-school and out- of-work youth are the most wasted resources of our nation. The tragedy is compounded for our affluent society in that most of this pool of human resources-frustrated and disorderly-will end up on the welfare rolls. �I I I I I I I I I i As we shift from an economy of scarcity to an economy of abundance, and as the need for a skilled labor force becomes more pronounced, maxi­ mum manpower development becomes a criterion of successful human 3 development. New public policy dictates that a systematic program be developed for these undereducated and culturally-deprived youth to assist them to find a meaningful role in our society. 1 The Centers will deal with the problem of unemployed female youth between the ages of seventeen and twenty-two who are not in school. Thus the function and role of the Job Corps Centers are intended to provide job training and placement opportunities for a clientele oftentimes submerged and lost in many communities. !F J 3 J) The Center will provide specialized and intensive service to dis­ advantaged female youth who are: a. Out of school, and b. Unable to find or hold suitable employment without further special schooling and/or training; c. School dropouts; and d. From an environment which results in a significant combination of the following characteristics: r J J J (1) Unskilled; (2) r Member of a minority group; (3) Under motivated or unrealistically motivated; or (4) A problem of social adjustment interfering with employment. 2 �Inevitably it will be a role in guiding educational programming and counseling. It is also inevitable, then that these Centers have been called to play a vital role in working with those millions of young people, who must still be prepared to play a useful role in the society. The Job Corps Centers are asked to succeed where other institutions have failed. deprived youth. They must regenerate the hope and motivation of this They must fathom the suppressed capabilities of youth and teach the youth to believe in themselves. They must provide training and placement opportunities which are relevant and real. They can only accomplish these objectives if they offer a significant human relationship, a human relationship which encourages, teaches, and rewards hope with training and a job. The Centers will reach out to these young people. They will help them overcome the disadvantages environment has laid on them; help them gain the motivation, the confidence and the capabilities they need to get the jobs that will place them on the road of useful productive lives. These Centers can attain the objective set forth in public policy if their staffs understand the tasks before them, learn the culture of the undereducated, and acquire new tools and techniques. In a very real sense, the Centers will be advance posts in the war against poverty. This is a proposal to offer in-service training to the administrative personnel of the Keystone Job Corps Center for women operated by Radio Corporation of America at Drums. ���CURRICULUM III. ■ 1 I. THE SUBSTANTIVE COMPONENT The purpose of the substantive component is to enrich and deepen rl understanding, and to frame it in the larger perspective of American !■ Society and its dynamics. A. The following topics will be included: American Society and the Dynamics of Social Change Here the nature and structure of American Society will be looked 1 I 1 3 at in an historical perspective. The significance of the shift from a trad- ition-oriented to a change-oriented society will be explored in the context of what factors make for social change. The implication of the presence of these factors in today's American society will be explored. B. The Urban Community: Organization, Problems and Prospects This area will seek to provide information and insight into the economic, political and cultural life of the modern city with special '] reference to the inner-city. Analysis of the demographic and class struc­ ture of the city and the social institutions of urban life will be included. Problems arising from economic and technological change, political apathy and inefficiency, community disorganization, slums, urban renewal, mass education, and various forms of social pathology will be examined. The potential for urban social development and improvement will be J reviewed, and proposals for urban reorganization and reform will be 1> discussed. L ?i 6 'I �I C. I The Culture of Poverty and the Problems of the Poor On this subject an intensive view of the composition of the poor will be offered i. e. , the aged, the unemployed youth, the chronically ill, families without wage earners, the under-educated, etc. I I The reaction of various personality types, ethnic groups and age groups to poverty in a society where prosperity contrasts sharply with privation will be examined. The living conditions, ha.bits, orientation and motivation of people caught in slum situations will be outlined. Problems such as the response of poor people to repeated failure, non-use of welfare services detrimental family life attitudes and exploitation of the poor will be looked at. The aim of the poor and the effects upon poor people of limited education, un­ fl employment, lack of constructive leisure and lack of a wholesome community [ I environment. 'E d E D. This area will focus upon the shift which has occurred in society's 1 1 61' ' 1 iL Human Development and the Poverty Cycle 1 view of poverty. dimensions. Today's view places emphasis on the preventive measures which have their base in the development of the individual in every dimension - social, physical, psychological, political and economic, as well. E. It 'll II II Historically poverty has been seen in its economic The Lower Socio-Economic Family The standard picture of the American middle-class family does not necessarily obtain among the poor. 7 The impact of poverty upon family �structure, patterns of child-rearing, role identification, attitudes and 1 ] value orientation will be examined. action among family members, the self image maintained and the differentiation of responsibility. t I Attention will be paid to inter­ F. Educating the Poor Attention will be focused here upon the special problems of both reaching and teaching not only the children of the poor but their parents. The role of education as a means of breaking the poverty cycle will be IJ I 1 [ examined in the context of its position as a key agent in the socialization of the child and its importance in upgrading his social and economic life. Problems faced by schools in attempting to meet their responsibility for educating the poor will be dealt with and their implications for education as an institution. E ■I C i; - ii 1 i 1 1 1 1 1 G. Housing the Poor Any understanding of the poor requires a basic knowledge of the role that substandard housing plays in adding to the distress caused by low income. This subject area must include knowledge of the urban resi- dential pattern, changes in the housing market and an analysis of substandard housing districts. The special problems of the poor pertaining to the shortage of low-income housing, over-crowding and slum conditions, housing exploitation and evictions will be looked at. The relationship of housin'? costs and conditions to family health, budget, recreation, safety and education will be reviewed. Programs to relieve housing need, such as 8 �I 0 8 low-rent public housing, urban renewal and relocation, and self-help neighborhood improvement projects will be described and evaluated. H. I I I Employing the Poor The problem of gainful employment is central to a knowledge of the poverty stricken. The structure and changes within the local labor market accutely affect the earning prospects of those who depend on wages for subsistence. The impact of technological shifts, employment innovations and rising educational requirements on the poor will be examined. A review of the roles of employment services, labor unions, vocational educa- I q tion and the use of volunteers will be provided. Analysis of these factors together with an assessment of the present employment needs and potentials of the low income population will be carried out in the light of present i I I I I 1 & a public and private manpower development activities. i. Health and the Poor The health problems of those living in poverty are not restricted to such things as the higher incidence of Tuberculosis nor the lack of pre-natal and post-natal care and the resultant higher infant mortality rate. Attention will also be paid to the problems of providing health care to the poor, the kinds of services in existence and needed, the attitudes essential to follow-up and follow-through between patient and service. a J. 1 :l J 'I Mental Illness and the Poor In this area an attempt will be made to see mental illness and the mental health in the context of the life-style created by poverty. 9 J The �kinds of mental illness found among the poor, the mental health services available to them and an analysis of the relationship between mental illness and social class will be explored. K. Human Services and the Problem of Bureaucracy The poor are usually engaged with private and public agencies set up to render services to them. The problems of conducting such agencies to provide maximum services represents a primary consideration in any campaign against poverty. To gain a knowledge of the process of linking agency skills and resources to those who are poor and in need, requires a grasp of agency structure, policies and limitations. The problems of agencies, such as personnel turnover, heavy caseloads, community relations, budget deficiencies and inflexible programs will be examined. The diffi­ culties experienced by the poor in relation to agencies because of the psy­ chology of dependence, family disorganization, time lags in provision of serivces and lack of education will all be treated. This area of study can provide an insight into the crucial juncture of agency activities and the - individual poor person or family under the conditions of social service in urban centers today. L. Strategy and Tactics of Human and Social Change Breaking the cycle of poverty frequently involves inducing social change in human situation and in institutions.. This area of study will include an examination of the psychology of change i. e. , suspicion of novelty, inertia, resistance to change, reactions to change and confusion 10 ��THE ACQUISITION OF SKILLS I The purpose of the acquisition of skills component is to review the competences of the ICC staff in the interviewing and counseling areas, and then to enlarge upon it with those skill areas which may prove relevant to JCC operation. A. The following areas will be included: Interviewing and Counseling Techniques JCC staff will be provided with a review of basic concepts of interviewing such as aims, types of interviews, setting, rapport, simple interview schedules, recording information and impressions, limitations of interviews for counseling and motivational purposes, and the use of 8 interviews as sources of information for community problems. The problems of utilizing interviews among populations with limited verbal ability, limited education or blocks of reserve or suspicion will be treated. 8 8 I I 1 1 1 1 The difficulties of interpreting interview results conditioned by distraction, evasion, apathy and partial responses will be emphasized. The aim of instruction in this skill will be to develop an ability to use the interview skill effectively with disadvantaged youth characterized by a high level of social problems. B. Techniques of Making and Reporting Surveys The goal of this skill area component will be to provide JCC staff with the ability to make a basic, simplified survey of conditions that are likely to exist in socially and economically deprived areas in which dis- advantaged youth reside. Samples of surveys in housing, recreation, 12 �employmen:, family structure and other community problems will be presented for analysis. The variables, common biases, recording techniques, and tabulation methods for simple surveys will be presented. of reporting results will be described. Various methods JCC staff may be given the oppor­ tunity to conduct simple demonstration surveys as part of field visits. L C. Group Discussion and Meeting Techniques JCC staff will be given the opportunity to observe, lead and I participate in various kinds of group discussion meetings, including formal and informal small groups, neighborhood meeting groups, etc. , as part of JCC's out-reach into the community. The process of preparing for meet­ ings, generating publicity and interest, forming or helping to form an agenda, promoting follow-up discussions, maintaining order, reporting and following up on resolutions and recommendations will all be discussed. J In addition, the task of working with committees will be examined, and the 1 0 difficulties of functioning with inexperienced and uneducated populations 1 I 0 Q 1 I 1 I 1 will be analyzed. D. Problem Development The aim of the JCC management staff in this skill area will be to gain a comprehension and ability in designing program outlines and preparing for their implementation. Special attention will be given to demonstration of program development in areas of service to disadvantaged youth. The difficulties of program design with limited resources will be stressed, and JCC Managers will be encouraged to make maximum use of brain- 13 �E storming ana creative development of program ideas. The JCC managers will then be asked to develop a sample program prospectus that will include background information, goals, methods, program components, administrative charts and budgets for the sample programs. The problems of working on a small level in the local community and of encountering vested opposition, unrealistic bureaucratic obstacles and competition with other programs will be stressed. A full discussion and evaluation of other community resources and the use of volunteers will be held with the managers as well, 11 E. Observation, Assessment and Evaluation Techniques This skill area will have three basic foci. I I ■ I I i provide the kind of observation skills which will permit the JCC staff to increase their awareness of and sensitivity to individuals and groups. The second major focus will be to prepare JCC staff to observe care­ fully existing programs directed toward serving the disadvantaged youth and analyze them. The determination of program gaps, inadequacies, extensions and’change potential will be examined. ' J I One focus will be to The necessity of techniques for the building in of program evaluation within the programs will be dealth with. The various techniques of program assessment and evaluation will be explored. Where possible JCC staff will be asked to provide case studies of program evaluation for their previous experience. A third focus will be on the newer kinds of assessment procedures for 1 youth, such as work sample, work adjustment, motivational assessment in addition to the more typical psychological testing methods. 14 I �£ ii ■r F. Elementary Techniques of Basic Education For Disadvantaged Youth This area will seek to provide the volunteers with both an under- standing of the blocks to learning faced by disadvantaged youth who come from disadvantaged and poverty-laden backgrounds and the elementary skills essential to surmounting them. Techniques and materials to be used in such basic education programs will be examined and used with JCC staff. G. £ 1 I J A basic knowledge of local agency resources and typical problems of referral choice and contacts will be provided JCC staff. unfamiliar with agency forms and requirements will be reviewed. incomplete case records, conflicting problems and demands and limited The use of social service exchanges, city in­ formation departments, health and welfare directories and council orders and recommendations will also be presented. 15 I 1 The problems of follow-up among populations with high residential mobility, 1 1 1 I The difficulties of referral when dealing with citizens who are weary of social agencies, and resources will be studied. I i Referral and Follow-Up �IV. PROGRAM KEYSTONE JOB CENTER I 8 INSTITUTE Wilkes College Note: All sessions are held in Stark Hall, Room 133 on the Wilkes College Campus. Monday - January 9 9: 00 a. m. Orientation 8 Dr. Eugene S. Farley, President, Wilkes College, Wilkes-Barre Dr. Hugo V. Mailey, Director, Institute of Regional Affairs, Wilkes College Dr. Eugene L. Hammer, Professor of Education, Wilkes College Dr. William A. Shine, Director, Keystone Job Corps Center I r r i i I 1 I 1:30 a. m. The Potential of the Job Corps Meeting at Luzerne County Juvenile Center North River Street, Wilkes-Barre Judge Richard Bigelow Tuesday - January 10 9: 00 a. m. American Society and Social Change Dr. Jaroslav G. Moravec, Chairman, Sociology Department, Wilkes College Wednesday - January 11 9:00 a. m. Families of Low Socio-Economic Status Miss Dorothy Cohen, Director, Family Service Association of Wyoming Valley, Wilkes-Barre I 16 * �£ Thursday - January 12 Working in Philadelphia's Grey Area 9:00 a. m. Rev. Thomas J. Ritter, Executive Director, Opportunities Industrialization Center, Philadelphia Mr. Charles Connelly, Administrative Head, Youth Opportunity Centers, Philadelphia Friday - January 13 I Visit to Grey Area in North Philadelphia 7:00 a. m. Mr. John Dunn, Director, Youth Opportunity Center, Wilkes-Barre £ Monday - January 16 The Formative Years 9:00 a. m. Dr. Robert C. Riley, Chairman, Psychology Department, Wilkes College [ Tuesday - January 17 a Adolescence in Poverty 9:00 a. m. Dr. Carl Nitsche, Consulting Psychologist, Children's Service Center, Wilkes-Barre Wednesday - January 18 J Poverty and Education 9:00 a. m. Mrs. Marie Duke, Former Director, Coordinating Council on Education of the Disadvantaged, New York City 1 I Thursday - January 19 Poverty and Work 9:00 a. m. Mrs. Harriet Reynolds, Assistant Director, Education and Youth Incentives, National Urban League, New York City I 17 I �Friday - January 20 9:00 a. m. Philosophy of Counseling Dr. Robert C. Riley, Chairman, Psychology Department, Wilkes College 1:00 p. m. Testing Techniques Mr. Joseph Kanner, Director of Testing Service, Wilkes College Monday - January 23 9:00 a. m. Counseling the Poor Mr.s. Mary H. Ward, Home and School Visitor, Dallas Tuesday - January 24 9:00 a. m. Mental Health in Poverty Dr. Sidney Altman, Director, Montgomery County Mental Health Clinics, Norristown Wednesday - January 25 9:00 a. m. Poverty's Educational Deficiencies Mr. J. George Siles, Assistant Professor of Education, Wilkes College Thursday - January 26 9:00 a. m. D e v el oping a Personality in the Job Corps Dr. Martin G. Cline, Assistant Director, Institute for Youth Studies, School of Medicine, Howard University, Washington 1:00 p. m. (Continuation of Morning Session) 18 �a L £ Friday 9:00 a. m. ry 27 Examination for Credit and Evaluation Miss Barbara Welliver, Instructor, Sociology Department, Wilkes College Concluding Session - Evaluation 0 12:00 noon Presentation of Certificates Dr. Hugo V. Mailey, Director, Institute of Regional Affairs, Wilkes College D S 0 0 (I a a i 19 i �V. SUMMARY OF REMARKS BY LECTURERS AMERICAN SOCIETY AND SOCIAL CHANGE Dr. Jaroslav G. Moravec Chairman, Sociology Department Wilkes College I I. Traditional values of American society A. Central stress upon work and personal (occupational) achievement B. Puritan morality and humanitarianism C. Pragmatic orientation D. Forward movement E. Material gratification F. Strain toward equality G. Freedom and the tolerance of dissent H. Technology - mastery over nature Pluralistic view of social power I. J. Individualism r II. Emergent values - social and cultural change A. B. C. D. E. F. G. H. I. Rising standard of living and planned obsolescence Increasing leisure and short-run hedonism The democratization of comforts Increasing economic security Growing power of pressure groups Growing international interdependence and vulnerability Relativistic moral attitudes Conformity to the group Equalization of roles of men and women u L 20 �i. FAMILIES OF LOW SOCIO-ECONOMIC STATUS Miss Dorothy Cohen Director, Family Service Association Wilkes-Barre 10 I. Definitions of Poverty A. B. C. D. E. Fi LI n o a a a -rt II. Who Are The Poor - Characteristics A. B. C. D. ■ i EI1 J ■I B I I E. F. in. Mental suffering and defeatism among the poor Numbers in "the other America. " Not visible in society Families with female heads 1. Greater economic risk 2. Lower income 3. Working wives and mothers 4. The Aged The Working Poor Summary Living Conditions of the Poor A. B. C. IV. "Those who expect no change for the Worse. " OEO Scale Public Assistance Social Security Meaning of Life Conditions Implications Case Example What Can Be Done A. B. Possibilities and risks in guaranteed minimum income 1. Reasons for poverty - Dr. Ner Littner Working to break the vicious cycle 1. Needs, problems, and hopes of the adolescent girl 2. Ground Rules for Working With the Poor �I E E 8 ■ PHILADELPHIA PROGRAM Mr. Charles Connolly Administrative Head, Youth Opportunity Center Philadelphia A. Operation of a Public Employment Service in a Metropolitan Area 1. 2. B. Philadelphia Outreach Program 1. 2. 3. C. B B I I I E 0— D. Purpose Organization Types of cooperating agencies Population Served in Philadelphia's Grey Area 1. 2. T L Kinds of offices Function of offices Characteristics Experience in Placement and Training Programs Job Corps 1. 2. 3. Experience with Job Corps by Philadelphia Youth Opportunity Centers Recruitment Possibilities for New Center Suggestions for Job Corps Recruitment and Administration I I i I I F ■ 22 �i i I £ E THE FORMATIVE YEARS Dr. Robert C. Riley Chairman, Psychology Department Wilkes College I. A. Fallacy of the Single Cause (1) No single answer to complex behavior (2) Committment to concept of Multiple Motivation B. Heredity and Environment (1) Extremists on each side waste a lot of time arguing importance of each (2) Heredity and environment represent a pseudo-problem. They say there is interaction between heredity and environment. (3) Hereditary potential and environmental stimulation (4) Birth Injuries Childhood Illness Glandular Disorder Stultifying Environment C. Instinct (1) Much controversy over usefulness of concept of instinct. Danger of Circular Reasoning. (2) Descriptive vs. causal distinction D. Human Nature (1) Behavior only characteristic of Humans should be called "Human Nature" [ 0 s a a i I i Understanding best by certain pitfalls in thinking in Human Behavior II. Interaction of Heredity and Environment A. Powerful role of pre-natal environment (1) Mother's nutrition and effects of poor diet (2) Mother's reproductive system and birth defects (3) Maternal infections (4) Alcohol and Tobacco (5) Emotional experiences of mother B. Effects of Class Memberships (1) Studies of "learners" vs. non-learners (2) Special language development in "lower" classes (3) Language Retardation and Reading Retardation (4) Middle Class Orientation of School and effect as product of lower class ■ i i I i 1 I 23 ��IB ;d I E 5 POVERTY AND EDUCATION Mrs. Marie Duke Former Director Coordinating Council on Education of the Disadvantaged New York City [ I. A. B. C. E D Need for encouragement II. Choice of vocations A. B. HI. ;.J1 3 I I V. need for vocational training need for occupational training Recognition of self in each Corpsman A. B. C. D. E. 3 academic gaps individual effort Economy and society in change A. B. IV. self pride self confidence motivation for self advancement problems fears interests aspirations capacities to fulfill above Value of group approach to problems A. B. C. D. workshops seminars continuous process of training learning I 25 �i 10 g I E [ B 0 VI. Work culture A. B. C. D. VII. labor laws labor management relations collective bargaining advancement Values in life A. B. C. experiences in the arts books and readings politics I I J I I I | I 26 �[ i .. POVERTY AND WORK Mrs. Harriet Reynolds Assistant Director Education and Youth Incentives National Urban League New York City I 1 ] [ I. D D D fl A. Incompatibility of poverty and work B. Need for money, not retraining 1. low wage earners 2. unemployed 3. handicapped 4. welfare recipients c. Poverty as class, not racial problem 1. low income 2. little or no education 3. inadequate housing 4. poor health a i I I fl Introduction II. Employment A. B. C. III. Decrease in Negro employment since 1954 Decrease in Negro median income since 1954 Decline in unemployment rate for Negroes -- 1961-1966 1. among adult men not teenagers Retraining and Job Corps A. Scholastic profile B. Personal characteristics C. Record of Job Corps 1. high dropout rate 2. not in area of training I >I I 27 �Need for Changes for a Successful Program A. Involvement of enrollees 1. group discussions 2. decision making roles Improvement of self-image 1. weight 2. grooming Individual-oriented curriculum 1. little regimentation 2. flexibility of approach 3. complete absence of military environment ��V. Client Attitudes and Problems A. B. C. D. E. F. G. Attitude toward compulsory counseling Relation to environmental problem "Failure" complex Hostility Sexual conflicts Race-Religious-Ethnic Prejudice Dependency Reactions I I 1 II ! I 30 �b 0 0 fl fl fl a i i I I I I I TESTING TECHNIQUES Mr. Joseph Kanner Director of Testing Service Wilkes College A. Assessment and measurement of human abilities and capacities B. Definitions and descriptions: 1. Individual and Normative Measurement 2. Meaning and function of learning a. verbal b. non-verbal c. perceptual C. Effects of deprivation, frustration, and failure D. Assessment and measurement as a guide to education and training 1. relationship of defined goals 2. relationship to need satisfaction E. Description, function, interpretation, and application of tests 1. Mental ability tests as defined by intelligence quotients: a. Revised Beta Examination b. Chicago Non-Verbal Examination c. Otis Quick-Scoring Mental Ability Tests d. Henmon-Nelson Tests of Mental Ability e. California Test of Mental Maturity f. Wechsler Adult Intelligence Scale g- Stanford-Binet Intelligence Scale h. Leiter International Performance Scale 2. Aptitutde tests as defined by unlearned performance a. Minnesota Clerical Test; for perceptual speed and accuracy b. Purdue Pegboard; finger dexterity, speed of arm movements, eye-band coordination c. Multiple aptitude Tests; Two-dimensional and Three-dimensional visualization 3. Achievement as defined by recall and application of learned material a. Standard Achievement Tests b. California Achievement Tests c. Multiple Aptitutde, and Achievement Tests d. Mechanical Comprehension Test, Bennett e. Mechanical Aptitude Test, O'rourcke General Clerical Test f. g- Wide Range Achievement Test 31 �fl fl 4. 5. F. Objectives 1. Normative date for comparison with general educational and occupational populations 2. Normative date for comparison with job requirements 3. Differential diagnosis for accurate assessment of individual capacities, achievement, and functionary levels G Recommendations: 1. That all testing be performed with groups small enough so that maximum accuracy can be sustained 2. That individual retesting be conducted to clarify any contradictions or incompatability of results derived from group tests 3. That classes and training procedure be organized with the highest correlation between capacities and job objectives to minimize the added frustration of failure Bl 1 I I I I h. Slosson Oral Reading Test i. Gray Oral Reading Test Occupational Interest as defined by job description preference a. California Occupational Interest Inventory b. California Picture Interest Inventory c. Hackman-Gaither Interest Inventory d. Kuder Preference Record Personality as defined by expressed attitudes and feeling, problem a. California Test of Personality b. Mental Health Analysis c. Mooney Problem Check List d. S-O Rorschach Test I I I I 32 �COUNSELING THE POOR Mrs. Mary H, Ward Home and School Visitor Dallas Helpful Hints to the Counselor A. "An understanding heart" 1. Empathy 2. Sympathy 3. Case history of the Hewitts The ability to communicate 1. Understanding what is said 2. The counselor being understood 3. A caution on the use of professional jargon 4. Case history- Migrant Program A true concern for others Sincere desire to help Avoid vicarious probing 3. A sincerity of purpose Case history - Bensons Important Aspects of Counseling A. Building confidence in personal worth 1. Highlight positive aspects 2. Recognition of shortcomings One thing around which to get life oriented Counselor must be worthy of respect 5. Case history - Hannah Bims What to say, when, how, how much No right or wrong approach Subliminal cues Intuitive response Case history - Silsons Pointing the way to obtainable goals Direct counsel Indirect counsel 3. Value of peer group Attitude of the Counselor A. Patience - a caution on too tight structuring 1. Work slowly 2. Expect delays, regression B. Helping others without making them weak C. Hope �i ! 1 ] ] J 1 I MENTAL HEALTH IN POVERTY Dr. Sidney Altman Director Montgomery County Mental Health Clinics Norristown I. Definition A. B. II. Development of Mental Health A. B. C. III. I c. V. I B I - self-esteem - self-control - identity Deprivation - "desert", emotional cultural Deviant subculture - "jungle", external danger Unstable family - absent father, dominant mother Lack of social organization - apathy - alienation - confusion Problems: A. B. ! Love - warmth, trust, confidence, worth Limits - conscience, standards, society Family - sexual indentification, sublimation Influence of Poverty A. B. C. D. IV. Mental Health Poverty 1. annual income 2. (sub) culture(s) Pre-school, school, vocation, family Mental illness 1. psychosis (schizophrenia) 2. borderline states, personality disorders 3. more children needing help Influence of imigration, prejudice Treatment A. B. C. D. E. Social class and treatment Social psychiatry - community psychiatry Community Mental Health Center - total social-medical care Modified approach - group, family, individual Self-help and self-improvement 34 �ru POVERTY'S EDUCATIONAL DEFICIENCIES Mr. J. George Siles Assistant Professor of Education Wilkes College r I. Development of Language Patterns in Children A. B. C. D. E. 1 II. Environmental Effect Upon Language Development A B. C. III. 1 I I I B. VI. I ! ! I f VII. Lock-step approach 1. Cessation of development of reading skills Status of the Environmentally Deprived Youth Relative to Language Arts Development and Achievement A. V. Nutrition Family Society Common Practices in Public Schools to Enhance and Modify Language Pattern Development A. IV. Listening Speaking Reading Writing Interrelationships for four language areas Deficiencies which inhibit growth 1. Nutrition 2. Experimental 3. Educational Typical Achievement Levels Group Reaction and Discussion of Previous Information and Descriptions Group Development of Reading Program in Keystone Center Discussion of Bibliography 35 �E DEVELOPING A PERSONALITY IN THE JOB CORPS Dr. Martin G. Cline, Assistant Director Institute for Youth Studies School of Medicine, Howard University Washington 0 I. E El A. B. II. 1 ] in. c. Preschool child Kindergarten and elementary school child 1. rejection of self or school 2. affection learning situation Adolescent child 1. rejection of self 2. rejection of community Role of Job Corps I B. C. I Self depreciation, and submissive manipulation Guilt complex and group self-hatred Peer culture and rejection of white culture Assertion of Negro superiority and nativism Negro Race Relations A. B. IV. Logic of Brown vs. Kansas, 1954 Adoption of Negro community to negative judgment 1. acceptance of negative properties 2. rejection of negative properties Response of Negro Behavior A. B. C. D. I 1 i American Society Dis confirmation of learned hypotheses 1. techniques of instructors 2. work-orientation, not play-orientation Job Corpsmen - "hard core" or "soft core" poor Management problems 1. racial separation 2. non-assurance of job placement 3. national and international affairs �VI. WILKES FACILITIES The Institute of Regional Affairs has prepared this proposal for the in-service training program of staff members of the Keystone Job Corps Center at Drums, Pennsylvania. A three-week vestibule seminar has been planned as an inter-disciplinary basis. In the planning of the program, it was recognized that such College and community resources as are necessary will be made available to the program participants. In addition to the College staff and knowledgeable I people in the Community consultants from leading colleges and universities f will be invited to exchange experiences with the Keystone personnel. In a short training period, it is impossible to cover every aspect of the culturally deprived females between fifteen and twenty-one. No amount of thought and concentrated information and knowledge, as impor- I tant as it may be, can provide the vitality of personal involvement with poverty and poverty youth. In order for the program to provide staff members with an educa­ tional opportunity dealing with the deprived females, it was agreed at a pre­ liminary session on November 14, 1966, between Dr. William Shine, Director I I 1 I of the Keystone JCC, and Mr. William Connolly, Operation Analyst of the Keystone JCC, and the Institute of Regional Affairs Council that the success of the program could be assured if the seminar was held on the campus. 37 �Fl J The campus is within walking distance of those community agencies The Youth J which presently deal with the families of the deprived youth. n Opportunity Center, whose personnel was given an in-service training pro­ d gram by the Institute of Regional Affairs, is only two short blocks from D the campus. A wholesome and pleasant rapport is maintained with the staff of this center. The participants, new residents of Luzerne County, can visit a wide j range of places in Wilkes-Barre, including employment agencies, police, 1 probation officers, state correctional institutions, Juvenile Court, and a a a many social agencies. Library and dining facilities will be easily accessible to the JCC staff. i i ! i I I ! I 38 �VII. ACADEMIC CREDIT The Job Corps Center program carried a value of three credits J of undergraduate work listed in the Wilkes College Bulletin as Sociology 252-Fields of Social Work. Credit was granted on the basis of additional reading and a satisfactory grade written examination. Textbook and other readings were designed to supplement the program provided by the visiting speakers. Although considerable interest in academic credit was expressed during the planning stages of this project, only two participants actually sought this E credit for their efforts. I I I 1 I I B J [ I J I 39 �0 n vm,. 5 INSTITUTE STAFF EVALUATION At the close of the Institute Program participants were asked to respond to several questions on an Evaluation form. It was the purpose of this proce- dure I I (1) to examine the degree to which the Institute program achieved the objectives established for it, (2) : 3 to discover the appropriateness of the program for those participating, and (3) to assess the general success of th Institute. Participants responded by completing the evaluation form. D L The items included in this questionnaire are listed below together with a sampling of the 1 1 replies. I perform produced some difference in individual expectations, but there was a It appears that most participants had a clear understanding of the objectives of the Institute program. Variety in the specific tasks these staff members will consensus on the basic purposes of their study together. Many reported favor- ably that the program had intensified and clarified their understanding of the n nI I task confronting them in operating the Keystone Job Corps Center. When answering the second question most participants indicated little change in their perception of the objectives of the Institute program; there was simply a awareness �I i: of new material for persons with their background of preparation. A few participants felt that some of the speakers were not fully aware of the character of their audience. Comments about the "least helpful feature of the program" reflected differences in staff assignments at the center and consequent differences L E 0 in thinking as to what was needed to prepare one for his work there. of comment was offset by a recognition of the necessarily theoretical nature of the program. There was some sentiment expressed regarding need for an even higher level program than was provided. This was countered by other expres sions as to the challenging nature of the program. Si In I] 9 I i i ; 1 1 I 1 Several comments noted the impossibility of more specific analysis prior to the inauguration of the Keystone Job Corps Center program and the arrival of the girls who will parti­ cipate in it. There were repeated references to the value of the field trip to Phila­ delphia. Some noted this as their first opportunity to "rub elbows" with the kind of person they will be working with at the Keystone Job Corps Center. Several reported the value of those contributions made by persons who had actual experience in working with the poor. Itinerary to Philadelphia 7:00 a. m. 10:00 a. m. Leave Wilkes-Barre via bus. (Fifteen minute coffee stop, Allentown Howard Johnson) Arrive Philadelphia Youth Opportunity Center, North, 1225 North Broad Street, Philadelphia. 10:00-11:00 Tour of North Philadelphia Youth Opportunity Center and casual interviews, interrogation of youth female a. m. applicants. Short conference with Youth Opportunity Center supervisor and staff and WIC representative, Mrs. Charles Sterrett, Widener School, 13th and Thompson Streets, West PhiladeIphia, in North Philadelphia Youth Opportunity Center. 41 1 This type �0 11:30-12:00 Tour of Opportunities Industrialization Center, Adminis­ a. m. trative Offices, third, fourth and fifth floors, 1225 North Broad Street, Philadelphia. 12:30-1:30 a. m. 1 Lunch. Place--O. I. C. Training School Restaurant, 19th and Oxford Streets, Philadelphia. Brief chat with students, short tour of disadvantaged or "jungle" area. 1:30-2:00 p. m. John F. Kennedy Training Center, West Philadelphia via bus. 2:00-3:30 p. m. Guided tour of John F. Kennedy Training Center. Brief interviews with female students, conference with super­ visory and administrative personnel. When asked to suggest Institute program changes several participants 0 voted the need for more interaction among the Job Corps Center staff members. A number of the speakers and lecturers, though impressed by the background 3 of the group and their awareness of the tremendous task confronting them, came a away from their respective sessions with the feeling that there was a block i I 1 ] I 1 to interaction within the group. Granted that the group had only ecently arrived on the scene, and granted that some type of sensitivity program to acquaint staff members with each other may have been hurriedly undertaken at the Center, nevertheless another aspect which contributed to the lack of interaction was discerned by some of the speakers in the Institute program. Some speakers sensed that "a very tight ship" will be run at the Center, and that academic freedom "is not a right, but will have to be earned. " If the participants in the Institute program received the impression that the character of the leadership at the Center is going to be rigid, such an impression is not only an explanation for I 1 the lack of interaction at the sessions, but such an impression might also 42 �portend the lack of creativity by the participants in dealing with human problems at the Center. It is the considered judgment of the Institute of Regional Affairs that, if the Center is to be successful at all, a continuing rapport must be main­ tained between the personnel staff given the in-service training and the Center leadership. Continued in-service training for staff, even if built into the Center's program, without an opportunity for an easy on-going consultation and discussion between staff and administration, will not of itself contribute to the success of the Center. On balance it would appear that most participants were reasonably well satisfied with the Institute program; their negative comments indicated their desire for a more lengthy program, more parking facilities, more full-day sessions, and release from other responsibilities at the Keystone Job Corps Center. �G 0 IX. PARTICIPANT EVALUATION The tabluation and selected replies from the evaluation questionnaire follow to give an indication of the attitude of the participants. L 0 J 0 a a A. Scope and Goals of Program (1) "To assist the staff in identifying the culturally deprived. II "To orientate to the state of poverty. " "To become better informed on various aspects related to the activities, objectives, types of women likely to be in the Job Corps and related matters. " "To understand the economically and culturally deprived youth of America. " "To have a better understanding of what we can expect when the corps women arrive. " "To acquaint us with the environment from which most of our corps­ women will be coming. " "To gain a better working knowledge of the dynamics of poverty. " (2) i i I What do you now believe the objectives of this program to be? "To spell out the compelling program of minority group participation in the total culture. " "To build inter-staff relationships and provide a group of personnel who could serve as resource people to those staff members who would not participate in the Institute. " "To gain a better background into the problems of the poor and especially the negro and the evolution of his plight in America. " "Objectives of this program have provided me with a wide and varied insight into the "poor"and economically deprived. " "To show the job corps staff that this is no easy task we are undertaking. " i i I What did you conceive to be the objectives of this program? (3) How do these objectives compare to what you expected to gain from the problem? Beyond Expectation - 3 As expected - 13 Below expectation - 1 "It has given me a better insight into the problems involved, also, I have formed some of the solutions to a very few problems that have come up. " �D R J P IX. PARTICIPANT EVALUATION The tabluatioii and selected replies from the evaluation questionnaire ■ follow to give an indication of the attitude of the participants. 'R I I 0 3 A. Scope and Goals of Program (1) "To assist the staff in identifying the culturally deprived. " "To orientate to the state of poverty. " "To become better informed on various aspects related to the activities, objectives, types of women likely to be in the Job Corps and related matters. " "To understand the economically and culturally deprived youth of America. " "To have a better understanding of what we can expect when the corps women arrive. " "To acquaint us with the environment from which most of our corps­ women will be coming. " "To gain a better working knowledge of the dynamics of poverty. " a 3 (2) I (3) I What do you now believe the objectives of this program to be? "To spell out the compelling program of minority group participation in the total culture. " "To build inter-staff relationships and provide a group of personnel who could serve as resource people to those staff members who would not participate in the Institute. " "To gain a better background into the problems of the poor and especially the negro and the evolution of his plight in America. " "Objectives of this program have provided me with a wide and varied insight into the "poor"and economically deprived. " "To show the job corps staff that this is no easy task we are under­ taking. " 3 I I What did you conceive to be the objectives of this program? How do these objectives compare to what you expected to gain from the problem? Beyond Expectation - 3 As expected - 13 Below expectation - 1 "It has given me a better insight into the problems involved, also, I have formed some of the solutions to a very few problems that have �A. Scop-.nd Goals of Program (4) Do you feel the program achieved its objectives? Completely - 4 ! J il 3 1 i I I I I Not at all - 0 "I feel that our group would have profited more if more practical aspects were included in the program. 11 "I thought we would get much more actual information regarding girls problems of the kind we would encounter. " "I feel that some of the instructors presented a "too" idealistic approach to dealing with under priviledged,others presented a "tongue in cheek" approach to what we hoped to accomplish. " "Group inter-action among the members was not too successful. In part this is due to the in-and-out attendance of some members, which probably is due to external pressure. " "It is impossible to cover so much ground in a few weeks time, but I feel a great deal was accomplished. " "I believe within a year or two the information available would be much more valuable and therefore provide a basis for better achieving these objectives. 11 "Because there was a good balance between the theoretical framework and the practical element. It would be unrealistic to say that the progress completely achieved the objectives, because no one has come face to face with all the variables involved. " S a Partially - 13 (5) If you feel the objectives of this program should be changed in the light of your experience, what do you recommend as the changes that should be made? "More speakers who have been directly associated with the problem at hand (poverty). Too many theoretical discussions rather than practical application and experience. " "More group interaction would have improved the learning experience. 11 "There should be more emphasis on group interaction. " "Many people did not participate. 11 "I recommend that more emphasis be placed upon the practical aspects of this program. " "A greater emphasis on field trips that related to actual experience. " "Recast the sequence of subjects to be covered." 45 �1 L B. Organization and Administration (1) Were the physical facilities adequate? Suggestions for improvements. I Yes 1 No - 4 "More parking facilities. " "Perhaps a tour of the facilities that would offer resources for pertinent information. " "Have a smaller group. Rearrange the group for face-to-face contact. Have consultants appear in the role of co-worker rather than specialists. "Concern for such items as coffee break, where are the restrooms, adequate parking. " I I I 13 (2) Should there be changes in scheduling which would improve the program? Reasons. Yes - 6 No - 11 I "It was difficult to attend all the sessions because of other committments. " "Have all full-day sessions, the half-day sessions tend to generate a feeling of "fracturedness", especially when, as in our case, there are activities in process at the center to which you only half-belong. " "I feel that when we had a person like Mr. Reynolds or Mrs. Duke, that a full day's session would have been more adequate. The morning session was not enough to engage in sufficient discussion with these people. " "I feel the program should be concentrated around those people who are actually working in programs dealing with its Negro Youth. The visiting speakers from Philadelphia, Washington, and New York were the major part of the program and probably did the most to help develop our program. " I I I I I I L L (3) What recommendations do you have for the improvement of the organization and administration of the program? "The program should involve a good deal more of the field trip because it was the first time some of us had the opportunity to rub elbows with the disadvantaged on their own soil when they do not feel apprehensive about us. " "The program was well organized mechanically the administration of the program failed in actual operation in that little consideration was given to the human aspect of students and visiting speakers. " I 46 11 �B. Orga: i ition and Administration "Securing more of the well known people in the field of culturally deprived." "Possibly a Wilkes staff member might be assigned to participate in the Institute. " "At times the speaker was poorly informed as to his audience, on several occasions apologies were made cause the structure, back­ ground, and even purpose of the group had not been understood previous to the session. This may have been neglect on the part of the speakers or general misunderstanding. " ] I I I] c. Training Processes (1) a Very well- 6 1/2 (2) Adequate - 16 I Too Low - 1 "Many of the speakers became aware of the level at the start of class and adjusted; however, if forewarned could have improved their presentation. " "Only occasionally did the material seem redund nt in terms of our back­ ground. However, more information could have been offered at times. " I I Poorly -1/2 Do you find the material presented by speakers was at the right level, at too low a level or at too high a level? Too High - 0 I Adequately - 10 "The lectures were basically ones in which information was not applicable to the type person we are going to deal with. I believe this was due to the fact that some of the lectures have never come in contact with the hard core poor. " "A wide variety of subject matter was covered. Some of the lectures became repititious towards the end, however, and do not see how this could have been corrected. " "I feel the lectures were quite extensive in content, However, more group participation would have been beneficial. " "Being not very well informed on the problems of poverty, I have gained a great deal more insight into my position as well as the students that we will be working with. ti "Some of the material which we presented was for counselors alone and not for the general staff. " II 1 1 I I I Did the program meet your expectation as to content of lectures presented.? Please explain. 47 �"1 i c. Training Processes (3) 3 3 Above average - 4 1 1 I I 1 I I I I Average - 13 (4) How has the program prepared you to perform in the Keystone Job Corps Center? Please explain. Very well -61/2 Adequately -81/2 Poorly - 0 "It has prepared us as best as can be expected considering the available information in this area. " "I would like to say very well, but time will tell. " "It has added to my thinking and to the possible approaches which may be taken to effectively perform. The question of "how well" remains to be considered." "To the extent that Job Corps is a relatively untried field, I would say we are very well prepared. On the other hand, in terms of being properly prepared to be a specific job, I would say we are only adequately prepared. " "I have a totally new concept in terms of facts and insights that gives me a good prelude to full understanding which only comes from experience. " "It has given us a theoretical framework which is good and needed back­ ground. This does not reach the performance level except as a start­ ing point, but is a necessary base from which to work. " (5) Do you feel that the program was instrumental in clarifying your own feelings regarding the needs and the nature of the problems of disadvan­ taged youth? Please explain. Very well - 7 Adequately - 6 Poorly - 1 "Since my background is a scientific one, I was unaware of the reason for many of the problems. " 48 I Below Average - 0 "I believe the information given has enabled us to better evaluate the methods we should use in educating the corpswomen. It has become evident that traditional means are of little value and that we must deal with the program more individually and more informally. " "I feel that the material was presented in a manner which could be under­ stood and applied. " "I have gained a theoretical framework which should allow me to under­ stand the reasons why these girls act the way they do. " "I feel I need much more information but if I do not continue to get this, it would be my negligence and not reflect lack of stimulation or background. " I fl I In terms of the content of the program lectures, how would you rate your assimilation in so far as your future application of the subject matter is concerned. Please explain. �c. Training Processes "This may have been the least of my needs, although what clarification was done fairly adequate by some speakers. " "Since I was not in this field, I was unaware of the magnitude of the problems connected with poverty. Now, however, I feel I have a better understanding of the problems connected with poverty. " "I have worked with this type of youth in the past but after this course it has given me a better understanding of why these people act as they do in certain situations and surroundings. " il I (6) "Not so much as understanding the job ahead but the understanding of why students involved will act as they do. " "Made me more aware of the plight of the impoverished, a greater realization that tremendous hobbies ahead in enabling the staff to develop a program to motivate and develop the confidence of our students. " "Some. The relevance of some instruction was remote. " "My enthusiam and optimism were slightly, refreshingly dampened. I have to rebuild. " "I am aware that our job is not easy. The program has offered me insight concerning the type of girls to expect. " I ] J i (7) I I (8) I I I I What was the most helpful feature of the program? Why was it helpful? "The visiting speakers who were actually involved in the Job Corps program or were actually working with the disadvantaged." "The field trip to O. I. C. because it gave me a chance to see these people first hand. It also gave me the feeling that something can be done." "The trip to O. I. C. It was helpful because it gave us an opportunity to actually observe and talk to the type of girls we are going to get. " "A better understanding into the behavior patterns of the students we will be working with and why they feel this way. " 1 I Do you feel the program was instrumental in clarifying your own feelings regarding the job ahead? Please explain. What was the least helpful feature of the program? helpful ? Why was it not "Could not say that anything was not helpful. Even the poorer presen­ tations gave us some material or ideas to work with. I truly feel that all of the presentations were helpful in some way. " "At times the specific material given was not relative to the kind of program we are involved in at the Job Corps. " 49 �3 i c. Trail.i, "The lack of recognition on the part of some lectures to research the type of program in which Keystone will be involved. " "There was not enough group participation. " "The leaders whose identification with the poverty problem was so limited. " "The coordination of the program. An "outside" staff member from Wilkes present at the majority of the sessions would have assisted in directing the development of the central theme. " "The testing was the least helpful. I feel we need to de-emphasize testing because the girls feel this program only proves how unsuccessful they are. " Cx I I (9) I 1 I I I I I I Processes What general suggestions do you have for the improvement of the program? "More speakers from disadvantaged areas. " "Keep it as it is, but provide better coordination. 11 "Make it a little longer. " "Since we are directly involved with dealing with women--more direct contact with the under priviledged girl. " "X would have liked to see someone who had worked in a Job Corps Center. "More dynamic group interaction. We are still in the thinking stage, and this is good. Perhaps it is too soon to synthesize and find closure. JI "I feel that a little more time could have been allotted for discussion concerning the synthesization of material presented and to focus upon the application of this knowledge to our own program. " I I I I 50 11 �X. INSTITUTE PARTICIPANTS JOB CORPS CENTER 1 t= I I 11 I I I I I I I I u James L. Bocker M. Ed. (Temple University) B. A. (Lora's College) Edward Moul B. A. (Gettsburg College) M. A. (University of Texas) Jack Burger B, S. (Penn State) M. Ed. (Penn State) Edward Rebar B. S. (Trenton State) James Sheffield B. S. (Harvard University) Samuel Chapman B. A. (Michigan State) W. A. Shine A. B. (Iona College) M. S. (Rutgers University) Ed. D. (Rutgers University) James Congoll B. F. A. (Syracuse University) M. F. A. (Southern California) B. A. (Kutztown State) Kathleen Siggers A. B. (George Washington University) M. A. (Ohio State University) Edward J. Connolley B.S. (Bloomsburg State) M. Ed. (Lehigh University) Henry Sinco B. S., (Bloomsburg State) Joseph R. Corcoran A. B. (Catholic University of America) Michael Sinco B. S. (Bloomsburg State) M. S. (Yeshiva University) Phd. (Yeshiva University) William Desciak B. A. (King's College) John Fedders B. S. (King's College) B. A. , M. A. (St. Bonaventure) George Kobrick B. S. (Stroudsburg) M. A. (Newark State) Alfonso S. Zawadski B. S. (Wilkes College) M. A. (Scranton University) Michael Kwak A. B. (King's College) I I I Mildred E. Young B. A. (Lake Forest College) M. A. (Northwestern University) 51 �1 Bibliography to Teaching Disadvantaged Youth Prepared by C. Hapeman D Department of Sociology, Wilkes College c December, 1966 I. II. IC Insight into Poverty Current Problems in Education of the Disadvantaged Programs for Disadvantaged Youth: Pi A. Experiments in the School B. Experiments in the Community n? t. L r° L r i. ■ 52 �I. INSIGHT INTO POVERTY Books: (I) Allport, Gordon W. The Nature of Prejudice. Addison Wesley, 1954, $7. 50 Doubleday and Co. , 1958 (abridged edition paperback) $1.95. Bagdikian, Ben H. I 1 In the Midst of Plenty. Beacon, 1964, $4. 50. Bremmer, Robert H. From the Depths. $6. 50; paperback, $2. 95. New York University, 19 56, *Brown, Claude. Manchild in the Promised Land. $5.95; also in paperback, 1966. The Poor Pay More. Caplovitz, David. *Clark, Kenneth. Dark Ghetto. MacMillan, 1965, Free Press, 1963, $5. 50. Harper., 1965, $4.95. ’I'Hanson, Kitty. Rebels in the Streets: The Story of New York's Girls Gangs. Prentice Hall, 1964, $3. 95. ’■ ’'Harrington, Michael. The Other America: Poverty in the United States. New York, MacMillan Co. , 1962 (Also in paperback). Humphrey, Hubert H. War on Poverty. McGraw, 1964, $5. 50. Humphrey, Hubert H. Cause is Mankind. Peoeger, 1964, $4.95; MacFadden (paperback, 1965), $. 60. 1 Hunter. The Slums: Challenge and Response. Free Press, 1964, $6.95, Keyserling, Leon H. Progress or Poverty. Washington, D. C. , Conference on Economic Progress, 1001 Connecticut Ave. , N. W. , $1.00. ’’.'Lantz, Herman R. Pres.s, 1958. People of Coaltown. New York, Columbia University Lewis, Oscar. La Vida: The Puerto Rican Family in the Culture of Poverty-San Juan and New York. New York, Random House, 1966. *Works with asterisks are of particular revalance to this program. 53 �1 *May, Edgar. The Wasted Americans. New York, Harper and Row, 1964, $4. 50; New American Library (paperback), $. 60. 1 * Moore, Truman E. The Slaves We Rent. Myrdal, Gunner. Challenge of Affluence, (paperback), $1.45. I * Sexton, Patricia Cayo. $1.45. Spanish Harlem. *Sherif, Muzafer, and Sher if, C. 1 1 I I f I * Silberman, Charles E. House, 1964. Pantheon Books, 1963: Vintage Harper, 1965, $4.95; paperback Reference Groups. * Shostak, Arthur B. , and Gomberg, (eds. ). Prentice Hall (a Spectrum Book), 1965. I Random House, 1965, $4.95. Harper, 1964, $7. 50. New Perspectives on Poverty. Crisis in Black and White. New York, Random Weller, Jack E. Yesterday's People: Life in Comtemporary Appalachia. University of Kentucky, 1965, $4. 75. Fishman, Leo (ed. ). Poverty Amid Affluence. New Haven, Yale University Press, 1966, $6. 00 (paperback, $1.75). Williams, Robin M. , Jr. Strangers Next Door. Englewood Cliffs, N. J. , Prentice Hall, 1964, $12.65 (text edition, $9. 50). The Negro and Employment Opportunity. Press, 1966. Ann Arbor, University of Michigan * Malcolm X. The Autobiography of Malcolm X. paperback), (Grove paperback, $. 95). Grove, 1965, $7. 50, (also I Frazier, E. Franklin. The Negro Family in the United States. Abridged and revised edition, Chicago, University of Chicago Press, 1966, $6. 00 (paperback, $2. 45). I Spergel, Irving. Rachelville, Slumtown, Haulburg. of Chicago Press, 1964, $5. 00. I Chicago, University Warner, W. Lloyd. American Life. Chicago, University of Chicago Press, 1962 (revised edition), $6. 50, (paperback, $2. 45). 54 �3 Thursz, Daniel. Where Are They Now? Health and Welfare Council of the National Capital Area, Washington, D. C. , November, 1966. Miller, Herman P. Rich Man -- Poor Man. Library, Signet Books, March, 1965. New York, The New American I Periodicals: *NEA Journal, April, 1963, "Disadvantaged: A Symposium". I ^Saturday Review, May 15, 1965. (Articles on Education and Poverty) ^Social Action, April, 1964, "Poverty in Our Midst". I *New Republic (The), "America Tomorrow", 50th Anniversary Edition, 1965. I *Gans, Herbert J. "Doing Something About Slums". March 18, 1966, p. 688f. "Johnson vs. Poverty". New Republic, March 28, 1 Jenks, Christopher. 1964, pp. 15-18. I Kopkind, Andrew. 1965, p. 1 5f. I Levitan, Sar A. "Programs in Aid of the Poor". Bulletin, December, 1965. I I "Of, By and For the Poor". Public Policy Information Films: (I) City of Necessity. 28 minutes. I Christmas in Appalachia. I Superfluous People, minutes. Who Do You Kill? New York, Carousel Films, 1501 Broadway Suite 1503, New York, Carousel Films, 29 minutes. New York, McGraw Hill, 330 W. 42nd Street, 54 New York, Carousel Films, 52 minutes. ^Portrait of the Inner City. New York, McGraw Hill, 16 minutes. I I New Republic, June 19, *Miller, S. M. "Poverty and Inequality in America: Implications for the Social Services". Child Welfare, 42:442-445, November, 1963. I I Commonwealth, 55 �II. CURRENT PROBLEMS IN EDUCATION OF THE DISADVANTAGED Books: (II) *Cicourel, Aaron V. , and Kitsuse. _____________ The Educational Decision Makers. New York, Bobbs Merrill (paperback), 1963. Clark, Kenneth B. $1.75. Prejudice and Your Child. ^Goodman, Paul. Growing Up Absurd. paper, $1.45. Beacon, 1963, (paper), Random House, I960, $4.95; Passaw, A. Henry (ed.). Education in Depressed Areas, New York, Bureau of Publications, Teachers College, Coumbia University Press, 1963. Riesman, Frank. The Culturally Deprived Child, and Row, 1962. *Schrag, Peter. -i Voices in the Classroom. Shaw, Clifford. c Boston, Beacon Press, 1965. *Schreiber, Daniel (ed. ). The School Dropout. National Education Association, 1964. *Sherif, Muzafer (ed. ). Co., 1965. Problems of Youth. The Jack Roller. New York, Harper Washington, D. C. , Chicago, Aldine Publishing University of Chicago Press, 1966. Helley, Earl C. In Defense of Youth. Hall, 1962, (a Spectrum Book). Englewood Cliffs, N. J. , Prentice Sexton, Patricia C. Education and Income. (paperback, $1.65). Viking, 1961, $5.00, ( . Short, James F. , and Stradbeck. Group Process and Gang Delinquency. University of Chicago Press, 1965. ! L) ! Thrasher, Frederic M. p I Washington, Benetto. Youth in Conflict. Chicago, Science Research Associates, Inc. , 1963. p I L' U I I The Gang. 56 University of Chicago Press, 1964. �*Watson, G. No Room at the Bottom. Education Associates, 1963. Washington, D. C. , National Periodicals: (II) I I Amos, William E. and Perry, Jane. "Negro Youth and Employment Opportunities" Journal of Negro Education . Volume XXXII, Number 4. pp. 358-366, Fall, 1963 Douran, E. "Social Status and Success Strivings 11 Journal of Abnormal and Social Psychology, 83:137-157. 1963 Epstein, Leonore A. "Some Effects of Low Income on Children and their Families" Social Security Bulletin, Volume 24, Number 2, pp. 12-17, February, 1961 I J I J F F I 1 I I I I I I I I I 1 Kohn, Melvin. "Social Class and Parent Child Relationships" American Journal of Sociology, 68:4. pp. 471-480. 1963 III. PROGRAMS FOR DISADVANTAGED YOUTH Books: (III) *Bloom, B. J. Davis and Hess, Compensatory Education for Cultural Deprivation. New York: Hall, Reinhart and Urustu, Inc. , 1965 *Burchill, G. W. Work Study Programs for Alienated Youth Science Research Associates, Inc. , 1962 Chicago: Landes, Ruth, Culture in American Education. New York: John Wiley and Sons, Inc. , 1965 National Conference on Social Welfare. Professional Workers in Recreation and Informal Education Agencies: A Bibliography. National Conference on Social Welfare. 22 West Fay Street, Columbus, Ohio, 43215 Giles, H. Harry, The Integrated Classroom. 1959 New York, Basic Books ❖ Passau, A. Henry (ed. ) Education in Depressed Areas. New York: Bureau of Publications, Teachers College. Columbia University Press, 1963 57 �Riese, H. P. Heal the Hurt Child. University of Chicago Press, 1962 Schreiber, Daniel. Guidance and the School Dropout. National Education Association, 1964 Washington, D. C. Redl, Fritz, When We Deal with Children. (Free Press of Glencoe) New York, Crowell Collier, 1966 Sicault, George (ed. ) The Needs of Children, of Glencoe, Inc. , 1963 New York, The Free Press Sutton, Elizabeth, Knowing and Teaching the Migrant Child, Washington, D. C. National Education Association- *Ashton-Warner, Sylvia, Teacher, back $1.95 I Simon & Schuster, 1963, $5.95: paper- National Education Association: Programs for the Disadvantaged. (Educa­ tional Research Service Circular) Washington, D. C. , National Education Association January, 1965 Wrenn, C. Gilbert, The Counsel in the Changing World, Washington, D. C. , American Personnel and Guidance Association, 1962. Periodicals: (IIIA) Barber, Gertrude A. "Guiding the Low Ability Student" NEA Journal, pp. 38-39. March, 1961. Della-Dora, D. "The Culturally Disadvantaged: Educational Implications of Certain Socio-Cultural Phenomena" Exceptional Child. 28: 467-472. 1962. Deutsch, M. , et al. "Guidelines for Testing Minority Group Children" Journal of Social Issues, XX: 2: pp. 129-145. April, 1964. ^"Educating the Culturally Deprived in the Great Cities. " Special Feature, Phi Delta Kappan, November, 1963. ^Murray, Evelyn M. "Work: A Neglected Resource for Students", The American Personnel and Guidance Journal, Vol. XLI, No. 3, pp. 229-233. November, 1963. Phillips, W. B. , "Counseling Negro Students; An Educational Dilemma", Journal of Negro Education, Vol. XXIX, No. 4. Fall, I960. 58 �*Silberman, Charles E. "Give Slum Children a Change; A Radical Proposal", Harpers Magazine, pp. 37-42. May, 1964. Trueblood, Dennis, " The Role of the Counselor in the Guidance of Negro Students" Harvard Educational Review, Vol. XXX, No. 3, Summer, I960. I Washington, Bennetta B. , "Growth and Culture Conflict", The Vocational Guidance Quarterly, 12:3, pp. 153-158, Spring, 1964. Amos, William E. , and Southwell, "Dropouts: What Can Be Done?" Federal Probation, XXVIII, 1:30-35. March, 1964. I I I I B. Experiments in the Community Books: (TUB) ^Gibbons, Don C. , Changing the Lawbreaker, Englewood Cliffs, New Nersey, Prentice Hall, Inc. 1965. *Konopka, Gisela, The Adolescent Girl in Conflict, Englewood Cliffs, New Jersey, Prentice Hall, Inc. (A spectum Book) 1966. Speigel, I. , Street Gang Work: Wesley, 1966 $5. 00 Theory and Practice. Addisen & Delli, Quadri, Fred (ed. ) Helping the Family in Urban Society, New York: Columbia University Press, 1963. *Kahn, A. V. , Planning Community "Services for Children in Trouble, Columbia University Press, 1963. *Pearl, Arthur and Riessman, Frank. New Careers for the Poor. *Maciver, Robert M. (ed. ) The Assault on Poverty, Harper, 1965 $3. 75. I United States Department of Health, Education and Welfare, Services for Families Living in Public Housing, United States Government Printing Office, 1963. Younghusband, Eileen, Case-Work With Families and Children, Chicago, University of Chicago Press, 1966. |i President's Panel on Mental Retardation, A Proposed Program for National Action to Combat Mental Retardation, Childrens Bureau, Department of Health, Education and Welfare, Washington, D. C. , U. S. Government Printing Office, 1962. 59 �Educational Policies Commission, Education and the Disadvantaged American, Washington D. C. , National Education Association, 1962. I I Lynch, Kevin, The Image of the City, Cambridge, Massachusetts, M. I. T. Press, 1965. Howard, Ebenezer, Garden City of To-Morrow, Cambridge, Massachusetts, M. I. T. Press, 1965. Churchill, Henry S. , The City is the People, New York, W&W Norton & Co. , 1965. Selling, Thorsten, The Annals, The American Academy of Political and Social Science, Vol. 352, March. 1964. New York, Free Press of Glencoe. I I I Towle, Charlotte, Common Human Needs, New York, National Association of Social Workers, 1965. Wright, Frank Lloyd, The Living City, Mentor Book, March, 1963. Goodman, PaulandP ercival, Commumtas, New York, Vintage Books, I960 . Perloff, Harvey S. , Planning and theUrban Community, Carneigie Institute of Technology and University of Pittsburgh Press, 1961. Pamphlets #367 Paulsen, Monroe G. Equal Justice for the Poor Man, Public Affairs Pamphlet #351 Pomfret, John D. I New Opportunities for Depressed areas. PAP #362 Stewart, Marwell S. Opportunity, PAP The Poor Among Us --Challenge-and Children of the Poor, Social Security Bulletin, Orshansky, Mollie. 26:7 pp. 3-13, July, 1963. Toby, Jackson. "Orientation to Education as a Factor in the School .Maladjustment of Lower Class Children, "s ocial Forces, pp.259-265 . 33 �Riessman, Frank. "The Culturally Deprived Child: A New View" The Education Digest, November 1963, pp. 12f. Tenenbaum, Samuel, "The Teacher, the Middle Class, the Lower Class" Phi Delta Kappan, November 1963, p. 82f. u Vontrers, Clemont E. "Our Demoralizing Slum Schools" Phi Delta Kappan, November 1963, p. 77f. I I I I I I I Sander, Marion K. "The Professional Radical: Conversation with Saul Alinsky" Harpers, June 1965. Films: Loneliness of the Long-Distance Runner, New York, Continental 16, 231 East 34th Street, 103 minutes. Portrait of a Disadvantaged Child, New York City, McGraw Hill, 16 minutes. Portrait of an Inner City School, McGraw Hill, 19 minutes. Incident on Wilson Street, McGraw Hill, 54 minutes. A Morning for Jimmy, National Urban League, 14 east 48th Street, New York, N. Y. Ask Me-Don't Tell Me, American Friends Science Committee, Audio Visual Department, 160 North 1 5th Street, Philadelphia, 25 minutes. I Never Went Back, Charles Cahill and Associates, Incorporated, 5746 Sunset Blvd. , Hollywood, California, 16 minutes. 'I The Dropout, Affiliated Film Producers, Incorporated, (Contact each State Education Association) I I Youth and the Law, Chicago,International Film Bureau, 332 South Michigan Avenue, 36 minutes. 61 - �ADDENDUM United States Department of Labor, Washington "Future Jobs For High School Girls", 1966 II The Women's Bureau", 1965 tt The Women's Bureau", 1966 revised "Job Training Suggestions for Women and Girls", 1965 "Who Are The Working Mothers?", 1966 "New Approaches to Counseling Girls in the 1960's", February, 1965 "Counseling Girls Toward New Perspectives", December, 1965 Background Facts On Women Workers in the United States", 1966 "Facing the Facts About Women's Lives Today", February, 1965 "Womanpower Needed", April, 1966 "The Negro Woman At Work", November, 1965 "Helping People Help Themselves --The Attack on Poverty", October, 1965 "Women In Poverty", February, 1966 II Women's Earnings In Low-Income Families", April, 1966 11 Fact Sheet on the Changing Patterns of Women's Lives", August, 1966 Fact Sheet on Trends in the Educational Attainment of Women", April, 1966 I "Fact Sheet on the American Family in Poverty", November, 1966 11 Fact Sheet on the Educational Attainment of Nonwhite Women", June, 1966 62 �"Fact Sheet On Nonwhite Women Workers", October, I966 I I I I r I I I I I I L I I I I "Fact Sheet on the Relative Position of Women and Men Workers in the Economy", February, 1966 "Why Women Work", August, 1966 "Excerpts on Counseling and Guidance ", June 1965 "Address by Miss Rose Terlin, Women's Bureau U.S. Department of Labor at Spring Convention':'May, 1964 63 �PROGRAM PROPOSAL for the support of "INSTITUTE FOR JOB'CORPS CENTER" I r ■ IL 1 I I I I I I I I I I Submitted by: Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Submitted to: Dr. William A. Shine, Director Keystone Job Corps Center Drums, Pennsylvania Amount Requested: $4,907.00 Starting Date: January 9, 1967 Terminal Date: January 27, 1967 77798 64 �I I MMI IDOOISISTB wnm Ml I FRF I IRR4RY 1 I u I J I I D I j i I i [ I J II I L 1 r I I 1 J I J l 1I IF [ I I I I di �I •J I 1=^ I uq1 4, 0 fl 1i Os 1 ' I- k I u t'y � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Report on Institute for Keystone Job Corps Center Program, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication.