1 15 58 https://omeka.wilkes.edu/omeka/files/original/d5a1360faa36f0166b50732944250c07.pdf 06f6464a35284f2528ffffca5603682b PDF Text Text n i �ANTHRACITE: 1 I I I 1 ENERGY ALTERNATIVE FOR THE 80'S SPONSORING ORGANIZATIONS THE WILKES COLLEGE DEPARTMENT OF ENGINEERING GREATER WILKES-BARRE CHAMBER OF COMMERCE SMALL BUSINESS DEVELOPMENT CENTER WILKES COLLEGE INSTITUTE OF REGIONAL AFFAIRS a 1 I I I I a I 3 I J 1 I I J EUGENE SHEDDEN FARLEY LIBRARY. 1 1933 WILKES COLLEGE WILKES-BARRE, PA. ORGANIZING COMMITTEE SANDRA A. BEYNON DR. UMID NEJIB DR. ANDREW SHAW, JR. DOROTHY SCHLINGMAN i �ARCHIVES r il /W TABLE OF CONTENTS I FOREWORD n I! ■ WELCOME/OPENING REMARKS President Robert S.... Dr'. Andrew Shaw, Jr... 3 THE OBJECTIVES OF THE ANTHRACITE COUNCIL Michael Clark I I I I I I Hi J . J . 6 ENERGY OUTLOOK FOR THE 80'S Dr. Umid Nejib 10 COAL AS AN ENERGY SOURCE: NATIONAL OUTLOOK Dr. Jerry Pell 14 PENNSYLVANIA COAL - HCW CAN WE USE IT? Fred Taylor 21 THE ROLE OF THE ANTHRACITE TASK FORCE Attorney Abe Frumkin.... 29 COAL GASIFICATION IN NORTHEASTERN PENNSYLVANIA Hugh Campbell 37 I FLUIDIZED BED PROJECT - WILKES-BARRE j KEYNOTE ADDRESS Lt. Governor William W. Scranton, III 45 COST AND CONSEQUENCES OF COAL CONVERSION Thomas J. Lynott 52 1 i il II 1 1 ■ J Carl Uhgvarsky 41 Louis J. Pagnotti, III 54 Kenneth Harrison 57 Louis Beltrami 60 John J. Wilkes 63 Richard Miller 65 Dr. Bruce Berryman 68 Paul Tetherow. 71 Leonard Ziolkowski 73 CLOSING REMARKS Dr. Andrew Shaw, Jr 76 0 o �FOREWORD The objective of the regional conference "Anthracite: Energy­ Alternatives For The 1980's" held at Wilkes College on April 23, 1980, was to acquaint local leaders in business, government and industry, as well as any large users of energy, with current technology available for the utilization of anthracite as an energy source. The conference stressed the practical aspects of domestic anthracite coal as an energy source, its cost benefits and its drawbacks, as well as the impact of revitalization of the industry on Northeastern Pennsylvania. Included in this document are the presentations of conference speakers who represent a variety of official and unofficial views. These speeches reflect the opinions of anthracite coal producers, government policy toward revitalization and growth of the industry and environmental considerations. The meeting afforded an opportunity to establish a dialogue between industry officials and representatives of regulatory agencies and environmental- ists. This resulted in many suggestions, recommendations and understandings. The statements herein presented are indicative of the many facets of the contro­ versy surrounding the efforts to revive the supremacy of "King Coal". On behalf of the organizing committee, I would like to thank all the participants, organizations and agencies for their time and effort - for their interest, frankness and cooperation. Dr. Unid Nejib Editor �II'!h WELCOME/OPENING REMARKS Robert S. Capin President Wilkes College Ladies and Gentlemen! Good Morning. One of the pleasures of being President of an institution of higher education is the opportunity to welcome groups such as yourselves, to the College. And I have that opportunity in a number of occasions. fl As a matter of fact, after I welcome you, I'm going next door to welcome a group of students from all over the state to a Yearbook Conference. to have people visit our campus. So, it is a delight to meet new people and But, as a President of an institution of higjner education, I remind you and tell that we have two missions at Wilkes College. One, of course, is to provide academic programs and proper environment for study for the students. i 1 il But, secondly, and just as important is that because of our physical location and because of the commitment of this institution to WilkesBarre and Northeastern Pennsylvania, we also have the mission to provide programs that are of principal concern to the citizens, and which affect the quality of life of our citizens. I can think of no more important subject matter than the title of this conference today. j All one has to do is to read the newspapers, and of course, you know immediately that the subject matter is one of prime importance both internationally and nationally and will become increasingly important as we new a I go down into some very difficult years. The implications are difficult to describe. ■ On a more personal note, I would like to tell you that the College has a budget of approximately $14 million a year. The utility bill for Wilkes College next □ ■ year will be in excess of $750,000. and we're not partial, by the way, because we use every kind of energy possible except coal and solar energy. So the impli­ ■ cations for this institution so far as tuition and the operating costs are �concerned is of prime concern to me as President and, of course, to the staff of the College. You have a very inportant session today, and I know you have very outstanding speakers. Mach time has been dedicated into planning the conference. I want to personally thank, in particular, Dr. Shaw, who you met, and Dr. Nejib, j Chairman of our Engineering Department, who will be introduced to you as one of your speakers. However, there are many people who worked hard to put this Conference together. 8 here today. The proof is we have some very, very outstanding people I'm proud to meet you and while, unfortunately, I cannot be with you for the entire day, I do hope that you have a very profitable and successful seminar. Thank you very much. il IT1 J '.I it 0 -2- �r ' I VJELCOME/OPENING REMARKS Dr. Andrew Shaw, Jr. Dean of Management Wilkes College 3 Ladies and Gentlemen, Good Ifoming! About three years ago we put on a conference here on Microprocessors and Microcomputers, and we anticipated about 30-25 people showing up for that conference. ! And indeed the registration amounted to about 30 people until the very morning of the conference where about 100 people showed up. That set the stage for a whole series of seminars in the entire region on the subject. Seminar we have today is following the same cycle. I The We anticipated having about 25-40 people, it looks like we're going to have about 90 people. We're hoping that this will be more of the start of a resurrection of the Anthracite Coal Industry. Many of us have attended a good many conferences on coal and a few on i the anthracite coal industry, in particular. However, we came back feeling all of this sounded great, but nothing concrete has happened. i ■3 And so, Dr. Nejib, head of our Engineering Department, myself, and Miss Sandy Beynon, Director, Small Business Development Center, Wilkes College, in a joint effort, sat down and reorganized the responsibilities of Wilkes College and our conmitroent to '.I the conmunity. We determined that perhaps this was the most appropriate place to have a conference on Anthracite and the potential of Anthracite. I And we went about trying to put together a realistic and a professional meeting. - We invited a good number of people from all phases of the industry. People who are interested in that industry. industry. People who have investment in the And as you look through your program, you will note that we have people from the national level, the state level, and the local level. L We have manufacturers of equipment, we have producers of coal and we also have the users -3- �1 of coal. As our President pointed out to you, we use all sources of energy to heat and maintain our buildings and it's true that we don't use coal directly. But since we're customers of the Wilkes-Barre Steam Heat Company, we do indirectly use Anthracite Coal. Mayor McLaughlin was to be with us this rooming but when we planned this conference, we overlooked the fact that it occurred the day after the election. £ 1 1 s 1 I'm sure they're still counting votes. The Mayor may stop a little later and if he does, we will introduce him to you. I guess every conference or every seminar has a few announcements. I'd like to acknowledge a few people who have really helped us pull together this entire body of people. each other very heavily. We, here at the College, work as a team. We rely upon I'd like to introduce our Dean of Academic Affairs, Dean Jerry Hartdagen; our Dean of External Affairs, Dr. Thomas Kelly. We have a mail-o-gram here from U. S. Senator Dick Schweiker, who we invited but Congress is in session. "Deeply regret unable to join you for the Anthracite Energy Alternatives for the 80's Conference. Anthracite possesses unique qualities w and that is low sulphur energy efficient fuel which, if properly exploited, could 1 on already depressed eastern coal markets. compete with low sulphur western coal which has been putting additional pressure As a location for virtually all the significant anthracite deposits in the U. S., Northeastern Pennsylvania stands to gain a great deal from the revitalization of the Anthracite Industry. will play a major role in energy's future. 1 I E have a leading part in the coal renaissance. Coal And Pennsylvania Anthracite should Consequently, I wish you the greatest possible measures of success in your efforts to foster a greater awareness of Anthracite potential as a major alternate energy source". We do hope that this Conference will achieve its positive goals. This • institution and the sponsoring groups is conrnitted to the welfare and progress jr -4- �of this region. The coal resource we have here is a viable one and cannot be II ignored or neglected. I welcome you and wish you the best. J 1 i I j fl i -5- �THE OBJECTIVES OF THE ANTHRACITE COUNCIL Michael Clark Anthracite Coordinator Appalachian Regional Commission Washington, D.C. Thank you, Dr. Shaw, and congratulations to you, to the Engineering Department, President Capin, and to the College for taking the leadership in putting this conference together today. I don't really have that much to say other than I think it's fantastic that we are continuing the momentum in revi­ talizing the anthracite industry in this area. Approximately four weeks ago, President Carter hosted a National Conference of Coal Industry at the White House. The specific item on the agenda that day was to receive the Rockefeller Commission Report on the future of coal in the United States, and also to present a study on the backlog of legislation on coal. As a part of that conference, we put together a special group of in- dustries and federal people to evaluate what the problems of anthracite coal are. One constant theme was stressed time and again — nothing seems to get done. It is that concern and point of interest what the Anthracite Council in Washington is focusing on. The first good news, for the benefit of the coal industry is, that we did not create another bureaucracy. We have no formal offices as such. We have no staff and no budget. We are working with the various areas of the federal government which can help in anthracite and potentially can give seme new support to our programs. We did set forth an agenda. Our immediate concern is keeping the anthracite industry going. Then we will get into examining other related items such as new technologies and things like that. You have many gifted and experienced speakers \<ho can talk of the on-going programs. you today. I am sure they will have some interesting things to say to However, I should point out that the biggest single factor in keeping �the anthracite industry going in terms of coal sales is the annual purchase by the Department of Defense of Anthracite. lations, primarily in West Germany. This is used in our defense instal- This fiscal year, the United States Depart­ ment of Defense is going to purchase roughly 380,000 tons of anthracite coal. By way of comparison, in 1965 the federal government bought 1,650,000 tons of anthracite coal but its purchase has dropped to a figure of 380,000 tons. This represents approximately, by the time it is shipped to Europe, forty to fifty million dollar economic factor. This factor inpacts not only on the anthracite industry but also on the trucking industry, the rail industry, and others. Now the people in the industry know very well that this sale is vital to them and others. If the European order gets washed down, then the industry will face a very difficult time. We have as as our second item of concern, the thorough analysis and I hope action, to get something going in the area of conversion. We hear time and again that we must make greater use of anthracite coal. The hard facts are that the public buildings, both state and federal, do not bum anthracite coal. The new ones were built using oil. Most of them are converted to oil. ago, I had Mr. Al Smith up here. Two weeks He works on our task force and is also the federal co-chairman of the Appalachian Regional Commission. We started out in Scranton and the first stop on our agenda was the site for a very major building for the postal facility in Scranton. He was very incensed as we learned that there were no plans to use coal in that new building viiich is being built on top of anthracite coal. In Washington, we did some checking with the construction division of the United States Postal Service and found that there were five sources of fuel considered by the postal service, architects and engineers. the five, none was coal ... bituminous or anthracite. and this was only two years ago. Of Coal was never considered, So this is the kind of thinking we are dealing with at a time when we are trying to put the national coal policy into use. The �Penn State survey on the conversions of federal and state buildings, back to coal - which in many cases means anthracite - has been finished and will be published very shortly. The Anthracite Task Force is inmediately going to begin to see what it would cost to get public buildings back on the track and back into We have talked to some of using anthracite. We do not have any idea what it is. IS IE the state people and have been told there is great interest. The Appalachian Regional Coirmission is acting as the monitoring agency for all of the anthracite programs. We are getting great cooperation out of them. The third area of our concern, this again very familiar, is the problem of transporting anthracite. Conrail is the major carrier of anthracite coal. As things stand, you might as well take the coal and build another dike with it be­ 1 s 1 cause the problems of transporting anthracite coal away from the coal working areas are just unbelievable. The rail service is terrible, the tracks are in awful shape, and the road beds are in bad shape. By the time you get the coal, particularly the coal that goes to Europe, down to Philadelphia, you find out that the docks and the whole loading system there is a total wreck. j 1 the shipment of coal to Europe as much as six months. This delays However, five million dollars has already been appropriated to fix these docks, and we hope to add another twenty million dollars shortly. i J J Finally, the theme of this conference is "Anthracite, An Alternate Source of Fuel". Many of you know that an alternate source of fuel tends to be a very technical and legal thing. of coal. Anthracite is legally considered a part We are starting a very big effort to see what can be done to get legislation together which considers and makes anthracite coal an alternate D source of fuel. We found out from our various meetings in Washington that the anthracite profile, while it has been in Washington for years, is not all that high in energy areas. Actually, it is higher in some areas that do not deal specifically with energy like EDA and the ARC. -8tj We are trying to get it spelled �E E out in writing that anthracite is an alternate source of fuel. Once we do that, I think those of you who work with the bureaucracy know then our work is much I £ £ easier. We have the full cooperation of the legislators who are concerned with anthracite. The four Congressmen from this area - Mr. Musto, who was just elected, has pledged his full support. Mr. McDade is always behind anthracite programs; so are Mr. Yatron and Mr. Earl from Williamsport. IE is 5 friend of the industry for years but then he is leaving. Senator John Heinz has extended an absolutely fantastic support for the anthracite programs. The Senator has assured me personally that he would continue to cooperate with any­ thing we propose. Basically, that is what it is all about. i Senator Schweiker has been a We are not into the areas of building super anthracite structures or getting into multi-million dollar projects. We are interested in keeping the industry going and keeping the export projects underway and expanding them. 5 I would like to have the input of anybody at all at this conference today who is willing to help in any way. I will be watching with great interest, the proceedings of this meeting. Thank you for your time, and thank you for your cooperation. J J J 3 -9- �ENERGY OUTLOOK FOR THE 80'S Dr. Umid Nejib Chairman Wilkes College Department of Engineering Thank you, Dr. Shaw. Ladies and Gentlemen! I would like to apologize for my voice and for my accent, and for the information I'm going to give you on this nice day. I would like to welcome you on behalf of the Department of Engineering and its staff. We are attempting to bring to this region, its industry and comnunity, as much of the technical inno­ vations and know how that it long seeked and needed. My presentations, which is going to concentrate on the energy outlook for the 1980's is not as bright as this day. It is awfully bleak. However, the solutions are always there and what I'm going to propose to you is maybe an idea that many of you thought about but never really put into effect. The energy crisis that was supposed to be a myth, is in fact a reality. We have heard the federal government and the local government stare that they are trying to implement energy plans. with "bureaucracies". Many of us were involved directly or indirectly However, the salvation of this industry and region, at this day and age, is not going to be the government alone. I think the federal government now is looking at a national crisis on a national scale, and the priority for Northeastern portion of Pennsylvania is not high. The government is looking to get out of being dependent on foreign oil and is trying to get away from what is defined as political blackmail. policies on all levels outside and inside. It is trying to implement That leaves the problem of solving the energy crisis in this region to the people of this region. I think for the 1980's for a region like this, it is very much imperative that you assess and reassess the resources. Personally, I do not like coal. -10- It does not look nice. It does not �bum clean. It creates acid rain. However, I would rather live next to a coal- fired power station than a nuclear fueled one. as well as scientific. The reasons are both economical A coal-fired power plant can be brought on line in about However, looking at the energy alter- half the time needed for a nuclear plant. natives available for this region, the problem has to be attacked from various I do not think that should be attacked entirely through anthracite alone. points. A complete turn around is not healthy by any means. The approach should be made on a balanced format. One and foremost in my opinion, is the adequate education of the community, the industry and the people regarding the energy outlook. With that, you can possibly link conservation measures. I am pretty confident that conservation measures in this region will reduce the energy consumption by approximately 20 to 25%. This will have a stronger impact when coupled with a realistic set of laws and regulations. energy laws. The state of Pennsylvania is very much behind in terms of There is no such sun laws in Pennsylvania. for example, by means of adding a solar system. reassessed into a higher tax level. You upgrade your house, Your house will probably be These things could be rectified. It does not have to be done on a national level; it could be done on the local level. An effort should be made to return the large users of energy back to coal. The steam plant that we have here in the city, has done a tremendous job in that respect. The major pollution aspects of anthracite will be discussed at this seminar today, but if you really put a cost effective figure on scrubbing the II pollutant, you will still be ahead and be competitive with oil. In the short term, as far as what is defined as the national energy plan, I would like to recommend that this area should establish a regional energy plan. Go to implementation and get it out of the debate part, that has been gping on for the past four or five years. I would like to recommend that a comnission be established that will -11- �have powers to implement a regional energy plan. I would like to reconmend that the conmission have a majority of industry people, with representatives of the people living in the region, and a representative of the government. The reason I say this is because I am a firm believer that if anybody is going to take the ball and run with it, it's going to be industry and not the government. The limitations and the discussions against utilizing other sources of What we have to look for is new and energy in the region are not acceptable. innovative use of anthracite and on solar and all their aspects. You should not look to anthracite as a coal to burn only, but to expand that into its gasification and liquification potentials. Two years ago we had an energy seminar here where most of the participants had no detailed ideas about energy or technology. In two weeks this group was able to bring forth a study and reconmendation for the area. One such idea was the situation of a burning mine. Your first reaction to a burning mine is to extinguish it. correct. Which is The problem was realized that extinguishing burning mines is a long and complicated task. Nobody could, in reality, do anything about it fast enough. In the meantime, you're wasting all that heat, so why not top it and use it in a fashion similar to a geothermal source. ■J Now we looked into that problem, and we think it is feasible for small scale - say to melt the sidewalk, but it's not feasible for establishing a major power station. If we look at the power plant, we can always say that we really have heat pollution from the cooling towers, or heat pollution from the cooling water If that's been actually returned to the river. However, you can look objectively and say that heat pollution is really wasted heat. It should be topped and used and a method should be developed to do just that. 'I J i If you build a coal- fired power plant, then you might be able to use that water and recycle it throughout the area. That approach has been done in Europe very successfully. And I think it's been done in the States in a few places. -12- �I don't like to give you many figures and numbers here. should be left to a technically oriented seminar. that something has to be done. But, what I am proposing is The technical capabilities are available, as well as political structure and a motivated people. from the industry and the need. I think that I think we have the commitment All we have to do is put it together and get it off, looking toward a federal solution. I i -13- �COAL AS AN ENERGY SOURCE: NATIONAL OUTLOOK Dr. Jerry Pell Director Division of Anthracite Office of Coal Supply Development U.S. Department of Energy Washington, D.C. You know the old joke about I'm from the federal government and I'm here to help you. There are various versions of the other two parts of that joke and I'll spare you any one of those versions. The last time I was in Wilkes- Barre at Wilkes College was on October 12, 1979 and our generous and gracious host, Dr. Shaw, had the idea back in October to take us outside on the lawn for a group photo and it was much colder than today. pictures today, I'm much more receptive. So, Andy, if you want to take It was a cold day in October. The occasion of this meeting could not have come on a better day. much has been happening in the news. So Most of you are aware that yesterday was Earth Day, and not only was it Earth Day but it was the Tenth Anniversary of Earth Day. The first of which was in 1970. This has a significance for me because I was involved with anthracite through the Anthracite Task Force since '77. Since I had an environmental shop in what was then the Federal Energy Administration, I was brought in to help out with regard to the Clean Air Act implications for anthracite. So, Earth Day, to me represents the bridge that I crossed from being an environmentalist and an air quality meteorologist to anthracite. So you have the sky above and earth below. It is also a day after the Pennsylvania Primaries. part of last night watching the returns on TV. I spent a good For the Wilkes-Barre area, the election of a new Congressman to represent perhaps the single greatest force in support of anthracite ever. Mike Clark is with us today. I can't tell you how delimited I am to see that The kind of continuity that Mr. Clark can bring -14- �I will do us all a great service and I'm really thrilled that you're still going to support the Northeast. i There are no other domestic energy resources in the northeastern part of the United States other than anthracite. That fact, I've i been drunming and trying very hard to inpress upon the bureaucracy in Washington. i Division of Anthracite which I officially acquired in May of 1978. It is almost the second anniversary, short by about one month, of the I have heard there is a certain amount of rumblings up here in the anthracite area that is not related to the volcano in the state of Washington. I i just what is Jerry doing in Washington the last two years. i a s B fl that is required from the creation of a new program or project or office to the Tn the few minutes I have available to me this morning, I hope to familiarize you with at least some of the things we are doing and some of the studies that are now about to hit the street. time, and it does require patience. It does take The one person who is at least patient is the person who is standing before you today, yours truly. I am the one who suffers the red tape and delays in getting these programs initiated. And let me tell you, it is just a matter of biting the bullet and keeping your fingers crossed and waiting for the wheels to churn slowly. Nevertheless, we are doing some impor- tant things. The subject of my talk assigned to me by Wilkes College is "Coal as an Energy Source: II 11 You really have to be very cognizant of what Washington is like, to appreciate the kind of delay time time you start seeing some results. i Runbling with regard to National Outlook". Once you use the word national, it means that I have to diverge a little bit from anthracite to discuss coal in it's generic sense with regard to the nation's energy resources of coal. course, a certain amount of bituminous coal. pursuing bituminous coal. This includes, of I am not active personally in However, I think it's instructive to look at what the Department of Energy's official policy is with regard to coal in general. 1 J One of the advantages in considering anthracite as a part of coal is that it does -15- �come under the umbrella of any policy statements that are issued by Washington, either by the administration per se or by the Department of Energy. I i Secretary Duncan appeared before the House Conmittee on Science and Technology on January 31, 1980 and issued what he refers to as the Department of Energy's posture statement. I am going to read to you a very few paragraphs that I've i i i what it could mean for anthracite specifically. 1 of handling, transporting and using coal. extracted from that posture statement as they pertain to coal. Please, when you hear them, think not only in terms of national energy resource but also One of the things that Mr. Duncan pointed out is the fast rate of increase in coal use can only be achieved by resolving such issues as stringent environmental controls and the high cost These barriers and the problems they represent nay be overcome through technological advances in the conversion of coal, synthetic gas, through the development of systems that will bum coal in i 8 B 1 fl a more efficient and environmentally acceptable manner, and through financial incentives to utilities to encourage substituting coal for petroleum based fuels. With regard to the United States energy supply, Secretary Duncan said the country is not energy poor and that is a very important point. sufficient use of our abundant domestic resources and I don't think anybody knows that better than the people in this room this morning. The Secretary goes on to identify the demand for electricity is expected to grow by about four percent per year between now and 1985. The major share of the primary inputs to power generating plants will be provided by coal and nuclear energy. fl 1 1 1 Let me just say being in the state that hosts Three Mile Island, I happen to be a firm proponent of nuclear power regardless of Three Mile Island. I think that these two energy sources - coal and nuclear energy - certainly for the short haul, are going to be vital to our national energy posture. Secretary Duncan goes on to say coal consumption by utilities will rise from about 500 million tons in 1979 to nearly 700 million tons by 1985. Oil and gas utilities will decrease by 1985, but the -16- il We have not made �b b i level of savings will depend largely on measures taken to replace oil fired utility plants. Renewable sources, and this goes back to the remarks we heard from the earlier speaker, Dr. Nejib, hold great potential for the future but demand cannot be expected to increase significantly by 1985 because of the time required to develop cost effective and efficient technology. i short term realities of the renewable resources. Then there is the As the price of oil rises, United States coal will capture an increasing share of industrial energy and 1 electric utility markets. Eventually will become a feedstock to the production i of synthetic fuels. ■ under development, synthetic liquids produced from coal, will grow markedly after Abundant domestic resources of coal will insure sufficient supply for all our energy requirements. The deployment of technologies currently 1985. I i R I 1 1 II II In my own office, which as I noted, came into existence almost two years ago. We've had under contract for almost a year now, Berger Associates of Harrisburg, Pennsylvania, which is the undisputed authoritative firm on anthracite. You can always tell the federal bureaucrats by the consultants they bring with them. I 'm delighted that Richard Miller and Norman Muchler of Berger Associates are with me today. You will see more of Richard Miller this afternoon on the panel discussion, and I cannot tell you how delighted I am with the work that he and his Associates have been doing for my office. specific tasks on Anthracite. They are right now pursuing four The first of which, and perhaps the most important, is an assessment of the Anthracite Task Force final recommendations. Most of you are aware that the Task Force report was submitted to the DOE in November 1977. Of the twenty-six recommendations, there are twenty-one that are pertinent which Berger is going to put into context for their priority of implementation. 1 That report in draft form should be submitted to me sometime next month, and I am waiting with baited breath to see that. n The second major effort Berger is doing is the Utility Market Study -17- �i in light of the flue gas desulphurization exemption that we obtain from EPA in June of 1979. 8 I regard that in new source performance, standard regulation with the exemption from scrubbing requirements for anthracite. Historically, that event is a milestone in the history of the anthracite industry, and the beginning of a turning point for the industry's revitalization. I The third task that Berger is doing is an inventory, a catalog of all federal involvement in anthracite projects and programs which is an inmensely resource document for me. I i I i This means that under one cover I can see who is doing what with regard to anthracite within the Washington scene. I consider this to be an inmensely valuable source document which I'll be extremely proud to distribute and make available. It is used as a reference volume of federally funded projects for anthracite. Now, I' 11 come back to that in a few moments to tell you some of the highlight of the information that Berger Associates and their subcontractors I were able to present. I is an assessment of EPA's proposed new source performance standards. The newest task that I have asked Berger Associates to help me with This time a not for the utility sector but for the industrial sector which EPA plans to 1 have Berger Associates helping me out on the marketing side of the industrual a a promegate regulations on in final form in 1981. analysis and on the Environmental Clean Air Act side. I I have now under contract as of only about three weeks ago, Environmental Research and Technology, Inc., out of Massachusetts. representing ERST. others. n This is a two-prong effort. Ms. Karen Pearson is with us today from Massachusetts You'll notice that some of our consultants are prettier than ERT is going to do for me on industrial sources the equivalent of what they did for me on the utility sector. To those of you who are familiar with ERT, they are the country's largest environmental consulting firm and most recently were acquired as a subsidiary of COMSET. I cannot think of a more prestigious association that I could possibly have to help me in the vitally -18- �important area, because if the industrial regulations on the air quality side are favorable for anthracite then this could play a major role in revitalizing the industry not only by making it an attractive fuel for utilities but as an attractive fuel for industries. There is an awful lot of possibilities of medium and fairly large users going to anthracite or converting back to anthracite if the environmental climate makes it economically favorable. A part from what my own office is doing in the Department of Energy, there's another major element in DOE. Resource Applications. I am under the Assistant Secretary for The Assistant Secretary for Fossil Energy, Mr. George Fumick, which includes a segment of the Bureau of Mines which was folded in the DOE in 1977, has the expertise and the know how when it comes to mining. And through the good graces of Congressman Alan Ertel in 1980, this part of the agency has one and one-half million dollars for Anthracite Mining R & D. They also have under contract to them, Skelly and Loy, which is now doing a needs assessment for Anthracite Mining R & D. They are busy at work with regard to the mining and reclamation aspects of anthracite. i Again, through the good graces of Congressman Ertel, as I'm sure many of you know from reading the local press, he has taken an initiative to add two million dollar line item to the fossil energy for anthracite; specifically for an open pit mining demonstration program. This, I am absolutely thrilled about for many reasons. Perhaps the most important reason is that this could be a vehicle for assisting the Allegheny Electric Cooperative proposed power plant project. So, despite the fact that sometimes the news from Washington is slew in coming, there are exciting things happening back there in the Capitol. Very briefly, I want to give you the benefit of some of the Berger Associates Inventory Study. Berger, their consult- ants, and subcontractors came across with forty-two projects out of Washington related to anthracite. Eight of which are in the general area of research and development and Research Demonstration and Development. -19- Six are in the area of �environment, eight in the information and data gathering area, sixteen in terms There are forty-two, either of general studies and four miscellaneous projects. on-going or completed projects related to anthracite coming out of Washington one way or the other. dollars. Those add up to a total of 27.1 million anthracite This does not include reclamation money. It also does not include the vast majority of money spent on data analysis and publication of data summaries, or any expenditure for purchase of anthracite. I think that this is an absolutely crucial piece of information, and we hope to do more. -20- Thank you. �I IF I PENNSYLVANIA COAL - HOW CAN WE USE IT? IR Fred W. Taylor President International Boiler Works Company East Stroudsburg, PA I r I Good Morning! I I The International Boiler Works Company in East Stroudsburg, Pennsylvania, is a wholly owned siibsidi ary of Combustion Equipment Associates, Inc., of Na? York. I I i i 1 g 1 n [i Last month, in our annual corporate planning session, I was asked what the Corporate R&D Department could do for International Boiler Works in the next two years. My reply, in typical Irish arrogance, was nothing as we did not have any programs we wanted delayed five years or screwed up. Needless to say, this was poorly received by Corporate, however, the record proved I was correct and I am in hopes that my blockbuster at corporate will result in a change in attitude and objectivity with our Corporate R&D Department. In fact, I can almost guarantee it as I've been assigned the task of supervising their performance and efforts. My story has a parallel in the Federal and State scene. Four years ago, I was on the lecture circuit, beating the drum on the use of domestic coal to reduce our dependency on foreign oil. President Ford's program was beginning to show signs of action, then came the election, and the new administration's declaration of war on energy. formed with cabinet status. The Department of Energy was You have to understand the workings of the Washington bureaucracy to know the problems this created. Energy oriented departments of almost all federal agencies were transferred to DOE and the Pyramid Club began. i Based on the old Washington status, measurement of people in nurrbers, DOE grew to a multi-billion dollar agency overnight. the whole city. DOE became the monster composed of all the misfits from other -21- fl It was utter confusion spread over �r I ■ ® I agencies. It's a fact, and this came directly from Schlesinger's Congressional Testimony. The monster grew and all the public relations goals and objective became secondary to conbating the enemy. I i The Environmental Protection Agency, The battles who was determined to be the biggest agency with maximum control. are a matter of record. DOE wrould issue a policy and EPA wrould immediately counteract it to make sure it wouldn't work. It is fact, and in the meantime, our progress towards utilization of domestic fuel sources took steps backwards, I I not forward. DOE established areas of technology to develop, most of which had already been developed. EPA's definition of "Best Available Control Technology” became whatever was the most expensive not what could do the job. I As I said, we, the boiler industry, were on the speaking circuit in the 70's and contributed much time and effort into educating the public as to i what could be done and what couldn't. and our general theme was the same. I spoke in over six states and Washington Coal is the most expeditious and practical domestic energy source that can be utilized to reduce our dependency on foreign 1 I 1 oil- Despite the technology gap of twenty-five years, the industry does have the capability to bridge this gap and can, if given the markets and incentives. The meetings in the late 70's became all alike — someone from DOE and the various Governor's Energy Councils ■would get up and give the for motherhood, against sin speech on using coal as the answer to the problems. I theme at the outset and all rallied around the flag until after the first coffee break. li 01 1 This was the Then it started with DOE explaining all the regulations, reports, impact statements required to use coal. EPA followed shortly and contradicted most of what DOE said, then a parade of characters like you've never seen all with their hands out. The railroads needed more federal funds to provide rail service. The Fish and Wildlife Lobby is fantastic in telling everyone why no matter what is done, it will adversely effect the streams and environment. Don't the �operators for increased benefits, health programs, etc. Then carne QSHA saying ■ we haven't established the regulations yet, however, you are in violation. DOE and EPA vacillated on so many policies and decisions that industry, all industry just stopped industrial construction until the two agencies agreed on something. That was three years ago and they have yet to agree. Myself and my colleagues grew totally disgusted and withdrew from the circuit. I recall my last talk was to the American Boilers Manufacturers Associ­ ation Convention in 1978 and my final reccmnendation was that the Department of Energy and the Environmental Protection Agency should be combined into one agency, The Department of Power and Environment, DPOE. Prior to this, I had become totally disenchanted with Pennsylvania. a matter of fact, I was ashamed. Governor Shapp's Energy Council was a joke. As They published reams upon reams of coal information with little or nothing to show for it. The V. W. Plant in New Stanton was supposed to be a coal fired high temper­ ature water system as preferred by V. W. However, when the system costs were included in the loan, all of a sudden, a large reserve of natural gas was found to n n use the inefficient gas rooftop units installed. gas was found while Pittsburgh's mills, plants, and schools were all closed down because of a natural gas shortage. Here's another winner. H The horror of this was that this Miller Brewing Company had all but consunmated a deal to build a major plant in the Williamsport area. It was a fast track job and they prepurchased two coal fired steam boilers from a competitor and friend. Pennsylvania Department of Environmental Resources gave Miller so much static 1 I 1 about pollution and would not approve the mechanical collectors proposed for the coal-fired boilers but insisted on a system twice as expensive. forget it, and built the plant in New York State exactly as originally designed. It works fine and they recently doubled the plant. lost. -23- J Miller said, That's 1300 jobs Pennsylvania �L L p By now you're perhaps saying who in the hell invited this S.O.B. and how can he contribute to this conference. I I I Well, let's say this is my last shot. I'm here today at the invitation of Dean Shaw and Tom Lynott, two people who share with me a bit of pride in Pennsylvania and have the guts to fight the bureaucracy and use Pennsylvania coal. Pennsylvania, with its greatest natural resource, coal, should be a leader in the coal utilization, not the follower it is. I I I I'm here to set a secondary theme to this conference. That is "Pennsylvania Coal - How Can We Use It?" not the prevalent attitude of why we can't. I challenge every speaker to take a positive attitude and approach of "How Can We Burn Coal?" - "Not Why We Can't". As I tell ny employees, "bring me solutions, not problems. I I I 1 1 I 11 No, I'm not through yet. gas shortage and energy crisis. j II 1 Oil was still cheap, however, the imbalance of payments and our foreign oil dependence was being recognized and people were assessing coals potential. It was just like it is today, however, now that fuel oil exceeds a dollar a gallon, it becomes more economically feasible. Here's the situation. Twenty-five years ago the last of the coal-fired residential and industrial stokers were designed. or development standpoint. away. 1 1 Let's go back to square one — 1973, the first Nothing has been done since from a technical The designers have long since been retired or passed Only a few boiler and stoker manufacturers remained that knew anything about coal and solid fuels firing. The market, in the past twentv-five years, had not demanded or justified technical development. Add another five or ten years due to the new environmental laws and regulations and we have a thirty year technology gap in solid fuels firing. -24- �This technology gap cap he bridged by industry, the talent, capabilities and facilities are readily available. The gap will not be solved by an Energy Council of Do Gooders, it will not be solved by a massive bureaucratic agency. It is not going to be solved by two federal agencies, dedicated to over­ power and overrule each other politically. Only industry can solve the problem. Given incentives, markets and no government intervention, the gap can be solved, and in two to five years not twenty-five to thirty. Let's take a look at three other key factors. Nuclear power must and can be our energy source of the future, but safe, reliable nuclear power was two decades away before Three Mile Island, and now, is perhaps three or four decades away. Thus we cannot expect nuclear power to solve our energy dependence until the year 2020. COAT. MUST BE THE INTERIM FUEL. The inflation, economy and reputation of the United States depends on it. President Carter was told this directly by the World Powers in Bohn in 1978 when they told him the value of the U.S. Dollar was going down because the United States was not doing anything about their energy problems. I s payments by foreign oil was deflating the dollar abroad. 1 ill immobilized in ninety days if our supplies were cut. 1 As a World Power, we were slipping fast as a direct result of our failure to address our energy problems. Now, let's look at another key economic factor. One of the proven methods to spark an economic recovery was to stimulate the construction industry. This was the fastest and most direct way to get dollars flaying and snark a recovery. It worked in recessions past because the Federal Government always had large construction programs on the shelf ready to go. Today, however, we don't. We are overbuilt on Veterans Hospitals, Federal Office Buildinps, Military Bases and Post Offices. ll U. S.'s dependence on foreign oil made us the hostages of the O.P.E.C. Nations, and a war would see us I I The imbalance of Sector. Thus,this key economic tool is not available in the Federal What's Left? Industrial Construction? -25- Sure, a surge of industrial �construction would provide g major economic lift, it would provide construction jobs as well as new industrial jobs, There's only one hitch, Industrial L construction is now at a virtual standstill due mainly to industries total dis­ E trust of the government. i enact any meaningful energy and tax legislation has industry at a standstill. Industry is waiting for the Administration to get its act together before they move. E i The vacillation, over-regulation and total failure to The high interest rates also are a major deterrent to progress. What can we do as Pennsylvanians? What can we do to show the world as one of the largest coal producing states we can utilize our own domestic energy source, coal, to solve energy, economic, and world problems? What can we i do to set an example for the world to follow? I than any other state. i i H I I First, let's recognize that ’Pennsylvania has more boiler manufacturers We have the talent, technology and capabilities right here in the Keystone State. Let's take a hypothetical case. boiler. A new plant calls for a 50,000#/HR. A gas/oil system installed would run $250,000. A coal-fired system would cost over $1,250,000. and this does not include a 25% cost increase for a larger building, nor does it include coal receiving and storage facilities. The rule of thumb is a coal fired plant will cost ten times as much as a gas/oil-fired unit. Let's assume our coal unit cost is $2,500,000. The present 10% extra tax credit for non-oil units doesn't even pay the interest on the loan. The difference between a gas/oil unit and coal unit should be allowed an accelerated tax 1 1 II write-off of at least 25% additional, and tax free loans should be made available through Industrial Development Authorities to encourage coal utilization. The present energy policy is based upon penalties not incentives, and will remain a deterent until it is changed. Incentives should be established with the knowledge that coal utilization reduces our balance of payments and 1 dependency upon OPEC. It sparks industrial construction and expansion and provides �L jobs in the coal industry as well as equipment and transportation, all right here L at home in our State and Country, and our dollars to the OPEC camel drivers is L drastically reduced. R L I State and federal energy and environmental agencies have got to get their act together and change their whole attitude. It must be changed to "HCW CAN WE" and not "WHY WE CAN'T". Industry can and will solve the problems given the markets for products I I and incentives and the technology gap will be bridged in short order. Environmental standards must be practical and economically achieveable, not inpossible and theoretical. Declare a moratorium on the impossible standards, allow mechanical collectors, then establish a test program to determine what they can do. Work with the industry to inprove standards. The federal and state agencies have got to change their approach and work with industry to first define I I i i i 1 1 1 1 the problems then seek solutions not by establishing impossible standards and changing them monthly. As I said at the outset, I came here as a favor to Dean Shaw and Tom Lynott as they are two people who recognize the true problems and inpact and are trying to do something about it. something can be done. We have been working with Tern in the hopes that This is a last chance for Pennsylvania to lead the way as a coal producing state, to set an example for other states and the Federal Government to follow. It can be done, it should be done, it must be done. have the answers and are ready to help. We as an industry However, we've been pushed around, over-regulated, dictated to by federal and state agencies who are not technically qualified to dictate, we must see a new attitude, you must demonstrate a "Can Do" attitude, recognize the problems, not the symptoms and formulate a positive solution plan not more regulations, paper work and controls. I call upon each member of this conference to anproach their subject �■k — -U on a positive attitude of "HCW CAN WE" not "WHY WE CAN'T". It's fist or cut bait time, gentlemen. Let's show the world the old fashioned American shirt sleeve approach still exists right here on top of our E wonderful coal field. I make a bet on that. i This might be our last chance as the lights are going out. "HCW CAN WE WIN", "HOW CAN WE SURVIVE", i i i i i l l 1 i i i I -28- "HCW CAN WE SHCW THE WORLD". You can �THE ROLE OF THE ANTHRACITE TASK FORCE Attomey Abe Frumkin Anthracite Task Force Pottsville, PA Semebody doesn't like me very much or they wouldn't have me follow Mr. Taylor. Ffy topic is one that leads to some recapping, but I think you will find that I, as well, will have some things that are a little strong to say. On April 29, 1977, President Carter gave us his first energy address in which he was looking for an increase by two thirds in the coal production through 1985. Here we are almost exactly three years later and the production of both anthracite i and bituminous has dropped. But all has not been lost from anthracite's point of view. Anthracite Task Force, which I've been asked to speak about, was established in May of 1977 at a meeting called the Pennsylvania Congressi cmal Delegation. It was attended by Jim Schleshinger and FEA Administrator, John O'Learia, who turned out to be a great friend of anthracite. There were five meetings of the full Task Force and five meetings of each of the five subcom­ mittees from June through October of '77. in Hazleton in September. In addition, there was a public meeting The final report was delivered on Nbvenber 18, 1977. There are a couple of points to be made from that little boring story. First, in answer to one false complaint frequently heard, I would remind you that it was the Pennsylvania delegation in Congress that initiated the formation of the Task Force. 1 1 1 J Dan Flood. I am sure Ft. Mike Clark had a very significant part in that as did Our political representatives can be, and frequently are, most helpful. Indictments to the contrary, I believe, are not appropriate, valid or construetive. Second, I point out to you, that many private citizens in and out of the coal industry, environmentalists, industrialists and others gave innumerable hours of their time to review the status of anthracite and came up with -29- �fl ft i I I reconmendations. I This, anthracite task force was really my first experience with organized anthracite efforts. Although I was bom and raised in this region, I was inpressed by the interest and dedication of most of those involved. It was also my first experience with the regions Greek chorus of Nasares, who delighted saying over and over again that nothing would be accom- plished that might benefit the industry. that. I People do care. I was, and remin, unimpressed with Dr. Pell spoke of twenty-six objectives that the Task Force delineated. He neglected to point out that the first two of those were the establishment of the dedicated anthracite office and the amending of the regulations under the Clean Air Act to exclude anthracite where appropriate. I On May 19, 1978, the anthracite office was created. quite as large as we would like but an office nevertheless. Albeit not one In addition, through­ out the course of the Task Force, we made friends within DOE, that proved to be I most important to us. Let me give you an example of how important having a friend in Washington can be. Even just one man. The hero of this story is Mr. Jack Daley, Director of the Task Force, who has maintained his interest in anthracite. In early 1979 when it appeared that we would be successful in pro- curing exemptions for anthracite, Mr. Daley called, in somewhat of a panic, to inform me that he had been told by EPA that they would not grant an exemption because they had become aware of some of the difficulties that some of our producers had faced in this region. n i to be cooperative. As a matter of policy, they were not going Fortunately, Daley knew the facts. He had spent time with the people in the industry and he personally procured the cooperation of the Justice Department in getting them to speak directly to the EPA and the objection was withdrawn and the exemption was granted. The key point that I make by this is tliat every step that is taken on behalf of anthracite by anyone, eventually benefits all of us even if in a small direct way. important. Every friend we make is I'm sure that Dr. Pell, being in Washington, has had an affirmative -30- �tl Fj impact on things like the Korean business, -which has been generated in the I anthracite business. R Although sometimes I. wish he would be a little more affirmative and aggressive, he is much more polite than I am. The fact remains the word anthracite is now attached to an office in the Pppa-rt-ment of Energy. t It is manned by an aggressive and an active young man who operates within a bureaucracy that probably makes it almost impossible for him to work. I When the initial regulations of the new source performance standards I for coal-fired electrical generating facilities were published, it was agreed that a response on behalf of the anthracite industry would be required. I The Joint Anthracite Conmittee was formed in Pottsville on June 13 of ' 78 and met a second time in October of that year. I people based effort in the region. I This group was the beginning of a broad At the same time, few of the producers organized together in an adhoc group called Anthracite Development and Utilization I I Association to fund the kind of technical response that was required to deal with the questions raised by EPA. They also funded the hiring of a Washington council with expertise in dealing with agencies like EPA. United States Senator John Heinz's help was solicited and procured and by September 19, 1978, the Senator 1 1 1 1 1 1 was in a position to announce that President Carter supports the position of the Joint Anthracite Conmittee directly with the Environmental Protection Agency. On December 12 of 1978, a formal presentation was made to EPA in Washington on behalf of ADUA and the Joint Anthracite Conmittee. was granted. On June 11, 1979 the exemption This, as was pointed out earlier, was the high-water mark of efforts on behalf of anthracite. Unfortunately, from the moment when it looked as though anthracite could win in the Washington area, those who had the most to benefit turned their back on efforts to aid the industry. The producers, who have the most to gain, appeared to prefer to quarrel with one another than work together. I One of the things that I will never be able to understand since I was -31- 1 �bom and raised in this region, is the inability of the industry to pull together to coordinate their efforts to do things like advertise the benefits of anthra­ cite, lobby in Washington and Harrisburg, and deal with those questions and problems that face the industry across the board. interest. There just seems to be no However, while the producers may not be motivated when it comes to such matters, they certainly are nosey. There always seems to be a person who is not involved in anthracite directly that has taken an interest in the industry with a view of increasing employment in our region. Most important of those individuals since his inauguration in January 1979 has been the Lt. Governor of the Corrmonwealth of Pennsylvania, Mr. William Scranton. Mr. Scranton has recognized the fact that when you talk about anthra- cite in the United States, you are talking about Pennsylvania. And that when United States anthracite is competing in the world market it is essentially competing with other governmental entities. The Conmonwealth of Pennsylvania has begun to act and become actively interested in the problems of anthracite internationally. It has reached a point where it might be accused of opening its own Department of State. Bill Scranton also took a direct, aggressive interest in the development of an anthracite fired utility plant within our region. His efforts were substantially responsible for focusing on the importance of generating jobs within our region. I 1 1 1 Those efforts have been most effective. One of the blessings and curses of the recent past has been the emergence of the so- called Korean business, as it is generally referred to. Problems generated in connection with business have been faced by the Lt. Governor's office. It has held direct informal discussions with the Office of Supply of the Republic of Korea as well as with the representative of the Prime Minister's office. Step #1 in the solution to the problems that have resulted in recent reduction in the amount of United States anthracite going to Korea, has been the preparation of a 1 fl prequalification process and the reconmendation of that process. -32- This has been �L li I I developed by the Conmonwealth to help insure the Korean trading companies purchasing anthracite in the region are buying from people who are in a position to deliver the anthracite. The Lt. Governor's office has developed the thesis on which they have procured the cooperation of the U. S. Department of Conrnerce and the U. S. Department that maybe twenty or twenty-five percent of the four I I I or five million tons a year of anthracite that Korea must purchase overseas, should be bought in this country. producers should not be penalized for the shipping distance. I I If you look at costs, F.O.B. the coal mine, the price of U. S. anthracite compares very favor­ ably. I The office argues that the United States The Korean government has been encouraged to reduce the number of their trading companies in the region. There have even been efforts to interest the European and the Korean governments in shipping anthracite from the mines through our ports. It is this kind of level of involvement that is absolutely invaluable to the industry. Looking over the foregoing list of what has occurred since the formation I 1 1 of the Anthracite Task Force, I am pleased that what has begun at that time seems to have moved forward in a solid way over an extended period of time. remiss if I did not comment on the fact that none of the progress that has been made quite so easily or effectively without the cooperation, contrary to Fred's comments, of the United Mine Workers'. •] I would be Mr. Savitski agreed at the first meeting of the Joint Anthracite Cornnittee that the union could work together with non- 1 union operators in order to help the entire industry. 1 using the EPA regulations. This has been a significant factor, particularly with the sophistification of the mine workers in lobbying I would also be doing a disservice if I did not recall to you the strenuous efforts of Mr. Lesarchick, Mr. Succos of Pottsville, 1 J I fl and Mr. Ziolkowski. I personally felt that the deep mine project, which is important not so much to any one producer, established the principle that anthra- cite can pay and will play an inportant part in the energy situation in this -33- �3 t I country. When this, project ran off the track because of a problem, Chuck Minula had already solved the problem. have had significant progress. I I This was unbelievable to me. Yes, we Unfortunately, there has been an interruption in the course of that progress and I am pleased to note from Mr. Clark today that he has picked up the ball and moved forward on behalf of anthracite. think that we could have anybody more effective working in our behalf. I don't But, let me tell you a story which I passed on to him about how progress can be I I I thwarted. At Mr. Len Ziolkowski's invitation, I attended a meeting of people interested in anthracite with Dr. Gene Eidenberg, one of the President's repre- sentatives. He was extremely bright, receptive and very interested. We followed up with Dr. Eidenberg and eventually set up a meeting with his assistant, Mr. I I 1 I i 9 Hilmenski, who inpressed us not only with his interest but also with his under­ standing of the fact that it was not words but action that were required. study committees but working groups. Not The end product of which would not be another report but an agreement on how specific projects might move forward. He talked about bringing together representatives for DOE, the Treasury, Office of Surface Mining, the utilities and industry. I could not have been more excited since it coincided with efforts to bring the anthracite-fired electric utility into being. An extremely productive meeting was held in the White House with Al Pierce of Gilbert, Frank Succos of the Joint Anthracite Committee, Nat Goldhober of the Lt. Governor's office, representative of DOE and Ed Helminski. I All I could think of was, imagine that, anthracite has made it to the White Plans were made to move forward. 11 House. II movements. to and set forth. industry. II II Very specific objectives were agreed All that was missing was the letter to authorize forward No publicity, no noise, just cooperation between government and And as Mr. Clark pointed out, no bureaucracy. I was dreaming. The letter never came. -34- For awhile, I thought The whole project stopped. �L I I I'm happy to note this morning for the first time that the effort has begun again but on a slightly different track. this is one thing that I hope everybody is in agreement on the anthracite issue is jobs. The issue is putting our people to work again, no way that this can be a political issue. I I I I I In my view, there is I'm not working for the coal producers. When I take time to speak on behalf of anthracite, I'm concerned about putting our people back to work. On a broader picture, I want to help this country find its way to some energy independence. and dignity for our people. accomplished. The basic issue is jobs It is my hope that the momentum which has been lost will be regained, and we will move forward together. I As far as I'm concerned, and There is much to be The rail and port situations are an example. Believe it or not, the Department of Energy has finally recognized the importance of stock piling. When the President was in Japan at the Inter­ national Energy Conference, one of the things that he presented was the estab­ lishment of stock piling in this country so that any European country which i relied on us to supply them with coal in lieu of oil was assured of the supply. 1 1 1 Even is there was a strike in this country or even if there was some interruption I an industry located in Pittsburgh. 1 in transportation. It is interesting that after all the years which anthracite producers have been talking about the stock piling concept and getting nowhere, the federal government can see the importance of the idea when it comes to an industry located in Holland, but fails to see the reality of it when it comes to As long as the idea has finally surfaced in a meaningful way, it should be broadened. The agenda of required action is endless but not hopeless, I would certainly hope that the industry finds itself in a position to finance the kind 11 of work that is required. 1 1 Mr. Clark said the project that he is working on was moving forward without a federal bureaucracy, but somebody has to pull together the data and establish a central office. -35- I don't care what you say. �E E You take the bureaucracy for what it is. You can stand here and cry about it twenty-four hours a day and make jokes about it, complain about it, but it’s there. The thing that distinguishes me from most people is I believe we can I move it and we can make it work. instance. I i I We have proven it can be made to work in one It can be done if we all work together, if the producers fund these efforts so that reports like the Franklin Reasearch Group Report can be developed. I am always reminded when I think in terms of the anthracite producers, Ask now for whom the of Hemingway's "For Whom The Bell Tolls", but in reverse. bell tolls but when a bell tolls well for anyone in anthracite, it tolls well for everyone in anthracite. a benefit. The industry is too small to really be able to isolate During World War I anthracite contributed 100 million tons to our During World War II, 50 million tons in one year. Now we are engaged I efforts. I will once again have the opportunity to contribute its fair share. 11 1 1 I in yet another war. A war for our economic survival. You can be sure the people of the region are ready. been. Let us hope their leaders are not found wanting. i 1 i -36- !l Hopefully, anthracite They always have Thank you. �L L COAL GASIFICATION IN NORTHEASTERN PENNSYLVANIA Hugh Campbell Technical Director EBECO Associates Hazleton, PA 1 I I I Mr. Taylor will be interested to know that there is still another Federal Agency being formed. nuch about is caused, in part, by scrubbers which utilities were forced to use according to EPA regulations. I I As you know, the acid rain we've been reading so This is similar to what happened years agp in automobiles when we had more pollution rather than less as a result of the efforts of the EPA. The new agency is called the PEPA. This is the agency charged to protect the environment from the Environmental Protection Agency. I The gasification project in Hazleton actually started in 1941 when my grandfather bought the Well & Galusha gas producer for the Hazleton Brick Company, I li I I and we subsequently bought three more. total of fourteen. The Glen Garry Brick Company bought a As President of Cando in 1973, I suggested, after the oil embargo, that we build a coal gasification plant in an industrial park. process would soon be more economical than fuel oil or natural gas. This I had a great deal of difficulty convincing the board that the process would work and that I was not a screwball for recommending it. I think I've managed to convince I them ultimately that it will work, but I'm not sure about being a screwball. I 1 1 thing works briefly. 1 I The plant is now under construction and I will run through how the Coal is stored, for the most part, outside the plant. We maintain about three or four days supply inside to take care of us in the winter months. It is loaded into a coal hopper, elevated to an upper storage bin, where it flows by gravity down to the gas producer. by gravity down to the gas producer. The lower storage bin flows The lower storage bin acts as a lock hopper. The valves in the bottom and top of the lower bin are interlocked so that the -37- �bottom valves are closed when the top ones axe opened and vice versa. In the gas producer, we simply set the coal on fire. carbon in the coal will give off carbon dioxide. 1 I in the process of burning the coal. We also utilize water vapor That passes through the coal as steam Above the fire bin the hot carbon reaction of the carbon dioxide and the water vapor breaks down to hydrogen and carbon monoxide. Hot rod gas comes out of the gas producer and is used directly in many industries. I I I I I it more acceptable to a variety of users. 1 1 We pass the half-gas through a waste­ heat boiler to make steam which is used later in the process. We then scrub the gas, compress it to about five pounds, scrub it again and then run it through The purpose of the chiller is to take out all of the moisture that was put in during the scrubbing process. The chiller is cooled by cold water frcm an absorption refrigerator which runs on the steam that was made in the waste heat boiler earlier. The gas is then reheated to about ambian temperature, again using some of the earlier made steam. out the Park. I It is that easy. At the Humboldt Park, we will be firing it somewhat different to make a chiller. I Burning the The gas is then distributed through- That is one way the plant will work at Humboldt. The plant is currently under construction. gasifiers in the past two weeks. November of this year. We have installed the The expected completion date of the plant is The purpose of this project is to create jobs, and not to demonstrate a new technology. We should not forget that in Wilkes-Barre, Scranton, Hazleton and Philadelphia, years ago, the only gas we had was gas I 1 1 made from anthracite. It is an old technology and it works like a charm. gas producer gives us clean compressed gas. We get about 857. of the energy that was in the coal. There is no reason why this process should be restricted to the Humboldt Industrial Park specifically or to industrial parks in general. 1 The There is no reason, for example, why a gasifier should not heat Wilkes College. -38- There is �t L t I no conversion cost. use. You do not have to take out the boilers that are now in They currently use fuel oil and natural gas. on environment is minimal. The impact of the process EPA estimates show the process generates about 2C% of the pollution that is expected from the direct burning of coal. There is no limit to the size of gasifiers. I I I ducers were made small enough to power automobiles. I I At one time, there was a regular ferry service between New York and London on the boats powered by small gas producers. There is nothing new about the technology, incidentally, just about anything that has carbon in it. Carter will be happy to know, peanut shells. I Years ago, these gas pro- cmics. You can gasify, That includes, President It is simply a question of econ- Twenty years ago it was economical to make gas out of anthracite coal. Ten years ago it was not, but today it is. The cost of todays fuel oil is about $6.00 per million BTU. of coal gas in the Humboldt Industrial Park will be about $2.50. The cost Prior to working full time on this project, I reenergized the gas producer at the Hazleton Brick I i I 1 1 I 1 1 1 1 Company, which happens to be thirty years old. a month. Our gas bills used to be $50,000. The coal bills now are $20,000. a month. So, this process is not a theoretical exercise, but a reality which is being done right now in Hazleton and will be done this time next year in the Humboldt Park. It is one efficient way of using coal that we have not heard much about. We have heard about coal gasification but when you look a little further you find that they are talking about a pipeline quality gas. I do not think that it is necessary to bail out the oil companies by building $40 billion gasification plants that have the sole purpose of substituting gas for oil and natural gas in pipelines. It should be pointed out that to bum one volune of natural gas requires eleven volumes of air, but coal gas requires something less than one cubic foot of air for the complete combustion of one cubic foot of gas. The burners of the tunnel kiln at the Hazleton Brick Company do not -39- �E k distinguish, whether they are hooked up to natural gas or coal ga,s. works just as well. t Either gas There is no reason why this process cannot be duplicated throughout the northeast, or for that matter, throughout the nation. Everyday I we see trains of various companies bringing 14,000 tons of bituminous coal into I is no reason why they cannot carry anthracite back to Pittsburgh and Virginia the PP&L plant at Montoursville. for gasification facilities. i I I fuel for gasification. These trains leave the region empty. I should point out that anthracite is the ideal It does not have the problems of bituminous coal, such as tar formation or high sulphur emission. or swelling. There With anthracite, there is no caking Bituminous coal plants or gasifiers have investment in the cleanup of equipment equal or greater than the investment in the gasifier itself. That is not true of an anthracite plant. I i I ! I So, we have an ideal fuel for coal gasification in anthracite. We have the means whereby we can use coal to replace oil and natural gas. guess ny question to you is - Why don't we do it more often? Thank you. I 1 I 1 1 1 1 -40- And I �E L FLUIDIZED BED PROJECT - WILKES-BARRE L I Carl Ungvarsky Chief Engineer Wilkes-Barre Redevelopment Authority Wilkes-Barre, PA My topic is the prototype Fluidized Bed Boiler as it is used in the Wilkes-Barre Steam Heat operation. The city of Wilkes-Barre has a central steam heat plant that delivers heat to buildings in the downtown area. This central steam heat system was first installed in April of 1886, and the first steam i i i I introduced into the lines in November of that year. anthracite coal has fired the boilers. For the past 94 years, Last year the plant used 25,000 tons of anthracite coal and this fuel accounts for approximately 80% of the entire annual budget. With the use of the fluidized bed that burns anthracite culm, we antic­ ipate approximately 50% cost in fuel savings. Six years ago the former owners/operators of the company began to install oil burners in a move toward the conversion to oil. ruptcy shortly afterward. They went into bank­ Now all of you know what happened to the price of oil I the former owners. 1 heat operation in August of 1976 in order to continue service to the 280 customers, since 1973, and whether this or poor management contributed to the failure of I do not know. The city of Wilkes-Barre took over the steam who would have had to install individual heating systems. In fact, this had already occurred with some former customers of the central heat system because of the impending bankruptcy of the steam heat company during that period. Since taking over, the Steam Heat Authority began the gradual reconstruction of the 1 1 1 I plant including the underground piping that had been allowed to deteriorate for many years. Simple preventive mantenance had not been performed and this was the first order of business. During the heating season the plant operates with Cxto anthracite-fired -41- �Keeler Boilers with traveling grate stokers and a combined capacity of 180,000 pounds per hour steam. L In addition, three smaller oil fired York Shipley Boilers serve as back up to the main boilers and are used for light load because of their turn down capability. The turn down capability for the coal units was removed when four smiler Babcock and Wilcox Boilers were taken out of service, disassembled and stripped for parts when the oil burners were installed. The underground lines were leaking in many areas, and especially on one major feed line on Union Street. Taking this line out of service for replacement would require heat cut off to a large portion of the downtown area. So, through the cooperation of the city government, a major feedline was installed using a double i 1 1 1 pipe insulation systen and heat was maintained throughout this period by install­ ing a temporary line on the surface of Market Street. Maybe seme of you remember that the steam line was used as a traffic line divider during the winter of 1976. This line leaked so bad that the city street department saved on snow removal each winter, as the escaping steam melted the snow as it fell. The underground lines were gradually replaced as part of the city reconstruction program, and the result of this line replacement could readily be seen in the improved delivery system. 9 I I I 1 1 1 1 The peak output required to meet demands for steam dropped from 170,000 pounds per hour to 125,000 pounds per hour because of these insulated and improved steam heat lines - approximately 3 1/2 miles of lines. The plant itself was also rehabilitated. The boilers were broken down and replacement and repairs were made where possible. There was nothing we could do about an inside coal storage bunker that the former owners installed to house 30,000 gallon storage oil tanks. This base, as you probably can realize, could be utilized for inside coal storage thereby eliminating outside storage with related moisture problems. Bob Betzler, Wilkes-Barre City Engineer and Project Manager for the Fluidized Bed Boiler Project, noted that the engineers who were in the process of converting the plant to oil back in 1972, were dealing -42- �t! Il L t with oil at .18q a gallon which may have been a major factor for the conversion. In any event, we now have a city-owned central steam heat distribution system. The underground lines have been replaced as part of the city's rebuilding program. The plant generates stem using two anthracite fired Keeler Boilers and three oil burners for backup and light load. i i I Any long-range planning would re- quire an additional coal boiler for backup with a capability to meet light loads so the oil burners would not be needed. The city of Wilkes-Barre had the oppor- tunity to apply to the Department of Energy to co-sponsor the design, construction and operation of a prototype anthracite-fired fluidized bed boiler. The objec- tives of the program are first, to establish the technical and economic feasibility I i I I 1 i of firing anthracite culm in an atmospheric fluidized bed steam generator pro­ ducing steam for district heating in downtown Wilkes-Barre; and second, to establish the relationship among the variables of excess air, bed temperatures, culm analysis, feeding value and limestone to coloration in order to identify ccnmercially, acceptable operating conditions for the combustion of anthracite, culm and/or anthracite coal mixtures in an atmospheric fluidized bed steam generator; and third, to limit sulphur dioxide and nitrogen oxide emissions to air quality standards. The project was approved by the Department of Energy and the city of Wilkes-Barre then called upon the Foster-Wheeler Corporation to design, supply and erect the fluidized bed boiler, and the engineering firm of Pope, Evans and I 1 Robbins to design the balance of the plan. The boiler was originally planned • to burn a blend of anthracite coal and mine refuse and that may be its use in the future. However, testing has revealed that material in area culm banks with a 50 to 55% ash content is suitable for burning with no blending. I 1 I I would like to refer you to the booklet that includes a technical paper that was presented by the Foster-Wheeler Boiler Corporation to the Sixth International Conference of Fluidized Bed Combustion in Atlanta, Georgia, on April 10th of this year. -43- �L [ This booklet describes in detail the anthracite fluid bed steam generator for Wilkes-Barre. The city of Wilkes-Barre was- looking for a high reliability and availability, east of maintenance, low turn down and simplicity of design. i I The fluidized bed boiler is designed with a four to one turn down capability. Therefore, the steam heat operation can use the fluid bed boiler because it has the flexibility for base load as well as for light load. At this time, Phase I, which consists of the pilot plant tests, the I ! design of the boiler and the feed systems has been completed. drawings and specifications are now under review by the Department of Energy and the city of Wilkes-Barre. I I I I I I I I I Construction is planned for this sunnier for the fluidized bed and to be on line for the 1981-1982 heating season. In conclusion, I would like to state that the successful operation of the Wilkes-Barre project will demonstrate the ability of a fluidized bed to generate steam from a poor quality fuel in an environmentally and economically acceptable manner. 14y point here, is that this boiler is designed to bum low grade fuel in an economically and environmentally feasible manner. 1 'I 1 The detailed -44- Thank you. �■ KEYNOTE ADDRESS The Honorable William W. Scranton, III Lt. Governor Commonwealth of Pennsylvania Ladies and Gentlemen! setting on such a beautiful day. our mission is concerned. I am very pleased to be here in such a lovely I hope this weather is auspicious as far as I am very happy to be able to meet with you and talk with you at some length about anthracite coal. does not have a future. And whether, indeed, it does or I am one of those who firmly believes that it does, however, that future will not be an automatic one. It is a future which we are all going to have to work terribly hard together to achieve. One of the questions that I get asked very often, and I am sure many of you are asked very often and that is, we have heard over the last several years all kinds of rosy descriptions of what is going to happen to anthracite coal, and yet what has actually happened? What has been accomplished? I think it is a fair question to ask, a question that we have to ask continually. It will only be until we actually can see and measure the results. Only then can we claim victory over the problem of revitalizing anthracite coal. Some very important things have happened and it is important, I think, that we review them and recognize them. Since the time that we took office a little over a year ago, the outlook for anthracite coal has changed dramatically for the better. Not because we took office, I don't mean to take credit for that, but because of the dynamics of the energy situation. The very first thing that I did as Lt. Governor was join many of you in putting the weight of Pennsylvania government behind the proposal to exempt anthracite coal from the Environmental Protection Agency source performance standards. That we did immediately upon talcing office in January, which is not, as you know, a minor accomplishment. -45- �I. For the first time, anthracite coal became a marketable coranodity to 11 a much greater extent than it ever was before. I L I That exemption went a very long way in clearing up one of the major problems in the further development of anthracite coal for various markets. Then, Three Mile Island occurred. Now, many people have claimed a variety of things as a result of Three Mile Island. However, one of the main consequences of that accident was a tremendous uncertainty in the mind of many I I I people about the viability of the nuclear power industry. among those who advocate that it is absolutely unsafe, or those people who think it is the salvation to our energy problem. I I I 1 As a result of Three Mile Island, the answer has invar- iably been, in Pennsylvania and in other states, into coal-fired plants. Coupled with the EPA exemption, a dynamic situation has been developed that we did not enjoy for many years. Another thing has occurred since we took office, and that was the fall of the Shah of Iran. 1 Those people are the ones who have to make decisions whether to invest their companies money into nuclear power or into coal-fired plants. i Those people are not situation. This event has impacted strongly on the international energy Although we had hints about it in 1973, we never realized the full extent of it, as a nation or as a group of allies until last year. Suddenly, nations such a Korea, Taiwan, and the european countries, have seen the necessity to import coal. There is no reason why anthracite coal cannot be part of that, if we get together and work hard. So, if people say to you, what has happened to give you the feeling that something good can come about anthracite coal, you I 1 can point to those three items which have really revolutionized the prospects for this industry. You loiow and I know that a great deal more has to happen before anthra- cite coal enjoys the resurgence that we think it should have. I don't want to raise unrealistic expectations about what can happen to anthracite coal. -46- Those �of you who know'anthracite .coal, know that its. production peaked in 1917 about one hundred thousand million tons a year. fifty thousand million tons a year. We are now producing a little over To get back to anywhere near one hundred thousand million tons would require a miracle, though I don't think anyone here expects that. We do expect, however, a major expansion of the anthracite coal industry within the next few years and maybe over the next decade. real possibilities now that we can double the production. There are I think anybody who looks at the dynamics of the energy situation, and if we are smart and work together to put together a package that can be marketed easily, we can do much better between now and the year 2000. The question that I really have to answer and should continue to answer to you, is the what the state govemnent intends to do about it? I would fore­ warn you by saying that the state government is not gping to be able to guarantee a market for anthracite coal anymore than the producers are going to guarantee a market for anthracite coal or anymore than the federal government is gping to be able to guarantee a market for anthracite coal or anymore than Conrail is going to be able to guarantee a market. Working together in a consorted, coordinated, and intelligent way, we can guarantee a considerable larger market for the anthracite coal. There are a number of things that we in state government feel particularly responsible for. One is, to set an example, by undertaking a study of state buildings and state-owned boilers to determine which can begin to convert back to anthracite coal. I am pleased to say that such study has been completed and I think you will see some movement in that area. That is obviously not a major market for anthracite coal but it is important we put forth our best foot forward and set an example. I am happy to say that the house that I live in bums anthracite coal, so I pass my winters snugly and securely. true of every institution in the Conmonwealth. -47- This is not �The second is the very real and troublesome problem of coal trans- portation. This is a problem that the state government has to begin identifying but we need assistance from the federal government and the help of each of you by making your voice heard. We have come up with a coal transportation package through the entire state. A great deal of which will impact on anthracite coal of about eight hundred million dollars. reactivization of Conrail tracks. miles of roads and bridges. This includes the rebuilding and the The restructuring of about eighteen hundred Finally, the very important rejuvenation of the Grenwich Pier at the Port of Philadelphia. That is a thirty million dollar package and we are very hopeful we will get that through. As you know, Conrail has decided to put five million dollars into that immediately, but we hope very strongly to push for the thirty million dollar package which will double the capability of that Port to export coal. And we are going to push it. If President Carter is serious about his coal policy, and if Mr. Mondale meant it when he came to Pittsburgh a couple of weeks ago and declared by 1985 coal production in this state will double, then they cannot afford to neglect the very important problem of the infra structure for transportation in the state. We have put together a state package which I outlined, and we have taken it to our Congressional delegation. You will see a very vigorous push on our part, but we need your help to get it through. This is absolutely the key for any kind of coal development in Pennsylvania. The next thing the state has to do is take a leading role in facili- tating the export of Pennsylvania anthracite. I have sent a representative of my office over to Korea earlier this year to meet with government and industry leaders there. I intend to undertake a trip in May to try and get an agreement from the Koreans to import a specific percentage of their anthracite needs from Pennsylvania. fair size. This will help guarantee a market which we can build up into a It will also help guarantee financing for the infra structure changes -48- �I I that have to be made, and for producers who are going to develop the capability of producing larger quantities of anthracite coal in the years ahead. I think there is a real market in Korea. I think there is a real market in Europe, and the state government is working very hard to facilitate that. L I We are extremely interested in seeing that developed because we think it is a major market for anthracite coal in the short term as well as in the long term. Next step that we have to take as a state government, is to put our money where our mouth is when it comes to synthetic fuel projects. I I I fortunate to have some part in the opening of the Cando Coal gasification plant in Hazleton. We are extremely interested, and have reconmended now the help with state and federal funds to open the Nanticoke coal gasification project. I I Anthracite coal has very real potential in synthetic fuel production but it requires state dollars. I I economic development dollars so as to make them happen. Finally, the jewel in our crown, for anthracite production has been the idea that we inherited from the energy council that proceeded us. il It was an It has gone a long way in that time with the help of Mr. Ebner who is sitting here, and the Allegheny Electric Cooperative. To become a reality, Allegheny Electric has made a corrmitment to it, PP&L has made a conrnitment to it, and Philadelphia Electric has made a conrnitment to it. 1 1 1 We intend to determine which of those projects are well founded and back them with state large scale anthracite project of the Allegheny Electric Cooperatives. I Many of you may not know this but Pennsylvania leads the nation in coal gasification plants and intends to remain being the leader. I We were very If this becomes a reality, then there is a possi- bility of increasing the output of anthracite coal by 60%. There have been very real interests, both Inside Pennsylvania and outside Pennsylvania, to be involved in the mining operation. continue to work on that and develop it. -49- We are going to I think now you are beginning to see �Our administration the utilities understand the logic of us.ing anthracite coal. will be more than happy to be as helpful as we can, not only in this project, but in any other similar project. We intend to coordinate the effort of state government, in so far as licensing and permits, DER and all those very compliI am glad to say, Mr. Cliff Jones cated issues which involves the environment. has given his personal pledge to see to it that the project works and any other project like it will work. So, I think you see very briefly, a real possibility now for increased production in anthracite coal. It is not something that people are just talking about. real. It is very Obviously, that you people who work in it on a day to day basis, has some There is no doubt about it. very real problems that have to be addressed. But for the first time in a long time there is optimism and there is real grounds for a bright future in the anthracite coal region. It will be our fault, and I don't mean the state government, but all of us in this roan including state government, if that optimism does not come to fruition. We must work extremely hard and understand with each other that we all have responsibilities and a partnership. That, if one of us lets down, we are going to disappoint the entire project and the entire effort. As you know, and I can be very frank with you because you know it, anthracite coal has not had the best possible reputation either nationally or internationally for a long time. There is no reason for that. There is no reason we cannot overcome that, and we are going to work terribly hard to overcome it. It is a coal of The anthracite coal is a resource of tremendous value. tremendous quality. It is a coal that in time of crises will be the main energy source for Pennsylvania and our allies throughout the world. ernment, are determined to do our best to make it happen. in return to keep very close in touch with us. We; in state gpv- I would only ask you Tell us what you are doing and what you would like to see us do and understand that we are all working in -50- �partnership here. This region of the state deserves better than it has received for The economy of this region, the image of this region, and many, many years. I 1 the pride of this region, now has the opportunity to develop itself in a tre­ mendous fashion. The responsibility lays on all of our shoulders. If we under- stand that, and if we don't let ourselves begin to gripe at ourselves and worry about the fact that things aren't moving fast enough, but just keep constantly 1 I I on the road of developing what we have now, and that is a very fine and marketable product. I think we are all going to see a major resurgence of anthracite coal between now and the year 2000. Thank you very much. I 1 I I I I 1 1 -51- 1 �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Thomas J. Lynott, Chief Economic Development Division Bureau of Human Resources Department of Community Affairs Harrisburg, PA L 1 I Good afternoon! Thank you very much for your patience today. like to just briefly outline how and where the Department of Conrnunity Affairs is involved in our efforts here. I I will In the Department of Community Affairs we have what is known as the 601 Program which is designated for coal impacted counties. This is a federally funded program under Farm Heme Administration, and unfortunately, in Pennsylvania there was only one county in the anthracite I region, Northumberland County that was funded the first time around. So, the Department of Community Affairs asked me if I would work a few days a week with I I I i I the coal operators in the northeast region in particular, the anthracite region. The objective is to develop a dialogue, and see if there is a possibility of an eight per cent increase in production to qualify for the 601 Program and get the county certified. It is not that difficult to reach this objective. With all the ideas, the plans and enthusiasm available, we do hope that there is going to be an increase in anthracite production and an increase in employment. We presently have the Columbia County representatives here working with the corrmissioners in planning. Their county has the necessary documentations in for the program certification. I am presently working in Schuylkill County with the tremendous cooperation of the county-wide comnunity action agency. 1 1 'J Ms. Dawn Cagerese has made available four of her staff members to go to each of the coal operators with a very simple one page form to ask them if they have an increase in their production. Be it in the deep mines, strip mines or in transportation. We are working also with the agency here in Luzerne County. -52- This, �however, is a rather large task because I know when some of the people in the industry get a form from the government requesting production increases projec­ tions, they will chuck it in the basket thinking it is just another form. What 1 we would like to do is to confoine the community and our efforts with those of I we are going to acquire ground in the anthracite region and work with you the coal operators to build and maintain central fired anthracite units. If people, we are going to try desperately to work with your interest in mind. I I i I I I I I I it is a new site or an existing site and we are going to do anything in housing and economic development, the first things we are going to do is to take a good hard look at using a central fired anthracite unit. Whether it is high temper­ ature water or a gasifier is not important. in Northumberland County. attest to this. So, the Department of Corrmunity Affairs will attempt to promote and use anthracite in its programs and development projects. market, more industry, and jobs. Thank you. 1 i [1 I ■ The proof what we say and do is Mr. Grennon represents Northumberland County, would 1 1 1 If -53- This means wider �I PANEL DISCUSSION COAL AND CONSEQUENCES OF COAL CONVERSION I Louis Pagnotti, III Pagnotti Enterprises, Inc. West Pittston, PA 1 I I I am an engineer with Pagnotti Enterprises, Inc. Our company and its subsidiaries have been continuously engaged in the mining, preparation, and marketing of anthracite coal for forty-eight years. The anthracite industry, located almost entirely in northeastern I I Pennsylvania, is more than one hundred fifty years old. At its peak, the industry produced one hundred million tons of coal per year, employed one hundred fifty thousand men, and was the primary source of space heating energy for a significant part of our country. Since 1925, when fuel oil began to make inroads into norml anthracite I I I markets, and, subsequently, with the availability of natural gas in these same markets, the utilization and production of anthracite coal has steadily declined. It was virtually inpossible to meet the competition of these low cost, laborless fuels and the conveniences they afforded. Anthracite coal production has continued, nevertheless, even though at i a drastically reduced rate, and there remains to be mined in excess of seven and These reserves are available, partially by Open Pit Mining 1 one-half billion tons. I ground, nine hundred million tons of anthracite waste/refuse material in more and partly by Deep Mining. In addition, we have mined and have stored above than eight hundred fifty banks located throughout the region. 1 Given the above reserves, the anthracite industry can be an abundant DOMESTIC source of fuel, which is a most important strategic issue considering our dependence on foreign sources for our basic energy requirements. I J Probably the most important issue preventing expansion of the -54- �anthracite industry is a long-term increasing market. Accordingly, .we wish to submit the following reconmendations: 1. All conversions from coal to natural gas and fuel oil should be discontinued, and all installations which have the equipment to burn anthracite should be i required to convert from natural gas and fuel oil to coal. 2. Anthracite coal should be designated as the preferred fuel for utilization within an appropriate geographical radius of the anthracite producing region. i I I I I I I i I I I 3. Federal, state, county, municipal, and school buildings should be required to bum coal rather than natural gas and fuel oil. 4. Conmercial, industrial, hospital, apartment, and housing units should be required to utilize coal instead of natural gas or fuel oil. 5. Public utilities in the general area of the anthracite-producing field should be required, encouraged, directed, and assisted in the design and construction of generating plants which would use anthracite coal. 6. Encourage the use of small gasification units such as the Galusha, Riley- Iforgan, and Lurgi processes for industrial park complexes and similar industrial installations. 7. Relaxation of the Environmental Protection Agency's Industrial New Source Performance Standards to allow the use of coal containing 0.7 to 0.8 percent sulphur. 8. Adequate Research and Development Funds should be made available for the development of new burning methods, advanced equipment design, and the construction and operation of a Demonstration Plant to further the efficient utilization of anthracite coal. 9. An appropriate program should be established which would give tax credits, accelerated depreciation, or some other form of benefits to those who convert from natural gas or fuel oil to coal, or for those who provide for the use of 1 a coal in new installations. -55- �I 10. Establish a Federal Stockpiling Program which will permit the uninterrupted operation and expansion of the anthracite coal industry. This would make it possible for the industry to acquire necessary mining equipment, perform the required development work, and expand its production to meet the antic­ ipated marked demands if the program outlined herein is adopted. I I I I I I I I I I I It should be noted that anthracite coal does not lose its energy value as a result of stockpiling and, since it has such a high fusion point, it is not subject to spontaneous combusion. It would be desirable to consider the establishment of Coal Stockpiling Facilities at certain strategic locations so that this energy fuel would be immediately available when and where it is needed. I am thankful for the opportunity to present our views to you and I am ready to answer any questions you may have. I I I 11 -56- �1 PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION 1 Kenneth R. Harrison Product Manager International Boiler Works Company East Stroudsburg, PA ( 1 I I I I I I I I I I I 1 1 1 International Boiler Works has been around since 1886 and we have been manufacturing coal-fired boilers I think, since that time. The basic design on the International Boiler has never really changed, and we have no limitations so far as output is concerned. We currently catalog high temperature boiler up to 200 billion BTU, and we could probably go to 250 billion BTU. We currently have orders for 360,000 pound per hour steam generators and coal-fired. Yesterday, I under­ stand, we were the low bidder on one for 50,000 pounds per hour unit. Now, for the snail user, there is a great economical advantage in burning anthracite coal. Up to approximately 7 1/2 million BTU's, the stoker coal firing equipment and a boiler combination is relatively inexpensive compared to what happens when you get into chain grade stoker in the area of about 8 million BTU's on up. Once you get around 8 million BTU's and for cost/benefit ratio, you start getting into the area of bituminous coal-fired boilers. We basically have no limitations on pressure. Boilers can be designed pretty much for what you want although we try to cut off around 500 to 600 PSIG. There are few things we have to concern ourselves with xdien we design a coalfired boiler plant and basically we call it the three T - temperature, time and turbulence. When you are talking about the combustion of coal, these things are very important. There is an advantage with anthracite because the amount of time and turbulence is not the same as bituminous. Generally, thereby cutting down the cost of the furnace setting and ultimately saving some money. As far as the EPA guidelines are concerned, we can generally get by -57- �i with mechanical collectors in series up to about 40,000 pounds per power. the State of Pennsylvania, the curve drops down. drops down to 0.1 pound. I 1 In I think around 50,000,000 it I do not believe there is a major manufacturer who is going to guarantee the 0.1 pounds level of EPA. The lowest I have gone with mechanical collectors is approximately 3.2 and I am planning to go to 0.25 by using bag hoses. As soon as you put bag hoses on they get relatively expensive, but they do a good job. I I I I I I I I I I would like to give you an idea of the amount of coal now. done a lot of work in Wyoming installing four systems there. IBW has These are coal­ We do design work on the complete coal-fired boiler plant fired boiler plants. and Campbell Company of Wyoming apparently has enough bituminous coal to us. It currently has enough coal to provide the needs of this country at the current rate for sixty years. And that's just one county in Wyoming. I would also like to point out that the price of anthracite coal seems to me out of line. I don't know, maybe I'm out of line. If you are to compare anthracite coal to bituminous coal, you are talking of $50. and $60. a ton versus $23. a ton. This is a great disadvantage to anthracite and I do not know what can be done about getting that cost down. some of the jobs I worked on. The price of a ton of coal has killed The coal I mentioned to you at $23. a ton is a very high grade bituminous and it is readily available, especially throughout the South - Tennessee, Kentucky and Alabama. I knew, for instance, in the State College area, there are people shipping bituminous coal and ther are bituminous 1 coal mines in the region. I'd also like to point out that in our office generally, I since I work primarily on coal-fired boilers designing coal-fired boiler plants, 1 1 1 occasionally and I will sit down, I will design the system and I spend quite a I get the impression that anthracite is almost a dead thing. We have inquiries bit of time, but the system is off because of the cost. I would like to point out that design time is generally not as long as required for bituminous plant -58- �I because they get rather cumbersome. for a small boiler. These systems cost $120,000. - $125,000. It is going to save you a tremendous amount of fuel cost, but these are big figures to small firms and they just do not have the capital 1 1 to spend. In one case two years ago, I proposed a 30,000 pound per hour job for about three quarters of a million dollars. pound power boiler. i I I I I I I the action. This is relatively low for a 30,000 They put an oil fired boiler in, and now are very sorry for I have since quoted them again on a small anthracite coal-fired boiler and they have been sitting on it for three months. get the people to move. I don't know how you It is a lot of work and it doesn't seem to be proving beneficial to us at this particular time. Possibly it will break open. There was also a lot of talk here about studies being done. studies, that's all I ever hear. studies. I will tell you what happens with a lot of I get calls from some engineering firm, from some guy who doesn't know basically what the hell he's talking about. He spends about one-half an hour on the phone with me and apparently he writes his report from what I told him. What I tell him is not incorrect but rather an abbreviated discussion. go and visit the coal companies. 1 You can't have somebody inexperienced who knows That's just another point I'd like to make. I would like to recornnend that you people here today give a lot of thought to what is the most serious and important question you have regarding coal-fired boilers. So, when you leave here today, you should get the feeling of satisfaction, and that it was a worthwhile coming here. recomnendation I would have. 1 1 Also, to notiiing about coal-fired boilers doing a study over the phone in twenty minutes. It won't work. I If, on the other hand, he wants to do a study, I would advise him to come out to our plant and sit down and plan to spend some time - like several days. 1 Studies, -59- That is the only other �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Louis Beltrami President Beltrami Enterprises, Inc. Hazleton, PA I I I I I I I I I I 1 1 1 1 1 I First of all, I would like to take this opportunity now to thank Wilkes College, the faculty and all the people responsible for putting together a fine program. I don't think I heard the word anthracite spoken many times in one day as I have had today. I want to thank Wilkes College again for the time and their efforts in the promotion of anthracite coal. I own a coal company. I don't knew if that's good or bad. to figure it out and I cannot come up with the right answer yet. I am trying I have heard all the speeches in the room today and I want to sum it up by saying this, can we do to revitalize the anthracite area? "What Is it a dead area or is it a dead issue?" None of this is true. We are producing coal to the tune of 2.7 million tons of anthracite coal from surface mining. The figures used in here this afternoon that the anth­ racite industry is producing 5 million tons of coal is not correct. The actual surface mining of coal is no more than I would use the figure 3 million tons. My ccmpany is working seven days a week trying to produce the coal that I need for the market. I hear everyone saying in the room that we must find a market for anthracite coal and to do this, we must go to Russia, kets. We must make the utility companies go to coal. We must open foreign mar- That is an impossible task. The reason is obvious, to produce a million tons of coal takes a lot of equip- ment. A lot of equipment. People think that we just go, take the coal out of the ground and take it to the preparation plants. But that is not the case. produce a million tons of coal a year, approximately 300 million dollars is -60- To �needed to purchase the necessary equipment, That is one problem - Nbney! The I second big problem, if we had the money, is how do we get the equipment? It [ extra million tons of coal annually. takes five years to get the type of equipment that we would need to produce an It will take five years before the shovels and proper equipment would 1 1 I I I I I I I be set on the jobs. Building new preparation plants takes time. We are talking about a very strong conmitment. What is needed here is for the coal companies to have some form of Assuring us that they are insurance from federal, state or local government. going to start a conversion process. Converting their buildings that once burned coal that are now using oil or gas back to coal. If someone would come from overseas right now and say, Mr. Beltrami, I need a million tons of coal for fnends, I would have to say no to him. Now as a small company that started off with thirteen cents and a lot of guts, where would I get the money to go out and pur­ chase this equipment? The banks, the financial institutions would say not because I'm in a yo-yo business. produce. There are some years, some months we sell all we could Then, the next month, we are back working four days a week. Right now we are working seven days and I can't tell anyone of you people in the room hew many days we will be working by next month. So, we are in the yo-yo business. There is never a guarantee^ 1 i 1 So, if you people are interested in coal, and the federal government is sincere, and Lt. Governor Scranton is sincere about converting state buildings over to coal, then I would recommend that he have some type of a stock piling program. institutions to borrow this money that temporarily we would have a market to sell this coal. 9 1 A stock piling program would give us the right to go to our own financial Unless we have that stock piling program, the coal companies are going to produce what they are producing now. The next thing I have respect for is DER. -61- I have respect for OSN. In �turn, I asked those same people to have respect for the cgal company. that was written was written with conmon sense. pends on conmon sense. Every law Everything you do in life, de­ I say that for us to produce more coal in the future, we must sit down in a more gentleman-like manner and discuss the problems that the DER or OSN or OSHA sees. I'm sure everyone will be cooperative. We cannot go on with state and federal inspectors coming on our jobs writing us up because they want to write a report; or because we are ten feet out of a prime rate area that has already been mined twenty-five years ago. We need better communication. invited to Washington. We need more meetings. We have to be We must be invited to Harrisburg so that we could sit down and help in writing these laws so that we could all live with them. My brother-in-law is an OSM inspector. He wrote me up three times in the last week in Wilkes-Barre, but he still comes over to my house and drinks my beer on Easter. Why should they write, write, write? Why can't they just come and talk? Last week I had a meeting with DER for putting some water into a creek. It wasn't my fault. The letter I received from Harrisburg says that I have an alternative; either two to five years in jail or a fine of $20,000. I I I 1 I'm a criminal because I am trying to be a productive man. This must change. We must think more of productivity in this country. together. tions. We must work If we must have these offices, if we must have these rules and regula­ The government cannot regulate us to the degree of putting us out of business. They must help us and assist us so that we can go on producing to satisfy the energy needs of this nation. -62- Thank you. �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION John J. Wilkes, Jr., P.E. Regional Air Pollution Control Engineer Bureau of Air Quality Control Department of Environmental Resources Wilkes-Barre, PA The Department of Environmental Resources has a positive position now on anthracite. DER would like to see anthracite used wherever possible and burned in an environmentally sound manner. The policy has changed somewhat. We are changing the way we are writing seme of our permits. For example, we used to take the maximum rate of capacity of units and used that as a basis for permit issuance and the type of controls that had to be put on it. Today, we basically tailor make a permit that will allow for a reactivation of similar units. I I I I I I I I « It also contributes to the installation of less costly control equipment that requires less sophisticated control equipment in conjunction with operating restrictions. The Lt. Governor stated that the policy of the administration now is to attempt and help anthracite as much as possible. It is interesting because one ton of anthracite coal is equal to about 122 gallons of No. 2 fuel oil. So, everytime we burn a ton of coal, it's that much less dependency on oil from overseas. The only reason for changing policies is that agencies like ours react to situations; problem situations. Some of the people in here remember going back a few years when DER came to be and prior to that an agency in the Health Department. There were things like burning coal, refuse areas in the valley which people had to live next to. There were other conditions that people were subjected to live next to in some locations. They have been corrected and what we are doing now is addressing priorities as they occur. -63- �A very evident example which is a little out of air quality line, but I guess I might as well use it. Tunnel. t I I I I I This case happened in Pittston at the Butler The people who are with DER and responsible for a ten county area, number to a total of three people. all solid waste disposal; That was it. all hazardous wast disposal - everything. There was a plan to beef up the organization, but there was no funding for it. It wasn't done. Now that this situation has occurred up here, the funding was made available and everything was, in fact, done. prevented something like that from occurring. thing. I Now it may have So, we're back into the same Where there is a problem, it occurs, and you react accordingly. I I I I I I I 1 They are responsible to oversee -64- �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION I I I I I Richard M. Miller Berger Associates Harrisburg, PA I have to start out by saying that this is such a nice day outside, but I am not really sure it is my day. I heard this morning, why hire a con- suiting firm from Harrisburg that does not pay enough attention to come to you and talk to you in detail about your problems. On top of that, I have to go back tonight and negotiate with the police force on a new contract. follow Lou Beltrami's presentation. And now I I mean, this is not fair. Setting all this aside, I want to just make a couple remarks supplementing Dr. Pell's cornnents this morning. But before that, I do think it is proper that I establish the credentials of Berger Associates. Many of you in this room recall the work that was done by Berger Associates for the Bureau of Mines in 1975. We are very proud of that report. We think it did a good job in describing the industry, and pointing out the problems. One of the reasons we think it was a good job because it is not a Berger report but a Berger-Rydall report. I I i I I I 0 So, when we pass ourselves off as authorities, we do also use as much information from the industry and with the people in the area as we possibly can. If we go out and talk to a boiler man- ufacturer, we try to find out exactly what it takes. I am not an engineer, I am an economist which makes it even worse, I guess. Our organization includes engineers that know what they are speaking of. Dr. Pell mentioned the task assignments that we have been given. inventory which is irmiinent, will be out in just a very short time. The I think it is a very good report and the first single source of information on the federal projects and programs. -65- �Let me put something in perspective here. The 27.1 million dollars mentioned for RD&D for studies and environmental projects, and the European markets of the Armed Forces which is about 33 million dollars. So there, for whatever it's worth, the federal effort is 33 million dollars for buying the coal and 27 million dollars for research studies and environmental projects. I 1 I think that's inportant. In the past, Mr. Clark mentioned, that the market has declined since '63, but it is still, I think, substantial considering the current situation. The Task Force reconroendation, which is another study that will be out in about a month includes twenty-one recommendations. Some of which were market oriented, some are production related, and others are mixed. I I I I Among the latter is stock piling, which could help both the market and the producers. I just want to mention that our task in the project is to assess its economic feasibility and its inpacts on the private sector. I am not prepared at this time to talk about the individual reconmendations and our assessments. It would be wrong and premature, since the report is not yet given to our client, the Department of Energy. I will only add that we hope to send it to Dr. Jerry Pell within the next month and hope it will be 1 made public soon after that. I visibility but are important. I won't go into the other assignments that Dr. Pell mentioned, but I will discuss a couple other things that get less exposure and At the end of last year, we were reviewing some EPA data regarding the 1 I I I I use of anthracite in residential areas and school districts in Philadelphia. That data was wrong. will be wrong. And if EPA bases its decisions on this kind of data, it Our reconroendation to Dr. Pell was to go and find exactly what the school districts in Philadelphia are using. the New York area. The same was extended to include The results were very interesting. The New York State and New York City is a good market for anthracite. -66- �Three-hundred sixty buildings in the New York City school district bum That amounts to something like 70,000 to 100,000 tons a year, and anthracite. they seem to live with their environmental problems. By contrast, Philadelphia has a five year plan to replace the anthracite fire equipment. This restriction in Philadelphia is not even based on the air regulations or requirements of DER or EPA, but rather on the Philadelphia City codes. That is the problem they face. This kind of constructive information was passed on to EPA through I J Dr. Pell's office as part of the documentation on which proposed regulations are based on. In the course of doing the New York City and the Philadelphia investi­ gations , a survey of available residential and conrnercial stokers was provided I n J to Dr. Pell. His office not only analyzed the potentials of anthracite use but also in disseminating that information. important. This is the advocacy role that is very These are the kind of things that are not usually seen in a report. I mentioned them for that sole reason but they did go to EPA directly. In ny opinion, it is this kind of information -which is necessary for the decision making process. LI 11 .1 I I �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Dr. Bruce Berryman Chairman Department of Earth and Environmental Sciences Wilkes College It is true that there has been friction between environmentalists, coal producers and users. I think today, in view of the tone of this conference, I would like to try as much as possible, to talk about the positive aspects of anthracite mining in terms of its environmental consequences. First and foremost, is the sulphur dioxide problem. We all know that anthracite contains small amounts of sulphur and S02industry to receive a sulphur exemption. This property led the I think you are going to find in the future that this exemption will be worth its weight in gold. This is a direct consequence of the problems that we are facing now with acid rain. Everytime we look in a pond, everytime we look at a fish in the river, in a forest, we are I finding strong evidence of severe acid rain. dioxide. This is due primarily to sulphur There is no question that as the years go by, the sulphur standards are going to be lowered further. So, if you are happy with the sulphur exemption now, you will be more so ten years from now. That I am sure of. The next consequence of burning anthracite is the production of large I X amounts of ash. 1 should also begin to think about other uses for the ash. I I I accidents. Right now ash can be used for roads in the winter to prevent It can also be compressed to make cinder blocks. So, if you are thinking of increasing your anthracite production by a factor of ten, then you ipate and avoid a possible environmental problem. This way you can antic- Think now and plan. I would like to compare anthracite with nuclear energy, Certainly, everyone is thinking about where the energy will be coming from in the future. Energy from coal and nuclear reaction seem to be in a battle right now. -68- Here, �I think the coal people have it all over the nuclear people. nuclear are many. The problems with We have no known technology for dealing with waste, for example. With coal the technology is here and available. It may be expensive but at least it does exist, and that is certainly a point in your favor. This area has a culm bank problem. problem left from the mining days. It is perhaps the biggest, single It affects the air when it is blowing around. It affects the water through the ground that percolates through it. eyesore. industry. It is an It prevents people from wanting to move into the area and consequently, If you can burn that stuff, every environmentalist in the country will be on his knees praising you. You will be eliminating tremendous problems in all aspects of the environment. In a new article that came out yesterday, the new problems that people are worried about regarding coal burning carcinogens was discussed. the tars. cancer. too. I I I I I I I I These are The same type of tar that you get from your cigarettes and lead to The same stuff comes out of coal-fired plants and gives people cancer, However, you all know that anthracite is difficult to burn. The reason it is difficult to burn is that it does not contain the volatiles in it which are the hydro-carbons. It is these volatiles that produce the carcinogenic tars. So, there again, anthracite comes out on top. Standards have gotten a lot of flack today. optimistically about standards. Well, I heard this morning from someone who said he could live with the current standards. heard that statement in years. \<hat can we possibly say That is the first time that I have Everybody always wants to do away with the stand- ards and make the rules more lenient. If the anthracite people can live with the current standards, that will be a tremendous optimistic note. There are two problems, I think, that we have to face up to and cannot really segregate. One, in this area, the problem of the social impact of mining is very -69- �evident. Over the noon hour, I was interviewed by one of the media. He was asking about the environmental consequences of opening the mine, but did not want to hear about air pollution, water pollution, solid waste, or strip mining. He wanted to know about the black lung, the maiming and killing in mine accidents and cave-ins, and the subsidences. opening up the mines again. l This, I think, will be your main problem in There will be many people who, in spite of the unemployment and low income, are not going to want to put up with the social headaches again in opening the mines. I think you are going to have to face up and plan to this situation. 11 Lately, we have been hearing about the carbon dioxide problem and its impact on the world's climate. I I I That is a real problem. Unfortunately, when you burn coal and burn it efficiently to get the most energy out of it, you produce the most C02- I really have no answer to that problem. I I I I I I I I think, as of right now, C02 is not considered a pollutant. years to come, we may have to establish C02 standards. the ultimate waste. In the It can be considered as Burning anything that has carbon in it will result in CO2 emission and you cannot get around. The thing that I find Let me close on an optimistic note again. thrilling about the resurgence of anthracite, is that we are getting on the ground floor. We really are starting over again. I think some may disagree with that, but certainly, we are starting revitalization. It is easier not to make mistakes in the beginning than to go back and try to patch them later. Getting in on the ground floor, we have that opportunity. I don't have to remind you that it is not only easier to do things that way but it is also less costly. Thank you. �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Paul Tetherow Assistant General Manager Allegheny Electric Cooperative, Inc. Harrisburg, PA I would like to keep ray remarks short and to the point. I will start by saying who, what, where and how we, Allegheny Electric, got where we are at. Who are we? We are the wholesale power supplier of thirteen distri- bution cooperatives in the state of Pennsylvania and one cooperative in the state of New Jersey. We supply the wholesale power to the retail cooperative. For years and years we purchased all of our power from the private power companies, and only lately have we been into the actual generation of electricity. first plant is not on line yet. Our This is the PP6L Susauehanna Nuclear Plant. Allegheny Electric owns ten per cent of it. We are involved in seine hydroelec- trie power, and have one permit for a hydro site. Our corporate objective is to have a mix of generation. I I I I Allegheny Electric is owned by about 650,000 people. They are the owners of the fourteen distribution cooperatives. We are located in Harrisburg, and we have been in existence really since the 1940's. However, unless you have lived in rural areas, you probably have never heard of the Allegheny Electric Cooperatives. I would like to discuss our involvement in an anthracite generating station. It is a real short and simple story. Our engineers staff reconmended that we should plan for two units at 600 megawatts each. So, we hired some consultants, some engineering firms and we went to work looking for proper sites 1 I and the necessary coal reserves in Western Pennsylvania. We also had long discussions with the Governor's Energy Council at the time, and were persuaded to think about anthracite. The facts favoring anthracite were many and made -71- �sense. The air exemptions would be lifted, but more important than that, Mr. Chuck Manula's study had shown that with moneys set aside for reclamation, water treatment, etc., anthracite is competitive with soft coal. Allegheny I I Electric does not have any acts to grind with soft coal or anthracite. We can 1 tunities. I I I I I I I I I Governor then wrote us pledging the full support and the cooperation of the be a good citizen of the Commonwealth by helping the coal industry, by helping the clean environment, by providing some of the social benefits and work opporThis is possible if the cost is competitive and to us, it is. So, we stopped our studies in western Pennsylvania and when the Lt. administration, we jumped on board. We were happy to know that since that time, PP&L has decided to enter the field, even though they spent a lot of money studying and anthracite power plant. Philadelphia Electric, I think, is also coming out with similar plans. I want to make a statement or two about the cooperation of the state administration. plant. It takes between seventy and ninety permits to build a power Almost every one of those permits is subject to challenge by some group, or a coalition or an association or an agency. No plant will be built, if you do not have the assistance and the cooperation of the state government. We are happy that we do have that pledge from the administration. I might add one other thought here that you people may or may not know about. Two or three years ago, there was a tax enacted on the gross sale of electricity exported out of Pennsylvania. Receipts Act repealed. We worked all year to have the Gross So, now if a new anthracite power plant does come on line, the power can be put into the PJM pool and exported, if necessary, without the penalty of a tax. I I I This is another good incentive for us and we are looking forward to it. There is much work to do. It is not going to happen overnight. This is what Allegheny Electric is doing and what we are looking forward to implement and plan. -72- �* I I L I I I I I II I I I I I I PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Leonard Ziolkowski Assistant Director Economic Development Council of Northeastern Pennsylvania Avoca, PA I now know how my daughter feels, who is in the fourth grade, when she canes home and says, "Dad, why is our name Ziolkcwski. I am always the last one being called upon in school and I am in the last row." All the people here today have given good representations regarding their views of what is happening to revitalize the Anthracite Industry. you may know what the Economic Development Council is. Some of We are a seven-county research planning and development organization that does many studies. Those studies are made in conjunction with local businessmen, Chambers of Conmerce, industrial development groups, and also various state and federal agencies. In fact, we provide the regional inputs into at least ten or fifteen statavide plans. Economic Development Council has worked very closely with George Ebner, when he was with the Governors' Energy Council, with Jerry Pell of the Department of Energy, with the people from the Berger Associates, and many others here. We were involved with a Pennsylvania coal allocation model with Dr. Manula, and the Federal Anthracite Task Force when it was doing the studies on the coal regions. In addition, we were involved with the joint Anthracite Comnittee of Abe Frunikin and the people of Schuylkill County, as well as the 601 Program with Tom Lynott and many other people. EDC got involved in all these energy related programs because it has a study which outlines strategy and policy for the state and federal governments to spend their money in this region. We developed what is called the Area Action Program which identifies several developmental opportunities. One of these opportunities is that we have the capability of being an energy house for North- V -73- �eastern United States. When we were developing the case fpr exempting anthracite from the SO2 standards, we showed that close to seventeen and one half billion tons of recoverable anthracite coal is available in this region. about 0.6% to 0.8% sulphur content. It averages This coal is within 300 miles of nine pro­ posed or planned coal-fired electric generating plants; two proposed or planned i I I coal conversion plants and twenth-three electric generating plants that have been ordered to convert to coal. We also have given a big description on how many tons of coal they can convert to, what their needs are, and when these plants are coming on line. If any of the coal producers are looking a market, we have already made a market for you. IGW or Babcock and Wilcox or some of the other people including Foster Wheeler can provide the various boilers. I In addition to that, we are involved in two or three other programs here that we are very excited about. The Nanticoke Coal and Methanol Project is one such project which, I am proud to say, our Council was directly involved with. That specific application went in yesterday for four million dollars to ascertain the feasibility of constructing a coal and methanol plant somewhere in northeastern Pennsylvania. The primary site for that facility is the Dan Flood Industrial Park in Nanticoke. There are also several other sites that are 1 to be looked at. I I capable of acconmodating this facility. We did a deep evaluation of about eight townships in north- eastern Pennsylvania. We identified twenty-eight potential sites that might be Now, let me give you some idea about this facility. where frcm five to twenty thousand tons of coal a day and processing that coal into liquid methanol. The projected production is anywhere from twenty-five hundred tons to fifteen I It will burn any- thousand tons of methanol a day. The facility will need a site around twelve hundred to fifteen hundred acres of which at least eight hundred will be for storage of coal and methanol or the disposal of waste. This project will also provide approximately two thousand jobs for the I area. -74- �The Coal Methanol Project will cost in the neighborhood of 1.5 to 5 billion dollars, and will put many people to work directly or indirectly. We are only a small part of the team. I 1 I I Some of the people involved in the team include the Energy Research Development Corporation from Nanticoke, Evasco Engineers of New York City, Babcock and Wilcox, and the Economic Development Council. Several utilities have decided they would support the feasibility study and are willing to serve on the advisory corrmittee to monitor the project. They include mainly PP&L, Philadelphia Electric, possibly GPU and UGI. Several chemical firms are also possibilities and may include Gordon Chemical, Ashland Chemical and International Minerals and Chemicals. As the Lt. Governor stated, the administration has endorsed the feasibility study. We have dealt with several I I of the local coal producers to investigate the minimum need of about twenty to fifty million tons of coal over the life of the program. Right now the bid hurdle that the project faces is the availability of water. minute. This plant uses a minimum of seventy-one hundred gallons of water per That means, anywhere between 3.5 to 15 billion gallons of water a year. These are seme of the things we are going to have to look at in the feasibility I I I I 1 I I I study to see whether or not we can get that water from the river. Whether or not we are going to have to recycle it, whether or not we can recapture some of that water from the mine pools. By working with some of the people in the U.S. Department of the Mines and DER, we feel that if in the event the ultimate site for the plant is Nanticoke, there may be the possibility of tapping the South Wilkes-Barre, the Buttonwood, and the Nanticoke bore holes. In closing, I would like to say that the Economic Development Council is very bullish about the revitalization of anthracite coal in northeastern Pennsylvania. Thank you very much. -75- �■ CLOSING REMARKS Dr. Andrew Shaw, Jr. Dean of Management Wilkes College * It has been a long day, but I hope it has been enlightening and I I I I intriguing. I also hope it has been somewhat controversial. I certainly know it has been thought provoking, and that you leave here with a challenge and many avenues for solutions to the anthracite problems. But, if you really want to do something about the revitalization of anthracite, keep on our toes, keep on our back. Let us know where we have been deficient, where we have done an effective job so that we can work with you and for you. We are all in this together whether we like it or not. And so, anyway we can be of help to you here at the College, we will attempt to do so. I reiterate, get in touch with me, with Dr. Nejib, or Ms. Beynon. to working with you. I will We look forward We do have a good track record of working with business and industry throughout Northeastern Pennsylvania. We have been doing it for a good many years. That is what Wilkes College is all about. i i I So, with those fa; remarks, I just want to leave you with that challenge and hope that it will set forth what we consider the dynamics of anthracite revitalization. But, we have to work together. If you feel that this conference was beneficial to you, then I hope we will continue to hold sessions that will zero on some specific areas of concern. Thank you for coming, and we stand adjourned. I -76- II �■■III 100015155? WH KFS CRHFfiF I IRRiRY fl D fl n I i i Ii i i �n j 0 G n Q -■ � 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 Anthracite: Energy Alternative for the '80s, 1980 April 23 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 1980 April 23 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/a3a5739019bcffca7cd3619c0235e7a2.pdf 5c3df79f85c7e3d9f97ccf04a0010a13 PDF Text Text WILKES COLLEGE ARCHIVES Eugene ' ''>re^ fcffllfclllJJ ExeeIIehee iCTEhpniiffltt WM973 J I i 2 Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania £ 5 �PURPOSE AND PROGRAM STAFF The basic rationale of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary and secondary school children. Professor J. George Siles, Director Assistant Professor of Elementary Education, Reading and other Language Arts Graduate Division of Education Associate Director, Educational Planning, Institute of Regional Affairs Wilkes College An individualized program is developed for each child. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the child's ability to read. Instruction extends from basic auditory and vis­ ual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Education Department faculty. Each instructor is assigned only one to three children during the academic year, and limited to two children during the summer session. Upon admittance to the program each student will be given a series of reading, auditory, and visual tests which will be used to develop the student's individual pro­ gram. An abundant array of traditional and re­ cently developed instructional materials and equipment is applied to each child's program. Professor Joseph Kanner, Staff Psychologist Instructor Department of Psychology Wilkes College Mr. Lynn Johnson, Supervisor, Elem. Program Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mr. William Roberts, Supervisor, Secondary Adult Intermediate Reading Clinician Wyoming Valley West School District The instructional staff is composed of ex­ perienced master Elementary School teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications in the Masters Degree Program at Wilkes College. REPORTS SCHEDULE During the academic year, two reports will be submitted to parents. The first report will The academic year program consists of two sessions totalling thirty meetings beginning October 7 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Meetings will be held on Saturday mornings 9:00 a.m. until noon. (Children will be served milk and a snack at 10:15 a.m. during the aca­ demic year and summer sessions.) give the child's level at the start of the program, and the second will discuss the progress made by the child during the semester. During the summer session, two reports will be submitted to the parents. Conferences can be arranged by appointment. �The summer program consists of five week sessions with morning meetings Monday thru Friday beginning in June, following closing of public and private schools. WILKES CC: •;--r f.iCMIVES Eugene Sue—. a Library TUITION Tuition is $130.00 per session or $240.00 for enrollment in both academic year sessions. Bradlmigj ExEriDraEE For additional information: Institute of Regional Affairs AicWMiminit Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717-824-4651 iCTrfmpnMiiiit 1972=1973 I i s ft Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania § �archives WILKES Eugene .. I . Earley Library. Reading Improvement Center 1973-1974 i | I I I ii Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania Reading Center PAYNE HALL 110 South River Street Wilkes-Barre, Pennsylvania 18703 I I I I I �PURPOSE AND PROGRAM The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary and secondary school children and adults. An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from basic auditory and visual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual tests which will be used to develop the student's individual program. Graduate Division of Education Associate Director, Educational Planning, Institute of Regional Affairs Wilkes College Professor Joseph Kanner, Staff Psychologist Instructor Department of Psychology Wilkes College Mr. Lynn Johnson, Supervisor, Elem. Program Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mr. William Roberts, Supervisor, Secondary, Adult Program Intermediate Reading Clinician Wyoming Valley West School District Mrs. Mary Poremba, Supervisor Visual-Auditory Perception, Discrimination and Reading Readiness Program The instructional staff is composed of ex­ perienced master elementary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. REPORTS Two reports will be submitted to parents. The first report will give the student's level at the start of the program, and the second will discuss the progress made by the student during the semester. Conferences can be arranged by appointment. STAFF Professor J. George Siles ,Director Assistant Professor of Elementary Education, Reading and other Language Arts SCHEDULE The academic year program consists of two sessions totalling thirty Saturday meetings be­ ginning September 8 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Children will be served milk and a snack during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class. �WILKES CC'..' ~ ~~~ ARCHIVES Eugene. Shedeen Carley Library TUITION Reading Tuition is $135.00 per session or $250.00 for enrollment in both sessions. Tuition for students who have been previously enrolled is $115.00 Improvement per session. Center 1973-1974 For additional information: J. George Siles, Director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code (717) 824-4651 I——I t-J s II II Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania Reading Center PAYNE HALL 110 South River Street Wilkes-Barre, Pennsylvania 18703 I I �V\bra^ Eugene s^eA Reading Improvement Center [?oDD = S)[p[?nongi I I ? J I Institute of Regional Affairs WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA § I I L K^^:>5BS:^B£:S5K:S8»C5es:>3SK>ie@aK83l»K3Se8:>i! Reading Center ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM STAFF The basic objective of the reading center is the improvement of reading skills and related J. GEORGE SUES, Director and supportive language arts and study skills of elementary, secondary, and post-secondary stu­ dents. JOSEPH KANNER Staff Psychologist An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student's individual program. LYNN JOHNSON Supervisor, Elementary Program WILLIAM ROBERTS Supervisor, Secondary, Adult Program MARY POREMBA — RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent’s reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. The academic year program consists of two sessions totalling thirty Saturday meetings be­ ginning September 7 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Children will be served milk and a snack during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class. �co^; Eugene TUITION Tuition is $150 per session or $285 for en­ rollment in both sessions. Tuition for students who have been enrolled previously is $135 per session. Additional Services to the Community 1. College Student — Adult (Post-Secondary) A program extending from basic skill develop­ ment to speed reading techniques. Classes will meet Tuesday and Thursday from 6:007:30 p.m. Tuition is $150 per semester. No tuition charged for senior citizens. 2. Testing Program Full battery of diagnostic reading and reading related tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. 3. Tutoring Program Tutors at college or at home. All areas of cur­ riculum except reading. Fee is $7.50 per hour at college or $8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. Reading improvement Center I I s ¥ I /Ox Institute of Regional Affairs I I £ WILKES COLLEGE s WILKES-BARRE, PENNSYLVANIA 8 b § -.aeoaK £ >3EK>»xx«t»:ox«<>3 For additional information J. George Siles, director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 R Reading Center ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES fugene. Shedden Farley Library Reading Improvement Center Summer 1S>75 Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM STAFF The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary stu­ dents. J. GEORGE SILE5, Ed.D. Director An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student's individual program. REPORTS A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent's reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. JO5EPH KANNER Staff Psychologist LYNN JOHNSON Supervisor, Elementary Program Pa. Certification — Elementary Guidance WILLIAM ROBERTS Supervisor, Secondary, Adult Program Pa. Certification — Reading Supervisor MARY POREMBA - RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical tech­ niques and applications. SCHEDULE The Summer program consists of two five week sessions. The first begins June 16 and ends July 17. The second begins July 21 and ends August 21. Classes will meet Monday through Thursday from 9:30 a.m. to 12:00 noon. Chil­ dren will be served milk and a snack during each meeting. Students may enroll for either or both sessions. TUITION Tuition is $150 per session or $285 for en­ rollment in both sessions. Tuition for students who have been enrolled previously is $135 per session. �WILKES COLLEGE ARCHIVES Eugene Shedden Farley Library ADDITIONAL SERVICES TO THE COMMUNITY 1. College Student - Adult (Post-Secondary) A program extending from basic skill devel­ opment to speed reading techniques. Classes will meet Mondays at 6:00 p.m. beginning June 16 and ending August 18. Tuition is $100 per semester. No tuition charged for senior citizens. 2. Testing Program Reading Improvement Center Summer 1S>75 Full battery of diagnostic reading and reading related tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. 3. Tutoring Program Tutors at college or at home. All areas of curriculum except reading. Fee is S7.50 per hour at college or S8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. Institute of Regional Affairs For additional information Dr. J. George Siles, Director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES Eugen^Lcc;.,j;i rL'ifp»Liijrary_ LvS®(o]QJD[jD^ Improvement Institute of Regional Affairs WILKES COLLEGE READING CENTER —ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �STAFF PURPOSE AND PROGRAM j. GEORGE SILES, Ed.D. The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is de­ signed to attempt to correct known deficiencies and/or generally strengthen the student’s ability to read. Instruction extends from devel­ opment of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student’s individual program. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON SX-^m^a^Xnce Pa. WILLIAM ROBERTS Supervisor, Secondary. Adult Programs Pa Certification - Reading Supervisor MARY POREMBA —RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program Pa. Certified Reading Specialists The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Cer­ tification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS The academic year program consists of two A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent's reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim re­ ports will be sent as appropriate. Conferences can be arranged by appointment. sessions totalling thirty Saturday meetings be­ ginning September 6 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Refreshments will be available during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a lp.m. to 4 p.m. class. �^LKes COLLEGE archives TUITION Tuition is $150 per session or $300 for enroll­ ment in both sessions. Tuition includes all W«li^ costs. There are no additional fees. Additional Services to the Community 1. College Student'—Adult (Post-Secondary) A program extending from basic skill develop­ ment to speed reading techniques. Classes will meet Tuesday from 6:00-9:00 p.m. Tuition is S150 per semester. No tuition charged for senior citizens. •SornjCw PcaDO ° Spyim® 2. Language and Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with Amer­ ican culture and heritage. 3. Testing Program Full battery of diagnostic reading and reading related tests. Complete detailed descriptive re­ port, diagnosis, recommendations and prog­ nosis. Program is available to individuals and school districts. 4. Tutoring Program Tutors at college or at home. All areas of curric­ ulum except reading. Fee is S8.00 per hour at college or S9.00 per hour at home. 5. Consulting Program Individual and team consulting, materials evalu­ ation, curriculum development, testing and in­ service to schools and school districts. Fee by arrangement. 6. Speakers Service Clinic Staff available to address community groups. No fee. For additional information Dr. J. George Siles, director (717) 824-4651, Ext. 389 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 Institute of Regional Affairs WILKES COLLEGE READING CENTER —ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES Eugene Shedden Farley Library reading □mC©[?@v7®[juo®[inD' GOffiTuW sramm®,? Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM The basic objectives of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, visual and perceptual tests which will be used to develop the student's individual pro­ gram. STAFF J. GEORGE SUES, Ed.D. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON Supervisor, Elementary Program Pa. Certification — Elementary Guidance WILLIAM ROBERTS Supervisor, Secondary, Adult Program (Speed Reading) Pa. Certification — Reading Supervisor MARY POREMBA Supervisor, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS The Summer program consists of two five week sessions. The first begins June 14 and ends July 16. The second begins July 19 and ends August 20. Classes will meet Monday through Thursday from 9:30 a.m. to 12:00 noon. Refresh­ ments will be available during each meeting. Students may enroll for either or both sessions. A minimum of two reports will be submitted to parents of new students. The initial report will give the student's reading level at the start of the program. A final report will discuss the prog­ ress made by the student during the semester. Interim reports will be sent as appropriate. Con­ ferences can be arranged by appointment. Tuition is $150 per session. Students admitted during the second week must pay a $30.00 late Registration/Special testing fee. There is an additional charge of $30.00 for students whose testing indicates a need for exceptional atten­ tion. This program is optional. TUITION �WILKES COLLEGE ARCHIVES ADDITIONAL SERVICES TO THE COMMUNITY 1. Speed Reading Course for College Students —■ Adult (Post-Secondary) A program extending from basic skill devel­ opment to speed reading techniques. Classes will meet Mondays at 6:00 p.m. beginning June 16 and ending August 18. Tuition is $150 per semester. No tuition charged for senior citizens. 2. Testing Program Full battery of diagnostic reading and reading tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. Eugene Shedden Farley Library □Duocsni®v7®i™®ro'Li' SQODOTIjuOOG3 3. Tutoring Program Tutors at college or at home. All areas of curriculum except reading. Fee is $7.50 per hour at college of $8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. 6. Language & Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with American culture and heritage. For additional information: Dr. J. George Siles, Director Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 Ext. 389 Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 ��PURPOSE AND PROGRAM The basic objective of the reading center is the improvement of reading skills and re­ lated and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is designed to attempt to correct known defi­ ciencies and/or generally strengthen the student’s ability to read. Instruction ex­ tends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical ap­ plication, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is assigned only one to three students dur­ ing the session. Upon admittance to the program, each student will be given a series of reading, auditory, and visual acui­ ty and perceptual tests which will be used to develop the student’s individual pro­ gram. A REPORTS A minimum of two reports will be sub­ mitted to parents. The initial report will give the student’s reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. STAFF J. GEORGE S1LES, Ed.D. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON Pa. Certification — Guidance and Counseling WILLIAM ROBERTS Pa. Certification — Reading Supervisor MARY POREMBA Pa. Certified Reading Specialist (Perceptual Development and Reading Readiness Program) MARY KANE Pa. Certified Reading Specialist MARY MALONEY Pa. Certified Reading Specialist The instructional staff is composed of experi­ enced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and ap­ plications. SCHEDULE The academic year program consists of two ses­ sions totaling thirty Saturday meetings. The first session will run from September 10 to December 17 and the second session from January 21 to May 13. There will be no meetings during the usual holi­ day recesses when public and private schools are closed. Refreshments will be available during each meeting. Students may enroll for a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class on Saturdays. See back of brochure for Evening Schedule. TUITION Tuition is $180 per session or $360 for enroll­ ment in both sessions. Tuition includes all costs ex­ cept perceptual training which will be $30 extra. A deposit of $60 must be paid at registration. �1. College Student-Adult (Post-Secondary) A program extending from basic skill development to speed reading techniques. Classes will meet Monday through Thursday from 6:00 p.m. to 8:30 p.m. The first session will run from September 6 to December 15 and the second session will run from January 16 to May 11. Students may register for one to four nights. Tuition is $180 per night for a full semester. No tuition charge for Senior Citizens. 2. Language & Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with American culture and heritage. 3. Testing Program Full battery of diagnostic reading- and writingrelated tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Pro­ gram is available to individuals and school districts. 4. Tutoring Program Tutors at college or home. All areas of curriculum except reading. Fee is $8.00 per hour at college or $9.00 at home. 5. Consulting Program Individual and team consulting, materials evalua­ tion, curriculum development, testing and in-serv­ ice to schools and school districts. Fee by arrange­ ment. 6. Speakers Service Clinic Staff available to address community groups. No fee. Institute of Regional Affairs READING CENTER - ROSS HALL 251 S. River St., Wilkes-Barre, Pa. 18703 For additional information: DR. J. GEORGE SILES, Director (717) 824-4651, Ext. 389 Wilkes College, Wilkes-Barre, Pa. 18703 WILKES COLLEGE improvement center FALL - SPRING 1977-1978 WILKES COLLEGE ARCHIVES Eugene Shedden Earley 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 Reading Improvement Center pamphlets, 1972-1978 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 1972-1978 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/20a351a754154b2fb1d72ced13ec414a.pdf dcc3cf11cc051c3c45256b572fe31059 PDF Text Text 1 HEALTH AHD WELFARE SECWOCE IN i ™ PuWm CfflB MOBOffiOW Ld Mv I I I ^CHs / Q INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA vJ HV^/1 W6S2- ����S e PAGE c F. GEOGRAPHICAL ANALYSIS OF FINDINGS 79 G. SUMMARY OF FINDINGS 81 PART III; STRATEGIES IN SOCIAL WELFARE-OLD AND NEW B D A. THE PAST IN REVIEW 85 B. GUIDELINES AND PRIORITIES 94 C. GOALS 98 PART IV: RECOMMENDATIONS A. INTRODUCTION 103 B. HUMAN SERVICES DELIVERY SYSTEM 1. A Model Medical Care System . . . 2. A Model Welfare Care System . . . 105 105 108 C. CONSUMER PARTICIPATION 112 D. 1 HUMAN RESOURCES SERVICE CENTER 1. Consumer Protection Service .... 115 117 E. COMMUNITY HEALTH CENTER 123 L F. THE OUT-REACH SYSTEM 126 G. SOCIAL SERVICE CENTER RECORD SYSTEM.................... 130 130 A. Records and Rights.................................................. B. Conceptual Basis of Record System................................... 133 C. Primary Elements of Proposed Record System . . . 134 1. Data Bank.................................................................................... 134 2. Referral Services....................................................................135 3. Follow-up................................................................................... 135 4. Service Evaluation................................................................. 136 D. Components of Proposed Record System........................136 1. Alphabetical List of Major Service Categories . . 137 2. Agencies, Services and Eligibility Requirements.. 138 3. General Service Category Agencies............................. 139 4. Alphabetical List of Service Clue Words.................... 140 5. Clue Word Agency Locator............................................... 142 6. Individual Case Record....................................................... 142 c tr. i. ■ g g uq ,/jfi 1 ■7j\ J 1 I R �1 A PAGE I ' 7. 8. 9. 10. I '• E. : E? r >iz 1 0 •r § p Service Tickler File........................ Appointment Confirmation Form Daily Service Log............................ Monthly Service Report................ SUMMARY 144 144 146 146 147 �LIST OF TABLES I. AGENCIES by source of funding 2. HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA-BUDGET, SOURCE OF FUNDING NUMBER OF CLIENTS, COST PER CLIENT 3. WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA-BUDGET, I SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT Its 4. HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA-NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD U 1 5. WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA-NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD 6. CORE AND PERIPHERAL SERVICES- HEALTH SERVICES 7. CORE AND PERIPHERAL SERVICES -WELFARE SERVICES 8. TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES 9. TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA­ WELFARE SERVICES 7 i f I 10. INTERAGENCY RELATIONSHIPS- HEALTH SERVICES 11. INTERAGENCY RELATIONSHIPS- WELFARE SERVICES 12. MARITAL AND FAMILY CHARACTERISTICS OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA 13. type of housing respondent occupant in model neighborhood AREA 14. EDUCATION AND EMPLOYMENT ATTRIBUTES OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA 15. RATIO RESPONSE DISTRIBUTION OF ADDICTION 16. RESPONSES TO HOUSING- PERCENT OF RESPONDENTS % 17. RESPONSE TO HEALTH - PERCENT OF RESPONDENTS �'___ S' b Ft Q ) 2 [} 1 18. RESPONSES TO JOBS - PERCENT OF RESPONDENTS 19. RESPONSES 20. RESPONSES TO CONSUMER - PERCENT OF RESPONDENTS 21. RESPONSES TO LEGAL - PERCENT OF RESPONDENTS 22. RESPONSES TO PUBLIC SERVICES - PERCENT OF RESPONDENTS 23. PERCENTAGE DISTRIBUTION OF RESPONDENTS TO BASIC SERVICE FOR THE AGED 24. RESPONSES TO CHILDREN - PERCENT OF RESPONDENTS 25. RESPONSES TO EDUCATION - PERCENT OF RESPONDENTS to training 25a. RESPONSES TO RECREATION - PERCENT OF RESPONDENTS 26. RESPONSES TO WELFARE - PERCENT OF RESPONDENTS 27. COMMUNITY PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS 28. PERSONAL PERCEPTION OF "WORSE" responses CATEGORIES AND NEIGHBORHOODS - J 0 ) I I Jli LIST OF TABLES (CON'T) by selected �■I appendix ■'ll •J n -■ 'U a APPENDIX a - SOCIAL SERVICE AGENCY PROFILE appendix b - consumer profile ADDICTION aged CHILDREN consumers education health housing JOBS legal matters PUBLIC SERVICES recreation training welfare a APPENDIX C - MATCHING AGENCY TO SERVICE/PROBLEM CATEGORY fl appendix e APPENDIX D - DEMOGRAPHIC PROFILE - tabulations of perceptions of community SITUATIONS APPENDIX F - TABULATIONS OF PERCEPTIONS OF PERSONAL SITUATION '■ I t I f v; R' fl: _ ■ APPENDIX G - SOCIAL SERVICE AGENCIES SERVING MODEL CITIES neighborhood area APPEND EX H - CLUE WORDS �PREFACE During the initial years of planning for the Model Cities Neighborhood 0 0 n ■ in Wilkes-Barre much research was conducted. However, many problems revolving around integration, coordination, and duplication of services still existed. It seemed apparent to those working on the Model Cities problems that what had already been developed during the initial planning year should be carried just one step further, that is specifically identifying where the problems occur (each agency), and more importantly the cause and recommended course Q of action, which hopefully would lead to both better coordination and integration of services. Heretofore, studies were conducted and reports issued that examined 3 the effectiveness of the social service delivery system from the standpoint of the agency provider. L Missing as an important component of such studies was infor- mation on how the consumers of the social services see these basic services in the light of their needs. This obviously could only mean a beginning based on tangible, visible, permanent, sincere examples of respect and concern for the •- s people of the Model Cities Area, for it has become crystal clear that the hopes ffl first-hand knowledge and experience of a self-determining Model’.Cities community. embraced in the Model Cities concept could not possibly be fulfilled without the Because the Wilkes-Barre Model Cities Agency is determined to avoid misunderstanding that would inevitably result from ignoring the residents of the Model Cities neighborhood, it undertook an evaluation of the social services in -i- �n-. the Model Cities community. Clearly then, this study was not only undertaken to add knowledge on what -residents of the area view as the most pressing social ■ 0 D service problems, but also to obtain data which could assist the Model Cities Agency to plan and coordinate the resources to effectively meet the needs of the people and to contribute to an improved social service delivery system. 3Q nu 0c ■ n n a Q In order to accomplish this result, it was felt that a more objective research project could be implemented by utilizing an independent community resource which could supply research and evaluation without being unduly in­ fluenced by existing or proposed relationships of the already established social service institutions. Wilkes College, its academic resources already an integ- ral part of the total community, was selected to undertake an evaluation of the social services in the Model Cities Neighborhood. Therefore, a contract was entered into between the Model Cities Agency and the Institute of Regional Affairs, a multi-purpose College organization that coordinates all activities in the social science field. The Institute undertook a nine-point program in its evaluative effort of the social service delivery system in the area. 1 i ■ 1 $ Because of the enormous task confronting the Institute of Regional Affairs within a limited time constraint, the study was divided into components that could be more easily performed. In order to provide necessary and specific information of present social services in the Greater Wilkes-Barre area, particularly as they relate to the Model Cities Neighborhood, the Institute utilized the services of two members 3 Pi ■ _____ -ii- �I ■ °f the Department of Sociology. Professors Jaroslav G. Moravec and 0 0 Raymond M. Weinstein were invited to perform the following services: . Prepare a service profile of all agencies and institutions providing social services. . Analyze and classify these services in terms of the problem they seek to solve. r,U' U n 0 ■. s . Describe and analyze the present relationships between services. Under a contract with the Institute of Regional Affairs, Peat, Marwick, Mitchell & Company (PMM) was engaged to evaluate the social services presently provided to the residents of the Model Cities Neighborhood Area. James Reynolds, Consultant of the Philadelphia office of Peat, Marwick, Mitchell & Company, concerned himself with the following services relating to the per­ ceptions of the residents of the area toward the social service problems: . Identify the degree of adequacy and effectiveness of social services in meeting community needs. ■ ts I . Analyze any gaps or deficiencies in present social service systems including services not offered but needed. . Report the amount and type of services provided to the Model Neighborhood Area. Walter Niehoff, Associate Di rector of the Institute whose specialty is urban management, assumed the responsibility to: . Develop a complete social service record-keeping system which would provide a current index of existing conditions: physical, social, and personal. -iii- J �Philip R. Tuhy, Associate Director of the Institute in planning and development, undertook to: fl . Explore and recommend facilities needed for services and their geographic location. Everyone involved in the project pooled their talents and energies to: 0 r - Because the recommendations coming out of the project were intended to be a basis for the application to the third action year and because this pro- d ■ . Analyze and evaluate the effectiveness of existing services in solving the problems they purport to solve through surveys and interviews with consumers. D 6 0 a0 ject was approved near the end of the second action year, a very tight schedule was set up in order to accomplish the objectives. It soon became apparent that a comprehensive research evaluation as originally contemplated would require more than three months. Nevertheless, although a much more extensive analysis of major data would have been desired, enough information was compiled and sorted out on the social service agencies and the attitudes of the MNA residents"toward their social service needs that recommendations could validly be made on the adequacy and effectiveness of the social service de- livery system in the Model Neighborhood Area. It should be noted that just as the study got underway, a Compre- fl hensive Human Service Center was established in the Model Cities Area. By the middle of January, 1971, it already housed the Eyeglass and Hearing Aid Bank, The Consumer Protection Office, and The Revolving Loan Bank. Within another month representatives of the State Department of Public Assistance, is jl __________ - - iv - �fl ■W l—J the Family Service Association, and the Catholic Social Services expect to be 0I located in the Center to make additional human social services available to I! 0 residents of the Model Cities Neighborhood. Note should be made too that a $250, 000 medical clinic for the Neighborhood Area is expected to be operative sometime during the summer. The land has been purchased and preliminary drawings made. This privately owned clinic is expected to conform to a growing nation-wide trend of placing i under one roof every possible medical service so that consumer patients in the Area can avoid costly admission to hospitals. In making this study, the Institute of Regional Affairs accumulated a P store of debts, some of which can now be happily acknowledged. Cities Agency helped in many ways. The Model William A. Schutter, Model Cities Director, gave much clear and useful advice when the initial design of the investigation was 0 I y c in the discussion stage and throughout the study. Source of the heaviest demands for assistance fell on Mrs.Margaret N. McDermott, formerly Human Resources Coordinator, who was unfailingly agreeable and helpful at all times. Likewise, the Institute received the fullest cooperation from all the Id v: social service agencies, institutions and boards whose help was needed in the preparation of this report. In particular, Charles J. Reynolds, Jr. and Harold Sherman, Director of Research and Planning and Executive Director respectively of the Welfare Planning Council read and helped to improve the instrument used to garner data from the social service agencies and institutions. y 0 « - v - �I 1 It was not originally anticipated that residents of the MNA would be 9 engaged on this undertaking, but that the residents would become deeply involved in reviewing the results of the project, so that they could provide in-put into what they felt needed to be accomplished in making available services more responsive to the needs of the residents. It was subsequently determined that the participation of the residents could be utilized in the interviewing process. • • - Although there were some misgivings over engaging their services, everyone -u associated with the study concluded that the MNA resident interviewers performed in a most competent manner. The Institute also gratefully acknowledges the work of the Wilkes ■’ 2 1 College interviewers, some of whom gave up holiday recesses in order to secure pi the data from the social service agencies and institutions. 1 Alfred S. Groh of the Wilkes College faculty and editorial consultant u to the Institute worked over the manuscript during the various stages of writing. The bulk of the credit, as always, should be given those individuals i who performed the actual work of researching the problem, assembling, analyzing and evaluating the mass of data, and preparing the manuscripts of the various sections of this project report. This project was in every sense of the word a team effort, requiring the closest coordination and cooperation. Therefore our greatest appreciation must be extended to team members Mr. James Reynolds, Consultant, Peat, Marwick, Mitchell and Company, Professors Jaroslav G. Moravec and Raymond M. Weinstein of the Wilkes College Department of Sociology, - vi - �1 and Professors Philip R. Tuhy and Walter H. Niehoff of the Department of Political Science and Associate Directors of the Institute of Regional Affairs at Wilkes College. Their combined contribution should provide a firm base for the establishment and expansion of a productive social service program within the framework of the Wilkes-Barre Model Cities Project Area. ■ Significant contributions were made by unnamed individuals whose identity cannot be revealed. Finally, it must necessarily be stated that the findings and recommend­ ations in the study are strictly of the Institute, and therefore the Institute of Regional Affairs assumes full responsibility for securing the data, its analysis, and the recommendations that are the product of that analysis. n Hugo V. Mailey Director Institute of Regional Affairs fi - vii - �? 1,. INTRODUCTION I "Model Cities is a new approach. commitment;. It relies on local initiative and local It places the onus on the Federal government to position itself to respond to city defined strategies and programs. I c The program reflects a candid admission that categorical assistance programs, whether emanating from Federal Departments in D. C. or the Region, have, despite some real accomplish- ments, not measurably affected the quality of urban life. it The above statement is by Floyd H. Hyde, Assistant Secretary, Model J D Cities and Governmental Relations, U. S. Department of Housing & Urban Development, in the Preface to Model Cities Program by Marshall Kaplan, Gaus, and Kahn--a study conducted for HUD (Praeger Publishers, 1970). The Model Cities concept, in general terms, is a beautiful and timely projection. What poor man could be against its multifaceted community services? What poor man could reject the idea of a concentrated attack on poverty, inferior education, unemployment, and slum housing? Who would oppose more legal aid for the defenseless, better health services for the poor--just to mention a few B ingredients of the Model Cities idea. No one is against such a program in principle. The present Model Cities concept is not the first noble idea supposedly to help the disadvantaged. i'f The history of modern society is replete with the failures of ideas of equal worth and urgency. Some of these failures repre- sented the best thinking of prominent names, and experts in their particular -1- �s fields; some represented great wealth; some represented immense political skill and influence; while others were well-known for their sympathy for the I 0 g0 30 poor and the powerless. But most of them had one thing in common: they thought that they, and only they, were capable of working out the solutions to the needs of the poor. That is why in spite of the sincerity of many fine people, the Model Cities program in many cities is looked upon with suspicion by thoughtful poor people. A"Delivery System" to the poor meant that they were to sit quietly by while "they", with alternatingly warm and stern paternalism, delivered the poor what "they" thought the poor needed. To "them, " the advice and consent of the j poor was not needed; and, when volunteered; it was not heeded. 0 0 The prime purpose of a Model Cities program is to take a wide range of federal, state, and local programs--anti-poverty programs, urban renewal, job training, educational assistance, welfare, and so forth--and pull them to­ gether into a concentrated attack on all the problems of a small area. 0 This, it was hoped, would lead to a breakthrough that would point the way to solving the broader urban malaise. In the bureaucratic argot, it was to be post holing (a concentrated effort on a few people) rather than leaf raking (a scattered effort that hits a lot of people, but doesn't do much for any of them). This kind of notion goes to the heart of the Model Cities concept: the need to coordinate the various programs so as to achieve maximum impact ■ Somebody who lives in a slum is likely, at any given time, to be in poor health, -2- .. ............... . .... . �s C have a bad job or no job at all, live in a miserable house, be poorly educated, and so on. But the agencies that administer programs designed to alleviate these conditions have tended to end up fighting one another rather than cooperating. ■ IP The Office of Economic Opportunity runs job training, education and welfare ■ programs; the Labor Department also runs its programs. And all of these often involve the same poor "clients'1 in the model neighborhoods. ni w 0 Multiply this many tunes over and the lack of coordination becomes utterly clear. Not surprisingly, each of these agencies thinks it knows best how to run its type of program. P'l Moreover, each agency wants to spend its available money according to its own philosophy and priorities. ■ 0 do 1 d The result in many cases is that the Model Cities legislation turned out to be not a newly forged instrument for urban rehabilitation but a smorgasbord. While Model Cities has resulted in new and productive relationships with residents, much more needs to be done to find better and more effective ways to solve the problems of a community or area. The governmental agencies must convincingly show that they are concerned with the community people rather than with politics. And by the same token, the powerful social service institutions must convincingly demonstrate that they, too, are primarly concerned with the people who are their neighbors as well as with achieving the long range goals of the institutions. It has now become imperative that our concern be with the applica- fl i ! I « tion of the programs: how and by whom these programs are going to be admin- -3- �1 13 I *' 8 isteted; and who will have the determining, ultimate voice in the structuring [ and in the crucial decision-making processes involved.. Social welfare delivery systems are the programs by which necessary I I services—health care, welfare, education, legal aid, housing, employment opportunities, etc. --are channeled to the people who need them. It is increas ingly and alarmingly clear that many, if not all, existing delivery systems are outmoded and incapable of making substantial headway against massive urban problems, including poverty, illness, inadequate education, and substandard housing, to name a few. There is a question as to whether new programs involving new methods and approaches are needed to respond more effectively to presentday problems. Perhaps what is needed is a fresh start, and not new cliches and new rhetoric about maximum feasible public participation, etc., etc, etc. Facts are a prerequisite at every stage for: 1. The conceptualization of a problem 2. The planning of a program to alleviate the problem 3. The implementation and evaluation of the programs estab­ lished to solve the problem. Unfortunately, facts have not always been used to best advantage. Rather than informing, facts have been used to misinform, often with suspicious consequences. Incorrect facts have often been the basis on which Model Cities programs were built. Study must be the first step in removing the burden of suspicions I -4- �I I ■ placed on the shoulders of governmental social agencies and the major private social institutions. Study must be the first step in preventing a sound concept from becoming just another failure in a long chain of failures. The singular object of study must be to let the Model Cities community play a meaningful and determining role in the definition of "success" in a program for the people 0 1 of the Model Cities community. J •0 iI I? fl -5- 11 �«■ 1 FART SOCIAL SERVICES OF AGENCIES AND INSTITUTIONS A. INTRODUCTION I . To provide specific information of the present human services now pro- J vided in the Greater Wilkes-Barre area, -particularly as they relate to the Model Cities Neighborhood, the researchers began by compiling a complete list of the agencies and institutions. The initial source utilized was the Model Cities application originally submitted to the U. S. Department of Housing and Urban 1 1 b'j c 0 Development. The list extracted from various parts of the application was added to by perusing the 1968 Diagnostic Survey conducted by the Welfare Planning Council for the Model Cities Agency. Both of the sources were then cross-checked against two other sources- the 1970 Luzerne County Yearbook, the annual Handbook of the Sunday Independent [ and HELP, a directory of the Welfare Planning Council. The Sunday Independent publication lists all Federal, state, county, and city offices located in Luzerne County. a public and voluntary in Luzerne County. fll '1 18 g j'l T; HELP is the directory prepared by the Council, a voluntary citizens organization financed by the Wyoming Valley United Fund. 1 In addition, the Handbook contains a listing of all welfare agencies - The Council, composed of both individuals and organizations interested in cooperative community planning, studies health, welfare and recreation needs of the community and initiates planning leading toward the development of more effective and more adequate social services. -6- �«■ 10 6 arrived at after deliberation on the inclusion of several doubtful agencies. I ' fi o t 0 ! $ B A final listing of 69 social service agencies and institutions was finally »r n After the survey was completed and a final review was made, it was found that five rather important social service agencies had been omitted. In all, 74 agencies and institutions were included as providing social services to the general citizenry in Wilkes-Barre and the Model Cities area. This part of the project was carried out in four stages: 1. Construction of an interview schedule 2. Collection of data 3. Analysis of data 4. Preparation of final report B. THE INSTRUMENT As is true in other parts of the report, decisions must always be made at the beginning of any research that are regretted in the analysis and writing. This'is the very nature of research. Decisions used to be made on the evaluation of the data on the social service agencies, the type and amount of services by H’ l the agencies, the constraints under which the agencies operate, the clientele of the agencies, the interrelationships of the social service agencies, and the service gaps that exist resulting either in a lack of services or ineffective delivery of social services. Again, it must be stated that judgments were made not with a view of being critical of the agencies, but rather in a constructive spirit with a view to helping those in need of the services. I? -7- !- ■ �The interview schedule was first discussed with representatives of the Welfare Planning Council and the Wilkes-Barre General Hospital. A first draft was constructed containing 34 questions aimed at obtaining data on the number and LJ source of clients, the objectives of a service as stated in law or charter, the i eligibility requirements for client service, the budget, personnel, and the relation­ r ships withjother social service agencies. Although the number of questions remained at 34, in the second draft, certain of the questions were refined for specificity. The final and third draft of the interview schedule contained 35 questions as a result of further consultation and refinement. The questions were grouped in topical sequence to provide information on: a 1. Purpose and goals 2. Kinds of services 3. Orientation of service objectives 4. Target 5. Eligibility requiremEnts of clients 6. Personnel and budget 7. Relationships with other agencies population and geographical area Interviewers were instructed on the use of the instrument both during the testing stage and prior to the use of the instrument but in the field,. Con­ sultation with the interviewers was continuous throughout'a 20-xlay period while the interviewers met with the representatives of the social service agencies. A total of 69 interviews were conducted in the field work. Data were �II n kJ collected from an additional 5 agencies because these agencies had been omitted during the 20-day period which began November 1, 1970. After careful analysis, 3 of the agency profiles were discarded on the basis of lack of relevancy to the E r Model Cities area, insufficiency of data, and/or out-of-town orientation. The final analysis of data and classification involved 72 social service agencies, 26 C of these agencies in the health field and 46 in the welfare field. £ C. THE INTERVIEWERS . All interviewers who worked on the social service agency profile were u Wilkes College students majoring in Sociology or Psychology. was assigned a minimum of five agency questionnaires. Each interviewer The professional agency director was forwarded an introductory letter stating that the IRA was undertaking a study of the agencies in the Model Cities Neighborhood and 0 nLy also setting forth the purpose of the study. informed by this letter of October 30j 1970, that within two weeks, an inter­ viewer would call to make arrangements to visit to secure the data on the que stionnair e. 1 The agency professional was In nd instance-were the interviewees, refused information,' ’ As a matter of fact, many agency people called the researchers or the IRA to express feelings of cooperation. i? -9- �D. CLASSIFICATION OF SOCIAL SERVICE AGENCIES A classification of social service organizations based on a single dimension is not only futile but risky. Certainly to classify on a single basis has the advantage Of Simplicity; yet, this advantage is also its weakness since every social service organization is multifunctional even though a single activity may dominate. Unless it can be shown that the selected service activity accounts for a substantial portion of the funds, clients, and energies of a social service organization, the utility of r unidimensional classification is severely limited. single dimension typologies have led to on more than one variable. profiles or patterns. The recognized drawbacks of efforts to construct classifications based An approach in this direction has been to develop Profiles are valuable since they provide a graphic method of locating salient attributes of various social service organizations vis-a-vis Q 0 '('I each other. Of course, there are many ways of classifying social service organizations. But classification, despite the way it is sometimes treated, is not an end in itself; it is a means of enlarging our understanding about the complex subject of social ■ service agencies. Little is gained; for example, by categorizing them by budgets unless this information enables us to predict performance. fl It may be interesting to know how many organizations provide supportive income maintenance, but this kind of knowledge without further application has little relevancy to effectiveness or adequacy of service. One way of classifying social service organizations is to treat them :as * -10- �R J I i 8 governmental and non-governmental. This has a special relevancy as between public and voluntary agencies, especially as concerned with the source of funding. Mutual aid, the church, organized private benevolence, and the state have been t I 0. I and still are the fundamental resources for the care of the poor. order of importance is in reverse. Today, the Moreover, in this current era, the distinctions 'bfetween governmental and non-governmental have become increasingly obscure L P especially with the development of the private, non-profit-making corporation IL as the instrument of social change and with the major funding source actually being the federal government. - . Resultantly, the term of quasiLpublic organization has come into vogue. Using another base for differentiation, organizations that provide social s 0 ■ services may be classified into four main groups: (1) agencies designed primarily d': to give social service to clients, either as individuals or in groups (i. e. , social i (2) organizations which offer social services as well as other services (i. e. I ■! welfare departments, family and children's societies, YWCA, Boy Scouts); American Red Cross, Salvation Army); (3) organizations which are basically designed to offer other services, but which maintain an auxiliary department of social work (i. e. hospitals, clinics, juvenile courts, vocational rehabilitation services); and (4) organizations that are not rendering direct services to individuals or groups but are set up to assist other social agencies (i. e. Welfare 1 Planning Councils). n -u- �r, n ■■ W D - 'J n In modern society, whenever the breadwinner is unable to work, cannot obtain work, or is taken by death, outside help is necessary to provide that economic security. The basic idea is to provide money where there is none or when the individual and/or his family become dependent. Direct income main- tenance can be provided by one of three approaches—public assistance, social I insurance, or a pension system. n then activities that lead in this direction should be emphasized- restoring his •J If the individual can produce his own income, health, improving his state of mind, providing him with skills, etc. These are poverty related activities in that it is difficult to break the poverty cycle. I The problem is an entirely different one if the individual is not rehabitable n and a likely candidate for self support. In that case, the objective is to secure for each human being, rehabitable or not, a decent standard of health, proper living conditions, and the highest degree of self respect. Social Service organizations developed out of the felt needs of a I “ 1 I HI community. These organizations are the expression of felt needs by particular communities of interest. [J Consequently, there are in every city a considerable number of organizations dedicating their efforts in a general or specific health and welfare area and focusing their available resources on that particular interest. In some instances, the functions and operations of these agencies are I clearly defined, while in others the scope of their operations is so broad that it is not always possible to identify what specific services are provided. How- ever, the values which underlie these agencies are quite clear--health of the -12- �r r D u C state of well-being and the value work ethic or income . Since the Institute of Regional Affairs analysis indicated that virtually all needs of the residents of the MNA involve some type of health factors or economic considerations, the broadest classification of service organizations r H fl has been made into health services and welfare services. The former is concerned primarily with matters relating to the physical, mental, and emotional health of the individual and families, while the latter includes those organizations dedicated to assuring emotional well-being and to assisting in restoring or providing income to persons in need, or to assisting them in finding the means to attain a level of income necessary for their general health and well-being. The basic interdependency of these two types of services must, of course, be recognized, since the problem of an individual or family may be essentially one of health, but insufficiency of income may be the cause or contributory of the health problem and vice versa. In each of the foregoing broad categories, the specific agencies differ considerably in the nature of services rendered. Consequently, a further sub-classification is required to facilitate identification of the agency most appropriate to the problem on hand. Health and welfare services are direct or indirect, depending on the client relationship. these fields are of the special interest type. Some agencies in both of Additionally, because of the special nature and magnitude of their functions, certain services should be classified as institutional, to distinguish them from those which are provided on an at-home basis. -13- ���WELFARE SERVICES ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. Veterans' Administration 3. Luzerne County Board of Assistance Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program , FAMILY, CHILDRENS', AND CUSTODIAL CARE SERVICES Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches -- Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7. Adult Welfare Services and Project Reach Out for Life (Luzerne County) 8. Visiting Nurses Association of Wyoming Valley Homemakers Service of Luzerne County 9. 10. Commission on Economic Opportunity Children's Welfare and Educational Services 1. Luzerne County Child Welfare Services 2. St. Michaels Home for Boys 3. St. Stanislaus 4. Headstart Institutions 1. Home for Homeless Women 2. Sutton Home DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army 4. Bureau of Vocational Rehabilitation �WELFARE SERVICES, CONTINUED Special Group Crippled Children's Association 1. Bureau of Visually and Physically Handicapped 2. United Cerebral Palsy 3. Alcoholics Anonymous 4. Pennsylvania Association for the Blind 5. DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental Adult Probation, Luzerne County 1. Juvenile Court, Luzerne County 2. Domestic Relations Court, Luzerne County 3. Consumer 1. Legal Services Association 2. Legal Aid Society COMMUNITY CHARACTER BUILDING GROUP SERVICES A. National Affiliation Boy Scouts of America 1. Girl Scouts of America 2. 3. YMCA 4. YWCA Local Affiliation 1. Catholic Youth Center 2. Georgetown Settlement 3. Jewish Community Center SPECIAL INTEREST SERVICES A. Pennsylvania Veterans Commission B. F’ F] VII. Federation for the Blind INDIRECT WELFARE SERVICES A. Pennsylvania Department of Public Welfare, Region II, Scranton B. Commission on Economic Opportunity �OEO CAP Agency- Creation of variety of poverty programs for the sake of activity Title N-A- Day care- Creation of large variety of day care programs Hospitals Blue Cross payment-----for hospitalized patients In-patient care It is obvious from Table 1 that mor er.agencies and institutions are engaged in welfare services than in health services. y 1 It should also be noted that many agencies and institutions have more than one source of income - sometimes all governmental, sometimes all voluntary, and more times than not a combination of both. For instance, hospitals have a variety of sources including Federa^(Medicare), state (Medicaid), Blue Cross payments, payments by patients, and private insurance. TABLE 1 AGENCIES BY SOURCE OF FUNDING Source of Funding Federal State-Federal County-State-Federal County-Federal County- State County City Voluntary Voluntary-Federal-State Voluntary-Federal-StateGounty Voluntary-State Voluntary-City TOTAL No. of Agencies 3 6 11 2 1 2 1 37 Health Welfare 1 2 3 3 0 0 0 3 3 3 2 2 8 1 1 2 0 25 2 0 2 1 72 1 0 26 1 0 46 1 12 -15- �One is immediately struck by the high number of social service organizations that receive funds from some level of government, reiterating the earlier statement that a change from voluntary to governmental funding of social service is going on. A significant phenomena is the development of new agencies that use governmental funding: the quasi-public organization. One should also mote the high number of social service agencies;,- especially in welfare, that continue to rely on voluntary sources of funding. The "voir. . '. untary" source of funds needs some clarification, for it is quite varied even though the predominant source is the United Fund’ from which 27 health and welfare agencies receive money. monies only. No agency receives United Fund For instance, Homemakers Service receives United Fund monies combined with county funds and client fees. The "voluntary" sources are drives, dues, endowments, special events, voluntary contributions, fees, investments, church collections, and private insurance payments. One can only speculate on the effect funding availability has on current or proposed programs, and how, in many instances, planning is designed to use that funding availability. ’ F. THE FINDINGS--SOCIAL AGENCIES 1. Introduction Presentation and analysis of the data provided by the health and welfare agencies serving the Model Neighborhood Area reveals several partially valid, though nonetheless useful,, evaluative criteria. -16- Among these are the �£ cost per client, the number of clients per employee, the nature of the core and peripheral services, and the eligibility requirements of each agency. 1 Admittedly, comparison of agencies on these bases has vital drawbacks. Perhaps the most obvious is the lack of uniformity in the method of reporting expenditures and services rendered by health and welfare organizations. For instance, one agency may':treat an individual client as a service unit, while 3 3 0 I I I 1 I another agency may treat a family.compfisirig several individuals, all of whom receive service, as a service unit. Moreover, there are some agencies who treat an individual coming to them for service as individual units-of service each time that individual appears and utilizes the service. Comparison of agencies on the basis of expenditures per service unit, regardless of the definition of the term, is equally useful, but also limited. This basis certainly opens up vast areas and questions for the community and the professionals in the field to do more research. Returning to the point, assuming that two or more agencies provide exactly the same quality of service, comparison of the expenditures per service unit would have considerable validity. However, since the quality of services of all the agencies has not been, and cannot currently be, g determined and compared, such comparison is little more than spec- ulation. The greatest dollar expenditures per client or family do not necessarily mean either the best or the worst quality of service. Lowest cost per client does not indicate poor service, although there may be a Pi ;.i7- �I directi correlation between low cost and low quality of service. Low cost per service unit may indicate that the organization is attempting to do too much in too many different directions, or it may indicate that the organization relies heavily on volunteers to operate. Case-load per employee is another criteria which should be applied with similar caution. It is reasonable to conclude that the number of clients which a given employee can service well depends upon a number of factors, including the number and variety of services which the employee is expected to render, the work time required by the nature of the service, the ability and dedication of the employee, or the characteristics of the individual or family involved. Consideration of the core and peripheral services of an agency likewise supplies a useful criteria for comparison, provided experience is used to buttress the formal statements of services reported by the agencies. It appears perfectly valid to expect that a given agency may rate high in the quality, or services may be "extra-curricular" offshoots of the core onqs,: and therefore, performed perfunctorily and low in quality. g: Again, one agency which treats a given service as a peripheral service may provide a higher quality than one which treats.it as'its principal function. All agencies have eligibility requirements which determine whether not an individual or family should receive assistance. It is sometimes assumed, and often erroneously, that the agency providing the easiest -18- �5K . requirements will be the most readily available and of most effective service to the client. This may or may not be true, but only experience will provide the answer in any given instance. I 5 3 I a s 9 1 other measures are sometimes employed. However, because of the nature of personal and family problems, and the characteristics of many Model Neighborhood Area residents, a knowledge and comparison of the eligibility requirements of similar agencies does provide another useful criteria for selecting the appropriate agency by a. particular client. The tables which follow summarize the data assembled in the many varying forms by the health and welfare agencies in this community. on a study of the community. The application of a more thorough and analytic process to this body of data could very well question and perhaps dispel some of the myths that have been accepted for years. IB 2. Cost per Client a. Health Services Available data, summarized in Table 2, indicate a wide variation in the cost per client for health services by agencies serving the City. 'N 3 Dividing the agency's current operating budget by the number of clients served during the past year shows a spread ranging from a low of $5. 39 to a high of $7928.58 per client. I I A comprehensive view of the whole body of data does show a great impact i 8 To prevent intake flooding, This variation may be misleading because the cost per client obviously depends upon many factors, including the nature and quality of the -19- �fi service performed. 3 Retreat State Hospital has the highest cost per client and the Tuberculosis Society the lowest, but the wide spread is due to the fact that the Hospital provides complete custodial care for s li ; a 3 a some 700 patients while the TB Society's costs involve expenditures for 6,488 chest x rays only. Costs per client are also influenced by whether the services are direct, indirect, or special interest. Hospitals and clinics perform direct services, and the table shows that the Kirby Health Center with an annual budget of $129, 000 provides direct clinical service at a per client cost of $6. 79. The hospitals also provide direct services for which per client costs range from a low of $107. 14 at the Wilkes Barre General Hospital to a high of $351. 76 at Luzerne County's Valley Crest. This-wide difference is undoubtedly due primarily to the difference in institutional functions, the former dealing with customary hospital functions while the latter is mainly custodial, and only partially medical in nature. The special interest services also vary considerably in per client I costs, ranging from $5. 39 for x-rays by the Tuberculosis Society to $600. 00 per client served by the Multiple Sclerosis Foundation whose services to each client are much more comprehensive and extensive. .J Direct services by hospitals providing only medical treatment also vary considerably in per client costs. Mercy Hospital, operating under an annual budget of $6, 000, 000. 00, and serving about 8, 524 n -20- �3 patients, has a per client cost of $703. 89, while the larger Wilkes Barre General Hospital, also operating under a $6,000,000.00 s annual budget, serviced 11, 000 in-patients and 45, 000 out-patients as a per client cost of $107. 14. In this case, the data do not indicate whether the difference in cost is because Mercy may not have included out-patient costs, or for other reasons. The above data, although it presents a general picture of cost per 3 1 y 2 has been created to identify and assist in meeting regional and local TO health needs. £ client illustrates the point that more analytical study is required to deter­ mine what is included in the cost of a case - medication, nursing care, administration, food, maintenance, etc. Nor does the data reveal how much utilization each institution makes of expensive equipment. The Office of Comprehensive Health Planning of Northeastern Pennsylvania The Office has encouraged and promoted the establishment of a Wyoming Valley Hospital Council to consider approaches to group » purchasing hopefully resulting in considerable savings to the area hospi­ tals and therefore to the MNA residents. Perhaps the Council will be the mechanism for assessing the health services expenditures and other fac- u 1 tors, such as equipment, etc. , and analyzing where monies could be better spent. One additional comment needs to be made on the foregoing fund 1 data. There are many agencies - governmental and voluntary and both health and welfare - which engage in some aspect of prevention; and yet n I? -21- �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending in Luzerne County, Wyoming Valley, Wilkes-Barre, or the Model Cities Neighborhood. ] 1 3 Bi 1 5 O I j ! ■s G, C ('• p t* r �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending TABLE 2 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT HEALTH SERVICES BUDGET I. NO. OF CLIENTS COST PER CLIENT DIRECT MEDICAL SERVICES A. Hospitals 1. Wilkes-Barre General Hospital 2. 3. 4. 5. Mercy Hospital Nesbitt Memorial Hospital Wyoming Valley Hospital Veterans' Administration Hospital Valley Crest 6. B. II. SOURCE OF FUNDING * Clinic Services 1. Kirby Health Center 2. Public Health Center DIRECT MENTAL HEALTH AND/OR RETARDATION SERVICES A. Hospitals 1. Retreat State Hospital 2. B. C. Clinics 1. Luzerne/Wyoming Counties' Mental Health Center 2. Children's Service Center of Wyoming Valley Information and Referral 1. Luzerne/Wyoming Counties' Mental Health/ INDIRECT HEALTH SERVICES Pennsylvania Dept, of Health Regional Office, Regi°K II ] A. B. V. F. S. 6,000,000.00 3,700,000.00 1,612,296.00 9,700,000.00 1„ 525, 881.00 V.F.S. S. F. V. F. S. F. Co. S. F. ,129, 000. 00 V. S. F. 3,700,000.00 ( 8-month ) S. F. 11,00 in patients $ 107.14 45, 000 out-patients 8, 524 703.89 7, 000 528.57 3, 745 430.52 4, 370 2,219.68 500 3, 051.76 19,000 approx. 700 6.79 7, 928.58 White Haven Hospital * * Mental Retardation Program III. $ 6,000,000.00 Wilkes-Barre Department of Health 1,200, 000.00 340,000.00 Co. S. F. V.F.S. Co. 1, 600 700 families 1,500,000.00 Co. S. F. 2, 246 1, 514, 885.00 75, 000. 00 S. F. N/A V. 7, 560 750.00 485.. 71 9.92 �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending iirilVo c rr e. or the Model TABLE 2 CONTINUED HEALTH SERVICES ______ SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT HEALTH SERVICES IV. Luzerne County Association for Retarded Children American Red Cross * KEY-- C Co. F. S V * * Questionnaire ife- SOURCE OF FUNDING * NO. OF CLIENTS COST PER CLIENT ADVOCACY SPECIAL INTEREST SERVICES A American Cancer Society B. Arthritis Foundation C. Cystic Fibrosis Foundation D. Luzerne County Mental Health Association E. Multiple Sclerosis Foundation F. Muscular Dystrophy Association G. National Foundation -- March of Dimes H. Tuberculosis Society I. Northeastern Pennsylvania Heart Association J. K. BUDGET City County Federal State Voluntary not returned at time of publication. i n $ 29,010.00 1,450.00 19, 000.00 12, 000.00 10, 000.00 10, 000.00 35, 000. 00 48, 000. 00 23, 700. 00 190,000.00 . , V. . V. S. F. V. V. V. V. V. V. V. V. 153 248 65 N/A 20 300 43 6, 488 x-rays 300 none directly 1, 544 veterans servicemen and their families. 189.60 22. 31 600.00 33. 33 232.56 5. 39 160.00 123.06 �II there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending in Luzerne County, Wyoming Valley, Wilkes-Barre, or the Model Cities Neighborhood. These questions are raised because the data are not in themselves conclusive but do suggest other questions for study. As the data now stand, the MNA residents can only view, with some justification, the great disparity in costs per client as beyond their reach. b. Welfare Services Having advised extreme caution in evaluating health service agen­ cies on the basis of their cost per client ratio because of the great variations in the nature and extent of their services, an even stronger word 1 of caution is necessary in the evaluation of welfare services on that basis. Even a cursory examination of Table 3 on welfare services shows such a range of variables among welfare services, that to compare on 1 the basis of cost per client would be like comparing completely unrelated items. The only justifiable conclusion warranted by the data is that Welfare service costs per client range from a low of $. 63 for char- $ acter building activities at the Georgetown Settlement to more than $1,500. 00 per client for direct rehabilitation services at the Bureau of Vocational Rehabilitation. Obviously, there is no basis for comparison but this wide range certainly does make a good argument for preventive activities. The Commission on Economic Opportunity expended $583. 33 to -22- u �provide each of 1,200 clients one of an undesignated number of family social services. In the same fiscal period, the Planned Parenthood Association ex­ pended $33. 86 for each client. It is not valid to compare the former which performs a large variety of services with the latter whose functions are restricted to a single purpose. Even though their services may be quite similar in character, it would be invalid to compare the $30. 34 per client expended by the Legal Aid Society with the $108. 33 spent for each client by the Legal Services Associ­ ation, simply because their approach, clientele, and method of operation differ in so many respects. It would be more valid to make a comparison when each reaches the same target population. But this will not be possible because the Legal Aid Society may be "phased out" because of lack of United Fund support. In spite of the reservations above, certain observations are clearly obvious. Exclusive of the CEO, there is at least $709, 070 expended in the community for family type social services, ranging all the way from $13.33 per client to $318. 58 per client (exclusive of Council of Churches). If only Family Service, Catholic Social Services, Jewish Welfare Agency, Homemaker Service, and Visiting Nurse Association are considered (all of which are United Fund Agencies), the per client cost goes from $33. 86 to $318. 58. <7 All of these agencies are predominately involved in removing family tensions due to lack of finances, poor health, personal disagreements, loss of income, etc. A -23- I �B .. □ rp nnsidered. the cost oer client TABLE 3 WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT welfare services budget L ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. veterans1. Administration 3. Luzerne County Board of Assistance $ 18, 000, 000.00 B. Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program 1,200, 000.00 II. FAMILY,CHILDREN'S,AND SUPPORTIVE CARE SERVICES A. Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches--Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7 . Adult Welfare Services and Project Reach Out for Life (Luzerne County) g _ Visiting Nurses Association of Wyoming Valley 9. Homemakers Service of Luzerne County 10. Commission ---------- 1 on Economic Opportunity B. Children s Welfare and Educational Services . Luzerne County Child Welfare Services Michaels Home for Boys * * 3. St. Stanislaus Institute 4. Project Headstart * * ST J3 WUI SOURCE OF FUNDING * E. F. F. S. C F. S. F. S. C. NO. OF CLIENTS COST PER CLIENT 77,000 $ - - 16, 328 $ 1,102.40 15,000 1, 200 1, 000.00 95,018. 00 34,000.00 102,056.00 8, 000.00 21,181.00 100,000.00 97, 044.00 V. V. V. V. V. F. S. C. F. S. C. 880 families 100 churches 3, 014 600 160 1,600 1, 500 107.98 340.00 33. 86 13..33 132..38 62.50 64.70 179,771.00 72,000.00 700,000. 00 V. V. F. S. C. 1, 311 226 families 1,200 137.13 318.58 583.33 1, 049,992.00 F. S. C. V. V. F. 1, 500 95 64.70 •d �L k' If direct rehabilitation services are considered, the cost per client ranges from $8. 33 to $2, 000. Of course, again the rehabilitation service of TABLE 3 CONTINUED P? WELFARE SERVICES SERVING MODEL NHGHBORROOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT WELFARE SERVICES C. Institutions 1. Home for Homeless Women 2. Sutton Home IH. DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army 4. Bureau of Vocational Rehabilitation B. Special Group ■ 1. Crippled Children's Association 2. Bureau of Visually and Physically Handicapped 3. United Cerebral Palsy 4. Alcoholics Anonymous 5. Pennsylvania Association for the Blind IV. DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental •. 1. Adult Probation, Luzerne County 2. Juvenile Court, Luzerne County 3. Dojnestic Relations Court, Luzerne County B. Consumer 1. Legal Services Association 2. Legal Aid Society BUDGET $ approx^ $* 1, 000, 000, 00 100,000.00 3,500,000.00 113, 000.00 .900, 000. 00 41,000. 00 27,000.00 350,000.00 - 400.p00.00 86,590. 00 65, 000.00 23,000.00 SOURCE OF FUNDING* Nd OF CLIENTS V. V. 40 21 F.S. C.V. V. AL F.S. : COST PER CLIENT $ 500 1,000 12,000 2,300 2,000.00 S.V. F.S. S. V. V. V. 781 8, 000 150 144.69 112.50 273.33 362 74.59 s.c. F.S.C. C. 500-600 600 10,000 625.00 11.55 F.S.C. V. 600 768 108.33 30.34 8.33 1,521.74 ��L If direct rehabilitation services are considered, the cost per client & ranges from $8. 33 to $2, 000. £ u 1 I § i Of course, again the rehabilitation service of the Wayside Mission is far different than that of the United Rehabilitation Service. Initial costs may show larger expenditures in certain programs than in others because certain ones are. deliberately initiated on low cost projections (mostly using volunteers) to demonstrate viability before the larger community decides to take on a greater responsibility for the support. 3. Case Load A word of caution must be given to the reader so that he can judiciously COM i. N; 1. 2. 3. use the data that follows. 3 4. L< 1. 2. 3. i INI A. B. each employee in a health service agency is frequently used to determine efficiency and quality of such service. However, it is erroneous to assume that the smaller the ca.se load of an employee the higher the quality of service, or, conversely, the larger the case load the lower the quality. The wide range of case loads per employee in the health service agencies in the City SPE A. B. 3 1 The case load, or the number of clients served by 2 I should be evaluated in relation to many factors, including the nature of the ■I service rendered as well as the professional or voluntary status of the em- s ployee. >4 . a. Health Services The 9 employees of the Kirby Health Center, which operate as a KE' clinical staff, served 19, 000 clients or 2, 111. 1 clients per employee. GSo. F. S. V. Qu i This is doubtless due to the fact that less time is required for each client by the -24- �I nature of the service rendered. In the same sense, the 2 employees of the Luzerne/Wyoming Counties Mental Health/Mental Retardation Program u p served 2,246 clients, or, 1, 123. 0 per employee, primarily because this service is informational and referral in nature. Valley Crest, administered by the County, has the lowest client-employee ! ratio of 2. 5 among the direct service by hospitals. This ratio should not be compared with the other hospitals because the nature of their services differs completely. On the surface, the direct medical service case load of employees at the Wilkes-Barre General Hospital (108. 5) appears to be out of line with the other hospitals cited in the table. However, in addition to caring for 11,000 in-patients with varying periods of stay, the General Hospital ser­ 1 vices 45,000 out-patients requiring short visits. The other hospitals listed do not indicate the number of out-patients, and it may therefore be the reason 1 ■J why the case load per employee for long-stay in-patients is considerably lower than shown. Data were not sought, nor were they offered, as to which activities were handled on an out-patient and in-patient basis. 1 Excluding the Wilkes-Barre General Hospital, the Mercy Hospital has the highest case load per employee with 292 employees handling 8, 524 patients, or 29.2 per employee. At Nesbitt Memorial, 413 employees care for 7, 000 patients, resulting in a case load of 17. 0 per employee. e Wyoming Valley Hospital with approximately one-half the number of employees and patients as Nesbitt, has a case load of 19.7 patients per employee. - 25 - �To return to a point made in a previous section,there is no clear definition °f a case or service with either medical or mental health service. Nor can TABLE 4 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS^, AND CASE LOAD health services I. DIRECT medical SERVICES A. Hospitals 1. Wilkes-Barre General Hospital 2. Mercy Hospital 3. Nesbitt Memorial Hospital 4. Wyoming Valley Hospital 5. Veterans' Administration Hospital 6. Valley Crest i i I II. f u 292 413 190 340 200 108. 5 29. 2 17.. 0 19.7 12.. 9 2. 5 19,ooo 2,111. 1 DIRECT MENTAL HEALTH AND/OR RETARDATION SERVICES A. Hospitals 1. Retreat State Hospital 2. White Haven State School Hospital* 207 . 700 3.4 Clinics 1. Luzerne/Wyoming Counties' Mental Health Center 2. Children's Service Center of Wyoming Valley Information and Referral 1. Luzerne/Wyoming Counties'1 Mental Health/Mental Retardation Program INDIRECT HEALTH SERVICES A. Pennsylvania Department of Health Regional Office, Region H B. f ' 11, 000 in patients 45, 000 out patients 8, 524 7, 000 3, 745 4, 370 500 516 CLIENTS PER EMPLOYEE 9 22 C. III. NO. OF CLIENTS B. Clinic Services 1. Kirby Health Center 2. Public Health Center B. / NO. OF EMPLOYEES Wilkes-Barre City Department of Weal th 40 28 2 122 8 1, 600 700 families 2, 246 40. 0 25. 0 1,123,'0 not applicable 7, 560 945.0 �u 11 'Ji section, there is no clear definition To return to a point made in a previous Nor can or mental health service. of a case or service with either medical J -clearly spell out what U «•- c .. n w TABLE 4 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD n 1/ D HEALTH SER.VICES ADVOCACY SPECIAL INTEREST SERVICES A. American Cancer Society B. Arthritis Foundation C. Cystic Fibrosis Foundation D. Luzerne County Mental Health Association E. Multiple Sclerosis Foundation F. Muscular Dystrophy Association G. National Foundation -- March of Dimes H. Tuberculosis Society Northeastern Pennsylvania Heart Association I. Luzerne County Association for Retarded Children J. K. American Red Cross RE E 1. D I u < 'I U n c r fR U f1 u I ♦ U NO. OF CLIENTS CLIENTS PER EMPLOYEE IV. r\ 1 NO. OF EMPLOYEES CONTINUED •X. Questionnaire not returned at time of publication. 2 1 not applicable 2 1 1 1 1 3 1 30 153 248 76.5 248. 0 65 not applicable 20. 0 20 300 300. 0 43. 0 43 6488 x-rays 6,488. 0 300 100..0 none directly 1,544 servicemen, 51.5 veterans and their families �To return to a point made in a previous section,there is no clear definition of a case or service with either medical or mental health service. Nor can any person or group--professional or otherwise--clearly spell out what activities belong to a "provision of a service?; There is no specificity as to what must occur before a case is closed. Length of time could be a part of the definition, and yet no professional would agree to the use of this 3 single criterion. If the above is so true of "normal” service, an "emergency” hospital service is just as vague and indeterminate if not more so. To illustrate, a patient may need a family doctor to certify admission. If no family doctor can be procured, admission is rejected, as so often happens to the MNA <1 r N L A 3 1 i residents. What then? Is this (no family physician certification) an emer- gency? The comments made in the foregoing are as applicable to mental health organizations as to hospitals. Among the special interest health services, most have indicated only one employee, indicating that much of the work is done by non-listed voluntary personnel. The American Red Cross shows 30 employees hand­ ling the needs of 1,544 servicemen, veterans, and their families, with each st employee serving 51.5 clients. The si.ngle employee of the Muscular Dystrophy Association, serving 300 clients, has a case load of 300 per employee. From the Table 4 it appears that the case load handled by the single -26- �jj employee of the Tuberculosis Society is 6,488, which is the highest case load, shown. This figure represents only the x-ray service which is performed by special personnel, while the one regular Society employee provides an 1 ■ unspecified number of other services for clients. If certain clinics are in the process of phasing out, one could assume that the problems previously handled by them no longer exist. V 3 However, if the problems still plague the community, especially the poor and/or welfare client, there is no way of knowing what agency or agencies now service those clients. lb The data present the number of clients served and not the refusals or rejections. Subsequent data in Part II of this study would indicate that the ,tt rejections are in sufficient numbers to warrant the feeling among the MNA resident that the health problem is "worsening. " The reasons for these could be due to a number of reasons that require a further.in-depth study. b. Welfare Services Evaluation of welfare agencies is not justified on the basis of the number <T> of clients served by each employee but on the nature of the service rather s than on the attributes of the client. Although some of the agencies listed in the following table perform some functions which are somewhat similar, each has its own distinctive type of client, kind of service activity, and 1 I u> lr i’ each differs in the amount of time required by the nature of the service for each client. The case load for family social services ranges from 7. 8 for Homemakers -27- �Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the 11 Wj TABLE 5 1 ti WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD n L.< n ♦. WELFARE SERVICES I. r\ ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. Veterans' Administration 3. Luzerne County Board of Assistance B. r u r: 1 n c 4 P U II. NO. OF EMPLOYEES Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program FAMILY, CHILDREN'S, AND SUPPORTIVE CARE SERVICES A. Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches -- Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7. Adult Welfare Services and Project Reach Out for Life (Luzerne Co. ) 8. Visiting Nurses Association of Wyoming Valley 9- Homemakers Service of Luzerne County 10. Commission on Economic Opportunity B. Children's Welfare and Educational Services 1. Luzerne County Child Welfare Services 2. St. Michaels Home for Boys * 3. St. Stanislaus Institute 4. Project Headstart * NO. OF CLIENTS CLIENTS PER EMPLOYEE 340 104 77,000 4, 370 16,328 2, 0R1. 1 12. 9 157. 0 50 25 15,000 1, 200 300. 0 37 48. 0 110. 0 12. 5 8 8 9 2 2 10 7 15 29 23 880 families 100 churches 3, 014 600 160 1, 600 1, 500 1, 311 226 families 1, 200 300. 0 80. 0 160. 0 214. 3 87.4 7. 8 52.. 2 22 12,000 545. 5 24 95 4. 0 33. 5 �Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the Doubtless, this is a wide spread in work U n TABLE 5 WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA *’ NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD Fi u n c n n WELFARE SERVICES C. III. * 1 ■ - B. u ! o LJ < IV. L_J < Special Group 1. Crippled Children's Association 2. Bureau of Visually and Physically Handicapped 3. United Cerebral Palsy 4. Alcoholics Anonymous 5. Pennsylvania Association for the Blind DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental 1. Adult Probation, Luzerne County 2. Juvenile Court, Luzerne County 3. Domestic Relations Court, Luzerne County B. n Institutions 1. Home for Homeless Women 2. Sutton Home DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army4. Bur eau of Vocational Rehabilitation o r CONTINUED (2) Consumer 1. Legal Services Association 2. Legal Aid Society NO. OF EMPLOYEES NO. OF CLIENTS CLIENTS PER EMPLOYEE 6 40 21 6. 7 30 5 500 1, 000 12,000 2, 300 16. 7 200. 0 3,000.0 41. 8 7 7 10 N/A 2 781 8, 000 150 111.6 470. 6 15. 0 362 181.0 4 18 500-600 600 6 10,000 137. 5 33. 3 1,250. 0 3 600 1 768 4 55 200. 0 768. 0 �c § 8 Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the _ i. u ow TABLE 5 CONTINUED (3) WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD WELFARE SERVICES n u n V / o kJ [n; V. COMMUNITY CHARACTER BUILDING GROUP SERVICES A. National Affiliation 1. Boy Scouts of America 2. Girl Scouts of America 3. YMCA 4. o B. 'F 60 YWCA * CLIENTS PER EMPLOYEE 10,000 1,428.6 11,310 706. 9 2, 900 paying, 90, 000 non- 1,550. 0 paying 40 VI. SPECIAL INTEREST SERVICES A. Pennsylvania Veterans Commission 2 4, 500 2, 250. 0 1 1, 200 1, 200. 0 23 1,200 52. 2 U u r 7 NO. OF CLIENTS Local Affiliation 1. Catholic Youth Center 2. Georgetown Settlement 3. Jewish Community Center i' ' 3c NO. OF EMPLOYEES B. Federation for the Blind 6 5 6, 209 16,000 approx.l, 600 families 1,034.8 3, 200. 0 40. 0 VII. INDIRECT WELFARE SERVICES A. Pennsylvania Department of Public Welfare, Region II, Scranton* u B. Commission on Economic Opportunity r< * Questionnaire not returned at time of publication. U n �r, Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the Planned Parenthood Association. i i 1 Doubtless, this is a wide spread in work load, but perfectly valid and understandable in view of the difference in the type of services rendered. If just the "family type" agencies are considered, the range begins at 33.5 for Catholic Social Services to 110 for the Family Service Association. The rehabilitation work of the United Cerebral Palsy (15. 0 clients per 3 employee) is far different than that of the Salvation Army (3, 000 clients per employee). hx In spite of the fact that the case load per employee in itself is no 3 1 B I 9 indication of the relative efficiency of effectiveness of even the most similar agencies, the data does offer a point from which the ordinary MNA resident makes comparisons and arrives at conclusions sometimes justifiable and sometimes not. 4. Core and Peripheral Services a. Health Services As indicated in the following summary table, 25 surveyed agencies provide a wide range of health services within the City. In In most instances, the type of core services provided can be readily identified by the name of the agency. 1 Peripheral services are usually directly related to or flow from the core services, and, in fact, may justifiably be included as core in some instances. I lb ! -28- �■i 3 The major services currently provided include comprehensive acute rnedical and surgical care for in-patients and out-patients, diagnostic and ■3 nursing service for communicable and chronic diseases, and maternal and child health, immunization, mental health, and varying kinds of assistance in a u □ specialized diseases. Except for the hospitals, a significant number of health agencies devote considerable effort to professional and public education in their respective fields, although it is difficult to tell for whom it is intended. Nearly all of the core services identified by this study relate to those CT ft for acute illness or handicap. a a ■'H Therefore the foci of health services systems are the negative of health. Six agencies provide general acute medical and surgical service, while Valley Crest provides medical, but not surgical service. Only the Public Health Center of Luzerne County provides diagnostic and nursing service for communicable and chronic diseases and maternal and child health. [I Two hospitals, Wilkes-Barre General and Retreat provide psychiatric care. Three other agencies provide such treatment on an out-patient basis, either directly or by referral. There appears to be little or no overlapping of ■ services among the specialized health agencies. It is noteworthy that only ■ a '.U the Kirby Health Center provides a dental service for children. Fourteen of the 25 agencies included in the tabulation provide pro­ fessional and/or public education in their respective fields. ■ Surprisingly, the table indicates very little duplication of services, Q[ m J F- .1 ( . except, °f course in the case of hospitals and agencies dealing in mental health -29- �Problems. But this can be expected since health service is an admitted mis­ nomer , though it makes for a clean administrative definition. Clients (or Patients) are readily lost in this kind of vertical arrangement. Note should be made that fund raising, an integral part of administrative a operation of any organization, is included as a service. if such an activity can be labelled a health service. It is highly doubtful To compound the difficulty in interpreting the data, some agencies placed fund raising as core and others 3 as peripheral. Certainly where funds are expended is a much more significant yardstick of commitment to a health service. It would appear that many agency respondents had difficulty in distinguishing between core and peripheral service. Several other points can be deduced from the data that may help to clarify the data submitted. Emergency care, as listed by several institution?,, could mean only for those who have a family doctor admit them. It could also conceivably mean first aid treatment to a street or home accident. The peripheral services provided by an institution such as Retreat State Hospital are for patients a only, and therefore very limited. A service like cardiology is ordinarily util­ ized only to ascertain the ability of a patient to withstand shock treatment. Finally, it should be stated that it was not the province of the interviewer to question data submitted, although in the analysis and evaluation of data many questions concerning the accuracy and pertinence of data arose. - 30 < I 1 �TABLE 6 CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES HOSPITALS id Wilkes-Barre General Hospital Comprehensive medical and diagnostic care for acute illness Emergency care Psychiatric care Mercy Hospital Comprehensive medical care for an acute illne s s Special services such as: inhalation therapy phy s ic al - the r apy cardiology Education for nurses Nesbitt Memorial Hospital Acute medical and surgical care Obstetrical care Emergency care Ancillary medical services Wyoming Valley Hospital Medical care for patients Surgical services Obstetrical and related services Emergency care Veterans 'Administration Hospital C ompr ehens ive physical and mental in-patient care Out-patient medical service Emergency service Social work service Valley Crest County Home Complete medical service except surgery Physical therapy Occupational therapy Diagnostic service Intensive care­ coronary disease �J a TABLE 6 CONTINUED (2) CORE AND PERIPHERAL SERVICES HEALTH SERVICES name of agency 3 CORE SERVICES HEALTH CLINICS Immunization against communicable diseases Controlling food and water quality Public Health Center of Luzerne County Diagnostic and nursing services in communicable diseases, chronic diseases, and in maternal and child health 3 3 3 3 3 3 1 MENTAL HOSPITALS Retreat State Hospital 0 Providing psychiatric services Providing general medical services for patients only Providing special service in surgery Providing special occular care Providing consultation­ in cardiology MENTAL CLINICS Luzerne/Wyoming Counties' Mental Health/Mental Retardation Program Diagnosis & treatment of mental disorders both in out-patient care and in short term in­ patient hospitalization Emergency care and after care Education and consultation Children's Service Center of Wyoming Valley Out-patient psychotherapy Partial hospitalization Diagnosis & treatment of psychological, some neurological and psychiatric malfunctions and dysfunctions Consultation to schools and juvenile court Training of psychiatric social workers and training of clinical psychologists and child psychiatrists 11 3 Dental clinic for children under 13 years of age Chest x-rays testing Kirby Health Center 3 3 PERIPHERAL SERVICES �TABLE 6 CONTINUED (3) CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES INFORMATION. AND REFERRAL Luzerne/Wyoming Mental Health and Retardation Program Planning and development of programs concerning mental health and retardation Referral services INDIRECT HEALTH SERVICES Pennsylvania Department of Health, Region II Preventive medical services Environmental control (sewage, etc. ) Enforcement of laws protecting the e nvir o nm e nt Individual r ehabilitation Education Wilkes-Barre City Department of Health Bacteriological and chemical analysis of food and water Checking sewage systems Immunization 3 ||| Li n I ADVOCACY SPECIAL INTEREST ORGANIZATIONS American Cancer Society Informational service concerning the danger of cancer Multiple services such as transportation, medication, dressings Reach to recovery program for mastectomy Arthritis FoundationEastern Pa. Chapter Raising funds for research Education Orthopedic help to patients Weekly clinics n 0 11 3 �TABLE 6 CONTINUED (4) CORE AND PERIPHERAL SERVICES HEALTH SERVICES n II 1 1JI . I 3 1 III il NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES Cystic Fibrosis Foundation Anthracite Branch Physical and medical assistance to those afflicted Financial support to parents Raising funds for research Education Luzerne County Mental Health Association Educational programs for specialized groups Organizing volunteer program at Retreat State Hospital Multiple Sclerosis Foundation Necessary equipment for afflicted persons Fund raising for research Hope Club for individuals afflicted by multiple sclerosis Muscular Dystrophy Association of N. E. Penna. Medical equipment for persons afflicted by muscular dystrophy Psychological and attitudinal support Raising funds for research National FoundationMarch of Dimes Wyoming Valley Chapter Fund raising campaign for research Medical services for those having birth defects Post-polio care Scholarships to graduate students Education Tuberculosis Society Wyoming Valley TB tests in schools Mobile x-ray units Research on respiratory ailments Christmas Seal Campaign Education �I § 8 TABLE 6 I ‘i CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME of agency CORE SERVICES PERIPHERAL SERVICES Northeastern Pennsylvania Heart Association Professional and public education concerning the disease of heart and circulatory system Special funds in emergencies to persons suffering from heart conditions Diagnosis of rheumatic fever Luzerne County Association for Retarded Children Education concerning the needs of retarded children Information bureau and referral Seminars on mental retardation Education American Red Cross Organizing blood drives and collecting and dispensing blood Help to armed forces' families Services during disasters Educational program in first aid and swimming Nursing program for nursing aides Program for Red Cross volunteers a a i ffl 1 (I s .1 !1 '8 CONTINUED (5) �NAME of agency CORE SERVICES PERIP HERALSER VICES INCOME MAINTENANCE Social Security Administration ’ Informing public about Processing claims and eligibility, benefits, etc. providing payments Unemployment, medical, and general assistance ' Help in emergencies Processing applications for Viet Nam bonus Securing educational benefits Veterans' Administration Information, screening and referral service for veterans and their survivor s Luzerne County Board of Assistance Counselling Financial assistance to eligible clients General assistance in meeting medical needs Administration of Federal Food Stamp program JOBS AND TRAINING 1 Bureau of Employment Security a Unemployment compen­ sation Placement for job ready applicants Counselling for those not job ready Work training and job placement Job orientation program Day care for children of working mothers Mutual referral with the Bureau of Vocational Rehab. FAMILY SOCIAL SERVICES 1 Family Service Assoc. of Wyoming Valley Family as a group and individual counselling Training of social workers Participating in community planning of the effective welfare delivery system �TABLE 7 CONTINUED (2) CORE AND PERIPHERAL SERVICES WELFARE SERVICES 5 8 NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES Wyoming Valley Council of Churches Providing chaplain services for hospitals and nursing homes Organizing7 and: executing.' meals oiiwheels Catholic Social Services of Wyoming Valley Family counselling or individual counselling Monitoring community problems and influencing legislation concerning social welfare Planned Parenthood Association Education regarding family planning and birth control Providing birth control devices and pills PAP smear test, pelvic and breast examination Referral Jewish Welfare Agency Consultation and help in various family and individual problems Luzerne County Bureau for the Aging Operating two Senior Citizen centers Counselling and referral Organizing foster care for elderly Organizing and coordinating programs for elderly Adult Welfare Services and Project Reach Out for Life (Luzerne County) Processing applica­ tions for admission to Valley Crest Placement of infirm in nursing homes Processing admissions of alcoholics to the alcoholic unit in Danville Supplying transportation and clothing to TB patients Paying burial services Visiting Nurses Assoc, of Wyoming Valley Professional nursing and related services to patients in homes Counselling and health education to families / 1 ! 1 �CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES Homemakers Service of Luzerne County Help to families in times of stress such as illness, convales­ cence, or other cases of emergency Commission on Economic Opportunity of Luzerne Reaching the poor Organizing the poor Tutoring, consumer education, manpower, housing, legal County PERIPHERAL SERVICES Information and education CHILDREN'S WELFARE AND EDUCATIONAL SERVICES Luzerne County Child Welfare Services Protective services to children neglected or abused Foster family care Institutional care Adoption services Service to unmarried parents Day care service St- Michael's Home for Boys Institutional care for dependent or neglected children Medical and dental service Social work service with children and their families St. Stanislaus Institute Institutional care for dependent or neglected children Remedial scholastic program for educationally deprived child Providing work-study experience Medical and dental service Social work services with children and their parents Project Headstart Part-day program for Medical and dental services pre-school age child!Social work services with ren who are economicallyr family and child deprived �0 CONTINUED (4) TABLE 7 3 CORE AND PERIPHERAL SERVICES WELFARE SERVICES NAME of AGENCY i 3 CORE SERVICES PERIPHERAL SERVICES INSTITUTIONS Home for Homeless Women Sutton Home for Aged and Infirm Men Residential care for women 70 years of age and over Residential care for the aged and infirm Infirmary for sick Work placement outside the agency Medical care Recreation GENERAL REHABILITATION 1 1 United Rehabilitation Service s Rehabilitation of handi­ capped Sheltered employment Day care Half-way house Wayside Mission Rehabilitation of ale oho lies Assistance to the people in need Rehabilitation through work Salvation Army of Wyoming Valley Recreation and activities not provided by the community Emergency relief Assistance in the form of food, clothing, toys Home for unwed mothers Bureau of Vocational Rehabilitation Medical and vocational Miscellaneous services to diagnosis handicapped persons Counselling and physical rehabilitation Training and job placement 11 1 1 II 1 3 SPECIAL GROUP-REHABILITATTON Crippled Children's Association Diagnosis and treatment Diagnosis and treatment of orthopedic conditions of speech disorders of crippled children Diagnosis and treatment Operation of kindergarten of cerebral palsy and nursery school �CONTINUED (5) TABLE 7 3 I s 2 I 1 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agenc y CORE SERVICES Bureau of Visually and Physically Handicapped Vocational rehabilitation Remedial eye care-eye pathology and job placement Services to blind persons Home teaching for adult blind persons United Cerebral Palsy Physical, emotional, and vocational support to persons afflicted by CP Alcoholics Anonymous Rehabilitation Group therapy on fellowship level Pennsylvania Assoc. for the Blind Glasses to those who are not covered by Bureau of Visually and Physically Handicapped 1 1 , JJ Operation of day care center for CP Vision screening and public education to prevent blindness CORRECTIVE GOVERNMENTAL J I PERIPHERAL SER VIC ES Adult Probation, Luzerne County Supervision of parole and probation Pre-sentence inves­ tigation Juvenile Court, Luzerne County Court hearings for children in trouble with the law and pre-sentence investigating Court-commitment of children to institutions Probation services for children Adjudication reissues about children: dependent, neglected or delinquent Work and training placement �6 0 9 i'i 1 0 1 1 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES PERIPHERAL SER VIC ES Domestic Relations Court, Luzerne County Entry and enforcement of financial support Hearings to reconcile married couples Enforcement of visitation of father Referrals of cases for counselling, psychiatric help, etc. LEGAL CONSUMER Legal Services Association Legal help to indigent clients in civil matters Legal Aid Society _Legal aid to clients involving mainly land­ lord-tenant relationships Boy Scouts of America Program for boys to Organization of comm­ unity's groups to sponsor insure physical fitness, character scouting units Training adults for assum­ Year round camping ing roles in the program program Girl Scouts of America Penn's Woods Council Organize Girl Scout troops Organize camping program Training adults and girls in leadership Community services by Girl Scouts Young Men's Christian Association Recreation and physical fitness building Helping in educational process Spiritual guidance 1 3 ■3 - a p General concern with injustice and inequity Information concerning legal matters of economically deprived CHARACTER BUILDING GROUPS S s CONTINUED (6) TABLE 7 Young Women's Christian Association* �u I D 3 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES Catholic Youth Center Recreation services mainly for group activity Georgetown Settlement Association Meeting place and recreation center for local organi­ zations Nursery school Jewish Community Center of Wyoming Valley Providing recre-x ational opportun­ ities General educational programs Organizing social events a S CONTINUED (7) TABLE 7 PERIPHERAL SERVICES SPECIAL INTEREST SERVICES Pennsylvania Veterans Commission Burial services Providing all veterans Assisting veterans in need with flags & grave markers Federation for the Blind Information and re­ ferral services for the blind Maintenance of advocacy interests for blind Socialization INDIRECT WELFARE SERVICES 0 a Penna. Dept, of Public Welfare, Region II, Scranton* Commission on Economic Opportunity 3 g'SS a * Questionnaire not returned at time of publication �r ! 3 b. Welfare Services Forty-three separate agencies provide a wide range of welfare services ! to residents of the city. • The types of service range from single- purpose public a and private organizations to public and private multi-purpose groups. The following table lists these organizations and indicates that while each has a core function or functions, each also provides a multitude of different services a J which are peripheral to the primary general service by which the agency is best known. Five agencies are concerned solely with provision of economic security, including income maintenance, jobs, and training. 2 I 3s I 0 S I 3 public and private, concentrate their effort on family, children's welfare and educational services, and institutional care. I The core services of four agencies involve direct general rehabilitation, and five devote their total effort to specialized areas of rehabilitation. Direct legal and corrective services are the sole function of three county governmental services, and two private agencies. Character building activities are the basic function of seven agencies, while four agencies provide special interest or indirect welfare services. This table appears to warrant the conclusion that the city has available what seems to be adequate coverage of the broad categories of welfare services. Examination of the tabulation will indicate that, together with the related peripheral services, some of which are duplicated, the number and variety of services available appears adequate. ri Sixteen agencies, both Of course, the significant question -31- �s in so far as the MNA residents are concerned, is the availability of these services when needed. Examination of the table suggests a major concern with families and children and sixteen agencies provide this kind.of service. Clearly many groups in the community carry the same values but this raises the question, why s these groups do not come together to form a more unified delivery system of services. The same comment can be made with the character building activities, rehabilitation, and legal services. 2 The immediate conclusion from the table of services may be a sense of satisfaction. / The community does have quite a number of organizations providing a wide range of services. E We are not as certain that we can deduce from the data the scope of these services, whether the response is a satisfactory one, the broadness of the coverage, and the people actually reached by the service. The core services of the organizations demonstrate the immediate I 8 concerns of the organization. The table suggests preoccupation with services that offer "help" and "advice" to people who need it or who ask for it. It may be that the organizations included in the table are attacking only symptoms of problems by providing services. 'LI 5. Type of Service b I a. Health Services The data that follow identify the specific core and peripheral health -32- 1 •• �TABLE 8 a type of services offered to model neighborhood area HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL TREATMENT--HOSPITALS General medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illness b. Retreat State Hospital b. Nesbitt Memorial Hospital 2 d. a Mercy Hospital d. Need for medical care Valley Crest County Hospital e. Need for skilled nursing care, 20 yearsof age, and indigent f. Veteran's Administra­ tion Hospital f. a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illnesses- b. Nesbitt Memorial Hospital b. Need for medical care c. Veteran's Administra­ tion Hospital c. Need for medical care, and veteran d. Wilkes-Barre General Hospital d. Need for medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illness s g Need for medical care e. 27 Emergency treatment Mentally ill, 16 years of age, and Pennsyl­ vania residency Need for medical care, and veteran I- i Obstetrical treat­ P ment �i TABLE 8 CONTINUED (2) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL TREATMENT-HOSPITALS Surgical treat­ ment 0 0 b. Nesbitt Memorial Hospital b. Need, for medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illnesses b. Retreat State Hospital b. Mentally ill, 16 years of age, and Pennsyl­ vania residency Nesbitt Memorial Hospital c. Need for medical care s g Occular treat­ ment a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency Intensive care-cardiology a. Nesbitt Memorial Hospital a. Need for medical care b. Valley Crest County Home b. Need for skilled nursing care, 20 years of age, and indigent c. Mercy Hospital a. Valley Crest County Home a. Need for skilled nursing care, 20 years— of age, and indigent b. Mercy Hospital b. Need for medical care E E g J Physical therapy Need for medical care I I ____ J �CONTINUED (3) TABLE 8 type of services offered to model neighborhood area HEALTH SERVICES 8 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL--DIAGNOSTIC AND PREVENTIVE 0 Rheumatic fever a. Heart Associatibn a. Heart or circulatory disease PAP smear test a. Planned Parenthood Association a. Age 18 or over, other­ wise accompanied by adult Immunization a. Kirby Health Center a. None b. Wilkes-Barre Dept, of Health b. None a. Bureau of Visually and Physically Handicapped a. Need for services and 30% of visual functioning b. Pennsylvania Associa­ tion for the Blind b. 10% vision or les-s Pennsylvania Associa­ tion for the Blind a. 10% vision or less a. Crippled Children's Association a. Physician's certification b. United Cerebral Palsy Association b. Cerebral palsy Chest X-ray a. b. Kirby Health Center Tuberculosis Society a. b. None Need for X-rays or respiratory help Orthopedic disorders a. Crippled Children's Association a. Physician's certification b. Arthritis Foundation b. Physicians' recommend­ ation. a. Crippled Children's As sociation a. Physicians' certification Remedial eye care S' A g Vision screening Cerebral palsy p I ■ ‘I I Speech disorders __ �TABLE 8 CONTINUED (4) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL ADVOCACY GROUPS 0 § Medical equipment for persons with muscu­ lar dystrophy a. Muscular Dystrophy Association a. Muscular dystrophy Medical equipment a. Multiple Sclerosis Society a. Multiple sclerosis and indigent Dental clinic for children under 1 3 a. Kirby Health Center a. None Birth defects a. March of Dimes a. Polio, birth defects, and in financial need of help Orthopedic disorders a. Crippled Children's Association a. Physician's certification March of Dimes a. Polio, birth defects and in financial need of help Polio (infantile paralysis) R Speech disorders a. Crippled Children's Association a. Physician's certificate Cerebral palsy a. Crippled Children's Association a. Physician's certificate Hospitalization for alcoholics a. Alcoholics Anonymous a. Desire to stop drinking Cystic Fibrosis a. Anthracite Branch of Cystic Fibrosis Child with cystic fibrosis HEALTH RELATED SERVICES Birth control devices and pills r r a. Planned Parenthood Association a. Age 18 or over, otherwise accom­ panied by adult �r (J n I f' iu fi s s 8 a g TABLE 8 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES I r AGENCIES Fund raising for medical research Infirmary for the sick ELIGIBILITY REQUIREMENTS Muscular Dystrophy Association Muscular dystrophy b. Anthracite Branch of Cystic Fibrosis b. Child with cystic fibrosis c. Multiple Sclerosis Society c. Multiple sclerosis and indigent d. Arthritis Foundation d. Physician's recommendation e. March of Dimes e. Polio, birth defects, and in financial need of help f. Tuberculosis Society f. Nursing care for elderly Lutheran Bureau a. Children* s Need for X-rays, or respiratory help Lutheran background preferable but not absolutely necessary Home for Homeless Women a. Age 70 or over, admission fee of $4000. , and relin­ quishment of assets Visiting Nurse Associations a. Under care of physician and need for nursing care (for patients not totally dependent) a. American Cancer Society a. Physician's approval b. Public Health Center b. Need for help c* Luzerne County Board of As si stance c. Need for public assis­ tance according to current regulations Nursing and Medical services to home patients General assistance for medical needs i CONTINUED (5) �TABLE 8 CONTINUED (6) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES services Environmental control i 1 a AGENCIES ELIGIBILITY REQUIREMENTS a. Pennsylvania Department of Health, Region II a. None b. Kirby Health Center b. Mandatory c. Wilkes-Barre Depart­ ment of Health c. Mandatory Consultation for cardiology a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency Blood drives and dispensary a. American Red Cross a. Immediate need for blood Research on respira­ tion ailments a. Tuberculosis Society a. Need for X-rays or respiratory help MENTAL HEALTH SERVICES Diagnosis for psycho­ logical or psychia­ tric disorder I s a. Children's Service Center a. Under 21 years of age with psychological problems b. Mental Health Center #1 b. Need for mental health services and local residency Psychotherapeutic assistance a. Childrens Service Center a. Under 21 years of age with psychological problems Psychiatric consul­ tation to schools and juvenile court a. Children's Service Center a. Under 21 years of age with psycological problems Group therapy for alcoholics a. Alcoholics Anonymous Desire to stop drinking �1 n s 1 n TABLE 8 CONTINUED (7) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SER VICES Psychological and emotional support to handicapped persons and their families AGENCIES eligibility requirements a. Muscular Dystrophy Association a. Muscular dystrophy b. United Cerebral Palsy Association b. Cerebral palsy a. Children's Service Center a. Under 21 years of age with psychological problems b. Mental Health Clinic #1 b. Need for mental health services and local residency a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency 2 b. Veteran's Administration Hospital b. Need for medical care, and veteran 8 c. Wilkes-Barre General Hospital c. Need for medical care g I g d. Children's Service Center d. Under 21 years of age with psychological problems e. Mental Health Center #1 e. Need for mental health services and local residency a. Children's Service Center a. Under 21 years of age with psychological problems 0 0 Out-patient treatment for mental disorders a 3 s 2’ I (K Hospitalization for mental disorders Care or treatment for mentally retarded children �2 a 3 1 TABLE 8 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES agencies Planning and develop ing a. mental health and retardation programs Luzerne-Wyoming Mental Health and Retardation Program a. Mental disability Mental Health Associa­ tion of Luzerne County b. None b. 2 1 8 'iJ/ Health education a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease b. Visiting Nurse Associations b. Under care of physician and need for nursing care (for patients not totally dependent) c. Anthracite Branch of Cystic Fibrosis c. Child with cystic fibrosis d. Mental Health Center #1 d. Need for mental health services and local residency e. American Red Cross e. None f. Mental Health Associa­ tion of Luzerne County f. g- Tuberculosis Society g- Need for X-rays or respiratory help Mental Health education a. Luzerne County Associa­ tion for Retarded Children a. Mentally retarded (IO 80 or less) public education for the prevention of blindness a. Pennsylvania Association for the Blind a. None g g f I fl I 1 ELIGIBILITY REQUIREMENTS HEALTH EDUCATION AND INFORMATION 2 E 3 CONTINUED (8) None �a G TABLE 8 CONTINUED (9) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS Professional education a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease Health information a. American Cancer Society a. None b. Arthritis Foundation b. Physician's recommen­ dation c. Pennsylvania Depart­ ment of Health, Region II c. None d. March of Dimes d. Polio, birth defects, and in financial need of help e. Tuberculosis Society e. Need for X-rays or respiratory help I s a 'P Mental Health information a. Luzerne County Associa­ tion for Mentally Retarded a. Mentally retarded (IQ 80 or less) I Youth education a. American Red Cross a. None e General Public educational programs a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease g p p �n i 3 s ■ [ services provided by agencies serving within the city and the bases for client eligibility. The types of service are: Medical services--treatment--hospitals Medical services--diagnostic--and preventive Medical service--advocacy groups Health related activities Mental health services Health education and information 9 3 I 1. Medical Services--Treatment--Hospitals Medical treatment may be both long term and short term, or out-patient in nature. It is clear from analysis of data that the health services systems are focused on provision of care for acute illnesses rather than on preventive measures. The crux of this situation will be to create change from treatment to prevention. g I p 2. Medical Service--Diagnostic and Preventive In many senses these services may still be in embryo. be made with no place for the patient to obtain treatment. Diagnosis may Preventive medicine IO may still have a long way to go if certain environmental elements are cared 3 for, but attention is not paid to additional elements. I 3. Medical Service—Advocacy Groups Many of the organizations in the next table provide a small amount of direct services and concentrate on research functions which do not go on I - 33 - �i locally. Their value to the community is that they call attention to those 8 a 8 causes which may well be the battle cry of tomorrow. 4. Health Related Activities The health related activities listed below are offered by organizations which support diagnostic and treatment plans for individuals and families who might otherwise not receive such treatment and diagnostic service. However, there can be no complacency abort these health related services; they may 1 a J offer what looks clearly as adminstrative or program responsibilities but there is little actual overlap in their activities. Many clients in need may well be lost because of this lack of overlap. 5. Mental Health Services These activities are those which begin with the cry for help and follow 8 through with out-patient or hospitalization of the patient if necessary. The scope of these activities can be total for some patients while for others it can be B partial. Many of these are new services in many ways and there is the need to expand these activities without sacrificing the quality of the service, a real challenge to an organization. 6. Health Education and Information Services Health education and information services are those provided by all agencies to some extent. However, some of these organizations focus more upon reaching the general public with their particular interest than do others. Many of these activites are carried by advocate groups who justify I 34- �their existence in the community by these public information campaigns. b. Welfare Services The data presented in this section show the specific services rendered by welfare agencies and indicate the requirements for client eligibility. The types of service are: Economic security and income maintenance Vocational training, referral, and placement Counseling, placement and referral, family children and institutional Rehabilitation Legal and corrective a Recreational and community P!teJ 1. a Welfare education and information Economic Security and Income Maintenance The two main kinds of economic security programs providing cash income when earned income stops are: 1. social insurances 2. public assistance payments The overall goal for each is income provision to individuals or families when earned income is not available. between the two. I There are a number of basic differences Social insurance is prepaid. To apply, a person need only file a claim to benefits toward which he contributed. of resources. There is no investigation With public assistance payments, a person makes application -35- �■Ml & 'J i 1 s receiving benefits based on need, which carries with it its own peculiar kind of stigma. The person receives payments toward which he does not contribute. Included in this section are direct payments other than those already mentioned ranging all the way from Christmas assistance to a one-time cash § 8 13 0 bonus to Vietnam veterans. Cystic Fibrosis patients receive payments in the form of treatments and equipment. Home for unwed mothers provided by the Salvation Army is not provided locally but out of town, and is a service perhaps beyond the reach of most MNA residents. 2. Vocational Training, Referral, and Placement These services endeavor to help individuals get job training and prepare them for jobs in the open market. The needs for vocational training are usually identified by school systems but training is closely connected with certain requirements for welfare services. CEP is probably best geared for hard core unemployed who are poor IS but those who are not poor are not so fortunate! I s There is a great need for close relationships among all agencies offering vocational training to link up with other organizations providing payment. 3. Counseling, Placement Referral Family, Children, and Institutional Serivces These services include the full gamut of those services expected to be provided by social welfare service organizations. Besides the emphasis on working with individuals and their families, there is considerable effort in working with these individuals and their families in groups. -36- r These services �c a 0 a differ from those providing income maintenance and social insurance and vocational training in that they do not endeavor to directly obtain employment or income for these individuals but do facilitate in every way possible the provision of such services as are necessary. These organizations attempt to strengthen families in their relationships internally by relieving family tensions. There is more internal focus on the dynamics of emotions in these services 3 a since emphasis is placed on optimum functioning in relationships. Of course, it goes without saying that the individual must be ready to adapt himself or herself to various situations, especially those where the 9 person is no longer maintained in his or her own home. 4. Rehabilitation These programs focus more on what agencies can do or achieve for s f certain clients accepted into the agency systems. services, the individual either must be born with a handicap (congenital) or the handicap must have been acquired. I To become eligible for A great deal of funding is available today for such services. Some rehabilitation services have a tendency only to accept those in­ dividuals who show potential to use most fruitfully the resources of the agency. This may not create a client centered service because the intake require­ ments are adjusted to suit what the agency can do rather than what the indi- vidual may be able to do. This is economic use of resources, but it goes without saying that many potential clients are lost because of focus on those who will respond more readily to resources. -37- r i �a & a n 5. Legal and Corrective These services have not fully developed in the community and are not likely to grow beyond their present level unless the state or federal govern- ments change orientation. Legal services in the advocate role are new to the local scene but the activity and social change being generated by the Legal Services for the Poor group will have far-reaching effects for all those s a 0 8 0 concerned. Legal services in its advocate role cannot be extended to cover a broader base of people than the defined poor. However, this base may well expand in time to include those whose income levels are slightly more than pres ait requirements. Corrective services are not particularly wanted by those who recieve them and it isn't likely that many people will want to recieve them. In view of situations as they now stand with drug problems in the community and especially the concern in the MNA, there will be expanded need for professional B personnel to work with those offenders who are involved. 6. Recreational and Community Services s These services are the ounce of prevention so necessary to develop positive attitudes in youth and adults. Such services can encompass activities for Senior Citizens, young Adults, married couples, besides the youth everyone immediately pictures. Actually all community people can benefit from some form of recreational services. The "not so well to do" do not always have recreation services and community services. finding a room for activities in local public facilities. - 38 - They have trouble �TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 1 tJ 1 a. Veteran's Affairs Bureau a. Veteran of armed forces b. American Red Cross b. Member of armed forces c. Pennsylvania Vet­ eran Commission c. Need for help and vet­ eran with honorable discharge a. Social Securi ty Administration a. Insured under the law and retired, disabled, or deceased b. Wayside Mission b. Need for available services Categorical cash payments to individuals showing need a. Luzerne County Board of Assistance a. Need for public assis­ tance according to current regulations Financial and other assistance for Christ mas a. Salvation Army a. None b. Family Service Association b. Residency in Luzerne County and need for family counseling help c. Catholic Social Services c. None Financial assistance to persons with heart conditions a. a. Heart Association of N. E. Pennsylvania Financial assistance to blind persons a. Federation for the blind Financial and other assistance to vet­ erans or their fanlilies fl s Financial assistance to insured persons fl s I a. Heart or circulatory disease 10% vision or less �L' TABLE 3 CONTINUED (2) 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 1 0 g Financial assistance to Cystic Fibrosis patients a. Anthracite Branch of Cystic Fibrosis a. Child with Cystic Fibrosis Unemployment compensation a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job Burial expenses and services a. Veteran's Affairs Bureau a. Veteran of armed forces b. Adult Welfare Services b. Age 18 or over, infirm or indigent Social Security payments a. Social Security Administration a. Insured under the law and retired, disabled, or deceased Food for the Needy (Meals on Wheels) a. Wyoming Valley Council of Churches a. Protestant’ church in need of help with programming and small yearly contribution Food Stamp Program a. Luzerne County Board of Assistance a. Need for public assistance according to current regulations Processing applica­ tions for Vietnam Bonus a. Pennsylvania Veteran Commission a. Need for help and veteran with honorable discharge Scholarships to graduate students a. March of Dimes a. Polio, birth defects, and in financial need of help Transportation and clothing for tuber­ culosis patients a. Adult Welfare Services a. Age 18 or over, infirm or indigent 8 qis �a CONTINUED ( 3) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SER VI CES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 6 Shelter or residen­ tial care ior aged or infirm Aged, small admis­ sions fee, and not totally dependent Sutton Home for Aged and Infirm Men Home for Home­ less Women b. Age 70 or over, admission fee of $4000 , and relin­ quishment of assets a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over b. United Rehabil­ itation Services b. Limited abilities c. Luzerne County c. Child Welfare District Need for services for child d. Concentrated Employment Program d. Income less than $1800 a year ($500 extra for each de­ pendent) and living in target area, plus employabilitie s Nursery School a. Georgetown Settle­ ment Association a. None Home for unwed mcfthers a. Salvation Army a. None Disaster or emer­ gency services a. American Red Cross a. Immediate need of blood b. Pennsylvania Vet­ eran Commission b. Need for help and veteran with honorable discharge . •; b. B 3 G a. Day care services 1 0 a �CONTINUED (4) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES B services AGENCIES c. Salvation Army ELIGIBILITY REQUIREMENTS c. None VOCATIONAL TRAINING, REFERRAL, AND PLACEMENT SERVICES a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job b. Concentrated Em­ ployment Program b. Income less than $1800 a year ($500 extra for each dependent) and living in target area Training of social workers a. Family Service A s sociation a. Residency in Luzerne County and need for family counselling help Training of psychia­ tric social workers a. Children's Service Center a. Under 21 years of age with psycholog­ ical problems Training of nurses a. Mercy Hospital a. Need for medical care b. American Red Cross b. Immediate need of blood a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male a. Saint Stanislaus Institute a. Child that is de­ pendent, neglected, or orphaned Vocational training in general I 2 2 a g Training of adults as scout leaders g £1 g Work-study pro­ grams �3 table 9 CONTINUED (5) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES s agencies SERVICES eligibility requirements VOCATIONAL TRAINING, REFERRAL, AND PLACEMENT SERVICES Vocational counselling Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job Federation for the Blind a. 10% of vision or less b. Concentrated Em­ ployment Program b. Income less than $1800 a year ($500 extra for each dependent) and living in target area a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job b. Home for Home­ less Women b. I Age 70 or over, admis­ sion fee of $4000, and relinquishment of assets c. c. a Adult Probation Division Age 18 or over and criminal offender d. Concentrated Em­ ployment Program d. Income less than $1800 a year ($500 extra for each dependent) and living in target area e. Bureau of Visually and e. Physically Handicapped Need for services and 30% of visual functioning f. Pennsylvania Associa- f. tion for the Blind 10% vision or less a. Referrals for employ- ... a... ment or vocational training a a i I 3 Vocational placement. �TABLE s 9 CONTINUED (6) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES eligibility requirements COUNSELLING, REFERRAL AND PLACEMENT SERVICES FAMILY AND CHILDREN I 0 a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Luzerne County Child Welfare District b. Need for services a. Domestic Relations Division a. Need for help in the area of domestic relations b. Luzerne County Association for Re­ tarded Children b. Mentally retarded (IQ 80 or less) c. Luzerne-Wyoming Mental Health and Retardation Program c. Mental disability Referral service for veterans a. Pennsylvania Veteran Commission a. Need for help and for veterans with honorable discharge Referrals for health or welfare a. Luzerne County Bureau for the Aging a. Residence in Luzerne County and age 50 or over b. Planned Parenthood A ssociation b. Age 18 or over, other­ wise accompanied by adult a. Adult Welfare Services a. Age 18 or over, infirm or indigent Adoption services S 0 a Referrals for coun­ selling or psychiatric help 0 E f E cr r a n Placement for hospitals or nursing homes �1 0 CONTINUED (7) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES c AGENCIES SERVICES ELIGIBILITY REQUIREMENTS COUNSELLING, REFERRAL AND PLACEMENT SFRVICEff FAMILY AND CHILDREN 0 a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Juvenile Court b, Neglected or delinquent child under age 18 c. Luzerne County Child Welfare District c. Need for services Placement of elderly in foster homes a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over Processing applica­ tions for hospital admis sion a. Adult Welfare Services a. Age 18 or over, infirm or indigent Placement of child­ ren in foster homes £ s a s COUNSELLING SERVICES f Counselling to un­ wed mothers a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Saint Stanislaus Institute b. Child that is depen­ dent, neglected, or orphaned a. Luzerne County Child Welfare District a. Need for services b. Saint Stanislaus Institute b. Child that is depen­ dent, neglected, or orphaned a § s S' n a Counselling to ne­ glected and orphaned children �TABLE 9 CONTINUED (8) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES agencies SERVICES ELIGIBILITY REQUIREMENTS COUNSELLING SERVICES Catholic Social Services a. None b. Jewish Welfare Agency b. Local residency c. Family Service Association c. Residency in Luzerne County and need for family counselling help d. Veteran's Administion Hospital d. Need for medical care and veteran e. Visiting Nurse Associations e. Under care of physician and need for nursing care (for patients not totally dependent) f. Homemaker's Service of Luzerne County f. Disability, illness, elderly without relatives, or family stressful sit­ uation g- Pennsylvania Vet­ eran Commission g- Need for help and vet­ eran with honorable discharge a. Wyoming Valley Council of Churches a. Protestant church in need of help with pro­ gramming and small yearly contribution b. YMCA b. Membership in organ­ ization, age 7 or over and male Counselling for fam­ ily or individual problems a a a a s Religious or spiri­ tual guidance �CONTINUED (9) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES i COUNSELLING SERVICES Health and welfare counselling i fl S § fl fl 0 I Jewish Welfare Agency a. Local residency b. Luzerne County Bureau for the Aging b. Residency in Luzerne County and age 50 or over c. Luzerne County Board of Assistance c. Need for public assis­ tance according to current regularities a. Salvation Army Men's Social Service Center a. Treatable handicaps b. Alcoholics Anonymous b. Desire to stop drinking c. Wayside Mission c. Need for available services Sheltered employ­ ment a. United Rehabilitation Service a. Handicapped position Half-way house a. United Rehabilitation Service a. Handicapped position Hope Club for per­ sons with multiple sclerosis a. Multiple Sclerosis Society a. Multiple Sclerosis and indigent Vocational rehab­ ilitation for visually handicapped a. Federation for the Blind a. 10% vision or less I1 a a. REHABILITATION SERVICES Rehabilitation ser­ vices for alcoholics fl ELIGIBILITY REQUIREMENTS AGENCIES SERVICES �TABLE ? 3 g 3 E n s TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA welfare services services services b. Bureau of Visually and Physically Hand­ icapped b. Need for services and 30% of visual functioning c. Pennsylvania Associa­ tion of the Blind c. 10% vision or less United Cerebral Palsy Association a. Cerebral Palsy a. United Rehabilitation Services a. Handicapped position b. Bureau of Vocational Rehabilitation b. Employable and hand­ icapped c. Bureau of Visually and Physically Handicapped c. Need for services and 30% of visual functioning a. General rehabilita­ tion services for cerebral palsy patients Rehabilitation ser­ vices for handicapped persons in general ELIGIBILITY REQUIREMENTS AGENCIES REHABILITATION C i Home teaching for blind adults a. Bureau of Visually and Physically Handicapped a. Need for services and 30% ov visual functioning S' General rehabilita­ tion a. Salvation Army Men's Social Service Center a. Treatable handicaps b. Pennsylvania Dept, of Health, Region II b. None Remedial education a. Saint Stanislaus Institute a. Child that is dependent, neglected, or orphaned Occupational therapy or vocational rehabilitation a. Valley Crest County Home a. Need for skilled nursing care, 20 years of age, and indigent b. Wayside Mission b. Need for available services c. Bureau of Vocational Rehabilitation c. Employable and handi­ capped S E s 3 Pi CONTINUED (10) �f CONTINUED (11) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES 5 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS legal and corrective services E E s S' 9 Legal protection or aid Legal Aid Society of Luzerne County b. Federation for the Blind b. 10% vision or less a. Juvenile Court a. Neglected or delinquent child under age 18 b. Adult Probation Division b. Age 18 or over and criminal offender Pre-sentence inves­ tigations a. Adult Probation Division a. Age 18 or over and criminal offender Marital hearings a. Domestic Relations Division a. Need for help in the area of domestic relations Enforcement of visi­ tation rights and financial support a. Domestic Relations Division a. Need for help in the area of domestic relations Legal protection of neglected children a. Juvenile Court a. Neglected or delinquent child under age 18 b. Luzerne County Child Welfare District b. Need for services a. Juvenile Court Parole and proba­ tion supervision I s Individual determina­ tion based on financial status a. Court hearings for juvenile delinquents Neglected or delinquent child under age 18 P 0 ’i ____ �CONTINUED (12) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS LEGAL AND CORRECTIVE SERVICES Legal assistance to indigent persons a. Legal Service Association General legal concern with injustice and inequality a. Legal Service Association Enforcement of environmental laws a. Pennsylvania Depart­ ment of Health, Region II a. Residency in Luzerne County, limited income, and case of civil nature Residency in Luzerne County, limited income, and case of civil nature a. None CHARACTER BUILDING GROUP a. Federation for the Blind a. 10% vision or less b. United Cerebral Palsy Association b. Cerebral palsy c. Pennsylvania Associa­ tion of the Blind c. 10% vision or less a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male physical fitness programs a. Boy Scouts of America a. Ages 8 to 17 and male General recreational services a. YMCA a. Membership in organization, age 7 or over and male Recreational services for handicapped persons a a Camping programs g p g g 0 �V CONTINUED (13) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES 0 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS CHARACTER BUILDING GROUP b. Catholic Youth Center b. Age 8 and over c. Georgetown Settle­ ment Association c. None d. St. Stanislaus Institute d. Child that is dependent, neglected, or orphaned e. Jewish CommunityCenter e. Membership in center f. Salvation Army f. None Meeting place for organizations a. Georgetown Settle­ ment Association a. None Organization of social activities a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over b. Jewish Community Center b. Membership in center a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male a. Catholic Social Services a. Age 8 and over b. Family Service Association b. Residency in Luzerne County and need for family counselling help I 0 13 Q g 0 Organization of community groups for scouting g a c g fi ?3 Community planning for effective welfare delivery systems �CONTINUED (14) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS CHARACTER BUILDING GROUP 0 g 0 Community services by scouts a. Girl Scouts, Penn's Wood. Council a. Ages 7 to 17 and female Senior Citizens Centers a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over Community programs for the poor a. Commission on Economic Oppor­ tunity a. Need for services, in­ come limitations, and participation in long range goals Community services to youth a. Luzerne County Association for Retarded Children a. Mentally retarded (IQ 80 or less) WELFARE, EDUCATION AND INFORMATION SERVICES q L_-i General public educational programs s s Information concern­ ing legal matters a. YMCA a. Membership in organisa­ tion, age 7 or over and male b. Family Service Association b. Residency in Luzerne County and need for family counselling help c. Commission on Economic Opportunity c. d. Jewish Community Center d. Need for services, income limitations, and participation in long range goals Membership in center a. Legal Aid Society a. Individual determination based on financial status �! a 5 TABLE 0 CONTINUED (15) 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS WELFARE, EDUCATION AND INFORMATION SERVICES b. Commission on Ec­ onomic Opportunity b. Need for services, in­ come limitations, and participation in long range goals c. Legal Service Association c. Residency in Luzerne County, limited income, and case of civil nature Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources 0 0 p A! I 0 a a § Agricultural education Home economics education a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Youth education a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Educational assis­ tance to rural governments a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Job orientation programs a. Concentrated Employ­ ment Program a. Income less than $1800 a year ($500 extra for each dependent) and living in target area Family planning and birth control infor­ mation a. Planned Parenthood Association a. Age 18 or over, other­ wise accompanied by adult I g 8 ' fl �TABLE 9 CONTINUED (16) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES SERVICES 1 1 5 1 1 I I 1 I F3 agencies ELIGIBILITY REQUIREMENTS WELFARE, EDUCATION AND INFORMATION SERVICES Social Security information a. Social Security Ad­ ministration Vocational information a. Bureau of Employ­ ment Security Insured under the law and retired, disabled, or deceased a. Unemployed, under­ employed, poor, or in need of better job �Welfare Education and Information These services really are geared to the possibility and the probability that someone somewhere within the community may need to use a service connected with the information and hopefully will be steered to that service by the public education route. These services should be functions of every agency which provides service in the community. Without this kind of dissemination, little may ever be communicated about programs. If the programs are not known, nobody will find it out as is mentioned in another part ’of this study . 6. Eligibility Requirements a. Health Services In order to understand the narrative on eligibility requirements that 0 follows, the reader is asked to turn to Table 8. Despite the wide range of health services rendered by the 25 agencies, a the availability of a particular service to a client or patient depends primarily upon the type of eligibility requirements established by each agency. I J The accompanying summary table, in most instances designates the special re­ quirements of given agencies, but it should be understood that there may also be some general requirements common to all or most of the agencies which have not been included in the response to survey. Residence within the service area is required in all instances, except that Retreat Hospital extends its services to any resident of Pennsylvania. There is some feeling in the minds of many that the facility is for local residents only. R I I ■' 'I -39- �Other requirements vary considerably. Hospitals normally charge for service, although without exception all perform gratis services in special cases, although;"special" case is not defined. This may have a very specific meaning for the disadvantaged and Model Neighborhood Area residents. Two agencies specifically indicate they have no financial requirements. 8 The two agencies serving veterans or members of the Armed Forces also have no financial criteria, Hospitals indicate that they provide service for acute, but not chronic illness, while only the Public Health Center of Luzerne 0 County specifies assistance in chronic cases, and even this might well be limited. Indigency is necessary for care at Valley Crest, but at least three agencies require financial responsibility according to ability to pay. B s a B Finan­ cial requirements are often a hidden requirement, the equivalency of patient liability. Property and other assets may well be fair game, especially at public institutions, not just a diagnosis of a disability that requires hospital­ ization. A few services are available only upon recommendation of a physician, which as has already been pointed out earlier, could and does have adverse consequences for the poor. Age limits are established by a few agencies, one serving only those 16 years or over, one under 20 years, and one over 20. All in all, it may seem that eligibility requirements are specific when they really are not so, especially when requirements are hidden and veiled. - 40 - �Often times, the eligibility criteria are vague (illness), or it is doubtful that what an agency stated as an eligibility requirement is truly one (anyone who requests). b. Welfare-Services Table 9 is the source for the discussion on eligibility requirements in the Welfare Services that follows in the next several pages. The number and variety of welfare agencies is immaterial unless the residents of Model Neighborhood Area are eligible to receive them, and as Table 9 indicates, this eligibility depends upon a variety of criteria established 3 by each agency. Initial examination of welfare services eligibility requirements shows that two criteria are nearly universal requirements: age and income. These qualifications form the bases of the means test that either permits entry s S G into a particular agency system or prohibits entry. The table shows that some eligibility requirements are common to most agencies. For example, residence in the community area is virtually universal, and in many instances there are age groups restrictions. Thus the Boy and Girl Scouts limit membership between the ages of 7 or 8 to 17 years, and custodial care agencies specify definite minimum age requirements, such as 50 or over, or use the general term "aged". Of special importance to Model Neighborhood Area residents requiring welfare services is the economic status or income requirement. Agencies providing only or mainly counselling services generally have no such limitations, or charge a nominal fee. The Salvation Army is especially notable for providing 7 - 41 - �its numerous services "in case of need" but fixes absolutely no income minima, nor does it charge fees. or fees. Many of the character building groups charge dues and/ Governmental agencies, such as Social Security and the Concentrated Employment Program, restrict eligibility to those earning not more than $1, 800, I with perhaps additional allowance for dependent'.children. § financial status, while the Legal Services Association of Luzerne County requires 3 5 5 The Legal Aid Society, assisting mainly in family or landlord -tenant cases, bases eligibility upon indigency, and provide services only in cases not involving those which may generate fees. The Sutton Home for the Aged and Infirm Men required " a small entrance fee", while the Home for Homeless Women require an admission fee of $4, 000 and an agreement that all assets become the property of the agency upon the death of the client. Of late, the means test has fallen into some disrepute because of the £ g way the test was administered. Many efforts have been made to eliminate a means test as a way of determining who could or should enter into agency services. Eligibility factors also center on certain groups which at times have created a great deal of pressure.for satisfaction of their demands, hence the proliferation of organizations serving veterans. 7. r1 Interagency Relationships In order to identify relationships between services, the following criteria were utilized: R (1) Source of Referrals (2) Relationships with Similar Agencies (3) Relationships with Governmental Agencies -42- �The tables on the pages that follow depict the cross-tabular relationships of agencies and the three focal concerns listed above. The ensuing discussion will concentrate primarily on the dominant patterns that have emerged from the data analysis. Again it must be strongly reiterated that the tables on the aspects of E interagency relationships must be viewed with extreme caution. It must be remembered that since time was of the essence, it was impossible to request and examine the substance of a "purchase agreement. " It just was not possible to analyze a hidden pattern of competition between and among agencies and institutions. ii Often times, these patterns exist in a very passive way and are really dominant patterns. Referral sources indicate flow of clients into a system of sources but it does not necessarily identify the actual relationships among agencies. s How else can you explain the "shopping around" that clients do to get help from agencies that have similar functions. The data on referrals and relationships, if taken alone, is a beginning point. If this data were combined in a meaningful manner, with the information on funding sources relationships, cooperative and otherwise services can better be understood. a. Health Services For hospitals, coordinated services exist between all but one institution, while relationships with state and federal governmental agencies are uniformly presented with all institutions, probably as a result of Medicare and Medicaid, though the relationship is not precisely spelled out. - 43 - The use of purchase �li 1 £3 J33 j -Ej_i LETS j 'SB .. i 133 Es 3 TABLE C:4 10 INTERAGENCY RELATIONSHIPS HEALTH SERVICES Source of Referrals Relationships with Similar Agencies Relationships with Governmental Agencies :_____ w TJ (D 4-i w O UH (D Social Service Agencies w W 0) a§ o O <q O TO 5 S) <D o o nJ tn g ro CD U > o 5 u cn .5 2 8 rP (D O 2 W) Oh <q >2 4-> W 0) •»-< o O £ O rt <D O HOSPITALS Wilkes-Barre General Hospital Mercy Hospital Nesbitt Memorial Hospital Wyoming Valley Hospital Veterans' Administration Hospital Valley Crest County Home HEALTH CLINICS Kirby Health Center Public Health Center X X X X X X X X X X X X X X X X X MENTAL HOSPITALS Retreat State Hospital White Haven State School Hospital* X X X X X �I i I L_jl -E> 3 ■J TABLE 10 CONTINUED (2) INTERAGENCY RELATIONSHIPS HEALTH SERVICES Source of Referrals u o w (D s -< Social Service Agencies cq 0) •H <D £ M O< o S 3 rg O o CQ Relationships with Governmental Agencies Relationships with Similar Agencies .S g o i> Oro .1 4-» W 0} £ O O <D 38 35 0 OO ?■! PbD O S 8 (D J ss X X 4-> MENTAL CLINICS Luzerne/Wyoming Counties Mental Health Center #1 Children's Service Center of Wyoming Valley X X X X X X X X X INFORMATION AND REFERRAL Luzerne/Wyoming Counties' Mental X Health/Menial Retardation Program X X X X X X X X X X INDIRECT HEALTH SERVICES Pennsylvania Department of Health Regional Offiqe, Region II Wilkes-Barre City Department of Health X X X X X X X X X �Arthritis Foundation Cystic Fibrosis Foundation Luzerne County Mental Health Association Multiple Sclerosis Foundation Muscular Dystrophy Foundation National Foundation-March of Dimes y Tuberculosis Society Northeastern Pennsylvania. Heart Association Luzerne County Association for Retarded Children American Red Cross X X N/A X N/A X X N/A X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X r �( s Fl agreements appears rather limited among hospitals as is true with cooperative relationships. Among hospitals, the referrals from other agencies appears minimal. £ Health clinics, because of the nature of the service, show a trend toward cooperative relationships and coordinated services, though purchase agree- 1 ments are conspicuously absent. The largest class of health service agencies, listed as advocacy L special interest organizations, presents a very interesting picture concerning I 3 relationships with similar social service agencies. rely on a variety of sources for referrals. Although some manifest not a single one of the coordinated and cooperative services, advocacy special interest organizations utilize purchase agreements. I These agencies seem to Relationships with local, state, and Federal governmental agencies seem to abound among these advocacy groups. It should be pointed that the essence of the relationship re-coordinated services, cooperative services, and governmental agencies is not precisely revealed. The cardinal point to bear in mind is that the relationships with !_L; governmental agencies at the various levels of activity are meaningless unless money streams are significantly attached to such relationships. b. Welfare Services The data on the economic security agencies reveal multi sources of referrals, maximum coordinated and cooperative relationships with similar agencies and with Federal, state, and local governments. There is no indi­ cation of the use of purchase agreements with these agencies. ■ [ I < -44- �[ I. I The interagency relationships among the family and children's organizations are of particular significance in this study because of the impact of their activities on the Model Neighborhood Area residents. The data does indicate little coordinated services and few purchase agreements among these organizations. Relationships with other agencies really exist only superficially since these i * agencies theoretically could exist without the others except Project Headstart and CEO. These systems do not rely on each other for support and what they do with each other at their parameters does not require a great deal of activity unless, of course, one system threatens another. § These groups are given lifeblood by a certain community of interests among the citizenry and each group of citizens desires to maintain its own identity. 3 The family and children organizations include a wide variety of voluntary organizations which provide total care service as well as partial care, referral service, etc. referrals. n These social services seem to utilize many sources of However, purchase agreements and coordinated services with similar agencies is very minimal. Almost all of these organizations have a working relationship at all levels of government. in i The rehabilitation organizations are in quixotic position in that their goals and objectives can easily be subsumed into health organizations. (Tr Many services of these organizations are medical in nature but the foci is to generate individuals who tend to be self supporting despite handicaps, mental or physical. Referral sources of these groups are open to all categories. Competition, rather than coordination and cooperation, seems to be the keynote among the -45- ft J �rehabilitation agencies, even though many of them depend on the same source of funding - the United Fund. Rehabilitation organizations seem to relate poorly to each other, as in other services, because the first priority is given to their own organizational perservation and protection. As one local worker put it, "Each organization here will try to expand its range of services to preserve its own turf." The legal and corrective agencies are most likely to be isolated services 0 from the others, since few people choose to use these services, but have them thrust upon them. Consequently little is done to have an impact on these organi- zations at a local level. The court related agencies do show some inclination toward coordination and cooperation, indicating that other similar agencies may be performing some of their tasks. in the data. Yet, purchase agreements are not signified It is significant that the Legal Services Association has what appears to be a negative relationship with similar agencies, not only because it is new on the local scene, but because of its role as "advocate of the poor. tl Basically the community character building services are preventive in nature, accentuating positive values in development. These agencies show an interest in cooperative relationships with other social service agencies, While in their relationships with governmental agencies, they focus on local and state government. They evidence a wide source of referrals. G. SUMMARY OF. FINDINGS There is a wide variation in the cost per client for health services by agencies serving the city, including the hospitals, the clinics, and the special -46- �TABLE 11 INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ 0) w 2 CH Social Service Agency <D £ § 5 S> o s w (D □ 2 o ___ O r£ Relationships with Governmental Agencies Relationships with Similar Agencies .s CD > 34 cn <D TJ a o W O . CD CD § S 6CD a o 3 m <D -&-5L CD rg o 6 d o o JD 4-> CD HZ (D h INCOME MAINTENANCE Social Security Administration Veterans' Administration Luzerne County Board of Assistance X X X X X X X X X X X X X X X X X X X X X X X X X JOBS AND TRAINING Bureau of Employment Security Concentrated Employment Program X X X X X X X X X X X X FAMILY SOCIAL~SERVICES Family Service Association of Wyoming Valley Wyoming Valley Council of Churches-Meals on Wheels Catholic Social Services Planned Parenthood Association Jewish Welfare Agency Luzerne County Bureau for the Aging X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X �L f EE3 I III? 7^3 TABLE 11 CONTINUED (2) INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ 0) CD M-4 0) Social Service Agency w Adult Welfare Services Visiting Nurse Association Homemakers Service of Luzerne County Commission on Economic Opportunity X X X a§ 5 2) o < X co (D O rS 3 4-> O O uy .s TJ CD o o £ > a O & O X X X X X X X X d ° 2" £5 4_> S 8 41 4) 03 o V 3 bo O ft < X (1) CO O o 0) O X X X X X X X X X X INSTITUTIONS Home for Homeless Women Sutton Home for Aged & Infirm Men X X X GENERAL REHABILITATION United Rehabilitation Service Wayside Mission Salvation Army Bureau of Vocational Rehab- X X X X X X X X X X 6 X X X CHILDREN AND INSTITUTIONAL Luzerne County Child Welfare St. Michael's Home forBoys St- Stanislaus Institute Project Headstart Relationships with Governmental Agencies Relationships with Similar Agencies X �! ikLJ TABLE 11 CONTINUED (3) INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ <D cn <D O <p Social Service Agency 0) CO a 0) b-0 O < w <v o a> ■g T5 h tf rtf O -L> O w Relationships with Governmental Agencies Relationships with Similar Agencies O U1 <u o .5 S fi 44 <U o &. Q w o ft C £ aJ tf h O 1) T-4 O O 0) O £<u O SPECIAL GROUP-REHABILITATION Crippled Children's Association Bureau of Visually and Physically Handicapped United Cerebral Palsy Alcoholics Anonymous Pennsylvania Assoc, for the Blind X X X X X X X X X X X X X X X X X X X X CORRECTIVE GOVERNMENTAL Adult Probation Division, Luzerne County Juvenile Court, Luzerne County Domestic Relations Court, Luzerne County X X X X X X X X X X X LEGAL CONSUMER X Legal Services Association Legal Aid Society X X X CHARACTER BUILDING GROUP Boy Scouts of America X X X X X �TABLE INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals T3 O -JJ cn CD U-l tn nJ fl S fl o o TJ o <; __O_co o O P O £ 2) Social Service Agency 0) CO. Girl Scouts of America YMCA YWCA* Catholic Youth Center Georgetown Settlement Jewish Community Center X X X X X X X X X X Relationships with Governmental Agencies Relationships with Similar Agencies tn 4> O £ > o a « •H <D cn C nJ *■< CD CD O _ X X X Sb £ -S4 £4-> cn nJ 1-4 Pi O Q) •>-< O O. < CD £ 6 X X X X X o <D >3 <D X X X X W X X X X X X 0) X X X X X X X X X X X X X SPECIAL INTEREST SERVICES Pennsylvania Veterans Commission Federation for the Blind X X X X X X X INDIRECT WELFARE SERVICES Pennsylvania Department of Public Welfare, Region II, Scranton* Commission on Economic Opportunity X X *Questionnaire not returned at time of publication X X X X �interest organizations. case. The data do not reveal what is included in the cost of a The wide variance in costs, justifiable or not, could be a cause of great concern with many Model Neighborhood Area residents. The wide range in cost per client found in health services exists in the welfare services, except that the consumer may not be as aware of this fact with the welfare services as with the health services. There is a wide range of case load per employee in the health and welfare agencies. There is the possibility that the refusals or rejections in both delivery systems could be attributable to a high case load per employee depending on the service or agbncy; but this requires thorough study. The proliferation of health and welfare services among a considerable number of autonomous agencies active within the Model Neighborhood Area poses a number of problems, one of which is the selection of the most appropriate health 1 agency to which the Model Neighborhood Area resident should be referred. Some agencies perform a single specific type of service not performed by others. J such instances, there will be no difficulty in referral simply because there is a only one agency available. In But, in most instances, agencies perform a number of services, some of which are core services covering a wide range, while they also provide peripheral services incident to the core services. In a number of agencies, the core and peripheral services are the same or quite similar. Both long term and short term hospital treatment are provided locally. Diagnostic and particularly preventive medical activities may still be in an in- fancy stage. The data do appear to indicate that health related activities do have -47- �some overlap. Most of the health education and information services are carried by the special health advocacy group. Economic security programs exist in abundance. Vocational training, referral, and placement services appear to be linked up with organizations pro­ viding payment. Social welfare organizations that attempt to strengthen family relationships are found in the city. ' The rehabilitation agencies are client centered because of the intake requirements. At present, the legal services available to the poor are being expanded so that the Model Neighborhood Area residents can make more use of them. 0 Recreational and character building agencies do offer a variety of programs for special interest clientele. Many agencies do make strong efforts to publicize their programs, although the infor­ mation may not always reach those in need. Residence, age, and income appear to be the most often used eligibility requirements for health services, sometimes specifically stated and sometimes veiled. The means test is a much more restricted eligibility requirement in the welfare field than in the health field. ■'i Referral sources indicate a flow of clients into both the health and welfare services, however, this data should not be taken alone but in combination with y a other data to understand the true relationship between and among agencies. The use of purchase agreements appears to be rather limited in Luzerne County. Health clinics do manifest some inclination toward cooperative relationships and coordinate services. A special interest advocacy health organization relies on many sources of referrals, but many do not report any coordinating or cooperative - 48 - �sources with other agencies. There, is little or no use made of purchase agreements among the welfare services. Only further study can reveal whether the coordinated and cooperative relationships among voluntary welfare organizations are superficial. The charac­ ter building agencies do show some inclination toward a wide source of referrals. It has become so common as to be trite to end summaries of data with hard comments on what the data does not reveal, or perhaps to raise the hard questions and implications that stem from the data. It should be noted that these are not brought to the fore simply for the scholarly purpose of knowing something that we do not know, but for the practical necessity of finding ways to meet public responsibility for providing sorely needed social services with the greatest effective efficiency. n From the study data it is not possible to obtain accurate dollar expend­ itures for individual clients or families. 0 fl a great deal of speculation. The information collected lends itself to The greatest dollar expenditures per client or family do not necessarily mean the best possible care for the dollars expended. On the other hand low dollar expenditures per client or family raise the question of scope and adequacy of service in addition to raising other issues such as an organization trying to do too much in too many different directions, or whether the organization relies heavily on volunteer services for agency operation. Perhaps what is needed is not only more adequate support for both the health and welfare delivery systems, but more efficient administration of the resources now expended. crucial than the general public realizes. =49- This may be more �It would appear that an individual must be sick to become healthy. I One need only look at the low cost of preventive programs (though not always easily discerned from the data) versus the high unit cost of some kind of institutional placement. There seems to be such a strong intent on spending literally thousands of dollars per year for an individual for institutionalization and yet pinch pennies to shore up a family situation wherein the original problems were generated. Though the availability of money can make a difference in life style, how it is spent is just as significant. Preventive dollars seem to be at a minimum. The data would seem to carry with it the challenge to change the foci of the health and 0 welfare systems to more positive systems of prevention. Relating this more realistically to the data at hand, the systems will have to change their duties of operation from what is now a core service to what is now a peripheral service, 9 since at present prevention is either non-existent or hidden as a peripheral function. The computer and statistics have taken control of much of our lives, § fi fl but there may be times when the statistics are made to say what we want them to say, All agencies are more concerned with the year-end total of the number of clients served, even if a telephone call must be counted as a service performed and/or client served. But the orientation in a rehabilitation agency is a slight variation of client count. Most rehabilitation agencies tend to be as agency centered as the income maintenance services. E Most of these organizations may be careful not to accept for service anyone they believe they cannot succeed with. E r -50- ______ �Consequently, a premium must be placed on a client showing determination to overcome handicaps. Is there a restrictive intake process over and above the stated eligibility requirements? if the agency can't anticipate success that will show statistically, do they forget about the prospective client? If so, what agency gets to service this "left-over? !1 The volume of organizations concerned with somewhat the same problems should cause considerable concern about the utilization of resources. How wise is it to use the small percentage of the total income in the city devotedt'o welfare in the way that it is used? There may be a justification for the maintenance of separate organizations for similar services if there is a clear probability that the interests of the special group would be lost or disregarded, but this philosophy must be carefully examined in its application. As matters stand now, it is futile for agencies providing similar functions to purchase services from each other. It is in the best interest of an agency to expand staff and services rather than spend resources to get same services from another agency. Self-preservation and self-interest require this. Most of the character building agencies are developments of the settle­ g ment house concept which is now being recycled into use in many parts of the country as neighborhood centers with a trained staff, not only to give help when A needed, but also to provide appropriate social experiences for those who use the facility and its programs. IB -51- �Seven agencies listed in the study concern themselves with prevention since they concentrate on character building activities. these that justifies the existence of all seven? What is so different among Are the differences irreconcilable? Or do these organizations continue to provide these services because a generation I or so ago, there was a genuine need that no longer exists? How responsive are I these agencies to today's children? i Have these agencies made their programs really available to those they are trying to reach? Are they aiming at the deprived, or are they directed toward middle class values and services only? ) If these character building agencies are not related to poor people, why are they ) not identified to the community as middle class oriented? Most startling of all the data collected and collated is the absence of a single place where an individual or a family with a problem or problems can call to find out where to go for help with the problem. Many of the health and welfare organizations are aware of the dimension of the problems and needs for services, but it is literally an impossible task for everyone to be aware of everyone else's n programs. The truth of the matter is that the poor and the disadvantaged are compelled to "shop around" until the frustration overwhelms them. More often than not, the subculture of the disadvantaged is characterized by resignation to living with a problem rather than "shop around" in vain. No effort has been made to coordinate these services and programs from the delivery level to the middle fl management (supervisory) level, and to the administrative level, in the local community. -52- r �The purchase agreement is not a social welfare phenomenon in Luzerne County perhaps because of the development of large, strong voluntary services, possibly because of the religious factor and the availability of religious institutions to take on the more obvious needs. they were public services. When services really got going, Whether or not purchase agreements could be a use- ful tool to provide better service, except for individual case situations, may never be known. I 5 Whether an effective health and welfare delivery system can be constructed with the utilization of purchase agreements as a first step is open to debate, as is the question of whether the purchase agreement is the final end product of a well organized health and welfare delivery system. One of the chief reasons for any means test at all has not been perversity, but the fear that general availability of a service, particularly income maintenance, J would consume all the resources of our social and economic system. Whenever monies were to be saved in the past in the public assistance system, restrictive requirements were added which reduced the general availability of public in & assistance resources. Significantly, in this time when individual rights have gained increasing recognition, and as welfare rights groups press for more acceptable administration and grant levels, restrictive requirements are not n being added but the entire welfare system is breaking apart from the pressures of finding resources to meet the needs. i This is not to be interpreted as endorse­ ment of restrictive requirements, but metely to elucidate what occurs when a system relies too heavily on "keeping people out" to keep operating. I J -53- �Fixing of public responsibility for certain kinds of services has had the effect of creating public agencies to provide the services as well as the result of separating out many needs from other needs, and separating people from their family systems in a sense. Again, this has been an effect of eligibility requirements that many agencies are now taking steps to counter. In some instances the separation of certain family members from the rest of the family has been used to gain recognition of genuine needs of such individuals and to create a kind of lobby for them. Children have been identified separately from their parents to draw attention to the specialized needs of childhood and youth. Restrictive requirements have been the source of such an underlying fear that most services do not really move toward the social utility concept. Perhaps the one single summary comment from all the data presented in Part I should be the question: DO THE DATA INDICATE THAT WE ARE WILLING TO FINANCE, WITH EFFICIENCY, THE OPERATION OF A VALUE SYSTEM THAT WE ENDORSE? j II f L 111 '1 -54- �PART II PERCEPTION OF SOCIAL SERVICE PROBLEMS AND NEEDS A. ASSUMPTIONS AND METHODOLOGY Two assumptions framed the analysis by model neighborhood area resi- dents of the MNA residents' perception of social service needs. First, it was assumed by the PMM researchers that the social structure of a person influences his perception of needs. Therefore, the perception of social service needs by that individual is a consequence, at least in part, of how he perceives either his personal or community situations. perceive of a need for health For example, individuals are more likely to care if they have had persistent health problems. On the other hand, a person who has not experienced a need for social services, may regard them as necessary, depending upon his definition of social problems. The second assumption concerns the utilization of social services, i. e. a priori, that the utilization of available services by MNA residents was a function of one's perception. In evaluating the consumer end of social services, for in­ stance, it is not enough merely to know about the availability of services and the numbers who complete various programs. More importantly, if the MNA residents do not perceive of any benefits derived from using services, as experi- enced at the personal or community levels, they may not avail themselves of services being offered. The first step then in defining the goals of the survey was to formulate an exploratory hypothesis on the attitudes and/or perceptions of the respondents -55- �from the standpoint of either their personal or community situations. Thirteen areas of basic services were considered in the study: . . . . . . . Housing . Jobs . Legal . Public .Recreation and Training . Welfare Addiction Aged Children Consumer Education Health B. THE INSTRUMENT The interview schedule utilized in the Model Neighborhood Area Survey consisted of 137 questions - including both demographic and perceptual questions. It was arranged in the following order: 1. Instruction sheet 2. Demographic and informational questions 3. Questions concerned with perception of service problem areas individually classified by thirteen separate sheets The interview schedule consisted of both open - and closed -end type questions in order to elicit from the respondents three things: 1. Perception of the thirteen service categories as related to either personal or community problems Indication of whether the problems are getting "better,’’ "worse,•' or remaining the "same" Comments of interviewee concerning services they were utilizing The findings were systematically treated in the following steps: Classified data according to perception of community and personal levels 2. Tabulated responses by service area in terms of "better,1.1 "worse, " and the "same" -56- �Compared responses of six neighborhood areas to service category Interpreted findings by grouping the consensus of both perceptions of community and personal problems according to "worse,".' "better,1;1 "no consensus!and the "same" Analyzed content of comments of the respondents based on an opti­ mistic-pessimistic continuum The most delicate chore of a researcher is to interpret the results of his survey so that the validity of his interpretations is beyond questionable dispute. Arbitrary decisions are made in the classification of the data, but such decisions are always well-intentioned and made with a view to credibility and acceptance. If the "worse" responses exceeded 50% of the total number of responses within a social service category it was classified as "worse". The one exception to this general rule is the housing category, wherein the "worse" responses, as a perceptual problem at the personal level, rated 48%. A 2% variance can- not be considered too significant when 60% of the respondents perceive of housing as a problem at the community level. The " no consensus" designation was applied to those service categories where a clear picture could not be discerned because of the unusual combination of responses at the community and personal levels. Certainly the "worse" responses do not exceed 50%, and yet when the "worse" and "same" responses are combined, either at the community and/or at the personal level, the responses exceed 50%. When the highest number of responses in a social service category g -57- �fell into the "same" designation even though it was less than 50% of the responses, the service category was placed in the "same" class. If the responses were highest in the "better" grouping, even though less than 50%, then the social service category was classified as "better. " C. THE INTERVIEWERS Interviewers were paired together, with at least one interviewer a resident of the neighborhood. The rationale for this approach was that more interesting answers would be elicited to informational and attitudinal questions once the respondent felt comfortable with the interviewer. In addition, it was presumed that indigenous residents would be unlikely to offend respondents with personal questions. The interview schedule was pre-tested in twelve hours of training sessions conducted for the interviewers by the professional staff of PMM. During these sessions, the interviewers were oriented to the techniques of interviewing. Just as importantly, through role-playing activities, credibility of the interview schedule was briefly pretested. Where it was believed that answers could not be anticipated adequately, available space for the interviewers to insert written responses was provided. Answers to questions requiring expressions of the respondents' perceptions of problem service categories, based on either their community or personal situations, were arranged on a "BETTER," "WORSE, " or "THE SAME" classification scheme. -58- �D. SOCIO-ECONOMIC CONSIDERATIONS In looking at MNA, the researchers sought to ascertain the attributes of the residents by seeking answers to questions such as the following: 1. Is the area suburban, small-townish, or rural? 2. What kind of people live in the area? 3. What employment opportunities are there? 4. What kind of housing is available? 5. What is the educational background of the residents? By disaggregating the MNA into six areas, it was found to be a medium sized city with both good and poor residential areas. s 0 ■ In addition to residential areas, the land uses consisted of commercial, industrial and institutional mixes. Land use patterns also were characterized by a number of vacant buildings, particularly in the Iron Triangle, Southeast, and Central areas. However, along Market Street, the lineal extension from the central business district of WilkesBarre, there was a mix of occupied and vacant commercial establishments. Many of the respondents lived in the rear of or above these commercial buildings. This neighborhood profile corresponds closely to many of the Model Cities target areas.in medium sized cities where the population density is not excessive. 1. Marital Status, Sex and Proggncy The characteristics of the 536 respondents tend to take on a domestic pattern. married. For example, 86% of the respondents were female, of which 68% were Of the households, 54% had a family size no larger than two children. -59- �The exact areas of the Model Neighborhood Areas in which the inter­ viewing was to be conducted were then delineated. The selection of six areas, although essentially an arbitrary decision, was based on consideration of the following factors: 1. The Model Neighborhood Area had already been divided into six neighborhood associations to maximize citizen participation in the Model Cities Program and 2. The concentration of low income residents was dispersed almost equally among the six areas. The random selection of streets within each Area was then performed. In order to do this, an equal number of streets to each Area was arbitrarily assigned. Nine streets from each of the Areas were then selected. Using the city street index, the addresses on each street per area were tallied. Finally, through simple random sampling, the lottery method was utilized by selecting every alternate address for the survey sample. s Active interviewing began on November 23, 1970, and was completed by December 11, 1970. J The interviewers wer.e required to report at 9:00 A. M. every day for the first week at the Model Cities Agency. During the first week, this reporting procedure was adhered to so that interview schedules could be checked daily and any questions raised by the interviewers could be answered. In total, 564 interviews were conducted. That figure, of course, was reduced to 536 because 28 interview schedules were considered to be unsatisfactory. After careful evaluation and analysis,and some additional surveying, it was determined to completely discard them without affecting the final results. -60- �Such a profile points out that the households of the MNA tend to have the predominant pattern of the conjugal, nuclear family structure. While there are low income residents in the MNA, a large segment of the population consists of work­ ing class and middle class types. These characteristics were reflected in the demographic profile of the MNA. TABLE 12 MARITIAL AND FAMILY CHARACTERISTICS OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA Maritial Status Married Single Divorced Widowed Total L; 3 y Number ~367 34 23 112 536 Percent 68 6 5 21 100 Sex of Respondents Male Female Total 78 458 536 14 86 100 Number of Children One Two More than two Total 70 81 131 282 25 29 46 100 It should be noted that the 21% widowed category reside in the interstice between the Iron Triangle and central areas where the O'Karma Public Housing Project is located. 0 I '1 family. This again points out the pattern of isolation of the conjugal Moreover, it suggests a trend toward the isolation of the aged from the rest of the MNA residents. d o J -61- �2. Population Density and Home Ownership As mentioned previously, there does not seem to be a density problem with respect to the residential use of land in the MNA. The overriding pattern seems to be competition for residential space in terms of the physical desirabil­ ity of the Area. This pattern stands in strong relief when comparing home own- ership to rental properties. The data indicate that home ownership is highest in the most desirable area (Northeast) of the MNA, and lowest in the least desirable area (Central). In the MNA as a whole, 43% of the respondents owned their homes and 57% rented. The following table reflects a breakdown of owners and renters in the six neighborhood areas. TABLE 13 TYPE OF HOUSING RESPONDENT OCCUPANT IN MODEL neighborhood area s 0 3 a Number in Sample . . NE SE SW C Total Number Type Type NW Own 36 67 1 45 20 64 233 43 Rent 22 54 80 31 62 54 303 57 3. IT Education and Employment To understand how the MNA residents perceived their social service needs, it was important to obtain the education and employment profile of the respondents. This is important precisely because lack of education tends to keep the consumer of social services from knowing what service is available, as well -62- �as how to avail himself of that service. Furthermore, unemployment or under­ employment determines differential accessibility to social services in terms of need. High unemployment, for instance, may indicate a greater need for basic social services. The education and employment characteristics of the respondents suggest that these social indexes are mutually supportive;i. e., 60% of the respondents have a high school education, and 43% are employed with the bulk of them engaged in industrial work. However, the significant fact in the employment index was that 57% of the respondents are receiving some form of public assistance. This finding appears to have some correlation with the percentage of those respon- dents who are aged, rent, and need basic services. Moreover, the public assis­ tance recipient would assumingly have a broader need for varied social services. TABLE 14 EDUCATION AND EMPLOYMENT ATTRIBUTES OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA / / a g EDUCATION Number College High School Grade School Total 23 325 188 536 Percent 4 61 35 100 EMPLOYMENT 0 Public Assistance Industrial Commercial Institutional Total 306 101 58 71 536 i ■■ -63- 57 19 11 13 100 �E. THE FINDINGS - RESPONDENT PERCEPTIONS From the data garnered by the use of random sampling selection techniques, the social service categories are catalogued in the following groupings: Worse No Consensus Same Better . Addiction . Housing . Health .Jobs . Training . Consumer . Legal . Public . . . . . 1. Aged Children Education Recreation Welfare "Worse" Responses The two catagories that were perceived by the respondents as social ser­ vice problems getting "worse" both in terms of their community and personal situations were; . addiction . housing a. Responses to Addiction Category Of the 536 respondents in the total sample, an exceedingly high number, or 82%, perceived of addiction as worsening at the community level. J I E The 82% represents 274 responses to the question: "Do you see addiction as a community problem in which more service is needed?" At the personal level, 62% of the resident respondents viewed this problem as getting worse, as reflected in the ■'f ted 101 responses given to the same question. - -64- �TABLE 15 RATIO RESPONSE DISTRIBUTION ON ADDICTION C ommunity 3 Better Worse Same 82 15 Personal 4 62 34 The comments of the respondents regarding addiction generally focused on it as a problem affecting the community. However, there was little specificity concerning what agencies could do to reduce the problem. were mainly impressionistic. Rather the opinions For example, among the comments mentioned most frequently were; . "Very disgusting that the kids of today are taking such a destructive thing,?1 . "The law can do more than they are doing to rid our community of this menace. " . "There is a definite need for a drug clinic in our community. " ."Our neighborhood is being used for the sale of drugs." b. Q B Responses to Housing Category The next table reflects a definite concern about housing as a problem which is getting worse, particularly as a community problem. -65f' ■ �TABLE 16 RESPONSES TO HOUSING PERCENT OF RESPONDENTS C ommunity 20% 60% 20% Better Worse Same Personal 18% 48% 34% A concern about the housing conditions in the MNA was expressed by 60% of the respondents. The object of such concern was largely the unfavorable treatment tenants received from the Public Housing Authority. Of particular interest was the fact that the terms of the Authority did not express such a feeling as much as the non-tenants. Among the tenants, there seemed to be pervasive­ ness of indifference and/or an attitude of not speaking too negatively about their X, situation. s 1 nr ; iS An analysis of pertinent comments ranged from "nothing being done by the Housing Authority" to "need more housing unity in the MNA. " The following is a sampling of the respondents' remarks: I . "O'Karma housing director is a tyrant and the rents are too high." . "Too many homes are unfit to live in. " l=j ."A greater need for more housing for low income families." . "Too many dilapidated houses along Market Street. " S T! Q . "The aged fear the Housing Authority. " . "Living in O'Karma is like living in a concentration camp. " B -66- �2. ”No Consensus" Responses Those service categories, which were perceived as getting worse at both the community and personal levels but do not exceed 50%, were classified "no consensus." These services consisted of: . Health . Jobs . Training a. Responses to Health Needs Category With respect to health as a service and/or problem area, more than 60% of the 536 respondents responded to it at the community level, and 43% of the total sample responded in terms of personal perceptions. TABLE 17 RESPONSES TO HEALTH PERCENT OF RESPONDENTS a Better Worse Same Community 30% 43% 27% Personal 34% 27% 39% While the data do not suggest any clear-cut pattern regarding the poor­ 0 ness of health services, many respondents'^ comments indicate the need for qualitative improvement in the delivery of such services. The common observation focused on the relationship between perceptual immediacy of health needs and the responsiveness of health care delivery systems. Second, there was a general tendency in the responses to criticize the increasing health care 0 costs at hospitals and clinics. The following excerpts reflect the latter two -67- �orientations: ."For the money you have to pay, you would think the services would be much better. " i 4 . "It's a shame how long you have to wait in hospital emergency rooms. " f ■ G . "Something must be done soon about how long the elderly and children have to wait for treatment. " ."Poor sanitary conditions and the 'indifferent1 attitude of the doctors at hospitals. " ■ ."Everything about health care services is bad." i ■ ."Local doctors will not even handle emergency cases for public assistance clients." . "Nursing services are terrible." b. Responses to Job Category It should be noted that there may be more than just a casual relationship ri ; ■ between the jobs and training service areas. The data indicate, based on 28% of the total sample responding, that either the majority of the respondents were employed and under-employed or had received training and were later employed. Z*; i The next table generally reflects the perceptions of two types of respondents: (1) those who are employed, whether full-time or marginally, and (2) those who are temporarily employed and receiving some kind of employee compensation. w A L tt -68:J f 1 �I TABLE 18 RESPONSES TO JOBS percent OF respondents Personal 32% 26% 42% Community 36% 35% 29% Better Worse Same The survey profile of perceptions of both jobs and training tends to reflect good, bad, and ambivalent feelings. tion for this ambivalence. The researchers offer a plausible explana­ If a person needed a job and was placed, the Employ­ ment Service was obviously satisfactory. would be the urgency of employment. a Certainly, a key intervening variable On the other hand, if a person had market­ able skills and sought employment help, but experienced undue lag-time in being placed on a job, the Service was perceived as being poor. The following interview comments demonstrate the ambivalence mentioned .‘ KTL if ■' / fl J I ® earlier: . "We need more jobs for people on relief to get them off welfare. " . "The attitude of the employment service agencies is rotten and they are of no help. " . "There are plenty of jobs available, if people wanted to work. " 1 c. Responses to Training Category The next table clearly implies that training is not perceived as a serious problem at either the community or personal levels, as manifested by the 32% I - of the respondents. If perhaps suggests that those persons receiving training may have employment or they are at least satisfied with the training experience. H J II n -69- �TABLE 19 RESPONSES TO TRAINING C ommunity 62 Better Worse Same Personal 43 6 6 32 51 Illustrating the jointed comments of the respondents are the following: ."There is no job after completion of the training period." ."CEP (Concentrated Employment Program) is so desperate for candidates that they should be investigated." 3. Same Responses Of the 536 respondents reacting to community and personal problems 1 and/or service areas, approximately 42% perceived of these situations as being substantially "the same." This bloc of respondents assigned "the same" to the following classification service categories: . Consumer . Legal . Public ■ 0 The data indicate that the respondents viewed the above social service categories as remaining substantially "the same" regardless of whether they were better or worse. To that end, if the categories were "better" in the past, this optimistic attitude was reflected in many of their observations. On the other hand, if the services were "bad" in the past, the observations of the 3 respondents indicate that there has not been any significant improvement in the quality of these services in the present. r’ -70- �consumer and legal services, however, an analysis of the data suggests that the This attitude quite possibly could be respondents were ostensibly indifferent. attributed to the respondents not perceiving such areas as exigent concerns regarding their community and personal situations. a. Responses to Consumer Category Despite the fact that consumer problems regarding the purchase of goods tend to be a concern in large urban areas, the most prevalent tendency in the MNA was relevant to people on public assistance. This, moreover, was peculiar to the Department of Public Welfare's Food Stamp Program. The respondents believed the program was still generally unresponsive to the welfare recipients, since the stamps are not redeemable for non-edible consumer items such as soap, toilet items, cigarettes, etc. TABLE 20 0 ■ ’ RESPONSES TO CONSUMER PERCENT OF RESPONDENTS Community 34 25 41 Better Worse Same b. Personal 21 28 51 Response to Legal Service Category The survey profile on legal matters represented, ranged from advice to requesting action on such matters as insurance claims, divorce, and consumer -71- �problems. Most of the service was sought from the Legal Services Program. Common perceptions held, usually pertaining to personal matters, were evenly distributed between satisfaction and dissatisfaction. In regard to the latter re- sponse, the feeling was that the agent offering the legal help was incompetent. The conclusion, therefore, was that private legal counselling can render a more effective service. TABLE 21 RESPONSES TO LEGAL PERCENT OF RESPONDENTS Better Worse Same 0 - Community Personal 43 11 46 34 8 58 Respondents' remarks had more of a tenor of dissatisfaction rather than satisfaction. Some of the comments, for instance, were as follows: • "Some people need legal help from the Legal Services Program, but cannot receive it because they are not low income persons. " G • "Legal Services is doing a terrible job. " 0 . "We need help with workmen's compensation to collect what is rightfully ours. " . "The courts and police can provide better assistance. " . "There are not that many people, who have legal problems, for whom assistance is not available. " -72- �Responses to Public Service Category The data on this set of responses revealed that more than 55% of the respondents were highly opinionated about this category. Even though they may have viewed the level of services, both community and personal, as being about "the same, " the tenor of their responses indicated general dissatisfaction. Therefore, what may appear to be an almost even division on the community level of services - 31%, 31%, and 38% - could be misleading without an under­ a standing of the undertone and intensity of the responses. TABLE 22 a RESPONSES TO PUBLIC SERVICES PERCENT OF RESPONDENTS Community 0 a Better Worse Same 31 31 38 Personal 33 25 42 "City Hall, " the agency provider of public services, was seen as either being incompetent or lacking sufficient resources to meet the needs of the MNA respondents on many respondents. The three functions of Wilkes-Barre City that raised the most negative responses were in public works, (streets and g 0 sanitation) and public safety (police). In response to the public services category, the prevailing negativism manifested itself in such comments as: ■ "The police are slow to respond to calls from O'Karma housing. " . "Garbage and refuse are not picked up frequently enough. " -73- I �L . "Snow removal is terrible. " . "There are too many roaming dogs in the area. " . "They never clean streets nor tow away vandalized cars. " . "The police are good but their hands are tied. " 4. "Better" Responses This section of the survey findings presents the perceptions in which the respondents perceived that either their personal, community, or both, situat tions were getting better with respect to the problem and/or service category. Those categories in which the 536 respondents perceived of conditions and services as getting "Better" consisted of the following: 3 a 0 s . . . . . Aged Children Education Recreation Welfare a. Responses to Aged Category Although the survey profile indicates that the aged person was not overrepresented in the survey, there was considerable response to an awareness of problems of the senior citizen as evidenced by a 59% response to the question, "Is this a problem in the community?" n -74- 1 �TABLE 23 PERCENTAGE DISTRIBUTION OF RESPONDENTS TO BASIC SERVICE FOR THE AGED Personal 46 16 38 Community 47 19 34 Better Worse Same Despite this sensitivity to the problems that exist for older people (as regards community problems or personal problems respectively), 47% s flJ a 0 (community) and 46% (personal) of the respondents indicated that the situation for the aged is getting better. Only 19% and 16% (using the same community and personal perceptions as above) stated that the situation of older people was getting worse. In their comments on this category, respondents generally did not identify the problems with a specific agency, although the Social Security offices were mentioned several times. Among the comments mentioned more than once were: . "More dollars needed than is provided by Social Security. " . "Tax rebates should be given to older persons owning homes. " 0 . "Daytime recreation programs would be useful. " 0 . "Older persons' pride must be handled before help can be accepted." 8 . "Transportation (even to and from shopping areas) is a problem for them. " a. Responses to Children Reflecting on the demographic characteristics of the respondents, one -75- �■ - is compelled to note that about 75% of the survey sample had children in their homes, indicating a familiarity with the subject matter being surveyed in this area. This area (together with the area of education) received most favorable comments of all thirteen social service subject areas. There were a number or specific recommendations and problems, but about 60% of the respondents felt that the situations both community and personal, involving children, were a a ■> f 6 Q 0 getting better, as indicated in the table below: TABLE 24 RESPONSES TO CHILDREN PERCENT OF RESPONDENTS Better Worse Same C ommunity 65 8 27 Personal 56 6 38 The fact that less than 10% of the respondents felt that situations revolving around children were worsening (rather than remaining "the same") confirms the attitude of optimism about the community's services for children. J fl The specific comments about children's problem situations seemed to focus on teenagers ("they need sport facilities, like basketball and football"; "drinking is a major problem for teenagers") who are also the focus of the problem areas dealing with drug addiction. 1 With regard to child-serving agencies, several respondents complained A about the "red tape" and the persistence of overlapping agency jurisdictions, p i -76- r �citing a major need for consolidation of child services and increasing commu­ nications between education, counseling, recreation, and police services. The word "respect" appeared quite often in the respondents comments ■J about children, reflecting the feeling that "this younger generation doesn't learn the proper respect for established ways and procedures... 0 c. It Responses to Education Category This subject area received the highest, most positive rating from the survey population. Less than 10% felt that educational services were worsening at either the community or personal levels. The detailed tabulation reveals the following: fl TABLE 25 RESPONSES TO EDUCATION PERCENT OF RESIDENTS Better Worse Same Community 71 7 22 Personal 60 9 31 This very positive attitude towards formal education systems was reinforced by many of the volunteered comments, although specific examples of further 0 improvements were also given: . "Retire older teachers and hire more younger ones" . "Overcrowded classrooms" 0 . "More supervision is required during school playtimes" In addition, several of the respondents commented upon the existence of supplemental educational programs which were more designed to spend money that was available than to accomplish needed objectives. -77- Several respondents �suggested that investigation was required of various "grants" that had been given to community educational facilities. These suggestions, however, must be weighed in the light of the excellent "report card" being given to the area's educational facilities by the surveyed population. d. Responses to Recreation Category The data indicate that slightly more persons surveyed felt positively about recreational services than felt negatively. The volume and type of critical unmet need was much less than would be anticipated, reflecting a high degree of satis­ faction with existing recreational programs and services. Since this subject area comes in for early, if only surface criticism in ■ ■ y nearly every community survey, the findings, shown on the table that follows, must be considered quite positive: TABLE 11 RESPONSES TO RECREATION PERCENT OF RESPONDENTS - 0 u Community Better Worse Same Personal 42% 30 28 40% 23 37 Supervision, to prevent vandalism and to relieve working parents, was noted as an unmet need by many respondents. fi fl Focus was upon the teenager in this area, seconding the point made with regard to children, that this age group was the greatest perceived source of problems. Specific criticisms of the Recreation Department and the Cub Scouts centered about the geographic narrowness of the services of these agencies. -77a- Specific criticism was also voiced �at the absence of park-like areas for recreation and the use of certain recreation facilities near areas of danger (the railroad tracks near Lehigh and Hill Streets). e. Responses to Welfa're Category To be particularly noted with reference to the responses on the wel­ fare social service need is the fact that more than half of the respondents (57%) were receiving some type of public assistance. <p This social service area is classified as one of the five in which'the positive attitudes of the survey population exceeded the negative comments or a attitudes. Yet in this inclusion in this select group with education, child­ ren, the aged, and recreation is but a matter of only a few percentage points. TABLE 26 RESPONSES TO WELFARE PERCENT OF RESPONDENTS Community •T~- 0 a I Better Worse Same 46 24 30 Personal 41 21 38 What is unusual, also, is that the minority (24% and 21%, respective- ly) who felt that the welfare system was worsening was very vocal and citbd many -78- �different types of shortcomings. There seemed to be fundamental political and personal negative feelings about welfare recipients, which is voiced by this minority. 3 0 3 Among the major problems citied were: 1. That there were many persons receiving welfare who did not deserve it and.conversely, 2. That people in true need were not on the rolls. Additional criticism of the basic system assumptions was widespread, including such allegations as: "Investigators are lax in their work and too nosey" . "Requirements that welfare recipients be compelled to work" . "Payments should not exceed what a man could earn at $2. 00 per hour" . "Need day care centers so that mothers on welfare can work" . "Need consumer education to help recipients spend money wisely. " The failings, such as were noted by the respondents, are more structural and basic to the welfare system, than mere service reforms of improvement suggestions as is the case in other subject areas covered by- B the survey. F. GEOGRAPHICAL ANALYSIS OF FINDINGS An examination of the data by neighborhood area denotes some inter­ esting patterns about social service needs. The most negative view of services at both the community and personal levels appears to have the highest -79- I �- incidence in the Iron Triangle, Southeast and Central neighborhoods of the MNA. The ranking of those services, by area, which were viewed as getting "worse" appears on the two tables that follow: 0di a TABLE 27 COMMUNITY PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS fl Iron Triangle Southeast Northwest Southwest Central HOUSING HEALTH ADDICTION 62 49 46 29 23 Southeast Iron Triangle Northwest Central Southwest 43 30 26 15 13 Iron Triangle 58 Southeast 47 Central 33 Northwest 27 17 Southwest JOBS Iron Triangle 34 23 Southeast Northwest 15 Central 12 Southwest 8 TABLE 28 PERSONAL PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS ADDICTION 0 Iron Triangle Central Southwest Southeast Northwest HEALTH 16 15 11 4 1 Iron Triangle Central Southwest Southeast Northwest HOUSING 18 9 8 7 4 JOBS Iron Triangle 41 Iron Triangle Central 22 Southwest 7 Southeast Southwest 6 Central Southeast Northwest 3 Northwest If income data could have been obtained from the respondents, a more discriminating profile could have been obtained on those persons who viewed fl 0 fl fl services as getting "better" or as remaining the "same The basic services, such as recreation, children, and education, could have been considered either -80- 17 8 7 7 1 �these services directly increase the consumption by individuals. In that case, however, they are not a means to the attainment of other resources; rather, 0 are themselves an important component of the level and quality of living. On the other hand, as investments, they are the bases for improving the capacity of individuals to gain access to resources through the private market. To illustrate, better education services or improved transportation to jobs increase n the earning capacity of the individual or of the family. Therefore, if some kind of measure could be constructed that would discern whether these services were-amenities or investments, a more accurate determination could be made as to whether or not people actually see these services as getting "better ii or as remaining the "same. y 0 0 B 0 G. SUMMARY OF FINDINGS Substantial numbers of respondents in the Model Cities Neighborhood commented that services were better in the service categories dealing with children (child, recreation, and education) and/or the aged. The latter group has improved its services, and yet a third of the respondents see their situations merely as. the same. Although the welfare service was placed in the "better" Category, it could well have been placed in another category. Only a few percentage points would have dropped it into the "No Consensus" rating. Of significance is the fact that a quarter of the respondents not only rated it "worse" but expressed very strong feelings about the shortcomings of the welfare system. -81- �The only summary comment that can be made concerning services rated. the "same" is that the respondents exhibited either indifference as in the case of consumer and legal services or dissatisfaction as in the case of public services. If the findings are considered from the community level alone, then the conclusion could be deduced that the major pessimistic comments indicate a general decline in the quality of life. The evidence for such a negative view is found in the fact that addiction, housing, and health are rated "worse" at the 0 9 community level. Addiction and housing are rated "worse" at the personal level as well. A word should be said about those services which were given the "same" rating, either at the community or personal level (or both for that matter). These services would include health (personal), jobs (personal), training (personal), consumer (community and personal), legal ( community and per­ sonal), and public ( community and personal). If life generally improves for everyone in the society, but a- respondent views conditions as remaining the "same" at the community and/or the personal level, it doesn't necessarily 0 mean that his lot is now or will be a happy one. Viewing life as the "same" is not to equate it with improvement, for what may be the "same" today may be ''worse" tomorrow. The negative view of services at the community level appears to have the highest incidence in the Iron Triangle and Southeast Sections of the MNA. In evaluating the perception of the consumers of basic social services, r> 8 -82- �were gaps consequence of: 1. the presentation of the service by the agency provider and 2. the consumers' experience of that service. For example, the data reflected an increasing concern about addiction, Undoubtedly much of this concern has been generated by the news media. 9 a J How­ ever, it also appears bbvious that the residents have not been made aware of any agency that provides addiction rehabilitation services so as to allay their apprehensions. For the consumer to understand and interpret addiction as a problem or service need presented in the news media implies that the listener is not being made aware of what is available services exist at this 1 0 y point in time. The pessimistic comments of the respondents concerning the unresponsiveness of service agencies to this problem hint at the un­ availability of service resourses to focus on the problem. There are two: aspects that affect a consumer's perception of social services based on his experience with the agency provider. happens to the consumers who apply for a service? ! 0 And, second, how does the agency treat them? The data findings on the "worse" responses to health serve as a good sounding board to these questions. The MNA respondents expressed concern about the unresponsiveness of health delivery systems. p s First, what This perception was ostensibly a consequence of their experience in seeking health care. -83- 1 �Their comments imply that health agencies (hospitals and clinics) vary in their understanding of and openness to various modes of individual behavior. It is a known fact that low income people of all ages consult doctors, dentists, and medical specialists less frequently than do the non-poor. Therefore, given emergency conditions, the responsiveness of the provider tends’-to be a function of the consumer’s past utilization rate which is contingent upon social class position. In most cases, according to the findings, the poor consumer was either excluded or spent long periods of time waiting. Another point frequently mentioned regarding the responsiveness to the appeal for health services was that some doctors will not take public assistance clients. of inadequate health. These persons are usually the ones who have a history Hence, a more’in-depth analysis of the - availability of health services to this group in the MNA might reveal the inequality in the distribution of health services and physicians among the six neighborhoods within the MNA. -84- �1 ■ I ! f P PART HI f” STRATEGIES IN SOCIAL WELFARE OLD AND NEW Change is the lifeblood of any political, social, or economic system. Health and welfare programs as major components of our social life have under­ a 5 gone change too. Traditionally, our social welfare programs have rested on the concept of charity rather than on the concept of special rights. The value has been on voluntarism rather than on public (governmental) responsibility. a It is not that poverty, the poor, or the disadvantaged have been rediscovered in f Wyoming Valley, particularly in the Model Cities Area. I r i \ It is just that subtle changes have finally caught up with the general citizenry hereabouts. The response locally is to be found in the change in thinking about the United Fund and its constituent agencies, and particularly in the Welfare Planning Council. A. THE PAST IN REVIEW The structure of welfare organizations differs in those agencies estab­ lished under public auspices from those which are of voluntary or private nature. u Public agencies are established by individuals or philanthropic, religious, frater- nal, or humanitarian groups; their management is the responsibility of a board of directors, and they are supported mainly by contributions, donations, endowments, trust funds, and often by participation in the distributions of a United Fund. In Wyoming Valley, the foundation of private social agencies and the continuation of their activities in the past has been based upon the recognition of I the need for a service in the local community. -85- n Originally, philanthropists, a ��United Fund soon developed into the one single fund-raising agency in behalf of many health and welfare agencies. It was a result of taking on this support function as one of its main tasks of making allocations to the member agencies 1 a that eventually led the United Fund to study the role of the various agencies in the Wyoming Valley Area. The Fund did develop over the years what seemed to a logical set of standards and objectives for the allocation of the United Fund dollars. However, often times informal reasons or criteria frustrated the more formal, stated criteria. Factors such as professionalism, previous budget, administration, budget d consideration, and clients served, were always considered in an informal way, 0 along with the presentations made by community and influential people who spoke D for a social agency. The prestige of the agency, historic or current, and the plain human sympathies of those on the allocation panel were a factor. have participated in or used the services of an agency. They may The representative of an agency might have been more skillful in presenting its needs. Also, it was always easier to enlist support for a direct, personal service. Perhaps more importantly, the past history of allocations became an immutable pattern, difficult to change radically, reduce, or eliminate. iu rn The desire for orderly change would become a typical defense mechanism of social agencies. The truth of the matter is that informal reasons may have been used because neither priorities nor guidelines had been adequately developed, adopted, or implemented with any muscle. -87- �tit for tat" rationale concerning fund raising that could more charitably be labeled a "philosophy of flexible concern" meaning no more than "I’ll work to raise funds for your agency if you will work to raise funds for me. " Although there may not have been constraints in reference to ethnicity, religious beliefs, degree of professionalism, the number of clients served, etc. , there certainly were "understandings." In the allocation process, these did operate, but not always to keep an agency out of the Fund, although it should be emphatically stated that this community, and the Fund, have a minimum of bias. Probably the two most serious constraints have been professionalism and the number of clients served. The lack of professional qualifications (Jewish Welfare) has posed a problem. 0 And yet, the Agency may have done a good job in the past in dealing with people problems. There has always been a feeling at allocations time that the Salvation Army was really operating a religious enterprise and with a bookkeeping system that "left much to be desired. " 0 But many felt that it performed a social as well as a religious service. In spite of a recognition of the fact that the United Fund was supporting a religious operation, cognizance had to be taken of the fact that many community leaders 0 0 were very much interested in the success of the "Army. " Planned Parenthood has never been a United Fund agency and may never be, by choice, as well as by opposition from the Catholic Church. People on the allocations panels have been influenced by their ancestry - 88 - �and r eligion. Regard for professional operation has run the gamut from cold calculation to warm, undiscerning emotionalism. This has delayed the consolid­ ation of some agencies with related functions. The agency' s spokesman may state that the constraints do not relate to agency goals, objectives, or functions, and may have regarded these constraints as inconsequential. The fact of the matter is that they do relate to the goals and functions. Even if Catholic Social Services did not consider family counseling for Catholics its own perogative, Catholics would feel more comfortable with the Ilf agency. An Orthodox Jewish person would tend to go to the Jewish Welfare Agency. The goals and functions must, of necessity, be geared to the type of people they serve - based either on ethnics, age, religion, particular problem, etc. Agencies have not in the past always shown an awareness of goals and and often confused objectives as goals, compounding this difficulty by being un­ able to clearly define the parameters of the responsibilities. it, "Rehabilitation is rehabilitation. As one person put What difference does it make who does it? II Agencies have had grandiose goals and kidded themselves on their actual impact. 0 J Both the Red Cross and the Salvation Army do disaster work. If it is the province of one or the other, is there any justification for spending the Fund dollar twice? There would not be if goals were clear to all agencies. The problems as to goals are posed by changing goals in a changing society. fl 0 Should the Community continue to put money into an activity such as Council House when such activity is now government financed? -89- It has been the �habit of many agencies to stay in a comfortable rut and not discard outmoded programs that do not anymore fit the goals of today. Many of the problems of the voluntary agencies are caused by legislative procedures about which they can do nothing. Public health and welfare programs have influenced the activities of the voluntary organizations profoundly. Many of the old activities of the voluntary organizations have been taken over by the public agencies, and therefore the voluntary agencies must constantly readjust their sights. q a Therefore, their function may change from actually supplying the service to playing "watch dog" when the service becomes public. The public health and welfare system is influential in respect to United Fund agencies in a number of ways. Firstly, it takes on the burden of the welfare cases, and leaves other areas of income and need to the community agencies. To the extent that public funding meets needs, the rest of the community needs become the province of the United Fund Agencies. In many instances, public funding is used to purchase services from United Fund agencies. This in turn frees volunteer dollars for more extended use to those not covered by public funding standards. Public funding can change the direction of the volunteer dollar and does s force voluntary agencies to reexamine their goals in the light of availability and the nature of public funding. The United Fund agencies' influence has been substantial if not at times H overwhelming. The United Fund and the Welfare Planning Council have been able to get health and welfare agencies to change procedures and legislation in -90- > �in order to offer services that people need. Very often voluntary organizations lead the way to changes in restrictive requirements later adopted by public agencies. For example, Family Service Association provides services to all families who ask or need these services, regardless of ability to pay. The public welfare system also appears to be moving in that direction toward the creation of a public family services agency. Jj 3 T 'J I United Fund agencies have voiced needs and started services. An ex- ample is Homemaker Service which came first by the Junior League out of a private agency and now has been adopted and is used by public welfare. United Fund has been a strong constructive critic of many Federal and state programs and has mobilized a substantial bloc of public opinion on occasion. What is has not done, hampered perhaps by limited funds and some lack of vision within itself, has been to volunteer and be in the forefront of new approaches. There may have been a time (coal companies, bankers, leading citizens) ■I were capable of exerting influence through allocations procedure. But no particular group could be considered powerful today, although there are some individuals who may be. .I 3 J If the Family Service Association receives a high allocation it may not necessarily be because certain individuals have not only been the presidents of the association, but also chairmen of the United Fund drives and presidents of 0 the Welfare Planning Council. Rather the high allocations are due to the fact that the agency has been considered by many people in the community as doing a very effective job of counciling. Coincidentally,, these same individuals who -91- J �have headed the United Fund and the Welfare Planning Council have also been instrumental in raising the level of the agency. On the other hand, no single influential person or group could save the Legal Aid Society allocation. Allocations to the Jewish Welfare Agency have not been due to any single person, but rather due to the United Fund Allocation J Committee feeling sympathy toward its director for past performance. The same is true with the Salvation Army. As a matter of fact, there have been instances of counter reactions to 3 influence. A group of 59 community-minded people and individuals who serve on the Allocations Committee is too diversified a group to influence let alone control. There may be a feeling that neither the Welfare Planning Council nor the United Fund approached the Model Cities Agency to offer assistance. This is true, but the law and the concept written into it not only prevented the agencies going to the MNA,but neither could the MNA initiate communication with the agencies. It is the feeling of the voluntary agencies that when Model Cities was first conceived, the basic assumption was that the old institutions of whatever category -- economic, political, social, etc. -- had failed to meet the human problems. Therefore, out of this concept developed the idea that innovative plans, policies, and programshad to be the road to meet problems. New agen­ cies, institutions, and programs had to be developed. Therefore, the corollary assumption was that "restructuring" the old institutions would not be enough to accomplish the objective. Consequently, there was no communication -92- �between the social service agencies and Model Cities Agency. Research and consultants were given priority in the early days of Model Cities Agency. After the consultants advised MNA that some of the old agencies, if restructured, could serve a useful purpose, communication began, i. e. Human Resources Center was as a recommendation of just such a recommendation. At the same time that communications between the United Fund agencies and the Model Cities Agency began, the United Fund and the Welfare Planning Commission began an intensive study on goals, objectives, priorities, and allocations of the member agencies. It was the feeling of many that a reap- praisal should be made of both the agency goals and the requests for money. This two pronged attack - one on a restudy of the old traditional social service agencies and the other predicated on innovation and new concepts, have brought the two groups together for what perhaps can be the development of a more effective and humane health and welfare delivery system for the residents of 3 the MNA. The feeling was also extant among many board and staff members of the Welfare Planning Council, the United Fund, and social service agencies that J J the Model Cities Organization is essentially an administrative body and not an operating body. In other words many agency people have felt that as such i a body, the Model Cities Area purchased services. Aware of this fact and also realizing that some agencies would have allocations difficulties and that others may want to enlarge their programs, the United Fund has recently encouraged its agencies to seek Model Cities funds in those areas where the program objectives coincide with the program objectives of Model Cities. -93- �B. GUIDELINES AND PRIORITIES If the United Fund and the voluntary field is to survive, it became clear to its Board and that of the Welfare Planning Council that it would have to exhibit an aggressive and dynamic leadership role in solving community health and social problems. This means a more dynamic mission than merely raising funds for a group of agencies, or supplementing public programs, or reducing the number of campaigns, all of which may be commendable in themselves. Steps in this direction were taken when, in 1967, the United Fund reached a decision that it needed a priorities plan to help in allocating funds D n ! raised in its annual campaigns. It was decided that no one from the outside could really tell a community what its priorities should be. of those working with the Fund that these are decisions It was the conviction each community must inake for itself in terms of its own problems, assets, and aspirations. In attempting to develop a priorities plan, it took the work of many 0 dedicated people over two years to prepare a priorities plan. There were twelve persons primarily involved, six from the United Fund and six from the Welfare Planning Council. a This committee drafted a Position Paper which was shared with the agencies before it was presented to the Board of the Fund for its approval. Each agency was asked to review the paper. It searched for material from other areas and from other United Funds, but none was to be found. They had hoped to find something they could use "right now" but there was none. -94- �The United Fund was faced with answering the following questions when determining allocations through a priorities plan: 3 1. What services do we want or should we provide to meet our community needs ? 2. What are the most important services which the Fund should be supporting ? 3. Are Fund dollars being used to support services which could and should be supported by public funds ? 4. Are funds now being appropriated to services in relation to their importance ? 5. By what criteria should agencies and the services they provide be evaluated? I di 9 The "Position Paper " declared that: U n A priorities system should be part of the community planning process, for priority planning is actually a refinement of community planning. Priority planning is never completed; it is a continuing process. Know­ ledge of needs, agency programs and service standards is fundamental. It is important that agencies understand and accept the criteria and procedures employed. Agencies have autonomy and can directly influence the success or failure of any priorities plan. The system must be flexible, and adapted continuously to changing conditions and increased knowledge. Changes in needs, in service methods, and in community values will change priorities. Increased knowledge will provide a basis for a better evaluation of needs and services. J Iff I'J /H) I’ Implementation of a priorities plan will place additional requirements on member agencies and the organization developing the plan. The Fund and Council are committed to invest the staff time to its develop­ ment and maintenance. A priorities system is concerned with services -- not agencies. Since many agencies offer more than one service (some of which may rank high, some low), it is necessary to be able to separate the cost of these services. -95'U I iRl F �A priorities plan-- starts with an analysis of community needs and problems and services designed to solve, whether currently existing or not. ranks the needs with respect to their importance. evaluates the adequacy and effectiveness, both quantively and qualitatively, of existing services. assesses the gap between need and present levels, both with respect to existing services and services which should be developed. determines how services should be administered and financed, whether by voluntary or tax dollars. makes recommendations as to which services should be initiated, which expanded, which modified, and which curtailed or eliminated. Guidelines were then prepared containing seven components, a summary of which is presented below: I Hi ■J 1. Objectives for Agency Services: Stress was placed on relevant community social ills, approaches, prevention of family and/or individual breakdowns and services in building character. Priority was to be given to those services which serve the low income and disadvantaged. 2. Responsibility for Voluntary Support: Emphasis was placed on client self-support if possible. More important perhaps was the point made that agencies should not seek funds for state mandated services, but should complement those ser­ vices. A total community approach --public and voluntary-to community needs was underscored. 3. Effectiveness of Agency: Agencies were asked to continously evaluate the effectiveness of their programs and identify gaps in both services and areas served. 4. Efficiency of Operation: Management efficiency, consolidation of services, employment of consumers of services, and the develop­ ment of multi-purpose service centers were given a marked accent. n .y I - 96 - ‘U I �5. Board and Membership: Consumer participation on governing boards and effective citizen involvement were given a high priority. Note should be made of these guidelines in the light of later sections I of this study. The "Guidelines" were then converted into a rating sheet form. I Agencies were not asked to fill out the rating form, but to answer the questions that would enable a reviewer to make an evaluation of the agency relative to the . I s areas defined. The narrative form of the response was expected to include service statistics if they were considered pertinent to an understanding of a program, other pertinent data, and especially the purpose of the agency as stated in the bylaws of the agency. The agency was expected to clearly state its activities as related to the objectives of the agency and its responsibility to the community for community support. J 1 This was an attempt to look at the profile of the agency and the community service being rendered. After the rating material was received by the Central Allocations Committee, the responses were reviewed by a number of individual panelists who were knowledgable people in the community not connected with any United Fund agency. I These evaluations were compiled and submitted for use by the Central Allocations Committee and Conference Groups. 0 The results, in and of themselves, were not to be the determining factors for allocations. How- ever, they were important in developing the priorities which all agencies have- agheed must guide the United Fund ixl allocating limited voluntary dollars for the future. T -97- U L- �to pre-established community goals. The Fund is making an effort to base decisions on a relationship to those community goals. Hopefully this would provide the information and tools necessary to allocate community resources. C. GOALS Consistent with the guidelines and priorities , a number of goals were reviewed and adopted by the United Fund-Welfare Planning Council which will have a very significant impact on the delivery of social services in n 1 i - Wyoming Valley and particularly in the Model Neighborhood Area. Some of ihese goals are set for the current 1971 United Fund year while others are more long distant. The number one goal for 1971 is the merger of the Visiting Nurse n i J j Association and Wyoming Valley Homemakers Service, Inc. into the Home Health Services of Luzerne County. The goal is (a) to finalize formation of the new agency and admit it as a member agency, and (b) to market this organization to include the Visiting Nurse Association of Pittston as capabil­ ities grow in 1971. The purpose of the new organization is to provide a more comprehensive home health care program. In this manner, it is hoped to take better advantage of maximum public and1 pri vate fi nancial support; e. g. Social Securities Benefits "Home Health Aides" and Blue Cross coverage, and eligibility medicare services. The improved relationship between Home and Health Services and hospital care is expected to develop from the merger. The 1971 allocations were made for only six months, with March 17, 1971 set �as the activation date for the new organization. A second goal of major import is the deactivation of Council House and its program of out-patient hospitalization merged with Luzerne/Wyoming County Mental Health Center since the resocialization program will be merged with United Rehabilitation Services resocialization program. The United Rehabilitation Services resocialization'program now handles many, of the Council House clients. Thie major ^objective i's tb'. develop United Rehabilitation Service into the single rehabilitative service in Luzerne County. . 'j ■1 Ji Of course, the merger is contingent on the United Rehabilitation Service's program capability to absorb additional services and Council House's willingness to join its resocialization program into a new program. A one year timetable is set for the coordinated program. 3 Goal number three involved transferring the United Cerebral Palsy Day Care Program to United Rehabilitation Services in order to provide additional medical and physical orientation to the Day Care Program. 3 3 The United Rehabilitation Service staff and program capabilities are expected to handle clients in wheel chairs, etc. Again, a time limit of one year has been set for the transfer. Consolidation of the Luzerne County Association for Retarded Children and the Luzerne County Mental Health Association has been set as Fund priority four. m The direct service programs, such as the Clergy, Clinic and Day care are expected to be turned over to the Luzerne/Wyoming County Mental Health Center and/or the United Rehabilitation Service. -99- The purpose of this �OH action, no doubt meeting state and National Board opposition of both organi- zations, is intended to provide organizational strength and leadership. c It is expected that the new organization will be better able to devote more time to its primary function in monitoring public funding. 3 111 United Fund priority number six will also be of significance to the Model Neighborhood Area residents, for this objective contemplates that all '7! Family Service Agencies (office oriented agencies) will be housed in one build­ ing. The agencies eventually contemplated for consolidation are Family Service Association, Catholic Social Services, and Jewish Welfare Agency. All three of these agencies have a long community history of separate operation. It is expected that this single family service agency can make better use of voluntary dollars in office administration so that more dollars can be used for client services. It is expected that a joint answering service and office equip- ment can result in initial savings. The joint approach will make it possible to obtain benefits of public and private funding for total community services. The separate agencies have all experienced a fact of life that government sources hesitate to individually purchase service on separate contracts. Although no time table has been set up for this merger, a continuing review through 1971 can remove any obstacles that may arise. It is the hope of many associated with the joint planning, that the merger can come to fruition by 1975. Other priorities include the establishment of allocations to all Character - u 3 Building Agencies on the basis of need, the consolidation of Red Cross Chapters, identification of Salvation Army funding as community service. 3 u ■ '"d -100- Allocations to �recreation and character building agencies will be combined in the "ability- to-pay" support. A system of analysis is expected to be developed for those who need assistance to participate in the activities of these agencies. i. b 1 I L In the case of the Salvation Army, the social program will be separated from the primarily religious activities. One of the purposes of this review is to better coordinate its activities and community services with those already established, and thus make better use of United Fund dollars. Another recent decision of the United Fund-Welfare Planning Council ul a n relates to the Legal Aid Society, sponsored by the Bar Association and a long time member agency of the United Fund. It was primarily funded by the United Fund up until 1966 when the Office of Economic Opportunity began to provide funding. g 1 During the past two years, the Commission on Economic Opportunity claimed that the Legal Aid Society was not conforming to essential guidelines necessary to continue Federal funding, culminating in the withdrawal of Commission on Economic Opportunity funding in March of ■■ 1970. LJ 3 The United Fund was then faced with two Legal Service Agencies: the newly proposed Legal Services Association sponsored by the Commission on Economic Opportunity and the Legal Aid Society. Although the handling of divorce cases was a bone of disagreement, of greater concern to the Commission on Economic Opportunity was the fact that the Legal Aid Society did not commit itself to the reform of laws that worked a disadvantage to the poor, and the Society did not have anyone defined 3 n a; as poor by the Commission on Economic Opportunity on'the Board of the -101 - 123374 �Legal Aid Society. The Luzerne County Commissioners, after discussion with repre­ sentatives of both organizations concluded to continue support for the Society for the year. Since the action of the Commissioners of funding the Society left the Commission on Economic Opportunity program with no local share to provide the 20% necessary to receive Federal funds, the United Fund allocated funds to the Legal Services Association taking them from the Legal g di Aid Society. During the discussion on the issue, reference was made to the Guide- lines in respect to the use of voluntary dollars as they duplicate or as public (1 11 If I a fl 9 This is a classic example where service had been provided through voluntary giving for twenty years and finally became such an obvious need that the public sector assumed responsibility for providing the service. It is typical of a situation where a governmentally funded service supplants a locally-sponsored activity in the interest of community betterment. It was the feeling of Board members that maintenance of two duplicative service groups wastes local and public money through the costs ID 8 I I dollars become available. of duplicate staff and administrative expense. -102- �L PART IV I recommendations A. INTRODUCTION Daniel p. Moynihan, counsellor to the President on Urban Affairs, writing I? jy in the May,23, 1970 issue of Saturday Review stated, "This nation is moving from a services strategy to an income strategy. L_. A services strategy, in rough terms, is one that seeks to make up presumed deficits in the behavior of one set of persons J by providing them the counsel, advice, and example of another set of persons with presumed surpluses of such behavior. ■ The terms of trade are, in essence, advice in return for deference. " He goes on to state that the services strategy is characterized by the fact 'I that out of selfless beginnings evolved vested interests. Therefore, the purveyors of services acquire an interest in the maintenance of demand. I I n ■ The point that he makes is that services should be for everyone, not just the poor. His blunt point is that segregated services deteriorate. And that is really the focus of these final words. Social services should be community services, not poor people's services, available to everyone. '■ u n difficult to construct the components of a model social services system delivering health and welfare benefits because of the primitive nature of our knowledge and understanding relating to the social services. Given this stage of development, perhaps a statement of problems helps point the way. u - 103- I 3 ‘ [ |L It is �1 First, we cannot seem to agree on the scope or definition of social services; what they are or who they are for. Are services only to make up for individual deficiencies and, therefore, to aim at rehabilitation, or are they also to include services which enhance normal growth and development? preventive, rehabilitative? Should they be remedial, Or, should they be developmental? This latter concept, which conceives of social services as social utilities, opens the way for consid­ a eration of a large spectrum of community-sponsored facilities and activities, such as day care, supervised play lets, home helps, and many more.. Our second problem is our inability to rationalize in any way the current organization of social services. Services programs have grown up historically, accidentally, publicly sponsored or privately endowed, geographically deter­ mined, professionally controlled, and often heavily regulated from above or outside. Third, we cannot measure adequately the effectiveness or know precisely the ■ results of social services. We are very largely at the mercy of the professionals' imprecise and impressionistic evaluation cf their own services. This is an adequate base from which to determine future policy, particularly when community resources are scarce and alternatives must be defined and analyzed. According to the 1968 Report of the Steering Committee of the Arden House (I Conference on Public Welfare stated, that "The vast majority of the welfare a population is either too young, too old, too sick, or too disabled to be selfsupportive." If a hard analysis of the MNA populations even tends to be described as above, as unpleasant and unpalatable as that fact may be, then a reappraisal of the health and welfare systems is a must. I -104- II i fl /i • M �B. HUMAN SERVICES DELIVERY SYSTEM 1. A Model Medical Care System The preceding discussion leads to the formulation of a model medical care system. This system should emphasize decentralization outreach, multiple services readily available, and the use of the indigenous non-professional as the prime human resource of the delivery system. Access to health is important and a major determinant of use is accessi- 3 bility. The reverse may not be true. Creating access does not necessarily ■ elicit use. 3' Technology may lead to better care, but the truth of the matter is that the great majority of ailments can be managed in a simple rather than in a complex setting. In the past, provision of health care was grounded on a system of care by the private practitioner and free choice of physician by the patient. Private care will no doubt continue to exist along with a social health delivery system. The legislation to influence a change to the latter system is already on the books: . Amendments to Social Security Act Medicare and Medicaid Health care for pre- school and school age children Health care for crippled children Maternal health care . Regional Medical Program . Comprehensive Health Planning Program -105- I �i L . Child Health Act Maternal child health program for low income services for ( retarded children . Economic Opportunity Act Neighborhood health centers in low income areas This latter Act has direct applicability to the Model Neighborhood Area. d L The centers can provide complete and accessible medical care, with emphasis on preventive medicine and family planning services. This type of primary health service delivery at the neighborhood level appears to be the wave of the I r futur e. Public, voluntary, trade union, profit and non-profit group arrangements in neighborhoods are increasing as is group practice by physicians. A breakthrough has already been made in the field of mental health with the Mental Retardation and Mental Health Act of 1963, which provides for < prevention, treatment, and rehabilitation services for the mentally ill. Lacking, however, is a clear relationship between the new mental health model and social and health services in a community. n The mental health facility must be easily accessible, convenient, familiar and accessible to neighborhood residents. It should not only be a treatment center but perhaps a coordinating center for ;—t r many health and welfare services. The foregoing pieces of legislation, and many others, have the beginnings of a health system revolving around preventive medicine. r If preventive medicine is to be more than a myth, it must be organized at the three levels of service. The first level, the outreach system, would -106- L p �— 1 include shared health and welfare services. system. l The staff would support the outreach The central health facility would be a comprehensive neighborhood health center operated under contract by local practitioners, a local community hospital, or some combination of these. The neighborhood health center would provide appropriate diagnostic and therapeutic services, and would educate I whatever necessary. The third level of service would be in a local hospital with or without a close clinical service, staff, and educational tie to the ■ program. All of these services must be closely related physically, functionally, I 1 u and psychologically to other human services. The basic thrust of a model health model should permit the disadvantaged access to the mainstream of health services and to utilize more fully all 3 existing health services. Within this dual framework, the model must revolve around several key programs: 1. A community health center. 2. Development of a group health practice whether in a facility owned and administered by a non-profit health group or profession owned. 3. e illnesses in the Model Neighborhood. 0 4. r~\ ! A i 1 Use of trained resident aides to prevent and reduce the impact of Development of a prepaid medical, mental, and dental care program. The success of preventive medicine revolves around the health center which is easily distinguishable from the present health delivery system: 1. "Walk-in" versus appointment usage of services. 2. Demand for services versus supply. 3. Continuing comprehensive care versus acute episodic care. -107- �pi'. Examples of health functions which might be carried out in a decentralized system in the neighborhood center include school health program, inoculations , routine well-baby and early childhood care, mental health services, medical and n J 3 3 dental screening services, pre- and post-natal services, family planning and counseling involving health problems, and simple emergency services. The citizenry who in a community health center neighborhood signed up would be covered by a capitation system paid in advance either through public sources, through a combination of self-payment and public support, or entirely through self-payment. The World Health Organization's definition of health is a "state of complete physical, mental, and social well-being and not merely the absence of disease." If the WHO definition is to be more than mere words only a system of preventive medicine can provide the complete medical, dental, and y community outreach service that the MNA residents deserve. It is within the context of this model medical care system that a medical services system should be established for the MNA residents. I Ijhi An integral part of this model health program should be a pre-paid comprehensive health insurance plan for the residents. 2. A Model Welfare Care System Welfare today is caught in a confusion of objectives-objectives which 5 /' ■ ■ are as vague and contradictory as are personal and societal attitudes toward the poor. Some people think it is wrong to be poor, so they demand a welfare program which is harsh and punitive. Others think we should do something -108- fl? �_ I for the poor-but not too much. They advocate a welfare program which provides just enough food, just enough clothing and just enough shelter to get Still others see the poor primarily as potentially productive citizens. along. For them, a rehabilitation program geared to helping the poor make up their deficiencies is the proper course to fellow. m In a model welfare delivery system, efforts should be directed toward the original and still the basic function which is to supply money where there nd. is none. First things must come first, and for a MN’A resident, many of whom are on welfare, money is first, the rest follows. I Therefore, the ■ financial assistance and the social service functions of a welfare care program f g g must be separated. Each’ is made to stand on its own; two separate functions with two separate objectives. Public aid then becomes an independent financial transaction, conducted in a simple, direct manner with the goal of providing sufficient inccme where it is needed. 5u. Social services are offered independent of the public aid on a community-wide basis to everyone. Eligibility for services thus becomes desire for service, and not label of ■ income. This means that the services must be available to the rehabilitable as well as the non-rehabilitable - to the poor as well as the non-poor. Based upon this conviction, the rest follows. If everyone, not just those living below the financial aid eligibility level, can and should benefit from day care centers, family counseling, homemaker services, skill training p services and the like, then efforts should be directed toward making the important welfare services more susceptible to economies of scale, elimination -109- 'T �of duplication, wastage of human energies, and overlapping administrative procedures. The rigidities of present welfare resource allocation schemes must be reviewed with a view to reducing socially disruptive activities in a whole neighborhood. The essentials of a model welfare component will be distinguished fl eL fl by the following characteristics: 1. Human services will be oriented to client rather than professional need. 2. Combinations of diverse welfare services will be available at a single site. 3. The system maximizes local citizen responsibility. 4. The two vertical level welfare service organization includes an outreach system and close collaboration with those agencies not located in a neighborhood. 5. Maximum use can be made of newly trained indigenous non­ professionals in.delivery service and in facilitating the clients movement in the system. 6. Greater emphasis can be placed on prevention in all services at both levels. J A fl- Only through a comprehensive center in the social service area can emphasis be placed on the need to improve the range, quantity and quality of traditional welfare services. fl" /•fl!' Only through such a consolidation of welfare services in the center - both public and voluntary - can: 1. consideration and review be given to revising eligibility requirements associated with many services in order to increase their use to the MNA residents. -110- 'T �n 2. increased awareness of the array of welfare programs be developed. 3. both the Federal and State governments be encouraged and influenced to decentralize select functions and activities. An early detection system through out-reach can inform the center when certain life stresses occur. These life stresses are frequent precedents or precipitants for maladaptation. Examined across the life span, such an early 3 '• crisis detection system might include birth, early socialization experiences, entry into school, pre-puberiy, adolescence, leaving school and/or entering the work force, marriage, children, the involutional period, aging, and death. 1 Each of these life events would activate the staff of the center to invite the involved person to participate or to make home visits to reach out and offer service. Voluntarism in welfare is still a uniquely strong tradition, although many far-reaching patterns of public - private relationships have developed. Welfare agencies will continue to and accept government funds for support for new programs and for innovative approaches to old problems. The model welfare care system will therefore include both the voluntary agencies and the public agencies. The new approaches will be characterized by: 1. Decentralization into neighborhoods. 2. Involvement of more non-professionals. 3. Role of advocates. -111- �Q! a The public funds already make it possible for the voluntary agencies to serve new populations with new or restructured programs. Not only have : these voluntary agencies broadened their programs, they have broadened their boards and councils as well. 0 a The thrust of the new public funds has compelled these agencies to engage in aggressive case finding. maximum decentralization are key points in the new welfare strategy. It is expected that the more planned approach in combating social problems will relate to complete social development. n Citizen participation and Continuum of core and comprehensive services will be designed more and more. Therefore preven- tive and therapeutic services will be effectively combined. R The key objective in future welfare strategy will be for all-poor and u non-poor. In this kind of a setting, social services will increasingly be considered public social utilities. Only if the needed welfare services in the Model Neighborhood Area are provided within the framework o'f this model welfare delivery system can the residents hope to achieve a better life. .. C. CONSUMER PARTICIPATION Consumer participation is a vital concern today because it involves almost every major issue now before the American public. In its simplest terms, it means citizen power - the strategies of redistributing the social control of institutions among all the people of a community. It implies the "open door" approach to everyone's inclusion in the opportunities to determine how information is shared, goals and policies set, resources I u? -112- �a allocated, programs and services operated, and benefits parceled out. Consumer participation is not new because it has long been found that consumer - provider relationships have political, psychological, and ! educational dimensions. a There's ample evidence from the experience around the nation that such a wholesome relationship can remove the mutual distrust and lack of understanding that often times exists between consumer and provider. Because consumers are no longer willing to passively allow providers to control their destinies, health and welfare programs as human service programs must seek the valuable input of the poorest, richest, and the worst frustrated clients at the policy, planning, and operational levels for one reason only - to retain or maintain solid neighborhood area support. Therefore, the organization and method of providing the needed u - services must be consumer, rather than professionally, or bur eaucratic ally- oriented. Community services must be dictated by the needs of the citizens in the community, and not by the prior presence of a particular agency, nor by the imperialism of a certain profession. There must be a strong element of community control in the planning, organizing, and providing of services. The toughest, but perhaps most indispensable aspect of that control involves the development of a constructive partnership between the purveyors and the consumers of social service. There remains, however, a great deal of reluctance by professionals to accept this principle, and consumers may even be slow to insist on its (J adoption. The problem of c onsumer participation is further compounded <?\ -113 — �because it may be unclear just "who" properly represents the consumer's point of view. Perhaps the most serious difficulties lie in finding ways to "open up" the responsible roles in both the decision and delivery processes. The two vital areas that call for more rapid breakthroughs are: 1. In neighborhood and community representation of the advisory boards that determine policies, programs, and services, part­ icularly at the neighborhood levels. 2. In the development of additional and new community service workers trained for effective participation in decision-making situations and qualified to help relieve the shortages in manpower, especially in the health field. With citizen participation, neighborhood-based services have had promising payoffs because of their value as important outpost terminals that can link entire health and welfare systems to gaps in full community coverage. The input of the consumer would require his perception of the amount of benefit which he believes he is receiving or will receive from a service program. (0. Such utilization is inextricably tied to the mode of presentation used by the agency and the actual benefits it confers on the user and on others who have utilized the service programs. More individuals are likely to continue with service program if the reason for particular treatment is made understand­ able to them. For agencies to plan around a prospective client seriously limits and handicaps the effectiveness of the service being provided. But once residents have participated actively in the planning approaches, and understands from thb inside the benefits that he will derive from a human services delivery system, he becomes citizen "advocate" and becomes part -114- �of a vital new force in his neighborhood community. A mere cursory glance at the data on the attitudes of respondents in the Model Neighborhood Area toward all human services suggests that one of the major reasons for gaps and deficiencies with the present delivery systems is the lack of the input of the consumer/user for whom those □ □ services are and intended in the first place. The consumer of social services in the Model Neighborhood Area should be the proper judges of what kinds of services they want, how they want them delivered, what form they should take, and in what setting they should be provided. Consumer participation in the MNA will mean that the residents should plan and direct the activities of both the community health center, which should be pre­ a 0 ventive medicine oriented, and of the Human Services Resources Center, which should be client oriented. Of course, if either or both of these proposed centers become mere referral offices, then the possibilities of consumer participation will unfortunately be limited. D. HUMAN RESOURCES SERVICE CENTER 1 The earlier Diagnostic Survey illustrated the obvious lack of coordination existing among social service agencies and consequently the under utilization of the services of the agencies by the Model Cities residents. As a result of the Survey results, the goal- was set up of making these social services more relevant, responsive, accessible, and available to the persons they were designed to help. In addition to the Diagnostic Survey, social service agencies were -115- �requested to provide information on services to the MNA residents. The response from the agencies did not indicate any high degree of cooperation with the Model Cities Agency. Most of the welfare agencies that did co- operate stated that the MNA,residents showed greater utilization of the social services than the Diagnostic Survey results revealed. The reasons for the variance in the two sets of data are speculative and inconclusive. The group meetings that followed the Survey seemed to have a better vehicle in discovering unmet social service needs in the Area. Most of the complaints dealt with inadequacies of present services; delays in getting service; problems in getting to services located outside the neighborhood; a lack of sensitivity to people and a failure to treat persons !' seeking help with dignity and respect. Many of the latter are reflected in the minutes of the Health and Welfare Committee and resident meetings. One of the problems uncovered was that many people in the MNA were not aware of all of the programs available to them. It was too much to expect that people will make a conscious effort to become familiar with all of the many fragmented programs and services available ; [ to people who need help until such time as a problem or a crisis develops. Even professional workers in agencies may not know the details of eligibility requirements and services of all other agencies. It was found that although many agencies provide information and referral services, there is no one single central information and referral -116- �where people can obtain guidance or help with their total problems. As a follow-up of the survey and meetings, the Agency developed both five--■year and one-year objectives listed below: Five Year Objectives 1. Complete administrative integration of all public welfare services in the Model Cities Neighborhood. 2. Establishment of effective consumer participation in the develop­ ment and operation of services. 3. Improve services to a point where consumer complaints are negligible. 4. Increase individual capacity to solve their own problems and to control their own lives. One Year Objectives I. ’ Initiate program to consolidate various service agencies arid de-partments. 2. Begin establishing the necessary functions and selecting alternate site locations for a Comprehensive Human Service Center. 3. Develop central intake and eligibility determination for all services coming under jurisdiction of the Department of Public Welfare at the State level. r, 4. Establish a Consumer Protection Service, including the develop­ ment of a system for investigating, analyzing and reporting complaints. l The methods to accomplish these objectives were two in number: 1. o Consumer Protection Service To develop within the community a service which would coordinate the various consumer protection measures presently in existence and to encourage agencies to initiate programs for which they have the capacity. This service -117C n r I �I I tt w°uld be responsible for making known to the residents all of the various social services which are available and how the residents can take advantage of them. 2. tx tr a U Comprehensive Human Service Center To develop, within the target neighborhood, a model of a comprehensive, family-centered, human service program under one administration so that families could, receive the whole range of services needed and available in solving their problem or problems in an integrated manner. The intent is to provide a location where a person could start the process of getting help with any problem. Not all services needed would necessarily be located in the neigh­ borhood nor Under the control of the center staff, but the first responsibility of the staff would be to see that people get service. The staff was to become more the advocate of the consumer than has been the traditional practice in most agencies. A work program was prepared id demonstrate on a pilot basis that: I 1. a full range of social services could be provided to families on a neighborhood basis, 2. existing agencies could be brought together on a coordinated basis to efficiently deliver these services, and 3. an aggressive approach to delivery services directly to the neighborhood could be effective. o & Consistent with this program, a Human Resource Program was to be IO established within the existing site office by purchasing the staff services of the "Human Service Task Force. " These personnel were to provide a neighborhood delivery system for the following service agendies; i 1 2 3 r 4 5 6 Welfare Planning Council Catholic Social Services Family Service Association Luzerne County Child Welfare Services Wyoming Valley Visiting Nurse Association Luzerne County Board of Assistance The staffing was to consist of six senior supervisors, operating on a -118- ' I u 1 JL - �8 hour day, 1 day per week basis with the aide of two caseworkers from the agencies. However, the exact number of these ancillary personnel would have to be finally determined by the case load volume of each participating agency. Upon receipt of supplemental grant funds, the CDA would purchase the contract services of the Human Service Task Force. J —■ The five-year objectives table toward the complete administrative integration of all public welfare services in the Model Neighborhood was set j up as follows: INITIAL CONDITIONS 1/68-12/68 YEAR"! 7/69-6/70 YEAR II 7/70-6/71 year iii-v Efforts of service agencies lacking co-ordination in M. N. Establish human services pro­ gram and process 250 M. N. resi­ dents in system Evaluate pro­ cessing of 250 M. N. resi­ dents and im­ prove where necessary Utilize prior year experience in formulating proven tech­ niques and methods ip u 7/71-6/74 Although somewhat behind schedule, a Human Services Center was opened in December, 1970 on South Hancock Street in the Model Cities Area, h? r operating on a $45, 000 budget, staffed with two personnel. Other Model Cities components were located in the same quarters: The Revolving Loan Fund operated by the Family Service Association and a r 0 - the Eyeglass and Hearing Aid Bank operated by the Pennsylvania Association for the. Blind. The Revolving Loan Fund is a very limited activity which is aimed at providing emergency funds for moving expenses for persons moving M r into public housing. The Eyeglass and Hearing Aid Bank, administered by -119- r. r �the CDA Human Research Officer, provides preschool and school age children with service in audiology and opthmology. A citizen's advisory committee of 18 residents from the Area was established to offer the consumer view to the Human Resources Program. The Human Resources Service Center is a rather modest beginning toward the model welfare care system out-lined in a previous section of this study. A successful Human Resources Service Center must be constructed by the Model Cities organization if it is to accept the human responsibility to help those who need help in order to achieve and maintain their potential for a fulfilling life. The ideal obviously would be to include in such a Center branches of all the agencies listed under the Health and Welfare classification. Not only is the ideal never attained, some of the agencies are on the way to being merged or phased out. a I Moreover, some of the agencies are advocacy organizations which do not deliver an actual service beyond referral or education. It would appear that the minimum that such a Human Resources Service Center should embrace would be all those agencies categorized as family and children oriented. The proposed Home Health Services and the proposed con- 2 solidation of all family service agencies, both presently being undertaken by the United Fund and the Welfare Planning Council are steps along the way to • 3 such a Center, even though limited to family and children's problems. It should be pointed out that the MNA residents should not be made to wait an unduly" long time before the "family" agencies are brought into the Human -120- �Resources Services Center. The proposed mergers of some of these agencies may encounter seemingly insurmountable barriers at the beginning stages of discussion. The inter-relation of the "family" parts of the Center can only be fostered by an administrative structure which contained all of them. The savings and the possibility of government funds should be a strong incentive in encouraging the structural expansion of the Center. Perhaps an added incentive to the agencies might be that many of the services that can be offered in such a Center need not be gi ven in the context of a caseload delivery systems, although casework itself has a significant role to play as one method in the delivery of social services. Only in such a Human Services Center can greater emphasis be placed on group and community organisation methods. As a beginning toward an enlarged and fully developed Human Resources 11 Services Center, a Community Referral Office should be created with a specific u program of information and referral. Such an office can be instituted even before the "family oriented" agencies have fully established residency in the Center. A complete record system providing accurate and reliable information, discussed in a later section of this study, would be maintained by this office. fl The experience of this office with all health and welfare agencies over a significant period of time will reveal which agencies are most readily avail- in 11:- able and which provide the best service to clients of the MNA. Such experience should provide both subjective and objective evaluation as the Center expands. A great deal of variation could be reduced for the local community �While the tasks carried on by the Office may be those which could be carried by volunteers, the need for accuracy and reliability of information would suggest the utilization of personnel on a paid basis, in a setting tending to provide a unification of health and welfare services. Just as importantly, the whole Out-Reach system, also discussed in a later section, could be easily operated out of the Referral Office and even­ tually out of Human Resources Services Center. It goes without saying and emphasizing the ridiculous that a $45,000 is wholly inadequate for the kind of structure proposed above. Some of the gaps in the social welfare delivery system that a Referral Office and Human Resources Services Center could more clearly identify and n possibly assist in filling, or at least calling attention to them, are; Lack of communication as to what facilities are available, where they are, and how they can be used Inadequate adjustment services for the physically handicapped who have been institutionalized Insufficient supplies for vocational training of blind persons Inadequate supervision of interim housing and foster homes for physically handicapped persons Lack of half-way house for those leaving prison Lack of general day care program Lack of knowledge of availability of services of Planned Parent­ hood -122- �Insufficient facilities for the day care of the youth in the community Insufficient care for alcoholics and drug users Inadequate care for aged persons Expansion of programs such as "Meals on Wheels" for elderly Lack of nutritional information Lack of transportation for those needing welfare services E.' COMMUNITY HEALTH CENTER The Model Cities organization has had long range plans for a Community Health Center as part of an eight-part health component. Although the Neigh- borhood Health Center concept has been successfully initiated in other parts of the country, it represents a new and innovative idea for this area. The long range plan for such a center must still be given first priority. It is a recognizable fact that the physical construction of such a Health Center in the MNA is not in itself a cure for future needs. nu 0 physicians and dentists is a very acute problem. The lack of Staffing of the facility with capable medical personnel will also be a major contributory factor in determining the success of this project. Therefore training of ancillary assistants to relieve doctors and dentists of many routine tasks has been considered of Q equal importance. The establishment of the health center, the training of paraprofessionals and additional research and planning are not expected to produce visible results overnight. ; In -123- �u71 I It has been the feeling of the Board of the Model Cities organization that a medical directory, insurance study, mobile dental unit, and emergency health service (ambulance) would be of more immediate benefit to the residents. Both the Diagnostic Survey results and the records of at least 18 I neighborhood health meetings attest to the fact that health is a serious concern of the residents. The evidence for such a facility outlined in an early pro- posal by the MC Agency is based on the following factors: i r~> 1. the availability of physician time 2. the physical location of physician service 3. the number of citizens going outside the area for treatment (40%) 4. the existing neighborhood physician rate 5. the lack of emergency service It was suggested in an early proposal that the Health Center should operate basically as a satellite of a major area hospital. n It was also hoped that the MH/MR program could probably be used to establish an information and referral service, although the primary focus of the information and referral service under the program should be to direct people with mental disabilities to 2 n appropriate types of help. The regulations promulgated in connection with the legislation describe the purpose of the service as "acquaint inquiring persons u with the care-giving resources available in the community. n given in applying to appropriate resources, and referrals are made to the Base Assistance is ■ Service Unit where indicated. " The regulations further state the "Referral and I. * i •y -124- t �Information Services given under the County program augment, but do not supplement services traditionally provided by every agency in the health and welfare field. " By no stretch of logic can a referral service be construed to be a community health center, however. Just recently, an announcement has been made that a group practice medical clinic will be constructed in the MNA. It is not intended that such a facility will focus on preventive medicine, nor is such a private facility expected to operate in conjunction with an Out-Reach program. its location in the target area. This is not to demean The Kirby Health Center, privately endowed, does immunizations, chest X-rays, and conducts a dental clinic. In the first place, it is not likely that any of these activities can be relocated in the target area. Secondly, the Kirby Center services are available "on demand" not on an Out -Reach program. .Thirdly, the Kirby Center engages in a number of peripheral activities over a large area--probably Northeastern Pennsylvania. The Public Health Center located in the MNA does provide diagnostic and nursing services, but it is a State agency covering the whole county. The facility is not intended to offer even the minimum of treatment services. □r The Mental Health Center #1, outside the Model Cities Neighborhood,’is just what the name impli es. • Located where it is, :and covtering two counties, it can hardly be labelled a community center. A Gommuriity tfealth Center, with its focus on preventive medicine, must still be given a very high priority for the residents. The PMM consumer perceptions underscore the necessity for a center that conforms to the model -125- �discussed earlier if life is to have any fulfillment at all for the target people. The gaps and problems in the medical service delivery system that a Community Health Center and a Referral Office could help to identify and help to solve are; Lack of communication and cooperation between professional, voluntary agencies, and general public concerning availability of services of the Pennsylvania Department of Health, Region'll Lack of physicians and non-existence of intern program Lack of facilities for maternal and infant well-baby clinics Lack preventive dental care for low income families including adults and children Lack of prenatal care for low income familites Lack of information for lower income groups concerning the availability of medical services THE OUT-REACH SYSTEM The Out-Reach recommendation flows from all that has been said thus far and is therefore an integral part of the service delivery system--both health and welfare. A model social services delivery system must not be process-oriented, because process-oriented programs serve agency and professional traditions and produce statistics descriptive of what an agency does, not how the client is helped. A goal orientation is particularly necessary for an efficient organisation of services and for an effective evaluation of that organization and its achievements. The only practical and feasible way to reorient any human service delivery system frqm agency to goal is through an out-reach system. -126- �Neighborhood agents of an out-reach system can contact residents to inform them of‘available services, to discover problems, and perhaps to actually de­ liver needed services. /The "out-reach" would have fohr primary functions: a. stimulating community organization b. providing easy access to facilities; services, and institutions doing prevention and early treatment work d. giving early diagnosis of all sorts of problems In the early stages of experience, the "out-reach" will be expected to focus its attention on access. In time and with increased skill, prevention and even early treatment will be emphasized and may become the central responsibility. The out-reach system can work best when manned by staffs of non­ professionals who are residents in the immediate neighborhood, and are known by their neighbors. They should be intensively trained by all of the participating professions in the basic knowledge an<4' skills necessary to provide elementary services to citizens. These "community agents" will know all the forms , offices, procedures, etc. necessary to move any medical or welfare service agency into action. The success of the O. E. O. family -planning out-reach worker is ample evidence that Out-Reach can play an important role in the expective delivery of both medical and health services. Variations of the concept are being tried locally with varying degrees of -127- �organization operating through the facilities of Radio Station WILK. The purpose of the group is to aid local citizens with such problems as hospital care, poor Complaints received by the housing, crime, narcotics, sanitation, etc. volunteer on duty Monday through Friday from 11 A. M. to 1 P. M., will be referred to the appropriate agency for action. as such a program is, it has many limits. As commendable and successful The program is limited to referrals; there is no follow up; It is demand oriented. Although the station must be lauded for opening up its facility, there is a time limitation. The out-reach concept works best when it is associated with a referral office which is part of the administrative structure of either a Human Resources Services Center or a Community Health Center, or preferably both. A "Mr. Fix-It" can not conceivably be an "Out-Reach Worker. Almost identical comments can be made about other such referral activities. The community-wide Information and Referral Service of Wyoming Valley established under the MH/MR Program did have some possibilities in that it was at least associated within the context of the law, it had a broad base within which to roam--the wholfe medical and welfare field. Personality involvements aside, such an office and the out-reach worker operated out of either type of centers previously menti oned. At the risk of too much emphasis, the out-reach concept is predicated not on demand, but on need. An Out-Reach idea is an integral part of a successful, effective, and -128- I iPiS J �efficient human services delivery system in both the medical and welfare fields, along with a Community Health Center and a Human Resources Services Center, if the Model Cities residents are to be freed from the tyranny of their own biology and their own environment. -129- �G. SOCIAL SERVICE CENTER RECORD SYSTEM A. RECORDS AND RIGHTS One of the specific missions undertaken by'the Institute of Regional Affairs as part of this report was to develop and propose ft.'a complete social service record-keeping system which would provide a current index of existing conditions-physical, social, and personal. 11 This phraseology projects a rather narrow view of the ultimate purpose and function of a record system, leaving the inference that its end product is m>erely to "provide a current index of existing conditions" in the Model Cities Area. Moreover, the simple phrase­ ology belies the broader, if not more important, question of confidentiality of the records when a "human" information record system has been established with the noble aim of bringing the clieilt closer to the service. The term "Social Service Center" has a variety of meanings. Not all of these meanings raise the spectre of traffic in ill-gotten information. It is most commonly used by an individual social service agency in a physical sense to identify the place where its specialized services may be obtained. Confidentiality---- the implicit or explicit agreement between a professional and his client to maintain the private nature of their communi­ cations -- as the basic component of the client-professional relationship would not be altered in the least. Any disclosures made within the relationship -130- �would continue to be used constructively in behalf of the client or as u required by law. Social workers and health professionals in this conception of a "Center" could still jealously guard information obtained from G relation- ships with clients. Less commonly, it is used also in the physical sense to denote the place where a number of specialized service agencies have joined in providing a common building where a prospective client may secure a number of services, r yet each agency may retain its separate identity. In this second type of "Center, " old and comfortable organizational boundaries within which social workers in the past exercised control over information can still be maintained although the physical proximity to one (another of the social service agencies creates many temptations even for the professionals,, to follow the old rules safeguarding privacy and confidentiality. n It may be that greater care will have to be exercised by the professional in this kind of "Center" situation than that, in the old atmosphere when agencies were isolated from each other. The third meaning of a "Social Service Center" denotes a conveniently located "referral" office, which may or may not itself provide actual social services, to which a person in need of assistance may turn for guidance in locating a specialized social agency equipped to assist in his particular problem. This latter concept of a "Social Service Center" has been followed in suggesting a record system in the section of the Project Report. -131 - The Model Cities Agency I �i may now or in the future provide physical facilities for bringing as many as possible individual service agencies under one roof for the convenience of neighborhood residents. In addition, a Model Cities Project may itself offer and perform specific services to residents on a direct basis. Regardless of these possibilities, the essential characteristic of such a Model Cities Social I Service Center is that of referral, and this fact demands that there must be I a central office, including specialized service agencies or not, manned by Model Cities or contracted staff, full or part-time and either professional, a or part professional and part non-professional. The primary function of this staff is to provide a single and certain means through which residents of the area can secure assistance in finding solutions to their problems. p J n The cen- tral requirement is that all Model Cities social service activities flow into and out of the Social Service Center centralized staff. It is precisely because the "referral" office could develop into a dossier type data bank that a word of p L? 1.. caution is raised as a prefatory warning signal even before the record system is presented. Anonymous statistical information records do not usually threaten privFTT) d 0 I Il acy or confidentiality. They contain data on individuals either in the aggre- gate or as individual records identified by numbering systems that are unique to each agency or organizational unit supplying them. systems, because they contain data (such as names, social security numbers, and home addresses, etc.) that directly identify individuals or families, Lw present greater risks all around. Too often, the good intention of achieving -132- n m Dossier information jI i ,h �laudable -goal - a social service rec ord-keeping system for Model Cities - causes the high-minded to lose sight of the fact that in the process it may deny the dignity of the individual, a sense of fair play, or the right of the citizen in a free society to the privacy of his thoughts and activities. In view of the vulner- ability to abuse in the "referral" office, proper safeguards and guidelines will have to be established in order to protect the client-professional relationship. B. CONCEPTUAL BASIS OF RECORD SYSTEM A productive record system should, indeed, provide information which identifies the physical, social, and personal problems in the Model Cities Area, and should also provide a means of evaluating the progress made in resolving these problems. The dominant factor, however, in planning a record system must be the conceptual framework of the Service Center itself. What records and how they are to be managed should be established on the basis of such primary questions as the general purpose and specific functions of the Service Center, the clientele to be served, the mode of service, functional and operational participation of service agencies in the community, and the type of evaluation conducive to program progress. Since the Service Center will be a de novo operation, subject to changes based upon future experience, the initial record system must of necessity be fashioned for an assumed Service Center concept. The following general concept may be safely assumed from conclusions of other sections of this project report: -133- ----- _ �1. An unacceptable variety and number of physical, social, and personal problems exist among the residents of the Model Cities Area. 2. Manyof these problems of residents, or the general Model Cities community, retnain unresolved or are worsening, either because of unawareness of their existence or intensity, or because residents are incapable of solving them without outside assistance. 3. Varying kinds and degrees of assistance are currently available to residents from governmental, communitysupported, or private institutions or organizations operating in the Wyoming Valley area. 4. The crux of the problem, it is believed, is that the residents of the Model Cities Area, as well as other residents of the city, have difficulty in definitely identifying their problems and, additionally, are unaware that assistance is available, or do not know where to turn for a specific kind of assistance. In certain problem areas, there is nowhere to go for help: e.g. health services and housing - because of the nature of local conditions. U P C. PRIMARY ELEMENTS OF PROPOSED RECORD SYSTEM The primary elements of the proposed social service record system are four in number. 1. Data Bank The Service Center should collect and properly store all the necessary data identifying all possible sources of information and every service and program available to Model Cities residents. This data bank should include comprehensive information about agencies and their programs and services, TJ 'J I categorized into broad general service areas such as medical and dental, education, housing, employment, etc. , and further subclassified for rapid location purposes into specific needs such as clothing, transportation, glasses, -134- �- ■mM temporary housing, job training, job placement, and the like. n The basic infor- mation includes the name of the agency, location, telephone number, personnel 1 contacts, hours, nature of related services, limits of service area, eligibility This data should be under constant requirements, and financial responsibility. i 1 review and updating by personnel qualified to collect, store, retrieve, and maintain information. 2. Referral Services The primary function of the Social Service Center should be that of a 1 referral service through which residents can be assisted in securing necessary and appropriate aid from governmental, community-supported, or private B v institutions or organizations whose services are available in the area. "Referral" is not to be narrowly interpreted to mean merely informing the resident where he may receive assistance. I It extends to identification and definition of the specific problem, choice of the agency most likely to be of greatest and most prompt assistance, transmission of problem data to selected agency, and upon confirmation that service is available, arranging appointments n for resident clients and facilitating the subsequent remedial process. h 3. 1 Follow-up 1 Workable routine procedures should be established for timely and prompt t follow-up at each stage of a case activity to assure that both resident clients and participating agencies perform as planned, and ultimately to record at the Service Center and participating agency the conclusion and results of the case process. I -135- I I I I L£ �____ □ I 4. I- Service Evaluation Procedures, including appropriately simple forms, should be installed to facilitate recording of all information involving a case activity at every stage, including a summary of daily actions. This basic daily log should be designed tj to facilitate ease of compiling weekly, monthly, or demand reports, showing progress made on programs and a basis for evaluating the effectiveness of r> if r i- the service on conditions existing in the Model Cities Area. Lj D. COMPONENTS OF PROPOSED RECORD SYSTEM The basic framework of the proposed Social Service Center record r 'h system includes the ten components, all of which serve a specific function 1 n d • > essential to effective service to the Model Service residents. I ■ s of the ten components, complete with accompanying figure and justifying pur­ pose is presented after a summary listing:1. Alphabetical list of major service categories 2. Service agency cards filed according to major service category 3. Alphabetical file of service agencies showing a summary statement of their major services and eligibility requirements T hl. I 8 I ’ / "> u q A description 4. Alphabetical list of service clue words 5. Clue word agency locator 6. Individual Case Record 7. Service tickler file 8. Appointment confirmation form -136- �Daily service log 9. Weekly and/or monthly service report 10. 1. Alphabetical List of Major Service Categories The overall program of the Social Service Center can be clearly indicated by preparation and maintenance of an Alphabetical List of Major Service Cate- gones in which the Social Service Center is capable of providing service either directly, or through referrals to cooperating agencies (see Figure 1). The analysis and interpretation of data showing the variety of social services ren- dered by existing local agencies (see section 6) provides the basic elements of such a list. Other categories, not currently covered by local agencies, but which are deemed desirable under the Model Cities Concept, should be added. The list should be mechanically produced in a form suitable for distri­ I bution to Model Cities administrators, Social Service personnel, local indepen­ dent service agencies, participating or non-participating, city civic and service J P V organizations, appropriate public officials, Model Cities neighborhood leaders, and other interested individuals or groups. 3 T I The List of Major Service Categories serves the following purposes: i. Places in proper perspective the Social Service Center program in relation to the general mission and policies of overall Model Cities program. 2. Delineates the bounds of Social Service Center activities and provides a basis for determination of priorities as action demands require. 3. Aids independent local agencies or organizations engaged in restricted specialized services to direct clients to the Social Service Center for assistance in matters outside of their specialization. -137- �ALPHABETICAL 1 LIST OF MAJOR general service category I ■ FORM NUMBER J1 fill Figure I SERVICE CATEGORIES �Promotes among the residents of the Model Cities neighborhoods and the general city public a well-defined picture of the Service Center functions. Provides a basic outline for public relations programs. Agencies, Services and Eligibility Requirements A master file should be maintained showing at all times the names of agencies, organizations, or individuals, local or otherwise, which are poten­ tial sources of assistance to Model Cities residents. (A previous section of the Project Report contains a listing of agencies or organizations generally known to the public. ) This list provides an excellent starting point for such a master file, since they doubtlessly provide services required by Model T s Cities residents to a greater or lesser degree. However, as residents be- come accustomed to calling on the Social Service Center for assistance, significant problems may be presented which are not covered by the city-wide or popularly recognized agencies. It is, therefore, important that every effort be made to identify and file the name of all possible sources of c assistance active in the city or elsewhere to fill existing gaps. I- Some of these can be ascertained immediately, while others will be revealed through operating experience at the Social Service Center. The primary purpose of this record file is to provide a data bank on the nature of the operations of service agencies or organizations. The form should 1 be printed, or otherwise produced, on standard stock paper of good quality, preferably 8 1/2 x 11", and filed alphabetically according to agency name in ! I -138- �manila folders appropriately separated by alphabetical guides (see Figure 2). As shown in Figure 2, the form provides information to facilitate classi­ fication of agencies on the basis of services provided, identification of General Service Category, a detailed listing of specific detailed assistance available, eligibility requirements for services, contact names for referrals, and time of service availability. 1 '1 This record is especially useful in identifying a source of assistance by reference to the file of General Service Category Agencies (see Figure 3). 3. General Service Category Agencies This record is useful for immediate identification of all agencies pro­ I viding services listed in the Alphabetical List of General Service Category (see Figure 1). The form should be printed, or otherwise mechanically reproduced, on 3" x 5" index cards, showing the information indicated by Figure 3. One card should be filed for each general service provided by each agency listed in the file of Agencies, Services and Eligibility Requirements (Figure 2), according to the classification of services determined by the Complete List of Services Provided. Thus, an agency which provides more than one of the general ser- vices is filed an appropriate number of times under the various service classi­ fications. Cards for each general service category shall be filed, in separate-sections, each section plainly marked by a separating guide showing the title of the cate- gory, and the separators are arranged alphabetically. 4? -139- Within each category �■) i I T7^ AGENCIES, SERVICES AND ELIGIBILITY REQUIREMENTS Agency Name Address General Service Category City State Zip Phone Sponsor Contact # 1 Address Phone Contact # 2 Address Phone Contact # 3 Address Phone COMPLETE LISTING OF SERVICES PROVIDED (Underscore Clue Words for Service Category) FORM NUMBER Figure 2 �d I J ( CONDITIONS FOR SERVICE Eligibility requirements Financial Requirements — Time Open — Free F lat fee Sliding fee M to M (Days) Waiting Period For Service — Transportation Provided to Place of Service Figure 2 (cont.) �- •> co C) I I 1 r*') o O r ■ 0 ') L j .r;) ' ‘ad nd rd '-•d n,d GENERAL SERVICE CATEGORY AGENCIES I I I General Service Category Name of Agency Providing Service FORM NUMBER Address Phone Contact # I Phone Contact tl 2 Phone Contact # 3 Phone Figure 3 II 1 �section, the cards are arranged alphabetically according to the name of the agency providing the specific category of general service. The usefulness of this record file may be illustrated by a hypothetical case. A resident contacts the Social Service Center, in person or by telephone, for assistance on a problem that cannot be identified more specifically than that it is medical. The Center personnel checks the General Service Category Agency file under "Medical" to identify the various agencies providing such general service. The Center personnel can then take one of two courses of action; (1) Should the Center personnel's experience suggest a particular agency among the cards lifted which could most likely assist the resident, the contacts noted on the file card could be reached by phone for consideration of the problem;; or,, (2) should T the personnel be unable to make a choice from experience, reference to services provided could be made by consulting the Record of Agencies, Services and Eligibility Requirements (see figure 2). 4. I I B Alphabetical List of Service Clue Words Having established a records system to identify an appropriate service agency to aid a resident in cases when the exact nature of the problem I has not been determined (Figures 2 & 3), a system of clue words is recommended to facilitate a quick and exact identification of the specific nature of the assis­ tance required. Clue words are those spoken by a resident during an interview which give more specific and accurate indication of the exact problem and assistance 3 -140- �■ �SERVICE SERVICE CLUE WORD Q I a a 3 3 R FORM NUMBER Figure 4 CLUE WORDS ��FORM NUMBER Figure 5 �r productive course o£ action. It aids in the selection of the most appropriate assis­ ting agency, and through a system of reminders, facilitates follow-ups leading to satisfactory solution of the problem. Finally, it provides in summary form the basic information needed by the Center and Model Cities administration to identify, classify, and evaluate the prevalent nature of problems in the various neighborhoods as well as the effectiveness of programs and procedures. In short, all other records and procedures suggested in this report are but subsidiary aids to the Individual Case Record. The Individual Case Record form (Figure 6) should be printed, or otherwise mechanically reproduced on good quality white paper, size 8 1/2 " x 11", and should be stored in metal locked cabinets. From the moment a particular problem case is initiated, the form should be placed in an "active" file consisting of manila folders and arranged alphabetically according to the name of the resi- dent, properly separated by letter guides. A separate form should be used for each problem presented by a given resident. Once a problem has been resolved, the Individual Case Record form should be so marked and placed in a second 5 B I r r cabinet marked "Case Solved. " If, after all remedial resources have been exhausted and no solution attained, such form should be similarly filed in a separate cabinet marked "Cases Unsolved. " TJ - It is suggested that all information be recorded in pencil. Both sides of this form should be utilized. Ti ■I. n Li -143- The front contains information �Client Last Name First Initial Intermediary (Person or Agency) Address Phone Service or Information Category Address Phone Relationship to Client Date and time of Request M N A Area PROBLEM AND DISPOSITION PROBLEM: (Underscore clue word for service category) REFERAL: REMARKS Agency Referred To Address Phone Contact Person Date Appt. Date Time (REMINDER TO CLIENT THREE DAYS PRIOR) REMARKS Agency Referred To Address Phone Contact Person Date Appt. Date Time (REMINDER TO CLIENT THREE DAYS PRIOR) Date Completed PROBLEM SOLUTION: (Reason if problem is not solved) (Check) - Solved or unsolved Cost to Client $ Signature of Service Personnel Date Recorded on Service Summary Form FORM NUMBER Figure 6 �Type of Contact With Whom Made Purpose Results (Walkin, Phone, Letter) SUMMARY OF SERVICE RECORD Service Category Date filed in Soled File Type Service Rendered Date filed in Unresolved File Date Problem Solved Date filed on Monthly Report Reason Problem Unresolved REMARKS Name Service Personnel �required to define the problem, agency to which the case is referred, the action by which the problem was solved, or reason for failure to solve it, and, desirably, a tab or notation at the top right corner of the form to indicate the MNA area in which the case was located. The rear of the form should be used to record each reminder, follow-up, other steps taken throughout the pursuit of a solution, and finally a Summary of Service record for reporting purposes. 7. Service Tickler File To ensure that action agreed upon and entered on the individual Case Record form is taken at the proper time, including making or confirming appoint­ ments, follow-ups, etc., a tickler file using 3" x 5" index cards should be utilized. The arrangement should consist of a series of twelve guides or folders with the names of the months printed on their tabs, and 31 guides or folders whose tabs are printed with 1 through 31 for the days of the month. The tickler card should be printed, or otherwise mechanically re- 13 produced,to include the information indicated in Figure 7 in order to insure I tl some degree of uniformity. 5 Action to be taken at some future date should be filed according to that date which allows sufficient time to make preparations for, or to take the appropriate action on time. Reference to the tickler file should be the first order of business of Center personnel each day. 8. Appointment Confirmation Form As a part of the follow-up procedure which is so important to an effective assistance program, it is suggested that a routine method be established 'T; 11" r -144- �4 k FORM NUMBER Figure 7 �to assure that any appointments made by or through the Social Service Center be adhered to by both residents and agencies. For this purpose the form shown in Figure 8 is suggested. The form should be printed on 3" x 5" light paper stock in alternate ■:- . colors of white, green, and yellow which are self-carboning, with a convenient number of sets bound into manageable pads. The form should be completed at the time an appointment is made for the client. The white form should be retained by the Social Service agency, the green copy and the yellow copy made available respectively to the client and the agency either at that time, or at a reasonable period before the date of the appointment. The resident can be notified in person or by telephone or mail. In the case of the agency with which the resident has the appointment, the confirmation may be telephoned at the appropriate time, or mailed. In both instances, if the confirmation is given in person or by tele­ phone, the Social Service Center should retain all three copies with an appro­ priate notation that contact had been made, and the action recorded on the follow-up form on the rear of the Individual Case Record form (Figure 6). The Social Service Center copy should be placed temporarily in the tickler file, and a follow-up contact made with the resident and the agency at the u appropriate time to be assured that the appointment was kept, and to be informed of the results. -145. �FORM NUMBER Figure 8 �9. Daily Service Log The purpose of the Daily Service Log is to keep a day to day record of every service action taken by personnel, individually, so that a weekly, monthly, or on demand, inventory of actions can be summarized for administrative purposes. The summarized information will indicate the types of problems and their prevalence in each MNA area, and the Model Cities neighborhood as well, the types of actions taken, and the results in solved or unsolved cases. Each Center personnel handling an aspect of a case on any particular day should make appropriate entries on his individual log form, which are then filed for future consolidation for report purposes. When engaged in a case by personal interview or walk-in, conference with a client or agency, or by telephone, letter, or other means, the Center personnel should enter on the day's log form the general service category involved in the transaction, and the subsequent columns simply indicate the nature of the activity by placing a stroke or check. Before the close of each day's -business,'. each individual adds the action iri each column to show daily totals. 10. Monthly Service Report This record consists of a form based on the classifications of the Daily Service Log, and provides a summary of activities for administrative purposes (Figure 10). -146- �i DAILY SERVICE LOG Name of Service Personnel General Service Category Date Case Initiated Case Referred Appts. Made Followup Case Solved i 'S 1 ,fe> TOTAL 7' FORM NUMBER Figure 9 Case Closed �MONTHLY SERVICE REPORT MONTH OF General Service Category Case Initiated 19 Case Referred Appts. Made Followup Cases Solved g rform number Figure 10 TOTAL Cases Closed �E. SUMMARY The general mission of the Model Cities Social Service Center is to improve the quality of living in designated neighborhoods by assisting residents who need help in resolving problems beyond their individual capacities. Surveys conducted to compile the Project Report indicate that these needs are quantitively and qualitively extensive, a.nd, doubtlessly, will become more so as the operation of the Center proceeds in time. While it i'h certain that Center services will eventually be quite comprehensive, the initial and ultimate scope of activities will be limited by such factors as future changes in the mission of the Model Cities Program, available financial resources, fluctuation in the kinds and number of service needs, and the existence of outside local service agencies willing and able to cooperate with the Social Service Center. It is, therefore, essential that the nature of services to be rendered by the Center be broadly, but clearly, defined, subject to future revision based upon accumulated experience. -147- �APPENDIX A SOCIAL SERVICE AGENCY PROFILE 1. Name of agency 2. Address and Telephone 3. Director or Chief Administrator 4. Person interviewed and Title (if different from # 3) 5. What is the main purpose of your agency as stated in your by-laws ? 6. What kinds of services does your agency render ? Can you list these services in their order of importance or priority? a. I b. c. d, e. ■ tl n; 7. What goals or accomplishments do you seek for each of the previously mentioned services? a. b. £ c. d. e. ■ J £ �Considering the nature of the clients' problems; are these services mainly meeting the: (1) immediate needs (2) ilong range needs, or (3) intermediate range needs of your clients? List separately for each service given in question 6. a. b c. L1 d. - e. jr 9. Does your agency provide services which are not part of the goals stated in your by-laws? If yes, what are these services? ! ? G B [J nu n n j', 10. In general, what is the main orientation of your service objectives? Does it seek: a. prevention b. maintenance c. rehabilitation d. education e. other goals fl H -ii- �How do you measure the effectiveness of your agency in achieving your goals ? Do you receive any information regarding effects of services provided to your clients? If yes, is this information coming from:(check more than one if applicable) .. 13. ei a. staff meeting b. board meeting c. clientele d. other sources In terms of the completion of services rendered to your clients, is your program mainly oriented toward: temporary service permanent repetitive other 14. What is the "target population" that you seek to provide services for? □ n n -iii- �F 15. What is the geographic area served by your agency? ' 1 I r ! 16. What are the clients' "eligibility requirements" in order for services to be provided by your agency? 17. During the past calendar year, approximately how many clients have you provided services for ? T 4' F I How many of these were new clients ? S' $ b. 18. K 19i. jj -' 0 I How many were returnees or previous clients ? What did you do with your "ineligible" clients ? a. Were they referred to another agency? b. Were they referred elsewhere? c. given information d. other How do you inform the community of your agency's services? a. paid advertising b. talks c. spot announcements d. newspaper's articles e. outreach-neighborhood workers f. other -iv- n U �Where are your services given? main office building home neighborhood d. clinic or hospital e. other How many people are employed in this agency? Of these people, how many work directly with clients ? How many work in other capacities ? L’ In terms of occupation and work performed, how do you distinguish your professional workers from your para-professional workers? With this in mind, how many of your personnel are: professional paid employees para-professional paid employees professional voluntary workers para-professional voluntary workers -v- �> i •J n 24. d c.l/ £_■ 25. How many of your professional employees work: a. f ull time b. part time In providing services, does your staff work as: a. individuals b. teams both For each of the services rendered (as previously listed in question #6), approximately what proportion of your manpower is expended on the different kinds of services? Explain if need be. L’ a. b. c. d. e. rT' i ] 27. What is your current annual operating budget? r 7 r -vi- �I 1 1*' ;r 28. Xl P>. 29. How much of this is obtained from the following sources ? a. sectarian b. United Fund c. county d. state e. federal f. client fees g- other Where do your referrals come from? <1 I I a. self referrals b. from other agencies c. from other sources (specify)_ i ; n a in 30. I I fl 1 i l.i < f 31. What kind of relationships do you have with other agencies providing similar services? a. coordinated services b. purchase agreement c. cooperative relationship d. other Who makes policy decisions for your agency? 1 A '0, ■ < I r 1 -vii- �J r 3 tr 32. What kind of relationships do you have with governmental agencies ? a. local b. state c. federal t-u’ e 33. What do you see as the main problem (or unresolved social service) of the community? r. & 34. a. How severe is it? b. Does it deserve a priority in dealing with it? Are you aware of any gaps in services or areas of neglected needs in the community? r -viii- La �Would your delivery system function better if you had more: financial help u personnel other Name of Interviewer Date of Interview -ix- �APPENDIX B CONSUMER PROFILE You are to ask the interviewee if he has any problems or if he knows of any problems in the community. category and check. If he spontaneously responds, find the appropriate On any question to which the ‘interviewee responds, ask him if he thinks the problem is getting "better", or "worse", or remaining the same", and mark the appropriate box. For any questions not spontaneously answered, ask him, "Do any of these present personal problems for you?" In some cases, questions may need a short explanation, e. g. what is the health services project as proposed by the Welfare Planning Council. ASSURE THE INTERVIEWEE THAT ALL INFORMATION VOLUNTEERED WILL BE HELD IN STRICTEST CONFIDENCE. Immediately after leaving interviewee's home, write on the back of this questionnaire any comments of. the interviewee which are revelant to community social services but not specifically brought out in the questionnaire, e. g. , the physical condition of home, does respondent seriously want to become involved in Model Cities programs, number of people living home. .. ? of special services, and what kind, etc. Is respondent in need Make these comments short and to the point. CODE: Sp = Spontaneous B = Better W = Worse S = Same �I I Date Interviewer t 1. Name of Interviewee Address 2. J 3. Marital Status M P 4. Number of Children 5. House d n E - 6. 7. , a a a. Own b. Rent c. Mortgage d. Land Contract S College b. High School c. Grade School Employment a. Place b. Position 8. Religious Background 9. Nationality ft -xi- i I ' r W Ages Educational Background a. D �1 Personal Community w s Sp B Have.you ever sought an agency for an addiction problem? Yes Sp B W s ADDICTION ( Narcotics) No What agency? How did they assist you? c. What did you like most about their services? d. What did you dislike most about their services ? When did you last talk to this agency? For what reason? Were they helpful? Yes No -xii- J �■TT u t r Personal Community Sp V B w s Sp B aged pa,' L’ I pi a 1. Are you receiving any service at the present? a. What agency? b. How did they assist you? c. What did you like most about their services? d. What did you dislike most about their services? e. When did you last talk to this agency? f. For what reason? g- Were they helpful? Yes I I « Y es -xiii- No No w s �Personal Community w Sp B Are you receiving services of an agency at the present? Yes S W S ■5 pchildren 1. a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? e. When did you last talk to this agency? f. For what reason? g- Were they helpful? Yes CP -xivfJ'- I No No �Personal What did you like most about their services? What did you dislike most about their services,? When did you last talk to this agency? For what reason? Were they helpful? Yes -xv- No �Community Personal EDUCATION 1. Yes Are you receiving a service at the present? What agency? How did they assist you? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes ft. -xvi - No No �C ommunity Personal W S HEALTH . Sickness or Ill Health, Finding Doctors, Clinics or Hospitals Has there been a need for you or members of your family to seek health services? Yes No Was it a hospital, doctor, clinic or program? Name What kind of service did you seek? What did you like most about the service? What did you dislike most about the service? Did you seek their services again when necessary? For what reason? Briefly tell me if they were helpful or not. •rn i il U I -xvii- �Personal C ommunity B Sp w S Sp B W HOUSING Having a Decent Place to Live Did you seek the services of any local agency to find a place to live? Yes No What agency assisted you? Who referred you? What services did they provide? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency ? g. For what reason? Briefly tell me if they were helpful or not. -xviiii1 ' /- S �Personal C ommunity B Sp W S Sp B W S JOBS Finding Decent Jobs 1. Have you ever sought the help of agency to find a job? a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? f. For what reason? g. Were they helpful? Yes -xix- - No Yes No �Personal Legal Matters, Courts, and Finding Lawyers Have you ever sought this agency for legal matters? a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes ■ -XX- No Yes No �Personal Community PUBLIC services Are you receiving any service at the present? Yes What agency? How did they assist you? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes 0 Ig -xxi - i fl) No No �— Personal Community Sp B W S Sp B W recreation Parks, Playgrounds; Programs for Children fc Teenagers 1. r Have you ever sought any agency for a specific program? Yes a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? .7 /!' f. For what reason? g- Were they helpful? Yes < IZ a 8 -xxii- I flU *1 j No No S �Personal Community B W s Sp B TRAINING Getting Training for Better Jobs Have you ever received job training to improve your job skills? No Yes :: a. What agency provided the training? b. What kind of training was this ? Did this training help you to find better employment? £ Yes No d. What did you like most about their service? e. What did you dislike most about their services? f. Has there been a need to contact this agency? g- For what reason? h. Briefly tell me if they were helpful or not . -xxiii- W S �I * Community Sp B W s Personal Sp B W S WELFARE Social Workers and Investigators not Giving Needed Help Are you receiving this kind of service at present? Yes What agency ? What kind of service(s) are they providing? What do you like most about their services? What do you dislike most about their services? When did you last talk to this agency? For what reason? Briefly tell me if they were helpful or not. -xxiv- No �■■ APPENDIX d demographic profile ATW ApPENDix ne sw SE c IT Total % ,aa ^7 68 C L^ATCHING ' ACENCYTo sbrvicb/problem TO Addiction Aged Vets. Pen. Social Sec. R. R. Pen. Model Cities Children Catholic Youth Charity Education Food Smith School Stamps CEO Child Welfare Blind Assoc. United Rehab. Asthma Assoc. Girl Scouts Head Start Model Cities CYC -1 Category Consumer d.p.a. Head Start Kings College Health Gen. Hosp. Clinic Housing Redev. Auth. Jobs B-E.P. C.E.P. Legal SjbHc_Service Recreation Legal Aid Ambulance Carbage Mercy Hosp. Model Cities Priv. Counsel Streets Medi­ care Family Police Service WilkesBarre Public Schools Blue Cross Sanitation Public Defend. S.P.C.A. Smith School Kirby Health Center Tutor ial Family Doctor YMCA Model Cit. Elk Club Slattery Lounge Jewish Center Wyoming Valley Hosp. Nesbit Hosp. Blind Assoc. -xxv- Welfar Mary- Dept, wood of Coll. Public Asst. WIN. Wik RCA Voc. YWCA Wilkes Coll. Boy Set. ECPI 4-H Prog. T£ng. Public Health Nurse ��I APPENDIX G appendix E tabulations of pERn ■ ■c'XTr'TTr.q ErceptiONs 0-F commumty s1Tuations. B IT E NW T SE T C E SW R NE Total % 1 0 4 2 0 4 11 3% 1 0 3 4 7 29 44 25% 4 3 5 2 4 3 21 7% 30 26 43 15 13 14 141 43% 10 11 8 4 15 21 69 27% 7 0 11 4 16 34 72 41% 12 9 11 4 14 14 64 22% 14 20 16 7 7 24 88 27%> s IT NW 8 4 16 4 6 10 48 15% 21 24 NE Total % Total of 536 333 62% 20 1 3 5 6 2 3 20 8% 12 16 10 7 6 9 60 19% E SW 39 19 55 24 10 64 211 71% Health 9 40 15 10 56 166 65% 62 46 49 23 29 65 274 82% “c 36 8 0 13 14 9 15 59 34% Educ. 34 1 33 22 6 53 149 47% WIT o NW RSE S C ESW NE Total % A SE Cons. Child Addict 16 9 15 22 107 34% 316 59% 255 48% 175 33% 326 296 61% 55% J 3 13 7 11 43 97 30% fl I l/fl Housini 9 9 13 11 4 25 71 20% ... J obs Legal Pub.Serv. Recreat. 20 13 22 10 3 42 110 36% 24 0 17 7 8 36 92 43% 33 3 26 11 5 34 112 31% 58 27 47 33 17 38 220 60% 34 15 23 12 8 14 106 35% 7 0 7 3 2 4 23 11% 14 8 13 4 10 22 71 20% 12 8 20 12 8 26 86 28% 362 68% .. -XXV11- Training Welfare Total 27 9 38 9 8 41 132 42% 43 18 41 17 4 38 161 62% 28 2 28 16 7 45 126 46% 322 86 343 165 85 496 1,497 19 24 22 15 9 24 113 31% 24 7 20 19 12 13 95 30% 5 1 3 5 2 1 17 6% 9 11 8 9 12 16 65 24% 266 179 245 153 123 233 1, 199 8 10 18 6 13 42 97 46% 31 22 26 9 18 30 136 38% 10 16 13 11 10 30 90 28% 7 9 14 5 15 33 83 32% 13 17 21 6 9 15 81 30% 167 158 203 85 156 323 1, 092 361 261 272 212 317 302 67% 59% 49% 51% 56% 40% i J ) �APPENDIX G APPENDIX f TaBULations OF perceptions OF PERSONAL situation Addict B IT E NW T SE T C E SW R NE Total % 3_ 7 4% IT W O NW R SE S C SW E NE Total % 16 1 4 15 11 54 101 62% IT s NW A SE C M E SW NE Total % Resp. Total % of 536 1 1 2 9 29 5 2 10 55 34% 163 30% Aged 26 1 Child 99 24 1 5 9 5 54 98 46% 56% 5 3 2 3 12 2 55 8 34 16% 16 33 7 8 20 84 39% 217 40% 5 2 7 2 13 29 21% 1 6% 2 3 4 28 38 28% 5 5 7 5 6 Cons. 3 2 3 10 27 3 10 21 19 4 8 33 __ 66 69 38% 51% 174 32% 136 25% Educ. Health Housing 25 1 10 14 15 6 4 8 4 43 115 75 60% 34% 5 2 2 2 3 17 9% 18 4 7 9 8 13 59 27% 10 1 31 5 8 __14__ 14 4 36 7 3 22_ 69^ 31% 201 37% Legal Pub. Serv. Recreat. 86 39% 220 4-1% 6 5 2 22 42 18% 41 16 32 15 21 5 5 1 2. 4 8 8 1 15 6 2 9 33% 4 42 82 40% 40 75 43% 12 2 40 73 41% 16 1 7 10 4 9 47 23% 1 1 2 135 22 1 56 2 5 13 8% 8 2 9 11 3 26. 59 25% 10 1 27 27 1 26 39 63 32% 22 7 32 111 48% 17 1 7 7 8 12 52 26% 6 6 3 6 1 34 5 6 24 76 33% 229 43%> 1 33 11 5 27 83 42% 198 _ 37% -xxxii- 3 29 54 34% 4 1 1 5 8 42 93 58% 160 30% 30 79 6 11 29 100 42% 238 44% 9 23 8 6 29 75 37% 204 38% -XXVT.il- r< Training Welfare Total 13 1 60 3 6 Jobs ’ 3 3 4 1 10 6% 7 1 37 4 9 32 90 51% 16 3 3 5 8 18___ 37 21% • 10 32 3 7 16 68 38% 175 178 33% 33% 213 5 70 100 33 470 891 36% 97 66 212 588 24? 134 10 387 73 91 319 1,014 41% 2,403 �■ APPENDIX G SOCIAL SERVICE AGENCIES SERVING MODEL CITIES NEIGHBORHOOD AREA Alcoholics Anonymous American Cancer Society American Red Cross Wyoming Valley Chapter Arthritis Foundation Eastern Penna. Chapter, Luzerne County Unit Boy Scouts of America Penn Mountains Council Bureau of Employment Security Commonwealth of Pennsylvania Bureau of the Visually and Physically Handicapped Commonwealth of Pennsylvania Bureau of Vocational Rehabilitation Commonwealth of Pennsylvania Catholic Social Services of Wyoming Valley Catholic Youth Center of Wyoming Valley Children's Service Center of Wyoming Valley Commission on Economic Opportunity of Luzerne County Concentrated Employment Program Council House Crippled Children's Association of Wyoming Valley National Cystic Fibrosis Research Foundation Anthracite Chapter i -xxviii- —- --- r �Family Service Association of Wyoming Valley National Foundation - March of Dimes Wyoming Valley Chapter Georgetown Settlement Association Girl Scouts Penn's Woods Council Project Headstart Heart Association of Northeastern Pennsylvania Home for Homeless Women Homemakers Service of Luzerne County Jewish Community Center of Wyoming Valley Jewish Welfare Agency Kirby Memorial Health Center Legal Aid Society of Luzerne County Legal Services Association of Luzerne County Lutheran Children's Bureau Luzerne County Agricultural & Home Economics Extension Association fl I Luzerne County Association for Retarded Children Board of Assistance Commonwealth of Pennsylvania Luzerne County Federation for the Blind Public Health Center Commonwealth of Pennsylvania Bureau for the Aging Luzerne County -xxix- ■ J I "I �Adult Welfare Services Luzerne County Institution District Child Welfare Services Luzerne County Juvenile Court Luzerne Coucty Probation Office, Adult Division Luzerne County Domestic Relations Division Luzerne County Veterans Affairs Bureau Luzerne County Mental Retardation Program Mercy Hospital Multiple Sclerosis Society Muscular Dystrophy Association National Polio Foundation Wyoming Valley Chapter Nesbitt Memorial Hospital Pennsylvania Association of the Blind Wilkes-Barre Branch Pennsylvania Department of Health, Region II Pennsylvania Veterans Commission 0 Planned Parenthood Association of Luzerne County Regional Office Department of Welfare Retreat State Hospital -xxx- �Sutton Home for Aged and Infirm Men Tuberculosis Society Wyoming Valley United Cerebral Palsy Association of Wyoming Valley United Rehabilitation Services, Inc. Valley Crest County Home Veterans Administration Veterans Administration Hospital Visiting Nurses Association Wyoming Valley Wayside Mission White Haven State School Wilkes-Barre General Hospital Wyoming Valley Council of Churches Wyoming Valley Hospital Young Men's Christian Association Wilkes-Barre Young Women's Christian Association -xx.xi- �1 ' ■! i �CLUE WORDS (CONTINUED) M handicapped persons health health education health information heart home economics education homeless women home patients home teaching’ hospital admission hospitals mental disorders mental health mental health education mutiple sclerosis muscular distrophy N needy neglected and orphaned children nursery school nurses nursing care elderly nursing homes I immunization income maintenance indigent persons individual infirm injustice O obstetrical treatment occular treatment occupational therapy orthopedic J P job orientation programs jobs juvenile juvenile delinquents Pap smear test parenthood parole physical fitness physically handicapped physical therapy polio (infantile paralysis) poor prevention of blindness preventive medical services probation professional education programs psychiatric consultation to schools psychiatric help L legal legal services M marital hearings medical diagnosis medical equipment meeting place ..xxxiv'r- �CLUE WORDS P (CONTINUED) U psychiatric social workers psychological psychological psychiatric disorder p sychother apeutic public education unemployment compensation unwed mothers V R recreational Red Cross rehabilitation religious remedial education to deprived children retardation programs retarded children rheumatic fever rural government S scholarships scouts senior citizens services sheltered employment social activities social security social security payments social workers speech disorders spiritual surgical treatment veterans Vietnam bonus visually handicapped vocational counselling vocational information vocational placement vocational rehabilitation vocational training - general W welfare welfare delivery systems work-study programs Y youth youth education T training transportation tuberculosis -XXXV — �10001515ge I I I I I I I J. j 4:‘>-. < ♦ . i/ □ n ! f r hr, J r 1 �1 n ! 0 1 I 3 ! 1 i - ■? i*s‘ L-L 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 Health and Welfare in the Model Cities Neighborhood, 1971 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 1971 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/0364753e95d86af68ade00dcde893789.pdf f91634da0cadcb46646761b1f89c64ef PDF Text Text rp ! n MMM ffiPMT I rC ' r i r JS1543 1552 1971 WILKES COLLEGE r b WILKES-BARRE, PENNA. �ANNUAL REPORT I (to L p --------------------------------- -| I- 197 1 EUGENE SHEDDEN FARLEY LIBRARY ' | L 1933 F WILKES COLLEGE, WILKES-BARRE- PA. 1 [n In li h ■ I I I c t I Is ' INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �ARCHIVES �6 r‘ I - ', tl 3 J I $ li li ■ i 1 3 3 i il I I ;i fl •J * d 1 �FOREWORD I The Institute of Regional Affairs, first organized in 1951 as the Institute of Municipal Government, has just entered its twentieth year of 8 •J service to the College and to the Community. At the close of each year ending on the thirtieth of June an Annual Report has been submitted by its Director to the President and the Board of Trustees to review and summarize its performance. Its content and form have undoubtedly changed as the Institute matured with experience, but its primary purpose remains the same 0 ' fa a 3 8 1 I 8 1 8 I - to provide the custodians of the College's destiny with tangible criteria to evaluate attainment of declared objectives and to reiterate or establish policies designed to the philosophy of the College. Responsibility for the compilation of the report has been the Director's. The preface or foreword of previous reports reaffirmed "the credence that the Institute supports the processes of change in Northeastern Penn­ sylvania which have become the basic concerns of the leaders of the region". The content of each evidenced the Institute's contribution to the College's overall participation in support of productive change throughout the area of its influence. This Nineteenth Annual Report, covering the period July 1, 1970 to June 30, 1971, repeats the affirmation and adheres to the traditional criteria for selection of content. Beyond this point, this Annual Report differs in many respects from its predecessors, but particularly in the lesser comprehensiveness of the i 'i -iii- �B treatment of the Institute's total performance. i The sudden and tragic death of Dr. Mailey, late Founder and Director of the Institute, who alone knew every large and small detail of IRA's operations, placed upon the individual staff members responsibility for completion of projects known to have been IJ 110 initiated by him. This has been, and continues to be done. search of notes and files, as well as comparisons of personal recollections by members of the professional and clerical staff, the latter have grave J doubts about the completeness of the Report content. 3 occur, the staff accepts full responsibility. .B Despite careful Should any omissions content in the conviction that the contents of the Report on this year's activity under Dr. Mailey's brief leadership and direction are more than sufficient to warrant pride and satisfaction. Whatever accomplishments of the Institute were achieved prior to the Director's passing are attributable mainly to his personal dedication, 3 initiative, and competence. Work completed thereafter would have been even more taxing than it was without the sympathetic understanding and personal cooperation of President Michelini and Dr. David Leach, Chairman 1 S of the Division of Social Sciences, who gave the leader less professional staff direction with freedom. The College should not overlook the contribution of the many individuals and agencies outside of the College family who assisted with various programs throughout past and present year. I -iv- Special mention is �1 1 warranted for the Department of Community Affairs, the Public Service Institute of the Department of Education, county and local directors of Civil Defense and others who bore such a large share of the instructional load in the highly successful In-Service Training Program. Above all, perhaps, most appreciation belongs to those hundreds of individuals who I have become friends cf Wilkes as voluntary participants in IRA activities. I Walter H. Niehoff ■J Philip R. Tuhy A Associate Directors J 1 7J I 0 J 1 1 II 1 l>\ 4 �I I I table of contents page dedication 'Ji n FOREWORD iii 1 PART I: EDUCATION A. i JR 111 B. ■I In-Service Training 3 Short-Course Program 1970-71 4 Growth of Short-Course Program 5 Community Service Program 12 Title 1 Program 13 Mental Retardation Seminar 15 Tenth Annual Community Growth Conference 17 Reading Excellence Attainment Development 19 Non-Graded Instruction 20 Annual Awards Dinner 22 171 14 Li J J 7?: J I PART II: INFORMATION A. ,ri 1 1 24 IRA Newsletter 25 Newsletter Distribution 26 B. LIBRARY 28 C. HORIZONS-The Pennsylvania Magazine 29 30 PART III: CONSULTATION Representative Consulting Service 36 PART IV: RESEARCH .7 7 Published Research Projects 1970-71 1 11 I il 32 - VI - 38 �1 43 45 47 LIST OF TABLES J INCOME AND EXPENDITURES 1962-70 48 II. FINANCIAL SUMMARY 1970-71 49 III. INSTITUTE BUDGETS 1970-71 and 1971-72 50 IV. TITLE I PROJECTS 1966-72 51 a i -vii - �11 Hi i I « I I iy f'l I I PART I 3 EDUCATION 1 I i �1 1 i I ill _ dill I J J ■ I., EDUCATION The quality of local government can be no better than the quality of its elected and appointed officials and its employees. The Jacksonian view that the work of government is so simple that practically anyone is capable of doing it has completely lost any validity it may ever have had. The demands on local government have grown in number and complexity with the urbanization of the nation and simple "handy-man" methods are no longer adequate to solve the J pressing problems of municipalities-large or small. '1J limitations relating to elected and appointed officials have become too extensive i Statutory requirements and and complicated to be known and understood without deliberate and guided study. The modern demands for high quality of multiplying municipal services calls for more sophisticated work methods. Thus, in the final analysis, the quality of local government depends upon appropriate knowledge of duties and responsibilities and 3 1 I I technical competence. Unfortunately., officials and job holders are still left largely to their own devices to gain the knowledge and develop the technical competence required. There are, of course, no training schools as such for public officials and municipal employees in Northeastern Pennsylvania. Few local units provide even a modicum of formalized and organized training for employees. The Institute of Regional Affairs, therefore, seeks to fill this crucial need for education and training by providing a broad range of short courses, seminars, and conferences pertaining to urban problems. These are all intended to broaden and improve the -2- �Hil [iil I awareness and understanding of urban problems and thereby to assist in the develop­ ment of enlightened leadership in the region. The Institute assists both lay and govern- mental leaders and employees to discharge their responsibilities and master complex problems under academic auspices. Technical training is becoming increasingly important in many technical, semi- .1 'I 1 •I technical, and para-professional positions. The Institute provides such training tp- portunities through its growing short course program offered in cooperation — Public Service Institute of the Pennsylvania Department of Education. part, instructional compensation for these courses is paid by the -ublic Service In­ stitute. Other courses deemed of value by IRA, but which do net fall in the state" = program, are financed with funds made available tv-rv-g- me College. Seminars and conferences on a wide range of topics region are held throughout the year, utilizing the special talents cf members cf the faculty and individuals outside of the college having spe. activities extend the range of the educational program beyond government general public. A. In-Service Training Goals The In-Service, or short course, Program of the Institute is based upon the assumption that training is not only directly beneficial to the individual, but as well to the municipality which he serves. -3- Its objectives are: �To develop the special skills required for effective and efficient performance of job duties; To update knowledge of changing needs and methods in specific job areas; To stimulate an awareness of the contribution of the individual's job to the total effort of the department and government as a whole; and, To prepare the individual for other duties (his next job), and when appropriate, develop his capacity for a different job of higher grade and responsibilities. Short-Course Program 1970-71 Course completions in the 1970-71 term reached a new high. Certificates of Attainment, awarded by the Public Service Institute, were earned by 689 local officials and employees. . Seventeen instructors, drawn from the College and the community, taught the following 18 courses which ran from one to 15 two-hour sessions: Course Completion 1970-71 □ V n U ny Number Completions Course Instructors Advanced Assessors Thomas Garrity Advanced Communications Albert Spunar Advanced Secretaries Walter H. Niehoff Ambulance Attendant Anthony Broody 131 Auxiliary Police Walter E. Wint 36 16 9 13 Hi ■ p ■ 1 ' �Course Completion 1970-71 CONTINUED a J Civil Defense Operations Nicholas H. Souchik 14 Collective Bargaining Atty. David Koff 20 Fire Apparatus Maintenance Raymond McGarry 19 Fire Ground Strategy B. J. Gross Light Duty Rescue (Hazelton) Thomas Bast 25 Light Duty Rescue (Wilkes-Barre) B. J. Gross 24 Medical Self Help Anthony Broody 63 Principles of Urban Renewal and Housing Philip R. Tuhy Edward Heiselberg 35 Public, Works Equipment Management Robert Betzler Leo Corbett Radiological Monitoring John Sulcoski 89 Small Arms John W. Lowe 7 Township and Borough Auditors E. Cleaver Geist 139 7 27 689 "1 -J n ■ | Growth of Short-Course Program The Short-Course Program was initiated in 1951 by the. Institute of Municipal Government. A course for Borough Councilmen was the only offering, and 29 individuals received certificates of completion. In the ensuing years, the number of offerings, number of participants» and the geographic'area served, have all '• 1 I ,I lj II �grown consistently. Initially, the participants were virtually all from the im- mediate Wilkes-Barre area. Today, most enrollees are residents of Luzerne and Lackawanna counties, but each year an increasing number enroll from other counties in the Northeastern Region, and a few from counties beyond. In the nineteen years in which the Institute has conducted this program, 4,429 officials and employees have completed short courses, and have thus received significant training of value to themselves and their municipalities not otherwise available. This growth is indicated by the following graph: H ifl 1 0 1 0'J 0-6- ��In the nineteen years of the Institute's In-Service Training Program, 160 courses were conducted. The list below indicates that of this total, 97 were primarily in the area of public safety, and 63 were designed for various public officials. Course Completions 1951-71 'Ll mi H B i !n Year Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 1960 90 1961 157 C our s e Certificates Awarded Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commisioners Magistrates Borough Secretaries Advanced Police Councilmen Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries -8- 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 �Course Completions 1951-71 1962 231 1963 119 1964 189 1965 184 1966 415 F1 (2) CONTINUED 31 11 8 15 12 20 19 11 35 15 33 21 25 15 18 10 13 17 21 59 12 23 18 15 38 28 37 18 78 6 12 23 15 20 25 5 11 28 31 23 17 5 Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Z oning Highway Maintenence Eire Administration Penal Code Planning School Directors Intoxication and Law Enforcement Assessors Basic Police Report Writing Fire Fighter Instructors Personnel Supervision Municipal Fire Administration Small Arms Magistrates Youth Control Rural Assessment School Directors Small Arms Township Supervisors Arson Detection Criminal Investigation Fundamentals of Fire Fighting Magistrates Fundamentals of Fighting School Law Assessors Magistrates Small Arms Hydraulics Zoning Community Planning Penal Code Basic Police Principles of Inspection Magistrates Assessors Shelter Managers -9- �Course Completions ffl 1967 440 1968 555 i rcr rr- II ]? 1951-71 (3) CONTINUED Civil Defense Adult Education 7 18 Basic Rescue 20 Civil Defense for Local Government Civil Defense for Local Directors 16 Light Duty Rescue 20 44 Radiological Monitoring Auxiliary Police 83 Fundamentals of Fire Fighting 92 22 Radiology 10 Radiology Monitoring Criminal Law 56 Councilmen &: Commissioners 9 Civil Defense for Local Government 37 Auxiliary Police 43 Control Center Operations 28 Fundamentals of Purchasing 5 Light Duty Rescue 49 Shelter Management 9 Small Arms 9 Medical Self-Help 57 Rural Assessment 6 Basic Police Procedure 14 Fire Ground Attack 21 Fundamentals of Fire Fighting 43 Civil Defense Management for Local Directors 22 Advanced Police Course 38 Minor Court Procedure 36 56 Auxiliary Police 26 Civil Defense for Local Government 53 Basic Communications 30 Basic Police Procedure Fundamentals of Fire Fighting 69 15 Hydraulics 18 Light Duty Rescue 5 Police Administration 12 Principles of Assessing 136 Medical Self-Help 26 Radiology 7 Report Writing 28 Small Arms 'IP I1 -10m �B T" i U Course Completion 1951-71I (4) CONTINUED 1969 496 Advanced Communications 21 Arson Detection 45 Auxiliary Police 45 Basic Communications 17 Civil Law 21 Community Planning 3 Control Center Operations 13 Fundamentals of Fire Fighting 115 Hydraulics 16 Medical Self-Help 56 Light Duty Rescue 27 Principles of Purchasing 11 Radiological Monitoring 29 Rural Assessment 35 Small Arms 12 Street & Highway Maintenence 8 1970 476 Appraisal Techniques I-IAAO 12 Auxiliary Police 24 Basic Communications 27 Borough Councilmen 11 Fire Inspection and Prevention 38 Light Duty Rescue 19 Fundamentals of Fire Fighting (Laflin) 44 Radiological Monitoring 24 Medical Self Help 17 Radiological Refresher 46 Principles of Industrial Assessing 16 Small Arms (Public Service Institute) 10 Small Arms (National Rifle Association) 15 Traffic Accident Investigation 22 Wastewater Treatment Operation 31 Zoning Law 62 Fundamentals of Fire Fighting (Lehman Twp.) 15 1971 Total 689 r, 4429 1 -11- �B. Community Service Program All energies of the Institute are oriented toward service to the community. Some activities provide this service indirectly to the community at-ifcarge by training and informing local government officials and employees. 1 I Other activities serve the community directly by providing local leaders and interested citizens with learning opportunities through personal participation. The title of this sec- tion of the Report deals with the latter type, and includes conferences, seminars, ■ I M special ddministfratiire studiesrand guidance, and special instructional programs provided by various College departments. The College, of course, has made varying financial commitments over the 0 years in all of these activities . self-supporting. In general, however, they are wholly or partially Income is derived from admission fees, revenue producing con­ ■ tracts, and various types of federal and state grants, such as Title l of the Higher Education Act. Though Wilkes is a small college, it has received considerable support from this latter source, largely through the personal efforts of Dr. Mailey. The future potential of this program for financial support of the Institute's projects is encouraging . However, the Act places limitations on the types of projects eligible, which means that many of the projects must be financed wholly or in part by the College. For this reason, the general provisions of the Title I pro­ gram should be reiterated. -12- �The Title I Program is designed to bring the resources of the colleges a and universities to bear on significant community problems on a state-by-state basis. It provides federal matching funds to colleges and universities for com­ munity service programs to assist in solving such problems. a Federal funds must be supplemented by funds, either actual cash or inkind services, provided by the institutions. The program is administered by the Department of Education of the Commonwealth, which is the designated Title I Agency, and project grants I T1 are recommended by an Advisory Council ( on which Wilkes is represented by Thomas Kelly) and must receive final approval of the Department. In terms of the Act, community service programs means any educational program, activity or service, including a research program, or a university extension or continuing education offering, which is designed to assist in the solu­ tion of community problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. ! Title I emphasizes the use of higher education to solve community problems, 8 is flexible, in that it permits each state to define its community problems and how resources are best to be utilized, and is broad since it permits programs for both private and public sectors. As has been customary, the following summary of past Title I programs conducted by the Institute is submitted to present an overall and continuing picture of the extent of this activity: �I J il'i Title I: Title 1966 Regional Policy and Goals Principles of Purchasing Community Leadership Joint Communications System Community Leadership Dynamics of Regional Affairs Community Leadership Transportation of Low Income (on-going) Middle Management Seminar I 'T 1 ‘ I 1967 1968 I TO 1969 8 - I ® il Type of Participants Year Number of Participants Public Officials 17 Public Officials 15 Community Leaders 24 Public Officials 75 Community Leaders Social Science Teachers 22 30 Community Leaders Public Officials and general citizenry Industry 28 20 46 It should be noted that the number of programs approved and conducted has varied from year to year. During the year 1970-71, the only Title I program was a Seminar for Parents of Retardates, which is described below. I 'T Three programs have been approved for the year 1971-72, and are now in preparation. Approved Title I Projects I 1971-72 Title I Regional Approach to Local Governmental Problems Federal Funds $ 5,010 s I -14- H ■ Matching Funds Total Cost $ 2,505 $ 7,515 �8 a S (J ci Title Federal Funds Matching Funds Total Cost Training Program for Parents of Retardates and Young Volunteers (Cooperative with Marywood College) $12,788 $6,394 $19,182 5, 980 2, 990 8, 97 0 J Physical Rehabilitation for Nurses (Cooperative with East Stroudsburg State College) The extensile narrative above on Title I projects and their financing should not be interpreted to suggest that these projects rank highest in the In­ H 8 stitute's other community service programs. Far more is done in programs sponsored and administered directly by the College without governmental financial support as the descriptions below will indicate. Following, then, is a summary of the major community service programs conducted by the Institute during the year 1970-71: L 1. Mental Retardation Seminar �The seminar consisted of ten monthly sessions which were held in lb 1 J Stark Hall. Formal remarks: of sp’eaker s are in prbce&S of publication. Attendance reached as high as 125, but Certificates of Attainment were presented to 36 parents and volunteers who met the required standards of participation. ? The program follows: J Date Topic Speaker Sept. 23,1970 Causes of Mental Handicap Dr. Kurt Hirschorn Oct. 14, 1970 Diagnosis & Assessment Joeseph Kanner Nov. 11, 1970 Parents of the Retarded Child Dr. Milford Barnes Dec. 9, 1970 Role of the Physician Dr. John Bartram Jan. 13, 1970 Institutional Care for for the Retardate- Dr. Donald Jolly Feb. 10,1971 Home Training for the Mentally Retarded Franciska Maljovec Mar. 10,1971 Role of the School Dr. Ignacy Goldberg Apr. 14, 1971 Ministry and Mental Retardation Panel: Rev. E. L. Shelling Rev. M. N. Raymond Rabbi A. Sheingold nlb May 12, 1971 Legal Concerns of Retardation Atty. Dennis Haggerty 10 June 9, 1971 What the Future Holds? Dr. Gunnar Dybwad 1 13 I I E i id T? i: -16- �I n The rationale was that new concepts must be tried to replace as far as possible the emphasis on custodial care for retardates, and that the sum total of environmental conditions mupt be considered in order to help there-' tardate learn to function semi-autonomously by way of contacts with the larger social system. The objective was to teach parents, as well as non-related vol­ unteers, how to help the retardate in the home and community environment. 2. Tenth Annual Community Growth Conference The theme of the Tenth Annual Community Growth Conference held on tl September 30, 1970 was " Goals for Human Needs. " I nil 0 The program follows: ■J GOALS FOR HUMAN NEEDS "Goals for Human Needs Henry Walkowiak NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE "A New Approach to Health & Welfare Priorities "Planning at the County Level....................................... "Social Welfare at the Community Level.................. 0 NEW CONCEPTS IN HOUSING "New Concepts in Housing "New Concepts in Modular Housing, "Non-Profit Housing Corporations. -U ■ B Francis E. Moravitz Jack W. Croes , Raymond Condo LUNCHEON H. Gordon Council, Jr. "Operation Breakthrough, i '' . . Robert C. MacGregor , . Harold Sherman . . James E. Reynolds -17- �n LI DISCUSSION GROUP SEMINARS R U I ,1 !i m J J Ph.1 i J I 8 ! B Address Tom Bigler, News Director WBRE-TV The success of the Conference is evidenced by the attendenc e of the 180 participants. SPONSORS David Walker Associates Easter Seal Society of Hazelton Area and Carbon County Economic Development Council of Northeastern Pennsylvania Family Service Association of Wyoming Valley First Federal Savings and Loan Association Franklin Federal Savings and Loan Association Greater Hazleton Chamber of Commerce Greater Nanticoke Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Chamber of Commerce Hanover National Bank Junior League of Wilkes-Barre Luzerne County Housing Authority I Luzerne County Redevelopment Authority i!f] National Association of Social Workers -n Northeastern National Bank Northeastern Pennsylvania Heart Association, Inc. Redevelopment Authority of the City of Scranton Redevelopment Authority of the City of Wilkes-Barre ?n u Wilkes-Barre Housing Authority WNEP-TV -18- �3. Reading Excellence Attainment Development R. E. A. D., or Reading Excellence Attainment Development, initiated in October, 1970, and continuing into July 1971, is a reading clinic designed to improve the reading skills and related and supportive language arts of elem­ entary and secondary school children. The academic year program, started in October and completed in May, consisted ofthiirty Saturday morning meetings held at the College. The summer program, begun after the close: of school and ending in July, covered five weeks with morning sessions Monday through Friday. Tuition was $125.00 per session. Individualized instruction and guidance for each child is the core of the general program. Each phase of the course is designed to attempt to correct known deficiencies and/or generally strengthen the child's ability to read well. The instruction ranged from basic auditory and visual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities were developed and applied by staff instructors under supervision of J. George Siles, Assistant Professor of Elementary Education, Reading, and other Language Arts. Each instructor was limited 1 to only one to three children during the academic year and to only two children during the summer session. The child's individual program was determined on the basis of testing for capacity, personal adjustment, and reading level. -19- �Ifil I j ■ Hi . - ill 4. ;l i n I n~' • j Hl This community service program is in the form of a contract between the Institute of Regional Affairs and the Pittston Area School District to . initiate a long-range program to replace the traditional grade system of instruction with non­ graded instruction which will permit each pupil to 11 advance according to his own ability. The District proposes to move in the i direction of eliminating the ineffective mass movement which holds back u n Non-Graded Instruction- Pittston Area School District the able pupil and deprives the less able of needed individual instruction and instituting individual progress without regard for school grading. 'j 3 The contract calls for 15 in-service instructional sessions for the school's professional staff as a preliminary to the institution of the nongraded program in selected levels in September of 1971. The Institute is also obligated to provide continuing consultation and instruction of the professional and paraprofessional staff, provide student teachers properly I LJ instructed on the model, explain the components of the program to parents of 0 selected children, and to test pupils at the close of the first year to determine results of the program. The Education Department of Wilkes College is responsible for I n (J total conduct of this contract. The instructional staff is composed of experienced master Elementary Schoolteachers who hold Pennsylvania Certification and who are specifically trained in clinical techniques and applications in the Masters Degree Program of the College. -20 — �3 - Staff-parent relation throughout the program was maintained. The formal relationship was attained by submitting to the parents of each child - three comprehensive reports. The first indicated the child's level at the H U : ■ 1 n 1 a start of the program, and the second and third reports discussed the child's progress during the year's instruction. In.addition to Professor Siles, the staff was composed of experienced master Elementary School teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications in the Masters Degree Program at Wilkes College. Associated with Professor Siles were: 1 1 I I D J Dr. Joseph T. Bellucci Assistant Professional Educational Psychology Instructor of Testing Devices and Proceedures Graduate Division of Education, Wilkes College Lb p n I □ Mr. Lynn Johnson Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mrs. Mary Poremba Instructor in Non-f^aded Elementary School Primary Team Member and Chairman of Primary Language Arts Wyoming Valley West School District This project will be featured in pictures and story in the Sunday Independent and several Scr.aiiton newspapers. ■I I .21- �n . 1 u 1 rj Professor Ji'George Siles, Graduate Division of Education at the College, and Associate Director of Educational Planning, Institute of I 11 .) 71 ' nrn S Regional Affairs, is in charge of the project. 0 a P] A documentary on the Non-Graded School Project produced by WBRE-TV has been selected as a finalist for a national television award by the Alfred I. DuPont Columbia University Survey of Television Programs. 5. Annual Awards Dinner It has not been diistomary to include an account of the Annual IRA - Awards Dinner in the Report to the President and the Board :of Trustees. 1 I Perusal of the Programs of previous dinners makes it quite clear that, in addition to its public relations value, this annual affair plays an important educational role in the total Institute Program. This year's dinner, held in the College Dining Hall on May 25, was I 1 J the ntaeteenth'. Although attendance did not reach the record high of the previous year, the more than three hundred guests represented a wider geographic area. Arranged under the direction of Philip R.Tuhy, the dinner, as usual, featured the award of Certificates of Attainment from the Public Service Institute of the Pennsylvania Department of Education for IRA courses completed during the year, and the award of Certificates of Distinguished Service to fifty public officials and employees who had served their communitites over a long period of years. -22- �t [3 l J •TT' I L.1' m - The Special Public Service Award this year was presented to Mr. Thomas Garrity, Chief Assessor of Luzerne County, for outstanding r= I i r J local, state, and national accomplishments in the assessment field. Mrs. Hugo Mailey was the guest of honor and was presented with a silver tray inscribed "He practiced in the community what he taught in the classroom". The presentation was made by Mr..Robert Barker, Public Relations Director, Greater Wilkes-Barre Chamber of Commerce on behalf of the Professional Public Relations Association. The tray will be T' □ i I a 1 I placed ina.Hugo V. Mailey Memorial Room to be established by the College. The principal speaker was Mr. A. L. Hydeman, Jr. , Executive Deputy Secretary, Pennsylvania Department of Community Affairs. His address reviewed the community services available to municipalities, and gave special emphasis to the Neighborhood Assistance Program which is designed, through tax credits, to encourage corporate participation in community improvement. I 1 -23- �I 1 PART II INFORMATION I 1 I i �i i II.. INFORMATION It might be said that every activity of the Institute involves in one 111 way or another the dissemination of information. Conferences, seminars, a a public addresses, and special research projects are techniques of 1ll transmitting information, but they all involve more or less selected and specialized audiences. Information, as one of the four major purposes of the Institute, is concerned specifically with a broad and general audience. The Institute attempts by use of the printed word to keep Lj informed as many public officals, local civic leaders, and interested ■ citizens as it can with the resources at hand. To do so, it publishes a U r L J i monthly Newsletter, maintains a special library replete with periodicals, j brochures, books, and documents which are useful in its own research J as well as useful 'to' the public^ -Contributes on aitalteting basis to the 1 written by staff members to local, state, and national publications. Horizons section of the Pennsylvanian magazine, and submits articles A. The IRA Newsletter p Li A newsletter was first published by the Institute in 1951 under the title I I ,1 fl Luzerne County Newsletter", which title suggests that the publication was oriented to this particular county. The current IRA Newsletter differs in many important ways from its limited predecessor. Its format and type have increased the amount of material in the same I IS amount of space by nearly three times. Originally, all articles and materials were prepared by the Institute's Director, but since the change in title . I- -25- �I I a r?1 1 i i i 3 in 1969, all members of the staff, as well as other faculty members contribute original articles, book reviews, and resumes of larger significant articles and books. The Newsletter also expanded the range of its subject matter, currently including information in the fields of economics, psychology, government, sociology, and any other field which involves urban affairs. The publication is mailed monthly to a carefully compiled list of public F officials, civic leaders, civic organizations, and to private citizens 1a J I I who have requested it. The circulation has increased to approximately 2,600. The following breakdown of the mailing list, shows the type and number of recipients and the geographic areas reached, thus demonstrating the publication's range of influence. IRA NEWSLETTER DISTRIBUTION AS OF JUNE 28, 1971 I Category 1 I ■I ,1 a 'il No. of People 1. Real Estate Board 40 2. Bankers-W. B. Clearing 22 . House . 3. Borough Sec. -Cities & 41 First Class Twps. 4. 8t 15. 114 Supervisors & Commissioners 5.Sec't, Second Class Twps. 32 6. Newspapers & Radio Stations 63 7. Luzerne County Cong. & Leg. Rep't. 8. Conf, of Univ. Bureaus of Gov't. Research Counties Luzerne Luzerne, Lackawanna Luzerne, Lackawanna Luzerne, Lackawanna, Columbia 11 Luzerne, Lackawanna Luzerne, Lackawanna, Berks, Pike, Carbon, Lycoming, Columbia, Phil. , Schuylkill, Lancaster, Lehigh Luzerne 79 All over the U. S. -26- �IRA NEWSLETTER CONTINUED(2) DISTRIBUTION AS OF JUNE 28, 1971 Category "I 9. 10. 11. 12. 13. 16. ■I 17. 18. 1920. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. No.of People 12 Savings fa Loans Assoc. Redevelopment fa Housing Ass. 50 Hospital Administrator s 7 172 Magazines in IRA Library & 1.4 Councilmen in Luzerne Co. Boros. & Cites 257 Luzerne Co. Chief Admin, fa Principals 39 Home Builders 92 Assessors 34 Civil Defense Dept. 75 Police Chief 60 fa 36 Firemen Luzerne County, Fire Chiefs, Co. fa Officers 66 Wilke's College Board of Trustees 27 Community Ambulance Assoc. 45 Wyoming Valley Sanitary Board 17 Solicitors-Luzerne 49 Planning Commission fa Zoning Board 294 Mayors-Boroughs 34 Friends of Wilkes College 145 American Ins. of Archtects 28 HELP 46 Sec. '3f School Boards 19 County Commissioners 31 33. Luzerne County Libraries 34. Region-M-Outside Luzerne Co. 35. Luzerne Co. Guidance Ass. 36. See #21 37. School Boards, Luz. Co. 38. Luzerne County Auditors & City Controllers Counties Luzerne, Lackawanna Luzerne Luzerne All over the U. S. Luzerne Luzerne Luzerne All Counties in Pa. Luzerne Luzerne Luzerne Luzerne, (N. Y. , Delaware) Luzerne Luzerne Luzerne 70 98 Luzerne Luzerne Luzerne, Lackawanna Luzerne, Lackawanna Luzerne Luzerne Luzerne, Lackawanna, Carbon, Pike, Columbia, Schuylkill, Monroe, Wayne, Sullivan, Susquehanna, Wyoming Luzerne Lackawanna. Susquehanna, Wayne, Wyoming Luzerne 33 Luzerne 125 Luzerne 9 -27- �The "new look" of the Newsletter has resulted in a significant increase in the number of individuals and organizations requesting to be placed on the mailing list. Gratifying testimony to the quality of the articles in the Newsletter is the number of requests from state agencies, municipal organizations, and university research bureaus, for copies, reprints,or to reprint articles written by staff members in recent months. Particular interest was shown in Newsletter articles on "Regionalism", "Constitutional Limitations on Altering Salaries of Local Officials", and the "Merger of the Kingston-Dallas Township Police Departments". Requests were received from as diverse sources as the Department of Community Affairs, The Pennsylvania Police Journal, Northwestern University, and the Governor's Office of the Commonwealth. B. Library The Institute's library of carefully selected materials, including books, pamphlets, special reports, surveys, studies, and documentary data, has grown to more than 4,000 items. While a small proportion of the library has been fihanced from IRA appropriations, the vast majority of the items have been received by the Institute on an exchange basis with similar organizations on other college and university campuses, and with many state and local governmental agencies. It is undoubtedly the most useful as well as the largest, collection of its type in the region. The collection deals with most of the important aspects of urban affairs:government, land use, transportation, management, social welfare, edu=>-- cation, public health, recreation, public finance, intergovernmental relations, and others. In effect,the library is a clearing house of information useful —28— �I in the Institute's research, but, also useful to officials of the area seeking a sources of information needed in their decision-making. In addition to its use by interested officials and community leaders, the ■i 1 library is being used to an increasing extent by undergraduate students who may have their first contact with community problems by using the library materials in the urban fields for term papers and research projects. Much of the increase in the use of the library by students results from the new Social Science Urban Affairs degr ee program, and the addition of an I advanced course in Municipal Management by the Political Science department. Officials and the public are kept informed of significant publications 3 I J j I J available via the Newsletter. C. Horizons-The Pennsylvanian Magazine The Pennsylvanian Magazine is the official monthly publication of a number of municipal organizations in the state, and has a circulation of well over 15,000. A four page section, titled "’Horizon", is reserved for special guest articles on subjects of current concern or interest. The Institute is now the only college which is a regular contributor, alternating with individuals from all walks of life who have special competence in a particular field. The Institute has used its opportunities to submit articles to disseminate statewide among local officials those ideas and programs highest on the list of priority of its purposes and objectives. ■ s I -29- ■ ..... �I 11 i ’’I I I 1I I part III CONSULTATION I ' 1 I I rf; 2 J -30- �HI. CONSULTATION The consulting service offered by the Institute of Regional Affairs is, per­ haps, the least spectacular but at the same time the most intimate and productive of the activities. The consultation work of the staff is less spectacular and less glamorous than the other more identifiable and publicized services, since, as a rule, it involves unpublicized contacts with one or a few individuals who have a spe­ cific problem. The small number of participants involved in a particular consulta­ tion and the specificity of the problem produces an intimate man-to-man relation­ ship, which, in turn, enables those seeking help to identify with the College through the members of the IRA staff. This service is very productive because the individuals equesting advice and guidance are more likely to take positive action since their request was prompted by a known and felt problem. The services of the staff are available at all times to governmental officials as well as interested citizens and non-governmental groups or organizations. Con­ sulting activities include such widely disparate services as oral or brief written re­ sponses to telephone inquiries or letters involving single specific questions, direct personal contacts with an individual or group in or outside of the IRA office, lec­ tures by staff members, participating in conferences as panelists, and formal membership and involvement of staff members in the decision-making of governmental and civic agencies. The range of activities extends from a single individual or small municipality to various departments of the Commonwealth of Pennsylvania. -31- �The Institute's consulting service continues to enjoy a wide and unquestioned reputation as the region's leading source of advice, information, and guidance on I i i I urban affairs. Despite its small professional staff, three members now reduced to two, it is uniquely fitted for the consulting function because of the training and experience of its members in general and special areas of governmental and civic concern. The dual role of members of the staff as such as well as active teachers in the Department of Political Science provides those who seek the service the ad vantages of both academic and practical capabilities. Most of the consultations, like the ice berg, are of such a nature that they I are unobservable, and difficult to report. For this reason, as in the past, only the most identifiable services performed during the past year are presented below to I I I Representative Consulting Service 1970-71 Wilkes-Barre Model Cities Agency- Continuing consultation with staff members of the J □ illustrate the wide range and broad types of consulting services. I Wilkes-Barre Model Cities Agency from October to July under terms of con- tract resulting in a formal report on Health and Welfare Services in the Model Cities Neighborhood and including a projected Social Service Center. Wyoming Valley Sanitary Committee- The Director served as a member of the Finance Committee of the Wyoming Valley Sanitary Authority. Economic Development Council of Northeastern Pennsylvania- The staff participated in meetings and conferences sponsored by this organization and provided continuing information and advice. ."'■I -32- �1 I Civil Service Testing- Associate Director, in cooperation with the College Test­ ing Center, conducted civil service tests for police officers and firemen I in Kingston and Wilkes-Barre. Penn State Seminar- Director participated as a principle panelist in Harrisburg, 5, li i Altoona, Washington, and York. His contribution on "Regionalism" has attracted wide acclaim. Mid-Eastern Association of Boroughs— Director served as principal speaker at annual conference in Allentown. I I I I I Welfare Planning Council- Director served as active member. PPS and PAA- Director served as officer of the Pennsylvania Political Science and Public Administration Association. CAAC- Director served as member of the Advisory Council of the Department of Community Affairs. His successor is Thomas Kelly, Director of the Evening School. Back Mountain Police Merger- Director and Associate Director provided continu­ ing consultation to the governing bodies of Dallas and Kingston townships P I and drew the formal agreement which merged the Police Departments of the two jurisdictions. Title I Review Committee- Director continued to serve as a member of the Project Review Committee of the Title I Agency, Pennsylvania Department of n Education. b II WNEP-TV- Director acted as special guest fl s P -33- �Mass Transit Committee- Director was active as a member of the Mass Transit Committee, Greater Wilkes-Barre Chamber of Commerce. Township Supervisors Association- Director addressed the Annual Conference of Pennsylvania Township Supervisors at Camp Hill. Penn State Redevelopment Authority- Director provided consulting service. Department of Community Affairs- Director and Associate Director cooperated with the Department of Community Affairs in providing special information or counsel. I I Luzerne County Communications System- Director served as a coordinator in the establishment and development of the Luzerne County Communications System. Local Government Conference- Director served as reporting Secretary for a dis­ cussion group at the Annual Pennsylvania Local Government Conference at Harrisburg. Educational Television- Associate Director acted as guest panelist on a special Public Educational Television program at Marywood College on the sub- ject of " The Five Proposed Amendments to the Constitution of Pennsylvania" p “ prior to the Primary Election. I AIP- Associate Director continues to serve as President of the Northeastern Section of the Philadelphia Chapter of AIP and First Vice-President of the Luzerne County Association for Retarded Children. n J Y.' O. U. T. H. P. A. R. C. - Associate Director serves as Advisor to the Luzerne County Chapter of Youth Organized and United to Help the Pennsylvania Association for Retarded Children. . I -34- �Luzerne County Association of Boroughs- Director continued to serve as executive Director of the Luzerne County Association of Boroughs. Municipal Management Association- Associate Director continues activities in the Pennsylvania Municipal Managers Association and its Eastern Regional As sociation. -I i West Pittston Borough- Associate Director serves as a continuing advisor and con­ suitant to committees of the West Pittston Borough Council in its effort to improve organization and administration of the Borough's affairs. I I I 1 Environmental Health Task Force- Director continued to serve as a member of the Task Force in the Pennsylvania Department of Health. Luzerne-Lackawanna Committee on Clean Air- Director served as member of Citizens Committee for Clean Air. Bureau of Research, Department of Community Affairs- Director served as con- sultant to the Bureau on Area Government Study by Better Government I Associates. County Extension Service- Associate Director conducted a planning meeting with Township officials under the sponsership of the Luzerne Agricultural County Agent. I Kingston Borough Council- Associate Director conducted a meeting with Court appointed Board to discuss the Awards versus the At Large System in the Borough of Kingston. ( abolition of Awards) 3 fl -35- �! ! I - 3 - B PART; IV RESEARCH ! 1 I 'I I “ 1 3 HS i .y -36- �TV. RESEARCH Because of its relation to both the College and the community, the Institute is uniquely fitted to conduct a continuous research program closely associated and connected with the educational aims of the College. Research is the "bread and butter " of the staff's daily routine. Problems arising during consultations frequently involve extensive research, and the content of the monthly Newsletter is the milled "flour from the grains of wheat". Frequently, research is conducted on a matter of concern to some part of the College itself. Much of the published research, however, is done on request of an individual municipality or, perhaps, a group of municipalities. Projects requiring special costs, such as travel, are usually done for a nominal fee, but most of this type of work is done as a public service by the College. In summarizing research work done during the year, three observations should be made. First, a considerable amount of staff'time is expended in research on problems which result in information without publication, and, consequently, in the past, no record system has been established. Second, the size of the research staff and the time available requires limitation of the number of projects involving publication. Third, the magnitude of the contract project done for the Wilkes-Barre Model Cities, extending from October 1970 to July 1971, precluded a number of Other I lesser projects planned previously. i -37 �Published Research Projects 1970-1971 1. I Employee's Handbook, University Area Joint Authority Under a $600 contract with the University Area Joint Authority, State College, an Employee's Handbook was prepared during last I '■I summer and early fall. It includes rules, regulations, policies, and a position classification and pay plan. The Institute was recommended ) -'ll for this project by the Pennsylvania Municipal Authorities Association. •J J 2. Back Mountain Police Merger Agreement This project developed as a result of a study done the previous year, titled "Joint Police Service for the Back Mountain", which was a J 3 i feasibility study to improve the police services in Kingston and Dallas townships. This study recommended a. merger of the department^, also including Dallas Borough, into a single police force under centralized control and direction. Such police merger, which would have to be I accomplished under the Pennsylvania Municipal Cooperation Act, had never been accomplished before in this state because of constitutional ffl !l and statutory limitations on the delegation of the powers of local governing bodies. Considerable historical and legal research revealed a loophole which showed promise of overcoming the above limitations. The governing bodies of the two townships, agreed to effect a merger under ■I this novel procedure as a test of both the idea of merger and a test I 11 -38- �T; of the legality. I The IRA staff drew the legal agreement which was approved by the respective township solicitors and which had the informal approval of the then state Attorney General. The merger went into effect last fall. I i Lj This study and the final agreement received nationwide publicity in newspapers and professional publications. The Office of Governor Shapp 125 ■|i requested copies, and the Department of Community Affairs has given wide publicity to the concept. Another result has been that several I townships in the Mountain Top Area have indicated interest in a similar i -Lj merger. In June, the governing body of Kingston Township announced that i the community was withdrawing from the merger in six months. I Preliminary investigation by the IRA staff indicates that both governing la in bodies, the police officers, and the general public have been well- satisified with the progress made under the merger, and that the with­ draw! resulted because of excessive salary demands made by the police officers, and not because of any defects in the organization or its ■ 1 functioning. The staff plans to follow through on developments. 3. Limitations on Salaries of Local Officials Because of considerable confusion which has existed for several ■ ® decades, a number of local officials from this region have, from time to >11 4 / I 1 -39- �time, requested information on the powers of governing bodies to raise or diminish salaries of elected and appointed officials in Pennsylvania municipalities. The problem arose betraussof a constitutional provision that the salary of an elected or appointed officials may not be raised or diminished during the term for which he was elected. A short but thorough research paper by a member of the staff quite clearly indicated • that this provision did not apply to all municipal classifications. The Department of Community Affairs, again, gave wide publicity to this paper, and the result has been a serious revival of study and discussion on this delicate matter, and, it is expected, that clarifying legislation will be enacted to eliminate the problem. Mode 1 Cities Contract Under contract with the City of Wilkes-Barre, dated October 6,1970, the Institute conducted a research project for the Wilkes-Barre Model Cities Agency which was culminated in a 200 page report titled, "Health and Welfare Service in the Model Cities Neighborhood". The contract price was $41,000. The purpose of the study was to provide necessary and specific information of present social services in the neighborhood, and to develop courses of action, including a Social Service Center. The project outline included the following major phases: (1) Preparation of a service profile of all agencies ■ta I -40- �and institutions providing social services; I* a (2) Analysis and classification of these services in terms of the problems they each seek to solve; a I (3)Identification of the degree of adequacy and effectiveness of these services in meeting community needs; I (4) Determination of the amount and types of services provided to the Model Cities Area; I (5) Analysis of any gaps or lack in the present service systems, including services nonexistent, but needed; 'I (6) Description and analysis of the preseit relationships between services; . I (7)Analysis and evaluation of the effectiveness of existing services in solving the problems they purport to solve through surveys and interviews with consumers in the area; 1 a (8) Development of a complete social service record system which would provide a current and future index of existing conditions; physical, social, and personal; and, I (9) Exploration and recommendations of facilities needed for services and their geographical location. Dr. Mailey was Project Director to the time of his death, and the project was completed by Walter H. Niehoff as acting project director. The principal professional researchers were: Prof. Philip R. Tuhy, Institute of Regional Affairs Prof. Jaroslav G. Moravec, Department of Sociology Prof. Raymond Weinstein, Department of Sociology -41 �■ Mr. James Reynolds, Peat, Marwick & Mitchell Co. I I (i I 9 Mr. Alfred Groh, Wilkes College was Editorial Consultant, and Mrs. Margaret McDermott, formerly with Model Cities, was special consultant. All work of publication was performed by the fulltime and student staff of the Institute. a I a i 13 F i ( ;l ’ , -1 ■ ■ • 1 ll H 0 .i . I -42- �I is . ,p 8 1'1 18 ia PART V T FINANCES ■ 1 n ! I '1 U" I I I �V FINANCES 1970-1971 Financial Commitment to Public Service Wilkes College has been committed to public service since its inception. Virtually every department and agency of the College is involved at one time or another in community affairs in the region. The Institute of Regional Affairs plays an especially significant role in the public service program by virtue of the variety of its activities, the interdisciplinary use of personnel, and its formal recognition by the College and community as an identifiable agency pur­ suing service on a fulltime continuing basis. Its unique public visibility is an important contributing factor in attaining and developing general recognition and appreceation of the College's vital public service role. Previous sections of this Annual Report described the wide functional scope of the College's commitment. - I U1D I IL J | i I This section demonstrates the depth and sincerity of the commitment by the tangible evidence of financial support of the Institute's service activities. The College has generously subsidized the In- stitute in the interest of Community service since it's inception. was the Institute self-supporting. In no year In fact, despite growing annual income for services rendered, College subsidization also increased. -44- (Table I) �1 I J 01 n A Financial Summary 1970-71 The financial report for the fiscal year July 1, 1970 to June 30, 1971, prepared by the College Finance Office, reflects an even greater deficit operation than in previous years. (Table II) The report shows that cash in­ come during the fiscal period was $32, 677. 31, or $32, 642. 69 below the estimated $56, 320. 00. At the same time, the report indicates that actual expen- ditures of $85, 920. 79 exceeded budget estimates of $13, 600. 00 by $72, 320. 79- This would indicate a deficit operation during the fiscal period of $53, 243.48. Consideration of a number of factors, however, will reveal that the actual deficit to be subsidized by the college will be, in fact, appreciably lower than UJ .. I, i ' the report indicates. I program schedules. These include the form and content of the Institute's annual budget, the college's system of accounting and reporting, and conse- quences of the difference between the college fiscal year and the Institute's Comparison of the budget items shown on the Financial Summary (Table II) (J I and the items on the approved budgets for 1970-71 and 1971-72 reveals that 1 only eight or nine expenditure catagories are budgeted and several recurring 1 I items of expenditures, amounting to considerable sums, are not. Thus, since no funds are shown for salaries and miscellaneous salaries on the estimate side, the annual Financial Summary shows a budget deficit of $23, 910. 03 and $3, 372. 11 for these two items alone. I ■ I I ■ From the same report (Table II) it can be seen that in some instances bud- I -45- �geted income items were not offset by expenditure estimates. For example, $41, 320. 00 was budgeted as income under the Model Cities contract, but there is no budget estimate of expenditures required to conduct the study. The budget itself projects a profit of $41, 320. 00, or 100 per cent. However, the actual expendi­ ture for this project indicates a deficiency of $28, 513. 15, on the budget side. In the case of the Non-Graded Instruction and READ projects, neither estimates of income or expenditures are shown. The College's accounting and reporting system is a second factor which results in a misleading picture of the Institute's financial operation in relation to the year's work program. ! accrual basis. ■ The Institute accounts are on a cash, rather than an Consequently, while contract projects were completed during the fiscal year, payments were not, in some instances. Table II shows that $17, 483. 00 liT) I of the Model Cities contract total of $41, 320. 00 was received within the fiscal year. The expenditure report also shows expenditures of $28, 513. 15 prior to June 30, in­ F n I i I dicating an expenditure excess of $11, 030. 15 over actual cash received. after the close of the fiscal year the $23, 837. 00 balance due on the $41, 320. 00 contract was received. I Thus, in fact, the project income exceeded project expen- ditures by $12,806. 85. f rq I ! However, For the same reason, while expenditures for the READ project are shown to exceed income, in actual fact when due income is received, the project will I III I show a surplus. Frequently, projects, such as the training program for Parents of Retardates under Title I are conducted on a schedule that overlaps the fiscal year. Consequently, at most a percentage of total income is received and reported 1 -46- �for the fiscal year. Title I Projects Title I projects are not only an opportunity to provide public services not otherwise available, but they also provide additional income for the Institute. □ D On the other hand, past experience indicates that the one-third matching funds obligated by the College plus project expenses reduces considerably any net finan­ cial gain. The number of Title I projects has varied from year to year with three projects for 1971—1972 now being organized. Table IV shows the projects approv­ ed and conducted from 1966 to the 1971-72 fiscal year and the method of funding. j ' Si! The College is preparing proposals for projects for fiscal 1972-73 which are due by November 1,1971. I -47- �Table I INCOME AND EXPENDITURES 1962-1970 INCOME ITEM 1964-1965 1966-1967 1968-1969 1969-1970 931.90 887.00 2,280.00 34. 40 121.10 625.00 $1,148.75 300.00 5, 360. 58 495.50 1,067.50 1, 540. 70 $1, 475. 70 7, 224. 01 6, 055.46 49. 25 873.39 $1,661.50 4, 684.00 6, 647.08 $1,156.75 12, 880. 00 8, 984. 26 2,284.59 733.04 200.00 10, 083. 00 1.04 $4, 879.40 $9,913.03 $17, 687. 81 $15,277.17 $34, 038.09 $28,484.09 10, 083. 00 1,100.92 4, 595. 05 6, 583. 30 1962-1963 Dinners & Conferences Grants & Gifts Sale of Services Instructional Material State Reimbursements Survey & Studies College Work Study Miscellaneous TOTAL $; EXPENDITURES Salaries College Work Study Student Help Meetings & Conferences Supplies Special Services Publications Newsletter Equipment Library Travel TOTAL $10, 920. 18 $11,490.88 $9,047.43 $8, 376. 39 1, 767. 82 2,212.38 990.00 965.00 824.70 587.00 990.00 811.30 195. 83 1, 952. 33 2, 007. 63 1,696.50 1,020.01 4,686.58 9,756.00 2, 613.71 4, 522.32 7, 530.91 341.33 510.00 836.09 992.30 613.31 324.50 794.19 703.00 510.00 1,519.20 854.47 1,278.59 971.55 1, 730.48 2,170.35 118.00 540.00 857.62 $19,274.21 $18,936.48 $28, 890. 88 $27,121.86 $56,262.81 oo �TABLE II FINANCIAL SUMMARY JULY 1, 1970-JUNE 30, 1971 INCOME Estimated Dinners and Conferences Grants and Gifts Title I Services Slate Reimbursement PSI Surveys and Studies Publications Instructional Material Model Cities Program Non-Graded Instruction READ TOTAL $ 1,500.00 6,COO.00 5,000.00 2,000.00 500.00 41,320.00 $56, 320.00 Actual Receivable $ 2,285.00 3,291-76 737.15 2,730.00 140.00 52.40 135.00 17,483.00 $ 785.00 2,708.24 4,262.85 730.00 730.00 52. 40 135.00 23,837. 00 5,823.00 5,823.00 $32 677.31 $23,642. 69 EXPENDITURES Budget I I I n Salaries Miscellaneous Student Help Supplies Publications Meetings Newsletter LibraryTravel Equipment Model Cities Program Non-Graded Instruction READ TOTAL Expenditure s $. $23.910.03 3,372.03 2,536.03 9,134.01 1.303.07 3,423.88 1,737.10 639.27 537.80 388.00 28,513.15 3, 000. 00 4,300.00 1,000.CO 2,500.00 1, 300.00 1,000.00 500.00 1 0, 426. 34 $85,920. 79 $13, 600,00 49 ( t or - ) + + + $23,910. 03 372.11 463.97 4,834.01 303.07 923.88 437.10 360.73 37. 80 388.00 28,513. 15 + 10,426. 34 + + + + $ 72,320. 79 �TABLE III INSTITUTE BUDGET 1970-71 BUDGET 1970-71 BUDGET 1971-72 $ 3, 200.00 $ 3,000.00 6, 000.00 6,000.00 0 Student Help-College 3 Student Help-Work Study Supplies ' J| !■ s 100.00 Equipment 600.00 600.00 Publications 1,200.00 1, 000. 00 Meetings 2,500.00 2,000.00 Newsletters 2,000.00 2,500.00 Library 1,500.00 1,000.00 $17,000.00 $16,200.00 Travel Films Lj I 1 ■ 7 I LU I Li I £■ J I .U I u g J II■ J U 1 I -50- �■ TABLE IV TITLE I PROJECTS 1966-71 F ederal $1,275 1,350 3,750 2,902 Matching $ 425 450 1,250 967 1967-68 Community Leadership Seminar 4,625 1,820 6,445 1968-69 Transportation of Low Income People Dynamics of Metropolitan Government Community Leadership Seminar 3,240 5,100 4,325 3,240 5,100 4,365 6,480 10,200 8,690 1969-70 Middle Mamagement Seminar 5,125 5,340 10,465 1970-71 7,376 3,684 11,060 5,010 2,505 7,515 12,788 6,394 19,182 5,980 2,990 8,970 $38,530 $101,376 1966-67 Ibgional Policy and Program Goals Principles of Purchasing Community Leadership Seminar Joint Communication System for Luzerne County Training for Parents of Retardates Total $1,700 1,800 5,000 3,869 Proposed and Approved in 1971-72 u ir wI Regional Approach to Local Government Problems Training Program for Parents Of Retardates and Youth Volunteers (Coop.-WilkesMarywood) Physical Rehabilitation for Nurses (Coop.-Wilkes-E. Stroudsburg) TOTAL $62,846 □ £ 1307^1 1 1 9A ' L -• i- ��iiiiiiiniiin 10002503D0 WILKES UNIVERSITY LIBRARY i- j j! II I; 1 II mi ;* ■ ■ i 0 ,‘71 3 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 Annual Report for the Institute for Regional Affairs, 1971 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 1971 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/3fba0f14a7609d9930bb870358036828.pdf d34689a00a6ecbc9b13afdd87523f665 PDF Text Text tfl’ il 11 u I PROCEEDINGS t TENTH ANNUAL COMMUNITY GROWTH CONFERENCE •1 o n u <r € ^VWVWW^ 1 INSTITUTE OF REGIONAL AFFAIRS f—1 I ■' J JS333 L8VV682 lOTH, 1970 WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I I PROCEEDINGS j I tenth annual community growth conference L s D 5 Li s U s g SEPTEMBER 30, 1970 £ WILKES-BARRE, PENNSYLVANIA D N: ST p Institute of Regional Affairs U Wilkes College C? q i I i k Wilkes-Barre, Pennsylvania 18703 �a FOREWORD I S' i a a J a 2 a fl f. Fragmentation of authority and responsibility characterizes America's metropolitan regions. Generally individual counties and municipalities in the more rural areas do not possess the resources for creating jobs, establishing the educational systems, offering the cultural opportunities and providing the services to attract and hold an increased population. Neither suburb nor central city can create health and welfare programs without reference to what is happening in its entire region. There is no way for low destiny population areas with limited re­ sources to move toward development except through a regional organization. The regional approach is especially natural and necessary for the solution of housing, welfare, and health problems. . Only a regional agency has sufficient breadth of interests and territorial scope to undertake management of the health system. In addition, health must relate to the area's physical environment in the sense that disposition of sewage, protection of drinking water sources, and the elimination of air pollution are intrinsically related to comprehensive health planning. The avail­ ability of all health services to all of the citizens wherever located within an urban area must be the concern of whatever agency has the responsibility for coordination of health services. In times past, in an effort to coordinate the various health and wel­ fare delivery organizations, many communities created the now familiar health and welfare councils or areawide health planning councils. Northeastern Penn­ sylvania already has a regional office for comprehensive health planning. i i"; r There is, however, in the region, no office for housing development. The broad purpose for the establishment of such a regional office would be the creation of more housing for more people in more area communities and the implementation of programs to meet the housing needs of low and moderate in­ come families. In Northeastern Pennsylvania, such an office could undertake the development of a systems-oriented program to coordinate the efforts of existing housing agencies in the region, an analysis of land suitability for low and moderate income housing, an analysis of the impact of acessibility and employment opportunities on the availability of housing, and an investigation of the obstacles to the provision of housing, including proposals for new legislation as well as innovative land development techniques. Not too many people realize how close this nation came to giving up our Federal system during the 1960's. The 1970's will be a decade in which we either deliberately fashion our government institutions within the Federal framework, or we accede to the argument of those who claim that the Federal system cannot respond to the crises it faces today. Northeastern Pennsylvania could take the lead and show some innovation and provide coordinated health and welfare services. _ii_ HVM I -- �TABLE OF CONTENTS F or eword Table of Contents ii iii Program v Sponsors vii Introductory Remarks by Dr. Francis J. Michelini "GOALS FOR HUMAN NEEDS" Introductory Remarks by Mrs. Charles E. Myers "Goals for Human Needs" by Henry Walkowiak "NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE" Introductory Remarks by William Schutter "A New Approach to Health and Welfare Priorities" by Robert C. MacGregor "Planning at the County Level" by Harold Sherman "Social Welfare at the Community Level" by James E. Reynolds "NEW CONCEPTS IN HOUSING" Introductory Remarks by Robert J. Miorelli "New Concepts in Housing" by Francis E. Moravitz "New Concepts in Modular Housing I! by Jack W. Croes 11 Non-Profit Housing Corporations If by Raymond Condo Introductory Remarks by John B. Hibbard "Operation Breakthrough" by H- Gordon Council, Jr ,. . . . "PHILLIPS 66" Remarks of the Moderator --James Lee 1 2 3 9 10 13 18 24 25 30 33 38 39 46 �lL’ fill I SL i 3 3 Discussion Guide -- New Concepts in Housing 47 Discussion Summaries -- New Concepts in Housing by Mrs. Marjorie F. Bart ....................................... Richard J. Cronin.............................................................. Eugene Horanzy ................................................................... Willis W. Jones...................................................................... James E. Price...................................................................... Leonard W. Ziolkowski.................................................... William J. Schoonover .................................................... William H. Young.................................................................. 48 49 50 51 53 55 58 60 Discussion Guide -- New Concepts in Health and Welfare 61 Discussion Summaries -- New Concepts in Health and Social Welfare by Louis D. Coccodrilli................................................................................................... Bernard J. Kolodziej................................................................................................... Mrs. William Thom..................................................................................................... 62 63 64 H il H q a Ii II II □ Introductory Remarks by James J. O'Malley "APERCU" by Tom Bigler....................................................... 65 Roster of Attendance 68 11 ■ k V B ‘1' iv 66 �fit ii tenth annual community growth conference September 30, 1970 8:30 - 9:30 A. M. Registration: W elcome; Chairman: Topic: Speaker: Bi S Topic: Chairman: Panelists: r Wilkes College New Dormitory Mrs. Marjorie Bart, Wilkes-Barre City Councilwoman Dr. Francis J. Michelini, President, Wilkes College Mrs. Charles E, Myers, Welfare Planning Council Goals for Human Needs Henry Walkowiak, Director, Comprehensive Health Planning <P.eni}sylvania Department of Health Wilkes College Fine Arts Center 9:45 - 11:45 A. M. y I Breakfast New Concepts in Health and Social Welfare William Schutter, Director, Model Cities Agency, Wilkes-Barre Robert MacGregor, Executive Director Health & Hospital Planning Council of Northeastern Pennsylvania Harold Sherman, Executive Director, Welfare Planning Commission James E. Reynolds, Peat, Marwick, Mitchell and Company Coffee Break Wilkes College Fine Arts Center 11:00 A. M. IB Ji M 8 Topic: Chairman: Panelists: New Concepts in Housing Robert J. Miorelli, Hazleton Chamber of Commerce Francis E. Moravitz, Director, Housing and Community Development Jack W. Croes, President, Capital Industries, Inc. Raymond Condo, Executive Director, Ecumenical Enterprises, Inc. 12:00 - 2:00 P. M. Luncheon 1 - V- i ri Hotel Sterling Blue Room �Topic: Chairman; If Remarks: Speaker: John B. Hibbard, President, Economic Development Council of Northeastern Pennsylvania John B. McGlynn, Mayor, City of Wilkes-Barre H. Gordon Council, Director, Breakthrough Operation Department of Community Affairs 2:15 - 3:15 ]8 Chairman: " PHILLIPS " Hotel Sterling Blue Room James Lee, Assistant to the Editor Times-Leader Evening News H 3:30 -4:00 P. M. Chairman: Speaker: "APERCU" Hotel Sterling Blue Room James J. O'Malley, First Federal Savings &: Loan Association of Wilkes-Barre Tom Bigler, News Director, WBRE-TV H n- JB 4:00 - 5:30 P. M. Cocktail Hour 8 I J r-A 11 111 fl I -vi- Hotel Sterling �.'It SPONSORS 'I: David Walker Associates I Easter Seal Society of Hazleton Area and Carbon County !ll ISg •51 i I a i g Economic Development Council of Northeastern Pennsylvania Family Service Association of Wyoming Valley First Federal Savings and Loan Association Franklin Federal Savings and Loan Association Greater Hazleton Chamber of Commerce Greater Nanticoke Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Board of Realtors Greater Wilkes-Barre Chamber of Commerce 8 s 3 Hanover National Bank Junior League of Wilkes-Barre Luzerne County Housing Authority Luzerne County Redevelopment Authority National Association of Social Workers Northeastern National Bank Northeastern Pennsylvania Heart Association, Inc. Redevelopment Authority of the City of Scranton b PI Redevelopment Authority of the City of Wilkes-Barre Wilkes-Barre Housing Authority WNEP-TV -vii- �r INTRODUCTORY REMARKS by a Dr. Francis J. Michelini, President Wilkes College It is indeed my pleasure to welcome such a distinguished group of community leaders to the Tenth Annual Community Growth Conference. Al­ though I have had the honor of welcoming many of the participants here today in my former capacity, this is my first opportunity to welcome you in my new capacity as President of Wilkes College. However, the welcome is no less sincere. .1 S i L 3 ■■ Many of you are familiar with the activities of the Institute of Regional Affairs and the importance of this Community Growth Conference which is sponsored by the Institute, the College, and an ever increasing group of both public and private organizations. Part of the contribution of an educational institution in a community is the kind of leadership it can provide in making available to the leaders of the community opportunities by which they can help the community to grow and to prosper. The important point, however, is that this role really depends on people such as you who want to know more about the theme of today's conference--"Goals for Human Needs". It is rather a broad topic, since it is possible to identify many needs of humans. Although we may be limited in time, I hope that the problems will be fully explored in our proceedings today. p-- 1 Therefore, the College is very happy to act as the host for the conference, and we hope that the discussions, comments and messages of the speakers and panelists will be of value to all of you. Perhaps we will then be able to implement some solutions to human needs. 1 0 □ I'­ ll i ■( ! K-- - -1- �a INTRODUCTION ij 1 of Mr. Henry Walkowiak, Director Comprehensive Health Planning Pennsylvania Department of Health I S 1 £ - 8 i I by Mrs. Charles E. Myers Welfare Planning Council It is with extreme pleasure and great honor to have been chosen as Chairman for the opening session of the Tenth Annual Community Growth Conference. The theme of the Conference is of vital interest to me as a member of the Welfare Planning Council. Today we have a very ambitious program, especially since we are talking about "Goals for Human Needs". We must first identify the need and then try to determine the methods by which we can attain these goals. The keynote speaker at this opening session is certainly a man of vast experience in working with the problems of human needs in his role as the Director of Comprehensive Health Planning for the Pennsylvania Department of Health -- Mr. Henry Walkowiak. s 9 fl -2- �u GOALS FOR HUMAN NEEDS 3 a ■i 1 by Henry V. Walkowiak, Director Office of Comprehensive Health Planning Commonwealth of Pennsylvania Goals for human needs--what are they? Two cars in every garage? A swimming pool in every home? A new wardrobe for every season and for every person? A feast at every meal? Whole house air-conditioning in every home from one room shacks to great mansions? They sound good don’t they?-and which one of you wouldn’t like to see this happen to your friends and neighbors--and yourself I But before we can promise these luxuries to every Pennsylvania citizen, and I’m not even sure if we would want to, we must control the crisis we are now experiencing in health care and deal with the basic necessities for livelihood. For, is not the promise of mere survival more important than the promise of affluency? Is it too much to ask that people recognize and understand the fact that they should visit their doctor once a year for a checkup, that we have pure air to breathe and clean water to drink.? That there be hospitals close enough^to accommodate our individual needs, enough medical personnel to staff them, and even that there be enough food on the table at meal times ? 1 8 0 Well, I've asked a lot of questions, haven't I? And I am sure many of you think you have the answers. But do you? Do you understand how serious our problems are today in this modern, and quote, "wealthy" society? What can be done about some of the problems that we face in our daily life such as a child in the slums being bitten by a rat and becoming gravely ill.? He may be taken to a nearby hospital and nursed toward recovery--then he is sent home, to live close to the same garbage that brings more rats and again endangers his health and life. An average housewife with a comfortable family income who wants to lose weight the easy way, so she gets a supply of diet pills from her doctor. At first she does lose weight but she learns to enjoy the "high" she gets from the pills and soon needs more and more pills to obtain this high. She doesn't know it, but she is doing what the younger generation calls "speeding". She also does not know, but will soon find out if she keeps this up, that these drugs can possibly cause severe brain damage if too many are taken. -3- �ti £1 ' a A salesman who works over-time and on weekends, struggling to make the payments on a $2 0, 000 summer home which the family cannot afford. Slight stomach pains warn him that something is wrong, but he ignores the warning and does not see a doctor. Later he must be hospitalized because of his condition, and learns that he has developed serious stomach ulcers. A woman who is involved in a automobile accident which occurred only five minutes away from the hospital. But maybe not so lucky, really, if the ambulance has to go to a hospital 30 minutes away. a 8 - i 18 fi 8 g 01 s s A teenager who slashed his arm on a piece of glass and has the cut stitched at a nearby hospital. When it is time for the stitches to be taken out, three doctors are too busy. A fourth gives him an appointment but is unable to see him and the office nurse removes the stitches. Perhaps the nurse is qualified--we don't know. What can we do about these problems ? How can we solve them:? I think we must set far reaching goals for ourselves and see to it that they are accomplished. Health is a community affair. All of you have got to get in there and start working. Now! Once you set a goal for yourself you have to begin immediately to work toward its implementation. No one can reasonably be ex­ cused from defending his or her right of the opportunity for good health, because you were automatically involved the day you were born. I have three goals here that I suggest should be accomplished in order to achieve the main goal, and that is the highest level of health attainable for all the citizens in Pennsylvania. The first is adequate, accessible and available medical services. If any of you think this is already a reality, you are quite mistaken. For example, three counties in Pennsylvania have no hospitals --and for their total population of 17, 000, there are only nine physicians. Can these nine physicians provide adequate service to 17,000 people scattered over 1293 square miles? Granted, the population is small, but populations are people and people are entitled to good medical services. Statewide, there are 18,239 physicians for twelve million people--about one for every 662 people. The need for qualified medical personnel is so great in 1970, that if we don't do something to overcome our present shortage, we will never be able to begin to supply the number needed just ten years from now. Today, nationwide, we need about 50, 000 more doctors, 150, 000 more nurses, 10, 000 more dentists, and thousands of other health related personnel, such as social workers, speech therapists, health aides, etc. 4 I Ab -4- �I * (a - 3 d J One possible way to help reduce the shortages is to enact new programs for educating all health personnel. We have to -set the pace of edu-* cation at a faster rate.. . . i :A threeTyear • program instead of the usual four’-: year medical school program would -speed up the student turnover in our medical colleges. It would enable more students, to attend medical school and it would make better use of the medical educational facilities we now have and decrease the need for more of these institutions. A more drastic version of this idea, now being considered as a possibility, is to train young men and women in only six years after high school. Today it takes about eleven years of post-high school education and training and it is estimated that these eleven years cost the student at least $50, 000. The six-year plan would'sdrve a two-fold purpose. First, because of the compactness of the education, it would enable us to put almost 40% more students through their training than present standards permit. Second, because of only six years of training, it would greatly decrease the cost to the student and decrease the "per student" costs for the institutions. This will, of course, allow more students, who have the desire and the ability but not the money, to become physicians. A way to prevent a maldistribution of physicians in the commonwealth is to offer scholarships to students in return for their promise to practice their first four years in problem areas--such as city slums and rural districts. These areas are not the most attractive places to practice, and, therefore, there are difficulties in recruiting medical personnel where they are most desperately needed. 'J rl :i f II ’ l! We can further reduce the shortage and. make greater use of our present supply of physicians by allowing other health related personnel to per­ form routine functions that take up so much of a physician's time. Removing stitches, lancing infected wounds, pre-examining patients--these functions and others could be performed by health personnel other than physicians. We must propose new health professions to relieve the physician to perform the highly specialized skills for which he was trained. A sound medical service that must be improved upon is our health care facilities. We need better management and different types of facilities. Such facilities should include neighborhood health care centers, nursing homes, out-patient clinics, ambulatory care centers, rehabilitation centers for alcoholics and drug addicts, mental hospitals, and others. We must use these different types of facilities to alleviate the overpowering strain on our hospital system. Right now, hospitals are doing the work of many of these institutions in addition to their own work. More and better nursing home facilities for the chronically ill and the aged would relieve hospitals of patients who need only nursing or custodial care. Out-patient clinics for preadmission testing is vitally important. -5- �With this service, prospective patients could receive all the tests necessary, during the day and then go home at night. When admitted to the hospital, treatment could begin immediately, thus making better use of hospital facilities and reducing the costs to the patient. There are 280 general hospitals in Pennsylvania. Many of these are over-crowded. Waiting lists are not uncommon. Increased use of other kinds of facilities I have just mentioned will help greatly to solve the problem and maximum utilization of hospitals will help overcome some shortages. Hospitals function primarily on a 5-day week basis and little service is rend­ ered on week-ends except for emergencies. Patients who are admitted on Friday can expect to spend a lost weekend. They must wait until Monday for examinations, tests, and treatment. We have equipment and facilities to treat patients on a 7-day a week basis and it should be so used. Ci '0 The revamping of these current practices, as suggested, could appreciably reduce hospital costs while allowing for the maximum use of hospital facilities and manpower. We might initiate a leveling off and eventually decline of the staggering costs for hospital care, which have increased 17 percent in the past year. A hospital bed that cost an average of $9.. 00 per day in 1946, now costs nearly $100 per day and the cost is climbing rapidly. Other factors lending to staggering hospital costs include: Expenditures and allowances not directly a result of the individual patient's care. Medical bills contracted by indigent persons necessarily are absorbed by all paying patients. Training program for nurses, interns and other technical specialists also result in costs which are included in patient charges. Another suggestion to you is to demand and act upon the improvement of emergency health care. Currently, hospital emergency rooms are deluged with non-emergency cases. Staff and facilities is no where near adequate in many cases. These rooms are often used as dispensaries for the treatment of common ailments and minor injuries which might be better treated in the family physician's office. The workload of the emergency room should include only real emergencies. They must be fully staffed to take care of any life saving emergency. -6- �iT © (1 w 3 3 3 i When we speak of emergency medical services, we must not forget to in­ clude ambulance services. In a recent survey we found that there are 1017 am­ bulance services in Pennsylvania, with a total of 1,472 ambulances and 396 res­ cue vehicles. Volunteers operate 672 ambulances, 273 are private services owned by funeral directors, private companies and others, 63 are owned and op­ erated by local government and 9 are owned and operated by hospitals. Do we have enough ambulances to efficiently serve our twelve million people, are pri­ vate services as good as public services, should the services do more and be able to give emergency aid to the patients they pick up? In our opinion we do not have enough ambulance services and those we do have are not advantageously located. The vehicles need to be manned by personnel trained in emergency techniques while the patient is being transported to the hospital. Let us consider our environment for a change, We do not want to live in a land where the air has smog as thick as a London fog. Industrial and personal uses of combustible materials which create pollutants must be curbed in order to clear our air. On many days you can hardly see the hills of the surrounding countryside. This air is going into our lungs and scientists say that instead of killing us, our bodies may adapt to the toxic air. Our bodies will then change in physical form as a result of this slow adaption and we will very probably have a pretty scary looking group of humans living on earth in the future. And water which no one can survive without. Our streams and water sup­ plies are polluted. No longer can one look at a river and see the sun shining on it, looking like sparkling glass on the water. Today it looks like the sun shining on a piece of dulled plastic covering the rivers, Some water ways in the Commonwealth contain so many pollutants that they can not sustain life of any kind. Solid waste presents a major problem in our society and we don't have any efficient means of disposing it as our population continues to grow,, I am sure, as the problem continues to grow, we will bury ourselves in the waste we create. F 1 a Js 8 Pure water must come from our water ways, harmful agents in the air must be monitored and controlled and new methods of purifying it must be brought into existance, and new methods of solid waste disposal must be devel­ oped. It is your air, your water and your solid wastes -- you must become in­ volved in these problemsAnother environmental health problem is housing -- perhaps you are not interested in the housing problem if you are living in a nice comfortable home, but there are thousands of people living in buildings that are poorly constructed, -7- �fl! ■ L with plaster falling off the walls and ceilings, with no proper plumbing. The filth accululates and breeds disease and sickness. Did you know that the mortality rate of infants in slum areas is twice that of infants born in economically advantaged areas? We are denying them the right to lead normal healthy lives if we do not make available to them adequate and safe housing. i i i <1> a a a 8 I 5 ■ ~ l The third goal I will speak on today is education. We must edu­ cate our children on matters afffecting their health. This process should start at an early age--even before going to school. Likewise, adults need to be educated too. They must be taught to ask for preventive care, recog­ nize symptoms, seek medical assistance when needed. We have a long way to go in the educational process and we need to start now. Educators have been remiss is developing such health programs in the curricula. In Comprehensive Health Planning we are striving for a better future for the citizens of Pennsylvania and we are working toward the attainment of the goals for medical care services, environmental protection and health education. We can only plan for the future and hope that our plans are followed through. The public has become concerned that excellent medi­ cal care should be available to every American. The United States Congress responded to this public concern and initiated the movement for higher quality and more health care to be available to all, in 1966 when it passed Public Law 89-749. This law promotes comprehensive health planning for every area of the nation and every sector of the health industry. For the first time, it gives to the Commonwealth the responsibility for developing a coordinated health program for its twelve million citizens. The Commonwealth coordinates this program, but it is your responsibility to initiate, perform or direct many parts of the total health mission. Individuals, localities, organizations must form a partnership in order to work towards goals for human needs. Are you interested enough in the future to start planning today? M 'fl - ’I V L -8- �[J r INTRODUCTION fil i' 1 l I of Robert MacGregor, Executive Director Health and Hospital Planning Council of N. E. Pennsylvania Harold Sherman, Executive Director Welfare Planning Commission i i James E. Reynolds Peat, Marwick, Mitchell and Company by William Schutter, Director Model Cities Agency, Wilkes-Barre, Pennsylvania a a o As Executive Director of the Model Cities Agency of the city of Wilkes-Barre and as the program has been proposed, planned and now in its implementation, we have found that there must be new concepts in Health and Social Welfare. We have found that in order to rehabilitate an area, it must be done not only physically but in the areas of Health and Social Welfare. We have a rather distinguished panel with a vast amount of experience in this field. Not only have they had a great deal of experience, but they have also turned their attention to the problems of the past and how these problems can be corrected. s -8 (H 1G K t 8 rb __ -9- �a .I i A NEW APPROACH TO HEALTH AND WELFARE PRIORITIES by Robert C. MacGregor, Executive Director Health & Hospital Planning Council of Northeastern Penngyivaiiia "U 8 3 it n S ! E g ill The word "Change" is a key word these days. It is all around us. It is particularly evident in the health care field, which we serve. The essence of change is the relinquishing of prerogatives which we cherish, but which inhibit our thinking and may not allow for the kind of change which is necessary for the good of our fellow man. This is particularly true in the northeastern Pennsylvania region. The region has, in the past, exhibited a conservative tendency with res­ pect to institutional change. Unless institutions change, there can be no real change, for so many people are affected by institutions. From the time that they are born, until they die, they are served by hospitals, churches, by schools, etc. The mission of the Health and Hospital Planning Council of Northeast­ ern Pennsylvania requires that there be institutional, change; that there be a relin­ quishment of prerogatives, that there be a reassessment of our goals and how we can achieve them. Then, and only then, can we begin to reach for improved health care for all the residents of northeastern Pennsylvania. Change is not new, nothing is really new. There are many grand experiments that have been tried throughout the country; prepaid insurance, out­ patient services, home care programs. Any number of these require change, but they are proven techniques; :they are proven change agents, they have worked, and they can work here in northeastern Pennsylvania, given the committment of the people, some of whom are represented here today. The Health and Hospital Planning Council of Northeastern Pennsyl­ vania was established by a group of regional residents who were concerned about the need for improving the health care of the region's citizens. The Council is a non-profit organization composed of a Board of forty-nine Directors, and the majority of the Board is composed of consumers or users of health services and also includes many providers of health services. ( ■ M ■ jfl The object of the Council is, through a planning process, to achieve improvements in the environment, the mental/physical health and the facilities for health care in northeastern Pennsylvania. Obviously, this is no mean task, and one which requires an exorbitant amount of cooperation with existing health service providers. -10- 8 ■ �;T ■I ! The Council also affords a new opportunity, an opportunity for' persons who heretofore, have not spoken to express their feeling on their health needs. It also provides an excellent vehicle for communications between those existing institutions who are providing health care, and those people who desire new or improved changes in the health care delivery system. , I r 1. i i I f Our style then, is to consult with the consumers of health services, and to speak also with the providers of health services to determine the capacity for implementation, to develop a program which speaks to the needs, and what are the most important needs, what are the priorities, and to suggest how they might be implemented. In order to undertake this effort, the Health and Hospital Planning Council's Board has appointed a Task Force composed of citizens of the various counties located in the planning area. These include; Lackawanna, Pike, Luzerne, Wayne, Wyoming and Sullivan. These persons represent various disciplines, including health services, consumers of health services, environ­ mental, mental health interests, who will meet as a group in a series of meetings in each of the counties in their region, to talk with the people about their concerns, their desires, their observations on health. At the same time, the Council is in the process of collecting information on the existence of health services, the flow of patients, the topography of the area, the economics of the area, in order to supplement the Task Force discussions. In addition to these two factors, we are spending considerable time talking with the existing providers of health services to determine their planning considerations, their long range programs, their out­ looks, what they see for the future, to assess their capacity to change and to implement. These three factors then, will be brought together in a program which will be outlined next year and submitted by the Council for further support from federal and local sources, in order to begin to implement an overall program for improved health in northeastern Pennsylvania. The plan will address itself to some general categorical areas, possibly including mental health, physical health, environmental concerns, health manpower, and health facilities. It is important, in the Council's observations, that we assist such experimental programs as the Luzerne County Commission on Economic Oppor­ tunity's Rural Health Program, and Model Cities, to achieve their goals. These are very difficult programs, and are not widely understood, but their concern is genuine, their attempt is to improve health care for target population. If these demonstrations can be worked out, they can prove of immense value and should be applicable to a much broader area. They also allow us to utilize resources from both the federal and state level, which were not available through other gen­ eral categorical programs. Therefore, the Council is committed to a ssist, in whatever way it can, these types of demonstration programs. In summary, we feel that the Health and Hospital Planning Council is an important tool, established at the regional level, to assist in a redistribution and allocation of resources for a maximum effort to improve the health services for ii JI 1 I 5 -11- �tn ii J: fi all of northeastern Pennsylvania. We invite your participation, we ask for your assistance as we meet in the various communities with our Task Force, we call for your interest. We desire to effect Change--Change is a difficult thing, as I said before, and will require the assistance of good people like yourselves. I thank you. a I] f ffi ■I a n 3 n s b 8 n i? s 1 E -12- �iT 2 ! i n? .3! [? Qi (J! ■? I R; . i 01 Executive Director Welfare Planning Council We in the social welfare field in the Region are in a rather unique-if not peculiar--situation. There is, on a regional level, health planning, economic development planning, physical development planning and probably others, but not for social services. Yet, our largest provider of servies, the Department of Public Welfare, operates on a regional basis and we are a part of a fifteen couhtyi-region. We find ourselves almost constantly reacting to decisions made at Regional levels- rather than doing any constructive plan­ ning that would affect the Region. In recent months, the five professionals who carry social planning responsibilities in our respective localities--Berks County, Hazleton, Lehigh Valley, Lackawanna and Luzerne--have formed an informal group which has two main functions. One of these is to discuss common problems and the other is to act as an Advisory Committee to the DPW Region II Director, reflecting as much as we can the thinking of our communities. In our next meeting we shall be considering the question of the need for a Regional Wel­ fare Planning Council and whether it's time to involve lay people in thinking about this matter. My task, today, tho, is not to talk about regionalism, but rather an example of planning on a county level. (In fact, if we were regional, we'd probably be disqualified for this role. ) Planning in Luzerne County may as well be regional for it's almost as complex. That mountain between Wilkes-. Barre and Hazleton is almost as effective in polarizing us as the Iron Curtain in Eurqpe or the Berlin Wall between East and West Berlin. Here, we have two oroud communities fighting to retain independence and not willing to be �L Si I p II B 3 a ■ a a 1 ( ! IT/ 5 B 0 rL Before I lose my credibility standing with my friends in Hazleton, let me quickly say that some of us are talking together and while what we are doing may not be planning the usual sense of the term, we are doing some looking at problems we have in common and trying to see if some of the solutions have common applicability. For example, very recently a group from the Wyoming Valley visited Hazleton to see how that community funded and brought into being its new United Community Services Building, with all the possibilities offers for expanded services; another is the invitation to the Hazleton Visiting Nurses Association to join with a group in Wyoming Valley to form a new agency to provide comprehensive home health care for all of the County's residents. The program.which, however, has real promise for "pulling" the County together is the one called 4-C's--Community Coordinated Child Care. It is variously'defined but the simplest says that it is a "system under which local public and private agencies interested in day care and preschool programs develop procedures for cooperating with one another on program services, staff development and administrative activities. " There are counterparts at the State and Federal levels, too. To me, it's Washington telling the local communities to do what they should have been doing all of the time anyway, i. e. , working together to assure that the quality of child care is the best possible and that is available to those who need it most, on a flexibly organized, community-wide basis. We share, with most communities in the Country , the onus of not having done this, and of having to be called to task for it by the "Feds". Interestingly enough, a great many communities accepted this challenge; many, I suppose, out of guilt; most, realistically, because of the unique "carrot and stick" aspect contained in’its introduction to the program. It holds out hope that all "good, complying" communities will be rewarded, and the fear that those who ignore the guidelines will be by-passed when the "goodies" are finally given out. What the manual states is that "altho it does not provide the community with an additional source of Federal funds, the 4-C's Program does provide the opportunity to reap the many benefits (including financial) of coordination within the community. The Federal Government, because of its interest in and sponsorship of the 4-C's Program will extend certain priorities and benefits to communities operating local 4-C's Programs." In another section, it is again emphasized that no additional monies have been appropriated for child care, but if and when they are, it's going to be the 4-C's communities that will get the priorities. I'd be less than honest if I said that the motivation for our getting into the act was because there was a great community demand for something to be done. Instead, the Regional DPW office, urged by the State Office, which has been motivated by being designated as a Pilot State by Washington, nudged us to -14- �5' Ij i get moving. At that point, it became a "local matter',1 endowed with all of the magic qualities that distinguish grass-roots planning from planning "on-high," wherever that might be. I should mention, before leaving this phase of the description, that Regional threw in some dicta before leaving us to do our own thing.. Luzerne County, for 4-C's purposes, was to be considered as "a community," there would be only one overall plan, and funding, when it came, would go to a single source. Given that choice, we've been.working and planning together--voluntar­ ily, of course! Instant Cooperation! a fl o 0 s ■ iff lb' Planning in regard to child care has been really at two levels, although closely related, We began with the formation of the 4-C's Committee, officially defined as " a group of community representatives in which is vested the responsibility for formulating the policies and agreements which constitute the local 4-C's Program. " The"shoulds" then spell out who is to be involved which include representatives of agencies who are providers of service or have an interest in the development of services for children and families, parents whose children get service, and representatives of other state and local agencies which affect the development of programs. Also, the agencies have to represent "at least 50% of the total Federal funds made available <f or day car e and preschool programs in the community and which were received in the previous fiscal year. " Meeting this last criteria and any other referring to "providers of service" was easy. The only service for preschoolers was the half-day OEO Head Start program. Model Cities has money allocated to day care. No bther community, supported, full-day service existed in the County. Our thinking had to be in terms of potential users of service, potential providers, and potential sources of support. Our first invitation went to 27 persons. Forty-two showed up at the first meeting, indicating the apparent latent interest existing in the County in providing day care services. The core committee now numbers about 50 and includes representatives of consumers of service, public and private agencies, unions and management, colleges, school districts, etc. Up to now, the group has been meeting irregularly at the call of its convener. It has supported efforts to bring day care services into the County, including providing testimony for a State Advisory Committee on the need for day care services and for support by State Government. It also authorized a survey in the County to determine the extent of need. Formal recognition of the Committee by State and Federal authorities has not yet been sought but will probably be a next step. While, initially, the Welfare Planning Council carried all of the staff responsibility, the pace quickened immeasurably with the loan of a staff -15- •f’. '' hL �person from the County Board of Assistance. She was assigned full time, working under the Supervision of the Council Executive, to develop the 4-C's Program and its committee. During the summer, she had the assistance of a College Misericordia Work Study student and it was possible to complete the broad based--altho limited--survey of need requested by the 4-C's Committee if a rational approach to providing day care services was to be undertaken. I 3 3 y B 3 Some factual data did seem necessary. On the face of it, the fact that half the working force in the County were women, and that there were no community-supported services for day care (other than day homes provided by the County Child Welfare Services), would seem to be enough justification for establishing such services. However, conflicting views give evidence that what seemed obvious was not going to be enough. Luzerne County has no history of day care, so the very concept is foreign to most people. (Even during World War II when most communities enjoyed their most extensive tax-supported day care programs, our industrial picture was such that we received little or no such benefits. ) There is also the very widely held belief to contend with that the ex­ tended family is quite common here and its members are available to.care:for children while mothers work. The lack of wide acceptance of the day home program was also pointed to as evidence that organized day care is not needed. On the other hand, the 4-C's Committee members, representing so many and varied interests, were convinced there was a need. Employers of large numbers of women and union leaders whose membership was largely women were very sure that day care was an absolute economic and social necessity. Our County survey, made possible by the cooperation of just about everyone approached, covered employed women as well as those at home. It was a good study from the standpoint that it "proved" all sides were right. Most of the women who already have children in care were, in general, satisfied with, or at least not ready to change, their existing plans for providing care through neighbors or relatives (quite often, husbands). On the other hand, great numbers of mothers would like care for their children, most often to seek employ­ ment or training, but large numbers for other valid reasons, which can be only met by good day care services. From the standpoint of planning, we found that there was a great need for day care services among all economic strata and in all parts of the County, rural and urban. Plans and studies sometimes result in successful undertakings; in frustrations; sometimes up blind alleys. And, sometimes, as in our case, in justifying actions already taken. Not that the findings of the survey are not going to be of great value for future planning, but they had very little to do with the recent granting of funds or the selection of Luzerne County for an experimental day care educational project. (Between the two, intending to serve less than 500 children, we'll be meeting less than 1% of the need we found. ) -16- �I i I "I al I ?! I I I ■ Our "planning success", as it has been called by some, really was more a matter of timing and opportunity than the end result of the classic planning process which begins with the statement of the problem and then pro­ ceeds logically to implementation. Altho, as a planner I'd like to believe that most of our work follows along these traditional lines, I'm not so sure that much of what passes for planning is not really a set of fortuitous circumstances coalescing at the right time. 1 - rl I I 3 a I i i n& I In this situation, County interest has been sparked in day care. Both the Regional Office in Scranton and the State Office in Harrisburg knew we were getting quite involved and also of our lack of day care services. The State, which had not been providing any funds for such services, suddenly decided that it would be to everyone's benefit if it took advantage of the 75%25% matching formula under Social Security Legislation (Title 4A, to be exact). I use the term "suddenly" advisedly because, from our stand­ point, it really seemed to happen much faster than that. We were called and told that if we wanted to get any funds for day care this year, we had better write up a County proposal immediately. "Immediately" was at first a few weeks, but that was shortened to the point where we -ended up having to tele­ phone the budget part of the proposal in order to meet the newest deadline. Naturally enough, our proposal was not what it might have been if we had an opportunity to know the full extent of the need. However, despite the lack of a factual basis, it was comprehensive and indicated good understanding of what day care services should be. As a consequence, it was funded for $442, 000 and now awaits implementation by the County Child Welfare Services. It would not be easy to find another such series of dovetailing situations! Soon after this first break in the famine of day care services in the County, we were approached to see if we should like to be considered as one of four counties to be selected for an experimental program which would serve 238 children. It would be under the auspices of a profit-making educational company which had contracted with the State and Federal Governments to demon­ strate some new methodology and techniques. In the belief that we had nothing to lose and probably much to gain, we indicated interest, provided basic data about the County and its population, and in time were informed that we would get one of the centers. Since the company acts as if it wants to be independent, we will set our task at seeing that its program meets need and complements rather than competes with other programs being organized. That brings us back again to our 4-C's Committee for,- with more than one service in operation, it can exercise its responsibility to coordinate and see that the County's best interests are served. Having come full circle, we need only express hope that, having gotten our foot in, we'll continue to push ever wider the open door. -17- ��One of our greatest problems in delivering health services today, as it is in manpower and education services, is the problem of overlapping political jurisdictions. Therefore, the map I have proposed should also clearly identify each and every political subdivision. Up to now, it seems that each jurisdiction involved in the health area proclaims: "This is my turf. For example, there are federal agencies, state agencies, regional agencies, county agencies, and local agencies--all involved in health matters, but generally each going its own way. 11 The absence of a workable coordinated relationship is probably the most significant obstacle to expediting the delivery of health services. If such a relationship cannot be worked out, complex problems can be expected. Another type of fact which should be shown geographically is the type and location of agencies responsible for delivering current health services. There are public and private agencies involved in providing existing health services in various political jurisdictions previously men­ tioned, such as counties, regional authorities, and hospitals, and appropriate relationships must be worked out between them even before we actually enter the planning stage of an adequate and responsive health delivery program. The second question which we must consider in our planning process is "With whom are we dealing?" Health services involve two components: (1) the provider of the service and (2) the consumer of the service. There are both individual and group providers, and in the process of examining each, our concern is primarily with the scope of their service and their capacity to perform. A prime factor to be reckoned with here is that of staff and other personnel. All of this initial inventory type of work is the real key to effective health service planning. Where we are and with whom we are dealing are the sine qua non of comprehensive health planning. But there is at least one other step essential to a comprehension of the part played or to be played by each of the individual or group providers--proper evaluation of work done. Each must be asked, "Did we accomplish what we set out to do, or did we have to change course in midstream?" 'Were our navigation tools together when we started out?" This is the kind of evaluation which must be done. In addition to the providers of health services, we must, obviously be concerned with the consumer of those services, Here, too, there are individual consumers as well as group consumers, And, since various segments of the population require a specific health service, other segments -19- �.I I I 3 a in 5 'I require others. For example, veneral disease is a significant health problem in many communities. Assume that an immunization program is to be under­ taken. Who in the local population is to receive this service? To whom is the program to be geared? In the absence of such an evaluation, an immunization program would be fruitless, because how can one provide the service unless the person who requires it is known? The ultimate object of health service, of course, is the consumerthat individual who needs the service. It is, therefore, most essential that we ascertain as accurately and realistically as possible how the consumer looks at health services. The main trouble is that too often those providing services act on the basis of assumptions. The Federal Governments acts on assumptions. It simply assumes that low-income persons want certain specific kinds of health service when in fact they do not. What I am saying is: " I like apples. I like delicious apples". This does not necessarily mean that every­ one likes the same apples. Some may prefer Jonathan apples. 3 I think we have to answer the question whether everyone can pur­ chase health services because we can. Some people can't afford them, and perhaps they do not need or want the kinds of services which we offer. The only sound basis for determining what services are needed and will be utilized is to ask the prospective consumer. In behavorial language, we search out the "inputs" of the consumer. 0 The third question-" What health services are currently being delivered ? "--can only be answered by a thorough and comprehensive survey of existing federal, regional, state, county, and municipal, as well as private, health programs, and by an appraisal of the exact nature of the available services and conditions under which they are available and to whom. nLI The local Model Cities program is preparing a comprehensive health service project. I do not know if it is already in operation. I understand that the city council has given its required approval. Mr. McGregor is involved on a regular basis in delivering health services in the area. I 1 g In undertaking the implementation of the proposed comprehensive program, you will have to get some kind of profile on what needs and services exist in the Model Cities area at this moment, and then on that basis determine what must be done. You already have some services. What is the capacity of the agencies to perform? To what extent are the services used? Do the people really want what is available now, or do they want others? Are the current services really helping the people, the consumer, or are we merely delivering a group of services to salve our own consciences? -20- �a 3 a I |I I R 3 I n 3 Undoubtedly, resources are being used in the health service field here. But the question is have you evaluated performance to ascertain whether the resources have been used for the greatest good. You will note that the term "evaluation" continues to crop up. I have used it deliberately because it is so very important. In any planning process, we must establish bench­ marks to tell us how to move from point A to point B and to help us decide whether or not we are satisfied with our moves. We must be sure that our resources are properly and effectively used. We should now say more about health services provided here now by other agencies such as the state, municipal, or private sectors. Here again we face the problem of overlapping jurisdictions. This manifests itself very clearly if we begin to ask pertinent questions. For example, are particu­ lar health services now already provided by the state, local, or private level? Who are the agencies and who are the individuals receiving their services? The point is that before we can establish a broad, comprehensive community health service program, such as the one contemplated in Model Cities, we must inventory the types of current services, capacity and utiliz­ ation, resources now utilized, performance, and evaluation. The fourth question-"How are the services being delivered ? "-is the key to the whole planning process. Many times we merely assume that some agency is delivering a service. We have little or no knowledge as to how they are delivering, or whether they are optimally delivering. This means that we must ask questions as to planning, management, and the deli­ very process of each agency. D I '■ Individual providers must be reviewed by types and methods for designing community health needs. Planning, programming, and budgeting techniques must be examined. We must look at monetary and service eval­ uation methods, and at methods of evaluation of delivery, and we must also be aware of and understand the regulatory processes, for there may be legal constraints which prohibit us from delivering certain kinds of services, particularly in the health field. In this overall planning process, we often forget what I have called "feedback processes". This refers to information which we obtain from the consumer himself. Too often, information about a health project goes out (I call this "feed forward" information). The trouble is that almost never do we get the "feedback" from the consumer. This is an important omission, for if you don't get any feedback, how do you determine the effectiveness of the "feed forward"? We simply can't function effectively unless we know with some degree of certainty how people are using our services. & -21- 0 �Ji 0 ! fl ! a a o 0 Q J 3 o ! ! I am certain that at this moment, we do not know much about how people consume services, whether in the delivery of health, education, or manpower services. I suppose we don't know enough about this precisely because we haven't asked or answered the question: "What kind of feedback do we want from the consumer?" Secondly, we don't get the consumer "in­ put" in the very beginning of our planning process. Sometimes, I think it might be wise for us to use our clientele, the consumer, as consultants. I am a professional consultant, and frequently I haven't got the answers. Perhaps we might get good answers if we asked the people who are most affected--the consumer of the service we provide. The consumer of a service is a most important, though not the only source of inputs to help us determine our plans. We have many pressure groups, actively engaged in seeking change-----some even demanding immediate change. For example, there is the American Medical Association. They provide an input into health services, and at this point in history they have quite a bit of input. In fact, they have considerable control of many of the country's most important and significant health projects. They have a powerful grip in programs at the federal level, and have a definite power at the local level because of it. One of our keys is to look at the relationship of the various Federal government agencies involved in the planning process, because each partic­ ular agency is a federal participant, and therefore, important. There is overlapping at the Federal level with HUD, OEO, and a multitude of other agencies. They have some real problems. Unfortunately, if there are con­ tradictions at the federal level, they tend to filter down to the local level. Many of the heartburns you experience at the local level of your planning process are a direct result of contradicitions at the Federal level. Other agencies which have important inputs in relation to health planning are state agencies, regional and local agencies, and private institu­ tions. It is important to ascertain their inputs, to learn of their needs^ de­ mands, and objectives, so that they can be incorporated into or accommodated by the overall community program. However, it should never be forgotten that the most important source of inputs must remain the consumer. The most important point of my discussion really is that all these relationships between parties engaged in the provision of health services must be visible and clearly identified, and all must be considered in the planning process. This in itself leaves no doubt that planning to deliver health services on a comprehensive basis is no simple or easy task. One other matter remains to be said. -22- 0 What I have been speaking �5 i s ll i l! a 0 'J n about is graphically displayed here on this chart in what I call the "project management cycle." This procedure may also be used to study community health needs. You first simply define the existing health system conditions in the area of concern. That is, you ask and answer the four questions I posed at the beginning, and which I have briefly discussed. The key to the method is that it is a cyclical process -- it's ongoing, moving from the initiation phase to the definition phase, to the development phase, and finally the implementation and evaluation phases. My whole point today is that in planning for health services on a comprehensive scale, you must get the input of all relevant actors in the play. To leave out anyone destroys the smooth unfolding of the plot, and creates friction. No one single actor, no matter how professionally qualified, can make the play alone. Each actor contributes an important and irreplacable part. The same is true in planning for health of the community. 0 G B r y 5 -23- 0 �J I n II D I L! n INTRODUCTION of Francis E. Moravitz, Director Housing and Community Development Jack W. Croes, President Capital Industries, Inc... LI fl Iu J I Sa I I E § Raymond Condo, Executive Director Ecumenical Enterprises, Inc. by Robert J. Miorelli Hazleton Chamber of Commerce Since the overall theme of this Conference has been the "Goals for Human Needs", certainly one of the basic needs of humans is housing. We all realize that there is a tremendous shortage of decent housing in our area, therefore we must develop new techniques, new systems and even new legisla­ tion formulated by the Federal and State government. However, the accomplishment of these goals can only be from the area of local concern. Our panel this morning brings together these various areas--that is, a representative from the State in his role as Director of Housing and Community Development, the President of an industry in the private sector, and’the Executive Director of semi-public agency which is financed in part by Federal government but is also supported by an ecumenical organization. I I 0 LU -24- L �NEW CONCEPTS IN HOUSING 5 fi fi 0 by Francis E. Moravitz Associate Director Community Development and Housing Appalachian Regional Commission r I am most pleased to be representing the Appalachian Regional Commission at your Tenth Annual Community Growth Conference. It is especially gratifying to participate in an exploration of concepts to meet the housing problem. This problem, as you know, is a national one. It is a par­ ticularly harsh one in many parts of Appalachia. fi This region's housing problem can, of course, be defined statis­ tically: One million families, or one out of every four, and, in some parts of the region, nine out of ten families live in housing that needs replacement or repairs. The problem is better defined, however, by saying that the region must start by building and strengthening a home building and finance industry that is responsive to the needs of all income groups. - E 1 9 1 8 I i I ■ S Several years ago, my Executive Director, Richard Widner, was asked to participate in a housing conference in one of the Appalachian States and he assigned me the task of drafting a speech identifying the con­ straints to home building in the region. The list that he presented included the problems of land ownership patterns and pricing, the separation of mineral and surface rights, fragmentation of the housing markets, antiquated codes and ordinances, the shortage of developers and construction tradesmen, horse and buggy financing practices, under-utilization of Federal programs and so on. The only response to this recitation occurred at the end of the conference when the moderator closed by saying, "In spite of Richard Widner and the Appalachian Regional Commission, we shall solve our housing problem. It There is nothing unusual about a government agency being called a bottleneck. In fact, it is often justified. However, the comment that was made in'this particular instance was a direct reflection of what had gone on during the conference: No one was willing to engage the housing problem in hard, conven'-'. tional terms. There was no discussion, for example, of the problems of land assemblage; no one discussed construction and mortgage financing; there was J P -25- 'P ■ �u ■J d I 'fl 7' d ■ no mention of the architect's role in a development team, nor any other straightforward discussion of how housing can be built and financed. Instead, the conferees were content to talk about such exotic building techniques as the pre-stressed characteristics of bamboo and the application of foaming techniques to culm pile residuals. Now, it is a certainty that this conference could talk authorita­ tively about culm piles. However, I'll resist the temptation and offer a direct proposition: If you want to build housing, there is no substitute for: - a competent builder r - a good mortgage banker - a reasonable landowner J - an imaginative, cost-conscious architect - an intelligent engineer 1 B I ' ffl s R if 13 - a cooperative local and state government, and - a sympathetic FHA . Ar.d if you and your community can't find these characteristics among these and other functionaries in the building industry, I can think of no better way to encourage these traits than through the organization of a repre­ sentative community-based effort that involves people who are willing to learn, to get their hands dirty, and to muster economic and political clout when necessary. It has been known to work and even to soften the heart of the FHA. I would like to discuss several such efforts in which the Appalachian Regional Commission is participating. Not all of these efforts are totally success­ ful, but each, I hope, demonstrates how community organizations, labor unions, and industry can become involved. The largest and perhaps most innovative local program in which the Commission is involved is located at the southern edge of Appalachia in Northeast Mississippi. The program covers a ten-county area, which is pro­ bably the only area in the nation that can legitimately claim to be solving its housing problem. -26- �The program's first phase involves the construction of 1, 250 units, many of which are already under construction. The program was launched with a $ 318, 000 no-interest planning loan from the ARC housing fund. (The housing fund was established in 1968 for the purpose of providing "seed money" loans to prospective housing sponsors. The loans cover 80 percent of the cost of planning a project and securing a commitment for mortgage insurance under HUD's 221 and 236 programs. By the end of August, the Commission had approved 54 loans totalling $2.4 million. These loans are expected to secure approximately 6,500 units of housing, costing an estimated $88 million. ) E ■ i I The Mississippi program, involves a massive mobilization of both private and public interests by a public housing authority -- the Tennessee Valley Regional Housing Authority --TVRHA. This agency's approach is to change the basic role of the housing authority from one of management to that of a catalyst for home production. In this role, the authority is functioning both as a financial institution and as a con­ duit for Federal housing assistance. As a financial institution, the authority can purchase or make mortgages from the proceeds of sale of tax-exempt securities; as a conduit for Federal assistance, it receives commitments under the Section 23 (g) public housing leasing program. In order to produce housing, a subsidiary non-profit corporation ac­ quires sites, plans projects, and contracts for the construction of homes. The corporation arranges construction financing with local lenders and transfers the mortgages to TVRHA. Thus, the corporation retains ownership of the units and leases them to the housing authority. Under this program, renters are allowed and encouraged to take ownership of the properties. Through a concept of individual home maintenance, the tenant receives a maintenance fee that goes into an escrow account, from which downpayment requirements can be met. Once the individual becomes a home owner, the authority acquires another unit of leased housing in order to meet its commitment to the Federal Government. Consequently, a new unit of housing is generated. In this particular example, an existing but dormant public agency was re-vitalized and the entire process of home construction structured to produce quality housing that is available to any lower income family. In West Virginia, the ARC is participating in a project initiated by the Board Chairman and President of Weirton Steel Division of the National Steel Corporation. Under the leadership of these men, a non-profit corporation was -27- �formed to undertake the development of new housing for the residents of old, industrially blighted neighborhoods in the City of Weirton. D L) B The steel company is contributing its legal and technical staff to meet the administrative costs of the project. From its own assets, the company has purchased open land and donated it to the non-profit corporation. Through the management abilities and obvious political know-how of the members of the non-profit corporation, foundation gifts, government grants and development financing are being put together to assure attractive, convenient developments. The practical result of this effort is that individual, fully-developed lots will be available to lower-income families for home construction at approximately 40 per cent of normal market cost. Labor is also involved in providing housing in the Appalachian States. One of the more ambitious programs is that of the Alabama AFL-CIO Labor Council. The current two-year program of the Council calls for the sponsorship of 10 housing projects and the creation of two field offices to coordinate construc­ tion and management. The Council's participation in housing was spurred by an obvious shortage of financially stable and properly motivated community organizations to sponsor housing projects. To date, the ARC has approved three planning loans to the Council and further project funding is anticipated. In North Carolina, where the Commission participated in the formation of a state housing finance agency, an effort is under way in a largely rural sec­ tion of the state to promote housing construction for lower-income rural families. The Local Development District has taken the lead in forming a working committee of builders, lenders, government officials, and others concerned with housing problems. The committee has developed a two-pronged approach to the problem of rural housing. First, it has initiated a service program through which: 1) Moderate-income families seeking or needing housing are counsel­ ed and assisted in preparing loan application under VA, FHA, or FmHA programs; and then 2) Builders are encouraged to construct homes for these families and assisted with the initial processing of loan applications. In short, through this effort, the committee brings builders and families together and assists with the paper work (red tape) that up until now has scared off both parties. -28- �' | Im i r lifi P fK b 8 E E I I ) s n S I n l The second aspect of this program is leading to the creation of a regional non-profit housing corporation which will undertake the initial planning of lower-income housing projects, and then participate with private investors in the sponsorship of such projects. In this process, the non-profit corporation will become a legal partner with private investors and shoulder many of the responsibilities of managing projects and caring for the welfare of lower-income tenants. There are many other examples in Appalachia. Here in Pennsyl­ vania, for example, the Commission has approved loans to 21 housing sponsors for projects which will eventually house up to 1, 923 families. In addition, the Pennsylvania Departments of Commerce and Community Affairs have endorsed applications for 22 additional projects. The remarkable thing about these data is that three and a half years ago, only two communities in Appalachia Pennsylvania had constructed low-and moderate-income housing projects under FHA's special assistance programs. In my view, Pennsylvania community leaders are learning a lot about housing. Most will, I think, confirm my thesis concerning the need for a strong, citizen-based sponsor and the use of a competent development team. Beyond this, they are also learning that current housing programs and the manner in which they operate extract (even under the best of circum­ stances) enormous demands on time, energy, and patience. And when the re­ sults are in, many times the surface of the housing problem has only been scratched. I remain overwhelmed at the fact that the last big idea in housing production and financing was put into law in 1934. In between, we have produced a public housing program and a literal blitz of numbers: 235, 203, 236, 221, 502, 505, etc. It is time for new concepts, new approaches, and new commitments. Surely it is within our capacity to simplify and to find the resources to meet the housing problem. My guess is that the genesis of the next big idea in housing will come from, and be supported by, those of you who have survived the problem of sort­ ing through the numbers and have become actively involved in providing the hous­ ing for your community. g -29- l‘i �i ' pl i i L ; a L1U' E 0 NEW CONCEPTS IN MODULAR HOUSING by Jack W. Croes, President Capital Industries, Inc. Capital Industries manufactures sectional houses, primarily single houses, but we are engineering now to produce modular components-these are stacked for such things as town houses, garden apartments and so forth. We have been in the manufacturing of sectional housing since 1963. This section of the country actually spawned the industry. In 1963 there was only one other manufacturer--Ambassador Homes in Nanticoke. The product was mismarketed and sold to mobile home dealers who did not know real estate laws and got into a lot of trouble, which is a part of the history. Giving this housing a mobile home image was unfortunate. This was true of all the early entries into the sectional housing field. In re­ ferring to a sectional house, this is a two-piece unit that goes together on a foundation--generally a whole basement. It is not a mobile home. I B 8 8 n I am going to concentrate on the pictures that show how the product is manufactured. This is the beginning floor section--2 X 10 on 16" centers--the floor--beginning of half a house. The floor is a plywood deck. The floor is done according to codes. It must be made stronger than most conventional homes. Some extra things must be done because the house must be transported over the highway. Next is the application of the insulation to an outside wall, It is done on the flat. The gypsum board dry wall is applied to the wall again on the flat. The dry wall is glued to the studs. The roof is put on in a conven­ tional manner from a platform on either side of the unit, as they come down the production line. In the application of sheeting, we use all wood sheeting for strength--it is also glued on. The application of aluminum siding in the plant is done under controlled conditions. The wiring in our units is comple­ ted in the wall and this causes a little trouble here and there because the building inspectors cannot see it. Generally some dry wall is left out to impress them, but for the most part the connections to our electricity are made very simply to junction boxes and can be made in a matter of a few minutes at the site. Now a house is ready for shipment. It has all the trim and nec­ essary insulation and so forth to complete the house at the site. Generally there is about 120 man hours of labor at the site to complete the house. -30- �0 B {J J ■ iU tn a ffi We will be putting the house on using conventional moving techniques. The house will move on the track and across the wall. Visqueen, a cover used to protect the house from weather in transit is then taken off. It really does the job. Now half a house is ready and they are going to jack up the roof. They have a system--the roof is jacked up at the sits. One cannot transport a structure above 12'6". To get a 4-12 pitch, the roof has been hinged at the juncture of the rafter and the joist. The roof is jacked up and is spiked into place and becomes a conventional 4-12 house pitch. One of the problems of the industry in early years was the low roof pitch. The roof is then jacked up. After the roof is up, the new walls are spiked in. The house is then brought together and the over-hang is folded down. The over-hang was folded up during transit and is folded down at the site. Sofit is then applied. When the house is almost together, with one side of the roof down and the other up, you can see the difference in the roof pitch. The conventional house-moving equipment is used to move the house across the track, The house is bolted together from underneath. Now the gable ends are completed, Aluminum siding is applied at the site on the ends. This is done, of course, so there is no point where you can tell where the house comes together in two sections. Id g ffl Our total drive has been to produce a home which would be like a conventional home, which, except for the most expert eye, could not be told from a house that was built on the spot. In 19t>5, we produced the first of this type of home--the Royalty--which really is not much different than a conventional house. However, our total aim is to the low cost housing field. What we are trying to do is get into the category of HUD, especially low-interest subsidy. There are construction limits of $18, 000 complete with lot. In certain areas, which may cost as much as $20, 000, there is a low interest subsidy and also a low down-payment. In this way we hope to provide housing for lower income people. This is the market that should be served. The last few years, because of lack of mortgage money, we've had to concentrate in the higher class field simply because they were the only people who could get mortgages during this period. A smaller home used with a treatment of rock and brick is an example . Generally speaking, one could not be able to tell these houses from any other conventional home built at the site. We are now constructing units called the modular stack, They are different from sectional housing. They are built for apartments, The cubes are built in the same manner. Acutal erection of one is simple- -a 35 ton boom lifts them into place on the foundation. The center cube is a service cube for electricity and water, etc. The outside cubes are the living -31- '' ________ �;s d 1 IT’ I > I I 11 space. The center cube weighs about 10 tons and is heavy to lift even with a 35 ton boom. There are six cubes to an apartment. The difference in these and the mobile homes is UL approved wiring, 2x4's, 2x6 rafters, 4" wall, insulation factors, plumbing, state codes (which mobile homes do not have). There is a great deal of difference in construction. This is an infant industry. The technology and the machines for this industry are just being developed. Our new plant--80, 000 square feet-is being constructed. In it will be some of this new equipment. Labor efficiency is not what it should be. Labor costs in the plant are 16%. This should be reduced to 10%. The technology for this industry is just starting. Previously the dry wall was put on the studs by hand; now we have a machine to do it. Many other things are being developed. Labor efficiencies should drop by 3 or 4%. In the mobile home industry, it is not uncommon to have about an 8% labor factor. Unless you are quite mechanized, the labor factor will run about 40 to 50%. Transportation costs about $1.25 a mile. They cannot be shipped on slabs. It must be with the floor. Slab construction would not be good. What is needed is a crawl space foundation for at least a basement. The cost of a mobile home?--One model for low income families on a $2500 lot would sell for $18, 000 in our market area. Progress is not too fast in the modular stack-type unit. Steel and fire proof materials for framing will become the thing in this type of construction. Concentration is on single family housing. Single family housing relieves congestion in the city. This a way of relieving the housing problem--Home , sweet, single-family home ! a 8 8 g g -32- ffl �IE n B NON-PROFIT HOUSING CORPORATIONS by Raymond Condo, Executive Director Ecumenical Enterprises, Inc. I'd like to make one correction, Bob. I'm not from Scranton. I'm from the Wyoming Valley area with offices located in Wilkes-Barre. Our oper­ ation is also in Wilkes-Barre and Wyoming Valley. in n 1 1 You have heard about some of the problems and some of the ways in which other states and organizations have entered into the housing program. I'd like to discuss briefly with you what's being done here on the local level in the name of Ecumenical Enterprises, Incorporated, which I represent. This is a real "nitty gritty" problem. Some years ago a group of men got together and decided that they wanted to engage in the hard-core problem of housing. Even though they didn't know exactly what they were getting into, they knew there was a housing problem and that something had to be done about it. Ecumenical Enterprises was incorporated as a non-profit housing sponsor. In December 1968, represented by four religious faiths: The First Presbyter­ ian Church of Wilkes-Barre, The Roman Catholic Diocese of Scranton, The Metropolitan Lutheran Council of Wilkes-Barre and the Jewish Federation of Greater Wilkes-Barre, this core of men formed a 20-man board, an 8-man executive committee, 1 full staff member, 1 consultant, 1 developer, and various other committees, and decided to engage in housing action. Now, why engage in housing? Because, of course, the problem is serious locally, particularly for those people in the low and moderate income bracket. We have public housing in the area. We have nothing other than that being done by other organizations which could take advantage of the various federal housing administration programs. a I;. Keep in mind that housing is basically three problems. Primarily, in my opinion, it is an economic problem. It is economic because of the high cost involved. Today, there is no such thing as low-cost housing. There is such a thing as lower cost housing, but no such thing as low cost housing, unless you want to build a tent. Therefore, you have to try to get some financial assistance, some economic assistance, and usually this comes from the federal or state government. On the federal level there is the FHA which has numerous kinds of housing programs that almost anyone can get into, but there is no need for a sponsor. -33- �I fl 0 E fl (fl uy ■ 1 i flI I K Our organization focused on two specific areas of FHA's program, namely, rental housing under 236 and home ownership under 235. These pro­ grams do provide financial assistance to the eventual occupants of these units. Assistance takes the form of interest reduction subsidy which goes, not directly to the individual, but to the mortgagee holding the loan. Why non-profit corporations ? These FHA programs were geared only to and primarily for non-profit sponsors and limited dividend corporations. In this area, no such animal had existed previously, so we had a group of dedicated citizens in this area form a board and set up Ecumenical Enterprises. Although the spearhead has been from the religious sector, the board of directors is composed primarily of business or professional men in finance, real estate, law, and so forth. What I'd like to show you today, briefly, is what we are doing in this area and cry to convey to you what the real problem is. Basically, we are trying to provide housing under 236-multi-family housing. We have a large project, which, hopefully, will get under construction next spring. It is located off Coal Street in the Heights area of Wilkes-Barre. We hope to have, as Mr. Croes has shown, some modular housing construction utilizing this technique. It does provide rapid construction at a reasonable cost. We are already engaged in a program of rehabilitation-- rehabilitating existing homes, putting them back up to code standards, and reselling them to eligible families. The basic benefits to the recipients of the housing unit are three: (1). They receive an FHA insured mortgage which the financial institution taking the mortgage likes because it reduces his risk. (2). There is a minimum down payment of at least $200 that the buyer must have in order to get into the program, and (3), a big point, depending on family income and size, the buyer could qualify for the program and in effect possibly receive a mortgage at the rate of 1%. This means, in essence, that you purchase an $18, 000 home and you get an $18, 000 mortgage on it. Minimum down payment for 30 years on this program, at current interest rates of 8 1/2%, and all your other miscellaneous charges, including real estate taxes, fire insurance and other special assessments, might cost an individual $150 to $160 a month, which he can't possibly afford because he is in the low or moderate income bracket. This is rectified by the FHA paying directly to the mortgagee a pay­ ment which could reduce that mortgage to 1%, so, in effect, the person buying the home could be receiving an $18, 000 mortgage and receiving approximately $90 to $100 a month on the mortgage, the rest being picked up by the FHA. Now, as I said, the housing problem is three problems------ (1). an economic problem-it costs money to build houses today. The people that need housing the most don't have the money. The cost is high because of high financing, materials, labor and land. -34- r.y I ■ 1 �The second major aspect of the housing problem as I see it, is a social problem. The economic problems are fine--we can determine those rapidly--but when we start trying to define what the social problems are, housing becomes a little more difficult because the social problem is one of dealing with individuals. Each individual has a different kind of a problem--why can't he get a house?--why is he a poor risk?---- why he can't save money for a down payment to buy a house or rent?--he's got a large family and so forth. 1 I /! 1 ij B I I t ffi I 1 We have several social agencies represented here today and they also can tell you that when you're dealing with people who have a housing problem, in most cases, it is a problem by itself. Believe me, I've run into them many times in the last several months since we started to sell some of the houses that we are rehabilitating. Now the essence of non-profit housing and the objective of EEJ has been one of trying to do things as rapidly as possible to solve the housing problem. That is, to actually get into housing; build housing of one type or another, utilize whatever financial resources we have. Secondly, we are trying to be the catalyst enticing other kinds of development, either private or public, to get into housing, and to make the community aware of the extreme need for this housing. It has ramifications all the way down the road to the industrial development of this area, the future growth in terms of industry and population. It's of such great interest to all persons residing in this area, because it's so closely knit to the future of development of Luzerne County, Wyoming Valley and Wilkes-Barre. But to do this, to get involved in non-profit housing is not a simple task. As I first mentioned, we had a group of people who wanted to do something. They didn't really know what the problems were--what might have to be done to really help housing in this area. They proceeded to set up this non-profit housing, and during the last year and a half, they've found that it is not an easy task. For one thing, it is a very, very frustrating problem, because you are dealing for the most part with federal agencies, particularly the FHA. One problem that we face is whether there is enough money on the federal level to support the existing programs. There is the problem of thousands of applicants waiting in line for a decreasing amount of available money. There is the problem of getting a high priority to get your hands on some of that money. There is the problem of providing the type of housing that people in the community want and should have. Do you settle for something less than that? There is the problem of going through the bureaucracy of filling out forms, having them sent back to you, and of getting land--a key item. Where do you build and what are your costs? You know, when you're going through FHA, it's almost the same as going through any mortgage broker. They want to know what your costs are. They want to know whether or not you have land available -- what is your financing mechanism. They don't care about the social problems, really, even though the -35- ■ P �id J0 li ■-la I a 0 ffl 0 ffl fy poor ones are geared to that, They care about insuring a loan or a project which is going to live through it’s 30 or 40 year mortgage. At the end of that period, they will have recouped the loan and they will not have any existing problems such as default on the mortgage. What we have here locally, I think, is one of the best mechanisms to do what we can on the present situation to solve some of our local housing problems. Keep in mind that the housing problem is a pretty broad range pro­ blem. You have those in the low-income bracket, all the way to those who are making ten, twelve or fourteen thousand dollars a year who can rent or buy a house. We are shooting for one particular aspect of that problem by providing some housing for the people in this area by working with Redevelopment Author­ ities and Model Cities Agencies. In order to really get something done in this kind of housing, you've got to be able to make a positive and firm committment that you do want to get something done. You can go through this process and throw up your hands and say "We'll never get it done, it's too much red tape; we'll never get our money; forget it, let the private housing sector do it", or just fade away into the future. You must have a positive committment on the part of the citizenry of the area to support this kind of a program, otherwise, it will never get off the ground. Secondly, you have the cooperation not only of the public agencies such as the Redevelopment Authority, the Model Cities Agency, the State Dept, of Community Affairs, the Appalachian Regional Commission or the Department of HUD or FHA, but you also have to have the cooperation of your local munici­ pal officials so that they understand what you're trying to do. We must have the cooperation cf the financial institutions in the community which will be asked to participate in some manner to help in the financing mechanisms to get the thing going. This is sometimes a difficult thing to ask of them because they don't understand it and they don't really need the business. However, it does have a very, very close relationship to the development of their own community. This one type of mechanism or concept is the theme of the particular program, a new concept in housing. It is far from an ideal type of concept. We would like to be able to produce housing much more rapidly, but it is the only thing that we now have available to the community. Hopefully, in the future, our friends at the Federal and state levels will come up with new kinds of programs to help solve this basic economic problem. It's an economic problem because it takes money to build housing--adequate housing. If the people who are going to rent or buy the housing don't have the money, it has to be subsidized. It's as simple as that. The problems facing this particular financing mechanism on the federal level is whether we can afford to commit our federal government to a long range financing program for 30 years because we have to subsidize it, or if there are going to be other ways of working out this problem. I n /l G -36- �! Some of us are confident that there will be solutions to this particular aspect. We here in Wilkes-Barre and the representatives of my board think that we can do our part. We only hope that those we ask to get involved and to help will also cooperate with us. B - 0 I w B I B s J IB '■I is -37- �r o INTRODUCTION ■ of 9 H- Gordon Council,. Jr. Operation Breakthrough Department of Community Affairs 3 by John B. Hibbard, President Economic Development Council of Northeastrn Pennsylvania <3 nr a a The preceding or second panel this morning discussed a number of new techniques that can be used to combat the housing problem. We have spent a great deal of time on this housing issue. It is even more apparent to those of us of the Economic Development Council of Northeastern Pennsylvania since as we work on industrial development we find that there is a tremendous shortage of decent housing. Our luncheon speaker today represents a new and somewhat unique approach to this problem of housing. It will be an inter-departmental approach on the part of the Commonwealth of Pennsylvania to attack this prob­ lem. From his position as Operation Breakthrough Technician, I am sure that he will present to you his basic ideas of this new concept. - r a 9’ > ' i -38- ‘H �OPERATION BREAKTHROUGH ■ by HR i ffl I I ID ■i n ! iro V. ■ « - n There is a pressing shortage of decent housing in the Common­ wealth. This condition has existed for many years. The Commonwealth of Pennsylvania both noted the conditions and attempted to develop aware action answers to this problem for many years. For example: In 1937 the General Assembly said, in adopting the Housing Authorities Law, "There exists in urban and rural communities, within the various counties of this Commonwealth, numerous slums and unsafe, unsanitary, inadequate or overcrowded dwellings." In 1949 the General Assembly said, in adopting the Housing and Redevelopment Assistance Law, there was "an acute shortage of decent, safe and sanitary housing within the financial reach of families of limited income. " ■ ■ H. Gordon Council, Jr. Operation Breakthrough Pennsylvania Department of Community Affairs In 1957 the Governor' s Citizens Committee on Housing said "The ratio of housing supply in Pennsylvania to the size of population in 1956 has not improved over the 195 0 ratio. " In 1969 the Governor's Housing Task Force said "In the Common­ wealth, a number of housing units approaching one half million are still, due to structural and plumbing deficiencies alone, 'below standard'." In 1970, in material prepared for the Governor's Program Policy Guidelines, it was stated, "Housing production has fallen seriously short of the need identified by the Governor's Housing Task Force" and "there is a deficit of 171,000 housing units in the Commonwealth. " (Note: This deficit is now at least 200, 000 units. ) Being aware of a problem and developing the tools and methodol­ ogies with which to respond to the problem are built-in time delay factors. Even with the problem well identified, the tools at hand, and the methodologies tested and viable, ready and willing to engage in massive problem solving, money becomes the log jam and key. There is little a Commonwealth Agency may do to drastically change National financial conditions or to lessen the cost of money to the user. We think there are some very definite things the Commonwealth may and will do to alleviate the present housing crisis. -39- �'7 !■ .5 I ' i On ■ sly 'I J! .:'y fl Under the direction of Governor Shafer, through the auspicies of the Urban Affairs Council, under the operational direction of the Department of Community Affairs, we are in the process of program development and refine­ ment. Submission of needed legislation and inter-departmental cooperative effort that will, for the first time, give massive centrally coordinated impetus to the State's housing efforts. Recently realigned and charged with fast action accomplishment action by Governor Shafer, is an Inter-Departmental Housing Task Force that will be the action arm of the Urban Affairs Council in the field of housing. This Inter-Departmental Deputy Level Task Force will, for the first time, enable the Commonwealth to attack the housing crisis in a coordinated centrally direct­ ed manner. A major role of this Deputy Level Housing team will be the develop­ ment of legislation designed to remove legal impediments from the task of provid­ ing adequate, desireable, and decent housing for every Pennsylvanian. To attach the housing crisis the following positive actions are of major import: The direction of the Governor and the Urban Affairs Council. The funding of and the establishment of the Pennsylvania Housing Agency. 3. The housing effort and programs of the Housing Division of the Bureau of Community Programs of the Department of Community Affairs. ... so well known to all of you who have been and are engaged in housing and redevelopment, urban renewal and other community programs. 4. The housing elements of the Model Cities Program and the Commonwealth Partner Cities Program administered by the Department of Community Affairs. 5. The Deputy Level Inter-Departmental Task Force on Housing previously referred to, this committee chaired by Executive Deputy Secretary Daniel Rogers of the Department of Community Affairs is now operative. 6. The Commonwealth Operation Breakthrough Program--a full partner operation of the Department of Community Affairs and the State Planning Board. 7. The pending legislation that will provide the Commonwealth with a State Housing Development Corporation. (Much in the order of the New York State Housing Development Corporation. ) 1. 2. s re 'fiy ■■ I am most selfishly interested in two of the previous points I have just mentioned: the Operation Breakthrough Program and the Inter-Departmental Deputy Level Task Force. A sub-committee to this housing tas.k force is the InterDepartmental Unit coordinating Commonwealth action in support of the develop­ ment of new communities. -40- I- �a £ My only picture of the Federal Operation Breakthrough Program will be a very quick "broad-brush" summary. As announced by Secretary Romney of HUD in early 1 969: "This program is not a program designed to see just how cheaply we can build a house, but a way to break through to total new systems of housing, construction and marketing. " 1 JU 1 : lu The need to increase production of new and rehabilitated housing on a National scale is acute. We are not even within a million units a year of reach­ ing our National housing goal set by Congress of producing 26 million housing units in the next decade. The need to open at least six million of these units for low and moderate income families is most pressing. Congress based its need figures on four basic factors: 1) Formation of new families: 2) Demolition and deterioration of existing housing; 3) Replacement of substandard dwellings and 4) elimination of overcrowding. Our present free enterprise and local government agencies system of providing housing is not up to delivering twenty-six million housing units by 1979. To stimulate the production of housing in the United States, the Depart­ ment of Housing and Urban Development (HUD) has initiated a program to break through constraints on our present housing system and to develop a new and better system to provide housing the volume needed. Taking advantage of modern technologies and the management, financing, and marketing capabilities of private enterprise, Operation Break­ through encourages a partnership of industry, labor, consumers, and all levels of government. The initial objective is to break through the constraints that now prevent us from meeting the Nation's housing needs. Among the major constraints are: 1. 2. 3. 4. 5. 6. 7. Inadequate, unplanned assemblage of land for housing sites. Protective and restrictive zoning codes. Building code variations and obsolete requirements. Inadequate financing resources. Small volume building. Inefficient use of the viable labor force. Delays in processing documents. The Commonwealth Operation Breakthrough Team has established primarily the same objectives, not necessarily the same priorities. This team has embarked on certain tasks: The development of local Breakthrough agencies. These are primarily Regional and Local Planning Commissions and/or Development Commissions or Councils. Twenty-one such agencies have been designated across the Commonwealth and are performing Breakthrough tasks under the housing element -41- �dU 2. 1! 3. 4. "p? ; ;lb jli 5. 6. 7. ,UJ n i ;T J: .11 8. of the Federal 7U1 funding program, and some non-urban'instances, with supplementing funds from the State Planning Board. A Land Aggregation Program--a State-wide program of aggregating land available and suitable as sites for the con­ struction of housing. This program is well under way and should be 90% complete by the first of November 1970. Land aggregation--identification and classification of all land owned by State Departments, Bureaus, Commissions and Agencies. Sponsor aggregation and sponsor development--the development and identification of sponsors for the production of housing for families of low and moderate income. Market studies and market aggregation. Housing Systems Producers, and, subsequently, Commonwealth Systems certification and inspection. Aggregation of mortgage financing resources--tie-in with Fed­ erally subsidized housing programs and Commonwealth resources through the Pennsylvania Housing Agency and the programs of the Housing Division of the Bureau of Community Programs of the Department of Community Affairs. The elimination of legal impediments to the production of housing under the Breakthrough program concept: a. Mobile homes code b. Industrialized (manufactured)housing code c. Building code--single family d. Building code--multi-family e. Housing code--health and environmental safety f. Land development code J u H ! It must be noted by many of you present that you are going to, through necessity, become involved in the Breakthrough program. This is most particularly true of the present builders and contractors in the housing field. No sponsor yet identified, whether non-profit limited dividend, or public agency, has demonstrated the in-house capability for housing and housing development con­ struction in any configuration. The sponsor and the builder must contract together for the end production required. This program will automatically bring the builder into the construction of housing under the Federal Housing Subsidy Program. We, in operation Breakthrough, are vitally interested inihe develop­ ment of the industrialized (modular) housing industry. Here, again, the builder/ contractor - will be involved. No industrialized housing systems producer has either planned or developed in-house capability for site development and on-site construction with the exception of some of the high-rise configuration producers. The Modular Housing Producer, even when his end product is a compete housing -42- �. I I I I IS IS ■J > 77 J J 'I § lit) system, will have to enter into contractural association with the builder for site preparation, utilities and streets installation, foundation preparation and requisite on-site construction. The systems will, in many instances, deliver from factory construction site, and the builder has the ball. Further, some Breakthrough housing systems producers will not be marketing in some configurations a total housing system. They will be market­ ing the high-cost core units (kitchens and baths) for packaging in a living enve­ lope locally designed and erected. This concept has certain advantages, one major advantage being not shipping boxed air space over the highways at approx­ imately $1. 30 per mile per trailer. In some instances a consortium of 1) sponsor--public agency--nonprofit, 2) manufacturer of complete or partial housing systems, 3) architect, 4) planners (public and private) and 5) builders will be the best instrument for Housing Production. In other instances, the entire building production will be the end product of the builder/developer who utilizes the product of the modular housing manufacturer plus such entities as the mortgage banking corporation, realtor, attorney and others, will be the most feasible and practical vehicle of the production of new and large housing developments. This will also be a vehicle for housing production that will qualify under present regulations for the pro­ duction of housing under federally subsidized housing programs. All of you, as planners, public agency officials, manufacturers, builders have winced in the past at the red tape forest that seems to smother all Federal Housing Programs. Much of this red tape has been eliminated or simplified. Another step in assistance will be the role of Housing Division of the Bureau of Community Programs of the Department of Community Affairs in assisting you in cutting this red tape. The Breakthrough program has received the promise of priorities in the access to federal housing subsidation funds. The order of priorities for the available housing program funds are: first, project utilizing product of initial HUD selected twenty-two housing systems producers; second, project utilizing manufactured (modular) systems produced by manufacturer(s) other than the initially selected twenty-two producers; and third, conventional construction projects. Now let us take a look at some facts about housing need related directly to your area, the Anthracite region. The new preliminary reports of the 1970 census indicate, for the fourth straight time, a loss (decline) in the population of Carbon, Lackawanna, Luzerne, Schuylkill counties Anthracite region. From a high in 1930 of 1, 054, 391 to the present population of 770,444, I r ! fl -43- - _____ �I I'f’j i S II J I fl K 0 fa 0 there is a startling evidence of the decline of the Anthracite industry. One remark by the Census Bureau is worthy of note. The decline from I960 to 1970 is approximately one half the rate of the 1950 to I960 rate of decline. You have reached a turning point. I, and every agency I have contacted, most firmly believe this area is now embarking on an unprecedented period of diversified economic growth and a complete reversal of population trends. The explosive expansion of housing need in this area, I believe, is grossly underestimated by nearly all persons and agencies concerned. The new highway systems now servicing this area are a major accelerator for change. Who in this room, or anywhere else ten years ago, would have imagined that the Poconos would beat out Florida, Niagara Falls, California and other famous resort sites as the Honeymoon Capitol of the United States ! ! ? ? And yet, today it has that distinction. You, of the Anthracite region, and of the Middle Tier Counties, possess right now every factor essential for dramatic industrial expansion. You must plan and work starting yesterday to provide the housing to support that industrial and commercial expansion pending. If you cannot house the new commercial and industrial employee, from the laborer to the executive, in adequate, decent, desirable housing, industry and commerce will locate else­ where. Housing will be a major key toward the development of this region. The new Community that is born on raw land may in most instances require legislative action to create a new entity of government. A community will be self-sustaining--a community where industry and commerce employ the residents and the residential areas house the people engaged in the industry and commerce therein sited. We have, at the present time, some seven potential new towns in one stage or the other of planning scattered across the Commonwealth. Some of these will not eventually develop into the true new town, but will end in maj­ or residential communities. ■ I I The new communities sub-committee on the Deputy Level InterDepartmental Housing Task Force on housing supporting the Commonwealth Urban Affairs Council by direction of the Governor, will be the State agency to coordinate Commonwealth support for the new towns concept. Introduced to the State Legislature will be legislation to assist in new communities and new towns development. We hope this will meet prompt enactment early in 1971. We believe there is an extremely good potential for the development of at least one or more new towns in the Anthracite region. I would like to finish with this thought. No matter what new programs, new technologies, new systems, new legislation may be formulated by Federal I -44- f I- �I - 5 I 8 r; or State government, the action for program planning and accomplishment can only come from the local area of concern. We believe this most vital area of the Commonwealth has not only the potential, but the concern and the desire. Our job, at the State agency level, is to assist you in every manner to accomp­ lish the desired end result. 8 I ] J s J iy r g B -45- �,T ii "PHILLIPS 66" REMARKS OF THE MODERATOR by (u Mr . James Lee, Assistant Editor . Times Leader Evening News For the next hour we will break down into relatively small groups for the purpose of considering specific questions relating to the two problems discussed this morning. The format of the discussion was formulated by Dr. Don Phillips, a Professor of Psychology at the University of Michigan and is known as "Phillips 66". He observed that, in a series of experimental discuss­ ion group sessions, the optimum size for group discussion is most often six persons. A group smaller than this may not be able to keep the discussion going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by many organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to well-known problems. 7 7 r. Each table has been assigned either the topic of Housing or Health & Social Welfare. A discussion guide has been provided for your use along with the program or. the Conference. The chairman is responsible for keeping the discussion at the table on the problem assigned to that table. I do hope that everyone at a table avails himself of the opportunity to make his views known. We have decided to follow this format because individuals are likely to weigh the difficulties of these complex problems in accordance with their backgrounds and the roles they play in the area's social and economic structure. -46- �DISCUSSION GUIDE NEW CONCEPTS IN HOUSING Do we have a housing problem in Luzerne County? this problem? What are the aspects of What is the most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania? Rank these obstacles in order of importance; labor, land, interest rates, government restrictions, codes, and ordinances. Do any municipalities or counties have the equivalent of an "Operation Breakthrough"? If such a program were made operative, what agency or agencies should administer it and at what level of government? Which of the following would be more functional and/or attract new industry to northeastern Pennsylvania, Luzerne County, Scranton and/or Wilkes-BarrePUD (Planned Unit Development), PRD (Planned Residential Development), or "Cluster" development? 4 What are the advantages of a state development corporation act such as New York state has enacted? What are the advantages for merging all housing authorities in northeastern Pennsylvania into one administrative agency with power to locate housing projects where needed (irrespective of codes and ordinances) and with power to finance such projects ? u -47- �□ ■ 0 UJ ■ ■ J u SUMMARY OF DISCUSSION I g on NEW CONCEPTS IN HOUSING ... s a by Marjorie F. Bart Wilkes-Barre City Councilwoman We realize that there is a housing problem in Luzerne County and on all economic levels. One reason is no doubt because of the high interest rates. The redevelopment in some sections and the shortage of land are other reasons. J ■3 The most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania are: T 1. 2. 3. 4. 5. 3 -a Codes and ordinances and government restrictions Labor Land interest rates taxes. If a program such as "Operation Breakthrough" were made operative, it should be on a Regional or County level, probably best handled by a housing authority. Planned Unit Development would appear to satisfy most people in our area. A State corporation act has power to overtide local governments. The financing would be a great asset. It would provide a land bank--develop lands and could provide for a complete community. It would have power to build educational facilities. The merging of all housing authorities in northeastern Pennsylvania into one administrative agency would certainly provide many advantages but it could end up with a rather stero type of thing. Sometimes a smaller group would be more familiar with the problems at hand. B -48- ___ �0 _ I - « ■ SUMMARY OF DISCUSSION 8 d i on NEW CONCEPTS IN HOUSING J by 8 8 Richard J. Cronin Greater Wilkes-Barre Chamber of Commerce Luzerne County has a serious housing problem which strikes especially at low income groups. While rental housing is in general shortage, it has critical significance to the low income category. Cited as major contri­ buting factors in the housing shortage were the difficulty of organizing the ele­ ments of finance, land and construction to produce needed housing and the lack of consolidated effort in that regard. The most important drawbacks to securing homes for low and mod­ erate income families in northeastern Pennsylvania are, in order of property, 1) Money; 2) Interest Rates; 3) Government Restrictions; 4) Labor; 5) Land and 6) Codes and Ordinances. As yet there is no equivalent of "Operation Breakthrough" in this area. If such a program were to become operative it would be advisable to have the agency administering it above the County level. B The terms PUD (Planned Unit Development), PDR(Planned Residential Development) and "Cluster" Development are not clearly understood by too many people in our area. I The advantages of a state development corporation act such as New York state has are seen as follows; 1) Dictatorial efficiency, with access to such tools as the right of eminent domain; 2) The ability to cut red tape; 3) The circumvention of pressure groups; 4) The administrative creation of essential leadership and 5) Vital coordination. H irp I'll The disadvantages of merging all housing authorities in northeastern Pennsylvania into one administrative agency appear more persuasive than the advantages. However, if there were advantages they would be seen as 1) Size in the competitive world of State and Federal programs; 2) The ability to retain qualified executive level personnel; and 3) The political clout that would be characteristic of size. fl I -49- "1 �B B SUMMARY OF DISCUSSION on n NEW CONCEPTS IN HOUSING by Eugene Horanzy, Vice President Franklin Federal Savings and Loan Association of Wilkes-Barre, Penna. KUJ ffl fi 1 fji71 A housing problem certainly does exist in Luzerne County. This is a result of the removal of a large number of substandard houses through urban renewal, shortage of public housing, the inability to obtain financing and the present high interest rates for mortgage financing. The most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania are 1) Government policy; 2) Interest rates; 3) Labor; 4) Codes and Ordinances and 5) Land. No program such as "Operation Breakthrough" exists in this area. If one were made operative, we feel it should be administered by the housing authority on a county or multi-county level. The Planned Unit Development would be more functional in the northeastern Pennsylvania-Luzerne County area as it would permit more flexibility of usage. A state development corporation act similar to the one in New York state would provide the development of housing in areas without such an agency. It would also help to eliminate a lot of red tape and also help to override any legal obstacles. The advantages of merging housing authorities would provide the means to obtain needed financing and also provide land for housing whereas one individual community could not provide this area. -50- �n; dlj . afa J SUMMARY OF DISCUSSION on s j 0 NEW CONCEPTS IN HOUSING by Willis W. Jones Executive Vice President Scranton Chamber of Commerce lb J (w u , I J is 0 0 n E n 'I i fl There is a housing problem in Luzerne County --a lack of housing exists in all areas, income, size, type (houses, apartments, hi-rise). Much of the existing housing in the area is very old and in need of repair. Sub­ standard housing abounds in many areas. Much of the existing housing is un­ desirable where rent is low or moderate. At the other extrepne apartments or homes are very expensive. There is an insufficient number of units for the elderly person. More are needed at central locations at a reasonable rent. The most important drawbacks to securing homes for the low and moderate income family in northeastern Pennsylvania are 1) Labor costs; 2) interest rates; 3) land (cost and availability where there is transportation); 4) taxes; 5) government restrictions, codes and ordinances. Because of high interest rates and initial costs, most people cannot save enough money for the down payment required when house purchase is most feasible, i. e. younger people with children or retired people.on a fixed income. Inflation cuts into monthly income so that little can be saved in these income brackets. While capital is accummulating, prices continue to rise so a monetary goal is hard to achieve. Since much usable land is in outlying areas, commuting becomes a problem for the elderly and those without transportation. There are some programs in Scranton and Wilkes-Barre and Pittston similar to "Operation Breakthrough", but they are very small scale operations. A county housing agency would appear to be most efficient at this time. PUD (Planned Unit Development), PRD (Planned Residential Development), and "Cluster" are all types of housing needed. Since all types of employees would be in need, from janitors to top executives, it seemed feasible to have a variety of units available at varying costs in order to fill all needs. The group disliked the idea of most uniform developments such as can be found near large cities. It was in favor of apartment units salted with private residences and a more aesthetic type of development. Once again, -51- �a 3 a i the need for some public transportation to outlying areas was stressed. In such a heterogeneous community, old and young would thus not be segregated. The group was not too familiar with the New York act but believed that such a corporation might have merit as inducements to industry and em­ ployees might be offered low interest rates, etc. Private development corpor­ ations, working on a non-profit basis, would seem to offer the least red tape and cost. The merging ox all housing authorities in northeastern Pennsyl­ vania into one administrative agency appears unwieldy. It would seem, accord­ ing to the group, that a county-wide authority would work most effectively. While there might be more ease in obtaining funding with a northeastern agency, the consensus was that local authority would still be the best. 0 o o n ■ -52- fl �J SUMMARY OF DISCUSSION 3 on NEW CONCEPTS IN HOUSING by James E. Price, Executive Director Redevelopment Authority of Luzerne County n T! Yes, we do have a housing problem in Luzerne County. The housing problem is equally applicable to the availability of rental and ownership proper­ ties. The problem is particularly acute for the elderly and for large families requiring four or more bedrooms. The problem is even more serious for the individuals and families receiving public welfare. CE The obstacles to securing homes for the low and moderate income families can be ranked in. the following order: H F a ffl LU 0 0 inH 1) The dollar problem which includes the requirements for a down payment as well as high interest rates. 2) The lick of skilled labor and the reluctance of such labor to cooperate in the construction of industrialized housing. 3) The high cost of land. Sufficient land is available in the sub­ urban areas of the County but the cost is high. However, land in the urban communities where housing is most necessary is not readily available except from the large coal companies. 4) Government restrictions, codes and ordinances were lumped together as an obstacle. It was felt that codes and ordinances governing building regulations could be readily changed by local government if objections of labor could be overcome. There appears to be no "Operation Breakthrough" program or its equivalent in operation in a Pennsylvania municipality. Only one "Operation Breakthrough" is in operation at this time in the entire country. If such a program becomes operative in the Commonwealth of Pennsylvania, the City and County Housing Authorities would be the logical agencies to administer said program within their jurisdiction. -53- �Li 3 I J ■ J ■ None of the people in our discussion group were familiar enough with PUD (Planned Unit Development), PRD (Planned Residential Development), and "Cluster" development concepts to render an intelligent opinion about their relative merits. A State Development Corporation Act patterned along that enacted by the state of New York could present advantages only if such legislation would bestow super powers upon the administering agencies to override local obstacles to development and provided that, sufficient financing was furnished to implement such a program. No advantages would accrue by the merging of all housing authorities in northeastern Pennsylvania. Such a move would only create another level of government in dealing with the housing problem. The move today is towards de­ centralization so that communication can be established between the administer­ ing agency and the people affected by its operation. HI n u tn ■ ir -54- �* SUMMARY OF DISCUSSION on NEW CONCEPTS IN HOUSING i a I i Leonard W. Ziolkowski Planning Coordinator Economic Development Council of Northeastern Pennsylvania We do have a housing problem in Luzerne County. In fact, there is a housing problem in northeastern Pennsylvania, the Commonwealth and the Nation. Ui Ui I : by i i £ £ IB ru di U fl All types of homes for every economic level are needed in north­ eastern Pennsylvania in order to close the gap between what is needed because of the relative lack of construction over the last 30 years and the needs of a growing northeastern Pennsylvania. The most important drawback to securing homes for low and moderate income families in northeastern Pennsylvania in their order of importance are: 1) Interest rates and lack of mortgage financing capital 2) The dependency on the property tax for local revenues 3) The cost of improved land (lots served by municipal water and sewage systems) 4) Low wage scales in the region 5) Depending on the community, codes and ordinances may be drawbacks. The closest thing northeastern Pennsylvania has which resembles an "Operation Breakthrough" Program is the "Operation Breakthrough" Site Inventory the Economic Development Council is doing in cooperation with several County Planning Commissions for the Pennsylvania State Planning Board. The primary thrusts of the program are to: 1) Inventory rural and urban sites in northeastern Pennsylvania which might be conducive to large-scale, mass-produced modular homes; �r - 2) Ascertain potential sponsors of low and moderate income housing; 3) Ascertain potential developers and contractors of low and moderate income housing, and' 4) Ascertain potential mass producers of modular homes in the region. A In short, the program is an attempt to bring the owners of the sites, the non-profit housing corporation and other sponsors, the developers and contractors, and the modular producers together to building houses in northeastern Pennsylvania by aggregating the market and organizing primary actors within a common Regional strategy. rp I d j 1 3 New housing (rentals and new home ownerships) in general is needed to attract new industry into northeastern Pennsylvania. Many indus^ trial development corporations, chambers of commerce and labor unions have realized this for some time. The construction of new homes following the "Cluster type" and "Planned Unit Development" concepts appear to be the most functional land use patterns; these types of facilities would lower the costs of water and sewer facilities, provide more common open-space and encourage a greater "sense of community" than existing suburban growth. Some of the advantages which might occur from the creation of a State development corporation are: s s 3 j i 1) Provide increased bonding power; 2) Provide power of eminent domain which could stimulate and more effectively coordinate Regional programs and projects; and 3) Provide more comprehensive technical assistance and more meaningful programs geared to State or National priorities. Some of the advantages which might occur by merging all the housing authorities in northeastern Pennsylvania are that this would: 1) Insure more coordination; 2) Tend to utilize the various State and Federal programs more effectively; 3) Tend to attract more and better qualified professionals; 4) Permit a more consistent flow of information on the supply and demand for various types of housing; 51 Tend to give the region a higher priority in the allocation of scarce Federal and State grant-in-aid funds; and 6) Help to aggregate the market for traditional and mass-pro­ duced modular home producers. -56- p 1 _______ �Some problems might arise because of the designation of priorities, local competition for tax revenues and general loss of identity of some existing housing agencies. 0 0 �i s 'L! SUMMARY OF DISCUSSION on n NEW CONCEPTS IN HOUSING li by J|0 I HP In T William J. Schoonover Land Development Administrator Redevelopment Authority of the City of Wilkes-Barre Housing is a definite problem in Luzerne County particularly with respect to large families. The lack of low-income housing, housing for the elderly, and housing for fixed-income persons is still another part of the problem. In the past, efforts have been focused on the need for low-income elderly housing. This need has, in part, been met with the completion of O'Karma Terrace. Construction is currently underway on another develop­ ment by the local B'nai B'rith Lodge with the Wilkes-Barre Housing Authority planning 200 additional units--one in South Wilkes-Barre and the other in the East End section of the city. The time is ripe to concentrate our efforts on housing large families and those with fixed incomes. The most important drawback to securing homes for low and moderate income families is the high interest rates currently charged. In this same financial regard, it is also extremely difficult for families to have the necessary down-payment required in purchasing a home. Other draw­ backs in order of importance are labor, land, government restrictions, codes, and ordinances. The Economic Development Council of Northeastern Pennsylvania is currently making a study for a seven-county area concerning the implemen1 tation of "Operation Breakthrough". Locally, there is nothing operative at this time. iLB’ I? I. Planned Residential Development would be more functional in attracting new industry to the area. Unless such a program is undertaken, industries will not settle here because of the lack of adequate housing at all income levels. This means from the executive to the laborer. An advantage of a state development corporation act would be the reduction of much "red tape. " Housing would be built at a fast pace--where needed. Hold-ups on construction as recently seen in Wilkes-Barre would be brought to a minimum. -58- �1 The merging of all housing authorities in northeastern Pennsyl­ vania would bring about adequate housing where needed and when needed. Better financing capabilities would also be realized. In summary, much has been done to meet the critical housing shortage in our area, but much remains to be completed if northeastern Pennsylvania is to realize its potentials. n D n ■ rn -59- f'fl �*J i ill SUMMARY OF DISCUSSION on NEW CONCEPTS IN HOUSING til ' lb i UJ by William H- Young Vice-President First Federal Savings and Loan Association of Wilkes-Barre, Pa. There is a definite need for "low" cost housing in Luzerne County. Builders have priced their product out of the reach of that segment of our population earning under $10, 000 per year. J -s Possible solutions are greater use of the government's FHA 235 and 236 programs by local financial institutions and development of "seed" money funds for leans to developers to acquire land and prepare it for construction. ■ T1 Iff] If there was any agreement on question #2 , it was that all the obstacles mentioned--labor, land, interest rates, government restrictions, codes and ordinances--were indeed obstacles and it is difficult to rank them in order of importance. We need National, or at least State-wide codes to replace the numerous, conflicting, local ones. Land development costs are certainly prohibitive to all but the well-capitalized, large builders, which are lacking in our area. ■ Labor and interest costs are sky-rocketing and will have to be tempered with more efficient construction methods to bring costs down. n The Economic Development Council is now working to organize a seven-County agency to work with the State on its "Operation Breakthrough" program. This should be broken down eventually into County units, which would be more functional. u ilfi B if? ill! It was agreed that PUD (Planned Unit Development) would appeal to an industry's high income executives, but that the "Cluster" development would be more attractive to a large industry concerned for the majority of their labor force. Unfortunately, time ran out before questions 5 and 6 could be discussed by the group. -60- �DISCUSSION GUIDE NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE i i i 1. What specific social issues must be faced to improve the quality of life in northeastern Pennsylvania? 2. How does comprehensive health planning differ from traditional health planning? What progress has been made toward the former in northeastern Pennsylvania , or in any municipality of northeastern Pennsylvania? 3. What kind of institutional changes must take place in the public and private sectors to improve health care? 4. Do we need a regional welfare council and county welfare councils, or can the latter be eliminated? 5. What specific welfare needs can be handled at the neighborhood, city, county, and regional levels? 6. Is there any organization at the local or regional level with the "clout" to implement a total approach? Would regional government be the answer? J n J a I P I' -61- < r: u i___ ��SUMMARY OF DISCUSSION on NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE by Bernard J. Kolodziej, Assistant Administrator Bureau of Vocational Rehabilitation Wilkes-Barre, Pennsylvania There is a tremendous need for an improved health care delivery system in northeastern Pennsylvania. Comprehensive health planning differs from the traditional health planning in that there is a decided shift to an allinclusive as opposed to the highly specialized programs. A regional welfare council is of absolute necessity. A host of welfare needs could be most appropriately handled at the regional level. As a regional organization, the Health and Hospital Planning Council is the organ­ ization which can and will implement the total approach. The matter of overlapping jurisdictions and conflicting regula­ tions of the various governmental agencies established to assist in various communities often hinder progress. Representatives of the agencies in urban areas feel that their a.gencies are organized to obtain maximum results from the numerous state and federal agencies whereas persons representing the rural communities are of the opinion that they have difficulty getting programs started because there is no adequately organized and legally recognized group to expedite the implementation of new programs. Therefore, there is a need for a strong organization at the regional level. The Hospital Health and Plan­ ning Council can assure the localities throughout the region that their needs will be given serious consideration as those needs are made known. The Towanda area, a part of the New York-Pennsylvania Hospital Planning Council, is initially concerned with inter-regional matters. A feeling has been expressed by the Pennsylvania members that seemingly greater progress in area planning has been made on the New York side than on the Pennsylvania side, probably due to greater interest on the part of New York personnel at the State level. -63- �SUMMARY OF DISCUSSION i! on NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE by - p D 1 aI .,1 Mrs. William Thom President Wilkes-Barre League of Women Voters A regional welfare council is overdue and decidedly needed, but we are not ready to give up county welfare councils. Maybe people aren't ready to think in terms of regions, but the need for financial incentives will help hasten a broader viewpoint. We need coordinated regional boundaries for all agencies. Any new regions set up should at least include the same counties now commonly used. Regions should all be based on geographic factors, such as population, distribution, traffic flow, etc. I Many needs, such, as housing, require action on all levels. Collection of data and ideas on needs should come from more local groups; on the other hand, anaylsis and keeping of data should be regional. Many direct services should be neighborhood or city responsibilities. if] There is no organization with the "clout" to implement the regional approach, Vie do not want additional regional government with our present counties. In time it may well be wiser to have regions rather than counties whose boundaries arbitrarily ignore geographic patterns. As an important first step we recommend one regional organization for human services to replace or coordinate the myriad of existing and needed agencies. ; 'u n1 I I -64- U �INTRODUCTION of Tom Bigler, Director WBRE-TV by James J. O'Malley First Federal Savings & Loan Association of Wilkes-Barre We have now reached the conclusion of our Conference. We have once again invited Mr. Tom Bigler, News Director of WBRE-TV to conduct the "APERCU" --summation of what has gone on before--portion of our program. It is a difficult task because the most important points of the Conference must be selected and summarized. Mr. Bigler is an excellent choice because he is the type of person who in summarizing can be both informative and thought provoking. -65- �"APERCU" by Tom Bigler News Director, WBRE-TV Wilkes-Barre, Pennsylvania While the issues of public health and housing have been the major topics discussed here today, the whole range of what has come to be called "Human Services" is in trouble. There is a feeling abroad in the land today that we have devoted too much of our now obviously limited resources to the improvident--the poor--the black poor. We are paying too much in taxes for a society in which only the poor and the rich survive. The middle-class American, the workers with a relatively fixed income, is paying for benefits he cannot enjoy and is paying at a rate that pinches, hard. Middle Class America is fed up with anti-poverty programs, welfare programs, better education plans, redevelopment, rehabilitation, environment control, better health, planning, conservation, public housing-the investments in human services that cost tax dollars. The whole hope for improved social juscice ^hat ballooned 10 years ago is collapsing because the middle-class American feels that justice is at the expense of his own justice. It makes no difference that these programs reach less than 35% of the people for whom they are intended. It makes no difference that were the programs as effective as intended, the improvement in the social structure, in the productivity, in the increase in taxables, in the fruits of skills and talents that now are liabilities, would more than cover the cost. In short, that cost would disappear and profit become the problem. There just is no confidence of success. And some of this lack of confidence lies in the bureauocracy that shrouds each governmental program. Some lies in the jungle of service agencies that have developed, each built around a particle of the problem, each competing for people, program and dollars. It sometimes seems that programs spring more from the availability of funds than from the evidence of need. Some lies in the increasing layers of government that are being generated to share in the program; each layer, Federal, nationally regional, State, intra-state regional, counties, districts and local governments, serves to consume a portion of the tax dollar and to insulate and isolate the problem from solution. Some of it lies in the short-sighted selfishness of each of us-- -66- �in labor's success in specializing jobs and in securing protective building codes --in featherbedding; some in the success of manufacturers and distributors in blocking the use of new techniques, materials, financing mechanisms. Some lies in the exhausting demands of trying to cope with the bureauocracy. . . .the paperwork and uncertainties of dealing with the F-H-A is one example. - 'U J There is no doubt in our mind, nor in that of any of you, that ours could be a much better society than it is. We've heard today some of the possibilities. The difficulty of achieving even the more modest of these pro­ posals; the red tape that must be cut, the governmental agencies that must be consolidated, the commitments from top leadership that must be won, the understanding at our level that we lack, pose such an obstacle that--seen in the whole--some may feel that the young who say we must tear down before we can build up may not be so wrong. □ However, all the necessary elements for achieving these compre­ hensive approaches --to public health and adequate housing — are at hand. The will to sort and weed, to prune and merge, to rebuild within the systems of the laws, knowledge and monies we now have, must begin to make itself felt at our level. If we can begin to put our community house in order, success will follow. We need to believe we can do it. I believe we can. The fact that you endured this day, proves you do too. R u D n n d - 67- �roster of attendance Name Affiliation Position Ambrose, Anita J. Wyoming Valley Council of Churches 35 S. Franklin Street Wilkes-Barre, Pa. Administrator Anderson, Frederic Redevelopment Authority of the City of Wilkes-Barre. 1000 First National Bank Wilkes-Barre, Pa. Community Relations Specialist Anderson, John R. Planning Commission 244 Academy Street Wilkes-Barre, Pa. Member □ Ayers, Jule First Presbyterian Church 83 S. Franklin Street Wilkes-Barre, Pa. Minister 0 Barnasevi tch, Francis Chamber of Commerce of Greater Hazleton Solid Wastes Commission Dorr-Oliver, Inc. Hazleton, Pa. Technical Advisor Bart, Marjorie Wilkes-Barre City 100 Charles Street Wilkes-Barre, Pa. Councilwoman Bartley, J. Wilson Department of Community Affairs Commonwealth of Pennsylvania State Building Third and State Streets Harrisburg, Pa. Community Planning Division Bureau of Planning Beard, Shirley Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Director of Research and Evaluation - "P J i J 0 n . u U -68- �Name Affiliation Position Benscoter, Ruth Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Health Educator Bigler, Tom wbre-tv S. Franklin Street Wilkes-Barre, Pa, News Director Blazocek, Joseph Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pa. Communtiy Organizer Borofski, Eugene J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Sanitarian Butler, Eugene B. Regional Planning Commission 310 Jefferson Avenue Scranton, Pa. County Planner Buzinkai, Dr. Donald King's College Wilkes-Barre, Pa. Associate Professor of Government Carroll, Bob WNEP-TV Avoca, Pa. News Manager Caverly, Noel B. Wyoming National Bank Wilkes-Barre, Pa. Chairman of the Board Chapel, Walter R. Economic Development Council Member Chapin, E. G. Chapin Realty 152 E. Walnut Street Kingston, Pa. Partner Chapman, James Redevelopment Authority of the City of Hazleton Northeastern Building Hazleton, Pa. Assistant Executive Director Uk k 0 s Q u B ffl 1 �n Name Affiliation. Position Chesney, Ray J. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Assistant to Superintendent Chester, David Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Director Housing Services Program Coates, Mrs. Sterling YWCA and Junior League of Wilkes-Barre, Inc. 589 Charles Avenue Kingston, Pa. Public Affairs Chairman Coccodrilli, Louis Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Rural Health Program Planner Cohen, Dorothy Family Service Association of Wyoming Valley 73 W. Union Street Wilkes-Barre, Pa. Executive Director Condo, Raymond Ecumenical Enterprises, Inc. Executive Director Cook, George Department of Community Affairs Commonwealth of Pennsylvania State Street Building Third and State Streets Harrisburg, Pa. Member of ChiefRegional Planning Division Costello, Mayor Albert J. Mayor of Dupont 330 Front Street Dupont, Pa. 18641 Mayor l c 5 I? IS n ■L! I �J tn ( j Name Affiliation Position Council, H. Gordon Pennsylvania Department of Community Affairs Breakthrough Operation Director Crahall, Adam C. Commonwealth Telephone Company 100 Lake Street Dallas, Pa. 18612 Personnel Supervisor Croes, Jack W. Capital Industries, Inc. President Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 S. Franklin Street Wilkes-Barre, Pa. Executive Secretary Csala, Gottfried, P. Eyerman-Csala and Associates Registered Architects, A. I. A. 67 Public Square Wilkes-Barre, Pa. 18701 Partner Davis, Helene Rice Appalachia Coordinator Towanda, Pa. 18848 Member of NTRP &: D Commis sion Davies, Paul Wilkes-Barre Model Cities 13 E. South Street Wilkes-Barre, Pa. Health Coordinator Davis, Warren C. Pennsylvania Department of Commerce 301 Chamber of Commerce Building Scranton, Pa. Regional Representative Demmy, R. H. UGI Corporation Luzerne Electric Division 247 Wyoming Avenue Kingston, .Pa. 18704 Vice President DeMarco, Gerald Von Storch and Burkavage 1212 S. Abington Road Clarkes Summit, Pa. Partner □ g □1 pi <&■ �- Name Affiliation Position Dombroski, Thomas Redevelopment Authority of Wilkes-Barre 1000 First National Bank Wilkes-Barre, Pa. Commercial Industrial Advisor Durso, James Luzerne County Institution District Child Welfare Services Bear Creek, Pa. Supervisor Earley, Mr. C. A. Pennsylvania Power & Light Company Main Street Wilkes-Barre, Pa. 18701 District Manager Edwards, Richard M. Pennsylvania Association for the Blind 35 E. Union Street Wilkes-Barre, Pa. Executive Director Ell, Robert J. King's College 138 N. River Street Wilkes-Barre, Pa. Associate Director of Development Esser, Alberta A. Wilkes-Barre Model Cities Citizens, Inc. 256 E. Market Street Wilkes-Barre, Pa. Administrative Officer Farrell, James A. Housing Authority City of Wilkes-Barre 319 Academy Street Wilkes-Barre, Pa. 18702 Executive Director Farrell, John J. Pennsylvania Department of Health Region II 383 Wyoming Avenue Kingston, Pa. Consultant Fleming, Loretta Pennsylvania Bureau of Employment Security Scranton Office 400 Lackawanna Avenue Scranton, Pa. Manager �Name Affiliation Position Fasie, George Bucknell University I. R. A.' Associate Professor Fenstemacher, Joseph W. Catholic Social Services 46 S. Washington Street Wilkes-Barre, Pa. Associate Director Giddings, Lane, M. D. Northeastern Pennsylvania Heart Association Veterans Administration Hospital President Gregory, Mrs. Herbert W. P. Woman's Club 302 York Avenue West Pittston, Pa. Member of Public Affairs Department Greco, Vito C. Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Relocation Director Goodman, Mrs. William Plymouth Business and Professional Woman's Club R.D. #1 Plymouth, Pa. 18651 First VicePresident George, Walter H. United Rehabilitation Services 35 E. Union Street Wilkes-Barre, Pa. 18701 Administrator Harris, Donald P. Scranton Redevelopment Authority Mears Building Scranton,, Pa. Executive Director Hayden, Christopher Pennsylvania Department of Health 100 Hazel Street Wilkes-Barre, Pa. 18702 Regional Tuberculosis Coordinator Henry, Mrs. Frank M. Junior League of Wilkes-Barre 556 Charles Avenue Kingston, Pa. 18704 President fl J n t 5 •J �Name Affiliation Hibbard, Mrs. John 100 Lake Street Dallas, Pa. 18612 Hibbard, John 100 Lake Street President Dallas, Pa. 18612 Commonwealth Telephone Co. Economic Develonment Council of Northeastern Pennsylvania Horan, Elizabeth A. Luzerne County Welfare Services 54 West Union Street Wilkes-Barre, Pa. Director Hurley, Mrs. Judy Economic Development 704 First National Bank Wilkes-Barre, Pa. Public Information Coordinator Hytry, Jerome C. Endless Mountains Resource Conservation and Development Project R. D. #5 Towanda, Pa. 18848 Project Coordinator Horanzy, Frank Franklin Federal 44 West Market Street Wilkes-Barre, Pa. Vice-President Heiselberg, Edward Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Director of Planning Hyde, Howard L. Von Storch and Burkavage Architects and Engineers 1212 S. Abington Road Clarkes Summit. Pa. Partner Javer, Cheryl Lee Lakeside Drive Harvey's Lake, Pa. I 5 n 0 ' R in 3 r Position �1 J Name Affiliation Javer, Frederick M. Lakeside Drive Harvey's Lake, Pa. Jones, Willis W. Chamber of Commerce Scranton Chamber, of Commerce Building Scranton, Pa. Executive VicePresident Karl, Frederick J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Solid Waste Coordinator Kasper, Theresa Redevelopment Authority of Wilkes-Barre 1000 First National Bank Wilkes-Barre, Pa. Executive Secretary Kavulich, Donald The Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pa. 18634 R ehabilitation Director Killian, Gerald J. Northeastern Penna. Optometrist Association 14 S. Mountain Blvd. Mountaintop, Pa. Public Health Chairman Kepner, Frederick Wilkes-Barre City School Dirtrict 730 S. Main Street Wilkes-Barre, Pa. Assistant to Superintendent Klosowski, Mary B. Wilkes-Barre Model Cities Citizens, Inc. 131 Coal Street Wilkes-Barre, Pa. Officer Kneidinger, Joseph Department of Community Affairs 320 Chamber of Commerce Scranton, Pa. Planning Analyst ■ nn S’ Position �Name Affiliation Kocyan, Dr. Joseph J. 137 Franklin Street Wilkes-Barre, Pa. Kolodziej, Bernard United Rehabilitation Services 35 E. Union Street Wilkes-Barre, Pa. Assistant Administrator Housing Authority of the County of Luzerne 601 First Nationsl Bank Building Wilkes-Barre, Pa. Solicitor Kotulak, Bernard J. Position Kostic, Andrew Easter Seal Society of Hazelton Kulp, Walter S., Jr. Pennsylvania Power and Light Co. Cedar and Buttonwood Sts. Hazelton, Pa. Community Development Coordinator Lashford, Edgar J. Greater Wilkes-Barre Chamber of Commerce 92 S. Franklin Street Wilkes-Barre, Pa. Executive VicePresident 0 Lee, James Times Leader Evening News Assistant to the Editor ] Lepage, William Central Pennsylvania Health Council Timber Haven R. D. #1 Lewisburg, Pa. Program Director Mac Gregor, Robert Health and Hospital PlanningCouncil of Northeastern Penna. Executive Director J fl TI 9 it �Name Affiliation Position Macialek, Joseph Pennsylvania State University 321 P. O. Building Scranton, Pa. 18503 Resource Development Agent Macpherson, Elizabeth YWCA 40 West Northampton St. Wilkes-Barre, Pa. Executive Director Manley, Robert T. Pennsylvania Power and Light Company Larch Street Scranton, Pa. Scranton Manager Masoner, Robert W. Bell Telephone Co. of Pennsylvania 53 Public Square Wilkes-Barre, Pa. District Manager McDonald, Mrs. Theresa 704 First National Bank Economic Development Council of Northeastern Pennsylvania Appalachian Program Coordinator McCormak, Jerome F. Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Development Coordinator McNelis, Sister Mary Sara Mercy Hospital 196 Hanover Street Wilkes-Barre, Pa. Director of Nursing Service McGlynn, John B. Wilkes-Barre City Mayor McGowan, Joseph G. 320 Chamber of. Commerce Scranton, Pa. Department of Community Affairs Model Cities Liaison Officer 1 n ■ sr �Name Affiliation Miorelli, Robert J. Hazleton Chamber of Commerce R. 319 Carleton Ave. Hazleton, Penna. Michelini, Dr. Francis J. Wilkes College Wilkes-Barre, Penna. President Moravec, Dr. J. G. Wilkes College Wilkes-Barre, Penna. Professor Moravitz, Francis E. Appalachian Reg. Com. Com. Dev. and Housing Director Morin, Michael Department of Community Housing and Affairs Redevelopment 320 Chamber of Commerce Analyst Scranton, Penna. Moyer, Donald D. Economic Development Council 704 First National Bank Wilkes-Barre, Penna. Director Moyer, Tom Pennsylvania Power and Light Company 9th and Hamilton Sts. Allentown, Penna. Assistant Community Planning Muench, Alfred G. Glace and Glace, Inc. 2771 Paxton Street Harrisburg, Penna. SecretaryTreasurer Myers, Mrs. Charles Welfare Planning Council 345 Rutter Avenue Kingston, Penna. Position �Name Affiliation Position Nelson, Victor L. Commission on Economic Opportunity of Luzerne County 211-213 S. Main Street Wilkes-Barre, Pa. Comptroller Noonan, Michael J. Veterans Administration Hospital Wilkes-Barre, Pa. Chief Social Worker O'Boyle, J am e s W. Wilkes-Barre Model Cities 13 E. South Street Wilkes-Barre, Pa. Project Planner O'Brien, John M. Greater Shamokin Area Chamber of Commerce Shamokin, Pa. President O' Brien, Mr. R. E. RCA Corporation Mountaintop, Pa. Plant Manager O'Donne’.1, Mary Margaret Pennsylvania Department of Health Regional Office II 383 Wyoming Ave. Kingston, Pa. Regional Social Work Consultant O'Malley, Mr. J. J. First Federal Savings and Loan Association 23 W. Market Street Wilkes-Barre, Pa. President Orbin, Mr. Robert C. King's College 133 N. River St. Wilkes-Barre, Pa. Assistant to President for Residence Owens, Robert Bell Telephone Company of America 53 Public Square Wilkes-Barre, Pa. I ■J j R T ll n r i Manager �.7 Name Affiliation Position Owens, Elaine Housing Authority of the City of Wilkes-Barre 184 McLean Street Wilkes-Barre, Pa. 18702 Administrative Assistant Pahls, Mr. D. A. RCA Corporation Mountaintop, Pa. Manager, Manu­ facturer and Pro­ ducts Engineer Parker, Robert S. Chamber of Commerce 92 S. Franklin St. Wilkes-Barre, Pa. Public Relations Pataki, Frank B. RCA Service CompanyKeystone Job Corps for Women Drums, Pa. 18222 Director of C ommunity Relations Peel, Joseph Wilkes-Barre City School District 730 S. Main St. Wilkes-Barre, Pa. Assistant to Superintendent Pelltiger, Ann 147 S. Franklin St. Wilkes-Barre, Pa. Pfeiffer, Dr. Mildred Pennsylvania Department of Health 407 S. Cameron St. Harrisburg, Pa. Director of Division of Chronic Diseases Pennoni, Amerigo, A. Public Assistance and Plains Township Parks and Recreation Commission 37 Rose Avenue Plains, Pa. 18705 Supervisor Price, James E. Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pa. Executive Director J 0 •r �I I Name Affiliation Position Rachlis, David Welfare Planning Council of Lackawanna County 615 Jefferson Avenue Scranton, Pa. 18510 Executive Director Remington, F. William Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. Director of Marketing Reynolds, James E. Peat, Marwick, Mitchell and Company Ruckno, George L. Murray and Dilley Streets Forty Fort, Pa. Owner Russell, Vito T. Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Assistant Relocation Office Roselle, Priscilla Northeastern Pennsylvania Heart Association 71 N. Franklin Street Wilkes-Barre, Pa. Executive Director Riester, Robert W; Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Housing Coordinator Rees, Mrs. Marjorie Osterhout Free Library 71 S. Franklin St. Wilkes-Barre, Pa. Community Relations Librarian Radkiewicz, John F. Von Storch and Burkavage Architects and Engineer 1212 S. Abington Road Clarkes Summit, Pa. Landscape Architect Schmitt, Carl J., Jr. Wilkes-Barre Planning 198 N. Main Street Wilkes-Barre, Pa. Chairman I I I I J L 1 �I Affiliation Position Schoonover, William Wilkes-Barre Redevelop­ ment Authority 1000 First National Bank Building Wilkes-Barre, Pa. Land Develop­ ment Administrator Schutter, William A. Model Cities Agency 13 E. Main Street Wilkes-Barre, Pa. Executive Director Salisburg, Jr. , Ellsworth C. Greater Hazelton Chamber of Commerce Hazelton, Pa. Executive Vice President Sawicki, Clement The Redevelopment Authority of the City of Nanticoke 37 N. Market St. Nanticoke, Pa. Assistant Financial Analyst Sears, Burton N. Blue Cross of Northeastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. Director of Professional Relations Schinski, Donald The Redevelopment Authority of the City of Nanticoke 37 N. Market St. Nanticoke, Pa. Director of Relocation and Property Management Sharpe, Miss Kay- Carbon County Action Committee 56 Broadway Jim Thorpe, Pa. Executive Director Shepherd, Robert E. Economic Development Council Sherman, Harold Welfare Planning Commission Executive Director Shuptar, Thomas Northeastern Engineering Co. , Inc. 1212 S. Abington Road Clarks Summit, Pa. Vice President and Engineer Name '] I i 1 1 �Name Affiliation Position Siesko, Joseph Chamber of Commerce 221 W. Main Street Nanticoke, Pa. Past President Teresa, Sister Miriam College Misericordia President Slusser, Jack S. Housing Authority of the County of Luzerne 16 Brook Lane Mountaintop, Pa. Chairman Smith, Donald D. Smith, Miller and Associates 189 Market Street Kingston, Pa. Partner Smith, Donald Redevelopment Authority of the City of WilkesBarre 1000 First National Bank Wilkes-Barre, Pa. Real Estate Director Smith, Ralph S. Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. President Solfanelli, Guy Bureau of Employment Service 217 Wyoming Avenue Scranton, Pa. District Manager Solomon, Paul Luzerne County Planning Commis sion Luzerne County Court House Wilkes-Barre, Pa. Junior Planner Spencer, Mrs. Margaret R. Luzerne County Bureau for the Aging 1409 IBE Building Wilkes-Barre, Pa. Director �Name Affiliation Position Sugarman, Mr. Howard Redevelopment Authority of the City of Hazleton Northeastern Building Hazleton, Pa. Executive Director Swaback, James R. Pennsylvania Gas and Water Company 30 N. Franklin Street Wilkes-Barre, Pa. Staff Assistant Swaback, Mrs. James R. Junior League of Wilkes-Barre 253 River Street Forty Fort, Pa. Community Research Committee Swantko, John Chamber of Commerce 238 Front Street Nanticoke, Pa. Director Towened, Esq. , Frank Property Owners Protective Association 1400 United Penn Bank Building Wilkes-Barre, Pa. Director Turner, Francis C. The Pennsylvania State University Room 22 Courthouse Tunkhannock,Pa. 18657 Area Resource Development Agent Tough, Gilbert D. Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa Director of Services Thom, Mrs. William League of Women Voters 476 S. River Street Wilkes-Barre, Pa. President I J 1 i I !j I I I I l; |7 1 1 I' i n 1> I I t ��I Name Affiliation Position Walsh, Eugene F. The Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. 18634 Executive Director Watson, Gloria Redevelopment Authority of the City of Wilkes-Barre 1000 First National Bank Building Wilkes-Barre, Pa. Community Relations Specialist Werner, Mrs. Patricia Luzerne County Senior Multi-Purpose Centers 3 E, Market Street Wilkes-Barre, Pa. Director Whittier, Peter Health and Hospital Planning Council Assistant Director Williams, David J. Housing Authority of Wilkes-Barre Management Aide Williams, David Wilkes-Barre Redevelopment Authority 1000 First National Bank Building Wilkes-Barre, Pa. Accountant Williams, James T. Chamber of Commerce Chamber of Commerce Building Scranton, Pa. Executive Secretary Williams, Thomas Redevelopment Authority of the City of Wilkes-Barre 1000 First National Bank Building Wilkes-Barre, Pa. Relocation Director Wilson, David S. Greater Shamokin Area Chamber of Commerce 524 N. Shamokin Street Shamokin, Pa. Executive VicePresident �71 1 Name Affiliation Wizelman, Bette Lake Wysauking 18848 Towanda, Pa. Wood, T. N. R. D. #1 Harvey's Lake, Pa. State Senator Wood, Walter C. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Superintendent Woodward, Melvin Central Pennsylvania Health Council Timber Haven, R. D. #1 Lewisburg, Pa. Executive Director Yashinski, Edward Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. 18634 Acting Real Estate Director Yenchko, Mr. Andrew Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Board Member Young, William H. Franklin Federal 44 W. Market Street Wilkes-Barre, Pa. Vice-President Ziolkowski, Leonard W. Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Planning Director I Rfl Position �■ �WILKES UNIVERSITY LIBRARY 1 I J I ■ I n Qi ! 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 Proceedings Tenth Annual Community Growth Conference, 1970 September 30 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 1970 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/849bbf859ed5ce7b9a0f44a4a80e10f4.pdf 629b8b29d273c0b806239e76d2cfc75d PDF Text Text h li J JOW POMO I 1 rap j a BOtWW » ««T i rowisirs 1 i i i i I ■ IHV7977 W682 . S ! ih ■■■ INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA i ! I I ! _____ �1U * -CHIVES htot? V/ G?7G I I JOINT POLICE SERVICfe i a £ FOR FAIRVIEW AND WRIGHT TOWNSHIPS Q I I I ----- EUGENE S'-IEDDEN FARLEY LIBI r 1933 VILKES COLLEGE, WILKE?-?'."PF, ’ n ts 1970 B □ I I B I S I H -.1 c I 111 I b INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �id ■ -crtWES I id I G I ffi II II is II J TOWNSHIP OFFICIALS FAIRVIEW TOWNSHIP supervisors / Andrew Yurkanin Harry H. Yurch Henry Nork Atty. Joseph Farrell Solicitor Burton Neal Police Chief Francis C. Aigeldinger Secretary 8 LI 0 WRIGHT TOWNSHIP SUPERVISORS C) itt di lit John M. Gebhart John W. Thomas Francis L. Zabowski Atty. William J. McCall Solicitor Andrew j. Teslicko Police Chief Joan K. Malkemes Secretary n 111 s r 10 lie 130000 �L I B I I I 1 1 a n to n to a o 5 ] n iffi 0 JS B n Small police forces are the rule in the Mountaintop area, virtually approaching almost noi municipally controlled protection in some instances, In all jurisdictions, a :few policemen operate independently within the now meaningless municipal boundaries, and the residents continue to finance police services which are at the same time minimal in quality and quantity and uneconomical in relation to unit costs. There is little or no coordination of the separate forces, and such as there is has been informal and sporadic. This section of the county illustrates the difficulty of maintaining all-purpose police departments on a strictly municipal basis, and the difficulties will undoubtedly increase with further anticipated growth there. Cooperation, therefore, must be achieved through means other than the traditional informal agreements to render mutual assistance on an emergency basis. a The findings and recommendations in this study are strictly the responsibility of the Institute of Regional Affairs. nI i I~1 Industrial, commercial, and residential development in the townships of the Mountaintop area of the county in recent years has intensified old pro­ blems and created new ones which are changing the civic climate of the region rapidly. Cooperative services offer an effective technique to meet the new challenges. id its D The actual and potential advantages of sound intergovernmental programs and agreements have long been recognized in relation to some local public services. Cooperative performance of selected municipal functions under a variety of agreements has become increasingly common in Pennsyl­ vania in attempting, short of consolidation or annexation, to reduce the impact of rising demands and costs due in part to fragmentation of independent local units. Cooperative arrangements for police protection are among the most common, although even in this area of local law enforcement cooperative effort has received little attention in Northeastern Pennsylvania. The Institute of Regional Affairs of Wilkes College has actively encouraged municipalities in Luzerne County to explore the possibilities of joint services, and recommends the police function as a logical initial experience leading to eventual inter municipal arrangements in other service areas. The Boards of Supervisors of Fairview and Wright townships are aware of the need for improved police services in their respective, communities, and have jointly requested the Institute of Regional Affairs to make the necessary studies and offer recommendations by which their police services may be coordinated under Pennsylvania law. Their determination is demonstrated by the excellent cooperation extended to the IRA staff by themselves and their secretaries. n ■ FOREWORD �Each community receives the level of police protection which it desires and deserves in direct proportion to its support. The local governing officials are positively disposed toward better service and express that disposition by their active interest. If this study contributes even in a small way toward making the two townships better and safer communities in which to live and work, the Institute of Regional Affairs will feel a real measure of accomplish~~- J ment. Hugo V. Mailey Director J L c r m I 5 fl r; □ I , i ) £ ii i 3 �0 ! V n ) n I r 0 n LJ □ Q r I. INTRODUCTION Rapid urban development, expecially since World War II, has aggravated old municipal problems and created new ones. Despite clear early warnings of the potential impact of the approaching surge of urbanization, local governments generally failed to take significant and timely action to meet the new challenges. Municipalities continued to rely on traditional organizations and methods to cope with new problems which required new solutions. Delayed action has left cum­ ulative dilemma, commonly recognized as the "Big Squeeze" between accumu­ lated needs for new or improved services and limited financial resources. Urbanization does not refer only to large cities but to many small communities as well, such as Pennsylvania's boroughs and townships. Some of these communities are quite sizeable in area and population, while others are rural in character with significant clusters of industry and residences. Inertia to change, especially in matters relating to local government, is generally more persistent in smaller communities than in larger cities. For­ tunate, indeed, is the small growing community whose residents and officials recognize and face up to the evolving problems, which tend to creep up almost imperceptibly. Although the hour may be late, decisive early action through implementation of known, tried, and new tools and techniques of modern local government may release much of the pressure of the "Big Squeeze" and re­ vitalize the small community. Police services in small and medium size communities are among the first public functions to feel the pressures of urban growth. Locked within existing illogical and meaningless municipal boundaries, and immunized against change by obsolete parochialisms, small local police departments fall victims to the "Big Squeeze" unaware that intermunicipal cooperation can temper or remove the obstructions to better service. h=J A. n u Components of Good Police Service In order to properly evaluate the need for cooperative police service in Fairview Township and Wright Townships, it is essential to understand the kinds and quality of police activities generally recognized as good police service. '.d I ■J Stated in terms of people rather than things which policemen do, one needs to know what services the inhabitants of the area have a right to expect of their police departments. Although the extent and quality of such services may vary according to the place of residence, it is both fair and valid to apply recognized criteria to judge the relative adequacy of police services in any jurisdiction, large or small. People are entitled to every kind of protection no matter where they reside. Protection is no protection at all unless it is com­ prehensive and effective protection. 1 I n u �I I, I I I 1 I These general components may be more meaningful when expressed in terms of specific services to which the citizen has a right: I r r Vlii Secure feeling of safety through frequent preventative patrols by radio-equipped police units, so that in the event of an emergency, well-trained policemen can be mobilized quickly. 2. Confidence in an adequately staffed and equipped police unit so that children, as well as adult members of the family, are secure against criminally inclined individuals on the public thoroughfares, and against the hazards of automobile traffic. 3. Knowledge that because of the personal character and professional training of the police officers, all health, safety, and other municipal ordinances and regulations will be promptly and fairly enforced against all violator s without political incentive or pressure. 4. Assurance that when a physical crime is committed, or property stolen, the police will be adequately trained for effective investi­ gation in new police techniques and instrumentation. 5. Reassurance that a qualified police officer can be promptly reached by phone at a single central station at any time of the day or night. 6. Attitude of courtesy and understanding developed out of a positive educational and community relations program. r Lj 3: 0 h a 1. n U ,"n dj d Textbooks summarize genera., p.ipo: of a police department as (1) prevention of crime by eradication of ''r-t. base sources, (2' repression of crime by adequate patrols to eliminate or r-d^ce hazards, (3) apprehension of offenders, (4' ? ■ if property, ana (5. regulation of noncriminal conduct, including education in the dangers of violations, traffic control, and enforcement of minor regulations, such as sanitation and street use. I' I flj i— Q I Needless to say, these expectations are high standards to reach by even the best police departments. To accomplish them effectively, efficiently, and economically requires the soundest organization and administration. The difficulty of approaching these standards in any municipality is aggravated by the fact that in our mobile society, crimes are not confined to the legal municipal boundaries within which police departments are organized. Furthermore, in small commun­ ities, like those covered in this report, financial resources in any community are utterly inadequate to pay for the manpower and physical equipment needed to attain satisfactory accomplishment of the standards on a separate basis. That communities get the level of police protection they desire and de­ serve is a truism demonstrated repeatedly in all sections of the country. It goes 2 -d �I I without saying that a smart-appearing, well-disciplined, courteous but efficient and firm police department, technically skilled and professionally interested in providing the citizenry with a high level of police protection, will in the long run be proof of a safe and progressive community. I I r B. The Mountaintop Area Recent years have seen a steady, but largely unplanned, development in the Mountaintop area of Luzerne County. General economic resurgence in the Wyoming Valley has spilled over into the area on the mountain. The area's natural beauty, the availability of desirable land, and the extensive recreation opportunities have combined to encourage new residents to be attracted to the area. A growing population, permanent and seasonal, and the accompanying building of homes, and business, commercial, and industrial facilities, have placed a strain on local municipal facilities and services. Already apparent, the demands for improved and increased municipal services are just beginning to be heard. The "Big Squeeze" is on between services and resources. Local governments in the area have not responded to the increasing pressures. Structurally and procedurally, they remain quite the same as they were several decades ago. n n U The governing bodies of the townships have become aware of the need for the improvement and addition of municipal services. Through mutual discussion, they have concluded that these needs are beyond the capabilities of any single community acting alone, but that in cooperation with each other these services can be offered to the citizenry. Realizing that they must pool their resources, they are prepared to act jointly in one area of municipal service to provide service efficiently and economically while at the same time preserving the separate identity and character of each community. The police departments of the two t ownships have cooperated in­ formally for a number of years. The officials of the governing bodies of the two municipalities have become increasingly aware that limited informal assistance in police work falls far short of a satisfactory solution of the basic problem. They have, therefore, determined to investigate the feasibility of intermunicipal cooperation under a formal comprehensive agreement. ': 1 This report is a presentation of the current police services in the area, the various aspects and problems of police protection, and the legally available options for joint effort under Pennsylvania Law. ■ccJ 13=> «3 3 - ��S II. - i 1 j INVENTORY Currently, Fairview and Wright Townships each operate a separate police department under jurisdiction of their respective governing bodies. In order to identify problem areas in police operations and to determine justi­ fication for some form of joint service, a summary of the characteristics of the two communities and their police departments is presented here. 8 A. ■I J IS 8 H LI i 3 J The Mountaintop Communities Fairview Township, a township of the second class, comprises an area of approximately 10.5 square miles, having a I960 population of 2,500, and a population density of about 240 persons per square mile. It has 15.5 miles of improved and unimproved roads, the main artery being Route 309. This Route carries exceptionally heavy traffic, being the prin­ cipal existing connection between Wilkes-Barre and Hazleton, and the main access to the commercial, industrial, and residential developments which have taken place in recent years. Wright Township, also a township of the second class, is somewhat larger in area, but smaller in population • the i960 census. sly, its I960 population lare miles, giving it square mile. Route the heavy traffic t impact on the de’ icluding the main improved and un- ’j •sVVU ’I •pBuny ‘aoixod ‘fl • w ‘drusunoj, neTAaraj ‘E •aopiod - _‘Bd ‘d-tqsunoj, I •aopToa • j Wright Township I I x-opuiation I960 Area Square Miles Miles of Road 2, 500 10. 5 15.50 -5- l 1,423 13. 0 31.32 �! ■ , I II. I t LJ INVENTORY Currently, Fairview and Wright Townships each operate a separate police department under jurisdiction of their respective governing bodies. In order to identify problem areas in police operations and to determine justi­ fication for some form of joint service, a summary of the characteristics of the two communities and their police departments is presented here. L: A. (■ The Mountaintop Communities I I 1| < < .. nr. Pncm I ss College• 1^7“? 77 Wilkes "joint police ’.■’right Townships* h 5 C.V “p- 28 cm. > • • I Fairview Township, a township of the second class, comprises an area of approximately 10.5 square miles, having a I960 population of 2, 500, and a population density of about 240 persons per square mile. It has 15.5 miles of improved and unimproved roads, the main artery being Route 309. This Route carries exceptionally heavy traffic, being the prin­ cipal existing connection between Wilkes-Barre and Hazleton, and the main access to the commercial, industrial, and residential developments which have taken place in recent years. Wright Township, also a township of the second class, is somewhat larger in area, but smaller in population according to the I960 census. Although its population has undoubtly grown measureably, its I960 population of 1, 423 persons lived within an area of about 13.0 square miles, giving it a population density of approximately 110 persons per square mile. Route 309 also traverses this township, and, also because of the heavy traffic demands of commerce and industry, it has a significant impact on the de­ mands for police service, especially at peak hours. Including the main artery, the township has approximately 31. 32 miles of improved and un­ improved roads. i Table I Demographic Features Fairview Township I Population I960 Area Square Miles Miles of Road 2, 500 10. 5 15. 50 Wright Township 1, 423 13. 0 31.32 Q -5j i _____ �1 1 I i 8 I B. Police Organization The Fairview Township department, which is under the jurisdiction of the Board of Supervisors, consists of a Chief who is also the Township's only fulltime patrolman. There are, in addition, two part-time special officers, paid on a monthly basis, who relieve the Chief on days off, assist in traffic control, and stand ready for service on call. The Wright Township department, currently consists of two regular fulltime patrolmen and two part-time special officers whose duties include approximately two hours of evening patrol. At present, there is no chief of police, as such, the supervisory function being performed by a part-time Director of Police and Public Safety. The present plans call for adding two additional part-time officers during this year. s Table H Number of Police Personnel fl 8 8 8 r> 8 S I— Fairview Township 1 0 2 Chief Patrolmen Special Wright Township 1 2 2 C. Budgets 1. Expenditures Total expenditures for police services in Fairview Township for 1970 amount to $ 9, 100, or 21. 7% of total general fund expenditures of $41, 953. Police salaries are budgeted at $6, 700, including $5, 200 for the one regular officer, and $1,500 for part-time services. An additional $1, 000 is available for materials, supplies, and equipment operation and maintenance, and $1,400 for other purposes. No provision has been made for capital outlay in the current fiscal year. Based on the current budget, the township expenditures for police service will amount to $3. 64 per capita. The total police budget for Wright Township in 1970 is $20, 840, or $14. 65 per capita. With a total general fund budget of $112, 735, police expenditures are budgeted at 18. 6% of the total township expenditures. Salaries for the two fulltime officers are budgeted at $11, 000, while $2, 940 is provided for part-time service. A total of $3,700 is provided for operation and maintenance, including $150 for material and supplies, $2,800 for equip­ ment and maintenance, and $750. 00 for other purposes. The budget also authorizes $2, 200 for capital outlay. [T Li’ - 6 - Vi li �Table III Police Budgets 1970 Fairview Township II Salaries: Regular Special $ 5,200.00 1,500.00 $ 6, 700. 00 $ 11,000.00 2, 940. 00 $ 13,940.00 $ -- -- — $ $ 1,000.00 1,400. 00 $ 2,400.00 $ 150, 00 2,800,00 750, 00 3,700,00 Capital Outlay Total $ $ $ $ 2,200.00 2, 200. 00 Total Police Expenses $ 9.100.00 $ 20, 840, 00 Total Governmental Expenses $ 41,953. 00 $ 112,735,00 21. 7% 18, 6% Total i 1 1 Operation & Maintenance; Material 8c Supplies Equipment 8c Maintenance Other Total %rage of Governmental Expenses for Police Per Capita Police Expense $ 2. ■J J Wright Township 3. 64 $ 14. 65 Revenue Sources The principal sources of revenue for Fairview Township are the real estate and earned income taxes, Only one mill is levied on a real estate assessed valuation of $ 3, 663, 280, The township shares the 1% earned income tax with the school district, and realizes a minor yield on a 1/2% realty transfer tax. There is no per capita or occupational privilege tax at present. Having a larger total assessed valuation of property and a higher millage rate, Wright Township realizes a higher yield on real estate than its neighbor. A p p pr4’1 pg’fb"the 1970 budget, a three-mill real estate tax is levied on a total assessed valuation of $ 9,084,890. This township also shares the 1% earned incprne tax and the 1/2% realty transfer tax with the school district, and al­ though it does levy a $5, 00 occupational privilege tax, it does not impose a per papita tax, �Table IV Budgeted Tax Rates - 1970 Assessed Valuation Real Estate Tax Occupation Privilege Tax Income Tax Per Capita Tax Real Transfer Tax Fairview Township $3,663,280 1. 0 mill none 1% (shared) none 1/2% Wright Township $9,084,890 3. 0 mill $5. 00 ]% (shared) none 1/2% D. Salary Schedules Fairview Township has no established incremental salary schedule for its police officers other than the state requirements. The single regular fulltime patrolman, also serving as Chief of Police, currently receives the state minimum of $ 5, 200. The two part-time special officers currently receive $ 50. 00 monthly although a total of $ 1,500 is budgeted for extra service during the current fiscal year. I Wright Township currently compensated its part-time Director of Police and Public Safety at the rate of $ 960 per annum, while its two regular fulltime patrolmen receive $ 5, 500 each. The 1970 budget provides $ 600 annually for each of the current two part-time special officers, although some provision has been made for use of two additional part-time officers. Table V. Police Salaries Fair view Township I '1 Chief Patrolmen Special Wright Township $ 960 (part-time) $ 5,500 $ 5,200 none $ 600 $ 600 E. Uniforms and Other Fringe Benefits Fairview Township currently provides workmen's compensation benefits to its officers, but provides no social security or life insurance coverage, and no medical, accident, or hospitalization. The township itself appropriates no funds for pensions or retirement, the only provision being the funds granted by the state. There is currently no policy governing paid vacations or paid sick leave, and the policy on days off or holidays is indefinite. Approximately $ 50. 00 is allowed annually for a uniform allowance. -8- �I I I i r~ I Wright Township provides workmen's compensation coverage, but no social security. Prior to this yeqr, only state grants provided pension coverage, but during 1970 the township proposes to establish a retirement system and at this writing bids for annuities aye pending. The 1970 budget anticipates providing life insurance coverage for officers as a part of a proposed health insurance program which will cover the police officer's family and with premiums paid by the township. Fulltime patrolrqen receive one week annual vacation with full pay, and the Board of Supervisors is presently considering a policy on vacations for part-time officers, Five dqys annual sick leave is allowed each fulltime patrolman, Although the township has budgeted $300 for uniform allowance for part-time officers, regular patrolmen are required to provide their own. Table VI Uniforms and Fringe Benefits i 1 I Uniforms Fairview Township Wright Township Approx. $50 annually Regulars buy own$300 total budgeted for specials, none Proposed 1970 yes Budgeted $750 for family coverage 1970 state grant system pending bids Regulars 1 wk. per yr. Regulars 5 days per yr. Indefinite none none yes none i Social Security Life Insurance Workmen's Compensation Medical & Hospital Ins. 'j Pensions state grant S Vacations Sick leave Holidays no policy no policy Indefinite I F, Promotion Policies Since, in both townships, the police force is minimal, neither jurisdiction has had the occasion to establish a formal policy. G. Training in ’I Fairview Township, with only one regular police officer, has no. in-service training program. However, the Chief, who is also the sole officer, has demonstrated a deep personal interest in self-improvement by completing an impressive list of voluntary police training courses. These include: -9- I r' 0 .i IlJ �I □ I 6 I IB i I n’"' I I LL 16 weeks 11 -i i !i 8 i 'I 11 8 It 6 II 1 11 General Police Work Search and Seizure Youth and Juvenile DelinquencyTraffic First Aid Drugs Part-time officers receive informal training from the Chief of Police. In Wright Township, establishment of a formal training program was scheduled to begin in January of 1970. The program will include police ad­ ministration, investigation, causes of crime, law of evidence, sociology, psychology, an FBI course, traffic, police procedure, small arms, identification, FBI course in first aid, and cruiser patrol. The responsibility for setting up the program has been given the newly appointed Director of Police and Public Safety. H. Equipment, Communications, and Maintenance The Fairview Township police headquarters is located at 140 Main Street, although the radio base station is located at a local commercial store. It is estimated that a service call from the home most distant from headquarters would take approximately ten minutes. The police car is a 1969 Ford Sedan, equipped with a siren, revolving dome light, and is in direct two-way communication with a private answering service. Calls for police service can be obtained by telephone direct to the headquarters, the answering service, or to the telephone in officers' homes paid by the township. The Wright Township police headquarters is located at the Wright Township Fire House on Main Road. A base radio transmitter and receiver is located in the home of each regular officer, and has direct contact, with two-way radios on each of the two police cars. The township currently has in service a 1967 Chevrolet, said to be in poor condition, and a 1968 Ford, in fair condition. Each officer pays for his own telephone, the numbers of which are published for the convenience of the public. The employment of an answering service in now under study. It is estimated that it would take approximately six minutes to respond to a service call from the home most distant from the township police headquarters. ’j -10- �I ) I Table "VII Police Equipment I Fair view Township ID I I, I Police Car 1969 stock Ford Sedan Base Radio Based in local store Car Radio Telephone yes Headquarters; each officer's home; answering service ; paid by township. rj I I I I 'J s 1 'I 1 r> Wright Township 1967 stock Chev. Sedan (poor) 1968 stock Ford Sedan (fair) Two bases- one in each regular officer's home, yes Each officer's home; paid by officer's answering service under discussion. I. Morale and Discipline Both townships indicated that there have been no morale or discipline problems in recent years. Any such problem in Fairview Township would be handles directly by the Board of Supervisors, while under the new arrangement in Wright Township the initial responsibility is vested in the Director of Police and Public Safety. In neither case, is there a formal positive program for promoting police morale. J. Memo Book, Blotter, and Records In both townships, the police record system has been minimal to the present. The inadequacy of police records in both townships is a direct effect of the minimal size of the police force, since officers are required to perform both field and office functions. Fairview Township reports that "records of all traffic and criminal violations are kept on file at the township building" without indicating the nature of the records nor differentiating the various types considered necessary in police operations. This is understandable in view of the single-member police force. Wright Township indicated that as of January 1, 1970, the following records will be maintained; offense book, incidental book, complaint book, arrest book, traffic violations, juvenile cases, log for each cruiser, and a business card file. -11- �K. Traffic and Juvenile Control Pennsylvania Route 309 poses a serious traffic problem for the police of both townships. The most serious conditions are prevalent at the time of shift changes at Crestwood Indistrial Park, especially from 3-5 PM on week days. At these times, the demand for traffic control activities leaves both townships short on manpower for other necessary police services. Neither township has a special officer assigned to juvenile activities. Juvenile situations are handled initially by each officer on duty. L. Police Patrol Operation Patrol operations in both townships are handicapped by the small number of officers available at any given time, the high road mileage,and the dispersion of homes and other buildings over a wide area. I II J In Fairview Township patrol operations are conducted on an irregular basis, The duty schedule of the one regular officer consists of one 8-12 hour shift daily , six days per week, with provision for days off when part-time help is available. The conflict between patrol and headquarter's service is somewhat alleviated by the fact that the police car has direct radio contact with the answering service. Wright Township, with its two fulltime officers, is able to patrol freely, and yet this is also on an irregular basis. Full police coverage is provided between 6 AM and 6 PM by the two fulltime patrolmen. Part-time officers cover during the same hours, and patrol approximately 2 hours per evening. Regular officers work 5 1/2 days per week, a shift consisting of 8 hours Monday through Friday and 4 hours on Saturday. Each of the two part-time officers is scheduled 2 hours on three days each, Monday through Saturday. When fulltime patrolmen are off duty, part-time officers cover via telephone. Table VIII Work Shifts and Patrols Fairview Township Wright Township 51/2 days Two officers 6AM-6PM. Special Officers 6 days One duty shift of 8-12 hours. Remainder phone coverage. On call Patrols Irregular Work Week Daily Active Shifts -12- 2 hours per evening, three days each, plus on call. Freely on irregular basis. �Both townships maintain minimal headquarters facilities at a central location. However, neither has local detention facilities. In the event that detention is required, the police officer must first obtain a commitment by a local magistrate, after which the arrestee is incarcerated in the Luzerne County prison at Wilkes-Barre. N. Community Relations Other than attempting to provide the best possible service to residents and organizations, and to assist neighboring communities when emergencies arise, neither township has established a positive program to promote goodwill and responsive public relations. The Director of Police and Public Safety in Wright Township has shown an awareness of the importance of such a positive program by proposing to establish one in the future. O. Summary of Inventory The objectives of this study do not include an in-depth analysis of specific police activities, nor performance records of either of the two township police departments. The data in each case are restricted to those essentials which confirm the tentative conclusions of the two governing bodies that separate police operations no longer are capable of providing that quality of service so necessary in the rapidly developing Mountaintop area. Obviously, the data presented here confirm that conclusion. The data undoubtedly indicate that in both municipalities the number of regular and special police officers is insufficient to provide prompt and effective service at all times. One-man shifts result in unattended police headquarters, and, therefore, except for the direct radio contact with the answering service in Wright Township, also results in deprivation of immediate response to calls from residents at such times. Especially disconcerting is the complete absence of fulltime active police officers during part of the evening, and particularly during the critical hours from midnight to morning. Demands of heavy traffic control, and other necessary activities, such as investigation, prevent a regular program of township-wide patrol, especially throughout the night hours. It should also be noted that the communications "black-out" between the residents and the patrolmen out on duty is not satisfactorily eliminated by the substitution of a telephone answering service. The latter is no effective substitute for the officer on active duty. I -13- �The data leaves no doubt that police service in both townships is seriously below minimal requirements even for a static community. Expansion and improvement of police service has definitely not kept up with the growth and development of the Mountaintop area since the start of the industrial expansion. The data assembled by the staff of the Institute of Regional Affairs shows the urgency of an effective type of joint police service, not only between Fairview and Wright Townships, but including other townships in that area. The problems and inadequacies in police service in the two townships which have been the subject of this initial study differ only in degree, and that difference is so slight as to be nearly unnoticeable - too few fulltime officers, lack of active around-the-clock coverage, too little equipment, reliance on answering service, lack of general and specialized training program for the officers, inadequate personnel incentives such as decent pension and insurance protection and other "fringe benefits", and dependence on indefinite, informal arrangements for mutual aid between the two township departments. Townships less fortunately situated than those of the Mountaintop area may find some little justification for inadequate police services because of a serious lack of taxable resources. Fairview and Wright Townships have the double advantage of being capable of raising necessary revenues by increasing their currently minimal real estate tax rates and the assured proynise of continued industrial, commercial, and residential development which in itself guarantees adequate future revenues. Police service is the most basic of all local government functions. There is little doubt that this service has been short-changed in the Mountaintop area even before the recent economic upsurge. With the arrival of more and more new residents, expansion and improvement of this service is indispensable. -14- �0 ■ ®I 0i Jn I 0 I n I III. THE KEY TO ADEQUATE PROTECTION Small police departments are equally responsible for effective protection as are the departments of larger communities. At the same time, their very smallness creates or intensifies a number of problems like the following, which are evident in the borough and the two townships: 1. Limited financial resources restrict ability to provide necessary or desirable services, including a fulltime juvenile officer, and specially trained personnel for criminal investigation using modern techniques. 2. Crucial night shifts are given second priority to the more numerous daytime activities. 3. Duplication of equipment, used infrequently by either of the three departments, encumbers funds which could otherwise be used for needed equipment now lacking. 4. Lower salaries and limited opportunities for advancement make it difficult to employ and retain qualified and dedicated personnel. 5. Minimum number of police officers reduce the likelihood of continuing training because personnel cannot be released for this purpose without further sacrifice of services. Each of the two townships, of course, could upgrade police services to the level required under pressing current conditions by extending themselves financially. However, each of the departments already requires additional funds merely to maintain the minimal services at the current level. It does lot appear feasible, given existing tax rates, to provide sufficient funds to operate satisfactorily as separate departments. 0 CT I The most promising remedy in the foreseeable future for the total police problem in the Mountaintop area in some form of cooperative arrangement established on a fixed, formal, and continuing basis, by resolution or ordinance, as provided by laws of the Commonwealth. Such joint effort would offer significant advantages as the following: 1. Improved service at lower unit cost, 2. More efficient, effective, and economical service to the public. 3. Centralization of protection with accompanying improvement in administration and economy. -15- �4. Opportunities for police specialization. 5. Professionally trained personnel. 6. Less likelihood of political influence. I I iI 'U r i i -16- �I IV. LEGAL BASIS FOR INTER-MU NIC IP AL POLICE SERVICE Before describing and commenting on a variety of available arrangements for formalized joint police services, it sould be noted that there has been a continuing, but limited, cooperation and mutual use of police personnel between the separate departments in the two jurisdictions. The police chiefs discuss mutual problems on an unscheduled basis, and exchange information relating to a variety of police cases and activity. Occasionally, this cooperation has in- . eluded assistance by the officers of one jurisdiction to officers of another on request. - J Although such cooperation is admirable, its contribution to effective police service under current arrangements is very limited and it entails certain legal implications which cannot be ignored. The shortcomings arise from the fact that the mutual assistance is not formalized in any form of ordinance, resolution, or written agreement, but solely on an informal oral "understanding" involving the governing bodies and the police chiefs. This not only makes response to mutual needs for service uncertain, but poses a number of serious legal questions. Does an undeputized officer of one jurisdiction have the legal authority of a police of­ ficer while assisting an officer in another jurisdiction on a request not formalized by a legal agreement? Under current law, which jurisdiction is responsible for disabilities or liabilities incurred as a result of duty outside the officer's own municipality? How will the public's image of the officer and his department be affected by the inability of failure of an officer to assist in a given situation in another jurisdiction? Although this informal cooperation augurs well for the success of a more formalized effort to improve the area's police organization and activities, it should be completely rejected in view of the practical and legal questions it poses. Current Pennsylvania general and code law provides the necessary legal authority for a variety of inter-municipal police service arrangements, ranging from occasional mutual cooperation in special circumstances to complete inte­ gration of several departments into a single merged organization. A. Auxiliary Police The governing bodies of boroughs and townships are authorized to appoint auxiliary police officers. This general authority permits the two municipalities to appoint each other's regular, and/or auxiliary, police as auxiliary police in their respective jurisdiction, who would be subject to duty call at any time by the appropriate chief. B. Contract for Mutual Aid or Complete Service Act No. 581 (1966) authorizes municipalities to enter contracts with "near -17- �4~ II I I I I I li I I B or adjacent cities, boroughs, or townships, either for mutual aid or assistance in police and fire protection, or for the furnishing, or receiving from such cities, boroughs, or townships aid and assistance in police and fire protection, and to make appropriations therefor." Thus, two arrangements are possible: 1. Each municipality could retain its existing police department and con­ tract for assistance from the others on an as-needed basis; or, 2. All but one of the departments could be eliminated and contracts made with the remaining department to provide all police service. Under such a contract, the police of the employing borough or township would have all the powers and authority conferred by law on the borough or town­ ship police in the territory which has contracted to receive the services. Under such a cooperative agreement or contract, the policemen, individually, must be appointed and accepted as policemen of the borough or township receiving the service by ordinance or resolution, respectively. However, insofar as civil service and pensions are concerned, such police­ men are deemed appointees and employees only of the municipality furnishing the service and making the original appointment. C. Joint Action Contracts Under Codes Under their respective Codes, boroughs and townships have a general power to engage in contracts for joint action "with other political subdivisions. . . in per­ forming governmental powers, duties and functions in carrying into effect pro­ visions of law relating to said subjects which are common to such political sub­ divisions . " D. u r u I 'i I) j. ! Joint Municipal Activities Act The Joint Municipal Activities Act, commonly called the General Cooperation Law, as amended to 1965, provides to subdivisions a comprehensive plan of coop­ eration with each other through joint agreements in the exercise of their govern­ mental powers, duties and functions. The act applies to any powers, duties, or functions which each may under law exercise and perform separately. Such joint agreements take effect when adopted by ordinance of borough Council and by resolution of township supervisors, and are binding and enforcable. Although the terms of joint agreements may vary according to the nature of the project or program, the act specifies a number of mandatory items: -18- ■ I. : �I 1 I I I I I 1. The means by which the cooperation shall be effectuated. 2. Employment of personnel. 3. Employment of consultants. 4. Purchase of personnel property and materials for joint use. 5. Allocation of costs and expenses for administration of the agreement. 6. Term of agreement. 7. Manner of renewal. 8. Manner of disposing of joint property or sharing joint property on termination. The agreement may be amended by the same procedure used for adoption. In view of the fact that the townships officials appear favorably inclined to some form of cooperative police arrangement, the Joint Municipal Activities Act provides the most logical basis for affecting the police plan. I I In the first place, it provides machinery for formulating the initial police agreement. Each of the taxing bodies may appoint by resolution a committee of one to three members to meet with similar committees from the interested jurisdictions to discuss the possibilities of joint cooperation. Each committee "shall have the power to enter into joint agreements which shall be valid only when adopted by or­ dinance or resolution of the respective governing bodies. " Secondly, the act lays the groundwork forextending inter-municipal cooper­ ation by providing for joint advisory boards to aid and advise the governing bodies in ways and means of implementing cooperative action. The advisory board would con­ sist of one member of each governing body chosen by majority vote. No compen­ sation may be paid, but payment of travelling and other necessary expenses in­ curred in performance of board duties is permissible. The agreement creating such an optional advisory board must contain, but not be limited to: 1. The nature and scope of activities with respect to which the board shall make studies, recommend programs and policies, and give advice to cooperating municipalities. 2. The manner in which the board shall make reports. -19- ��I a a i 11 V. OPTIONAL JOINT POLICE AGREEMENTS On the basis of the current police program in the two jurisdictions as described in this Report, and the provisions of Pennsylvania statutes relating to joint activities, several forms of cooperative approach may be considered. Available options may be classified into three general types according to the nature of organization and the degree of integration of police services: Agreements for mutual use of police personnel on a call basis only. Contracts under which one municipality provides complete police service to others. I I Merging police departments. Any arrangements considered by the governing bodies should be restricted to the three general types herein described. A. I I I I 1 Formal Agreement for Mutual Use of Police On Call Basis Only Current legislation authorizes a wide variety of binding formal agreements for mutual use of police limited to specified situations. Such agreements are generally referred to as "on call" or "on request" service. Agreements of this type are adopted by ordinance in boroughs and by resolutions in townships. They may provide for assistance in general terms, such as "in an emergency, " or "when a request is made, " or the terms may carefully detail the specific conditions under which calls shall be honored. Authority to make and accept or reject requests for aid is sometimes placed on the respective mayors of boroughs and a designated member of a township board of supervisors, or in the respective police chiefs, or both, Some agreements make response to a request mandatory, while others leave the decision to the chief to whom the request is made. Police officers who may be called into another jurisdiction are vested with appropriate authority in that jurisdiction in several ways, at the same time remaining an employee of the municipality which hired him: I 1. Each municipality, in the ordinance or resolution establishing mutual assistance, in general language, may confer on each other's police personnel all the powers and authority conferred on their own officers. 2. The mayors of boroughs and the supervisors in townships may be -21- f �I I I I directed in the agreement to swear in each other's police personnel as auxiliary policemen with appropriate authority. Terms of compensation for services rendered include payments on an hourly basis, a flat monthly or annual fee, or, in some instances, no com­ pensation except reciprocal services. Provision is also made for fixing lia­ bility in cases of injury or damage to individuals or property during extrajurisdictional service, as well as medical and hospital coverage for police personnel so employed. In all cases, police officers remain responsible to their employing juris­ diction, although when on "on call" service they are under command of the re­ questing chief or his designated subordinate. ) I I I1 I II I I I This type of limited agreement serves a useful purpose in subdivisions which are small in area and population, and where the character of the community or communities requires a minimum of police activity. Under conditions in the Mountaintop area, as described in this Report, agreements for "on call" service, though better than none, fall short of the service requirements, namely, a sufficient number of well-trained, expertly directed and supervised police officers to provide promptly at all times the types and quality of protection and services to which the residents are entitled. B. Contracts for Police Services It is permissible under Pennsylvania statutes for boroughs and townships which have no police personnel to purchase, by contract, police service from an adjacent or nearby municipality equipped to provide it. Such arrangements have the merit of simplicity, for a contract, properly negotiated by the respective governing bodies, need merely establish the types and quality of service to be rendered, the scheduled hours for protection, amount and method of compensation, and responsibility for workmen's compensation, insurance coverage of various types, and other related matters. Although such contractual arrangement for complete police service could be legally adopted to provide a single police department for the two communities, certain obvious facts make this method unrealistic and unacceptable: I 1. It would require the elimination by ordinance or resolution of one of the existing departments. 2. It would remove all controls, except the restrictive terms of the con­ tract, from the hands of two of the governing bodies. -22- �I 1 I I I I I I I I I I 3. It would require the expansion and reorganization of the department contracting to provide the service, which under existing circumstances, appears unworkable and unlikely. The contract method has merit only when the municipality which is to provide the service has an established police department sufficientyl large, highly trained, and adequately equipped to fill the needs of the receiving communities immediately. C. Merged Poliqe Department The growing dilemma of increasing cost of police service and the rising public demand for more effective protection confronting the Mountaintop com­ munities cannot be solved by intermunicipal agreements, formal or informal, providing mutual use of police on a part-time or emergency basis. Such agreements in developing areas are merely stop-gap measures which give the public a false sense of security and postpone a permanent resolution of the prob­ lem until it gets out of hand. At best, part-time formal agreements may pro­ vide a period of experimentation and trial as a first step in intermunicipal co­ operation. Such experimentation is not necessary in the two municipalities, since the police departments have been cooperating in certain instances, of only on the basis of informal understanding. The ultimate solution lies in some form of merged police departments. This has been done in many parts of the nation, especially in urban areas and neighboring suburban communities. To be successful, merger must be tailored to the geographic conditions in the given area, equipment and personnel currently in use, the variety of services deemed necessary, the state of present relations between governing bodies, and the degree of readiness to accept mutual service by officials and the public. On the basis of the available data on current and anticipated needs for police service in the Mountaintop townships, a merged police department offers the most effective and economically feasible approach. Such a merger can be effected under the code provisions for inter-municipal agreements or under the Joint Services Act. The Joint Services, or "intergovernmental cooperation" act provides the soundest and most promising basis on which to proceed with merger precisely because: (a) its terms permit the two townships to set the level of mutual service at whatever point the aforementioned conditions dictate, and (b) it opens the door to other types of cooperative activity in the future. The general features of such a merger, which should be incorporated into specific provisions of an agreement duly executed by the officials of the -23- �two townships, are suggested below: Single Police District Joint Police Commission . Functions of Joint Police Commission Police District Personnel Police Headquarters Equipment and Supplies Deputization of Personnel Merger Agreement -24- �VI. CONCLUSION A coordination of some functions of local government can never occur with­ out comprehensive or g ani zat ion of local government. Local governments providing services at a level desired by local residents will continue to do so provided that service performance meets acceptable public standards. It is desirable to preserve as much local control of governmental services as is practical without sacrificing reasonable quality and quantity of service. The prime police mission is to act as the enforcement arm of the criminal justice system by protecting persons and property, The mean s comprise authority, services:, and constructive influences. Greater interest in the present activities; personnel, organization, and operations in the police departments of the two townships, which is the subject of this study, combined with an understanding of requests for manpower and equipment by responsible residents and civic organizations can only result in greatly improved police protection for the whole Mountaintop area. In recommending a single police district for the two townships, the objective has been the creation of a police force, with a complement of officers and organization having the qualities of intelligence and professional training, combined with expert organization and management. That would raise the level of police service. It should be clearly understood that economy of the police service in the two townships is the strongest argument in support of a functional joint police program. Moreover, the argument of improved police service is more than sufficient to offset the disadvantage stemming from the loss of freedom of individual action in police matters. .130000 -25- ��i I I I I I I I I I I program that contains the components of good police service; and , 8) whereas, it is the desire of the aforesaid municipalities to enter into an agreement for the purpose of having available for use throughout the territorial limits of the two municipalities signing this joint agreement the services of police employed by any of the said municipalities, under the conditions set forth; and, 9) whereas, cooperation among adjoining municipalities is the exercise and performance of their governmental powers, duties, and functions is authorized by the Act of Genreal Assembly of 1958, September 29, P. L. 990, as amended (53 P. S. 422 et seq. ). NOW, THEREFORE, the parties to this agreement, in consideration of the mutual covenants and conditions herein contained, promise and agree with each of the parties as follows: ARTICLE I. I I I I I I I I It is agreed among the municipalities which are parties to this agreement to provide mutual aid and assistance in police protection and to furnish and receive from each other duly appointed police officers when a request is made for such police aid or assistance by the chief of police of any of the respect­ ive jurisdictions, or by any other authorized municipal official of the municipalities which are parties to this agreement. ARTICLE II. It is understood and agreed that compliance with the terms of this agreement shall be voluntary and not compulsory for the municipalities -ii- �I I I furnishing police aid or assistance. a municipality is requested to furnish aid or assistance to the police officers of another signatory municipality, I Consequently, when a police officer of promptly unless specifically as set forth in item 1, he shall respond ordered not to respond by direct order of his Chief of Police or other authorized official of his municipality. ARTICLE III. It is agreed that in the event such aid or assistance is refused when requested, the reason for such refusal shall be submitted in writing to the I Board of Supervisors of each of the signatory parties. ARTICLE IV. • While performing police functions in aid or assistance to another I municipality signatory to this agreement, said officer or officers shall be empowered to exercise all of the functions and powers possessed under law by the police officers in the municipality which has requested the aid or as sistance. I I I I I I ARTICLE V. When any police officer responds to a request for aid or assistance to any signatory municipality, he shall, at all times, remain the employee of the municipality by which he has been duly appointed. The appointing municipality shall at all times be responsible for payment of wages of such police officer, for carrying workmen's compensation, and for all other payments, benefits, and duties as established by his appointing authority. ARTICLE VI. No charges or expenses shall be assessable for police aid or assistance -iii- �furnished by one signatory municipality to another under terms of this agreement. ARTIC LE VII. When any police officer responds to a request for aid or assistance as contemplated in paragraph 1 above, the responding officer shall be under the command and take his orders from the duly designated police officer in command in the requesting municipality. Violations of this provision shall be reported in writing to the Boards of Supervisors of the municipalities signatory to this agreement. ARTICLE VIII. The parties agree that any participating municipality may withdraw at any time from this agreement for mutual police aid or assistance by giving at least sixty (60) days notice in writing to each of the other signatory municipalities. ARTICLE IX. Any adjacent municipality not signatory to this original agreement may become a party by duly executed written request to and approval of all the existing signatories, provided it accepts all of the provisions of this agreement. ARTICLE X. > I , 1970, day of This AGREEMENT made this between Fairview Township and Wright Township, both in the County of Luzerne, shall be in full effect when duly signed and attested by the -iv- �authorized officials of both municipalities, and shall be effective for future signatories immediately upon approval of their application for admission to the agreement as provided in paragraph 9 of this agreement. IN WITNESS WHEREOF the parties hereto have caused this agreement to be executed by its authorized officer or officers on the day and year first written above. ATTEST: TOWNSHIP OF FAIRVIEW BY ATTEST: TOWNSHIP OF WRIGHT BY �lODOlSlSTS MIIKFS CflllFfiF IIRRIRY I I I m I I I I �1 i i ■ U 0 i -J r □I 0 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 Joint Police Service for Fairview and Wright Townships, 1970 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 1970 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/3d2e2fae7972b4efc404c2660295fef4.pdf ba97314dd5ad38352629133991236e56 PDF Text Text n I ■ I ; Fi POSITION CLASSIFICATION PAY PLAN RULES, REGULATIONS & POLICIES FOR IF 1 I OF THE jiw oww I I I H IVES INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ! jf I JS257 U5W682] �I * 19 POSITION CLASSIFICATION - PAY PLAN RULES, REGULATIONS & POLICIES FAIR EXCHANGE FOR As an employee you are engaged in a trade with the Authority - EMPLOYEES The Board expects you to do a full days work for which it will pay you a fair rate of pay. OF THE You have an opportunity to work under pleasant conditions with friendly people. If you adopt a spirit of friendliness, you will be doing your part to make this area a better place in which UNIVERSITY AREA JOINT AUTHORITY to work and live. The Authority, as far as possible, assures you steady work and a regular job. As you have read this personnel policy manual, you have found other ways in which the Authority is interested in you. We're glad to have you with us — hope you’ll retire in this area. This Employees' Manual has been prepared to acquaint you with some of the responsibilities, benefits and privileges which may affect you from time to time during your employment. We hope that your service to the public will be rewarding both in terms of happiness in your work and in your promotions to positions of greater responsibility as time goes by. I I I I I □ EUGENE SHEODEN FARLEY LIBRARY I I 1933 WILKES COLLEGE WILKES-BARRE, PA' L 1970 UNIVERSITY AREA JOINT AUTHORITY I I 1 It It I Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �1 ARCH IVES (J *5 V/ G £ 2. I I I 11 BOARD I ‘I university area joint authority David A. Allison, Chairman Dr. Ernest L. Bergman, Vice-Chairman I1 William G. Leitzell, Secretary I Guy A. Ludington, Treasurer Thomas R. Spell, Assistant Secretary I William I. Rishel, Assistant Treasurer John R. Miller, Jr., Solicitor I John F. Larkin, P. E. , Consulting Engineer a lJ I I 1 I n I r 5 K I g 82-161220 �I. PERSONNEL POLICY 0 T I 1 J !n ffl B i I �■ I. PERSONNEL POLICY I The personnel practices of any governmental organization are a subject of interest to the general public that pays the bill. Many times public bodies are pressured into making expedient decisions rather than sound ones. And yet, it is an old axiom of government that a sound, durable plan is really the keystone of a well-constructed personnel program. I I I : I 1. 2. 3. 3 n 3 □ 1 The broad fabric of good personnel administration, in which all employees are satisfied, revolves around certain basic goals, The three basic goals of personnel administration are: I s — ' Ji $ to identify every job in the organization. to fill that job with a competent employee . to fill the job with a satisfied employee. Since the Board of the University Area Joint Authority desires appropriate control over both basic policy and salary levels, it has caused this Employee Handbook, which includes a position classification and pay plan, to be prepared. A. POSITION CLASSIFICATION Position classification is a two-part process consisting of 1) determining and describing the duties, responsibilities, and qualifications of positions and 2) grouping together into classes those positions that are sufficiently alike to warrant equal treatment in all personnel practices. It is a foundation for the development of a pay plan and , when properly administered, seeks to fulfill the basic purpose of equal pay for equal work. The detailed knowledge about jobs in a sound classification plan is fundamental and indispensable to many phases of personnel management facilitating good over-all administration. It provides a base for recruitment, examination, selection, placement, promotion, training, and utilization of employees. The acquisition and orderly arrangement of job knowledge are major steps that must be taken before pay rates and a pay plan can be established. It is important to know the skill, education, and experience which jobs require for satisfactory performance by the average employee. All the duties of each job, or at least the most significant ones, must be clearly understood. Certainly, as a Board responsible to the users of the service, 1 o ■A i F �members of the Board of the University Area Joint Authority do not have to know how to do each job, but the Board does have to know of what each job consists. After this knowledge about jobs was obtained, it was arranged in usable form. This was accomplished by preparing a classification plan. Specifications have been written to cover each class so that upon completion of the plan, not only is an inventory available, but a complete description of all the kinds of work which the employees do is understood by the Board. Because the classification of positions is essential to the development of a workable pay plan, many governmental agencies prepare the two plans concurrently. Work on the pay plan is usually begun as soon as the principal features of the classification plan have been developed, and the two are com­ monly adopted at about the same time. This is precisely what the Board of the Authority has done. All classes in the plan have been measured against a common group of factors in order to ascertain their relative value. Class specifications, carefully prepared and properly drawn, do contain descriptive material which reveal class relationships, The class specifications include the following: Class title Brief but descriptive name for positions in the class. a. Designation used on payrolls, budget estimates, and b. personnel rosters. Roman numeral 1 always indicates lowest level of the series. Level of the work Presence or absence of supervisory or administrative responsibilities. b. Relative difficulty and complexity of the work. Length of time needed to learn to work. c. Whether work is a recognized profession, technical field, d. or trade. Extent of Guidelines for work Extent to which work may be described as routine or mechanical. Nature and extent of available guidelines in the form of policies, procedures, and/or standard trade or occupational practices. S p e c i a 1 working conditions Unusual or unattractive working conditions. �1 b. 1 1 5. Public contacts Nature of public contact media: whether contacts are facea. to-face, by telephone, or through correspondence. Degree of discretion and responsibility allowed in interpre­ b. tation of programs to the public. 6. Nature of supervision Nature of supervisory duties: to transmit orders only, to a. oversee work, to check quality and quantity of results, to assign work and priorities, or to plan or participate in planning programs. Relative complexity of the operation supervised. b. Need for independence of judgement and action. c. Extent to which, and the purpose for which, work is reviewed d. by others. 7. Requirements of the work Nature and relative difficulty of knowledge, abilities, and a. skills involved. Necessity for operating specialized machines and the b. training required. 8. Requirements of training and experience Nature, amount, and level of specialized or professional a. education and/or training required. Nature and length of experience required. b. J I I I 5 I I r? s5 ? (I I J I Presence of occupational hazards. The Executive Director and the Personnel Committee will periodically review the specifications so that they truly reflect the duties and responsibil­ ities of each position. Necessarily, revisions will be made from time to time, but the Board is quite cognizant of the fact that consistent internal relationships must be maintained in order to have an effective salary plan. B. PAY PLAN Pay administration is the art of paying the proper salary to an employee at the proper time. A sound pay plan calls for "equal pay for equal work" and the same pay for comparable jobs. A pay plan consists of the salaries established for classes of positions based upon their comparative worth and general levels of pay in the community. Any pay plan that is finally adopted by the University Area Joint Authority is important to five public or interested parties: -3- eJ J R �The Board of the Authority. Since wages and salaries may repre­ sent from 60 to 80 per cent of the budget, the administration of these salaries and wages is a very important factor in the overall financing of the Authority. The Sewer Renters. As "watch dogs" of the fiscal and budgetaryprocess, the Sewer Renters will likewise be interested in the administration of the policies as they affect the expenditures of the Authority and therefore the rates they will pay. The Supervisors. They will be concerned with pay administration because the level of compensation in any organization determines the success or failure in recruiting competent employees, and because the level of compensation provides tangible recognition in the form of the employee's paycheck for good performance and rewards the employee upon promotion to a higher salary level. The Employees. To the employee, pay represents, in addition to compensation for work performed, an ability to attain his goals and objectives and determines his standard of living and status in the community. The Bond Holders. This sizable group which has financed the system is concerned because their own money is at stake in the financial success or failure of the Authority's operations. A sound formalized pay plan provides salary rates which compare favorably with those in private industry and in other governmental jurisdictions in Central Pennsylvania, and which are neither so low as to make it impossible to attract and retain competent employees, nor unnecessarily high. A sound plan means that the Board members, who are responsible for raising revenue and administering the expenditure of public funds, can predict short run financial requirements for personnel services with much greater accuracy. It is hoped that fair treatment of all employees can be assured, thereby promoting high employee morale. It is hoped that the plan will provide a framework of reasonableness in relation to the immediate market, in which general increases can be related to rises in the cost-ofliving without destroying the pay relationships among jobs. This pay plan consists of a basic schedule of pay ranges showing the assignment of various salary grades to one of these ranges. Inspection will reveal the following features ordinarily followed in sound pay plan practices: There is a uniform percentage difference between each of the steps, in this case approximately 5%. This percentage dif-4- �ferential is preferable to flat dollar increases since each step bears the same relationship to the entrance salary, and because increments are more meaningful at all levels of employment. P I i 1J 1 I I I 2. There are 8 rates in each pay range, a beginning rate and 7 merit steps. 3. The ranges overlap heavily, since the amounts are closely re­ peated a number of times in the various ranges throughout the entire schedule. Local governmental officials are continually faced with relating governmental salaries to community levels of pay. Three alternatives are possible: to pay less than average, to pay the average, or to pay more than the average. The Board of the Authority has established a pay plan which reflects the average going community rates, in the hope that it will attract and retain qualified employees. ! £ ] I I £ g i 1 -5- �F I i 1 i k t i s ffl 1 1 9 g 1 L 5 ■F u ml b1 1 I s II .merit pay plan �o J J r~ •O-j '5=1 S 'Si H?S II. MERIT PAY PLAN UNIVERSITY AREA JOINT AUTHORITY 1970 GRADE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 1 , 3,960 4, 200 4,440 4, 690 4„950 5, 230 2 4, 260 4„500 4, 740 5, 000 5, 260 5, 540 5.840 3 4, 640 4, 900 5, 160 5, 440 5, 740 6, 040 6, 360 6,720 4 5, 040 5, 320 5, 620 5, 940 6,280 6, 640 7, 000 7,400 5 5, 500 5, 800 6, 120 6,460 6, 820 7, 200 7, 600 8, 020 6 6, 000 6, 330 6, 680 7, 040 7,420 7, 820 8,250 8, 700 7 6, 600 6, 960 7, 340 7, 740 8,160 8, 600 9, 060 9,560 8 7, 300 7, 700 8, 120 8, 580 9, 040 9, 540 10,060 10,640 9 8, 000 8,440 8, 900 9,480 10,.. 000 10, 540 11,120 11,720 10 8, 800 9, 280 9, 780 10,320 10,880 11,480 12,100 13,700 11 9, 700 10,240 10„800 11,400 12,040 12,700 13,400 14,140 12 10,700 11,280 11,900 12,560 13,240 13, 960 14,660 15,400 13 11,800 12,400 13,080 13,800 14,560 15,360 16,200 17,100 14 13,000 13,700 14,460 15,200 16,000 16,880 17,700 18,600 15 14,400 15,200 16,000 16,800 17,700 18,600 19, 600 16 16,400 17,200 18,100 19,000 20,200 21,700 STEP 7 STEP 8 O' �’ -■-M . 1 ■ I I 1 1 L q J j - . n1 I ■ ?'! Cl® IE. TABLE OF ORGANIZATION ��IV. JOB TITLES 1 li 1 I T1 r >/ 1 �/ .1 1 1 IV. JOB TITLES The employees of the University Area Joint Authority shall be classified as follows: ( I Administrative Executive Directoi- I I fi I I * I Office Manager Operational Superintendent Chemist - Assistant Superintendent Operator Mechanic Mechanic Helper I I ’ i I Sewer Maintenance Supervisor Chief Inspector Inspector Laborer Clerical Seeretary-Clerk Clerk 'll 1 -8- T ■ �I 1 i • • r ; 1 i - ' I I 1 ] 1 * I ‘ I 1 ■ J 1 — V. JOB DESCRIPTIONS �J CLASS TITLE: Executive Director CLASS DEFINITION: Chief administrative officer for the University Area Joint Authority, the Patton-Ferguson Joint Authority, and the CollegeHarris Joint Authority. Directly responsible to the respective boards for the managerial and technical activities of the sanitary sewerage systems, requiring direction and coordination of the operation and maintenance of the system, including all appurtenances and auxiliary facilities. 1 i I i r’. 1 DISTINGUISHING FEATURES OF WORK: Subject to the provisions of the Pennsylvania Municipal Authorities Act, other applicable statutes, bond indentures, and policies established by action of the respective Authority board , administers the business affairs of the boards and bears primary : ,-sponsibility for the fiscal, administrative, and operational activities of respective sewerage systems, including supervisory direction of operation, maintenance, and expansion of the systems. ILLUSTRATIVE EXAMPLES OF WORK: 1. Facilitates the conduct of board meetings by preparing agendas, submitting oral and written reports on items of board business, current system operations, making appropriate recommendations and otherwise participating in the formulation of operational policies. 2. Administers all fiscal affairs of the systems by preparation of board and operational budgets, exercises direct control of budget execution, renders regular and special financial reports, and sees to the collection of fees and assessments. 3. Coordinates and directs the operations of the two sewerage collection systems and the treatment plant and sees that their operations comply with all required standards and policies of the boards. 4. Conducts, or directs the conduct of, studies and analyses of current and potential problems affecting the systems operations. 5. Deals directly with the public on all matters pertaining to sew­ erage operations, and provides liaison between the Authority boards and public. 6. Maintains contacts with federal, state, and other local officials, and keeps the boards informed of legislative, federal and state regulatory policies. I I 1 ■ -9- T .t. �7. Directs the daily business activities of the authorities by super­ visory direction and guidance of the office staff. 8. Maintains efficient operation of the sewerage systems by direction, supervision, instruction, and guidance of the principal subordinates, with direct personal supervision of the office manager, treatment plant superintendent, maintenance supervisor, and chief inspector;- 9. Supervises the form, content, and submittal of appropriate reports required of governmental agencies and the respective boards. 10. Inspects major facilities to confirm operational procedures and standards. 11. Directly r<_ iponsible for hiring and discharging, as well as disciplining employees, and for the administration of all personnel policies. 12. Prepares, or supervises the preparation of all specifications, contracts, or purchases, and administers all contracts. 13. Designs, or supervises the designing of, proposed minor plant or systems extensions and improvements, and prepares prospectus for any proposed major improvements. 14. Exercises, when necessary, final decision-making authority in matters not requiring action by the Authority Boards. 15. Represents the respective authorities at meetings and conferences and before area public and private groups and organizations. SUPERVISION RECEIVED: V.’ork is supervised through review and evaluation by the respective Authority Boards. J SUPERVISION GIVEN: Supervises directly the work of the office manager, treatment plant superintendent, maintenance supervisor, and chief inspector and through them all other employees. REQUIREMENTS OF THE WORK: Adequate training and/or experience in the exercise of accepted and effective techniques of public adminiatration. An appropriate degree in engineering or a thorough know­ ledge of the methods, materials, equipment, and practices used in the operation of sanitary sewerage systems and treatment facilities. Workable knowledge in provisions of the Pennsylvania Municipal Authorities Act, other state statutes and agency regulations pertaining to liquid waste treatment. Abilitv to conduct pertinent research and -10- �1 1 1 T 1 I I to present results to the Authority Boards in an understandable form. Ability to make sound recommendations on matters pertaining to operations, and to interpret broad administrative policies into general instructions for implementation by subordinates. Thorough knowledge of Authority financing, and of modern methods and techniques of business management. Ability to deal tactfully with members of the boards, employees, customers, and the general public, as well as with federal and state officials, and to maintain cooperative and constructive relationships with professionals engaged by the boards, such as solicitors, certified public accountants, consulting engineers, bond counsels, and financial advisors. GUIDELINES AND DISCRETION: This position requires a cooperative person­ ality, a high degree of administrative, technical, and professional judgement, th' ability to make sound decisions based upon objective data. Guidelines consist of the Pennsylvania Municipal Authorities Act, other state and federal statutes and agency regulations, local ordinances, bond indentures, and Board Policies. EDUCATION AND EXPERIENCE: B.S. degree in civil or sanitary engineering from a recognized college or university, plus at least five years ex­ perience, of which at least three years have been in a supervisory capacity in a medium or large waste water treatmeit system as the chief administrative officer responsible for both technical and fiscal work; or a B.S. or B.A. degree from a recognized college or univer­ sity' in business administration, public administration, or related fields, plus five years experience in an administrative capacity, at least three years of which shall have included responsibility for waste water treatmert . 1 n ■ - I -11- �! I I CLASS TITLE: Office Manager CLASS DEFINITION: As chief assistant to the Executive Director, has primary administrative responsibility for efficient office performance, primarily through supervision of secretarial and clerical staff. Performs special secretarial functions assigned by the Executive Director, and has considerable direct contact with the public. DISTINGUISHING FEATURES OF WORK: Responsible for supervision of al) adrninistrati.' service functions, bookkeeping, purchasing, budgeting, fiscal management, secretarial and clerical assignments, procedures, and scheduling. Assists Executive Director in determin­ ing fiscal fact and making reports. Performs complex and special­ ized aecretari .1 ;.nd clerical work. Serves as direct contact with the public, primarily in fiscal matters related to system operations. 1 ILLUSTRATIVE EXAMPLES OF WORK: Assistant and principal secretary to the Executive Director. Responsible for all other office procedures. Supervises and maintains iscal records, including ledgers, payrolls and payroll tax reports. Supervises collection of accounts receivable. Administers insurance coverage for employees. Pays all invoices, makes bank deposits. Responsible for all filing. Orders supplies, materials, and required forms. Assists Executive Director in arranging the Authority meetings and gives public notice of same. Supervises instruction and use of office equipment. Performs other related duties as assigned. SUPERVISION RECEIVED: Works under general and specific instructions of the Executive Director. SUPERVISION GIVEN: All office secretarial and clerical staff. REQUIREMENTS OF THE WORK: Thorough knowledge of the principles and practices of business administration, including a general know­ ledge of office management, budgeting, purchasing, bookkeeping, and coordination of office work and staff. Ability to interpret general instructions of the Executive Director into specific instructions to the staff, and ability to supervise small clerical staff. Thorough knowledge of accepted business English and competence in preparing and writing assigned reports. Ability to install, operate, and instruct in the operation of, modern office equipment. Ability to make independent decisions in the name of the Executive Director on routine matters, or in special areas authorized by the Director. Ability to maintain effect­ ive relationships with officials, associates, and the public. General knowledge of pertinent provisions of state legislation governing Authority operation, and familiarity with the fiscal and operational policies of the respective boards. 7 ■ -12- �J r. J GUIDELINES AND DISCRETION: Work is performed under policy instruction from the Executive Director, but requires application of considerable initiative, discretion, and independent judgment, as well as tact and diplomacy in dealing with the public. EDUCATION AND EXPERIENCE: Graduation from high school business or commercial course, or graduation with academic or general course, supplemented by completion of business course at a recognized private business school, plus at least three years experience in a business office, at least one of which shall be in a supervisory capacity. . :I a I ■ I ■■ 'f - I . I 1 J 'K. 8 I I -13- �OJ CLASS TITLE': Superintendent CLASS DEFINITION: Direct responsibility for supervision of all technical and operational phases of the public sewerage systems. 1 1 I I f E DISTINGUISHING FEATURES OF THE WORK: Technical and supervisory work in the operation of sewerage systems, including public collection lines, treatment plant, pujnping stations, and all other appurtenances and auxiliary facilities. ILLUSTRATIVE EXAMPLES OF THE WORK: Plans and supervises the work of operating personnel in the collection, treatment, and disposal of liquid waste. Administers and manages the treatment plant to obtain safe and efficient operation. Keeps all records necessary to evaluate the operation of the system, and files appropriate reports with Authority Boards and/or the Executive Director, and the Pennsylvania Department of Health. Responsible for solution of operational and special problems arising from time to time, and engages in or directs research projects relating to collection, treatment, and disposal problems and to new methods, improvements, and procedures. Plans, assigns, and supervises, directly or through subordinates, the work of technical, operating and maintenance personnel. Supervises training of operators. Reviews laboratory and operating volume reports. Controls requisitioning and purchasing materials, supplies, and equipment required in operating the plant and pumping stations, according to established policies and procedures. Performs related work as required. SUPERVISION RECEIVED: Specific instructions and general supervision are received from the Executive Director, and in some instances from Board members and the consulting engineers. SUPERVISION GIVEN: Supervision is given to the assistant superintendent­ chemist, plant operators, mechanics and mechanic helpers. ■ ‘ $ * I ■d ? REQUIREMENTS OF THE WORK: Thorough knowledge of modern sanitary engineering principles and practices, and complete knowledge of and capability to operate and maintain the specific type of treatment facilities operated by the Authorities. Knowledge of the physical and chemical processes involved in treatment of sewerage, and of the types of industrial processes which result in the discharge of hazard­ ous water-borne waste materials. Considerable knowledge of plant design, and application of equipment and plant facilities required in sewage, treatment. Knowledge of administrative priciples and practices required to operate the sewerage system. Ability to supervise diversi­ fied personnel, and to establish and maintain effective working -14- i '31: �the Executive Director, and the Authority Boards. Ability to interpret administrative policies into general instructions to be given to subord­ inates . GUIDELINES AND DISCRETION: Chief guidelines consist of state legislation, regulations, and standards of operations, and the policies established by the Authority Boards. Specific programs are determined by or with the counsel of the Executive Director, although the employee has considerable freedom of action and is therefore required to exercise administrative and technical judgment. I f EXPERIENCE AND EDUCATION: Completion of at least a bachelor's degree at an accredited college or university with major work in civil, chemical, or sanitary engineering, chemistry or biochemistry. At least five years experience in the operation of comparable sewerage systems, of which at least three years have been in a responsible supervisory or administrative capacity; or any equivalent combination of acceptable experience and training which meets standards approved by the Pennsylvania Department of Health. Must possess a state certificate as specified in Act 3ZZ, approved November 18, 1968. �CLASS TITLE: Chemist-Assistant Superintendent CLASS DEFINITION: Combination of technical work entailing required chemical and bacteriological testing for control purposes and assisting the superintendent in routine or specially assigned administrative or operational duties. I DISTINGUISHING FEATURES OF THE WORK: Direct responsibility for performing all necessary chemical and bacteriological tests required to evaluate and control the efficient treatment of sewage based upon state and local standards. Assists the superintendent in the adminis­ trative and operational aspects of treatment either by direct assign­ ment of routine functions, or as acting superintendent in the absence of the latter. I ! ILLUSTRATIVE EXAMPLES OF THE WORK: Performs tests on waste water to determine quantity of suspended solids, settleable solids, PH, bio-chemical oxygen demand, dissolved oxygen, phosphates, and sludge density. Prepares chemicals and reagents necessary to perform required tests. Maintains records of tests and submits reports on a regular or demand basis. Participates in research assigned by the superintendent. Performs special tests on the waters of Spring Creek, and on effluent from industries desiring to connect with the sewerage system. Regularly performs some of the routine duties of the superintendent and others on an assignment basis. SUPERVISION RECEIVED: Direction and supervision is received directly from the superintendent, especially in the administrative areas, al­ though the chemical aspects of the position entail considerable free­ dom, with work reviewed by the superintendent or Executive Director. SUPERVISION GIVEN: Exercises routine supervision of the treatment plantoperators, mechanics, and mechanics helpers. 1 ft I REQUIREMENTS OF THE WORK: Extensive knowledge of the principles, methods, and practices of chemistry, especially that area of technical knowledge required in the specific type of sewerage treatment. Know­ ledge of mathematics as related to his technical chemistry functions at the plant. Skill in use and care of standard laboratory materials and equipment. Ability to perform standard and special tests, make accurate chemical analyses, evaluate test results in relation to pre­ scribed standards, prepare and interpret reports. Ability to interpret and carry out orders or instructions of his superiors, and to supervise and inspect the work of skilled and semi-skilled employees in implement­ ing the duties assigned by the superintendent. Ability to establish and maintain effective working relationships with and among employees under his supervision. -16- �•i. rL T ■ I 1 '■ I F’ i I GUIDELINES AND DISCRETION: Work guidelines are determined on the basis of accepted standard testing and analysis procedures in waste water treatment. Some discretion is required in analyses and reports. Supervisory work is generally routine, while all such work is subject to the instructions of the superintendent. EXPERIENCE AND EDUCATION: Preferably a bachelor's degree in Chemistry from an accredited college or university. Minimum of graduation from a standard high school or vocational school, in­ cluding or supplemented by courses in chemistry, with at least three years experience in a sewerage treatment plant. Should also qualify for certification as a sewage plant operator under rules and regulat­ ions set by the Pennsylvania State Board of Certification i 1 I ■■, 'i o Un p'd fl -17- •I (fl I i I �CLASS TITLE: Sewage Plant Operator CLASS DEFINITION: Performance of routine semi-skilled waste water treatment plant work,operating assigned equipment on a rotating shift basis. 7 d 7i J ’D ■ DISTINGUISHING FEATURES OF THE WORK: Work is performed under the immediate supervision of the superintendent or assistant superinten­ dent. Assignments are stable in nature and are carried out in accord­ ance with detailed instructions and operating procedures at the plant. Work requires light physical effort, but the employees are contin­ uously exposed to offensive odors. ILLUSTRATIVE EXAMPLES OF WORK: Keeps plant log book and charts up to date. Operates on an assigned shift a wide range of sewage treatment equipment such as raw sewage pumps, sludge heaters, compressors, ejectors, filters, blowers, areation tanks and the like. Performs regular routine procedures such as back wash filters, skim grease from C. S. tanks, checking chlorine residual, check amount of dissolved oxygen, take pressure readings, and others necessary to the efficient operation of the treatment process. Clean all equipment and housing facilities regularly, and perform other duties as assigned, including cutting grass, shoveling snow, and hosing floors. SUPERVISION RECEIVED: Orders, assignments, directions, instructions, and supervision when necessary, are received from the superintendent or assistant superintendent. As the operator of one shift is relieved by another, any special instructions are orally conveyed. SUPERVISION GIVEN: 0 7 .1 ml 7 J 7 - None REQUIREMENTS OF THE WORK: Ability to learn the methods, practices, procedures, and techniques used in the operation and routine mainten­ ance of the specific type treatment plant and its equipment. Ability to understand and follow oral and written instructions, and to read and record meter and gauge readings accurately. Sufficient knowledge of the whole treatment plant operations to be able to recognize mal­ functions, to correct simple ones and act decisively in reporting others to the appropriate superior. Ability to make simple arithmetic compu­ tations and prepare reports. GUIDELINES AND DISCRETION: Although procedures are normally routine, some discretion may be required in the performance of specific functions. ■ I <1 -18- �T' -J dj J 1' EXPERIENCE AND EDUCATION: Graduation from a high school or a vocational school, combined with at least two years of acceptable experience in a waste water treatment plant. Current operators are encouraged to qualify for state certification, and those employed in the future may be required to qualify for state certification under the various options specified in Act 322, approved November 18, 1968. 1 ' I £-H -19- �CLASS TITLE: Mechanic CLASS DEFINITION: Performance of master level work required to construct, maintain, or repair treatment plant and pumping station structures and mechanical equipment, sewer lines, and other appurtenances and auxiliary equipment. 1 1'1 ! DISTINGUISHING FEATURES OF WORK: : Direct responsibility for maintaining efficient operation of system mecnanical and other facilities and equipment by constant observation, and regular testing of mechanical and electrical units with special meters and gaugesj making necessary repairs with assistance of helper or plant operators, maintaining lubrication charts and other records facilitating review and evaluation of the systems operating condition. ILLUSTRATIVE EXAMPLES OF WORK: Performs regular inspections and reviews operators' reports for purposes of preventive main­ tenance. Maintains a regular schedule of testing mechanical and electrical units and controls and makes required repairs. Maintains a prescribed schedule of inspection and lubrication of equipment and units requiring same, and keeps records of work done. Checks pumping stations daily. Keeps buildings and surrounding areas in good repair and appearance. Assists plant operators in the cleaning of tanks. Performs other duties as may be assigned by the plant superintendent. SUPERVISION RECEIVED: General supervision is received from the plant superintendent and assistant superintendent. SUPERVISION GIVEN: Supervises a mechanics helper and plant operators when their assistance is required. REQUIREMENTS OF THE WORK: Extensive practical knowledge of the methods, practices, and tools used in the maintenance of mechanical units such as pumps, gauges, valves, and various switches, com­ pressors, conveyor belts, feeding and mixing mechanisms. Demon­ strated skill in the use of tools and equipment used in the maintenance of buildings and all electrical and mechanical equipment, and sewer lines. Ability to detect and repair defects in moderately complex mechanical and electrical equipment. Ability to prepare and maintain inventory and work records. GUIDELINES AND DISCRETION: Work follows standard procedures and instructions prescribed in the plant manual or the specific direction -20- �of the superintendent of assistant superintendent. Considerable discretion and judgment is required in diagnosing causes of mal­ function of equipment and determining appropriate repair procedures. EXPERIENCE AND EDUCATION: Completion of high school or vocational or technical school plus at least four years experience in the main­ tenance and repair of mechanical and electrical equipment, buildings, or an equivalent combination of training and experience. I ■ [ E -21- �CLASS TITLE: Mechanic's Helper CLASS DEFINITION: Beginning and sub-journeyman level work in the maintenance and repair of mechanical and electrical equipment and buildings. DISTINGUISHING FEATURES OF WORK: Assists mechanic in maintenance and repair of electrical and mechanical equipment, lubrication of mechanical devices involved in sewage treatment, and sundry related work. ILLUSTRATIVE EXAMPLES OF WORK: Assists the mechanic in perform­ ance of all types of maintenance and repair work on equipment, buildings, and sewer lines. Performs some routine tasks without immediate supervision, including lubrication of certain machinery, moving equipment and supplies, driving truck to pick up tools and spare parts, cleaning and repairing tools, running errands, mow­ ing grass, cleaning clogged sewer lines, and others assigned. SUPERVISION RECEIVED: Works under the direct supervision, instruct­ ion, and guidance of the mechanic. SUPERVISION GIVEN: None REQUIREMENTS OF THE WORK: Ability to perform tasks requiring mechanical aptitude, to learn the care and use of tools and mechanical equipment in the plant and pumping stations. Capacity to learn the methods, practices, materials, and tools used in the maintenance of pumps, compressors, conveyor belts, feeding and mixing machines, mechanisms and valves, and to understand and follow oral and written instructions. Ability to learn the occupa­ tional hazards and safety precautions involved in the operation and maintenance of a sewerage plant and collecting system. GUIDELINES AND DISCRETION: Little discretion is required for the performance of this work, since it is usually performed in the presence of and with the direct supervision of the mechanic. EXPERIENCE AND EDUCATION: Completion of at least junior high school, or an equivalent combination of training and experience. Eligibility for Pennsylvania vehicle operators license is required. -22- �CLASS TITLE: Sewer Maintenance Supervisor CLASS DEFINITION: Responsible for sewer maintenance and repair work at the supervisory level. Direct responsibility for maintaining the efficient functioning of all sewer mains and street laterals and manholes by supervising work crew(s) assigned to construct and repair same. Includes responsibility for contacting the general public to resolve complaints concerning functioning of the sewer collection system and complaints resulting from construction and/ or repair work done. Duties call for evaluative thinking and are performed according to standard practices and general work instructions. Assignments maybe performed outside of regularly scheduled work hours. .-0 1 I' ILLUSTRATIVE EXAMPLES OF WORK: Prepares and administers a regular schedule of inspecting, and, when necessary, repairing damaged or ill-functioning mains or laterals. Supervises work crew in construction and repair of mains and laterals, requiring adherence to procedures, practices, and type and quality of tools which are accepted in the industry. Visits work sites and determines that adequate safety measures have been taken. Personally inspects larger industrial and commercial connections for conformance to Authority standards. Investigates complaints and reports concern­ ing complex problems relating to sewer main breaks, seepage of water into private dwellings and utility subsurface structures and damage to sewers. Makes written reports and sketches of conditions found. Reviews daily time and materials reports. Makes appropriate recommendations relating to sewer collection to the Executive Director. Personally, or by assignment to a qualified employee, inspects all industrial, commercial, and residential connections made to the system by private contracting plumbers to assure that installations are in accordance with Authority regulations and standards. SUPERVISION RECEIVED: Directly subject to general or specific orders and instructions of the Executive Director. rr n 11 8 8 fl 1II SUPERVISION GIVEN: Direct responsibility for supervising all employees assigned to work on construction, maintenance, and repairs of sewer mains and street laterals, and appurtenances. REQUIREMENTS OF WORK: Thorough knowledge of methods, practices, materials, equipment and tools usedin sewer maintenance. Considerable knowledge of the occupational hazards present and the safety precautions used in such work of maintenance and repair. -23- �1J 1 J Q 0i Complete familiarity with the general physical layout, and component structures and appurtenances of the system. Ability to detect and correct structural defects, unsafe and dangerous conditions and determine repair needs. Ability to interpret and work from sewer construction blueprints and prepare sketches. Ability to exercise accepted supervisory practices and to establish and maintain effect­ ive working relationships with associates. J I a J GUIDELINES AND DISCRETION: Construction and maintenance work must be performed according to standards prescribed in the rules and regu­ lations of the Authority, general or specific instructions of the system engineer, and practices and procedures of work generally approved in sewer operations. Although performance is subject to direction, control, review and evaluation of the Executive Director, the maintenance supervisor exercises extensive discretion in the maintenance program. 1 t ' i h EXPERIENCE AND EDUCATION: Minimum of high school or technical or vocational school graduation preferred, and/or considerable training and experience in sewer maintenance work as a laborer or supervisor with at least one year supervising a crew engaged in similar work. ■ 'I D 7J 71 I’ ■J L 71 E v 71 i I ?! -24-— �.7 J CLASS TITLE: Chief Inspector j a CLASS DEFINITION: Directly responsible for inspection of all construction, maintenance, or repair work perfomed by Authority employees or private contractors or plumbers or sewer mains, laterals, man­ holes, and other appurtenances, excluding the treatment plant, to determine compliance with established standards and regulations. <1 ■ r q 1(1 L Jr to "i 11 i i '1 I i DISTINGUISHING FEATURES OF WORK: On the basis of standards, policies, or regulations of the Authority and those acceptable to the sewer industry in general, personally observes all construction, main­ tenance, and repair of sewer mains, laterals, manholes, and other appurtenances, excluding treatment plant, while work is in progress, and upon completion of work approves or disapproves in writing. Inspectional duties include all elements in the col­ lection system for which the maintenance supervisor is respon­ sible, as well as work done on laterals located on private property and plumbing which effects the effective and sanitary discharge of waste from such private property into the public mains. ILLUSTRATIVE EXAMPLES OF WORK: Observes all construction, main­ tenance, and repair work on mains, street and private laterals, and inside plumbing controlling discharge into the collection system, and, in writing, approves or disapproves work. Inspects dis­ charge lines at trailer courts. Regularly conducts dye tests. Reports all violations of sewerage regulations. Reports proper­ ties not connected to the system, and initiates enforcement pro­ cedures for securing compliance. Inspects backfilling and re­ surfacing of streets following excavation for installation or repair work. Receives, records, and reports complaints to appro­ priate supervisor or to Executive Director. In writing, and through supplementary oral instruction, informs contractors, plumbers, and property owners of the regulations and standards established for sewage discharge from industries, commercial establishments and residences. Maintains diary of inspection and such files established to record the condition of the entire collection system. Submits monthly report on inspections, approvals and disapprov­ als, violations, actions taken, and the like. Investigates complaints of malfunctions in the system and, if repair work is required, reports same in writing to Sewer Maintenance Supervisor. SUPERVISION RECEIVED: The inspector is directly responsible to and reports to, the Executive Director orally and in writing, and should re­ ceive no supervision or control from any other official or employee. -25- �i: i JJ 3 ■ GUIDELINES AND DISCRETION: Inspector's evaluations must be in accordance with Authority policies and regulations as well as with quality and procedural standards accepted in the industry generally. In the applications of quality and performance standards, the inspector frequently exercises considerable personal judgment and discretion. Responsibility for digression from established standards shall be the inspector's, or, if done under orders of the Executive Director, then responsibility shall rest on the latter. �CLASS TITLE: Inspector CLASS DEFINITION: As directed by the chief inspector, inspects all con­ struction, maintenance, or repair work performed by Authority employees or private contractors or plumbers on sewer mains, laterals, manholes, and other appurtenances, excluding the treatment plant, to determine compliance with established standards and regulations. • J DISTINGUISHING FEATURES OF WORK: Under direction and supervision of the chief inspector, and on the basis of standards, policies, or regulations of the Authority, and those standards acceptable in the sewer industry in general, personally observes all construction, maintenance, and repair of sewer mains, laterals, manholes, and other appurtenances, excluding the treatment plant, while work is in progress, and upon completion of project submits to chief inspector his recommendation of approval or disapproval in writing. Inspectional duties include all elements in the collection system for which the maintenance supervisor is responsible, as well as work done on laterals located on private property, and plumbing which effects the effective and sanitary discharge of waste from such private property into public mains. ILLUSTRATIVE EXAMPLES OF WORK: When directed by the chief inspector, observes all construction, maintenance, and repairs on mains, street and private laterals, and inside plumbing controlling discharge into the collection system, and, in writing, recommends approval or dis­ approval to the chief inspector. Inspects discharge lines at trailer courts. Regularly, or at direction of chief inspector, conducts dye tests. Reports all violations of sewerage regulations to chief inspector. Reports properties not connected to the system, and through chief inspector initiates procedures for securing compliance. Inspects backfilling and resurfacing of streets following excavation for installation or repair work. Receives, records, and reports com­ plaints to chief inspector for investigation and submission by the latter to the appropriate supervisor or Executive Director. Under orders of the chief inspector, delivers oral or written instructions to contrac­ tors, plumbers, and property owners on the regulations and standards in effect for sewage discharge by industrial and commercial establish­ ments and residences. Maintains diary of inspection and such files required to record the condition of entire collection system. Assists chief inspector in preparation of monthly or special reports dealing with inspections, approvals or disapprovals of work, violations, actions taken, and the like. Investigates complaints of malfunctions in the system, and if repair work is required, reports same to chief in­ spector for disposition. -27- �SUPERVISION RECEIVED: The inspector is under direct supervision of the chief inspector, or, in special circumstances, the Executive Director. nl 1 ipj u Pl J J I 0 h 0 i n •=» J a SUPERVISION GIVEN: The inspector has no authority to supervise any other employee, unless so authorized by the Executive Director. REQUIREMENTS OF WORK: Familiarity with the policies and regulations of the Authority which describe the standards applicable to the sewer­ age system. Ability to understand and follow written of oral orders, and to write or make oral or written reports, and to complete forms and maintain appropriate files as directed. Reasonable knowledge of sewer installation standards , practices, and procedures. Ability to deal tact­ fully and courteously with contractors and the general public, and to establish and maintain good relationships with associates. GUIDELINES AND DISCRETION: Inspector's evaluation must be in accord­ ance with directions of the chief inspector and with the policies and regulations of the Authority, as well as with the quality and procedural standards, exercises personal judgement and discretion only within the limits set by the chief inspector. No disgression from established standards is permitted without approval of chief inspector or the Executive Director. EXPERIENCE AND EDUCATION: Completion of high school of technical-vocational school, or equivalent in experience working in areas related to plumbing or sewerage operations. n J r-i ■ I I ! J. -28- �I J ! R ii ■JJ I I a 'I Jd ! 3 I S I n ■' i. Seeretary-Clerk CLASS DEFINITION: Includes performance of limited secretarial duties but consists predominantly of routine clerical duties involved in administering assessments, billing, and collections. DISTINGUISHING FEATURES OF WORK: Work generally follows a regular routine, although it includes a number of highly varied tasks. Typing duties, which require previous training, vary in amount, but are a necessary part of the position. Considerable typing of correspondence, and extensive operation of various types of modern office equipment. Work includes incidental receptionist duties and other public contacts. Once work schedules and procedures are learned, employee works with considerable independence on regular work assignments. ILLUSTRATIVE EXAMPLES OF WORK: Types correspondence, assessments, and Authority minutes,, prepares stencils, operates copy machine. Pre­ pares and types liens. Occasionally issues permits, collects assessment payments and accepts sewer rentals, and assists in mailing quarterly rental bills. SUPERVISION RECEIVED: Works under direct supervision of the Office Manager, although because of the set pattern of operations, specific supervision is rarely required. g SUPERVISION GIVEN: I I J '[fl - '' 1 r None REQUIREMENTS OF WORK: Working knowledge of business English and arithmetic, and considerable knowledge of office procedures and prac­ tices. Skill in operation and care of typewriter, mimeograph, and copy machine. Ability to perform duties with little or no immediate supervision, and to follow oral or written instructions. Accuracy and reasonable speed in typing correspondence and various forms. Ability to deal tactfully and courteously with other employees and the general public. GUIDELINES AND DISCRETION: Work generally follows established procedures and routine schedules which require little direct instruction or super­ vision and only occasional discretion. S 1 ■i CLASS TITLE: k fl EXPERIENCE AND EDUCATION: Completion of high school or business school with diploma or considerable work in business courses, including typing and the use of mechanical office equipment. Some experience as a clerk or clerk-typist. -29- �CLASS TITLE: a CLASS DEFINITION: Performance of routine clerical work under supervision, and related work as required. . DISTINGUISHING FEATURES OF WORK: Routine clerical duties involved in billing, collection, and sewer assessments. Typing restricted largely to preparation of forms. Work procedures are established and are routine. Authority methods and procedures are learned by actual e xperience. n ILLUSTRATIVE EXAMPLES OF WORK: Greets customers and answers tele­ phone. Makes entries in assessment book, and ascertains the assess­ ments are mailed. Makes bank deposits and credit memos for prothono­ tary, marks office copies of bills paid. Assists in preparing sewer rental billings and assessment installment bills. Handles occasional problems involving some individual judgement. n !e i Tj ■ I I Clerk SUPERVISION RECEIVED: Required supervision is received from the Office Manager. If SUPERVISION GIVEN: (5 None If REQUIREMENTS OF WORK: Some knowledge of office procedure and practice, and basic skill in typing. Ability to follow established procedures and routine with little direction or supervision. Ability to follow oral or written instructions. Some knowledge of Authority policies. Ability to deal tactfully and courteously with other employees and the public. 1 I GUIDELINES AND DISCRETION: Little discretion is required for proper performance of work since tasks are routine and repetitious. 1 ' 11 EXPERIENCE AND EDUCATION: Some knowledge of office practice and familiarity with specific routine and procedures of the Authority. Completion of high school or business school, or at least basic'business courses, including typing and use of modern office equipment. 5 -30- �CLASS TITLE: Laborer CLASS DEFINITION: Includes performance of unskilled manual labor tasks requiring some training and experience. C DISTINGUISHING FEATURES OF WORK: Work generally follows a set routine, but may include a wide variety of tasks, Work requires the performance of some limited semi-skilled duties. Maybe exposed to hazardous con­ ditions when working in open excavations. u ILLUSTRATIVE EXAMPLES OF WORK: The work will include some of the following tasks; wash windows; dust equipment and piping; paint walls and floors; cut grass and care for grounds; assist in repair and mainten­ ance of sewer lines, manholes and appurtenances, assist in the construction of sewer lines, manholes and appurtenances. i] I LI SUPERVISION RECEIVED: Work is performed under the supervision of the Maintenance Supervisor or Plant Superintendent. 8 SUPERVISION GIVEN: None REQUIREMENTS OF THE WORK: Must be familiar with acceptable safety standards when working in open ditch construction. o GUIDELINES AND DISCRETION: Work is performed in accordance with standard procedures or specific instructions. Little discretion is required in normal operations. c ' i n n L. EXPERIENCE AND EDUCATION: One year's experience in labor work. Penn­ sylvania motor vehicle operators license is required. Sufficient physical strength and stamina to permit the performance of heavy manual work, if required. 3 ■ [i I -31- Li - i �nr I: - Ti I 4 r VI. RULES, REGULATIONS AND POLICIES 1 FOR employees f■ - O’ 2i I 1 a. ir ■ r. V. J ; > ■' ■ 0 y' ■ * fl ? '01 I �ATTENDANCE J: - Employees are expected to work a full and complete designated work day, as assigned. Tardiness shall be cause for disciplinary action. If an employee, for some unavoidable reason, cannot report for work, he is expected to notify his superior as soon as possible. Absence from work without permission or notice is considered to be indifference to the Authority's interest and may result in disciplinary action. ,TJ IH BEREAVEMENT LEAVE Leave of absence, without loss of pay, shall be granted to an employee to enable him to pay his respects on the death of a member of his family. The family is defined as wife, husband, child, father, father-in-law, mother, motherin-law, sister, brother, and grandparents, and any relative under the same Such leave of absence shall be not more than 3 days between death and burial. Whenever an employee is absent because of death of a near relative, there shall be no deductions from the salary of the employee for absence on the day of the funeral. The Authority may extend the period of absence with pay in its dis­ cretion as the need of the case may warrant. A near relative shall be defined as a first cousin, aunt, uncle, niece, nephew, brother-in-law, and sister- in-law. All compensation required to be paid under the provision of this policy shall be paid to the employee in the same manner and at the same time said employee would have received his salary if the absence had not occurred. Time for bereavement leave is chargeable as sick leave. CALL-BACK PAY PRACTICES The term "call-back pay" refers to the practice of paying a premium to personnel who report for work in excess of their regular scheduled work week in a seven day period. Call-back pay is at the overtime rate of time and one-half. -32- ���MB ^0 The Authority provides Group Insurance for its employees purchased from the Provident Indemnity Life Insurance Company located in Norristown, Pennsylvania. The coverage provided includes: 1. 2. s 2 ■ 0 3. Group Life Insurance in an amount as established in the official contract. The Authority pays 100% of the basic amount. Each employee has the opportunity to obtain up to twice the amount of the basic insurance offered, in $1, 000. 00 increments. The Authority will pay 50% of the cost for these additional amounts. Accidental Death and Dismemberment Insurance. The Authority provides an additional sum equal to the life insurance benefit in the event death is due to accident, or for double dismemberment. This coverage extends a full 24 hours of the day. Accident and Sickness Insurance. This insurance is available to employees on an optional basis. The coverage starts the 8th day of sickness and runs for a maximum of 26 weeks. The Authority will pay for 50% of the coverage if the employee elects to avail himself of it. If an employee terminates his employment with the Authority, his in­ surance terminates immediately. Complete details of the Group Insurance Plan are available from the Office Manager or from the Agent of Record, Mr. George Borosque. ������nJ 0 reinstatement. In case of an extended period of sickness necessitating absence from employment, it shall be the policy to re-employ the employee in his former or in a similar position providing there is one available. SALARY INCREASES All employees will be assigned a salary grade and come under the step system of salary increases. The step increases are not automatic, but at the time an increase is granted, the increase shall be to the next step in the employee's salary grade. 3 5 The Executive Director in concert with the employee's supervisor will review an employee's salary at least once every eighteen (18) months (on the anniversary date plus six months) and a decision shall be made as to whether an increase (step promotion) in salary is warranted. To qualify for the step promotion, the employee must have demonstrated increased usefulness, initiative, and a willingness together with a desire to work. Depending on an individual employee's performance, the salary and/or grade may be reviewed more frequently than eighteen months. If an employee is promoted to a position in which the salary range overlaps the range of his former position, his salary is advanced from the place where it fits into the new range to the next higher step. When a particular job is reallocated to a higher range or grade as a result of increased duties and responsibilities required, the employee must prove that he qualifies for the job in the classification. If all jobs in a class are moved to a hig her range as a result of study of the duties of this class, the employee's salary is located at the same step h the new range as it was in the old range. The anniversary date for salary increase purposes does not change. SEVERANCE PAY The term "severance pay" refers to special cash payments, less authorized deductions, or other compensation to employees at the time of seperation from service other than retirement. Normal vacation that has been earned but not used is not counted as severance pay. 41“ I I �■1 i nt Policy of the Authority is to pay a minimum of two weeks pay at the time of seperation from employment, other than retirement or separation as a disciplinary matter. This policy will apply to only full time employees who have worked in excess of six-months. SICK LEAVE "Sick Leave" refers to granting leave with pay for sickness. I j fl 13 (3 ! J fl : fl s 3 (fllb 0 An employee eligible for sick leave with pay shall be granted such leave for the following reasons: (a) personal illness or physical incapacity resulting from causes beyond the employee's control; (b) the illness of a member of the employee's household that requires the employee's personal care and attention; (c) enforced quarantine of the employee in accordance with community health regulation; or (d) the death of a member of the employee's immediate family, but not in addition to bereavement leave. An employee on sick leave shall inform his immediate superior at least two hours before the time set for the beginning of his daily duties. Failure to do so may be cause for denial of sick leave with pay for the period of absence. Sick leave with pay shall be granted employees when approved by the employee's supervisor for excused absence because of sickness, injury, or physical inability to perform assigned duties. An employee shall be removed from the payroll by his supervisor for unexcused absence and for excessive intermittent or excessive regular abscence because of illness or claimed physical inability to perform assigned duties. Appeal by the employee shall follow the procedure under Grievance Procedure. An employee receiving sick leave with pay who simultaneously receives compensation under workmen's compensation laws or through a sick benefit plan financed in whole or in part by the Authority shall receive, for the duration of such compensation, only that portion of his regular salary which will, together with said compensation, equal his regular salary. During a calendar year employees are permitted ten working days of sick leave when approved by the Executive Director with the employee's immediate supervisor's recommendation. The Personnel Committee may grant sick leave up to twenty working days with the recommendation of the Executive Director. Only the Board of the Authority can grant sick leave beyond 20 working days. Accumulated sick leave may not be: 1. Added to vacations. J , . 42- ’ ' Ti ffl �2. 3. Converted to cash payment at time of retirement. Converted to cash payment at time of separation. Holidays that occur while an employee is on sick leave shall not be charged against his sick leave. qj If an employee's request for sick leave is not justified, the value of the absent time shall be deducted for the employee's accrued annual vacation or pay. lit Pregnancy shall not be considered a sickness warranting the granting of sick leave with pay. Advanced sick leave may be granted up to an amount equal to an em­ ployee's accumulated annual vacation by the Executive Director. J A doctor's certificate will be required for an absence for sickness of three, days or more. SOCIAL SECURITY J r. • 1 ?I The Authority and its employees must participate, on a contributory basis, in the Old Age Survivors and Dependent Insurance Program (Social Security) as prescribed by law. Employees will be informed of authorized deductions. Uy I n Benefits for the employee and his family - If he is "fully insured" and has reached "retirement age" he can collect old-age benefits for any month in which he retires. Technically, retirement age is 62; but a worker under Social Security cannot collect full benefits unless he has attained the age of 65. If an employee of the Authority should die, either "fully" or "currently insured", the surviving wife (or husband) will receive a lump-sum death pay­ ment as specified by law. Social Security also provides for disability benefits. These are similar to full (age 65) retirement benefits based on average monthly wage. However, if an employee is under 62, the total disability benefit to the employee and dependents may be reduced by receiving workmen's compensation. The benefits plus the workmen's compensation cannot exceed 80% of the average monthly earnings before the disability. �B a Requests from employees for transfers from one job to another maybe made in writing to the Executive Director. The recommendation of the employee's immediate supervisor must accompany the request. Such requests will be g' ■ n consideration by the Personnel Committee of the Authority when a suitable vacancy occurs. Transfers may be made by the Executive Director in the best interests of the Authority. It should be clearly understood that a transfer does not necessarily involve a higher salary, unless the transfer is designated as a promotion. TRAVEL EXPENSE 3 n (ft■11 nI || Tn J Occasionally employees will be required to travel on Authority business. Travel on official business outside the Authority's area should be by public carrier when practical or by Authority owned vehicle if said vehicle is avail­ able. If an employee is authorized to use his own car, mileage will be paid at the rate as established from time to time by action of the Board. Prior �I .i VACANCIES AND PROMOTION Job vacancies shall be filled by promotion from within the organization, whenever possible. Promotions will take into account merit as well as technical qualifications. All employees must possess the necessary basic qualifications for the position to which they seek promotion. ■ Job vacancies will be filled by the Personnel Committee with the recommendation of the immediate supervisor and Executive Director. Il p VACATIONS Vacations are granted to all employees of the Authority with the conviction of the Authority that: (1) n •J L - i fri IJ n I J■J Ifl ! (2) Employees are encouraged to take their vacation annually. Vacation is accrued monthly as shown below. The maximum vacation time which may be accrued is 330 hours. Individual vacations must be scheduled with'the immediate supervisor and approved by the Plant Superintendent or Executive Director. The vacation policy shall be as follows: a. b. ■ c. d. e. u •J. Its employees will be benefited by a period of rest and relaxation during the year; and That its employees are entitled to vacation based upon length of continuous service. f. Two (2) weeks vacation with pay is granted to non-exempt em­ ployees who have been employed with the Authority from one through five years. Three(3) weeks vacation with pay is granted to non-exempt employees who have been employed with the Authority from the beginning of the sixth year through the tenth year of employment. Four (4) weeks vacation with pay is granted to non-exempt employees starting with the eleventh year of service. Two (2) weeks vacation with pay is granted to exempt employees who have been employed with the Authority from one through two years. Three (3) weeks vacation is granted with pay to an exempt em­ ployee who has been employed with the Authority from the begin­ ning of the second year through the fourth year of employment. Four (4) weeks vacation with pay is granted to exempt employees after more than four years service. -45- D I �For the purpose of this policy, exempt employees are defined as being the Executive Director, the Spring Creek Pollution Control Facility Plant Superintendent, the Spring Creek Pollution Control Facility Assistant Super­ intendent, the Office Manager, the Superintendent of Sewer Maintenance, and the Chief Inspector. All other employees are classified as non-exempt. r t Since vacation is considered a part of salary or wage, the employee shall be compensated for accumulated vacation in case of resignation or separation from employment. In case of in-service death, payment for accumulated vacation shall be made to the widow, widower or survivors. In the event an employee is laid off, all accumulated vacation shall be paid to that employee. j For the purpose of this policy, vacation is accumulated at the rate of 6. 67 hours per month for those employees authorized two weeks vacation per year; at the rate of 10 hours per month for those employees authorized three weeks vacation per year; and, at the rate of 13. 33 hours per month for those employees authorized four weeks vacation per year. VEHICLES Jh I ? I I fl J J ! J •'I ) ... The use of Authority-owned vehicles shall be limited to official business only. "Taxi" service shall not be performed with Authority vehicles, and the unauthorized use of such vehicles may result in dismissal. WORKMEN'S COMPENSATION Authority employees are fully protected in the event of an injury which occurs while on the job, under workmen's compensation laws of the State of Pennsylvania. Since the Authority is a corporation, all employees of the Authority are covered under the workmen's compensation policy. Also covered are the officers of the Authority while acting within the scope of their duties for the Authority. �'fl , VIL GLOSSARY 9 1 9 H': - •i' n b'J . I ! ;,:t % M ■<: p �I I i J I• I ' I v ■ u . <11 I ■ j ' n 1 Class - A unique position or a group of similar positions constitute a class. Such positions will be similar as to the nature of the work, education, training and experience, skills required, difficulty of the work, and the degree of responsibility and discretion associated with the position. Class Title - A definite, descriptive designation for a position class as defined herein. The title applies to all positions comprising a class, and should be brief but at the same time clearly indicating the kind and rank of work. In large organizations in which there are a number of employees in the same general position class but perform duties entailing different levels of responsi­ bility and work difficulty, the class designation may include a numerical in­ dication of the grade within the class, such as clerk I, clerk II, etcetera. The higher the number, the higher the grade within the general class. Classification Plan - Position classification itself is a two-part process. First, it determines and describes the duties, responsibilities, and qual­ ification of positions, regardless of the individuals who may occupy those positions. Second, it groups together into appropriate classes those positions which are sufficiently alike to warrant equal treatment in recruitment and other personnel practices. A sound classification plan is fundamental to all other phases of personnel­ management and facilitiates effective and fair overall administration. It provides the basis for recruiting, examining, selecting, placing, and utilizing employees. By establishing proper job relationships, a classification plan' defines lines of promotion to positions of greater difficulty and responsi­ bility in the same line of work. It supplies information upon which training can be based, employee performance evaluated, and duplications of work or improper functioning of organizational structure remedied. It also pro­ vides necessary mutual understanding between a supervisor and his employ­ ee as to work expected, compensation, and other conditions and benefits involved. Classification and Pay Plans (maintenance) - An orderly procedure has been established for continuous maintenance of the postion classification and pay plan, since they tend to become obsolescent because of change in legislation, organization, functions, procedures, technological advances, personnel, or cost-of-living. All requests for establishment of new positions or a change in the classification of positions will be made to the Executive Director, who shall conduct a thorough review and investigation of the duties and responsibilities. If the change is justified, the Executive Director will prepare a new or revised position description, and allocate the position to -47- �•1 I b' 1 an existing class plai.- If no appropriate class exists, a new specification will be prepared and adopted by the Authority. L Employees will be given the opportunity to have a management review of his classification from time to time, and the decision of the Executive Director is subject to review by the Personnel Committee with final review and approval reserved by the Board of the Authority. I fj n ■; 1 Class Specifications - A written description of the essential characteristics of the class and the factors and conditions which separate it from other classes. It is written in terms of duties, responsibilities, typical tasks performed, extent of supervision given and received, and the qualifications required to perform the work. Classification Survey - A study of each job in an organization to secure valid information for grouping positions into appropriate classes or groups. In a large organization with many employees arixLaLlarge?vardbty bf Job classes, a classification survey involves comprehensive questionnaires, desk interviews with each employee, conferences for review purposes with supervisors, collecting position descriptions, salary scales and other benefits from the private economic sector of the community for comparative purposes, and final conferences with top management and his board to determine the correlation of the classification plan as written with the policies of the organization. Demotion - Movement of an employee from a position in one range to a position of lower range designation. n I rp I I ! Li Discharge - Termination of an employee with prejudice. The Authority has a formal and clear written policy indicating authority for discharging an employee and appropriate procedures to use when exceptions are made to the decision to discharge. Disciplinary Action - Reprimand, warning, suspension, dismissal, demotion, reduction or withholding of a vacation of other benefit or special privilege. Supervisors and employees should have a clear understanding of the condition justifying disciplinary action and the person who is empowered to impose such discipline. Discretion - Position classes are often determined on the basis of the amount of discretion which must or may be exercised by an employee in the performance of his duties. Although some positions are almost completely routine, requiring little or no evaluation, judgement, or decision-making, all positions require at least a minimum of discretion. The amount of discretion exercised is an important factor in establishing position specifications and in determining the position class. -- i -48- I �r Distinguishing Features of Work - This part of the classification plan is a description in general terms of a specific position which serves as the basis for allocating to a class. Duty Day - Any day or shift on which an employee is scheduled to be available for work. Duties (extra) - Occasions sometimes arise when an employee is expected to perform duties which are not a regular duty required by his position specifications, such as illness of another employee, filling in for vacations, unusual workload, and the like. Generally this is done without extra compensation, unless the frequency of such extra work tends to make the extra duties in fact permanent. In the latter case, the position require­ ments should be rewritten and the employee paid according to the new scale called for by the modifications. Such extra duties should not exceed thirty to sixty days. II j -Ji n * f i - in i :1 n I -ation and Experience - A general statement of the minimum educational background and amount of experience desired of the individual applying for a given position. The statement of specific requirements in this portion of the classification plan does not preclude variances in those instances when the applicant possesses an ’ equivalent or where divergence will not result in an unqualified individual being employed. However, substitution of an "equivalent" should be the exception. Full Time Employee - Any employee who works the normal amount of working hours in a given period as prescribed by the Authority. rs Illustrative Examples of Work - Examples of work are not intended to imply that they constitute all of the duties required of the employees, but merely to describe the major duties assigned on a regular basis. They provide a more detailed picture of the nature of the work to be performed and indicate the degree of difficulty and qualification needed. When more than one grade exists in a given position class, the two are differentiated to a great extent on the difficulty of the work as detailed in the examples. Layoff - Termination of employment because of lack of work. ' ‘J Overtime Compensation - Compensation paid to employees performing overtime work at rates specified by the Authority. This Authority pays for overtime work at time and ohe-half time, or by giving compensatory time off during regular hours at one and one-half hours off for each overtime hour worked. When the conditions of employment indicate that working extra hours is an integral part of the position, especially in the case of supervisory or administrative positions, overtime pay is not usually granted. -49- �Overtime Work - Hours worked in excess of the normal hours fixed by the Authority. Overtime work should be performed only upon the orders or authorization of the appropriate supervisor. Part Time Employee - Any employee who regularly works less than thirty(30) hours per week. A part time employee is not eligible to participate in the insurance benefit programs of the Authority nor is he eligible for vacation, sick leave, and holiday benefits. Pay Plan - A total list of salaries or wages established for the various classes of positions existing in the organization. It is the basic tool to secure consistency in employee compensation. When positons are grouped into valid classes, each containing all the positions substancially similar in duties and responsibilities, salary rates can be established for each class which will be fair and equitable for all positions included in the class. It also makes possible a comparison of the various classes of positions within each occupational group so that properly related pay j> 'si entials may be established between the several classes, as well as provide a comparison of private and public compensation levels in a given community. J J The pay plan sets a minimum entrance salary or wage for each position class and a maximum salary or wage beyond which no employee occupying a position of that class can be advanced. Commonly this range between minimum and maximum in a give class is 25-30 percent over the minimum for the first six steps. Between the minimum and maximum are a number of . steps to to provide for salary advancement, not to' be considered as automatic in­ crements on a regular periodic basis, but AS A REWARD FOR MERITOR­ IOUS SERVICE AND INCREASED USEFULNESS. Percentage increases based upon the base pay are preferable to flat rate increases granted equally to all classes. Position - The set of tasks assigned to and performed by one employee. "Job" and "position" are frequently used interchangeably. Position (identical) - Positions in which two or more employees perform substancially the same set of tasks during the same working hours. They are quite common where positions are filled on a shift basis. Probationary Employee - An employee whq has been appointed but who has not completed a prescribed probationary period during which he is required to demonstrate his fitness for the position by actual performance of the duties of his position. ■•J V| ■ ~ -50- �Probationary Period - A specified period of employment in which the ability of the employee to perform satisfactorily is observed and evaluated. This is especially essential when a position specification calls for an ability to acquire certain knowledge and skills on the job. At the completion of the probationary period, management should make a thorough performance evaluation and determine whether or not the employee has acquired the prescribed abilities and skills. Promotion Pay - Employees who are promoted should be paid at the rate prescribed for the first step of his new pay grade. However, in the promotion of an employee being paid a higher salary than the minimum of his new grade, he should be paid at the rate prescribed for the step next higher than his previous salary. Qualification Requirements - Minimum requirements in the class specifi­ cations should govern the recruitment and selection of employees to a position in the plan. Where the requirements specify a particular ability, a essential that the presence or absence of such ability be determined before the position is awarded. Re-classification of Positions - Supervisors shall take the initiative for re-classifications of positions, and shall fix a regular periodic review time, as well as call attention to need for changes in the interims. Requirements of the Work - A brief and general indication of the knowledge, practices, procedures, techniques, and abilities required in the performance of a given position. This need not be an all-inclusive list, but is specific enough to guide the employing agent to determine whether or not a particular applicant for a position possesses the basic skills and abilities called for by the position description and duties. N Supervisor- Any person responsible to a higher level authority who gives orders and directions to other employees. Supervision Given - The classification plan states clearly the positions and individuals which an employee is authorized'to supervise and the extent of the supervision. Authority to supervise other employees indicates justification for a higher class or grade rating. Supervision Received - The classification plan states clearly the specific supervisor from whom an employee receives his orders and direction and to whom he is to report. Its purpose is to prevent confusion and misunder­ standing which occurs frequently unless the chain of command is definite and completely understood. The amount of supervision received also helps to determine the level of the position classification, with the class level highest having the lowest amount of supervision. -51- 82-ibiZ.^U �MM lODOlLOlflS WILKES COLLEGE LIBRARY I > o 1 0 j □ • I r-J iJ p n i-J 1 C B 0 �T « Ll n i nil I c H 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 Position Classification Pay Plan: Rules, Regulations, and Policies for Employees of the University Area Joint Authority, 1970 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 1970 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/b03198242a361e1bbcad8d832dae5ca9.pdf 77cdebeb177e2ff11d278db55ec616df PDF Text Text I 1 IBB J 1 / a BN COOPERATION WITH THE 3 PE SYIVANIA TECfflOl MWfflO FEfflSIila 3 I 3 INSTITUTE OF REGIONAL AFFAIRS \ \ j I I ■1 A :: WILKES COLLEGE - WILKES-BARRE, PENNSYLVANIA £ ��ARCHIVES 'I I - I I I I I I I I TA 3^ ^>5 I �I FOREWORD Management today is purported to be an elusive alchemy of art and science. Concepts like management science and professionalism, and techniques like operations research and industrial psychology are taking outer stages. More traditional areas of study like finance and marketing seem to be moving grudgingly toward the wings. Today's managers must deal with more and more information. They must learn to handle relationships with warry facts. Information is multi-dimensiona], not just a conglomeration of individual facts in splendid isolation. These facts relate and merge. Therefore, information management systems must be designed to allow management to take full advantage and cognizance of this multi-dimensional aspect. Any effectible system must be capable of correlating, synthesizing, and merging data at various stages of the management decision-working process. The system must be general purpose as well ~ that is, capable of handling any kind of data that management works with. The system must allow management to use its imaginative and authoritive talents, There is truth in the beginning statement, of the FORWARD, in that although managerial decision working is becomming more scientific, it is also akin to artistic inspiration. One o.f the recent deviards in the business world has been for computer-based systems tailored to the needs of the generalist in management - that person without a formal background in system analysis programming. Such systems must provide this kind of general person both the opportunity and ability to structure his own data in his own way, using a language that is comfortable and easy to master. It was with this general objective that a seminar of six sessions on the use of computers was offered to the business community in Northeastern Pennsylvania. The specific objectives of the series of sessions on the solution of management problems by the use of computers coincides with the recommendations of the Economic Development Council of Northeastern Pennsylvania, which gave whole-hearted support and encouragement to the program. This educational program of technical assistance on the use of ^2-161^2 ii �B 1 I R 11 H I l» I, ! I g computers was not economically and readily available to industry in the region. The computer seminar was financed and made available through Wilkes College and was well equiped to undertake the proposed program of computer seminars for business, commerce, and industry. The atmosphere which pervades the faculty and administration of Wilkes College has been and presently is one of maximum cooperation with the community for their mutual benefit. The modern science structure houses a Graduate and Research Center which, in addition to the usual major scientific equipment, includes a computer facility. The science departments at the College have participated in supplying local industry with services which have helped to upgrade the. training of its employees. These departments have also acted as consultants to local industry in areas where technical know-how was necessary. The College has provided the community with services through The Institute of Regional Affairs since 1951. Because regional problems are a phenomenon spilling into many disciplines, the Institute has utilized resources including not only the College faculty in economics, psychology, government, and sociology, but also those expert in the region who could Lend their talents to teaching, research and consultation. The project supervisor for the Computer Seminar was Cromwell E. Thomas, a member of the Wilkes College Engineering Department for over twenty years, and is responsible for the operation of the Wilkes College Computer Center. He was ably assisted by Donald Chick, chemical engineering student, demonstrated remote terminal applications during the seminars. The seminar sessions were conducted by Mr. Howard Fergueson, Vice President, Education Division, Management and Computer Services Corporation and Mr. Francis A. Schlegal, Jr. , Management and Computer Services Corporation. Appropriate consultants, who stressed the cost efficiencies inherent in introducing modern computing techniques into local operations, were engaged to conduct the seminar. Frank Mutalo, sales representative of Computer Services assisted in the afternoon demonstrations. George L. Johnson, Customer Applications Representative, and David J. Wells, Sales Respresen.tative, both of Computer Sharing, Inc. , were available iii �L- fl to discuss the application of the computer to participants whose work involved an unusual operation. 1 1 Both Mr. Thomas and Mr. Fergueson have undertaken to evaluate the effectiveness of the program by discussing with employers of the region the introduction of modern computing methods. Questionnaires were utilized to determine whether the employers had taken any action on installing computers as a result of the seminar. Mr. Thomas has continued to act as a laison between the employers and the management consultants who gave the seminar. Both men feel that the follow-up phase of this seminar program has been of immeasurable value to local employers. 8 1 i Hugo V. Mailey, Director Institute of Regional Affairs 18 :0 1 1 1 iv f" �I TABLE OF CONTENTS 3 1 a :Ii F orward ii Program vi Introduction by Cromwell E. Thomas GENERAL BUSINESS APPLICATIONS Introduction by Francis A. Schlegel, Jr Computer Applications to Business Practices by Howard Fergueson 3 8 TRANSPORTATION Introduction by Cromwell E. Thomas Options in a Computer Program by Francis A. Schlegel, Jr. School Bus Scheduling by Howard Fergueson 33 34 37 RETAILING Introduction by Betty L. Jahr . , Retailing by Howard Fergueson 50 52 ENGINEERING Introduction by Cromwell E. Thomas Engineering by Howard Fergueson . . 70 72 MANUF AC T URING Introduction by Cromwell E. Thomas Manufacturing by Howard Fergueson 89 91 Participants Glossary P 1 �SEMINAR ON DATA PROCESSING WILKES COLLEGE § PENNSYLVANIA TECHNICAL ASSISTANCE PROGRAM S PROGRAM - 3 IS l« 1 fl General Business Applications April 22, 1969 May 6, 19&9 Transportation May 20, 19-9 Retailing June 3, 1969 Engineering June 17 s 1969 Manufacturing June 18, 1969 Manufacturing fl - fl ID i 10 in vi �INTRODUCTION by Cromwell E. Thomas Assistant Professer in Engineering Wilkes College g Our interest in instituting a computer seminar for business, commerce and industry in Northeastern Pennsylvania really began with the publication of an analysis of the manpower problem by The Economic Development Council of Northeastern Pennsylvania. This Study, entitled "Manpower Dilemma in Northeastern Pennsylvania" and published in April, 196'7, pointed up some of the complex employment problems that beset the region. A few excerpts from the report will serve to illustrate the seriousness of a new problem for the area-A MANPOWER SHORTAGE. 3 "The present manpower shortage will become more acute, and consequently the competition among employees for scarce labor will greatly intensify. Partly as a result of competition and partly as a result of pressures by organized labor, wage rates are likely to rise very sharply. 3 "Most managers are aware that capital may be substituted for man­ power and vice-versa. When the cost of manpower moves upward, there is a strong tendency toward mechanization. XU 1 III u JI IB IP p "In Northeastern Pennsylvania, until quite recently, the pressure upon managers to mechanize was below normal. Wage rates in the district were generally lower and plants using less modern equipment and turning out less on a per employee basis could compete in national markets because the price paid for labor was lower. With unemployment dwindling rapidly, upward pressures on wage rates are likely to create a situation where very large amounts of capital investment will be called for if the district's industry is to remain competitive. "The lack of capital investment has caused the district to suffer greatly from outmigration of its young, best-educated talent. This phenomenon is related to the limited opportunities for college-trained "Middle Management" people." The Council went on to state in the report that there was need for an action program, if Northeastern Pennsylvania is going to continue to compete successfully in national markets. The Economic Development Council, therefore, proposed a three-fold action program, one of which was management consulting assistance. A pilot program conducted by the Council and designed to provide modern analytic tools to manufacturers with problems in financing, marketing, production control, and cost controls, -1- �■I I demonstrated that this type of management service effort can achieve marked improvements with a small outlay of resources. Such consulting service should include: ■ a. b. c. 3 >1 g ■1 II d. professional consulting services cn specific plant problems; seminars on management problems and effective solutions; educational television, either district-wide or closedcircuit for industrial groups, and expanded in-plant training for existing personnel. The objective of these seminars conincides with the recommendations of the Economic Development Council of Northeastern Pennsylvania. Con­ sultants participated in all seminar sessions. The program included sessions from Management and Computer Services, Inc. of Philadelphia. Computer Sharing, Inc. demonstrated the use of remote terminals for those participants interested in this type of system. It is the hope of those who arranged the seminar as well as those who were invited as consultants that the sessions provided a needed impetus to explore the advantages of modern techniques. It is further hoped that management costs may be reduced for many employers of the region, thus improving their competitive posture on the state and national business scene. 15 4 a 3 1 III ■II fl - IB IB 15 -2- 111 �i GENERAL BUSINESS APPLICATIONS a. Introduction by Francis A. Schlegel, Jr. Management and Computer Services Corporation Philadelphia, Pennsylvania fl 3 0 ’1 '!i I ’ll jD - 1“ I? Our company is designed into four areas, one of which is education. We've contracted to conduct a series of seminars in the area of education for businessmen, engineers, and others who may have an interest in data processing. We will explain to you in terminology familiar to you what a computer is, and what it can do for you. Part of the Penntap program, in addition to this seminar, is to provide a consulting service to you. Members of our firm and those on the college staff will visit each of your organizations to discuss with you your problems and possibly suggest how they might be solved through the use of data processing equipment. Data precessing is nothing new. It is merely a systematic processing of data as it is entered into a system. The system does not necessarily mean that it must be an electronic data processing system, however, electronic equipment and hardware has been used to process data faster than we are able to process it manually. The three primary elements of the data processing system are: the ability to read data, to process the data, and. to prepare the data in some output format. What can computers do? I think that all of us are just waiting for sometime in July when two of the three astronauts place their feet on the surface of the moon. It is a fantastic feat and I am sure that we could not put those men there without the aid of computers. Computers are also being used in business, today, in the processing of telephone bills, in the controlling of inventories, in accounts receivable, in revolving charge plans, and in other ways. Nearly every one of your banks has data processing equipment which is used for the processing of checks and the maintenance of bank balances. What we want to talk about today is how the computer, which has three basic elements: input, processing, and output, allows you, to use this computer as an extension of your mind. p 1 -3- �'I I s The earliest form of data processing was really on the fingers, I am sure you have seen a picture of the abacus. It is just another tool that was used in counting. In the early 1800's, a person named Babbage attempted to develop what he callen the "analytic engine". Had it not been for his grandiose ideas and the lack of money, he might have been able to complete his engine. Computers can be divided into three generations. The first generation used vacuum tubes primarily in the hardware. This was the type of system that was used in the development of the ENIAC at the University of Pennsylvania by Eckert and Mauckley in the early 195 0's. The problem with the first generation equipment was heat generation and the large amount of space that was taken up by the equipment. The second generation equipment came about through the advent of the transistor. A Module was used in this type of equipment between 1956 and 1962. re 0 II ’ll III IB We are now at what is called the third generation of data processing equipment, or those computers that use solid state technology, or integrated circuits. It is claimed that in the type of circuitry used today, about 50 million diodes are contained in one thimble, whereas, heretofore systems of wires and transistors were needed to perform the same function. RCA calls its model "the Chiclet" because it is just about the size of a Chiclet. People have been talking about the speed of computers and the number of operations that can be performed in one second. The claim is made that they range from 100 calculations or 100 additions a second to a high of perhaps six million calculations a second. In 1954 the number of computers that had been installed was 54. In 1955, there were 263. In 1966, there were 25, 000 computers installed in the United States alone. The forecasts have been that by 1970 there will be 50, 000 computers installed. We estimate that it will be closer to 70, 000 computers by 1970. It was feared at first that computers would replace people and that people would be put out of jobs. That is not true, because 19 years after automation there is a people shortage. There is a crying need for more and better-qualified people. It is estimated that there will be a shortage of 650, 000 people in this industry by 1970. It appears that the shortage in programmers alone JI IB -4- �E .1 .B is expected to hit 300, 000. Let me quote from the April 11 Research Institute Recommendations: "Any smaller business that isn’t using a computer---- its own or an outside service center--should have good reason why not. A major IRA study of computer use in companies, in all industries clearly indicates that EDP is no longer for the giant firms only. Whether you're in the 82% married to or flirting with computers, or part of the 18% with a good, sound reason for staying out, you're probably eyeing the next step up on the computer ladder. And for all firms, the IRA study shows, the watchword is caution. "a 62-page report based on a survey of 8, 000 users and nonusers (including smaller firms usually ignored) tells it like it is: 1 li 9 a . . . Users now outnumber nonusers in all types of businesses; . . .one-third of all respondents now own or lease a computer; . . . one-fourth use an outside service facility---like a bank, computer manufacturer, or indepentent center that sells computer services. . . . 16% of nonusers have an EDP educated member of management. "It comes down to this: Any company that has 200 employees, $7, 000, 000 in sales, no computer usage, is in clear minority. That's still far short of a computer in every business office. I "Forms below those figures should note a further breakdown: Smaller and middle sized companies go more for buying outside services; about 1/3 cf those with $3 to $5 million sales do so. Only 10% in this size category have their own in-house operation. a "Larger companies as might be expected, prefer their own com­ puters. I I g| "Outside users (86%) are generally satisfied with the job they get. About 62% say computers pay off in dollars and cents terms. Another 20% say "maybe" on full payoff, simply because it's hard to tell. "In-house operators grumble more about computer performance though they insist their decision to computerize is paying off. "Firms thinking about a computer may be interested in advice -5- �0 based on the actual experiences of veterans among the respondents: . . . go over all product data systems. See whether a computer can improve what you have. Ask if there is a readiness for the computer's cost and complexities. . . .Consider starting off with some outside service. The typical user begins with 2 applications, such as payroll, sales analysis or accounts receivable, then adds a third later. Give careful forethought to the economics of the move. s s 5 B fl fl . . . The median cost for running the smallest computer is $85,000. This is the yearly cost of just the EDP personnel and the equipment. It does not include rent, power, supplies, etc. On the other hand, three applications come to $10, 000 or less. This is a lot less than $85, 000 if that's what most of you currently need. . . . The median figures for firms with small in-house computers are $21 million in sales and 680 employees. This is not exactly small. The rule is that you have to use a computer to make it worthwhile. Firms with small computers now use 7 applications and plan 4 more. You should ask whether you have that many that you're ready to pay for now. " Here are some general principals that you should keep in mind: 1. It will take from 1 to 2 years from initial planning to installations. Thats for an IBM 360/20, a Honeywell H-110, an NCR 100 or similar equipment. 2. Get good people or don't bother with computers. You will need programmers, planners, and a competent EDP manager. The best computer is no better than the EDP crews operating it. 3. Involve the whole firm from the start in the EDP operation. Integrate the computer with the activities of the other units. Get full participation from both top and "line" management levels. fl 1 il 3 l! The computer, in brief, has come a long way from the first genera­ tion. Technical performance has soared; operating costs have plummeted. Computers are more compact, more efficient, much more dependable. The quality and availablility of programs has also improved. Many standard business problems have already been pre-packaged. The door is open wide, but computers still have a long way to go. 3 I ■ “ (S “ �1 Technology is still being perfected, and new breakthroughs will come. But the greatest leap must be made by the computer user himself. Fully 90% of today's computers are underemployed. Harnessing this vast potential will be industry's next challenge. 1 5 i 1 1 1 1 is I I H [I i $ Hl -7- �b. Computer Applications to Business Practices by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia, Pennsylvania ■■I We are going to give you a view of what data processing equip­ ment is available and how it operates. A data processing system is made up of the input, processing, and output units used to perform various opera­ tions on data. It is made up of these five functions; origination, input, manipulation, output, and storage. These five functions can be described as follows: 1. 2. J J 5 a 1 w .w 3. 4. 5. The origination of data-somewhere data originates with a source document. That source document is then put into the input function in a form which will aid further processing. The manipulation of data is the next step in the data processing system. This is the adding, subtracting, multiplying, dividing, summarizing, etc. of the data so that it is now available in the desired format for handling. The data must be produced to our output requirements. An element in the data processing system which is very important is the storage of data, the retention of data for future use. 1. Origination Let us relate to a mechanized data processing system, beginning with the point of data origination, the source document. Here I have an illustration of a source document. This happens to represent the source document used in a brokerage house. The same type of document could be used in an engineering application or a retail application, where someone will record the various elements of data required for the processing for this transaction. 2.. Input That first document must be transcribed into some media for further P -8- �processing. As part of the input process, there are card readers. Some read cards at the rate of 500 cards per minute. Another type of input device is a typewriter, which can be directly connected to a computer. Still another type of input device is a reader-sorter. It senses the magnetic ink inscrip­ tions on the bottom of the checks, and feeds this directly to the computer, punching the checks by the particular routing symbol printed on the check. Other types of input devices used quite extensively today are those using optical scanning procedure- These may someday replace the punch card as the primary means of entering data into the computer. Paper tape may also be used. Still another means of entering data, used extensively, is mark sensing. After a mark is blackened in the proper space on the card, it is then fed in to a reproducing machine. The marks are read and the information punched into the card. This eliminates or bypasses the key punching function. Punch cards are the most widely used method of entering data into the computer system. The punch card that you may be familiar with consists of 80 characters of information, or 80 columns across the card. Each column contains- 1 character of information. Therefore a punch card can contain a maximum of 80 characters of information. That information can be alphabetical information, numeric information, or special characters such as dollar signs, quotation marks, an ampersand, or asterisks. If the data to be transcribed into the card consists of more than 80 characters, more than one card will have to be used to contain ail of this data. As a general rule, you can say that a numeric character is represented by one hole punched in a column, an alphabetic character is represented by two holes in a column, and a special character is usually represented by three holes in a column. A machine called the key punch machine is used to transcribe the data. Before the data can be placed on the card, the card must be divided up into what we call fields. The number of columns that are reserved to capture a particular type of information is called a field. The key punch function is the function of transcribing from the source document into the punch card. Normally it is a young lady who is sitting at a machine that has a keyboard much like a typewriter. She glances at the source document and her job is to merely transform the data on that source document into the punch card. -9- �E i 5 1 5 6 S 3 II J After she completes the punching of that card or cards, all the source documents and all of the cards that have been punched go to a second operator. This operator is called a verifying operator whose function is to verify that the data that has been placed into the cards has been captured correctly. This is a very, very, important part of any processing system. This operator uses the same type of machine as the key punch operator. The only difference is that the key punch machine is the one that put the holes into the card, and the verifying machine is the one that reads the holes that are in the card to determine whether the card contains the proper information. When there is a discrepancy between what the key-punch operator and the verifying operator think should be the same column, a notch is put at the top of that column to show someone that the data in the column is suspected to be in error. Now whether it is correct or not must be resolved manually. Someone will have to sit down with the source document, look at the data that was on the source document, and check to make sure that it is properly punched on the card. If it is incorrectly placed on the card, then the card must be repunched with the proper information. I've seen cards with 20 or 30 little notches on the top. This comes about because of poor data origination, and source documents which are incorrectly prepared. A good example is a payroll that is kept on a construction site. Various men come in and fill out their time cards on a daily basis. They have one piece of thick lead with which they are all trying to write in a little space. By the end of the week the data that is written is not very legible. When it goes to the girl who is trying to transcribe this information on a card, she finds it difficult to interpret correctly. Source data preparation is a very important part of the data processing system. In designing the forms that are to capture the data originally, a lot of care should be taken to make sure that there are various spaces reserved for specific characters. The whole point of all this is that we wish to eliminate as many discrepencies as possible in the output phase. Incorrect data must be weeded out. There is an old saying in data processing called "GIGO". It stands for "garbage in and garbage out". If garbage is transcribed in the input phase of the data processing system, then garbage will be processed at extremely rapid rates and it will be pumped out at the other end of the data processing system. When these reports or statistics come out at the end of the system, they will be worthless because they are invalid. 3. Manipulation of Data Now that data has been captured and placed into the data processing 1 -10- I? �system, let us go to the third phase of the system which is the manipulation of data. There are various machines that are available to process this data. r A sorting machine is used in the sequencing of data. Data captured on cards can be sorted in ascending or decending sequence. We may wish to get all of the employees time records into sequence by social security number or by employee number. We may wish to get all of the cards into sequence by jobs. We may wish to sequence by dates of the job, or completion date, or expected date of completion. We can then produce reports showing that the termination date of a job will come in the next 30 days, 60 days, or 90 days. ! A second function of the sorter is the grouping together of like data. Assume there are 37 people working on one job. We may wish to group all of their records together so that it is possible to cost out the job for a particular week. The third function of a sorting machine is that ability to select a card out of a deck or a file or cards. For example, we can select from a file of cards all those which have a 1 in it, or a 5, or a 3. The selected card is pulled, the remainder of the cards will remain in th- exact same sequence that they were in originally. Other functions that are performed by machines are the reproducing of data, where we can take cards already punched and transfer data from them to unpunched cards. This can be done totally by machine. An example of this might be the payroll cards. Rather than punch repetitive information, such as employee number, date, etc. This information can be reproduced into the cards from a previous week's time cards, leaving blank the information that is variable, such as the number of hours worked and the particular job functions performed. Another function of a reproducer is the gang punching or the transcrib­ ing of information from one card to the succeeding card and from that card to the following card, etc. The difference between gang punching and reproducing is that reproducing is a one-for-one reproduction, whereas gang punching is taking fa;om one card and transcribing into many cards at the same time. ! I •1 i I Merging is a function performed by a collecting machine and is the ability to merge two files or cards into one. The requirement to perform this function is that both of the files of cards must be the same sequence. Prior to performing any merging application, both files must be sorted first. Why not just sort rather than merge, if sorting is the same thing as merging. This may be true. A sorting machine is capable of analyzing one column on a card at a time, whereas a collator has the ability of analyzing a complete field of data at a time. For instance, to merge an employee number, which might be �a six-digit number, it would take one pass of the cards through the collater, whereas it would take six passes of those cards through a sorter to perform the same function. i -1 I Interpreting is a function whereby the holes on a card are read. The information on the card is printed on the card as the holes are read. This is required any time cards are going to be used manually in an application. Let us use payroll cards as an example-data pre-punched into the cards. If these cards are to be sent out to a job, the name and number of the employee to whom that card pertains will have to be printed on the card so that he can read it without trying to interpret the holes. The calculating machine is another type of machine that is used in the manipulation phase of the data processing system. It is used to perform the various functions such as multiplication, subtraction, division, and addition. The computer results can be punched into the same card or it can be stored. A calculator has the ability to store only very small elements of data. 4. Output 0 I I i s i Now that the manipulation phase of the data processing system is clear, let us see how the data may be prepared as an output document. Basically there are two methods of preparing output documents. One is what is called a detailed listing or a detailed report. That means that each set of data or each card that is being processed will be printed on the output document. Here are nine entries. Each of these entries represents one card, sc nine cards were read into this machine to pr oduce this output report and each card is printed out producing what is called a detailed inventory transaction listing. A second method in which this report could have been presented is what is called a summary listing or a group listing report, where one line is printed for each group of items. If the detail is desired, it is available. But in many cases the detail is not required and only a summarization is needed in producing the output reports. A third type of report that I would like to mention is being used more and more today in data processing. It is the Exception Report. Rather than print out all of the information in either detailed or summary form, the trend now is to print out only that information that is above or below certain limits. If estimates are right on a particular project, it may not be important to see the cost week by week. It may be more important to see those jobs or those projects which are over or under the anticipated cost. Only those jobs will be represented on the output report. A systems analyst plays a very important part in the data processing system. His function is to design the flow of work through the system. He must design the formats of the input data as well as the output data, He usually attacks the designing of a system from the rear-end. He asks, "What -12- �'e :|G it= .. I is required from my data processing system?" He will then determine what information is needed to produce that type of desired result. He will use this type of format in designing the various fields and the columns that are required to capture that information. He then will design his input source documents so that the information is available for the key punch operators to transcribe into the punch card. Once he has defined the input and the output, he then uses a series of symbols to represent the flow of the data from the source to the output phase. These symbols are then used to represent the various functions-clerical operations or manual operations. We talked about two different machines-the accounting machine and the reproducer. The accounting machine has the ability to punch cards and read data. The two machines can be Linked together with a cable so that the data that is being accumulated on the accounting machine can then be fed across this cable and punched into a card to represent the total of. that data that was captured. We may want to punch a summary card which represents all of the data to date, this avoids having to go back in future processing of data to get all of the cards from the previous weeks to feed into the system. 5 r. 9 3 il I i! ji 1I I H 5. Storage The storage of data is the fifth element. The whole concept of data processing is to capture the data at the source, transcribe that data into a punch card or into some form which can be processed very quickly by the equipment. The information can be stored and used over and over To distinguish between the punch card equipment that we spoke of earlier and a computer, we might say the main difference is a computer has the ability to memorize or to store and retain data. I am not talking about storing a small amount of data in a calculator or accounting machine. I'm talking about data in the hundreds of thousands of characters of information. The operators console may have a display tube and a keyboard for the operator to communicate directly to the central processing unit. The main method of representing data in a computer is through its core storage. Small magnetic cores which have a series of wires going through them and through which electricity can pass to magnetize a core in either a positive or a negative direction. By sensing with a third wire, it can be determined whether it is positive or negative. If it is positive, it is on; if it is negative, it is off. By grouping these cores together, not only can numeric values be represented, but also alphabetic, characters. There are various techniques for representing alphabetic information, -13- �in addition to the pure binary number that was used originally in the computer. The Burrow's 205 (first generation) grouped 11 bits together to form what was called a binary word. Every time that data is processed, a complete word is being processed. in addition to having a portion of memory reserved for data, there must be a section of memory reserved for the program in order to instruct the computer on what to do. Computers today handle words that are in the neighborhood of 32 bits. These words are processed as fixed words, so that they can also be processed for the persons who want alphabetic information, broken down into four bits of data, of eight bits each. Each of these eight bits of course will, represent an alphabet or a decimal digit or a special character, exac.tily the same as it could be represented on the punch card. If we had 80 characters read into a card, 4 of those 80 characters could read into this 32 bit word. S si SI I ii I The main memory is that memory that is instantly available to the central processing unit. We differentiate this from the auxiliary memory which is that memory which is not instantly available but may take seconds from which to retrive information. What goes into the main memory of a computer? A portion of the main memory is for the program, or the set of instructions that the computer is going to perform. The remainder of main memory is available for data or the data that is being processed or possibly reference type data.. An example of reference type data would be rate tables that might be used in computing statistics. One type of auxiliary storage are magnetic tapes. Magnetic tapes are normally 2,400 it. in length, and data can be transcribed on to these tapes. Data was formerly transcribed at about 200 characters per inch, of tape. Today we are using in the neighborhood of 1, 600 characters per inch density. The tapes move from 35 to 115 inches per second. The character rate is up to 20, 000 characters per second-that is, it is passing data into the computer at that rate. But even at that extremely rapid rate, it is slow in compaiison to the internal speed of the computer itself. The computer is capable of moving data from the various bits of data in the range of hundreds of nano-seconds, or a billionth of second. The internal speeds of the computer are fantastic when compared to the speed at which data is fed into and out of a computer. Because of this extremely rapid internal speed, we have been able to extend the computer so that people can use the same computer rather than as originally devised­ i I! I -1.4- �IE t 1 B § 5 i a SI :i I one computer for one application at a time. Let me point out the characteristics of tape and card filing, and at the same time note their shortcomings. Card and tape files are files that have to be processed or that are normally processed in what is called a batch mode. Batching trans­ actions for the day are placed on a tape, and sorted into a sequence for pro­ cessing through various computer runs. It is necessary to tape the trans­ actions for the day and to sort them into a sequence for processing. The task is to put some particular sequence into the run, maybe data sequence, project sequence, or job sequence. Let us say that a payroll represents the salaries of all of the people within the particular project or within a particular company. These are in sequence by employee number. The current payroll records to update this file are available. The current transactions must be presorted in order to process them against the master file. At the end of this complete processing these new transactions are applied to the original data, and the master file is updated. The transactions may on occasion be on magnetic tape or on some other device, and so it would have to be sorted by a computer and that takes computer time. Another characteristic of this type of processing is that we must read and write the entire master file. The computer time that is required to process this will be the time that it takes to read, perform the examination as to whether there is activity and to write out every one of the thousands of records. Also, the file is seldom current. The master file is only as current as of the last running of the file. If it was a month ago, then the statistics are 30 days old. If it was last week, then the statistics are seven days old. A second type of auxiliary storage is the disc file or a direct access file. A direct access device is a device in which the computer can go to any element of data in a relatively short period of time and bring it into the computer. By short, I mean a time element of five seconds. The direct access mechanism is similar to the old jukebox where you put a nickel in the slot, and could select five records. The advantage is you may select any record at random whereas on magnetic tapes this is not possible, because magnetic tapes are usually processed in a sequential fashion. The old master file and new master file is on a disc file instead of being represented on tape. A disc file consists of nothing more than large discs, about fourteen inches in diameter on which there are tracks, Each of these tracks may contain thousands of characters of information. There are, I 1 -15- �E depending upon the particular manufacturer , from ten to twenty-five different disc surfaces. 'u i B B B i § a a li I 1 i ii I When the current transactions are fed into the computer, these transactions will update the master file, Inline processing means trans­ actions will be processed as they occur. Sorting is unnecessary, because, as a transaction occurs in a random sequence, it will be fed into the computer. There is no necessity for sorting these transactions because the program that resides in the computer is capable of finding the master record on this direct access file. If an employee number 763 is sought, the program has the ability to go to any one of a number of surface discs and find that particular employee's master record and bring that record into memory. Payroll information can be processed against an employee's master record updating his year-to-date grcss. His earnings can be calculated for the current week and any deductions that are required may be made. Sorting is unnecessary because every individual whose payroll record is in this file is as readily available as every other record to be brought into memory under the direction of a program. If only seven transactions need to be processed, only seven records will be extracted from the master file, brought into memory, processed, and then replaced in the master file. There will be no necessity to read the other 9999 records because there is no activity against them today. This means a shorter job time. Instead of taking an hour or two on that job, it may take only seven minutes to seven seconds to run it, since there are only seven transactions. The computer automatic-ally goes to the proper surface track and obtains a breakdown as to which information track on that surface the data can be found. The data is brought into memory and the computer searches through perhaps five sets of data for the particular one that is required. The time that it would take to do that would be two searches: one seeking the master index and one seeking the particular disc index. It would take exactly the same amount of time regardless of how many sets of data or the volume of data. Only the records that are affected are read and written. Another point is that the file is up-to-date, on a daily basis or as transactions are taking place. This can be done Another point that should be considered in processing of direct access files is that one pass of the transactions can update all of the files that are required. Let us assume that we are concerned about the payroll. Another file can be put in which would have job numbers. As this trans- ..16- �action is being processed.- the program will seek the payroll master record and apply the information to that master record. Then it will seek the particular job number and post the fact that there are additional hours and expenses recorded against that job. If any other files need to be processed., one transaction can cause the extraction or the processing against, multiple master files. Also, of course, the final advantage is that inquiry is relatively simple now with this type of system. By having an individual sitting at a console or a typewriter device, he can inquire into the master file., extract that record in a matter of seconds, and have it typed out on a typewriter, and then go back and continue the processing with only a few seconds extracted from the normal job processing time to give you the desired information and inquiry as to the state of the particular project. Computers are used in business for a variety of reasons. If properly applied they can save money. In many situations they make it possible to obtain information not otherwise economically justifiable. They provide the basis for improved management control. u i B li li I If -17- �THE MANAGEMENT OPERATING SYSTEM CONCEPT Plnlihtd Pion PLANNING Bills of Material Plonnad Ordon*^ Inventory and ^Ordering Foctorsx^ SCHEDULING Master Operations and Load Formulas ^x' Shop Status and Priority Rules Control Standards -18- Work Priority' OPERATIONS EVALUATION �. i schematic representation of the RELATIONSHIPS AMONG THE COMPONENTS OF A COMPUTER SYSTEM L E Output Input E I Processing Unit Arithmetic Section 8 IS Ll I I ____ i Random Access Storage Console InquiryStation III r II LI t -19- �£ IBM PUNCHED CARD EQUIPMENT E i E L € 403 Alphabetic Accounting Machine. Prepares alphameric printed reports and accumulates totals from data punched in cards. Counter totals are punched into summary cards by a cable-connected 514. fi 85 Collator. Compares two sets of numerically punched cards, performing file maintenance operations such as matching, merging, selecting, and filing. / 1. STn .r: -1 I f"- J 602 Calculating Punch. Calculates and punches the results into the same card or trailer cards. 82 Sorter. Arranges punched cards in numerical or alphabetic sequence. iG 1 0 „tp. FT& :ii , .H « 0 il 514 Reproducing Punch. Reproduces punched cards, gang-punches data from a master card into succeeding cards, and punches summary cards under control of the 403, 26 Printing Card Punches. Punches data into cards under manually operated keyboard control £ rints the punched character at the top of the card column. -20- �data collection system- IBM 372 MANUAL ENTRY pgWS, .j! \ . ■■■■■■ i-.li—. J • ( liiMESU j. ' ~ //.---J-/'-:- ■■ :■. IBM 374 CARTRIDGE READER IBM 358 INPUT CONTROL UNIT OUTPUT STATION �i PROGRAM AND SYSTEM FLOWCHART SYMBOLS S I! PROGRAM FLOWCHART SYMBOLS SYSTEM FLOWCHART SYMBOLS Proow^lnj. A croup nf progrp-n kwtructlons vdilch p?rform n propeuJng function of th« program. f ftowlrtg. A mrjor procosktg Junction. Inpvt/OutpuL Any function of rn MO device (making Information cvriteble for procTM-:-"Q, r-cortUng prccowlng Information, fp? £ ' JrputfOutput. Anyfypoo? . rnediiCT ©r daw. P 7 GiniRa ctorc^x GKhcf Gl czesr. c-r.C?, trt^vriz c? per?onr&A tea. Dlipfoy. Information displayed Cry planers c? vMso devices. pstitlontaa, alcj) s E i s Q-xidon. Points In tho program Mrhrre n branch U» pflomsta pstfrg I? ptm-W, bs»ed upon v./IrMa conditions’. SYnchm? card. AH ver loth? o? '■--.t?, hdutlihg stubs. ’ Program modification. An 1-nrtruS’ «xh» or group of IntWeticma rtftfoh ehengei the program. PrrKkfifKd proem*. A group of lepontiont not detailed Io tha peslkubf Mt of flcn-rdwta. I Q Terminal. Tho beginning, trod, cr *j point of Intarruptlon In o program. M Online hoybosrd. Information cuepfied to cr by o computer utilising cn entine davleo. r - F?r r Papw cr p&ttfa, chad or ehadlaai. EcriJng. Collating. An operation cn sorting c? collating equipment Q^-. T.'-.nL «.’ocurnenrartK3 rrnoraof /dHcrlstha, Clerical operation. A ctutiuJ offline operation not requiring mcchcntccl aid. Trenrrnltu-I tope. Aprocfcrcddl cr- A’no T~p? or Efcnlfar bitch-con infamitfon. AtralHcrvoperation. Anuchina operation supplementing the crln preceding function. Connsctcr. An entry From, or era c-?it to, anoihar pm of the progrstw Ct-sying cpcroCcn. An cperatlon CTAChm. er’iiirfr-g o kcy<2rfvc7i dw»«. CWfosga connector. Ussd In awed c? tiwj ccRncctor symbcl C*? cfmlgnata entry tDorenh fremoppsa. DM. I Crrtim cs^rta. f -i;- -:r.n,'-. ■•.' r i a 3 I Ccmjvwnlestioa link. Tho automatic Crentmlc’cn of mfomatlan from one location O enctfror via communication CD23. Afmotetion. TTio addition e? do^lptiva comments cr onplcnatcrv cmca «9 datlRactien. Ths brabcn I’rra may tee tSrer^ on aitiw O*» (531 W f*^?, nrJ rrrrrsvrJ to o fiourflrro vcTtero �E AD-APT SYSTEM FLOWCHART i s ENG I NEER INC DRAWING I PARTS progrmmr's AUTOSPOT STATEMENTS IE F. S i Pi AUTOSPOT statements I .GENERAL PURPOSE PROGRAM OUTPUT STATE- _J nl MENTS OUTPUT STATE­ MENTS controller MACHINE TOOL. �IBM 1311 Disk File AD-A PT Program Intermediate Data Postprocessor Program �PROCEDURE i Cust Order i J E I i s i j -* Edit & Cod?: Punch Card Code Gust no. Item no. Qty. Ordered h p 'eprinted Order Form pun :■ & Verify j product I Detail Sort Into Product No. Sequence Product Master Merge Product Master in front of Product Details /CollaA Product Master product Detail | Product l__Masler„, i Merge Blank Card behind last Product Detail I, i >* ^Product Deta ’roiJuctT Master J 'I Blank Gang Punch Indicative Data from Prod. Master into each card. Calculate each card for cost & price. Punch New Inv. Bal. into last Blank Card (now New Product Master) / Old product ^Master Blank Cards In Product No. Sequence �fci- i i g B W Source Document (Time Sheets) GENERAL BATCH PROCESSING SYSTEM Keypunch Operation II vSource Data fi I! Card to Tape and Edit Program I Error List and Balance Valid Data Sort Program ii Sorted Data i (Payroll Master File) ii _______J______ (Printed Paychecks) Master File ^Update Program . Printed Report » 1 Printed Report Print Program O Report Tape <* 2 6 *» Ajurren. .Master ): __ / (New Payroll Master File) �r n i I i I fi se ! A CQU IS1TION PROCEDURE I History Ledger T in Property Record ■ E :• 3 4 V [fl ' rr > ji Detail Print Acquisition Register ’ 5 0 tn Margo Property 9 ti a l‘ -<37- �i B KKCIATION Property B E ■li Punchy Current Property Record it i fi 1^"’ Previou"-------- 1 Z I | Prnporty Record j^Z Asset [Telail | br Group Print Remaining Value B b J,@Lz a by Location ii ■V ^umm .’■ Detail Print Previous Property Record it It Inventory ( Verification^. 3> VoI’kjI■ ?n K B B U 8 by Type of Equipment L by Plants &1 Accounts I b.y. /\cquisition by t Expiration_______ by Department �L i COST CONSIDERATIONS ! ! Estimates A. Service Centers 1. Timesharing I I Terminal Rental ) Data Phone Rental ) $ 95. 00/month Dine Costs 75 miles $95 / month Computer -Service $100. 00/month and up as required Programming $100. 00/day and up File Preparation variable Suppli rs variable i, g I 5 -Line costs and service costs directly related to number of hours on Line per day -Example: 2 hours /day in Phila. -$200. 00/month -Many standard applications available -Price also is dependent on number of applications used, extra services, or amount of storage required ii 3 fl -Require center to detail in writing all costs involved, as it is not uncommon for services in total to run several thousand dollars per month -Ownership of programs by service center -Inefficient use of on line terminal can substantially increase your monthly bill -Mistakes you pay for -29- J J! �i i I ■ 2. Batch Processing - Service Bureau Costs - Pickup and delivery - sometimes included Per item charges - $. 10/item Supplies Monthly minimums per application - $100 and up B -Programming setup can be paid at beginning or amortized over contractual period a -Ownership of programs can be yours if planning future growth -3 applications can cost $10, C00/year or less -Per item charges allow for accurate growth costing and no runaway bills i R 8 B B -Mistakes in input preparation generally paid for by center B. Rental of Excess Computer Time -Run costs substantially less than service centers -Input preparation yours -Prices are per hour of wall clock time so that reruns will cost more dollars 5 -Rentals generally range as follows for hardware only 1 3 360/20 360/30 360/40 360/50 360/65 $ 26/hour $75/hour $115 /hour $200/hour $475/hour C. Joint Venture Costs will be proportionate share of in-house system 3 -30- �I |u i ! D. In-house System -Total costs will be 3 to 4 times equipment costs (1) Small Unit Record Installation $24,000 to $75,000/year 8 a a E 1 Personnel problems (2) Small Computer 360/20, MH 120, Univac 1050 $85,000/year 360/30 Medium-sized Computer $150, 000 - $400, 000/year (3) Hardware Monthly Rentals Small scale systems (a) Minimum capabilities Card systems $1500-2500 (b) Tape/Disk $2500-5500 Medium beginning system (360/30, MH 200, RCA 35, Univac 9300) 'B a ir B 0 111 -31- 8 $5500-15, 000 �L I SHIFT IN DATA PROCESSING EQUIPMENT COSTS* I Q I ft s fi 1963 1973 Main Frame and Memory 53% 21% Data Files 21% 13% Input / Output 12% 13% Comm. Lines fa Equipment 14% 31% 0% 22% New Functions: Private Voice Comm Image Files Displays Graphic Input/Output 8 li n li IS ^Harvard Business Review, 1965 s n rJ II J 1 -32- �TRANSPORTATION a. Introduction J s lj I i I s I 51 iI i9 lii i' it I in by Cromwell E. Thcmas Assistant Professor in Engineering Wilkes College This is the second session of the Wilkes College Penntap Seminar on Computers as applied to business and industrial organizations. This transportation seminar will deal with such problems as route accounting, bus scheduling, maintenance scheduling, freight billing, and general problems in the area of traffic, management, and therefore should be of interest to trucking companies, bus companies, dairies, and retailing and light industries. In addition, this seminar should be of interest to many of the local consolidated school districts which may have bus scheduling problems. Many times, the most difficult part of using the computer system is in defining the problem properly. Certainly, one of the most important aspects in providing proper service is that of scheduling. The scheduling must meet, the customer's needs. For instance, a customer may not be able to accept goods on his loading dock before a specific time in the morning. Or, the driver may be unassisted and may have to depend upon the customer for aid in unloading and handling the material. In the case of a grocery store, the goods may have to be on the counters by a specific, time. All of these problems, of course, are intricately involved in scheduling. Another aspect of the whole problem is the routing. What is the best route? Is the best route the shortest route? Will the shortest route require the least time ? If a customer increases the size of his order, room must be made for this order somewhere on the truck. This means that some other customer's order must be removed from the truck. How,can this best be accomplished? This might involve rescheduling. An effort, of course, must be made tc minimize transportation cost. This is the purpose for using the computer. From this partial statement of the problem, we embark on the Transportation Session. j 3 If! -33- �■b. ■■■■ I b. Options in a Computer Program by Bl 8 I e E 'S li ii ffl Francis A. Schlegel President Management, and Computer Services Corporation Philadelphia, Pennsylvania The distribution of products and services is a vital part of the service that an organization provides. More efficient use of available facilities for distribution can contribute significantly to profit. Computers have been successfully applied to a wide variety of functional tasks in business, The mechanization of basic phases of order entry is a typical example, More recently, attention has been paid to the scheduling of vehicles, There are quite a number of programs in actual operation that provide this type of service, We want to look into some of the problems involved, some of the limitations which must be set up, and the way in which these para­ meters may be combined in order to produce an efficient distribution system. In most systems, with the possible exception of the school bussing problem, all outlets are probably serviced by vehicles operated from a central depot. Most of the trips the vehicles make probably involve more than one call. The vehicles probably return to the same depot after a final call. We can also presume that the quantity of goods to be delivered at any single stop is less than the size of the vehicle used. Our problem then involves fitting a list of calls io a number of vehicles, so that the route of each vehicle is well defined by the sequence of calls assigned to it. The main objective is to produce that schedule which uses the fewest possible vehicles by: first, allocation of loads and mileage of each vehicle; and, secondly, establishment of work standards. The basis for this is that the generally fixed costs associated with the running of a vehicle fleet - wages, rent, insurance, and so on - which are all independent of mileage traveled usually grossly exceed the operating costs, i. e. , fuel, tires, maintenance, depreciation, and so on. A few slides will be used to illustrate some of the problems that arise, although the problems obviously vary between companies, even those within the same industry. Since their policies and order cycles are very different, the pattern of distribution is also very different. Some industries control most of their outlets, and can thus dictate the day on which orders should be placed and deliveries will be made. However, -34- �s . i a B S a a i E E s fi I a I n i I III many manufacturers, distributors, and service organizations have a vast number of customers with little or no control over their order pattern, except that the traveling salesman can call on specific days and take orders. The problem is even more varied when finite detail is considered, e.g. some of the vehicles may be divided into compartments, or there may be a great diversity in vehicles, in size, capacity, weight, or volume. Transportation problems may be extremely varied, but the solu­ tions required are the same in that the aim is to minimize the number of vehicles required to meet the pattern of delivery. Usually routes must be very quickly established. Frequently, there is little time to determine the routes which a truck will take. A computer used in route scheduling would probably take a half hour to an hour to provide this type of information, depending on various factors. IBM has come up with a vehicle scheduling program that will run on a 360-25 in which many of the problems raised are answered. In many instances, the problems appear almost insoluble. For instance, we must know something about the customer's loading facilities. Is a side loading or an end loading truck required? Is there enough room to put a trailer in and not block the street? Are there other things that might make it difficult? Is conjestion such that the driver is going to be held up for a period of time in attempting to make a delivery? There are needs for new routes. The problem of availability of equipment is also a serious problem. As we begin to look at all these problems that must be solved in order to establish an efficient and profitable distribution system, it is evident that the options fail into two categories: customer option and fleet operator or route option. Customer options are dictated by the customer purchasing the service. The customer may have a specific time or range of times during which a delivery must be made. Certain areas where the customer is located require that there be no night loading, restricted parking hours, or residential noise laws. Deliveries normally require time in addition to unloading and loading, for activities such as parking, weighing, and paper­ work, at the customer's location. There might be vehicle limitations at specific calling points. Related to the customer's location are low under­ passes, municipal laws determining the maximum vehicle size for a zone and the type of vehicle entering that zone. Many timesassigning a particular type of vehicle may cause a larger than necessary vehicle to travel the route, and yet the option can be quite useful as a method for maintaining a desired driver to customer relationship. The program should have some -35 �u S P” 5 S ti ft fi fl IB 11 S method for directing the general path of delivery in order to take into account such restrictions and factors. The program should also include options for a number of parameters determined by the fleet operator or the route requirements. There are different types of vehicles with different capacities and different average vehicle speed. Consideration must be given to the earliest possible starting time and the latest possible finishing time or stated days, hours, and minutes for the entire fleet. No week will start before or end after specified times. These, of course, must also include considerations of meal time, rest breaks, or night breaks, overnight breaks, multiple day journeys, and so forth. A method for controlling overtime, and allotting work times equitably must be provided. The driver's time should be scheduled in such a way that it is as evenly distributed as possible, and such factors as adverse weather might cause a reduction in speed and hence a longer delivery time than calculated. The specifications of a load unit is quite difficult. Usually weight and volume are stated. As an example, a trailer loaded with steel plate might have only 10% of its usable space occupied, whereas a trailer loaded with cases of ping-pong balls might be jammed to the ceiling and not reach its load rating. If all were computed strictly on volume, the steel load might fit easily into an assigned vehicle, but would probably exceed the practical and the legal weight limit of the vehicle. On the other hand , a load computed just on weight may hopelessly exceed the available space in the vehicle. In those cases where an option such as this is not required for capacity considerations, it fulfills a number of other useful purposes. For example, one of the specifications per unit could be an average cost factor for load valuation, or a case count for control purposes. These problems indicate that there is a need for these particular options in a computer program to provide you with an economical scheduling of vehicles. i '0 1 -36- �r r c. School Bus Scheduling I B a B r s I g fi a 0 li fi i 1 j I ilf 1 tli by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia Pennsylvania As in the study of any system, the primary question should be "What should I now be doing?" Ycur answer should be "Decide to act now. The benefits of data processing must be analyzed, and in doing so, frequently benefits are realized which go far beyond the original purpose of the study. AH'areas of the operation should be reviewed. Perhaps some of them need not be automated. Frequently, a study for the purpose of providing info­ mation for automation may actually show that all that is needed is a revision for an upgrading of business procedures. The factors that contribute to the desire to convert any application to electronic data processing would be: (1) (2) (3) (4) (5} high volume repetitive transactions interrelated variables quick response fairly elaborate mathematical calculations And the normal benefits that we might expect should be: (1) (2) (3) (4) (5) (6) (7) time savings cost reduction greater accuracy better customer service better control extension of business base new information This information could be presented in the form of the sales analysis or cost analysis which would help management in the solution of the various problems that it meets. It could also be presented in the form of financial analysis or inventory management schedule, which would provide better control for the industry or business. -37- �i B a E fit s E & 9 fi 0 M I S I The primary requisite for setting up the parameters for a program and to assess the advantages of an electronic data processing schedule distribution or collection system would be a careful analysis of transportation costs. A study should be made of the number of vehicles used, the number of miles traveled, the route time, and of course, the cost of the transportation system. It is interesting to note that of the customer's dollar, 11£ goes for transportation, and 1£ for profit. Hence, an improvement in the transportation of approximately 10% would mean that the profit would be increased immensely. In the IBM system for vehicle scheduling, the program consists of two basis parts. These may be run either independently or in conjunction with each other. The first of these is network analysis and the second is scheduled production. Network analysis determines the distance and traveling time between each pair of potential delivery points. However, the resulting file is then reduced to contain only those sets of pairs that represent practical conbinations of deliveries. And the final output is sequenced so that the pair with the largest savings obtainable by placing both deliveries on the same vehicle is first. This file is referred to as the "savings file" and becomes input to the schedule production. The input to the network analysis portion of the program may be of several types. Two most common are called "true distances" and "coordinate" system seems to be the most desirable. It gives the cleanest and quickest answers to the solution of a routing system. However, there are a number of difficulties not immediately apparent. For one thing, the coordinate system yields only an approximate distance, whereas the "true distance" method will give an exact distance traveled and actual road distances between points, so that unique speeds can be specified for each link in the network if so desired. The "coordinate method"utilizes coordinates to define each location and assumes the existance of a grid, which is used as a basis for the distance calculations. A grid can be laid as an overlay on a map, and the grid inter­ sections used to determine the coordinates. Coordinates may also be used to describe barriers through which no path exists, such as a river in which no bridge in the immediate vicinity exists, or conjested areas in which a lower average speed should be used. While data gathering for the "coordinate’’ method is simpler, greater accuracy is obtained through the use of the "true distance" method. The "true distance" method, as the name implies, uses input consist­ ing of actual distances over known roads. The key words in this method are point, node, zone, and link, as we have previously defined them. In network analysis, the "true distance" method is oriented toward a relatively static geographic situation, where a high degree of accuracy is desirable. Location of existing customers and of potential future customers is necessary. This approach lends itself to situations where network analysis will be re-run infrequently. 38- �ST I b il n i g § E 5 S !i 0 9 'll 9 In order to reduce the size and complexity of a network, the area should be thought of as a series of nodes including when practical more than one customer and delivery point. Zones that are too large may lessen the efficiency of the network. Points together with the actual distances between the points are the basic input. As an option the individual speed for each link can also be stated. Thus a statement of time as well as distance for each link can be given for any degree of accuracy desired. Known bottle­ necks as well as posted speed limits can be indicated for consideration in the schedule produced. Alternatively, speed can be considered as an average for the network, and given as input in the schedule position. A map of sufficient detail must be used to locate all customers. If it is used in conjunction with other maps, it should be of compatible scale. Both actual and potential customers must be located on the map. In setting up a schedule, a number of points must be defined on the map. The network of several intersecting roads and linking roads can then be shown on the map. A node is an intersection or junction of roads, and a link is a section of road joining two other roads. A zone is a closeknit area in which the deliveries may be made and within which traveling distances is negligable. This may be a town, a portion of a city, a shopping center, and so on. The diagram shows that the links are the shortest connections between these nodes. A path is a combination of links, in order to go from one node to another. It is possible to insert many options into the scheduling program. Some of each were mentioned earlier - such as, the limited or specific calling times per stop, special time for individual calls, delayed pickups, expected delays. For instance, in school bussing, a crippled student might require more loading time than the average student requires. In the area of school bussing, the problems are somewhat complicated. The following is a statement of safety rules proposed by David H. Soule, Chief, School Bus Safety Division, National Highway Safety Bureau. He states that good routing is based on safety, efficiency, and economy. He therefore recommends the following rules: (1) Routes should begin at the periphery of the district or attendance area and follow the shortest and safest way to the school (2) Bad road conditions and heavy traffic should be avoided. (3) Routes should include as many dead head miles as possible, in other words, miles over which no loading or unloading of children is necessary. -39- J H �! S B 1r S S 3 s n s D 3 g o g a (4) Routes involving railroad crossings, narrow bridges, steep hills and so forth should be traversed with as small a load as possible. (5) Busses should make multiple trips, i.e. pick up children on one route, deliver them to school then run a second and maybe a third route. (6) The number of stops for loading and unloading should be minimized. (7) Routes should be equalized in terms of miles for the sake of even depreciation of the fleet and a regular pattern of replacements. (8) No two busses should go over the same road except when deadheading; this minimizes the chance for children to ride any bus that comes along, thereby overloading one while another bus runs nearly empty. (9) Pickups on four lane highways and other heavily traveled roads should be made on the resident's side of the road. (10) Expressways should be used for express routes and dead­ heading only. (11) Routes should avoid private roads, dead end roads, and trailer camps. (12) No state laws or Department of Education policies should be violated. (13) Under certain circumstances feeder units should be used, i.e. cars, station wagons, or small busses for transporting children over roads inaccessible to large busses. He further states that it is difficult for the transportation supervisor to adopt these practices without some sort of system that allows him to change routes in minutes instead of hours or days as is often the case. Under the manual approach, routes may become patched to the degree that they no longer satisfy the fundamentals of safety or economy. The manual routing system cannot absorb changes rapidly without sacrificing route balance, cannot control large numbers of vehicles and drivers while retaining enough flexibility to apply variable operating conditions down to the individual stop, road link, or vehicle level. As in the use by commercial houses for scheduling and routing of trucks, the school bussing counterpart can be set up in the same manner. For instance, a customer might be called a bus stop, a delivery would be a bus stop for unloading, a fleet would be a group of school bussing vehicles, order quantities might be anumber of students at a bus stop, an outlet might be a bus stop, and so on. The stop options would be similar, e.g. limited calling time per stop, traffic flow, one-way street restrictions, specified route direction, -40- fl �i: E E 8 B 8 3 : i S 1 9 or the arrival time of students to the bus stop. If used in the sense of having more than one start time, multiple schools may be scheduled on one computer run. Using this type of an option in the scheduling program, schools would control the types and sizes of vehicles assigned to their particular stops. Special vehicles might be assigned to handle mentally retarded or crippled children. Difficult access might require vehicles of special types or capacities as in the case of limited capacity bridges, troublesome road surface, or local travel restrictions. Considerations such as decreasing the number of children at a stop, might result in the using of fewer vehicles. For example, if the average number of children assigned per stop is 25, a bus with a capacity of 60 could make only two stops and would have ten empty seats. If the number per stop were reduced to ten, the bus could make six stops and would be fully loaded. Decreasing the average number of children per stop also reduces the likelihood of misbehavior and mishaps at the stop. This decrease means more stops, which means the fleet and the children are on the road for a longer period of time. Therefore, some kind of trade­ off would have to be made considering the total effects. The computer can work very quickly. The answer will come back rather rapidly, almost as soon as the programmer finishes inserting the data. The most economical route for delivering materials to the stops shown on the map can very easily be indicated. We see that the problem of school bussing can be made to operate on a system devised for other types of vehicle scheduling. As a matter of fact, IBM Corporation has come out with a school bus scheduling program which will take into consideration many of the requirements of the school people. Comparative costs have been reviewed with you. We hope that this Seminar has provided you with enough information so that you may now have some questions which you would like to have answered. M 3 B -41- fl �Terminal Code Originated Traffic Revenue Weight Shipper P Ship­ ment! 20 7196 SHEPARD ENGINEERING 3U2 3U2 6.08 6.08 2 2 05 7199 SHEPERO WARNER ELEV 217 217 6.29 6.29 1 1 02 03 OU 09 1U 17 19 21 7203 7203 7203 7203 7203 7203 7203 7203 SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN 2U833 UO 357.05 3.00 1OU0 1325 11036 1982 50 11 .,03 6.9U 16U.61 20.91 3.50 5U 2 1 2 2 7 16 1 WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS CO CO CO CO CO CO CO CO Connecting Line Traffic Revenue Weight 1012 130 U10 260 33U82 6.92 1.U1 3.12 . 2.3U 1U6.17 �c SHIPMENTS BY TRAFFIC LANE i DAILY REVENUE AND TONNAGE s E s s li NUMBER OF SHIPMENTS TOTAL LTL TERMINAL TO FROM PGH JER 297 280 PGH ELH 1*89 685 PGH PHL 695 688 PGH OCA 395 393 6 2 a a a 10/01 REVENUE LTL 3,933.56 TL 6,012.60 369,737 223,870 7,9U6.1U 669,026 390,792 58,236 6,293.17 5,693.07 856.10 1*99,81*0 356,828 93,012 7,920.06 6,806.86 1,113.22 21*5,789 211,608 36,181 5,27O.6U l*,678.23 592.1*1 COMPARISON OF TONNAGE BY MONTH AND YEAR I CUSTOMER BY TERMINAL CUSTOMER NAME I TOTAL 593,607 s 5 li li li I I date: WEIGHT LTL TOTAL TERM S'HAN ADERFOYLE BELMONT 02 Ob ACHESON 01SP ORANGE 02 16 ACHE SPINNING DELMONT 02 OU CURRENT SHIP 123 CURRENT MO TONNAGE PRIOR MO TONNAGE SAME MO PRIOR YR CURRENT YR PRIOR YR 128071 120883 175U55 1U5290U 1283261 213U013 12U0975 32669 71 290365 152673 123169 TRAFFIC DATA BY CONSIGNEES SALES ANALYSIS | I Shipper [xj Comlgnea Par led Ending 1Q/31 of Shipman** NAME AKO MPG. ABBOTT CO. ALLEN SCREW "tm» Period YTD 161 293 33 Lott YTD Wolght % Change 221 107 616 0 Th I, Period 16, 160 IO,<*2ti 36,117 Lotf YTD YTD 98,026 139,262 223,729 33,656 257,092 211,065 -43- Chcngo TN* Period 193 666 186.10 3,860.79 0,612.61 1,327.72 7,867.63 21,073.33 8U382 �TRAFFIC ANALYSIS BY SALESMEN SHIPPER ANALYSIS OY SALESMAN SALESMAN CODE 121 TM CUST 0 PERIOD ENDED ACCOUNT CITY 127 PIONEER INC ELIIAOETH 13 2.031 37.09 13 2,031 37.09 291/ 291 TERMINAL TOTAL 13 2.031 37.09 13 2,031 37.89 291/ 291 3k0 131 359 3U3 3U6 353 356 PITNEY DOWERS PUS MFG MORGAN OROS ABC INC CONNELLY CO PRICEHEN WAYNE I CO 260 2 1,173 92.9U9 291 17.90 J00.U6 0.30 263 1,173 92,9k9 291 17.90 000.Uft 8.30 597/ 692/ UIS/ 91.62 173.50 106.06 U 12 5. 133 36,602 3,932 12 3,133 36,602 3,^32 91.62 173.50 106.06 20k IkO,160 2,197.92 20k 171 102 120 FORRESTER JACK C JILL GORDEN INC 5 U6U 965.30 033.12 9.00 3 ISO 131,OUS 2,007.50 150 SHPS PER TON TRENTON h TERMINAL TOTAL a 1/10/66 WITH YEAR TO DATE ACCOUNT NAME NEWARK iS3 TERMINAL TOTAL PER REV YTO SHPS YTO TON 2 160,160 151,0*5 YTO REV REV PER SHIP YTO ENTR 2291/ 2291 5706/ 5786 08k/ 80b 77k/ 2,197.92 77k 965.30 ,033.12 9.00 2355/ 2355 975/ 975 300/ 300 2,007.30 1330/ 1338 s PROFIT BY CUSTOMERS I B SHIPPER REPORT ACTUAL REVENUE MINIMUM STO REVENUE ORIGIN STATE TRIPS FINDLAY OH U 23.6U1 230.76 223.6U 6.7X • TOLEDO OH 3 19,000 109.00 113.60 66.UX • FINDLAY OH 115,650 3,857.03 2,862.72 3U.0X o SHIPPER NAME ORIGIN CITY ABC COE EFG GALLONS & PROF �FREIGHT BILL, STAPLE HERE INITIALS - DATE • ORlG. TERM. Location COMMOD. hi PRO. NO. 'i SHIPPER S NO. o 2 Q DESCRIPTION NO. PCS. WEIGHT RATE CHARGES •MUSHROOM­ KEYSTONE P. O. BOX 95S1 PHILADELPHIA, PA. 19)24 z > T1 rn 0 I 2 UNIT # ORIGIN CARRIER PRO. NO. DR. CR. DELIVERING CARRIER DR. CR. RECEIVED IN GOOD CONDITION DELIVERED ST 11__ l_L2 DATE____ ______ COMPANY LOEB name LL-B RECEIVER NAME 0_—5 ___ DATE LBB5 SEBi’ m t �DAILY REPORT OF FLOW AND FREIGHT MIX I. £ DAILY REVENUE AND TONNAGE REPORT o TERMINAL o o FROM TO 297 U09 PHL OCA U95 395 PGH PGH TOTAL TOTAL PGM JER PGH ELM 280 UO'j U88 393 593,607 UU0,026 U99,BbO 2U5.789 |7 h 7 2 TOTAL LTL *69,73/ 390,792 356,828 211,600 223,8/0 58,23b 93,012 3b,101 10/01/ _____ DATE REVENUE LTL WEIGHT NUMBER OF SHIPMENTS 7,9h6.1U 6,293. 17 7,920.06 5,270.6b T* 3,953.5li 5.U39.07 6,806.8b 11,678.23 ____________ TL 11,012.60 85b. 10 1, I 13.22 592.U 1 DAILY FREIGHT REGISTER FLOW 5 I Daily Revenue Card? 5 Blank I Cards (Daily Revenue & (Tonnage Report I Daily I Freight Register 360/20 i .J ] J i i Duplicole Doily Interline Daily Revenue Payable Cards Cords Revenue Cards I V V /To Be Used /For Statistic! /and Sales j Analysis / I /interline /Receivable f Payable Processing I p /Hold Fo7 /Hold For /Account! Processing O o o �I. 1 B DAILY REVENUE EDIT FLOW Freight Bills B K i V /Apply Comm t \Cu$>omer Codci^ dcy S' s ( If I I I ( ( f Pro NR Assignment Masters t V Daily Revenue Cords G Oriiigin Terminal Pro ,* 360/20 1 I Balance Edit and Correct it it 1 - 179 �& Li.- INVOICE L FOR PROPER CREDIT Please make your check payable to: ©©., DM©. r.!JG.9SMK©©[?J3 B P. O. BOX 9551 • PHILADELPHIA, PA. 19124 PARENT CORP. OF KEYSTONE EXPRESS A STORAGE CO., INC. STATEMENT DATE MO. YR. DAY i i I i i i i i i DETACH & RETURN STUB WITH CHECK TO: MO. DAY YR. I l •i I i i i i i I. I i i i ii I PRO DATE I I •I I I I I . . I I I I I I I I . I I I I I I I I I I I I I I I I I PRO NUMBER INTERLINE PRO NO. AMOUNT i i i i i i i i i i i i i i i r i i i i i I TO COMPLY WITH I. C. C. REGULATIONS. PAYMENT SHOULD BE MAILED WITHIN 7 DAYS PAY LAST AMOUNT SHOWN ’ -48- I " P. O. BOX 9551 PHILADELPHIA, PA. 19124 PRO NUMBER i i i i i i i i i i i i i i i I i i i i i i i i i i i i i i i i i i i i i i i i i i i MUSHROOM TRANSPORTATION CO. I I i i I ) i l AMOUNT I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I ) BO^DETAGHiHERl^wm < �ROAD DRIVERS WEEKLY PAY SUMMARY ROAD DRIVERS" WEEKLY PAY SUMMARY jj (s~how no. ofTirs. in time columns) THROUGH RUNS Trac. Trip. late Front: No. No. To Week Ending Local No. —I. B. M. Code NAME To T rlr. No. Mile-, age NYS ivfilec JEXPENSE ITEMS I P/U TeL Time Tire Bkdn Hook Waitg. Lay-1'||Layover Chgs. Trip Mice over Time Time Time Up Time Time!.14 hrs. 16 hrs Exp. Ekp. 1 TOTALS PAY SUMMARY; Mileage mile a @ P/U or Del’y. hrs. Tire Time hrs, breakdown Time hrc.' @ look Up Timo hrs. © ’7afting Time hro. © .ayover Time hrs. © ioliday Pay ' slip attached) hra. =$ © III | EXPENSE ITEMS: ? (to be paid from G. O. ) Trip Expense $ d \ . j Layover Chgs; —i 14th hour ’■ _____ ' 16th hour __ ___ _ —Miscellaneous: ' TIRE TIME J Changed By: '_____ ____________ (driver) (outside garage) If Outside Garage: . ' (name) REMARKS ——(explain & |! att. receipt) ii Total Exp. "~jif any cash is disbursed at term. , explain in ’remarks DEDUCTIONS •’ s -------( FICA W/H Tax LocaLState ContriTax [ Tax ibutims Hosp. Bonds ’his Report Prepared By: (signature) ■ GROSS i PAY NET PAY --- $ ITC 201 (5/C71 'S-J; i i II (Check one) , Union Dues �RETAILING a. Introduction by Betty L. Jahr Instructor in Mathematics and Computer Science Wilkes College The computer seminar on retailing will deal with such problems as merchandise control (unit control and dollar classification control), accounts receivable, accounts payable, sales audit, and other pertinent problems. This particular seminar should be of interest to any of the reasonably large retailing operations in the area, including department stores, speciality shops, and furniture stores, to mention just a few. The most important objective of data processing is to provide customers with the merchandise they wish to purchase. For the retail shop owner or the department store, the two problems that flow from giving the customer what he wants are choosing the merchandise and maintaining a balanced stock. System Advantages are too numerous to mention, among them are the following: 1. 7. Through simulation - determine the effects of alternate management policies Advanced forecasting - allow for trends, seasonal fluctuations, etc. Automatic signaling and correction to significant variations of item's sales patterns Constant monitoring of stock level, inventory investment and sales Creation of store performance reports for each department and location Maintain inventory in proper balance in response to management policy Proper vendor lead time control 8. On-order control 2. 3. 4. 5. 6. -50- �I ui* I RETAILING a a. Introduction by Betty L. Jahr Instructor in Mathematics and Computer Science Wilkes College S a s s The computer seminar on retailing will deal with such problems as merchandise control (unit control and dollar classification control), accounts receivable, accounts payable, sales audit, and other pertinent problems. This particular seminar should be of interest to any of the reasonably large retailing operations in the area, including department stores, speciality shops, and furniture stores, to mention just a few. The most important objective of data processing is to provide customers with the merchandise they wish to purchase. For the retail shop owner or the department store, the two problems that flow from giving the customer what he wants are choosing the merchandise and maintaining a balanced stock. I II I1 I Il II II I System Advantages are too numerous to mention, among them are the following: 1. 7. Through simulation - determine the effects of alternate management policies Advanced forecasting - allow for trends, seasonal fluctuations, etc. Automatic signaling and correction to significant variations of item's sales patterns Constant monitoring of stock level, inventory investment and sales Creation of store performance reports for each department and location Maintain inventory in proper balance in response to management policy Proper vendor lead time control 8. On-order control 2. 3. 4. 5. 6. ill -50- 1 �! S a a a a S i I i l II i ■ The techniques of simulation, by which the effects of possible alternatives are indicated to management, and forecasting, by which future sales, (including safety stock) can be estimated, are available to progressive department store management. From this short introduction, let us now hear from Mr. Ferguson. �I. a a I. I a 3 i a i i i i i 1 a 8 I b. Retailing by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia. Pennsylvania Let me describe a modern store which has developed a highly effective system using punched card data processing equipment. All information entering the system is checked and balanced. The system provides historical data as a means of comparing store performance from year to year. The emphasis in the system is on control. Sophisticated equipment was used in accounts receivable, dollar inventory control, sales analysis, payroll, and accounts payable. By careful planning and efficient operation of the system, an economical and effective approach can be developed for information and control. Merchandise reports and records are used by retail management to maintain balanced stocks, improve turnover of profitable items and decrease the necessity to mark down merchandise. These general but vital objectives are being accomplished through the use of Data Processing showing activity in detail and supplying (1) historical records for the buyer; (2) broader classification and price line reports for the merchandise manager as well as the buyer; and (3) "open to buy" statistics for the buyer, merchandise manager and controller. All of this information is originally obtained from the same basic source, the price ticket. A system of Merchandise Control using the Ticket Converter can be used. The Punched Price Ticket is designed to serve two basic purposes: (1) it fulfills all the normal functions of a price ticket; and (2) it contains information, in the form of punched holes, which enables the ticket itself to be a source of information. This ticket may be pre­ pared with from 2 to 6 stubs, depending upon the requirements of the individual store or department. A single stub, when processed through the Ticket Converter, produces a punched card which contains all of the information stored in the price ticket, plus whatever additional information of a fixed nature is desired. This conversion from ticket to card is accomplished at a rate of 6, 000 cards per hour, completely punched and verified. Some of the outstanding features of this method are: 1. Preparation of punched price tickets is accomplished -52- �in the same manner as preparation of conventional price tickets. 2. Unit stock records can now be mechanically posted, giving the buyer an up-to-date , accurate historical record. 3. Merchandise reports for the various levels of management can be prepared from the same cards which prepare the buyer's records. These reports can be specific or general in nature as desired, and can be scheduled to be received when they are most meaningful. 4. Merchandising decisions based upon more complete and timely merchandise information will enable stores to operate more profitably. 5. Merchandise control through IBM punched cards can be installed in logical steps over a projected period. In this way, training and experience can be obtained and investments made in equipment only as required. The Print Punch Marking Machine is a dial-set punch marking machine operated with the same ease and speed that has been offered in the marking equipment prior to the adding of punched holes. Naturally, the procedure to be adopted will depend on the scope of the merchandise control job to be performed and the setting of the machine. Assume that a two-part price ticket is to be hung on the garment when it is displayed on the selling floor. When incoming merchandise has been checked in and received at the marking room, a three-part Dennison ticket is prepared. The three-part salescheck used by Hamburgers contains the basic information required by the data processing operation. The original or first copy is for processing, the second part is the customer's receipt, and the third part is retained by the salesman or used for C.O.D. shipments. Salescheck processing provide information to four areas: 1. 2. 3. Unit sales reporting Comparative sales reporting and dollar inventory control Accounts receivable Payroll -53- �I 1. s LI. £ I 1 i I 1 1 i I S I Unit Sales Reporting Each salesperson turns in a tally sheet listing all sales, and the original copy of each completed salescheck. These original copies are reviewed and arranged in sequence by salesperson number. The original copy of the salescheck is used as a source document to punch a salescard for each item sold, and a card for the tax and total amount of the sales­ check. The individual salescards for each item sold are used to prepare the daily Sales Report and filed for the preparation of the Sales and Inventory Report. Customer returns can be handled in several different ways. Where a two-part price ticket is displayed, returned merchandise is re-marked before being displayed for resale. The tally sheets turned in by the sales people are used to prepare a handwritten sales-by-employee flash report within each department. This report includes the date, department, salesperson number and name, and the number and dollar value of sales. At the time the price ticket is attached to the item, a third stub is detached and sent to the data processing department. These tickets are processed through a Ticket Converter and stock record cards are produced bearing a transaction code indicating a receipt. A daily Receipts Register is prepared and used for a daily Sales Report. The stock record cards are then filed to be used in preparing the weekly Sales and Inventory Report. The Stock Record Card and the Weekly Sales and Inventory Report indicate two methods of showing sales and inventory. The preparation of either necessitates combining all sales, inventory, on order, last summary, and miscellanious transaction cards. In the case of the Stock Record Card, a single summary card can be prepared for each style, color, class, etc. of an item. It is merged ahead of the corresponding Stock Record card and posted on the line representing the week being posted. It is apparent that in certain cases some items will not have activity in any given week. This inactivity will be reflected by a blank line, which is very significant to the buyer and will stand out by being blank. To prepare a Sales and Inventory Report, it is necessary to punch cards for orders placed and also for miscellaneous transactions such s I I -54- �as transfers, returns to vendors, order cancellations, etc. Where a Sales and Inventory Report is prepared all activity cards are sorted to­ gether with the last period's sales figures. Special reports, such as the Buyer's Guide, are prepared periodically or upon request from either summary cards or combines summary and detail cards. The preliminary audit of the sales information ensures that: .Line cards, one for each item on the salescheck, equal the total card for the entire salescheck. . Flash reports of sales by salesperson within each department equal the total salescheck amount for each salesperson. . Commission cards equal the line and total cards. This processing checks the addition on each salescheck, verifies the punching, and provides an audit trail in addition to control totals for subsequent operations. The line cards are separated from the total cards, and are used for sales analysis and to provide price and class information. cards. The final control report is generated from the salescheck total The report contains totals, by store, for: . Parcel post charges • Alteration charges . Price adjustment .Sales tax .Employee discounts . Total charges .Charge credits . Cash . Cash credits . C.O.D. . C. O. D. credits The control totals on cash, charge, and C.O.D. transactions are further substantiated by detail listings. In addition, cash register tapes are collected, the totals punched into cards, and the totals are balanced to those on the final control report. The final balanced control figures are referred to in accounts receivable, sales analysis, and payroll processing. -55- �hi - _ / 2. Comparative Sales and Inventory St B This daily report consists of two parts. The first is a month-todate report of sales by department arranged in class sequence within the department. The second shows the change in sales between the date of the report and the equivalent date last year for comparison. Both are strategically important for inventory control. The monthly unit sales report can provide unit sales information by class and price. It shows sales within each store for each merchandise class. Each class is shown in various dollar categories based on the needs of the buyer. The dollar value inventory report is prepared from the month-todate file and the year-to-date file. This report can include: . Inventory at retail . Cost of goods on hand . Transfers in .Sales year-to-date . Discounts and markdowns The report can be prepared in three ways: j . By class with each store . By store within each class . By class within all stores 1 -56- �3. Accounts Receivable Credit account activity (charges, credits, and payments) are processed with close attention to the totals on the control report. Charges and credits are manually inserted in the combined name and address file. The account number is then punched into the activity cards. The Sorter is used to separate the budget and regular account name and address cards and the charge account activity cards. Cards reflecting charges and credits are merged with the cash payment cards and the balance-forward cards for regular 30-day accounts. This combined file is matched against the name and address file for regular accounts. Matching activity, name and address, and balance­ forward cards are held for regular account processing. The unmatched activity and balance-forward cards are matched against the budget account name and address cards in a similar fashion. As a result, all charges, payments, credits, and balance-forward cards are separated into two groups, budget and regular accounts, which are processed separately. Any unmatched activity or balance-forward card is separated from the file by a Collator, and is quickly checked, investigated and corrected. The aged trial balance format is a comprehensive presentation of customer accounts that can be used in many ways: • Accounts in arrears are immediately identifiable. .Account activity - payments, charges, credits - are detailed. . Zero balance accounts are included as credit references. . Payment can be manually posted daily, with adjustments to totals balancing to daily deposits. .Telephone inquires pertaining to account numbers, payments, and the correct balancing to be easily answered. . Budget and regular 30-day accounts are identifiable by codes. Payment processing may involve a multi-column card and a stub. The customer may be requested to retain the stub and return the statement with his payment, The statement cards are reproduced into cards with the amount paid, which are balanced to the cash register tape prepared by the accounts receivable clerk handling payments and then used to update the balance­ forward cards. -57- �I ■ I 1 Payroll Processing (1 [i a s Many different compensation plans can be handled in payroll processing: .Salary • Salary and commission . Commission . Hourly . Hourly and commission . Commission with draw, including arrearages .Extra commission Four basic cards are used for each employee: 1. s Payroll master card, containing employee name and number, method of compensation, rate, Social Security number, and other basic information. 2. Current earnings card, prepared from time sheets and/or commission reports i 3. Deductions card 4. Year-to-date card I I 1 I The payroll register is prepared using all four cards. At the same time, a new year-to-date card is punched. After the payroll register is reviewed, the pay vouchers or checks are prepared using the payroll master, current earnings, and deductions cards. Although the frequency and content of reports vary with organizations and individuals, the versatility of punched cards provides a tailor-made set of reports and records for each company. The proceeding illustrations cover some of the basic requiremtnts and are shown to suggest what types of reports can be prepared. Daily sales reports show customer buying trends and changes in consumer demand. Stern analysis can easily be added as can unit and dollar analysis of returns. Such a report might well I (I -58- 1 �be prepared weekly or semi-weekly should an individual store’s requirements so dictate. We are now ready to go into specific questions as they relate to your particular business. After lunch we will continue the question and answer period on retailing and General Business applications of data processing. -59- �SORT FOR SALES REPORT j/New Prod Master ''Prod Details) ] did Produc it""* Master Card Code Sort Destroy / Old Prod. | Master To File #4 Step Product Details New Prod Master Sort Sort in Seq by Cust No., By Whse loc. Cust N & A / Colla- l N & A tor ^Product: Det' iils f Cust Whse. Picking, picket Cust Invoice co­ I N &A To A/R File Acctg. Mach >umrn ,a\pi’unch 'Accounts Receivable Sort Separate Cards ''Product Details Cust. N & A Acctg Mach Weekly Sales Analysis �5 i i I 1 i i il a ii ii i �DAILY COMPARATIVE SALES REPORT o o o o o I COMPARATIVE SALES REPORT ?•■ DOWNTOWN o o o o o i 8 (ICIOTKnETOWN WKATVIBW . YOHX IWAO KAOTPOINT .. :wis™ •i ....... k- .. ■c<- . • •HOC STORE - ■ ,l. C O DATE__________ • - •________ M O N T H - TO - DATL WR TdTAU V s -;6j. ' .; - ;i,c. O ■ 2£ ■ I ... *”■ - O i oo -Jjr-. --r - ■ r*L‘.- ' ;■ O O O IJ O Month-to-date file one card indicating the 7" total number of items of this price and class Equivalent historical sold this month file from last year o c i J o o o o J O o Daily sales summary cards I Combine the two tiles 82 i ll Daily comparative sales report 403 514 V Last year's cards are destroyed New month-lo-date file II To be combined with the next day's sales II II 1 __ o o / ■' -i i o o o o -62- J �I MANAGEMENT INFORMATION SYSTEM DAILY SALES REPORT MERCHANDISE MANAGERS THURSDAY JULY 18 DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN OCCASIONAL FURNITURE BEDDING RUGS TOTAL FURNITURE WEEK TO DATE TODAY DOLLARS DEPARTMENT %1 28 36 • +6.7% + 1.2% +%.!% + 3.9% + 6.9% *3.2% 2%7 + 5.%% *5.7% I DAILY SALES REPORT I STORE MANAGERS I THURSDAY JULY 18 STORE - DOWNTOWN SERVICE SUPERINTENDENT HENS.CLOTHING GIRLS WEAR LADIES ACCESSORIES TOTAL STORE • DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN WEEK TO DATE DOLLARS TODAY %7 29 36 - 8.9% *12.1% * 3.7% -6.1% *8.1% -9.2% 5,67% * 3.7% -8.9% -63- �MANAGEMENT INFORMATION SYSTEM DAILY SALES REPORT - UNAUDITED OPERATING BOARD THURSDAY JULY STORE 18 DOLLARS IN THOUSANDS 19— TODAY 567 137 86 +3.7% +6.9% -9.8% -8.9% +2.9% -2.7% ■fl. 8%. -6.3% EASTWOOD SOUTH GATE NORTHWOOD 2,697 COMPANY VARIANCE FROM PLAN WEEK TO DATE POLLARS MERCHANDISE CATEGORY GROUP DOLLARS HARDGOODS SOFTGOODS BUDGET STORE 1,010 1,350 287 • TODAY +0.9% -2.7% + 5.9% VARIANCE FROM PLAN WEEK TO DATE -2.1% -9.5% +0.8% DAILY SALES REPORT GENERAL MERCHANDISE MANAGERS THURSDAY GROUP FURNITURE FOOD HOUSEWARES TOYS JULY 18 DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN WEEK TO DATE DOLLARS TODAY 297 . 38 27 36 + 5.9% -6.8% + 5.1% -8.1% + 6'. 7% -9.8% +6.7% -10.1% + 0.9% -2.1% TOTAL HARDGOODS 1,010 -64- �1 g' 1 £j 1 BUYERS GUIDE i H 1 i 8 1 DEPT. CLASS UNITS i i i i i i i i i s I i ii 8 8 II i 03 2 2 2 a a 0 a a a a a a a a 1 1 1 2 2 2 3 7[9 8|0 919 2 9 5 jO 9|9 510 5 0 5 5 0 5 0 39 9§ 40 0 8 49 90 §990 6990 17 9 0 2 2 2 3 3 2 6 9 6 9 90 00 96 00 96 46 0 49 0 0 919 fl 9 9 7 9 9 0 9 9 9 919 1 1 9'9 0 0 8 8 S 8 5 8 7 3 1 a DOLLARS 0 0 a 9 1 3 6 4 8 0 4 1 9 908 S94316 13 4 13 10 43000 17 970 18 6 96» 0 0 0 5 10 0 0 0 1 § 9§ X 4 915 els o!o 8|5 I 16 900 a i? 1 Q 6 8 5 6 ■ □next month last tear SALES!’ 'CJnEXT SEASON LAST YEAR ON HAND ON ORDER PRICE 67 9 1 6 50950 04040 0 3 9 30 I I I I I 3 6 S 017 0 I I I I 1 -65- UNITS 1 1 2 1 2 0 4 3 8 7 10 0 § 18 9 . 1 0 4$ X,'1 73 19 4 a 5 7 8 7 1 1 1 1 7 3>i« DOLLARS 1 2 4 4 6 1 3 7 5 5 1 7 4 9 5 2 0 8 8 3,1 5|O 717 0 0 5 0 0 5 §0008 70 08 4 9 9 0-8 ihr 6S 9§§ §02490 6 0 0§ 40900 6 6 906 14000 7 9 90 0 8 6 0 0 34968 3 9 9 7 8 4 0 9lfi 5 1 919 5 0 9l9 5 9 9>9 5 1 1 9l9 S 3 0 3 6<6 5 I UNITS 7 35 1 3 34 27 d 3 DOLLARS* 1 2 5’16 I 6 9 8*2 2 9 8*3 8 5 0 0 5 5 5 0 IS! I ‘II § 9 940 119 98 147$ 4 1 2 9 9:§ 3 §2 1 2 S 3 § 3 g § 142290 30 0 00 5 9 90 35 0 0 6 5 9 30 3 16 0 0 44 9 8 6 3 9 9 3 8 0 9j« 8 a 1 7 9j9 0 1 7 9 1 1 4 1 1 6« I 3« 45*2 0 I I I �!51 F I i I PREPARATION OF AGED TRIAL BALANCE i i i J j I s _____ O t><^J..MMKtJ^to..i.-:>.l.l O .............. ---------- — ■■ O w rtcpUNj.fral.^gjl -i-.CMH ■i,|-:,qu!Oii^|.-ij:<e1)i.S . |l|^!^|-^l^j^.^|i| , ■ ; T::2, -S? o .......... o 7; *5?-y “t£p "K’S;* o o o o _________________________ _______ o . -iij o o «• tesetsis; --^ti o wfeiw WWiW * iisr-ji Sfi# :is?-x r �i’ ACCOUNTS RECEIVABLE -- INITIAL PROCESSING R- 1 | B B li 1 Charge account activity manually Inserted in N and A hie the combined name and addiess fife is also used for a mailing list. N and A file 514 The file is separated using the Sorter @ BudgetN end A 82 The account number is gangpunched from the name and address cards to the activity cards. Regular N and A Charge acct, activity Cash payments 1 Balance-forward cards lor regular accts. fl 5 Unmatched activity Regular N and A cards Regular acct. ' activity Budget N and A cards Unmatched activity to be investigated Budget acct, activity -67- �ACCOUNTS r-.. BIUMH® .eciuHl ■■ just laying B.. ease pur bill \ om 1 ■ Hamburgers Statement cards with punched acct. no. and type. V Statements merjed with media aid dun notices Statements SS Balance-forward Cards in arrears Balance-forward cards not in arrearn -68- Mailed to customers Prepare dun notices �PREPARATION OF STATEMENTS FOR BUDGET ACCOUNTS i here is tour r bill from \Aawtur^s i ....... CH»HLCS CtHTt* \ 2140* BILLING DATE i I ACCOUNT NUMBER i 1 \ i -J -I \i IL CUCDItS payments srSsrtJ KEEPthU ■or PLEASE rETURNJ!!!! Budget account activity and balance-forward cards 1 If B i a a a ■i. 1 I I New balance-forward cards are summary-punched and control-totals checked Control totals New balance­ forward cards I ------------Budget acct, name and address cards 602 Service charges calculated Merge name and address cards with balance-forward cards Statement cards printed using bill feed feature Sorter used to separate N and A and BF cards Balance-forward cards w 514 i Balance-forward cards N 4.<d A cads 1 Held for aged trial balance -69- Statements merged with media and dun notices, microfilmed, and mailed Io customer “ Printed statements with account number and type punched from the balance­ forward cards ♦ 85 - �ENGINEERING a. Introduction by Cromwell E. Thomas Assistant Professor in Engineering Wilkes College To many engineers practicing in industry the high speed digital computer is an unknown quantity. Just a few years ago an engineer's chances of having an introduction to computing while in college were slim indeed. I u i 1 J J I II II Today virtually all the major engineering schools in this country have access to digital computers. Within the next five years the engineer who graduates without an introductory course in the use of computers will be the exception. The growth in the use of the digital computer has been tremendous. The first large scale digital computers appeared in the early 1950's as an outgrowth of interest generated through the use of punched card calculators such as the IBM Card Programmes Calculator. Over 4, 000 digital computers were installed in I960, varying from small engineering machines to very large commercial and scientific data processing systems. Like all technological developments, the digital computer has its historical antecedents. Computing itself is one of the oldest human activities, required by all civilizations for the conduct of business and the development of sciences. The oldest surviving written document is a set of business records maintained by a Sumerian of Mesopotamia 5, 000 years ago. The development of computing methods was painfully slow. Perhaps this was due in part to the unfortunate choice of symbols (e. g. , Roman numerals) and of number bases (e.g. , the Babylonian choice of the base 60. ) Gradually the Arabic symbols and the base 10 won out as modes of computation. Perhaps, too, this slow march forward in computing methods was due to the fact that they were not greatly needed, for certainly the first big breakthrough occurred when the science of astronomy faced tremendous II a I -70- �■Mw / computing effort in its advance. Computer programming is a difficult and exacting profession, made more difficult by the fact that there are dozens of different computers, each with its own language. A programmer who thoroughly understands his computer has difficulty in communicating with a different computer until he learns the language peculiar to the Computor. COBAL (Common Business Oriented Language) is a language system developed, as a joint effort, to bridge the gap between an English-like programming language and the machine language of a Computer. Although COBAL claims to be a type of "universal" programming language, it still leaves something to be desired. If it is poorly used it can lead to disastor and could prove to be much more costly than programs developed in more conventional ways. On the other hand, when properly used, it can be an extremely powerful tool. A careful system analysis must be made before attempting to write a program. Frequently much study is required before a competent program is arrived at since any program may be written several different ways to arrive at a single solution. If we are talking about programs that provide numerical answers to numerical problems we turn to such languages as Fortran (Formula Translation) or Algal (Algartlhmic Language) and a number of other recently developed languages which all the engineers use to communicate directly with the computor. From these few comments may I present Mr. Howard Furgeson, who will speak on the language of the computer for the engineer. 1 I 9 9 1 a 1 -71- �b. Engineering by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia, Pennsylvania The language of the computer is a binary language made up of ones and zeros, that is all the computer understands. Data is represented through the magnetizing of various cores within the memory of the computer. It is very difficult for a programmer to work with this type of a language, and a programmer is a very important person within a data processing system. He is the guy who tells the machine exactly what is to be done. The language that these people use are of two types, two general categories. Computer oriented languages and problem oriented languages. Computer oriented language is one that is developed by the manufacturer for his particular equip­ ment. You have to know his equipment and then you have to know his language to use it. Today manufacturers are coming out with problem oriented languages, languages that are not tied specifically to any piece of hardware. The two types that are most widely used are COBAL and FORTRAN. COBAL is a language that is used in commercial application, it stands for Common Business Oriented Language. It is a language which enables you to set up an equation such as amount plus tax equals Total (Amt. + Tax = Total) in an English-like program structure. The computer will understand and there will be a program the manufacturer will normally supply which will take this Eng­ lish language and translate it into the actual machine language for processing by the computer. 9 9 l FORTRAN is not the natural language of a computer, nor is it the natural language of the engineer. Rather, it is a compromise between the two. To satisfy the computer, it uses symbols that the computer can under­ stand and requires that the rules for their use be closely followed. To satisfy the engineer, it eliminates as many of the detailed computer control operations as possible from the job of writing programs and uses a problem statement format close to that of the mathematical equation. The engineer describes his problem in the FORTRAN language: what he writes is translated into the natural machine language of the computer to be used in obtaining the solution. The translation is accomplished by the computer itself with the aid of a program called the FORTRAN Processor. The resulting machine-language program is then ready to be used to obtain the solution. How does this affect the engineer ? -72- �The use of computers in the field of engineering analysis has experienced tremendous growth in the last decade. The advent of the electronic computer has created a new approach to the solution of engineering problems. The costly "build and try" method is now often replaced by "construct mathematical model and simulate. " For the engineer, in some respects this represents a return to the textbook. He must describe the physical problem by means of a mathematical model. Then the computer can operate on the model and describe the operating results for many sets of operating conditions. Many articles have been printed in professional publications on the solution of difficult engineering problems by the use of electronic computers, and yet a lack of knowledge and experience prevents the full use of the computer as an engineering tool. The average engineer is simply not aware of what a computer can do for him and expects either too little or too much from this mechanism. It is highly desirable, therefore, that every engineer understand how problems can be described for handling by electronic computers. It is convenient to think of computing problems as falling into cneof two classes: 1. 2. Straightforward computations Iterative problems Straightforward computations are those which have in the past been handled by slide rule or paper and pencil. They also include those for which the technique of solution, while known, has required too much computation to tackle. Iterative problems comprise a large area, mostly unexplored, explain this, the question should be asked, "What is the function of the engineer today?" To The engineer is a person who builds physical systems to do particular jobs. If a particular construction does not work, modifications are made until it does work. These modifications are often the result of vague ideas. Engineering is done largely by trial and error. A very obvious conclusion which one reaches in talking with engineers -73- �is that they employ a minimum of their textbook analysis techniques. Mathematical approaches soon pick up dust on the engineer's worktable. Why’ One reason is that real life simply does not fit the pat equations of the text­ books. Often the basic difference is that in a textbook it always seems possible to apply mathematical techniques and arrive at solutions of the kind x = f(y, z) where the value of the variable of interest can be determined simply by plugging in known values for y and z on the right-hand side. However, in real-life engineering, often the problem becomes stated as X i (x,y, z) where x is on both sides of the equation, x cannot be solved for explicitly; that is, there is not enough information to remove x from the right-hand side. The problem is too complex. This problem can usually be handled mathematically by estimating the value of x, testing the estimate, and, if it is wrong, making a better estimate. Essentially, numerical analysis (in computer mathematics) is the science of making progressively better estimates. To estimate repeatedly is to "iterate. This iterative idea is the heart of the computet approach, whether for the simplest earn problem requiring algebra, or for the most complex nuclear problem involving sets of differential equations. I I would like to take a few moments today to go into the FORTRAN language and show you the simplicity of this particular language. In FORTRAN there are symbols that are used to perform the arithmetic functions. Multiplication is represented by an asterisk. Addition and subtraction are represented by the plus and the minus signs and division is represented by the slash sign. To raise to an exponential is represented by two asterisks consecutively on a base. So what happens, a programmer would sit down to determine his desired result. He knows what his input is and now he writes a path or the number of the steps that must be performed to translate that input data into the desired results. He will use these various operators and combine them into various statements and record them on a programmer's coding sheet or, as you will see today, actually type them on a typewriter and have them feed directly into a computer. Arithmetic expressions are used in a computer, and in the FORTRAN language we use the symbol, (=) the equal sign, to show the placement of something rather than that, something is I fl II -74- �equal to something else. For example, we may say that A is equal to B plus C. What this means is that the quantity B plus C will replace the value of A, giving A a new value and the new value is then available for processing in the various runs. We can also use letters to represent various elements that are being processed. Of course each of these letters must be defined within the program so that we can come up with the proper results. Let me just show you some various types of processing. Here is an arithmetic statement and we can even say that X equals an expression. Now what does that expression mean? A times B divided by C and then raised to the power of D ? Well the computer will examine that expression and compute it based upon a hierarchy of these various symbols. A parenthesis can also be used within an expression to clarify the meaning of the expression. Because the printer and typewriter on a computer print only in upper-case letters, have a limited number of different characters, and are incapable of properly showing exponents and subscripts, FORTRAN statements at first appear somewhat confusing. An example of an arithmetic statement as it would appear on a FORTRAN coding sheet is: ROOT ( -B+SQRTF(B**2-4. *A*C))/(2. *A) Translated, this says: The quantity to be known as root is equal to - that is, can be determined by-evaluating -B* B2 - 4AC 2A where A, B, C are given values stored within the computer. Arithmetic statements look like simply statements of equality. The right side of all arithmetic statements is an expression which may involve parentheses, operation symbols, constants, variables, and functions, combined in accordance with a set of rules much like that of ordinary algebra. The symbols + and - are employed in the usual way for addition and subtraction. The symbol * is used for multiplication, and the symbol / is used for division. The fifth basic operation, exponentiation is represented by the symbol **. A**B is used to represent A to the exponent B (that is, A®). -75- �The FORTRAN arithmetic expression A**B*C + D**E/F - G will be interpreted to mean E B, A C i + D -G F That is, if parentheses are not used to specify the order of operations, the order is assumed to be: 1. 2. 3. exponentiation multiplication and division addition and subtraction Parenthese are employed in the usual way to specify order. F or example (A(B + C))D I is written in FORTRAN as (A*(B +C)J **D. I notation. I fl fl There are just three exceptions to the ordinary rules of mathematical These are: 1. In ordinary notation AB means A-B or A times B. However, AB never means A*B in FORTRAN. The multiplication symbol cannot be omitted. 2. In ordinary usage, expressions like A/B- C and A/TS/C are considered ambiguous. However, such expressions are allowed in FORTRAN and are interpreted as follows: A/B*C means (A/B)*C A*B/C means (A*B)/C A/B/C means (A/B)/C a 8 II Thus for example, A/B/C*D*E/F means ((((A/B)/C)*D)*E)/F. That is, the order of operations is simply taken from left to right, in the same way that A+B-C+D-E means (((A + B) -C) + D) - E [I -76- II �Bc 3. The expression A43 is often considered meaningful. However, the corresponding expression using FORTRAN notation, A**B**C_. is not allowed in the FORTRAN language. It should be written as (A**B)**C if BC(A®)^ is meant, or as A**(B**C) if A(B< ^) is meant. Besides the ability to indicate constants ( like 3. 57 and 2. ) simple variables ( like A and ROOT ), and operations ( like - and* ), it is also possible to use functions. In the previous example, SQRTF ( ) indicates the square root of the expression in parentheses. Since the number of possible functions is very large, each com­ puting center will have its own list of available functions, with information about their use. Functions given in this list must be referred to exactly as indicated. For example, -A*B/I + H or A*(B/I) + H I I i i i i n Therefore, if this expression is meant to be A times B divided by I, then it will be processed that way. However, if it was intended to be some other way, it would then have to be represented as if it was A times the result of B divided by I, this would have to be parenthesized to perform that particular operation. So what will happen here, we will say the result of A times B we will call J, divided by I plus H and then the next J divided by I which will give us K plus H and the result will eventually be that K and H will be added together to give us the final result. That is the way the computer programmed in the FORTRAN language will solve the particular expression. As far as you are concerned as a programmer, you merely express it as this particular statement and you will get the result. Does it look complicated? Does it look difficult? Does it look like it takes a long time? Sure it does, but the computer can perform it in speeds of what we this morning said were nano-seconds and micro-seconds and so this entire expression is computed and solved before you can even remove your finger from the keyboard. There are four or five statements within the FORTRAN language that are used to advantage as a programmer writes a statement he will some­ times give it a number. You can use any number, you can call that statement number 25, you can write the expression that I had previously on the board and use it. He just numbers them for his own benefit to reference a particular statement. Now the technique of computer processing is that the computer will execute the statements that are written by the programmer in the sequence that he has recorded them on the sheet and will feed them to the computer in that order. If the programmer wishes to change the normal sequencing of the steps within his program, there is a statement which is called a "go to" i a fl -77- �I ! I I i 1 1 i i i n statement. All he has to say is "go to" 56 and what he is doing then is transferring sequence of his program rather than going to the next statement which might be X equals A minus B divided by C, he will jump to statement 56 wherever that happens to be in his program. So it is called an unconditional branch within the logic of a program. Remember I showed you the diagram of a chart, this could represent the logic of a program, and depending on an event, if the value is negative, I wish to go to one thing, if the value is positive, I wish to go some­ where else and perform a different type of operation on this data. So this is called an unconditional go to. A very simple expression used in FORTRAN. There is a statement which is called a computed go to and it is made up of an expression, (E) 25, 10, 50, or 70. What this expression says is go to the statement which I have numbered 25, 10, 50, or 70, you can put them in any sequence, go to that particular statement depending upon the value of I in this case. I might be a cariable that is read in from a card. When I is read in, or someone keys it in to the computer, depending upon what that variable is, I will go to one of these particular statements. If this value happens to be a 1, we will go to statement 35. So what we are saying is that we can test an element and depending upon that particular element, go to specific locations within the program and perform the particular processing that is required. A computed go to, a very simple expression. Now we have had two, an un­ conditional go to and now a computed go to. The third type of expression that is used in FORTRAN language is what is called the arithmetic IF. The arithmetic IF is the statement in FORTRAN programming that says perform this expression, this calculation, and depending upon the result of that calculation, go to one of these three statements. Example - IF (E) Nj, N2, N3. If the value that is computed in here is negative, go to statement number Nj and perform the calculation or the steps at stemnet N}. Statement number Nj might say A plus B plus or minus C equals X, or something like that, or maybe pront something on a pronter or read another element or something. If it is zero, if this expression results in a zero, then it will go to statement number N£, if the expression results in a positive result, we will go to statement number N3. It may be that we wish to go to statement number Nj if it is zero or a negative, so that these elements in here should say Nj, N^> N3. So on a positive result, we will go to statement number three. On anything other than a positive result or a non-zero result, we will go to statement number Np We have computed an arithmetic IF statement. In this expression when it is computed, if the result is negative, zero or positive, go to that particular statement within the program. There is another statement that is used in FORTRAN which is the DO statement. What this statement says is DO all of the statements down to and including the statement member which follows DO. DO 25 1=1, 1000 says do all of the statements down to and including statement number twentyfive, initializing the value I at one, incrementing it by this increment, which in this case is one, until, this I reaches its maximum. So what is going to happen, we are going to compute and the computer is going to perform this i a I -78- �I .1 ti a a a i 1 s n statement and all of the other statements down to and including statement 25 varying the value I by one, each time, until it has done this a thousand times. Again this will be done in less than a second. It is done in micro-second speeds. So we can compute this expression a thousand times and see what effect will be by varying this one particular value. And we may say that I equals A, we might have an array of answers. We could say that A sub I, subscripted by A, I equals this or here what we are doing is an array of a thousands elements in a table, we are going to start at element number one and we will compute B plus C divided by this particular element I, which will vary from one to thousand and we are going to come up with a result and replace it in our table because every time we replace A, the value of I is going to be subscripted by I so we will be setting up a thousand different elements in this table. Subscripting is another feature of the FORTRAN program. And this is it; this is the FORTRAN language. Go to, do, ifs, plus the reading and the writing statements. The reading, the writing get to be a little more hairy in FORTRAN, but as you will see today when we get on to the computer, that's a piece of tape, and there is no reason why anyone should be afraid of programming a computer using the FORTRAN language. You are probably more familiar with it than I, because this type of expression is something that you would use very frequently in your particular fields of interest. Along with a discussion of specific problems for engineers, demonstra­ tions of GEOM (coordinate geometry), GOGO (compute analytical geometry problems), and ECAP (electronic circuit analysis program) will be given by Mr. David Wills and Mr. George Johnson of CS1, in this afternoon's session. .1 i I I a LI ii 1 -79- �FORTRAN PROGRAMMING LANGUAGE The Fortran language is especially usefull in writing programs for scientific and engineering applications that involve mathematical computations. A set of statements representing a source program are written in the Fortran language. The Fortran compiler analyzes the source program statements and transforms them into machipe language. The translated set of instructions represents the object program. Fortran statements are usually composed of certain Fortran key words used in conjunction with constants, variables and expressions. The five categories of Fortran statements are as follows: 1. 2. 3. 4. 5. Arithmetic Statements Control Statements Input/Output Statements Specification Statements Subprogram Statements Constants 1. Integer constant is a whole number written without a decimal point. It may be positive, zero or negative. 2. Real constant is a number with a decimal point, may be positive, zero or negative. 3. Double Precision Constant is a number with a decimal point optionally followed by a decimal exponent. This exponent may be written as the letter D followed by a signed or unsigned one or two digit integer constant. It (7. 9D3 = 7. 9X103 = 7900.0) Variables A Fortran Variable is a symbolic representation of a quantity that is assigned a value. The value may be unchanged or change for different executions or at different stages within the program. -80- �I Variable Names a Are symbols used to distinguish one variable from another. The name is from 1 through 6 alphameric characters, the first of which must be alphabetic. I If the first character of the variable name is I, J, K, L, M, or N, the variable is integer. J If the first character of the variable name is other than the above alpha characters, the variable is real. I 1 Arithmetic Operations + Addition Subtractions I * Multiplication I / Division ** Exponentiation I 1 I I I I I Arithmetic Expressions If more than one constant or variable appears in an arithmetic expression, they must be separated from one another by an arithmetic operator. When parentheses are used in an arithmetic expression, the expression within the parentheses is evaluated before the result is used; otherwise, the order in which the operations are performed is as follows: 1. Exponentiation 2. Multiplication and division 3. Addition and subtraction When two operators of the same hierarchy are used, they are performed from left to right. I -81- I �I '"I The expression 1 A*B/C**I+D 51 5 is evaluated as follows: 1 i I Subscripts 1 array. 1. C**I Call result X (A*B/X+D) 2. A*B Call result Y (Y/X+D) 3. Y/X Call result Z (Z+D) 4. Z+D Final result Is a number used to refer to a particular variable within an Subscripts must be enclosed in parentheses. Array (1, 4) Example: I I 1 i I I I I I I Array (I, J) Statements Arithmetic statements closely resemble conventional algebraic equations. The equal sign specifies replacement. B = I**J + D GO TO statement is used to transfer control to some statement other than the following statement. GO TO 25 (go to statement 25) Computed GO TO (Xp X^, Xn), i This statement causes control to be transferred to the statement numbered Xp X^, etc. , depending on whether the current value of i is 1, 2, 3, or n. -82- �Example: GO TO (25, 10, 50, 7), ITEM 50 A = B + C 7 C = E**2+A 25 L = 10 B = L+HOLD C Arithmetic IF This statement causes control to be transferred to the statement numbered Xj, X2, or X3 when the value of the arithmetic expression is less than zero, equal to zero or greater than zero. Example: IF (A(J,K)**3-B) 10, 4, 30 4 D=B+C 30 C=D**2 10 E = (F*B)/D+1 II -83- �DO Statement A statement to repeatedly execute the statements that follow, up to and including the statement numbered X. DO 25 I = 1, 1000, 1 STOCK (I) is the initial stock-on-hand OUT (I) is the number of each item used'. J* 5 10 25 15 30 2 I =0 I =1+1 STOCK (I) = STOCK (1) = OUT (I) IF (1-1000} 10, 30, 30 A = B + C DO 25 1 = 1, 1000 25 STOCK (I) = STOCK (I) - OUT (1) 30 A = B + C u 7 p ... y I * I I I -84- I �pert network of events and activities i 1 i i i Interrelationship I I I End Objective I I I Base Line "Tima Now” Activity I I I 11 1 I -85- "■■I Critical (longest) Path �I ACTIVITY LAYOUT (CONNECTING EVENTS) I li Rack layout I I Weighting List I PreUm. Logic Design Final Logic Logic Diagram Design & ICS I I I I Computer Study f - Receive ..••• Project I •- Go Ahead Prelim. Time Study r Prelim. Block Diagram I n Prelim. Breadboard Test I I •Sensor Specs. Special Circuits Final Time Specs. Study 1 II LI I I -86- Revised Breadboard Test Layout Drawings �completed pert network ii 1 I flack layout I & Weighting List I 2-3-4 .3-4-6 Interface Specs. I A*. I I Prelim. Logic Design ■<% 4.2 J-l-2. J j 1.2 Final logic Design Logic Diagram di V' 3-4-6 Receive Project Co Ahead Prelim. Block Diagram 4.2 Prelim. Time Study i I I Prelim. Breadboard Test & Senser Specs. Special Circuits Specs. Final Time Study I I I -87- I 4.2 Revised Breadboard Test Layout Drawings �I PERT SYSTEM IN OPERATION 1 ii J ri il r ~T X li i' i I I II I II II II I Inputs From Contractor Biweekly Monthly Adjustments r Flow Diagram X EE I I Event File Outputs ------- > Elapsed Time Estimates Computer TL. Outlook Evaluation^ Critical Thread Detailed Into. Overall MGMT Technical Direction Staff Effect of -88- J; t I Proposed Change Analysis of Proposed Change "1 Proposed Change �I MANUFACTURING a. Introduction by i Cromwell Thomas Assistant Professor in Engineering Wilkes College L I fl fl li i ii ii i ii I i i LI 1 I The replacement of the skilled craftsman as the basic productive force in American industry has created numerous difficulties in assuring a quality product. Unlike his predecessor, today's worker is no longer responsi­ ble for a finished item. In the past, a man would devote his effort to guarantee that something he had made would work. This motivation is no longer present. Mass production, interchangeability, and advanced technology has minimized the opportunity to singularly produce a functional item. Therefore, we must provide ample means of controlling the output of modern plants. In a highly competitive industry, production management is charged with the task of maintaining a smooth flow of work through the plant, with minimum overhead in the face of continual changes in production specifica­ tions and delivery schedules. A system which reacts rapidly to changes on the factory floor, therefore, is clearly needed in any manufacturing organization to determine whether (1} schedules are met; (2) standards of production (efficiences) are being met; and (3} labor forces are adequate, excessive or be reassigned. A particularly significant problem exists with regard to top manage­ ment itself. From all indications, computer activity in most manufacturing companies does not receive the serious top management attention which one would expect in view of the magnitude of the investment and its potential benefits. This raises the question; Are the right people setting goals for computers ? This is one of the prime reasons why companies often fail to realize the true potential from their data processing investment. The morning session of this Penntap Seminar will deal with such problems as production control, inventory forcasting, labor efficiencies, scheduling, and machine loading. The afternoon session will deal with -89- �——■*- u. I I sales planning, inventory projections, and total expenditure projections. We are certainly hopeful that the participants from the light manufacturing industries in Northeastern Pennsylvania, of which there are about 150, find this topic informative and beneficial. i ll I li I I I I I I i LI I ll -90- �b. Manufacturing by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia. Pennsylvania i ri i i i i I I I I 1 I The primary objective of a manufacturing concern is to make profits Meeting this objective calls for providing ordered goods when they are required, competitively priced, and manufactured at a cost that is less than the sale price. Profits may be increased by widening the gap between the sales price and the manufacturing costs. To achieve the profit objective, manufacturing management must establish a plan, execute it and then evaluate it. Planning and the execution of plans are continuous operations. Decisions must be based upon the latest facts. Data precessing systems are able to give management the most up-to-date data on which to base these decisions. There are six basic management operation functions which are common to most manufacturing companies, regardless of the type of industry. Some of these functions implement planning and others implement execution. Fprecasting initiates the cycle and produces the master plan on which all activity is based. 2. Materials Planning develops the master plan for materials. 3. Inventory Management completes the material plan and partially executes it. 4. Scheduling develops the master plan for machines and manpower and starts it into action. 5. Dispatching completes the execution of the plan. 6. Operations Evaluation is the planning function which replans the five proceeding functions on the basis of an evaluation of execution. The objective of manufacturing may be defined as the management of materials, machines, manpower and money in such a way that the maximum profits are realized. 1. In the area of materials, machines, manpower, and money some examples of the tangible results which may be expected from good management of the six functions are: 1. Materials. Lower investment in inventory. -91- With an annual carrying charge �2. 3. 4. of 25%, reductions in inventory can produce substantial savings. Machines, increased utilization, with a subsequent reduction in costly idle time. Manpower. Higher efficiency. Planning increases effectiveness. Money. Increased prefit. In addition, working capital may be increased. One of the primary tasks of a. manufacturing organization is to fill customer time requirements. For certain unique items made to customer specification the manufacturer can start production only after receipt of the customer order. In most cases, however, it is necessary to start the manufacturing cycle before, any order is received in order to meet the customer's time requirement competitively. The. total length of the manufac­ turing cycle may be too great to permit quoting a delivery date before it has started. Thus it is common practice to produce either the final product or its parts, assemblies or base mixes in advance, so that on receipt of an order only the final operations need be performed and firm delivery dates can be predicted. The problem which arises may be expressed in the question, "How many of what must we manufacture?" If too few of a given item are produced, orders may be lost. If too many are made, money may be wasted. The same is true if a desired item is not produced, and vice versa. A manufacturing plan based on expected product demand must be established. I I a I i I a I I I I There are twc basic methods of anticipating demand: prediction and forecasting. Prediction is the educated guess of management and involves no formalized use of numerical data. Forecasting implies some manipulation of numerical information. Often the two methods can be used together--for instance, management's knowledge of az. impending sales campaign, a natural disaster or war scare, could be combined with prior sales history-to establish a manufacturing plan. Two basic types of data are used in forecasting: intrinsic factors, such as the sales history of an item, and extrinic factors, such as economic conditions, development of new materials, etc. Using intrinsic data, a pro­ jection is made into the future based upon the past. With extrinsic factors the projection is made by correlating external conditions with sales. The moving average method of forecasting, based on intrinsic factors, involves storing a complete product sales history for a fixed number of periods, with updating at the end of each period. There are drawbacks to the straight moving average method, however. Two of its apparent weaknesses are (1) that each period's demand has equal weight and (2) that the weight assigned to the current period's demand depends -92- �on how many periods make up the average. In an attempt to circumvent these handicaps, weighted moving averages may be used. They perform in the same manner as the straight moving averages, but a heavier weight is given to the current period's demand. The weight given to each period in the average is usually scaled giving heavier weights to the more recant demands. By weighting the demand, the forecast will react to change a great deal faster than with the straight moving average method. Forecasting on IBM data processing equipment makes the creation and maintenance of confidence limits easy. Current demand is evaluated against forecast to determine whether any deviation is above or below a preset acceptable limit, that is, the confidence limit. Management should know when actual sales deviate from the forecast by more than a fixed percentage, say 5% or 10%, whatever limit is set. If many product lines are involved, manage­ ment needs to b- informed of those which deviate from the prescribed limits as the deviations actually occur, since, a change in trend may be the trigger for a change in the manufacturing plan. One of the meet important requirements of forecasting is that the information it produces be ready in time for manage­ ment to take action while internal conditions may be economically altered-not after money and machines have been utilized in creating too much or too little. I I 1 I I I LI LI I I In addition to the end product forecasts for a given period, other forecasts often have to be made. It may be necessary to forecast the mix of devices which go to make up an end. item assembled to customer specifications. If the end product and. service parts must be stocked, in. many branches through­ out the country, the forecast may even have to be extended to cover the number of items and spare parts which should be produced and then stocked in each location. Sales history and forecasts are stored inside the system. Shipments 'and orders enter the system to update the stored sales history. Trend changes are noted. The end item forecast is preliminary to the forecast for the devices which make up the end item. Because the end item may contain a different configuration of devices, it is necessary to keep track of both end item usage and device usage on the end items in order to create and adjust the manufacturing plan if deviations occur. To select the best forecast plan, actual data should be analyzed and simulated. The test can be performed either manually or by computer. The manual approach is arduous, time-consuming and open to error, while the computer approach is much faster and more accurate. There are several computer programs available to aid in the selection of the forecast plan: such -93- �as demand analysers, inventory management analysers, inventory manage­ ment simulators and plot programs. The demand analyzer will diagnose particular demand patterns and aid in the selection of the forecasting parameters mentioned earlier. (The ability of the exponential smoothing formulas to forecast are directly related to demand. ) The inventory management analyzer will catalogue inventory by investment, profits, etc. Basically, the program helps to stratify the inventory. The inventory management simulators enable the testing and evaluating of many different parameters in a short time. (Most simulators include fore­ casting and ordering plans.) The plot programs graph the output from the simulators to make analysis much easier. ( I I I I I 1 I I Either the finished products plan developed in the forecasting function or specific customer orders are used in materials planning to generate planned orders, which are input to the scheduling and purchasing functions. The term finished product includes service or repair parts as well as prime products. In addition to the interrelationship of functions, one of the chief advantages of a Management Operating System utilizing random processing techniques is the ability to react quickly to changes in forecast, order cancellation and plant rescheduling. The problems involved in exercising control over a manufacturing process are to a great extent determined by the complexity of the end products. A basic problem in controlling the efficiency of a complex manufacturing process is maintaining detailed requirements planning. This is a matter of extablishing the type and quantity of component parts and assemblies which will be needed for future production calendar periods. A related problem is insuring that the component parts and assemblies required are actually on hand as needed. So far as materials planning is concerned, this entails the examination of current inventory and the issuance of the necessary make or buy orders. At any given point the. fundamental questions are: "What will we need and when will we need it?" and "What must we place on order?" The correct answers to these questions serve the objective of assuring that component inventories will be sufficient for production purposes without excessive capital outlay. The price of insufficient inventory is interrupted production and in­ adequate customer service. The price of surplus inventory is an investment I -94- I �which not only yields no profit, but is subject to the further cost of physical deterioration, obsolescence, storage and insurance. The balancing of these opposing objectives is termed optimal inventory planning. Determining the required quantity of any specific component is not a simple process. Accuracy and soundness cf method are of great im­ portance since production planning schedules form the basis for determining the expenditure of operating funds for facilities, manpower and materials. Accurate materials planning will assure management that all material, labor and burden costs are properly charged against a specific product once it is in production. Among other things, the manufacturer must consider the economical quantity to be ordered, the existing inventory turnover, the lead time needed to produce the component, and the inventory levels advisable fcr floats or bands, protective stock, spare parts and scrap. The technique of materials planning varies with the nature of the products and the methods of planning required by the financial resources of a company. Manufactured products may be described through four classifications: I 1 I Li g i i i i II I Completely standard or stock items --Comparatively stable in design, and exhibiting a constant or repetitive demand. Production performed on a continuous assembly or process basis. Examples: household appliances, food/durgs. Completely custom-built-- Individually designed to meet each customer's peculiar requirements, with a demand which is usually nonrepetitive. Described as job shop. Examples: construction, spacecraft, castings. Modified standard, assembly with options--Constructed by adapting standard products to customer requirements through introducing options prior to final assembly. Combination of job shop and continuous assembly. Examples: transformers, switchgear, aircraft, data processing equipment. Custom-assembled --Built by selecting standardized options for assembly to meet a given customer's needs. Combination of nonrepetitive demand with use of standard options to produce the effect of constant or repetitive demand for the components. Examples: automobiles, machine tools. The choice of a planning method is governed by the nature of the product and the financial resources and policies of the manufacturing organization. For these reasons several or all types of planning may be used in a given business. The principal classification of planning methods and the factors which usually dictate their selection may be summarized as follows: Planning to order--Authorization for the purchase, fabrication or -95- �I _______ 1 assembly of materials is given only when an order is received. This method is usually adopted only for custom-built products or options, but it may be applied to any product if it is desirable to limit inventory investment, and if a high percentage of components is purchased and procurement lead time is relatively short. Planning for stock- - Finished products are distributed to the consumer from accumulated stocks, and authorization for the purchase, fabrication or assembly of materials is given in anticipation of orders to be received. This method is widely used for all types of products except those built to order. Planning for semifinished stock--Authorization for the purchase, fabrication and assembly of materials to a partially completed stage is given in anticipation of orders, but the completion of a product is deferred until an actual order is received. This method is well suited to the control of custom-assembled and modified standard products, or of any product with a manufacturing lead time longer than market conditions will accept for delivery. One of the greatest problems facing industry today is hew to meet customer schedules while maintaining reasonable levels cf inventory. Schedules are frequently met through sheer force of plant facilities, at low utilization, and excessive labor costs. In order to fully appreciate the contribution a data collection system can make to the manufacturing industry, it is necessary to re-examine the manufacturing organization in light of the latest communication developments. I u B Ll In a highly competitive industry, production management is charged with the task of maintaining a smooth flow of work through the plant, with minimum overhead in the fact of continual changes in product specifications and delivery schedules. Crises develop daily as a result of changes in customer require­ ments, machine-too breakdowns, excessive spoilage, engineering changes, and the many scheduling changes forced upon management by other obscure factors. A large force of indirect labor is required to record and process these changes if any type of control is to be achieved. Supervisory personnel frequently become involved in stock-chasing, long production meetings and excess paper­ work in an effort to meet the crises. Advantages I . Adequate communications will provide close control over shop operations with a minimum of paperwork. • Card volume in the plant will be reduced because the same job ticket can be used over and over again by employees on all shifts. Variable data, pieces produced, and the type of transaction associated with a specific -96- �job can be entered through manual entry devices. ! • There will be increased accuracy in job reporting. Each change in activity will be reported as it occurs, rather than be reconstructed several hours later. •All jobs may be reported daily, whether competed o- not, without increasing paperwork. Thus, management will be assured of a complete and accurate knowledge of work in process. Available capacity or overloads will be pinpointed for management action. • Location and status of all jobs will be known at all levels. Decisions, based on accurate and timely data, can be made in time to pre­ vent critical situations from developing. •Foremen and other production personnel will be released from time-consuming clerical functions. Foremen can take time to plan, rather than to expedite. ’ Overtime to relieve bottlenecks will be reduced. • Accurate daily machine load, production and performance reporting will be available from the system to serve each level of plant responsibility. Machine and manpower utilization will be improved. I I s r I I [I II II i II / Planned orders can be scheduled according to master operations and loading formulas. Operation hours are planned by time period. The result is the manufacturing plan which is then implemented in dispatching. Dispatching relates the manufacturing plan to shop status to come up with daily work priority. A priority system may take into account the type of order, the type of customer, the timeliness of the order and other factors. Such priority rules are applied by the system. Thus the plant is able to operate on a manufacturing plan which is adjusted every day, each adjustment affecting all related areas. Computers may back-schedule from delivery date through each operation to raw stores, taking into consideration transit time. The time required in each department, based on standards and quantity on order, will be computed, as well as raw material requirements. The Master Operation cards are duplicated to create job cards (labor tickets). In addition, move tickets may also be generated to move the material between departments. A routing sheet may be prepared from a duplicate operation deck showing each operation in sequence by machine and -97- �department number. The labor tickets and routing sheet are sent to raw stores, or to the starting department. They travel with the order throughout the plant. An alternate method is to send each job card directly to the working departments and use the routing sheet or move tickets to move the order. Only one card is required per operation, regardless of the number of shifts required to complete the operation and the number of times the job may be interrupted. The job card is the authorization for a specific department or cost center to produce a given quantity of parts. The job card, prepared by standard data processing techniques, contains all the information pertinent to the job and to the particular operation. As adjustments are made, operations are evaluated to determine whether standards are being adhered to or whether exceptions are occurring which call for management decisions. Operations evaluation is the determina­ tion of performance in the five previously mentioned areas. Operations are compared against standards in money, time and capacity. Management is able thus to determine the effectiveness of the organization as a whole in regard to materials, machines, manpower, and money. Areas of in­ effectiveness may be bolstered by current action which will permit return to standards before other areas become affected. I 4 I ■ n n ii II II II -98- �assembly requirement by period B/M WHERE-USED BY LEVEL INVENTORY THIS LEVEL V GROSS REQUIREMENTS HIGHER LEVELS 5 ASSEMBLY REQUIREMENTS BY PERIOD FROM NEXT HIGHER LEVEL i REQUIREMENTS THIS LOW LEVEL UPDATED INVENTORY I i i i I -99- GROSS REQUIREMENTS LOWER LEVELS �ANALYSIS—TIME SERIES LEVEL-BY-LEVEL PLANNING I taoeailng Time June 14 End M-iJor Subiirembly Auembly Level June 12 June 13 Subniembly June 11 Pen Level Level 0 Product Y (----- c ■ © ,O <<> /a (4) '® o> 7® (4) © <>> <- - © (4) Cpmpewl 01 © (J) 4-1- ® <11 ■ ® "■ '© ' © u> (■> Product X 4------- j (» (4) lew-l.nl cod* ■ ■j I I I I -100- I ,_______ __ __ <0 («) (4> �SYNTHESIS-SINGLE LEVEL PLANNING APPROACH SALES REQUIRE­ MENTS FROM SALES PLANNING NET MODEL REQUIREMENTS DETERMINED. MASTER SCHEDULE SHEET FOR NEXT 3 MONTHS PREPARED. PRODUCTION SCHEDULING V MASTER SCHEDULE MODEL BY PERIOD. c IBM DP DEPT SYSTEM PROCESS MASTER SCHEDULE CARDS • MATCH PARTS LIST BY PRODUCT AGAINST SCHEDULE. • EXTEND QUANTITY PER X QUANTITY REQUIRED. • CHECK INVENTORY FOR STOCK ON HAND AND RELEASED ORDERS TO ARRIVE AT NET REQUIREMENTS. DATA PROCESSING SYSTEM COMPONENT INVENTORY OPTION z DELIVERY SCHEDULE CARDS c I WHERE-USED BILLS OF MATERIAL CONSOLIDATED ■ REO_-— ' V TO X MATERIAL ) CONTROL > 82-161^27 -101- �SYNTHESIS METHOD PRODUCT SUMMARY BILLS OF MATERIAL ( Mil HO. PART HO. USED OH PART HO. FINISHED PRODUCTS PLAN PERIOD REQUIREMENTS END ITEMS ■ I ■ I B ra U BT7 n -102- �APPENDIX A Data Processing Seminar Wilkes College Wilkes-Barre, Pa. GLOSSARY Absolute Coding: Coding in which instructions are written in the basic machine language; i. e. , coding using absolute operators and addresses. Accumulator: A storage register where results are accumulated. Access Time-: (digital computers) 1. The time interval between the instant at which the arithmetic unit requires information from the storage or memory unit and the instant at which the information is delivered from storage to the arithmetic unit. 2. The time interval between the instant at which the arithmetic unit starts to send information to the memory unit and the instant at which the storage of the information in the memory unit is completed. --In analog computers, the value at time t of each dependent variable represented in the problem is usually immediately accessible when the value of the independent variable is at time t, and otherwise not. accessible. Addition Record: A record that results in the creation of a new record in a master file being updated. American Standard Code for Information Interchange (ASCII): A thoroughly coordinated system for representing and communicating characters, digits, and other signs and meanings in terms of ones and zeroes, or the presence or absence of signals, in sets of five to eight at a time. For example, according to the standard, the character B is represented as 00 010 or as 1 000 010 or as 11 00 010; and the signal "rub out" is represented as 11 111, or as 111 111, or as 1 111 111, or as 11 111 111. Analysis: The investigation of a problem by a consistent method, and its separation into related units for further detailed study. Arithmetic Operation: Any of the fundamental operations of arithmetic, e. g. , the binary operations of addition, subt'ra'ction, multiplication and division. r I) i Arithmetic Unit: That component of computer hardware where arithmetic and logical operations are performed. �Automatic Checking: Computers. Provision, constructed in hardware, for automatically verifying the information transmitted, manipulated, or stored by any device or unit of the computer. Automatic checking is "complete" when every process in the machine is automatically checked; otherwise it is partial. The term "extent of automatic checking" means (1) the relative proportion of machine processes which are checked, or (2) the relative proportion of machine hardware devoted to checking. Automatic Data Processing (ADP): The processing of information by: (1) obtaining input information in machine language as close to the point of origin as economically possible; (2) operating on the information by automatic computer and other machines, without human intervention, as far as economically justified; and (3) producing just the output infor­ mation needed. For example, a department store would have attained automatic data processing if: (1) at the time of each sale the details were entered mechanically into the system by a salesperson's plate, a customer's plate, and a merchandise punched ticket; and (2) reports to management, bills to customers, reorders for low inventory, commissions to salesclerks, and other desired output reports were all competed and produced by the system without human intervention. Automatic Programming: Digital-Computer Programming. Any method or technique whereby the computer itself is used to transform or translate programming form a language or form that is easy for a human being to produce into a form that is efficient for the computer to carry out. Examples of automatic programming are compiling routines, interpre­ tive routines, etc. Batch Processing: A systems approach to processing where a number of similar input items are grouped for processing during the same machine run. Binary Digit: A digit in the binary scale of notation. This digit may be only 0 (zero) or 1 (one). It is equivalent to an "on " condition or an "off" condition, a "yes", or a "no", etc. Binary Notation: The writing of numbers in the scale of two. Positional notation for numbers using the base 2. The first dozen numbers zero to eleven are written in binary notation as 0, 1, 11, 100, 101, 111, 1000, 1001, 1010, 1011. The positions of the digits designate powers of two; thus 1010 means 1 times two cubed or eight, 0 times two squared or four, 1 times two to the first power or two, and 0 times two to the zero power or one; this is equal to one eight plus no fours plus one two plus no ones, which is ten. 1 jl v I �Binary Number System: A number system using the equivalent of the decimal integer as a base. Biquinary: A two-part representation of a decimal digit consisting of a binary portion with values of 0 or 5 and a quinary portion with values 0 to 4, e. g. , the number 7 is coded as 12 which implies 5 + 2. Bit: A binary digit; a smallest unit of information; a "yes" or a "no"; a single pulse in a group of pulses; a single magnetically polarized spot in a group of such spots; etc. This word is derived from the "b" in "binary" and the "it" in "digit" the word replaces the obsolete invented word "bigit", and takes on added meaning from the word "bit" meaning "small piece". Block: A group of records, words or characters handled as one unit. Used in this book primarily to denote a group of records on magnetic tape. Calculator: A person or machine who performs arithmetic or mathematic calculations. Calling Sequence: The instructuions used for linking a closed routine with a main routine, i.e. , basic linkage and a list of the parameters. Card: Computers. 1. A card of constant size and shape, adapted for being punched in a pattern which has meaning. The punched holes are sensed electrically by wire brushes, mechanically by metal fingers, or photoelectrically. Also called "punch card". One of the standard punch cards (made by International Business Machines Corporation) is 7 3/8 inches long by 3 1/4 inches wide, by 0. 007 inches thick, and contains 80 columns in each of which any of 12 positions may be punched. Another of the standard punch cards (made by Remington Rand Division of Sperry Rand) is of the same size, but contains 90 columns in each of which any one or more of 6 position may be punched. 2. A thin board of plastic or similar material for mounting small circuit parts connected by printed circuits; a pringed-circuit board. Card Code: The combination of punched holes which represent characters (letters, digits, etc. ) in a punched card. Card Feed: A mechanism which moves cards into a machine one at a time. Card Field: A fixed number of consecutive card columns assigned to data of a specific nature, e.g. , card columns 15-20 can be assigned to identification. �Central Processing Unit (CPU): Computers. The unit, usually assembled in one frame, containing the arithmetic unit, the control unit, and the fast storage or rapid memory, consisting often of magnetic cores. a Character: Digital Computers. (1) A decimal digit 0 to 9, or a letter A to Z, either capital or lower case, or a punctuation symbol, or any other single symbol (such as appear on the keys of a typewriter) which a machine may take in, store, or put out. (2) One of a set of basic or elementary unit symbols which, singly or in sequences of two or more, may express information and which a computer may accept. (3) A representative of such a symbol in a pattern of ones and zeros representing a pattern of positive and negative pulses or states. Check Digit(s): One or more digits carried along with a machine word (i. e. , a unit item of information handled by the machine), which report information about the other digits in the word in such a fashion that if a single error occurs (excluding two compensating errors), the check will fail and give rise to an error alarm signal. For example, the check digit may be 0 if the sum of other digits in the word is odd, and the check digit may be 1 if the sum of other digits in the word is even. It is possible to choose check digits for rows and columns in a block of characters recorded on magnetic tape, for example, in such a way that any single error of a 1 for a 0 or a 0 for a 1, can be located automatically by row and column, and eliminated automatically by the computer. Clock: Digital Computers. In a synchronous computer, the master circuit which provides pulses at equal times which schedule the operations of the computer. --In an synchronous computer, there is no need for such a clock, since the closing or completion of one circuit initiates the operation of a subsequent circuit. Code: N. 1 • The assignment of meaning to a character or group of characters, e. g. , an alphabet. 2. A label to identify a routine, location, operator, operand, name, etc. 3. To translate and write information in an abbreviated or shorthand form, e.g. , to write machine instructions, symbolic notation, etc, from state­ ment of the problem. Collate: To compare and/or merge two or more similarly ordered sets of items into one ordered set. Collating Sequence: The relative ranking of permissible graphic symbols of their representations. > R I �■ c I Computer: (1) A machine which is able to calculate or compute, that is, which will perform sequences of reasonable operations with information, mainly arithmetical and logical operations. (2) More generally, any device which can accept information, apply definite reasonable processes to the information, and supply the results of these processes, (3) A human being who can perform these operations and processes. Computing Efficiency: Computer Operations. The ratio obtained by dividing (1) the total number of hours of correct machine operation (including the time when the program is incorrect through human mistakes) by (2) the total number of hours of scheduled computer operation including time when the machine is undergoing preventive maintenance. Console: A part of the computer where most of the external controls for a computer operation are exercised and where most of the indicators of internal operation are located. Control Card: A card which contains input data or parameters for a specific application of a general routine. Control Unit: Digital Computers. That portion of the hardware of an automatic digital computer which directs the sequence of operations, interprets the coded instructions, and initiates the proper signals to the computer circuits to execute the instructions. Core Storage: A form of high speed storage in which information is represented by the magnetization of ferromagnetic cores. Data: A collection of facts, numbers, letters, symbols, etc. , which can be processes or produced by a computer, i. e. , a representation of information. Data Processing: A generic term for all of the operations carried out on data according to precise rules of procedure: a generic term for computing in general as applied to business situations. Detail File: A file to be processed against a master file. Diagram: A schematic representation of a sequence of operations or routines. Digit: (1) One of the symbols 0, 1, 2, 3, 4, 5, 6, 7, 8, 9, used in numbering in the scale of ten. (2) One of these symbols and sometimes also letters expressing integral values ranging from 0 to n- 1 inclusive, used in a scale of numbering to the base n. �■ Digital Computer: A computer in which information is represented in discrete form and which calculates using numbers expressed in digits and yeses and nos expressed usually in I's and 0's, to represent all the variables that occur in a problem. Disk Storage: A storage device which uses magnetic recording on flat rotating disks. Electronic Data Processing (EDP): Computing and data processing using electronic devices, and therefore very high speeds, now approaching a ten million operations a second. I External Storage: A storage device outside the computer which can store information in a form acceptable to the computer, e. g. , cards, tapes. File: An organized collection of information directed toward some purpose. Flowchart: (1) A chart to represent, for a problem, the flow of data, pro­ cedures, growth, equipment, methods, documents, machine instructions, etc. (2) A graphic representation of the system in which data provided by a source document are converted to final documents . General-Purpose Computer: A computer designed to handle the usual logical and arithmetic operations and not limited to solving one type of ' problem. I I L 1 I I I I I I Hard Copy: A printed copy of machine output in a visually readable form, e.g., printed reports, listings, documents, summaries, etc. Hardware: The mechanical, magnetic, electrical and electronic devices or components of a computer. Information: (1) A set of marks or an arrangement of hardware that has meaning or that designates one out of a finite number of alternatives. (2) Any facts or data. (3) Any marks, characters, or signals which are put in, processed by, or put out by a computer. Input: Computers. (1) Information transferred from outside the computer, including secondary or external storage, into the internal storage of the computer. (2) The sections of the computer which accept information from outside the computer, for example, magnetic-tape readers or punch-card readers. �Input-Output Channels (IOC): Computers. Input and output devices considered together. Instruction: Computers. A machine word or a set of characters in machine language which specifies that the computer take a certain action. More precisely, a set of characters which defines an operation together with one or more addresses (or no address) and which, as a unit, causes the computer to operate accordingly on the indicated quantities. Note: The term "instruction" is preferred by many to the terms "command" and "order"; "command" maybe reserved for electronic signals; "order" may be reserved for uses in the meaning "sequence", as in "the order of the characters". Integrated Data Processing (IDF): (1) Data processing organized, coordinated, and carried out in a completely planned and systematic way, without bottlenecks and with the least possible duplication of tasks such as entering data. (2) A group of data processing procedures built around a common machine language and common representation of data, in which there is a minimum of duplicate operations, such as entering the same data more than once. I 1 Internal Storage: Computer storage for data and instructions, from which instructions can be moved directly to the. control unit for execution. Key; (1) That part of a word, record, file, etc., by which it is identified or controlled. (2) To code information. Linkage: The interconnections between a main routine and a closed routine, i. e. , entry and exit for a closed routine from the main routine. I I I I I I I Magnetic Disk: A storage divice in which information is recorded on the magnetizable surface of a rotating disk. A magnetic disk storage system is an array of such devices with associated reading and writing heads which are mounted on movable arms. Magnetic Ink Character Recognition (MICR): The technique of using black (or colored) ink containg magnetized particles, printed (on checks, bills, etc. ) as humanly readable characters, which are also recognized by electronic devices that sense the magnetization and translate these characters into machine language. Magnetic Tape: Tape made of paper, metal, or plastic, coated or impreg­ nated with magnetic material, on which polarized spots representing information may be stored. Master File: A file of semipermanent reference information which is usually updated periodically.. �Memory: Computers (1) The units which store information in the form of the arrangement of hardware or equipment in one way or another. Same as "storage". (2) Any device into which information can be introduced and then extracted at a later time. Multiprogramming: A technique for handling in a computer many routines or programs at what seems to be the same time. This is accomplished by overlapping or interleaving their execution, and by permitting more than one program to share the time of machine components and units. Output: Computers. (1) Information transferred from the internal storage of a computer to secondary or external storage, or to any device outside of the computer. (2) The device or devices which bring information not of the computer. Procedure: A precise step-by-step method for effecting a solution to a problem. Process: A generic term which may include compute, assemble, compile, interpret, generate, etc. 1 Program: N. Computers. (1) A precise sequence of coded instructions for a digital computer to solve a problem. (2) A plan for the solution of a problem. A complete program includes plans for the transcription of data, coding for the computer, and plans for the effective use of the results. I Punched Card: A card which may be punched with holes to represent letters, digits or characters. I I I I I I I I Random Access: Computers. Access to the memory oz storage under condi­ tions where the next register from which information is to be obtained is chosen at random, in other words, does not depend on the location of the previous register. For example, access to names in the telephone book is "random access". The next name that anyone is going to look up in the book may be almost anywhere in the book with roughly equal probability. Read: To transcribe information from an input device to internal or auxiliary storage. Record: A collection of fields; the information related to one area of activity in a data processing activity; files are made up of records. Retrieval: (1) The recovery of something searched for. finding again. (2) The act of �Routing: Selection and assignment of the communication path. Simulator: (1) A program or routine corresponding to a mathematical model or representing a physical model. Software: The entire collection of computer programs used to make a computer so useful work, including ordinary problem-solving programs and general programs such as operating systems, compilers, assemblers, editors, debuggers, supervisors, translators, etc. Software is contrasted with "hardware" --the machinery and the electronics of the computer. Sort: To break down or distribute into groups according to a given set of rules, usually to make a numerical, alphabetic or aphameric sort. Storage: A general term for any device capable of retaining information. ( I Stored Program Computer: A computer which can alter its own instructions in storage as though they were data and subsequently execute the altered instructions. Systems Analysis: The analysis of a business activity to determine precisely what must be accomplished and how to accomplish it. Tape: A linear medium for storing information which can be used as input or output to a computer, e. g. , magnetic tape. 1 I I Transaction File: A file containing current information related to a data processing activity; usually used to update a master file. I Update: To modify a master file according to current information, often that contained in a transaction file, according to a procedure specified as part of a data processing activity. I Write: To transfer information from internal storage to auxiliary storage or to an output device, e.g. , to store data on magnetic tape. I I I Time-Sharing: Equipment. Using a device for two or more functions during the same overall time interval, by allocating (in rotation, for example) small divisions of the total time interval to the performance of each function. For example, the operating system of a powerful, fast, central computer may offer a thirtieth of a second of computing time in rotation to each of 20 human users at 20 consoles, and so to all the users it appears that each has entire command of the computer, although actually it is shared in time. �: - APPENDIX B Data Processing Seminar Sponsored by Wilkes College and PENNTAP PARTICIPANTS Audrey Baltuskonis Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania Doris Barker Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania I I 8 I I I I I 18703 Steven Cook R. &H Manufacturing Company Woodward Hill Edwardsville, Pennsylvania 18704 18703 Edward Coon Owens - Illinois, Inc Box 730 Pittston, Pennsylvania 18640 Paul Battisti Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania 18612 Roy Corradini Peoples First Nat'l Bank & Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 John A. Bonita Joseph B. Slamon, Jr., C.P.A. 766 Miners Nat'l Bank Bldg. Wilkes-Barre, Pennsylvania 18701 A. W. Day Keystone Coca-Cola 300 Oak Street Pittston, Pennsylvania Murray J. Brill Brill's of Hazleton, Inc. 2 West Broad Street Hazleton, Pennsylvania Charles Devereaux Sprague & Henwood, Inc. 221 West Olive Street Scranton, Pennsylvania 18501 18201 18640 Edward Chiampi Wyoming Valley West School District 386 Wyoming Avenue Kingston, Pennsylvania 18704 Kenneth Dixon Sprague & Henwood, Inc 221 West Olive Street Scranton, Pennsylvania Joseph Colarusso Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania 18707 Lee Eckart Lacy, Atherton, and Davis Hotel Sterling Wilkes-Barre, Pennsylvania Edwin Cole Nelson of Kingston P. O. Box 1046 Kingston, Pennsylvania Harry Filbert Peoples First Nat'l Bank & Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 18704 18501 18703 �I I E I I I 1 Walter Freund Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania 18707 W. J. McGinley Lacy, McGinley, & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Michael J. George Joseph B. Slamon, Jr., C.P.A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Irwin Morrison Nelson of Kingston P. O. Box 1046 Kingston, Pennsylvania 18704 Russell C. Grebe, Jr. Susquehanna Savings &: Loan Assoc. 31 West Market Street Wilkes-Barre, Pennsylvania 18701 B. Hopkins Moses Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania 18703 John A. Griffiths, Jr. State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Harry Nicholson R & H Manufacturing Company Woodward Hill Edwardsville, Pennsylvania 18704 Joseph F. Kelly State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Robert Nicholson R 8t H Manufacturing Company Woodward Hill Edwardsville. Pennsylvania 18704 F. Prentice Lacy Lacy, McGinley. & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Jane E. Oshirack Anthracite Electric Supply 500 Pierce Street Kingston, Pennsylvania 18704 James Lacy Lacy, Atherton &• Davis Hotel Sterling Wilkes-Barre, Pennsylvania 18703 Marion Peck State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Kenneth Maloney 320 Horton Street Wilkes-Barre, Pennsylvania 18701 John Perricone Cornell Iron Works Mountaintop, Pennsylvania 18707 Joseph Martin Wyoming Valley West School District 386 Wyoming Avenue Kingston, Pennsylvania 18704 Richard E. Powell Bohlin and Powell, Architects 182 North Franklin Street Wilkes-Barre, Pennsylvania 18702 �! 1 i 6 I I I n Marquerite Ritz Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Joseph B. Slamon Joseph B. Slamon, Jr., C.P. A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Kenneth H. Rogers Lacy, McGinley, & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Joseph B. Slamon, Jr. Joseph B. Slamon, Jr., C.P. A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Reuben Rosen Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Marvin Smith Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Yolanda M. Salvatore State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Vincent B. Szykmani Consulting Engineer 112 East Elm Street Wilkes-Barre, Pennsylvania 18701 James Schiffini Cornell Iron Works Mountaintop, Pennsylvania 18707 John Timmer Atwater Throwing Company, Inc. West Main Street Plymouth, Pennsylvania 18651 Robert Schneiderman Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania 18612 David L. Wetzel Peoples First Nat'l Bank &: Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 J. H. Silberman Triangle Shoe Company Narrows Shopping Center Edwardsville, Pennsylvania 18704 John G. Whelley King Fifth Wheel P. O, Box 68 Mountaintop, Pennsylvania 18707 M. G. Simons Keystone Coca-Cola 300 Oak Street Pittston, Pennsylvania 18640 Don Winston Anthracite Electric Supply 500 Pierce Street Kingston, Pennsylvania 18704 �■III 10001553L7 -7' I; WILKES COLLEGE LIBRARY n n n U n I ■n 1 8 �i 0 0 n ti 11. � 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 Data Processing Seminar in Cooperation with the Pennsylvania Technical Assistance Program, 1970 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 1970 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/ad1760d95417ec8bc288dbddeda9b57b.pdf e81f4268ea70c66136e08b3ac084abcb PDF Text Text ■5T ■BWBVM *1. L CIVIL SERVICE aj b 1 I 1 D [ RULES « RiGUILATIIONS HAZLETON, mmm D 0 0 C JS155 i H3W682) .1 I i INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ( �i CIVIL SERVICE I r? RULES AND REGULATIONS HAZLETON, PENNSYLVANIA 1970 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES �- i I 101836 I I I Ii I ARTICLE I. DEFINITION OF TERMS Section 101. Definitions. Unless otherwise expressly stated, the following words and phrases, wherever used in these rules and regulations, shall be construed to have the meaning indicated herein: Certification - The submission to the appointing authority of names taken from the eligible list. Chairman - The chairman of the Police Civil Service Commission of the City of Hazleton, Pennsylvania. I1 I3 1 City Clerk - The city clerk of the City of Hazleton, Pennsylvania. Commission - The Police Civil Service Commission of the City of Hazleton, Pennsylvania. Council - The Council of the City of Hazleton, Pennsylvania which is the appointing authority. Eligible - A person whose name is recorded on a current eligible list or furlough list. D 0 fl Eligible list - The lists of names of persons who passed any examination for a particular position in the Police Department. W o r Furlough list- The list of persons who were laid off from positions in the Police Department because of a reduction on the number of officers in the Police Department. on cr Probationer - An officer in the Police Department who has appointed from any eligible list, but who has not yet completed his work test period. □ 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. c n been Removal - The permanent separation of a member of the Police Department from his position. il n 11 3 -1- �I■ Ii I i Suspension - The temporary separation of a member of the Police Department from his position. Secretary - The secretary of the Police Civil Service Commission of the City of Hazleton, Pennsylvania. u I □J 5 □ 3 fr ID D D n nli LI i -2- q �I I a a THE COMMISSION ARTICLE II. The Police Civil Service Commission of the City of 201. Officers. Hazleton, Pennsylvania, on the first Monday of each even numbered year, shall elect one of its members as the Chairman, one Vice-chairman, and one as secretary. 3 . 8 If the first Monday is a legal holiday, the meeting shall be held within twenty-four (24) hours following Council organization. 2 02. Duties of Chairman. The Chairman, or in his absence, the Vice-chairman, shall preside at all meetings and hearings of the Commission J decide all points of order or procedure and perform any duties required by B laws or these rules. c In the absence of a member, temporary assignments shall be made by the Commission presiding member. 203. Duties of Secretary. The Secretary shall carry on at the B direction of the Commission all official correspondence of the Commission, 111 record of each examination or other official action of the Commission, and send out all notices required by law and these rules of procedure, keep a perform all other duties required by law, by these rules and by the Commission. 204. Meetings. Except for the biennial organization meeting, all meetings 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. e The Commission shall have the discretion to determine whether meetings shall be open to the public - 3 - �II II except that no rule or regulation of the Commission shall be adopted at other than a public meeting, and except when otherwise provided for in 11 1 these rules. 205. Quorum. A quorum shall consist of two members, and all actions of the Commission shall have the concurrence of at least two 1 3 n members. 206, Order of Business, The order of business of all meetings of the Commission shall be as follows: ,1 (a) Roll Call (b) Approval of minutes of previous meeting (c) Communications and Reports 1 207, Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent R f? s or failing to vote, indicating such fact. 0 IS ■ n I 0 - 4 - �ARTICLE III. 301. APPLICATIONS Applications Form. No person shall be admitted to an examination for a position in the Police Department of the City of Hazleton, Pennsylvania until after he shall have filed, on the official form prescribed by the Civil Service Commission, a sworn application giving such information as the Commission may require. The official application form and all notaticn , references, and statements appearing in it are incorporated by reference into these rules as if they were fully described herein. 302. Availability. Application forms shall be available to all interested persons in the office of the City Clerk and from such other offices and officers that Commission from time to time may choose to delegate. 303. Age Qualifications. At the time of application, no applicant for any position in the Police Department shall be less than twenty-one(21) years of age, and no applicant for the position of policeman shall be more than thirty-two (32) years of age. Each applicant shall present satisfactory evidence of his date of birth, 304. General Qualifications - All Applicants. Each applicant for any position in the Police Department shall be a male, a citizen of the United States, and shall have graduated from an accredited high school or have an equivalent education, such as a GED equivalent. Each applicant -5- __ �B L) shall be medically fit for the performance of the duties of a policeman, of I good moral character, and licensed to operate a motor vehicle in the In the case of a foreign-born applicant, Commonwealth of Pennsylvania. J ■L n person to be a naturalized citizen. n u n 1 0 0 0 D 0 0 evidence satisfactory to the Commission shall be produced showing the General Qualifications. 305. In addition to meeting the L qualifications fixed for each applicant for a position in the Police Depart­ will ment, all applicants for the position of Chief, Captain, Lieutenant, and Sergeant shall: I r -ill (a) 0 service for at least; B D 'I 0 0 i Have been employed in any accredited or governmental police (b) (1) Sergeant five years (2) Lieutenant seven years, with at least two years in grade of Sergeant (3) Captain ten years, with at least three in grade of Sergeant or Lieutenant (4) Chief fifteen years, with at least five years in grade of Lieutenant or Captain Have satisfactorily completed an educational and/or training program. The requirements are as follows: (1) Sergeant must have completed at least one course in police instruction beyond the basic level. (2) Lieutenant must have completed courses in advanced police work and police administration. I -6- �must have completed courses in advanced police work and police administration. (3) Captain (c) Have demonstrated an ability to carry out orders from superiors, and (d) Demonstrate a working knowledge of police science and administration, and (e) Demonstrate an ability to deliver and supervise the work of subordinates, and (f) Have received at least a grade of "satisfactory" on his latest service rating; provided that an evaluation of the experience, training, general background, and such other records of performance of the applicant, at the discretion of the Commission, may be substituted for the service rating. 0t nf 306. 0 [ E [I '1 f include credit reports and reports of investigations from recognized agencies. Filing Applications. Applications for any position on the Police Department may be received at any time, during normal business hours in the office of the City Clerk, and by such other offices and officers as the Commission may delegate. The receipt of such applications shall be subject to the following conditions: (a) No application received after 12:00 noon on day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examination unless otherwise provided in the notice, and (b) An application shall become void one (1) year after the date upon which it was received. 308. Recording Applications. !T! -7- g( An investigation of the character and reputation of the applicant may be made by the Commission and may 307. Oh D Investigation of Applicants. The office of the City Clerk of the �Ill 0 i 10 D B city shall review each application, upon receipt, for the purpose of determining that such application contains no minor errors of omission;it shall be returned to the applicant for correction. The city clerk shall date, number, and record on the order of receipt, all applications free of minor errors of omission. An application , once recorded, shall be a public record 'I and shall not be returned to the applicant. K ft 309. Disqualification of Applicant. The Commission shall not examine any applicant who lacks any of the prescribed qualifications unless, E in the judgement of the Commission, it can be reasonably presumed that the r applicant shall have acquired the necessary qualifications prior to the date I i_U □ K c . 0 of a possible certification from the list of eligibles produced as a result of the examination. 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsification, or concealment of material fact. D 0 o c omission Should investigation disclose any mistate - ment, falsification or concealment with respect to an application: (a) The application shall be invalid and the applicant shall be disqualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or (c) If the applicant shall have been appointed, such willful mistatement, falsification, or concealment shall constitute grounds for dismissal from the Police Department. No person who shall make willful false application shall be permitted to make any future application for any position in the Police Department of the city. -8i �8 8 u ARTICLE IV 401. □ ANNOUNCEMENT OF EXAMINATIONS Public Notice. Public notice of the time and place of every examination, together with the information as to the position to be filled, shall B n D D n j 8 be given by publication in the official newspaper of the city. shall be published at least three (3) weeks prior to an examination and a copy of the notice shall be posted on the bulletin board in City Hall. 8 B Additional public notice by publication, position, or otherwise may be given at any time at the discretion of the Commission. 402. E The public notice Notice of Examination. In addition to the public notice, the secretary shall give written notice to each qualified applicant as follows: (a) By mailing or otherwise delivering to each applicant qualified for a medical examination, a notice which shall include the name of the medical examiner, and the date, time, place, and duration of the written and the oral examination. Every notice shall be mailed or otherwise delivered at least three (3) days prior to the date fixed for examination. D D I. Only applicants receiving notices to report for any examination shall be permitted to participate in such examination, and each applicant shall present his notice to the examiner before he shall be examined. Failure to report for any examination in accordance with the instructions contained in the written notice shall dis qualify the applicant, except that in the case of medical examiner designated I in the notice, may fix another date and time for such examination; provided, however, that any such date or time shall be within the period fixed for I ] -9- �I lii a 1 1] medical examination in Section 403 of these rules. 403. ij 10 Scheduling Medical Examinations. shall be scheduled less than twelve (12) days, nor more than twenty- eight (28) days from the date fixed in the public notice for a written examination. n D 1 ... h E 0 ni n I I No medical examination -10- �ARTICLE V. 501. 0 s MEDICAL EXAMINATION Appointment of Medical Examiners. The Commission, from time to time, shall appoint a medical examiner to make all medical examinations required by these rules. 502. Medical Requirements. Every applicant for appointment or promotion to any position in the Police Department shal submit at his expense, to a medical examination and shall meet the minimum medical requirements established by the Commission before he 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 E If 0 II medical examiner. Every applicant for the position of policeman shall demonstrate his ability to pass the following physical requirements: (a) He shall show no physical conditions or medical history which in the opinion of the physicial should be cause for rejection. (b) He shall demonstrate at least 20/20 corrected vision in each eye. (c) He shall be at least sixty-eight (68) inches in height, barefoot, and of proportional weight. He shall weigh at least one-hundred fourty (140) pounds, and a maximum of two-hundred thirty(2 30) pounds, maintained at the time of appointment. (d) He must be able to hear a low conversational voice at a distance of at least fifteen (15) feet in one ear and twenty(20) feet in the other. -11- �I 0 ’ t] (e) He must be free from local or systemic skin diseases. (f) His respiration must be full, easy, and regular as determined by the examining physician. (g) He shall have no history or presence of a serious mental disease as determined by the examining physician. (h) Exceptions to the above may be permitted at the discretion of the Civil Service Commission upon recommendation of the examining physician. 503. Report of Medical Examiner. The Commission shall furnish the medical examiner with forms upon which the medical examiner shall state the bodily and mental condition of each applicant. The statement of each examination shall be submitted directly to the Commission within five (5) days after the date of examination. It is the responsibility of the applicant to return the results of the physical examination to the secretary of the Commission. 504. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for performance of the duties of a policeman because of any bodily or mental defect, whether or not the defect shall be specifically stated as cause for rejection, it shall be entered in the 0 report of his medical examination. Insofar as practicable, however, the medical examiner shall determine the medical fitness of an applicant by adhering to the statement of medical requirement. 505. Reexamination of Medical Fitness. Each applicant eligible for certification to the Council for appointment to any position in the Police Department shall be instructed by the secretary of the Commission, before -12■ �being certified, to inform the Commission of any illness or injuries requiring .] _U j the attendance of a physician or requiring hospitalization and of any surgical operations that shall have occurred after the original medical examination. If, in the judgement 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 7) submit a further medical examination before his name shall be certified for < 0 appointment. Any such further medical examination shall be performed at the expense of the city by a regularly appointed medical examirer. L ! i I h I 0 0 0 0 IB IB 0! I -13- �ARTICLE VI. 601. WRITTEN AND ORAL EXAMINATIONS Examination for Patrolmen. (a) The examination for the position of patrolman shall consist of the following two parts: (1) A written examination which shall include a general police aptitude test, an intelligence test, personality profile, and such other written tests as the Commission may from time to time designate, and I I 1 0 0 ri‘ I I (2) An oral examination. (b) Each part of the written examination and the oral examination 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 hundred (100) per cent. 602. ffi ffl I Examinations for the Position of Sergeant, Lieutenant, Captain, and Chief. (a) The examination for the position of Sergeant, Lieutenant, Captain, and Chief shall consist of three parts, namely: (1) A written examination which shall include a test of police knowledge and an intelligence and aptitude test. (2) An oral examination by the Police Civil Service Commission to appraise personal characteristics and qualities of the applicant. 0 ffl (3) An evaluation of the service ratings or performance records by the Mayor and the executive officers. (b) The examination shall be graded on a scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portion of the examination, a total of sixty (60) points. 01 -14- �< I I I 3 (2) For the oral examination, a total of twenty (20) points. (3) For the evaluation of the set-vice rating of performance records, a total of twenty (20) points. fl fl 0 D 0 0 603. Passing Grade. The minimum passing grade for an examination for the position of patrolman shall be a score of seventy (70) per cent on every portion of the examination. The minimum passing grade for an examination for the position of Sergeant, Lieutenant, Captain, Chief shall be a score of seventy-five (75) per cent, and each applicant for any such position shall score at least seventy (7 0) per cent on each part of the exam- ination. Every applicant for the position of patrolman who receives a score of at least seventy (7 0) per cent, and who is entitled by law to additional credit for service in the Armed Forces of the United States shall have his fl hi. . lu score adjusted accordingly. [D ffl Applicants claiming veterans' preference shall submit satisfactory proof of service and honorable discharge. Notice of Applicant's Grade. 604. When the gr ading of each examination is completed, the secretary of the Commission shall give each H! applicant written notice of his grade. U 605. Ineligibility for Future Examinations for Six Months. If an applicant fails to obtain a passing grade in any examination, he shall not be eligible for a subsequent examination for any position in the Police Department of the I '1 - city for a period of six months. 606. Administering Examination. The Commission may designate the Institute of Regional Affairs of Wilkes College, or any qualified agency, to act as examiner -• i ; J__> for the written examinations. 71 -15- The Commission shall reserve the �hi 10 I0 right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. The oral examination and the evaluation of the service or performance record of any applicant shall be the responsibility of the Commission; provided however, that the Commission may designate, from I time to time, such persons qualified to evaluate performance or service records, LI as are considered necessary to assist in such examinations and evaluations. 607. fl Conduct of Written Examinations. The Commission shall prepare a statement of instructions and rules for the conduct of written examinations. The regularly appointed examiner shall carry on each such examination in I 1 | accordance with the instructions of the Commission, and be responsible for enforcing the rules of conduct for written examinations» UJ L 608. Penalty for Improper Conduct. Should any applicant be found guilty of any act tending to defeat the proper conduct or the result of any examination, his 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 position in the Police Department. fl fl -16- J �fl fl s 0 D n i U J E 8 in £ ARTICLE VII. 701. eligible lists Preparation of Eligible List. As soon as possible, after the completion of each examination, the secretary of the Commission shall prepare an eligible list upon which shall appear the name of each applicant who received 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 City Clerk in City Hall. 702. Breaking Tie Scores. When two (2) or more qualifying applicants shall receive the same final weight ed 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) II or more qualifying applicants 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. 703. Life of Eligible Lists. In no case shall any eligible 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 the receipt of the request from Council calling for the establishment of same. 704. Furlough Lists. Whenever the Council causes a reduction in the number of police officers, the Commission shall prepare and maintain a list of the names ! -17- H �In I si I i i of all such furloughed officers, together with the position held by each such officer at the time of furlough. The names on the furlough list shall be arranged from the greatest to the least, in the order of the length of service of each furloughed officer in the Police Department of the c ity. n .J. 10 I I 1 C.I ■ ffl L 1 I ID -18- 3 �ARTICLE VIII.' CERTIFICATION AND APPOINTMENTS 801, Filling Vacancies. When a vacancy is to be filled in the Police Department, the Council shall submit a written request to the Commission for certification of eligibles. In making the request, the Council shall state the title of the position to be filled and the compensation to be paid. 802. Furlough List to Fill Appointments. Upon receipt of a request from the Council, 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(l) 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. 803. ffi 0 Certification From Eligible Lists. If no furlough list or if the total number of vacancies cannot be filled from the available names on the furlough lists, the Commission shall certify names from the eligible lists. Council shall notify the Commission of any vacancy which is to be filled and shall request the certification of a list of eligibles. IB The The Commission shall certi fy for each existing vacancy from the eligible list the names of three (3) persons thereon, of a lesser number where three (3) are not available, who have received the highest average. fS 804. Removal of Names From Furlough and Eligible Lists. 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 an eligible list shall be removed -19- �1 1 1 I ] by the Commission if such person: (a) Is appointed to a position in the Police Department of the city, or (b) Declines an appointment to a permanent position in the Police Department of the city, or (C) I 1 I I Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of certification, 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 Council, unless in the opinion of the Council, such person can show good and sufficient reasons for failing to report. (e) No longer meets the eligibility requirements lor the position. The name of any person on any eligible list also shall be removed by the Commission if he 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 from any furlough list or eligible list who refuses or accepts a position of a lower rank than for ID ID which he has qualified. 805. Appointment Procedures. Whenever the name of any person is certified to the Council from either the furlough list or the eligible list, the person shall be immediately notified of his 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 person certified make written reply within seven (7) days from the date of mailing such notice. 806. Probationary Period. All origial appointments to any position in the Police Department of the city shall be for a probationary period of six (6) IT -20- �months. The Chief of Police 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. 7 The Chief of Police shall make a report on the performance and conduct of each probationer at the end of the second month of the probationary period, at the LJ end of the fourth month of the probationary period and finally not less than ten n (10) calendar days nor more than fifteen (15) calendar days before the next LI n L inun regular meeting of the Council immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation, of the Chief of Police either to retain or to reject the probationer. ffl IlJ I ffl ID ID submitted in writing to the Council. Within five (5) calendar days after the regular meeting of the Council immediately preceding the end of the probationary period, the Council shall notify the Commission, in writing, of its decision to retain or reject the probationer. The Commission chairman, in turn, shall notify the probationer of the decision of the Council on or before the date of the close of his probationary period. position of Chief of Police n Each report shall be In the event that the person named to the is a probationary appointment, the Mayor or Council shall designate one (1) person to evaluate the performance and conduct of the Chief in the same manner, and subject to the same procedures as that established for all other persons in the Department of the city. 807. B Residence, The appointee shall establish residence in the city by the end of his probationary period. -21- �11 ARTICLE IX. 901. SUSPENSIONS, REMOVALS, AND REDUCTION IN RANK Procedure. Whenever any policeman in the city is suspended, removed, or reduced in rank, the specific charges warranting each such action shall be stated in writing by the appointing authority. L The charges shall be stated clearly and in sufficient detail to enable the person accused to understand the charges made against him and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commission, and within five (5) 1 rm 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. Demand for Hearing. Any policeman suspended, removed, or reduced 902 n nhJ in rank may 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 n p: person accused shall be filed no later than seven (?) calendar days from the date upon which the statement of charges were personally served or mailed. Within the period fixed by the law, the Commission shall grant a hearing to any person ■ accused who complies with the provisions of this section- Each such hearing shall be open to the public unless the person accused, when making his written demand for a hearing, requests that such hearing be closed. 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 mailing to each person making charges and to the person accused, and -22- �I I I1 I ■1 (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to have the notice required by this subsection shall not invalidate any action taken by the Commis sion. 904. Oaths. All testimony shall be taken under oath. 'The chairman, or in P his absence the vice-chairman, shall administer all oaths. !D 905. Subpoenas. The chairman, or in his absence, the vice-chairman, may compel the attendance of witnesses and the production of records and papers pertaining to any hearing. However, upon the written request of the person accused or of any person making charges, the chairman, or in his absence, the 7 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 of the Commission within five (5) calendar days from the date appearing ■ '1 on the notice of hearing. I I I ' 1 906. Hearing Procedure. Each hearing shall be conducted in the following manner: (a) ifl I |l The chairman shall state the general purpose of the hearing, and (b) The secretary of the Commission, upon direction of the chairman, shall read the charges against the person accused together with the record of action taken against such officer, and next (c) The secretary shall read any written reply of the person accused, and (d) The chairman, shall afford each person making charges, or his counsel, an opportunity to make any further statement in support of the charges and to produce any witness, and (e) The chairman shall afford the person accused, or his 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 • ___________ -23’ �I I ■] (f) The chairman shall afford each person making charges an opportunity to examine the person accused, and (g) The chairman shall ask the person making charges, or his counsel, to make a summation, and (h) The chairman shall afford the person accused, or his counsel, an opportunity to produce any witness and to sum up the defense. The Commission, at any time during the course of the hearing, may question or cross-examine any person making charges, the person accused, and any witness. 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. h 1 L written order shall include all findings of fact. The If, during the public hearing, opposing facts are presented, the Commission shall include in its written order its decision as to the correct facts. The findings decision of the Commission shall be certified to any person making charges, to the accused officer, and to the Council. I I I �I I I I 1 I ARTICLE X. INSPECTION OF RECORDS 1001. Inspection in General. Except as othe rwise provided 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. 1002. Character and Reputation Reports. All reports of investigations and inquiries into the character and reputation of applicants shall be kept in the strictest confidence, and shall not be open to f inspection. 1003. Inspection of Examination Materials. All examination material shall be confidential and shall not be open to general public inspection. Ih 1 I ' Any examined applicant may inspect his examination papers, provided that: (a) He makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his grade, and (b) He receives the written consent of the Commission to inspect 1J I I his examination papers, and (c) He makes his inspection within five (5) calendar days from the date of the mailing of the consent of the Commission. The Commission shall not consent to the request of any examined applicant to inspect any written examination paper which may be used in any subsequent written examination that may be scheduled within ninety (90) calendar days following the date of receipt of the written request. -25- If the Commission �( I I I ] 1 ] I I 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 member of the Commission or any person designated fay the Commission, permits any inspection of examination papers, he shall require the examined applicant to produce a letter indicating the consent of the Commission and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. I i] No examination papers other than his own, nor shall he be permitted to make any written notes while he is inspecting any examination paper. I] I u [] 1 I I -26- �ARTICLE XI. AMENDMENTS 1 1101. Amendments. The Commission, with the approval of the Council, may, from time to time, amend any part of these rules and regulations. 1 I foregoing rules and regulations, which are in accordance with the powers ] and in accordance with the authority granted by the Council of the City of I The granted by the Civil Service Sections of "The Third Class City", Secs. 4401- 4410, enacted by the General Assembly of the Commonwealth of Pennsylvania Hazleton, Pennsylvania, are hereby adopted by the Civil Service Board of the City of Hazleton, Pennsylvania on (Signed) Dr. Alvan Bruch, Chairman (Signed) Mr. Joseph Marsit (Signed) Dr. Lawrence Corrigan Approved by the Council of the City of Hazleton, Pennsylvania, on President of the Council ATTEST: City Clerk 10189‘- �__ nittiis iOOOl£,oifio nI jI WILKES COLLEGE LIBRARY '1I I II I i I , I <n 1 I I! I Hl I- 0 i i I • I I I �i ■ J J n ! J » u '! Ll u 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 for Hazleton, Pennyslvania, 1970 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 1970 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/1f1de7257df53e67587a3f7abc8dca0e.pdf 10b16929b7f57497058a06977c615ecb PDF Text Text i I i i CIVIL SERVICE RULES AND REGULATIONS LAWSMDX fflWWO i i I I i& b a J J J CH ;jni55 |L3W682| 1 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA I �CIVIL SERVICE n RULES AND REGULATIONS FOR LARKSVILLE, PENNSYLVANIA □ L j EUGENE SHEDDEN FARLEY LIBRARY i fl 1933 WILKES COLLEGE, WILKES-BARRE, Px. L 1970 Institute of Regional Affairs '0 Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES J SI s s Li M GE I 1 I I / J 0 ■ 3 0 Oil J I I �1 ARTICLE I. DEFINITION OF TERMS 3 Section 101. Definitions■ Unless otherwise expressly stated, the following words and phrases, wherever used in these rules and regulations, shall be construed to have the meaning indicated herein: Borough - The Borough of Larksville, Pennsylvania. Borough Secretary - The Secretary of the Borough of Larksville, Penn­ sylvania. a / 3 Certification - The submission to the appointing authority of names taken from the eligible list. Chairman - The Chairman of the Larksville Borough Police Civil Ser­ vice Commission. Q Commission - The Larksville Borough Police Civil Service Commission. ■o Council - The Council of the Borough of Larksville, Pennsylvania which is the appointing authority. Eligible - A person whose name is recorded on a current eligible list or furlough list. 3 ns ii g ■I t! I 1 H Eligible List - The list of names of persons who passed any examination for a particular position in the Police Department. Furlough List - The list of persons who were laid off from positions in the Police Department because of a reduction in the number of officers in the Police Department. Probationer - An officer in the Police Department who has been appoin­ ted from any eligible list, but who has not yet completed his work test period. Reduction in Rank - A change to a different position or rank which re­ sults in a decrease in salary; provided, however, that a de­ crease in salary without a change to a different position or rank shall not constitute a reduction in rank. Removal - The permanent separation of a police officer from the Police Department. 130867 -1- I ��c II r ARTICLE II. THE COMMISSION c 201. r L Officers ■ The Larksville Borough Police Civil Service Commission, on the first Monday of February of each even-numbered year, shall elect one of its members as Chairman, one as Vice Chairman, and one as Secretary. 0 0 first Monday of February is a legal holiday, the meeting shall be held on the first day following. 0 0 J 0 D If said □ 0| 0 n 202. Duties of Chairman. The Chairman, or in his absence, the Vice Chairman, shall preside at all meetings, and hearings of the Commission, de- cide all points of order or procedure and perform any duties required by law or these rules. In the absence of a member, temporary assignments shall be made by the Commission member presiding. 203. Duties of Secretary. The Secretary shall carry on at the direction of the Commission all official correspondence of the Commission, send out all notices by law and these rules of procedure, keep a record of each examination and other official action of the Commission, and perform all other duties re­ quired by law, by these rules and by the Commission. 204. 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, �i li 11 D ■ □ n 205. r D nu 1 ■ I I i i Quorum. A quorum shall consist of two members, and all actions of the Commission shall have the concurrence of at least two members. 206. Order of Business. The order of Business of all meetings of the Commission shall be as follows: (a) Roll call (b) Approval of munites of previous meeting (c) Communications and Reports n 0 Q Q ■ and except when otherwise provided for in these rules. 207. Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent of failing to vote, indicating such fact. �I I I ARTICLE III. APPLICATIONS 301. Application Form. No person shall be admitted to an examination for a position in the Police Department of the Borough of Larksville, Pennsyl­ i : s I 8 8 B vania until after he shall have filed, on the official form prescribed by the Com- mission, a sworn application giving such information as the Commission shall require. The official application form and all notations, references, and statements 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 described herein. 302. Application forms shall be available to all interested persons in the office of the Borough Secretary and in the office of the Secretary of the Commission. 303. « Availability. Age Qualifications. At the time of application, no applicant for any position in the Police Department shall be less than twenty-one (21) years of age, and no applicant for the position of patrolman shall be more than forty (40) years I r 8 of age. Each applicant shall present satisfactory evidence of his date of birth. 304. General Qualifications - All Applicants. Each applicant for any position in the Police Department shall be a male, a citizen of the United States, and shall have graduated from an accredited high school or have an equivalent education, such as a General Education and Development equivalent, or an accredited correspondence school. Each applicant shall be madically fit for the performance of the duties of a police officer, of good moral character, and li­ II I I II censed to operate a motor vehicle in the Commonwealth of Pennsylvania. -5- In the �I I I I I I B E E case of a foreign-born applicant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. 305. General Qualifications - Applications for Chief. In addition to meet- ing the qualifications fixed for each applicant for a position in the Police Depart­ ment, all applicants for the position of Chief of Police shall: (a) Have satisfactorily completed an in-service training program for police officers or have graduated from a recognized police academy or a police school, and trained at first opportunity at Borough ex­ pense, and (b) Have demonstrated an ability to carry out orders from superiors, and (C) Demonstrate a working knowledge of Police science and administra­ tion, and (d) Demonstrate an ability to deliver and supervise the work of sub­ ordinates, and (e) Have received at least a grade of "satisfactory" on his latest service rating; provided that an evaluation of the experience, training, gen­ eral background, and such other records of performance of the appli­ cant, at the discretion of the Commission, may be substituted for the service rating. b 306. Investigation of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include reports of credit and reports of investigations from recognized agencies. I 307. Filing Applications. Applications for any position in the Police Department shall be filed at any time, during normal business hours, in the office of the Secretary of the Commission. I- The filing of such applications shall be subject to the following conditions: (a) No application filed after 12:00 noon on day that is fourteen (14) calendar days prior to the date fixed for the written examination -6- ��falsification, or concealment shall constitute grounds for dismissal from the Police Department. No person who shall make willful false application shall be permitted to make any future application for any position in the Police Department of the Borough. ��0 . I ination, the applicant, with the prior approval of the medical examiner designated in the notice, may fix another date and time for such examination; pro­ vided however, that any such date or time shall be within the period fixed for n medical examination in Section 403 of these rules. 403. Scheduling Medical Examinations. No medical examination shall be scheduled less than five (5) days, nor more than ten (10) days from the date fixed in the public notice for a written examination. Li □ d c c r [ E �B i ARTICLE V. MEDICAL EXAMINATIONS I i n U 501. Appointment of Medical Examiners. The Commission shall ap- point one or more medical examiners to make all medical examinations re- s quired by these rules. I position in the Police Department shall submit, at his expense, to a medical 502. Medical Requirements. Every applicant for appointment to any examination and shall meet the minimum medical requirements established by the Commission before he shall be permitted to take any written or oral exam- u LJ I I D E .. £ E £ IL B L [ A statement of the medical requirements established by the Gem­ ination. mission 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. Every applicant for the position of patrolman shall demonstrate his ability to pass the following physical requirements: (a) He shall show no physical conditions or medical history which in the opinion of the physician shall be cause for rejection. (b) He shall demonstrate at least 20/20 corrected vision in each eye. (c) He must be able to hear a low conversational voice at a distance of at least fifteen (15) feet in one ear and twenty (20) feet in the other. (d) His respiration must be full, easy, and regular as determined by the examining physician. (e) His blood pressure shall be: Systolic Maximum 135: Diastolic 90. (f) His pulse pressure may range from 15 to 50. based upon the doctor's judgement. -11- i Limits shall be �I 7 i I (g) He shall have no history or presence of a serious mental disease as determined by the examining physician. (h) Exceptions to Subsection "g" above may be permitted at the dis­ cretion of the Commission upon recommendations of the examining physician. (i) His serology and urinalysis tests shall be normal. I 503. . II Report of the Medical Examiner. The Commission shall furnish the medical examiner with forms upon which he shall state his feelings, re- garding the applicant. The report of each examination shall be submitted by the examiner directly to the Secretary of the Commission within three (3) days B after the date of the examination. It shall be the responsibility of the applicant that the results of the physical examination are delivered to the Secretary. flP 5 04. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for performance of the duties of a DO nn ■—>. police officer because of any bodily or mental defect, whether or not the defect shall be specifically stated as cause for rejection in the statement of medical requirements, such applicant shall be rejected and a brief statement of the rea- sons for rejection shall be entered in the report of his medical examination. Insofar as practicable, however, the medical examiner shall determine the medical fitness of an applicant, by adhering to the statements of the medical requirements. 505. Re-examination of Medical Fitness. Each applicant eligible for certification to the Council for appointment to any position in the Police De­ partment shall be instructed by the Secretary of the Commission, before being �I 1 I I certified, to inform the Commission of any illness or injuries requiring the attendance of a physician or requiring hospitilization and of any surgical operations that shall have occurred after the original medical examination. If, in the judgement of the Commission, there shall have been any change in the med­ ical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to submit to a fur- 8 8 ther medical examination before his name shall be certified for appointment. II D 1 D D B D E II j -13- ���cant fails to obtain a passing grade in any examination, he shall not be eligible for a subsequent examination for any position in the Police Department of the Borough for a period of six months. 0 r 0 0 L 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commis­ sion of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act as examiner for the written examinations. The Commission shall reserve the right to reject or accept, in whole or in part, the recommendations of the regularly appointed examining agency. The oral examination and the evaluation of the service or performance record of any ap­ plicant shall be the responsibility of the Commission; provided, however, that L G 0 0 D Q the Commission may designate, from time to time, such persons qualified to evaluate performance or service records, as are considered necessary to as- sist in such examinations and evaluations 607. Conduct of Written Examinations. The Commission shall prepare a statement of instructions and rules for the conduct of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Commission, and be responsible for enforcing the rules of conduct for written examinations. 608. Penalty for Improper Conduct. Should any applicant be found guilty of any act tending to defeat the proper conduct or the result of the exam­ ination his name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future appli­ cation for any position in the Police Department. -16- �■ 1 ! ARTICLE VII. ELIGIBLE LISTS I I 701. Preparation of Eligible List. As soon as possible, after the com- pletion of each examination, the Secretary shall prepare an eligible list upon h which shall appear the name of each applicant who received a passing grade in ■i the examination. 'I 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 Secretary and a copy posted on the bulletin board in the Borough Municipal Building. U J I—, n D 0 D 0 I 0 I 3 702. 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 total scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying applicants 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 recor­ ding purposes. 703. Life of Eligible Lists. In no case shall any eligible list remain in effect for a period of more than two (2) years from the date of its presentation. Date of preparation refers to the actual compilation of the list which is to take place not more than sixty (60) days after the receipt of the request from Coun- cil calling for the establishment of the same. 704. I When two (2) or more qualifying applicants Breaking Tie Scores. Furlough Lists. Whenever the Council causes a reduction in the -17- �numbers of police officers, the Commission shall prepare and maintain a list of the names of all such furloughed officers, together with the position held by each such officer at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the order of the length of service of each furloughed officer in the Police Department of the Borough. ■ fT n 0 171 I u 0 n 0 B IT -18- B �! B ARTICLE VIII. CERTIFICATION AND APPOINTMENTS 801. B 0 0 r a a Filling Vacancies. When a vacancy is to be filled in the Police Department, the Council shall submit a written request to the Commission for certification of eligibles. In making the request, the Council shall state the title of the position to be filled and the compensation to be paid. 802. Furlough List to Fill Appointments. Upon receipt of a request from the Council, 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. 0 803. 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 list, the Commission shall certify names from the eligible lists. n Council shall notify the Commission of any vacancy which is to be filled and shall request the certification of a list of eligibles. 0 B Fi 0 ■ The Commission shall cer- tify for each existing vacancy from the eligible list the names of three (3) per­ sons thereon, or a lesser number where three (3) are not available, who have received the highest average. 804. Removal of Names from Furlough and Eligible Lists. In addition to the reasons stated as grounds for removal in these rules or as stated in the -19- B The �_____ n b Law, the name of any person appearing on a furlough list or an eligible list shall be removed by the Commission if such person: (a) Is appointed to a position in the Police Department of the Borough, or (b) Declines an appointment to a permanent position in the Police Depart­ ment of the Borough, or (c) Fails to make written reply to the Commission within seven (7) cal­ endar days from the date of mailing of a notice of certification, or (d) Indicates availability for appointment and is appointed to fill a va­ cancy but fails to report for duty at the time prescribed by the Council unless, in the opinion of the Council, such person can show good and sufficient reasons for failing to report. D 0 0 The name of any person on any eligible list also shall be removed by the Com- mission if he is three (3) times certified for consideration for appointment .and is not appointed. Nothing in this section, however, shall be construed as author- izing the removal of the name of any person on any furlough list or eligible list who refuses or accepts a position of a lower rank than for which he has qualified. 805. Appointment Procedures. Whenever the name of any person is 0 certified to the Council from either the furlough list or the eligible list, the n person shall be immediately notified of his certification by either certified or y 0 registered mail. The notice shall include the title of the position and the com- pensation to be paid, and shall also state that the person certified make a written reply within seven (7) days from the date of mailing such notice. 806. Probationary Period. All original appointments to any position in the Police Department of the Borough shall be for a probationary period of six (6) months. The Chief of Police shall investigate the adjustment, performance, -20- �ill and general acceptability of each probationer under his supervision to deter­ mine whether such probationer is fully qualified for permanent appointment. The Chief of Police shall make a report of the performance and conduct of each probationer at the end of the second month of the probationary period, 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 regJ Q J □ u 0 D period. Each report shall be submitted either to retain or reject the proba- tioner. Each report shall be submitted in writing to the Council. i J 0 ing the end of the probationary period, the Council shall notify the Commission, n or before the date of the close of his probationary period. Residence. The appointee to a position in the Police Department in the Borough shall establish residence in the borough by the end of his pro- bationary period. j Lu The Commission, in turn, shall notify the probationer in writing of the decision of the Council on 807. J Within five (5) calendar days after the regular meeting of the Council immediately proceed­ in writing, of its decision to retain or reject the probationer. Fi n ■jj ular meeting of the Council immediately proceeding the end of the probationary u Ti -21- �ARTICLE IX. SUSPENSIONS, REMOVALS AND REDUCTIONS IN RANK 901. l ; Procedure. Whenever any police officer in the Borough is sus- pended, removed or reduced in rank, the specific charges warrenting each such action shall be stated in writing by the appointing authority. The charges shall be stated clearly and in sufficient detail to enable the person accused to i Q understand the charges made against him and to answer them. As soon as practicable, the statement of charges shall be filed in duplicate with the Com- mission, and shall be delivered to the person accused either be personal ser- n vice or be certified or registered mail. n J ] I Q n 902. Demand for Hearing. Any police officer suspended, removed, or reduced in rank may file with the Commission a written demand for a hearing. He may make written answers to any charges filed against him not later than the day fixed for the hearing. The Commission shall grant him a hearing which shall be held within a period of ten (10) days from the filing of charges in writing, unless continued by the Commission for cause at the request of the Council or ny 'p J' 1 the accused. Each such hearing shall be open to the public unless the person accused shall request the Commission in writing that such hearing be closed. Fl 'I d 903. Notice of Hearing. Notice of the date, time, and place of each hearing shall be given in the following manner: i U (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 inter­ est in the hearing; provided, however, that any failure to give notice required by this subsection shall not invalidate any action n -22- I �taken by the Commission. 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. 905. Subpoenas, The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the production of records and papers pertaining to any hearing. I Q 1 1 I J D However, upon the written request of'the person ac- cused or of any person making charges, 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 of the scheduled hearing. 906. Hearing Procedure. (a) The Chairman, or in his absence the Vice Chairman, shall state the general purpose of the hearing, and (b) The Secretary, upon direction of the Chairman, or in his absence the Vice Chairman, shall read the charges against the person ac­ cused together with the record of action taken against such officer, and next (C) The Secretary shall read any written reply of the person accused, and next (d) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an opportunity to make any further statements in support of the charges and to pro­ duce any witness or witnesses in support thereof, and next (e) The Chairman, or in his absence the Vice Chairman, shall afford the person accused, or his counsel, an opportunity to cross-examine any person making charges or any witness, or witnesses produced by such person, and next L (f) The Chairman, or in his absence the Vice Chairman, shall afford the person accused to testify in his own defense and to produce -23- �] 1 any witness or witnesses in support of his defense, and next (g) The Chairman, or in his absence the Vice Chairman, shall afford each person making charges, or his counsel, an opportunity to cross-examine the person accused who has testified, or any witness or witnesses who have testified in support of his defense, and next (h) The Chairman, or in his absence the Vice Chairman, shall permit each person making charges, or his counsel, to make a summation, and next (i) The Chairman, or in his absence the Vice Chairman, shall permit the person accused, or his counsel, to make a summation. ] I 1 1 1 I Any member of the Commission, at any time during the course of the hearing, may question any person who has testified. 907. Decision of the Commission. Within thirty (30) calendar days after the hearing, the Commission shall make its decision in writing approved by at J I 1 least two (2) of its members who heard the case. findings of facts and conclusions reached. The decision shall include all A copy of the decision signed by the members rendering such decision shall be mailed by certified mail or registered mail or otherwise delivered, to the person making the charges, the accused of­ ficer, to the Council and to the Council, if any, who represented any of the aforesaid persons at the meeting. 908. Right of Appeal. The person suspended, removed, or reduced in rank shall have immediate right to appeal to the Court of Common Pleas of Luzerne County in the manner provided by law. n -24- �a 1 3 1 1 ARTICLE X. RECORDS 1001. Inspection in General. Except as otherwise provided 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 Com­ mission, or any person who may, from time to time, be designated by the Com­ mission, shall be present at all times during any inspection of any record of the Commission. I I 11 1002. Character and Reputation Reports. All reports of investigations and inquiries into the character and reputation of applicants shall be kept in the strictest confidence, and shall not be open to inspection. 1003. Inspection of Examination Materials. All examination material shall be confidential and shall not be open to general public inspection. I Any examined applicant may inspect his examination papers, provided that: (a) He makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his grade, and (b) He receives the written consent of the Commission to inspect his examination papers, and (c) He makes his inspection within five (5) calendar days from the date of mailing of the consent of the Commission. The Commission shall not consent to the request of any examined applicant to I I I 'I inspect any written examination paper which may be used in any subsequent written examination that may be scheduled within ninety (90) calendar days fol- lowing the date of receipt of the written request. -25- If the Commission consents �to an inspection of any 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 members of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall re- quire the examined applicant to produce the letter indicating the consent of the I I0 Commission and he shall limit the inspection by the examined applicant to only those examination papers indicated in the letter of consent. No examined appli­ cant shall be permitted to inspect any examination papers other than his own, nor shall he be permitted to make any written notes while he is inspecting any examination paper. 13086? -26- �ARTICLE XI. AMENDMENTS 1101. Amendments. The Commission, with the approval of the Coun- oil, 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 Civil Service Sections of "The Borough Code", Secs. 1171-1195, enacted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the Council of the Borough of Larks­ ville, Pennsylvania, are hereby adopted by the Larksville Borough Police Civil Service Commission on May 22 197 0 (Signed) Mr. William Danielczyk (Signed) Mr. Charles Brody (Signed) Mr. John Pokladoski Approved by the Council of the Borough of Larksville, Pennsylvania on May 22 President of the Council - Mr. Joseph Krzywicki ATTEST: City Clerk - Mr. Peter Chorey 1970 �■■III II IDODlbOlfil WILKES COLLEGE LIBRARY J ] ■ II 1 ! 0 3 I II I I I I I I I �1 n. i h a 0 n U n-n I n J n ! ■ 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 Civil Service: Rules and Regulations for Larksville, Pennyslvania, 1970 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 1970 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/541e048dadb00382e7ef56b8d7b0fe30.pdf e1634d01d2569d279333c37e2e22f790 PDF Text Text I ANNUAL REPORT 1 I I t I I I I I I I 1 I I AfCH JS1543 1552 1770 I WILKES COLLEGE WILKES-BARRE, PENNA. �I I I I 11 ANNUAL REPORT 197 0 EUGENE SHEDDEN FARLEY LIBRARY ' 1 !D fl fl fl 1 I I 1933 WILKES COLLEGE WILKES-BARRE, PA. INSTITUTE OF REGIONAL AFFAIRS WILKES COLLLEGE WILKES-BARRE, PENNSYLVANIA �’ RCHIVES J SI 5—] *3 I 55 Z. ) 9 7o i / T ] 1 f‘1 r h F -- - ( K 1 �I i I i DI i I i I! a 3 FOREWORD This Annual Report to the President and the Board of Trustees of Wilkes College summarizes and reviews the significant activities of the Institute of Regional Affairs during the College academic year from July 1, 1969 to June 30, 1970. The Institute engaged in an expanding range of activities during the past year. Not only were the usual programs for local government officials and em- ployees continued, but the Institute embarked on new activities, especially in the industrial field. Hopefully, this year, the Institute can include in its program additional activities in the public welfare field. This Report reaffirms the credence that the Institute supports the processes of change in Northeastern Pennsylvania which have become the basic concerns of the leaders of the region. n The Institute is sincerely grateful to all those who contributed their time and effort in making this a successful year. 0 HL Hugo V. Mailey Director ■< 0 0 I 80-153i«78 J �in' I. I k I There are those who insisit that the American college is first and foremost a community of scholars engaged in the quest for truth and knowledge through teaching and research. a WILKES AND URBAN AFFAIRS On the other hand, there are those who feel that the American college is a massive resource in our society, a repository of know- ledge and resources which should be applied to problem solving. For American higher education, the implications of our rapid urbanization J n D fate are enormous. A college cannot fail to take note of the sweeping changes in the society in which it exists. There are three justifications for converting that awareness into action. The first is theoretical, having its roots in the very nature of the university. a D 0 a c 0 Universities engage in the acquisition, transmission and dissemination of knowledge, and these are translatable into practise and research, training, and action programs. The transmission of knowledge has always been conceded to be the primary function of a college. However, if a college does not develop a curricula responsive to the needs of society, such an institution may be in danger of becom­ ing irrelevant. The second justification is moral, holding that knowledge is power and its D possessor owes the public a prompt application. The more important contribu- tions that scholars can make is that they can view urban problems with at least some degree of objectivity and detachment. The third is historical, pointing out that since the creation of land-grant colleges by the Morrill Act, "the notion that academic institutions should -1- �I il reach out to serve the workaday needs of a developing society, " has been common. 1 111! I i However, "academic" and "extension" were maintained as separate activities on campuses. J Almost every college and university distinguished between extension and teaching personnel and academic research and usually placed them in seperate divisions. They differed in careers and interests. 1 n While it is quite possible for the college to reach out into the society through departments, individuals, or units within it, there is much to be said for the establishment of a specific urban unit to focus on urban problems and policy, to ensure for the college a constant involvement in urban affairs , and to provide coordination for urban research and training for the college. The urgent need for providing a direct link between the sholarship of ■ Id i B 0 colleges of a given area on an inter-disciplinary basis has resulted in the creation of the contemporary "Urban Center. " Its orgin on college campuses is a re­ cognition of the fact that there is a set of interrelated urban problems, that urban problems spill over into many disciplines, and that the solutions to the problems and the activities of such centers require the coordinated application of the talents of scholars in many disciplines. B B [pf < Thus, "Urban Studies Centers," such as the Wilkes College Institute of Regional Affairs, are rather new developments in Amer­ ican universities. In the last thirty years, Northeastern Pennsylvania communities have experienced a state of economic decline with corresponding high employment. On- ly in very recent years has this region made any progress in economic development. These same communities which went through an economic transformation have -2- �II ill I s 1 E a n □ D faced drastic readjustment to the stern realities and the demands of an urbanized society, not as acute as in larger metropotitan centers, but nevertheless, just as painful. Today, the renaissance in Northeastern Pennsylvania is receiving na- tional attention, thanks to the sustained interest of the civic leadership of the re- gion, to which the College has contributed substantially. Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development. From the start, its faculty leaders believed that the College's expansion and development have been inextricably linked to the fortunes of the community and the region. The Institute of Municipal Government, formed in 1951 out of a mutual Q LI p B g E i 0 B 3 I 10 •3 3 desire of town and gown to work with one another for the advantage of both, has as its fundamental prupose to guarantee the semi-autonomous structure of American local government, so long as it would retain the capacity to solve its own problems. Many innovations in local government in the Northeastern Pennaylvania region had their beginnings in workshops and conferences sponsored by the Institute. The commitment by the College in community affairs was duly recogniz ed in I960 when the Ford Foundation funded the Institute of Municipal Government. In 1966, the Institute of Regional Affairs replaced the Institute of Munic­ ipal Government as a multi-purpose College organization which views regional pro- blems as belonging to no simple academic discipline, but rather as a contemporary phenomenon spilling into many disciplines. The very creation of the Institute is proof positive 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 — -3- i �ii i til I I economic, education, psychology, government, sociology — but also those ex­ perts in the region who can lend their talents to teaching, information, research, and consultation. The creation of the Institute of Regional Affairs is really a nat- ural integration of prior activities in which many members of the Wilkes College I social science faculty have been engaged for over twenty years. D n n The Institute of Regional Affairs, in bridging the gap between the schol- ar and the community, has three basic interrelated goals: -- to help the College relate effectively to a constantly changing urban society; --to help the component communities of this region to develop a great­ (J E er capacity for dealing with urban problems and for guiding urban development; and; --to help contribute generally to the development of knowledge of urban society and processes of change, and to methods of applying this knowledge. E i Actually then, urban centers as the IRA engage in the activity that is most commonly identified as "applied social science," trying to bring social science knowledge and principles to bear on the solution of problems under conditions that we believe to be professional in character. In engaging in an applied social science, the college faculty member chooses one of several roles — analyst, advo- cate , or mediator. First is the role of the analyst. This is perhaps the more traditional and (at least in the past) the more common role for applied social scientists. key aspect of this role is the attempt to be objective and to be detached. -4- The �I ii In contrast to the analyst, the professional person in the advocate role i i does not seem to strive for objectivity. The role of the advocate seeks to main- tain the professional independence of the professional's contribution to the cause of his client; it seeks to assist him to recognize the basic causes of his problem and to remedy these causes. There is a third kind of role that applied social scientists can play characterized as the mediator role. 0 l“ 0 It is well known to those who are involved in recon- ciliation efforts in labor-management relations. In order to be effective in this art of conflict resolution, one must be able to identify with the interests, aspirations, and points of view of two or more parties on both sides of a conflict situation. Suc­ cess in this role seems to require the analyst to be completely objective and the la E advocate to be completely sympathetic. Any crisis involves opportunity as well as danger. If the crises which onrushing urbanization has brought threaten higher education on occasion, they also present a remarkable opportunity for any college to rethink its existential nature no matter the role that its social scientists play. I IB There is a crying need today for middle-level urban practitioners who enter a realm of generalization for which they should be prepared by an undergraduate education. In this age of progressive disciplinary specialization, no individual department possess the strength adequately to maintain the flow of broadly trained in '(I I students capable of coping with urban problems. ing in the social sciences and relevant to the urban system is continually growing and can be meaningfully applied to the urban field by being structured into an inter - -5- 1 The body of knowledge original- �- i i I I 3 LI disciplinary academic program. Through the initial efforts of the IRA, Wilkes College instituted in 1969 an academic program in Urban Affairs which will lead to the Social Science De- gree. The program is based upon the awareness of the value of a broad liberal arts education and the student is expected to take courses in the natural sciences, humanities, and social sciences. The present Liberal Arts background (fresh­ n d ban affairs experience on the traditional liberal arts background. sn semester hours in political science, economics, and sociology, with a minimum 111 L man - sophmore years) will not be disturbed so that the student can build his ur- The Social Science majors concentrating on urban affairs consists of 39 of 12 semester hours in each. ogy 215 are required. Economics 236, Political Science 251, and Sociol- Political Science 101 and 102, Economics 101 and 102 and Sociology 101 and 102 are not accepted toward the major. L Students who intend to pursue this program counsel with the IRA staff. Not from its very beginnings has Wilkes College ever viewed itself as the ideal American institution of higher education located in a peaceful, small, relatively isolated town where its community of scholars could be shut off from the noise and confusion of the world and the region in order to devote their time to intellectual pursuits. The transition from a relatively simple set of conditions in Northeastern Pennsylvania to the highly technical and complex conditions of the 1960's and the 1970's has called for vigorous and alert response from local in­ K stitutions, be they governmental, educational, economic, or social. Not only has the College been a partner in this transition, it has made an investment through -6- �■Mi I the work of the Institute of Regional Affairs that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures 1 more deeply into complex community and area problems. Instead of separating the "extension" from the "acadamic" personnel, the College, through the Institute 11 of Regional Affairs, has been able to find people who have been able to coordinate functions from scholarship to community service under a single canopy. 0 KJ E C I IB K �k k I I II. education and in-service training A. In-Service Training The primary function of the Institute of Regional Affairs is to provide education and training programs for officials and employees of Northeastern Penn­ n sylvania, since local units do not provide their own formalized training programs. The impetus for the in-service training came from the former Institute of Munici­ pal Government, The emphasis on in-service training by the Institute of Regional Affairs continues into the future. This structured formalized training has increas­ ed over the years primarily because of the interests of the employees and the pub­ lic officials themselves. r I Much of this basic or technical training is becoming increasingly important for certain technical, semi-technical and para-professional positions. This training is available through short courses offered in cooperation with the Public Service Institute of the State Department of Education. Management and supervis- ory training, relating to certain areas of administration, human relations and pol- icy making have been provided at several levels: (a) for local government execu- B fives, (b) for first-line supervisors, (c) for command officers. Objectives of Training In-service training can and should be beneficial not only to the individual who receives the training, but also to the local governmental unit. It should up- grade performance and the image of the public servant. In its report on in-service municipal training, the International City Managers' Association pinpointed these goals of training from the individual's standpoint: -8- �i ‘ i I a a --to equip him with the skills he needs to perform more effectively the duties of his position. -- To attune him to the tasks he is called upon to perform in a changing world and to adjust his outlook and methods to new needs and demands. -- To instill in him an awareness of the relation of his work to the ser­ vice rendered by his department and government. -- To prepare him for other duties (his next job), and when appropriate, develop his capacity for higher work and greater responsibilities (for a different E job). These goals not only apply to municipal training, but to all types of train­ ing — whether in industry or government. r One concluding point: if in-service training is going to be truly meaning- ful, truly worthwhile, it should afford the employee-student the opportunity to achieve some perceptible and attainable goal, for himself and for his employer. Over the years many specific courses have been offered to public per­ E sonnel relating to their particular specialty. degree, educational opportunities, varying form 5 to 24 hours in length during the academic year. G! These courses are non-credit, non- The number and variety of courses will vary from year to year de- pending upon the demand. Beginning with a total of 29 public officials in 1951, the enrollment in courses for public employees and public officials reached a new high in the 1967- 1968 year when 567 qualified for Certificates of Attainment. ified for Certificates. In 1969-1970, 479 qual- Over a nineteen year period, more that 3, 900 individuals have completed the courses requirements and received Certificates. 1 1L_ -9- �8 8 ri r? a a n Courses offered to local public officials during the past year from July 1969 to June 1970 were the following: I. POLICE a. b. c. d. II. 0 FIRE a. b. in. r E fl V. Appraisal Techniques I - IAAO Principles of Industrial Assessing CIVIL DEFENSE a. b. c. d. B Fundamentals of Fire Fighting (2) Fire Inspection and Prevention ASSESSING a. b. IV. Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Auxiliary Police Radiological Monitoring Basic Communications Radiological Refresher Light Duty Rescue Medical Self Help other a. b. c. Borough Councilmen Wastewater Treatment Operation Zoning Law E Hi I ! -10- �If I k i _i in-service training program number receiving certificates BY years and short courses I 1 IB n T ] u 2 0 n B T fl Y ear Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 I960 90 1961 157 1962 231 Certificates Awarded Class Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commissioners Magistrates Borough Secretaries Advanced Police Councilmen Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Zoning Highway Maintenance Fire Administration Penal Code Planning School Directors Intoxication and Law Enforcement -11- 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 31 11 8 15 12 20 19 11 35 15 33 21 �I! I 1 s a o Year Total 1963 119 1964 189 1965 184 1966 415 1967 440 a T o rr 0 n D B IE IE Certificates Awarded Class Assessors Basic Police Report Writing Fire Fighter Instructors Personnel Supervision Municipal Fire Administration Small Arms Magistrates Youth Control Rural Assessment School Directors Small Arms Township Supervisors Arson Detection Criminal Investigation Fundamentals of Fire Fighting Magistrates Fundamentals of Fighting School Law Assessors Magistrates Small Arms Hydraulics Zoning Community Planning Penal Code Basic Police Principles of Inspection Magistrates Assessors Shelter Managers Civil Defense Adult Education Basic Rescue Civil Defense for Local Government Civil Defense for Local Directors Light Duty Rescue Radiological Monitoring Auxiliary Police Fundamentals of Fire Fighting Radiology Radiological Monitoring Criminal Law Councilmen & Commissioners Civil Defense for Local Government Auxiliary Police -12- 25 15 18 10 13 17 21 59 12 23 18 15 38 28 37 18 78 6 12 23 15 20 25 5 11 28 31 23 17 5 7 18 20 16 20 44 83 92 22 10 56 9 37 43 �I! i Y ear Total 1 a o n 1968 555 1969 496 n E kJ Certificates Awarded Class Control Center Operations Fundamentals of Purchasing Light Duty Rescue Shelter Management Small Arms Medical Self-Help Rural Assessment Basic Police Procedure Fire Ground Attack Fundamentals of Fire Fighting Civil Defense Management for Local Directors Advanced Police Course Minor Court Procedure Auxiliary Police Civil Defense for Local Government Basic Communications Basic Police Procedure Fundamentals of Fire Fighting Hydraulics Light Duty Rescue Police Administration Principles of Assessing Medical Self-Help Radiology Report Writing Small Arms Advanced Communications Arson Detection Auxiliary Police Basic Communications Civil Law Community Planning Control Center Operations Fundamentals of Fire Fighting Hydraulics Medical Self-Help Light Duty Rescue Principles of Purchasing Radiological Monitoring Radiological Refresher Rural Assessment Small Arms Street & Highway Maintenance -13- 28 5 49 9 9 57 6 14 21 43 22 38 36 56 26 53 30 69 15 18 5 12 136 26 7 28 21 45 45 17 21 3 13 115 16 56 27 11 29 22 35 12 8 �I i i I a 0 n n Y ear Total 1970 47 6 Certificates Awarded Class Appraisal Techniques I - IAAO Auxiliary Police Basic Communications Borough Councilmen Fire Inspection and Prevention Light Duty Rescue Fundamentals of Fire Fighting (Laflin) Radiological Monitoring Medical Self Help Radiological Refresher Principles of Industrial Assessing Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Wastewater Treatment Operation Zoning Law Fundamentals of Fire Fighting (Lehman Twp. ) m Is B ! -14- 12 24 27 11 38 19 44 24 17 46 16 10 15 22 31 62 15 �I ■ (D '£j iO (O (Cj iS I 1 I 0 3 0 . B. General public policy training might also be called public leadership training. It involves education which helps community officials better understand issues and change, provides guides for them to use in analyzing and solving community problems and gives them an understanding of methods of developing community sup- port for putting programs into action. This type of education has been directed at the private sector plus the many citizens who serve on the various boards and com­ missions. C. n 0 D Public Leadership Training General Education Beyond High School This training aims at broadening an individual's horizon of thinking andfeeling by conveying general knowledge that does not bear any direct relationship to his specific job. Article II of Canons of Police Ethics (1956), entitled "Attitude Toward Pro- fession," stressed the point that by diligent study and sincere attention to selfimprovement, a police officer can strive to apply science to the solution of crime, CD D and thus make for effective leadership and influence in human relationships. To this end, many cities have established programs permitting police officers to earn □ a college degree in a field of his choice in the hope that such a broad education would help to create a high quality public service. Cities provide incentives, pro- motions, leaves of absence, tuition and other expenses for this college based educa­ tion. In 1968, Congress saw fit to provide financial assistance to allow in-service law enforcement officers to commence or continue their education at the college lev,1 1 -15- �II I J el. At the same time, funds were provided to encourage young people to seek ori­ minal justice careers at the college level. The Law Enforcement Assistance Ad- ministration established under the Safe Streets Act of 1968 makes available to law enforcement and correctional officers grant awards and loan awards. Two law en- forcement officers took advantage of the grant awards, as defined in the LEAA 0 n guidelines, and attended Wilkes College during 197 0-71. ponsibility under the Law Enforcement Education Program and counseled these two students in arranging courses. D (Fi The IRA assumed the res­ D. IAAO Course The IRA made available to assessors and all those engaged in any of the many related state, government, and local positions with the application of real n estate, a course by the International Association of Assessing Officers. This was the first time that the International Association made such a course available on the Wilkes College campus. E ed the course. Instruction in the course was paid for by those who attend- An examination to test the comprehension of material presented was not mandatory; however, the IAAO did award a course certificate to those who successfullly completed the examination. IE Successful completion of the course by pass- ing the examination does meet the entrance regulations to CAE candidacy. It is the hope of the IRA that other courses can be given with a view to certifying assessors under the IAAO requirements. E. f' Community Service Program - Title I In 1965, Congress provided a program to help bring the resources of the colleges and universities to bear on community problems on a state-by-state basis. -16- �It provides federal matching money to colleges and universities for community service programs to assist in the solution of community problems. This money is administered under a state plan developed in each state and may be uses for ed­ ucational and research programs. The philosophy of Title I of the Higher Education Act of 1965 states: "For the purpose of assisting the people of the United States in the solution of community problems. . .by enabling the Commissioner (of education) to make grants under this title to strengthen community service programs of colleges and 3 0 0 universities.. . " Sections 101 and 102 of the Act further states: "• . .the term, 'community service program1 means an educational program, activity or service, including a research program and a university extension or continuing education offering, which is designed to assist in the solution of com- munity problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. . . " Title I is unusual in several respects: (1) its emphasis upon the use of high­ er education programs to assist in the solution of community problems, (2) its flex­ ibility, permitting each state to define its community problems and to determine how it wants to use its higher education resources to work toward solutions, and (3) its broadness, permitting programs for the private sector as well as public. B Title I has permitted experimentation, both in types of projects and methods of carrying out the educational programs. The Act is a recognition of the fact that universities and colleges are not interdesciplinary; academic departments have fun- -17- �I! i I ctioned largely independently of each other. Yet the solving of community prob- lems may call for a coordinated, interdisciplinary approach. Title I has really served as an incentive for persons in higher education a 3 n D B D to be more in touch with community problems and it has also served to make com- munity officials and leaders more aware of the resources of colleges and universities that are available to their communities. The challenge to colleges of Title I of the decision as to whether they want to become involved, and if so, to what ex- tent and how. This certainly has not been true of Wilkes College or of the Institute of Regional Affairs. Title I has merely served to strengthen an involvement that dates back to 1951. The Institute of Regional Affairs made 10 applications for 10 programs under the Act since 1966 when the Act became operative. Of this number, 9 have been accepted and funded by the Title I Agency of the Commonwealth Department of Education. Kinds. B B Most of the programs have been conferences, seminars, short courses, or workshops. Continuing Programs. One of the projects was approved three times, re- ceiving a very high rating by the panel of proposal evaluators. Audiences. The impression may be that Title I projects are almost exclu- sively for public officials. This is not the case. Half of the projects involved aud- iences which were completely or partly from the private sector. '11 A breakdown of the 10 projects is presented to give the reader an idea of the balance of the programs conducted by the Institute of Regional Affairs under !| -18- �Title I: ■1 0 Year Title 1966 Regional Policy and Goals Principles of Purchasing Community Leadership Joint Communications System Community Leadership Dynamics of Regional Affairs Community Leadership Transportation of Low Income (on-going) Middle Management Seminar Training for Parents of Retardates (on-going) 1967 1968 1969 B 1970 Type of Participants Number of Participants Public Officials 17 Public Officials 15 Community Leaders 24 Public Officials 75 Community Leaders Social Science Teachers 22 Community Leaders Public Official s and general citizenry Indust ry 28 20 46 General Citizenry 60 30 Two Title I projects were conducted during 1969-70; 1. Transportation for Low Income. The purpose of this project was to ascertain and match the specific geographical areas in the County where the poor live and where the job opportunities are. It was intended to involve three parts: (1) preparation of an analysis of currently available public transportation fa­ cilities; (2) conduct of 5 conferences on regional transportation problems; (3) develop­ ment of a demonstration proposal to show the feasibility of a more effective trans­ portation system for the low income. One conference, five large meetings, and at least ten smaller group meetings have held on the general subject involving representatives of industry and welfare agencies. Under present circumstances, with the Wilkes-Barre Transit Company in dire financial straights.it cannot be ex- pected that a company would be interested in a demonstrative project. -19- Therefore, �the objective of the projects has been redirected toward a larger goal than that of the original approved proposal — that of studying with the transit company officials the whole status of Mass Transit in Wyoming Valley in particular and the Luzerne County in general. The IRA has at this point in the project created a joint Cham­ ber of Commerce — IRA committee for continued discussions on these larger goals. 2. Middle Management Seminar. The transition of the Luzerne County area from a deeply depressed, one-industry economy to a diversified economy is well underway. 0 IjC? a s According to recent studies published by the Economic Develop­ ment Council of Northeastern Pennsylvania, there is a lack of middle-management positions, capable but untrained personnel, relying in "on-the-job" exper- ience without formal planned training programs to develop competent "middle managers. tt Competent middle-management is a "must" to the upgrading of the area's newly diversified economy. In view of the stated goals and the practical nature of the problem in this region, the middle-management training program was designed a not only as an initial effort to promote an awareness of the need for middle-managers, but also to provide a basis for later specialization in selected areas of man- agement. Its content was directed to individual middle-managers presently em- ployed who feel the need for basic training. The program emphasized practical ■ methods and techniques. 0 The program consisted of a series of ten two-hour e- vening sessions, each conducted by qualified authority. Specific managerial areas were selected on the basis of significant need as revealed by consultation with area business and industrial organizations. I ! f' A program syllabus and other printed mat­ -20- �II 1 a B erial prepared by the Institute of Regional Affairs, and Boehringer Associates, were proveded for each participant at no cost. The Economic Development Coun- cil of Northeast Pennsylvania agreed to co-sponsor the Seminar with the Institute. PROGRAM OUTLINE Session I March 2 Functions of Management — Planning and Or­ ganizing Session II March 9 Functions of Management — Leading and Control Session III March 16 Personnel Management — Hiring, Training, Wage and Salary, Administration Training u a n E Session IV March 23 '3 The Total Cost Concept — Office, Engineering, Manufacturing, Marketing, Cost Control B B Session V March 30 Value Improvement — Work Simplification, Cost Reduction Session VI April 6 Work Sampling, MTM (Method-Time-Measure­ ment) Project Control, Quality Control, Safety i Session VII April 13 Materials Management - Purchsing, Inven­ tory Control, Production Control Session VIII April 20 Supervisor's Responsi bility for Labor Relations Session IX April 27 Marketing - Research, Advertising, Sales Operations Session X May 4 Continuing Self Improvement Program tl F. Community Growth Conference The Ninth Annual Community Growth Conference, co-sponsored by com­ I munity organizations, was held in September, 1969, and intended to acquaint ■ local officials and the general public with the emerging issues of public affairs, I. centered on the theme "Regionalism. hl If’ tt -21- �I I l a n n PROGRAM "THE NEW WAVE Welcome: Chairman: Speaker: Chairman: Panelists: n !8 s Chairman: Panelists: E OF REGIONALISM'II Dr. Eugene S. Farley, President, Wilkes College Donald D. Moyer, Economic Development Council, NPA Ralph R. Winder, Executive Director, Appalachian Regional Commis sion "MASS TRANSIT" Edward Schechter, Committee, Luzerne/Lackawanna Trans­ portation Study Joseph Armond, General Manager, New Castle Transit Authority Edwin W. Bickhart, Chief, Mass Transportation Div. , Dept, of . Comm. Aff. Third Speaker to be announced "SOLID WASTE MANAGEMENT" Ellsworth C. Salisbury, Jr. , Exec. V. Pres. , Greater Hazleton Ch. of Com. Maurice A. Shapiro, Graduate School of Pub. Health, U. of Pittsburgh Albert J. Klee, Chief, Bureau of Solid Waste Mgmt. , HEW Samuel J. Joseph, Vice President, United Municipal Corpor­ ation, Harrisburg "WHAT IS THE ROLE OF THE COUNTY" Edmund C. Wideman, Jr. , Board of County Commissioners, Luzerne County Speaker: Bernard F. Hellenbrand, Exec. Dir. , National Assn, of Counties Chairman: I! ffl (fi -2Z- �II I I B n a n B B E III. INFORMATION The Institute of Regional Affairs constantly attempts to keep public officials and those engaged in community work informed on urban and regional affairs. To accomplish this purpose, the Institute circulates a monthly newsletter, maintains an outstanding library, and quarterly submits contributions to the Horizons section of the Pennsylvanian magazine . A. The IRA Newsletter Although it was begun in 1951 as the Luzerne County Newsletter, the change in name of the Institute also brought with it a change in name of the Newsletter. In July, 1969, a distinctive masthead was instituted, and the printing process was changed, which permitted the inclusion of almost three times as much material in the same amount of space. It should be noted that the Newsletter is no longer the work of one person, but articles, book reviews, commentaries are contributed by all members of the Institute staff. However, the basic purpose has not changed -- that of keeping local public officials informed of the varying methods employed by communities throughout the United States in solving problems of management, personnel, and administration. ! Also, included are the broader range of activities in the general fields of economics, psychology, government, and sociology. It is an­ ticipated that members of the various departments at the College and consultants will contribute articles. PE lb A monthly publication, the Newsletters' mailing list has grown to approxi­ mately 2, 100 interested community leaders in Northeastern Pennsylvania. Included on the list are public officials, community leaders, and various professional groups. I -23i’ �i! k B. I 8 a D Library The Institute of Regional Affairs also maintains a carefully selected library of contemporary materials in the social science fields. been catalogued, ies. Over 4, 000 items have which includes books, . pamphlets, reports, surveys, and stud- These are received by the Institute on an exchange basis with similar organ- izations on other college and university campuses, and with many local and state governments. This collection of contemporary material deals with the various aspects of urban studies: government, land use, transportation, management, social welfare, education, recreation, and public finance. In effect, this is a clearinghouse and one of the largest repositories of information and materials on governmental ad- B I ministration in Northeastern Pennsylvania. In addition to its use by interested community leaders and local government officials, the Library is used by many undergraduate students who may have their first contact with community problems by the utilization of library materials for term papers and research projects. The Library will become incresingly valuable to Wilkes students vdio plan to pursue undergraduate work toward the Social Science degree with a concentration in Urban Affairs, a new program instituted in the Fall of 1969. C. r Horizons-- the Pennsylvanian The Pennsylvanian is the official publication of a number of municipal or- 1 (J ganizations. It has a circulation of well over 15, 000 people interested in Pennsyl- vania local government. Horizons is the four page center spread of the magazine, rn -24- �I i 1 1 and is an outstanding part of the magazine. The Institute of Regional Affairs is one of the three regular contributors to Horizons, the others being the Universtiy of Pennsylvania and the University of Pittsburgh. ] I < ] n During the past year, the Institute contributed the following: Professionalism in Pennsylvania Government" August 1969. Hugo V. Mailey tl In the 70's. . . The Commonwealth's Role in Community Affairs" December, 1969. Hugo V. Mailey "Fire Fighting: Self-Service or Collective Municipal Responsibility?" May, 1970. Hugo V. Mailey D D n i H ■ ■ 0 ,rl ;li! T1 -25- �IV. CONSULTATION A third service of the Institute of Regional Affairs is a consulting service which offered to interested members of the community including governmental of- ficials and non-governmental agencies. This consulting service, both formal and informal, is made possible because of the specialized interests of the staff of the Institute and of the college. The members of the staff have been asked to talk before various groups in Northeastern Pennsylvania. In addition, the Institute encourages staff involvement in outside organizations through membership, attendance at meetings, serving as resource people, and as lecturers. These activities have taken many forms ranging in magnitude from working with a single specific small municipality to working with the Commonwealth of Pennsylvania as a whole. Among the broad type services in which the Institute participated during the year 1969-197 0 were the following: Wilkes-Barre Kiwanis - Director served as luncheon speaker on a County Emergency Communications System. Governor's Conference on Water Pollution - Director served as speaker on the Management of Regional systems. Second Annual Conference of Department of Community Affairs - Director served as speaker on the Role of the Commonwealth in the 1970's. Cumberland Conservancy - Director served as speaker on Inter-governmental Cooperation on Pollution Abatement. -26- �I I I J ] n National Honor Society - Director served as speaker on Urban Crisis. Pennsylvania Library Association - Director served as speaker on the Future of Local Government in Pennsylvania. Environment Day - Director served as speaker on Creation of Wyoming Valley Sanitary Authority. Lackawanna County Extension - Director served as speaker on Alternative Solu­ tions to Metropolitan Problems. Pennsylvania Department of Health - Director attended Conference on the Susque­ hanna River Basin. Environmental Health Task Force - Director serves as member of Task Force in 0 B D ■: B the Department of Health. Title I, Higher Education Act - Director served as evaluator of Title I proposals for Department of Education. Luzerne-Lackawanna Committee on Clean Air - Director serves as member of Cit­ izens Committee for Clean Air. Advisory Council of Department of Community Affairs - Director serves as Vice Chairman of Council which counsels with Secretary of Community Affairs. Bureau of Research of Department of Community Affairs - Director serves an con­ sultant to Bureau on Area Government Study by Better Government Associ­ ates. U Wilkes-Barre City Planning Commission - The Associate Director served as the executive director of the Department of Planning and Development from July to December 1969. -27- �— Swoyersville Borough Civil Service Commission - Associate Director administer­ I ed tests for Police applicants in January, 1970. West Pittston Borough Civil Service Commission - Associate Director administer­ ed examination for police officers in December, 1969. Greater Wilkes-Barre Chamber of Commerce Central City Commission - Associ­ ate Director assisted committees in evaluating traffic proposals to be presented to the Wilkes-Barre Traffic Commission. Channel 44 - Director served on panel on Function of Authorities on Pollution 0 D Abatement. Wilkes-Barre Teachers - Director served moderator on public forum on Transfer of Teacher Policy. Scranton Teachers - Director served as Election Moderator at representation (ID election for teachers. ■ E B B i Horizons - Director attended a series of editorial policy meetings in Harrisburg throughout the year. Pennsylvania Political Science Association - Director presently serving on the Executive Council of the Association beginning in April, 1968. Multi Community Cooperation - Director serves as coordinator in the four community(Forty Fort, Swoyersville, Wyoming, West Wyoming) sewer project. 1 Luzerne County Ambulance Association - Director serves as coordinator in the establishment of County Association. American Institute of Planners - Associate Director serves as President of the Northeastern Section, Philadelphia Chapter. -28- I �Luzerne County County Association for Retarded Children - Associate Director serves as Second Vice-President. Luzerne County Emergency Communications Systems - Director serves as a co- ordinator in the establishment of County Communications System, initially a recommendation of the Institute of Regional Affairs as a Title I I 1 0 n D project. The members of the Institute staff have maintained membership and tak- en part in the function of many community and state-wide groups. The Institute has acted as co-sponser of and participated in conferences with numerous state- wide profes sional organizations. UJ E -r 7 -29- �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 com­ munity is in a unique position to conduct a continous research program closely as­ sociated and connected with the educational aims of the Institute. The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of the spe- cific municipality when they relate to such programs as reorganization of a police department, comparative costs of incineration and sanitary land-fill, development of personnel record, or the feasibility of establishing a public library. Other stu- dies which have been undertaken by the Institute are occassionally valley-wide or County-wide in scope, such as the Annual Wage and Salary Survery of Luzerne ■ County municipalities. A. Projects Completed in 1969-197 0 The publications of the Institute of Regional Affairs from July 1969 to June 197 0 are listed below: IP lb Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings for the Ninth Annual Community Growth Conference Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 197 0 Proceedings of Data Processing Seminar. As a result of a seminar of six sessions, the Institute of Regional Affairs published a summary of the proceedings on the use of computers which was offered to the business -30- �community of Northeastern Pennsylvania. This seminar under the direction of Cromwell Thomas, Associate Professor of Engineering, was presented in cooperation with the Pennsylvania Technical As­ sistance Program. One of the recent demands in the business world has been for computer-basis systems tailored to the needs of the gen­ eralist in the management that person without a formal background in system analysis programming. Such systems must provide this kind of general person both the opportunity and ability to structure his own data in his own way, using a language that is comfortable and easy to master. I j 1 u J J ■ D D j Real Property Inventory. One of the major studies that were executed by the Institute of Regional Affairs during the past year was the Real Property Inventory of Wilkes College. This study was in response to the charge that by continually acquiring high value properties, the College is depriving the City of Wilkes-Barre of much needed revenue. This was the initial step in the College developing a property inventory system. It is hoped that this report will eventually lead to a compre­ hensive study of the impact of the College on Luzerne County, in gen­ eral, and Wyoming Valley in particular. Students Perceptions of Effective and Ineffective College Teachers. As a result of a paper presented at a Wilkes College Faculty Seminar, the Institute of Regional Affairs published the complete report entitled Student Perceptions of Effective and Inneffective College Teachers by Michael J. Barone, Assistant Professor of Education. The evaluation should be to help the professor understand himself, to know his abili­ ties, to continually assess his preparation, and to be conscience of his patterns of interest. Student evaluation permits the teacher to analyze his techniques for putting across concepts and theories, to strengthen his good qualities, and to question or eliminate his weaknessess. Even though student appraisals contain an uncertain degree of validity and reliability, the judgement derived from student evaluation forms is a better measure than opinions obtained from hearsay of from faculty and student minorities. p 11 Conceptions of Mental Illness by Patients and Normals. Raymond Weinstein, assistant professor of sociology and Norman Q. Brill M. D„ professor of psychiatry at UCLA and formerly medical director of the UCLA Neuropsychiartic Institute, collaborated on an article for a national mental health magazine, in which patients conceptions of the causes of their illness were recorded and compared to data of five other investigations dealing with public attitudes toward the etiology of mental disorders. The purpose of the comparisons was to determine if patients and nor­ mals hold similiar views, as hypothesized by a sociological perspective of illness, or whether these two groups differ in the conceptulizations, -31- �BM as suggested by a psychiatric frame of reference. I Municipal Secretary's Manual. The Department of Community Affairs awarded the Institute a contract to prepare a manual to aid clerks of cities of third class and secretaries of boroughs, townships of first and second classes. The preparation of this manual in a single comp­ rehensive publication was both unique and expermental in that an ob­ solete manual did exist, but only for borough secretaries. This pub­ lication for the Department will serve as a practicle guide for the sec­ retaries so that they can better perform their extensive and increasing­ ly complex duties. The prime author of this publication was Walter H. Niehoff. ] 0 h h D ! .0 ri -32- » �p U) B. Studies and Reports - 1951-1970 A list of the Institute's publications from 1951 through 1970 includes the following: J b ] ■ D a D B 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.. 32. 33. 34. 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 the City of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, Sixth, Seventh, Eighth and Ninth Annual Community Growth Conference Proceedings of the Sanitary Landfill Conference Proposed Structure and Pay Schedule for the 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, 1968 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Audience Characteristics -- Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965, 1966, 1967, 1968 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, 1968 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Center for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of the Wyoming Valley Sanitary Authority -- 1964, 1965, 1966 and 1967 -33- ’I ___ �35. 36. 37. 38. 39. I 40. 41. 42. 43. 44. 1 J 0 d 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. Civil Service Rules and Regulations for Dupont Report on Seminar on Emergency Highway Traffic Regulation Civil Service Rules and Regulations, Wilkes-Barre City School District Wyoming Valley Sanitary Authority: Property Inventory and Description Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 1969, 1970 Luzerne County Community College Technical and Semi-Professional Em­ ployment Survey Joint Police Service for Back Mountain Civil Service Rules and Regulations for Swoyersville Community Leadership Seminar Position Classification and Employee Policy Manual for Coplay-Whitehall Sewer Authority The Selection of a City Manager - Qualifications of Applicants The Contemporary College Mission (an abstract appeared in the Mayor and Manager, November 1968) Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings of Data Processing Seminar Real Property Inventory Student Perceptions of Effective and Ineffective College Teachers Conceptions of Mental Illness by Patients and Normals Municipal Secretary's Manual 0 d 1 i 1 -34■» �VI. EPILOGUE The concept of an "urban agent" is a viable one. There are numerous in- dications that the work of the former Institute of Municipal Government, now known as the Institute of Regional Affairs, has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, Luzerne County, ans Northeastern Pennsylvania. ] to depend upon the Institute for its varied services, especially the instructional as- pects of its work. 0 Public officials and community leaders have come The ultimate purpose of the Institute, in what was a depressed area, is to contribute to improving the quality of regional life. Q It can be said that the Institute has effectively established and maintained relationships between Wilkes College and organizations and individuals who serve n the region. This continuing and successful relationship may have been facilitated because the Institute has been seperated from the regular college prescriptions. The traditional barrier of "town and gown" was eliminated. - E co mmunity. ity. The Institute is in the It is relatively free from restriction because it is not of the commun­ The very fact that the Institute of Regional Affairs is both in the community, but not of the community, gives it tremendous latitude for ventureness. The mutual desire of town and gown to work with one another for the advan- tage of both is not only a demonstration of teamwork between higher education and the region, it is also an educational venture into the field of adult extension educa- tion, wherein the College is acting in the role of "urban agent. P ii In representing the College as "urban agent", the Institute of Regional Affairs has attempted to cre- ate the "tommorows" from the work of the "todays. -35- �For either communities or industries of the region to compete successfully, they must have special services and competencies. They need to be able to keep key personnel abreast of new knowledge and new technology. To attract and hold good people, opportunities to prepare for personal career advancement are essential. Special arrangements need to be devised for the industrial enterprises of the region. Few, if any, of the regional enterprises can afford to maintain the elab­ orate and expensive laboratories which such specialized research ordinarily re- .1 Q p quires, and which large national corporations can afford individually or small enterprises in a large city often find near at hand. The various segments of the nat­ ural sciences at Wilkes College have been making their research equipment and fa­ cilities available to various industrial firms. 0 The region's enterprises are frequently confronted by problems relating to business operations, and do not have on their regular staff the specialized econom- - jO ists required to solve them. These enterprises find it highly inconvenient and ex- pensive to send these problems away to metropolitan centers, or else to bring in the required industrial specialists. They find themselves, therefore, at a compet­ itive disadvantage in keeping up with developments in their often rapidly advancing fields. During the past year, the Institute conducted a Middle Management Seminar as a start. This effort was really a continuation of past efforts by the Department of Economics to accommodate local industry in developing local supervisory pet­ ffl sonnel. it is hoped that the Middle Management Seminar will give new life to a whole series of seminars and workshops for industrial firms of the region. This coming year will also see the Institute enter the public welfare field with the Title ■ -36- �I project for Parents of Retardates. Since the Institute has become a broad umbrella over the social sciences, discussions continue in order to determine projects to be undertaken by the various College departments under the auspices of the Institute, Steps are already being taken to bring even more of the social science faculty into the ever-increas- ing activities of the Institute of dealing with regional problems. It is expected that additional professional staff from the social science faculty will be added on a tern- I proary basis to take care of large scale research projects or service work financ­ ed 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-In- 0 LI stitute and part-departmental. This is the unique solution to the controversy of teaching and/or research or community service. The Institute has two additional assets that will facilitate in the expansion ffi 0 of its activities. Firstly, since Northeastern Pennsylvania is blessed with an ab- undance of human resources and skills, the Institute is able to attract local leaders to assist in Institute activities. Local talent has been drawn into the Institute's or- bit as instructors for the short courses, lecturers on specific subjects, and chairmen and moderators for workshops and meetings. u 1 I Secondly, the IRA is able to draw on a pool of capable students who can perform a variety of tasks for the Institute. During this past year, 15 students who contributed a total of 6, 975 hours per- formed such tasks as typing, stenography, editing., assisting on action programs, and editing textual material for the short courses. This fortunate combination of resources - faculty, community leaders, and -37- �students - can make the Institute a truly interdisciplinary academic setting in which, any student of faculty member who wishes to direct his study and research toward the problems of urban life can easily do so. r j 0 r? i n I 1 i , -38- �ADVISORY COUNCIL Eugene S.. Farley, Ph- D. President I Francis J. Michelini, Ph. D. Dean of Academic Affairs John H. Chwalek, M. A.. Guidance and Counseling Harold E. Cox, Ph. D. Transportation Eugene L. Hammer, Ph. D. Education Hugo V. Mailey, Ph. D. Local Government Jaroslav G. Moravec, Ph. D. Sociology r m ■ ffl Walter H. Niehoff, M. A. Intergovernmental Relations Robert Riley, Ph. D. Psychology Samuel A. Rosenberg, Ph. D. Economics Philip R. Tuhy, M.G.A., A.I.P. Urban Planning I ■ -39- ■ J-.j ��Walter Niehoff, B. A. , M. A Assistant Professor Wilkes College John Sulcoski, B. A. , M. A, Radiation Officer Luzerne County Civil Defense Albert Spunar . . .Communications Instructor Luzerne County Civil Defense Philip R. Tuhy, B. A. M. G. A, . . . . Professor Wilkes College Walter Wint, .... Sergeant of Detectives Wilkes-Barre, Pennsylvania n 0 -41- �r student assistants d: (F, fir Marianne Baker Irene Colarusso Marianne Cwalina Linda Farrar Virginia Gronwaldt Sarah Hutchings Mary Kazmierczak Kathy Lacey Cathy Meli Diane Miller Nancy Orcutt Marilyn Saba Kathy Shiner Mary Lou Shumacher Donna Young Clerk News-Letter, Assistant Editor Clerk Directory Librarian Secretary Materials Editor Clerk Secretary Typist Librarian Secretary Clerk Typist Clerk Clerk ] a p n Li L I L L ■ ■ -42- ■ �TITLE I PROJECTS I Total $1,700 1, 800 5, 000 3, 869 1967 Community Leadership Seminar 4, 625 1, 820 6,445 1968 Transportation of Low Income People Dynamics of Metropolitan Government Community Leadership Seminar 3, 240 5, 100 4, 325 3, 240 5, 100 4, 365 6,480 10,200 8, 690 1969 Middle Management Seminar 5, 125 5, 340 10,465 1970 Training for Parents of Retardates 7, 376 $39,068 3, 684 $22,641 11,064 $65,713 I in Matching $ 425 450 1, 250 967 Regional Policy and Program Goals Principles of Purchasing Community Leadership Seminar Joint Communication System for Luzerne County I I Federal $1,275 1, 350 3,750 2, 902 1966 0 I D J -43- �INSTITUTE OF REGIONAL AFFAIRS INCOME 1 1 I I I 1 I Grants & Gifts Sale of Services Dinners & Conferences State Reimburesements Surveys Studies Travel College Work Study total $28,484.09 10,083.00 6,583.30 4,595.05 2, 170. 35 1,730. 48 1,100.92 857. 62 540.00 118.00 $56,262.81 EXPENDITURES Salaries College Work Study Supplies Meetings & Conferences Newsletter Publications Student Help (Wilkes College) Travel Library Equipment ! 0 total $12,880.00 8,984.26 1, 156.75 733. 04 200. 00 1. 04 10,083.00 $34,038. 09 In evaluating the financial statement of the IRA, there are a number of nu factors to be considered. fl compensation is $23, 586. 66 of all expenditures. There are three part-time faculty members and three part-time secretaries who are employed and paid by the College . Their total The income of the Institute was $34, 038. 09 or 60% of the total expenditur- U' u ■ es. This income was from various sources, including such areas as dinners and conferences, sale of services, and consulting work performed by members of the staff. The largest expenditures were for salaries - both of the staff and student help, which includes the contribution of the College and the federally funded Col­ lege Work Study Program. -44- I bO-153^78 ��llllllllllllllll loooasoan? WILKES UNIVERSITY LIBRARY ] '1 J J J I 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, 1970 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 1970 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/010756b39492f225873499826d6e0709.pdf 0dea95daaf529a4cfdab9808ce03565c PDF Text Text �STUDENT PERCEPTIONS OF effective and ineffective college teachers Michael J. harone Associate Professor EUGENE SHEDDEN FARLEY LIBRARY EDDEN F, 1933 Y LI2RAR, WILKES COLLEGE, WILKES-BARRE, PA. 1969 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE I I V WILKES-BARRE, PENNSYLVANIA �1 archives T53 I ■ (• �TABLE OF CONTENTS Page F oreword Preface III. II ■ i ii Review of Literature 1 A. The Ability of Students to Discriminate 1 B. Criteria for Good Teaching 2 Procedures and Instruments 8 Findings 9 A. 9 Student Characteristics Class Standing Sex Father's Occupation Major Field of Study Grade Point Average Student Perceptions: Best--Poorest Teachers Sex Major Field of Teaching Age Class Size Instructional Methods Instructional Techniques Instructional Aims and Objectives 11 Student Perceptions - Traits The Most Potent Predicators of Good Teaching The Most Potent Predicators of Poor Teaching The Comention Factor The Surgency Factor The Cyclothymia Factor The Super Ego Strength Factor The Coasthenia Factor The Guilt-Proneness Factor 18 Single Characteristic of Best--Poorest Teacher's Class 21 ����I What I owe to Howard Y• Williams, friend, colleague, counselor, motivator and stimulator is also not conducive to description. Let it suffice to say that he has been inspirational and generous. And with respect, sincerity, gratefulness, I acknowledge a debt to a teacher, colleague, friend, and chairman of the department--Eugene L. Hammer. Finally, there would be no study without the cooperation of students who willingly gave of their time and their perceptions. This publication is the result of a paper presented at a Wilkes College Faculty Seminar on March 7, 19&9i ■ f Michael J. Barone Associate Professor ft rd pF “ a. J I ■fi ; I? T i. ■ 7 -iii- �I. A. REVIEW OF THE LITERATURE The Ability of Students to Discriminate As early as 1928, Stalnaker and Remmers sought to determine whether students could discriminate those traits associated with success in teaching, and they concluded that there was no definite or pronounced halo effect which might invalidate such an assumption. 1 In 1934, Remmers, while at the University of Purdue, examined the reliability and halo effect of high school and college students' judgments of their teachers, and determined the reliable judgments of classroom traits of instructors can be obtained from both high school pupils and college students? In 1941, Remmers, Ward, and Schmalzried sought to determine any relationship between students' scholastic standing and their attitudes toward their teachers and they concluded that there was practically none. In 1953, Cynamon examined emotional factors as a consequence of teacher ratings and determined that the sex of the student rater and the conditions under which the rating is done are of little consequence in influenc­ ing the rating of the teacher. 4 • II In 1957, McKeachie attacked the problem of validity of student ratings of faculty and argued rather convincingly that there is reasonably high validity in student evaluations. 5 J i j n J r I 1 In the same year, Goodhartz, seeking to determine the teaching com­ petence of the faculty of Brooklyn College, said there was no conclusive evidence for believing that the ratings given to an instructor are affected by the fact that the course he teaches is an elective or prescribed course, or by the student's sex, or college class. In general, he found that critical judgment of individual teachers varies in direct ratio with student scholarship- the better scholars turned in the more critical evaluations. His survey was conducted with 6, 681 students - about 90 per cent of the student population - and provided an opportunity for them to rate each of five of their teachers. This study was thought, then, to be the most extensive teacher-rating project in higher educa­ tion in America. & In I960, Voeks and French, at the University of Washington, determin­ ed that grades and student ratings had no relationship in any department of the university, and that in ten large departments the teachers with the highest student ratings seldom had given appreciably higher grades. "There was no significant difference, " they said, "in grade distribution for the two groups -i- 1 �i m nm I ’! as a whole and teachers who had given a relatively high proportion of A's and B's showed no systematic tendency to receive relatively high ratings - apparent­ ly high ratings cannot be bought by giving high grades, nor are they lost by giving low grades." Because college students appear to have greater objecti­ vity and less superficial value systems than the authors had realized, they suggested that if faculty would heed students' perceptions of teaching abilities, all of us might find a rich source of clues which would enable us to increase our skills. 7 Goodhartz also reported as one of the more surprising results of his study the fact that teaching quality, as far as judgments go, bears a slight relationship to the size of the class. A small class does not necessarily result in a more favorable impression of the teacher than does a large class. Keller and Clark, at the University of Minnesota, in 1954, reporting on class size, stated that least rapport is developed in classes of intermediate size. 8 In other studies of liberal arts colleges, some conflicting evidence can be found regarding class size: whether or not class size makes a difference in the rating of teachers and teaching may be related to students1 expectations about the size of classes. Remmers, in his 1928 study, determined that whether a student was a freshman or a senior made little difference in his teacher rating, but that graduate students tend to rate higher. 9 Keller and Clark found that the hour at which a class is taught may have a relationship to teacher ratings and stated that the first and fifth (noon) hour classes received lower ratings. While this might be interpreted as rater bias, it should be obvious that teachers, too, are sleepy or hungry during these hours. 10 1 Williams, at Macalester College, states that the reliability of student ratings has been given considerable attention; that a number of studies he investigated indicated that it is quite high - from . 54 to . 94. 11 B. Criteria for Good Teaching Finally, the most sensitive area of the survey, the one which has resisted thousands of attempts to be definitive and specific, is that of seeking to single out traits or characteristics of effective teachers which might make them identifiable regardless of age, subject taught, size of class, time of day, age of student, or other special circumstance. -2- �In 1956, Mitzel and Gross reported that "more than a half century of research effort has not yielded meaningful, measurable criteria (for good teaching) around which the nation's educators can rally. 12 In 1957, Walter C. Eells, writing in the AAUP Journal, states that "at least 1900 significant articles dealing with college teachers and teaching appeared from January 1945 through December 1956, in 138 different period­ icals, covering teaching conditions, class size, evaluation of learning, 13 rating as teacher, teaching load, and teaching methods." 13 Williams in 1965 reported that "although there have been 5, 656 articles or books published on college teaching since the end of World War II, an examination of this literature soon confirms the suspicion that a satisfactory description of the effective or ineffective college teacher is elusive -if it exists at all. " 1^ How students perceive teachers has been the subject of investigation since the time of Socrates. And Nevitt Sanford , writing in 1967 in Where Colleges Fail, indicts both faculties and administrations of colleges for having contributed not only to the decline in the art of teaching, but to the subsequent deterioration in student-faculty relations. 13 Chester L. Neudling, in 1967, also adds his indictment by stressing the fact that " a recent study of educational involvement and capabilities of over 300 colleges and universities engaged in teacher education found that nearly two-thirds of the respondents reported that they studied their own educational programs only occasionally, seldom, or never, and more that half of them budgeted nothing for educational research. " 16 And Riesman and Jencks, writing in 1968 in The Academic Revolution, add "Both good and bad teaching have many varieties. Some bad teaching is the result of inadequate preparation, but some is the result of inadequate perception. Most teachers find it hard to realize how they affect students, and critical supervision can be invaluable here. The sarcastic teacher, for example, may be too insecure to let up even when he considers his effect on students, but that is not always true; at least he should be forced to think 17 about it. The same is true of other pedagogic styles. " (Underscoring mine. ) Are there traits or characteristics which make effective teachers identifiable? The answer appears to be "yes" although the "yes" is in a large measure usually qualified. -3- I �In his massive study in I960, Ryans reported that as a result of extensive and rigorous scientific study - based on analytical reports of teacher supervisors, college teachers, school principals, teachers, student teachers, and students in education courses - he was able to identify a list of twenty-five generalized effective and ineffective teacher behaviors culled from more than 500 critical incidents submitted by these participants. This project of the American Council on Education represents one of the most extensive research programs that has been directed at the objective study of teachers. During the six years of the major study, approximately 100 separate research projects were carried out, and more than 6, 000 teachers in 1,700 schools and about 450 school systems participated in various phases of the research. The following is the list of generalized descriptions of critical behaviors of teachers, from Ryans study: 18 Effective Behaviors Ineffective Behaviors Alert, appears enthusiastic. 2. Appears interested in pupils and classroom activities. 3. Cheerful, optimistic. 1. 2. Is apathetic, dull, appears bored. Appears uninterested in pupils and classroom activities. 3. Is depressed, pessimistic; appears unhappy. 4. Looses temper, is easily upset. Self-controlled, not easilyupset. 5. Likes fun, has sense of humor. 4. 5. Recognizes and admits own mistakes. 7. Is fair, impartial, and objective in treatment of pupil. 8. Is patient. 9- Shows understanding and sympathy in working with pupils . 6. 10. Is friendly and courteous in relations with pupils. 11. Helps pupils with personal as well as educational problems. 12. Commends effort and gives praise for work well done. 13. Accepts pupils' efforts as sincere. 14. Anticipates reactions of others in social situations. Is overly serious, too occupied for humor. 6. Is unaware of, or fails to admit own mistakes. 7. Is unfair or partial in dealing with pupils. 8. Is impatient. 9- Is short with pupils, uses sarcastic remarks, or in other ways shows lack of sympathy. 10. Is aloof and removed in relations with pupils. 11. Seems unaware of pupils' personal needs and problems. 12. Does not commend pupils, is disapproving, hypercritical. 13. Is suspicious of pupil motives. 14. Does not anticipate reactions of oiliers in social situations. -4- �15. Encourages pupils to try to do their best. 16. Classroom procedure is planned and well organized. 17. Classroom procedure is flexible within overall plan. 18. Anticipates individual needs. 19. Stimulates pupils through interesting and original materials and techniques. 20. Conducts clear, practical demonstrations and explanations. 21. Is clear and thorough in giving directions. 22. Encourages pupils to work through their own problems and evaluate their accomplishments. 23. Disciplines in quiet, dignified and positive manner. 24. 25. Gives help willingly. Foresees and attempts to resolve potential difficulties. -5- 15. Makes no effort to encourage pupils to try to do their best. 16. Procedure is without plan, disorganized. 17. Shows extreme rigidity of procedure, inability to depart from plan. 18. Fails to provide for individual differences & needs of pupils. 19- Uninteresting materials and teaching techniques used. Demonstrations and explanations are not clear and are poorly conducted. 21. Directions are incomplete, vague. 22. Fails to give pupils opportunity to work out own problems or evaluate their own work. 23. Reprimands at length, ridicules, resorts to cruel or meaningless forms of correction. 24. Fails to give help or gives it grudgingly. 25. Is unable to forsee and resolve potential difficulties. 20. I I �. 1 FOOTNOTES lj. M. Stalnaker and H. H. Remmers,, "Can Students Discriminate Traits Associated WithSuccess in Teaching?'" Journal of Applied Psychology, Vol. 12, 1928, pp. 602-610. f J 2 H. H. Remmers, "Reliability and Halo Effect of High School and College Students' Judgments of Their Teachers. " Journal of Applied Psychology, Vol. 18, 1934, pp. 619-630. j I 1 3 H. H. Remmers, William D. Ward, and N. T. Schmalzried, "The Training of Teaching-Personality By Means of Student Ratings. " School and Society, Vol. 43, 1941, pp. 189-192. u J; 4 I I 01 T , ini ffi I in I i• > 0 Manuel Cynamon, "Emotional Factors in the Reliability of Student Ratings of Teachers. " Journal of Educational Research, Vol. 51, April 1953, pp. 629-632. 5 Wilbert J. McKeachie, "Student Ratings of Faculty - A Research ReviewImprovement of College and University Teaching, Vol. 5, 1957, pp. 4-8. fl ^Abraham S. Goodhartz, "Student Attitudes and Opinions Relating to Teaching at Brooklyn College. " School and Society, Vol. 68, No. 1769, 1958, pp. 345-3497 Virginia Voeks and Grace M. French, "Are Student Ratings of Teachers Affected by Grades - The Report of Three Studies at the University of Washington. " Journal of Higher Education, Vol. 31, No. 6, I960, pp. 330-334. 8 Robert J. Keller and Kenneth Clark, "Student Evaluation of Classroom Teaching. " in R. E. Eckert, and R. J. Keller, A University Looks at Its Program. Minneapolis: University of Minnesota, 1954. 9 Remmers, op. cit. 10Keller and Clark, op. cit. i < 11 Howard Y. Williams, "College Students' Perceptions of Teachers and College Teaching." Un-published Ph. D. Thesis, University of Minnesota, 1965, p. 40. -6- �■ I r i 8 J 12 ___ Harold E. Mitzel and Cecilly F. Gross, A Critical Review of the Development of Pupil Growth Criterion in Studies of Teacher Effectiveness. New York: City College of New York, 1956. 13 Walter C. Eells, "Journals Publishing Articles on College Teachers and Teaching. " American Association of University Professor's Bulletin, Vol. 43, 1957, pp. 458-460. 14 Williams, op. cit. 15 Nevitt Sanford, Where Colleges Fail. Jossey-Bass, Inc., San Francisco, 1967, p. 168. 16 ] Chester L. Neudling, "Art of Teaching: One of the Great Humanities. " Improving College and University Teaching, Vol. 15, 1967, pp. 133-134. 0 T? 17 David Riesman and Christopher Jencks, The Academic Revolution. Doubleday and Company, Inc. , New York, 1968. 18 ■ 1 ■ ' I I] J David G. Ryans, Characteristics of Teachers, Their Description, Comparison, Appraisal. American Council on Education, Washington, D.C. I960, p. 82. �I II. PROCEDURES AND INSTRUMENTS The sample was a group of 160 students who were enrolled in the teacher­ education program at Wilkes College during the academic year 1967-1968. IjJ i Liil IJ a I ' Iib ll j! '■ I J 1 The instrument used was a multi-questionnaire arranged in seven parts (see Appendix A), and was one devised by Howard Y. Williams and designed to survey students' perceptions of effective and ineffective college teachers and teaching. Part I of the questionnaire elicited Student Information: year in college, major field of study, sex, grade point average, father's occupation. Part II dealt with Teacher and Class Information, including: sex of the teacher, year in college when course being rated was taken, and size of the class. Part III included forty-nine paired traits arranged on a five-point scale. Part IV, Teacher and Class Information-Poorest Teacher, included the same group of questions asked in Part II. Part V - Traits - Poorest Teacher, listed the same forty-nine paired traits asked in Part III. Part VI - Instruction - Best Teacher, included twelve instructional procedures which identified the Best Teacher, each arranged on a five-point scale. Part VII - Instruction - Poorest Teacher, included the same set of questions as used in Part VI Added to Parts VI and VII were two free response questions which read: "What did you find most rewarding in the good teacher's class?" and "What did you find least rewarding in the poorest teacher's class?" At the end of each of the forty-nine paired statements of traits of Best and Poorest Teacher was a free response question which read: "What was the single personal characteristic of the good (poorest) teacher which stands out most in your mind?" i’ll rl -8- �III. A. FINDINGS Student Characteristics Before discussing the students' perceptions of the traits and instructional methods of effective and ineffective college teachers, a hurried glance at some of the biographical data may be interesting. Of the total of 160 students participating in the survey, 144 (90%) were seniors who were in the process of completing their professional semester in teacher-preparation; the remaining 16 (10%) were students enrolled in the preliminary education courses (Introduction to Education and Educational Psychology). There were 108 (67. 5%) females and 52 (32. 5%) males who participated. While 76 (47.4%) of the students reported their father's occupation as white collar, 84 (52. 4%) indicated it to have been blue collar. While the number with backgrounds in the humanities and social sciences who prepare for teaching is very great, those who seek to enter the profession with academic preparation in the sciences is usually quite small due, no doubt, to the great demand for scientists in both the economic and governmental sectors of our economy. This sampling is not unusual. Table 1 Major Field of Study of Participants Major Field n=160 72 85 3 45.1 53.1 1.8 160 100. 0 Humanities Social Science Science TOTAL: Per Cent -9- �J Students were asked to report their grade-point average for all college work completed at the time of the study. This is what they reported: Table 2 Grade B 0 Number-160 A to AB+ to BC+ to C- 4 43 1 13 Di L I H L ■ [ Table 3 Grade Number of Students =160 A AB+ B BC+ C cTOTAL '' I 2. 5 26. 8 70. 6 Grade-point average for all college work completed at the time of the study: L 0 Per Cent Per Cent 0 4 4 13 26 48 43 22 0 2. 5 2. 5 8.1 16.2 30. 0 26. 8 13. 7 160 99. 8 It may be surprising to note that students, apparently, were objective in reporting their academic standing, since 69.5 per cent reported less than B-. -10- �■Ml p L P L» Jp a ■ a s D r 1cfc [. L 'I L L n I IE cP I I a n B. Student Perceptions : Best^—Poorest Teachers At the time this survey was conducted, there were 86 full-time male faculty and 24 full-time female faculty, according to the 1968-69 Wilkes College Bulletin, thus accounting for an approximate 4 to 1 ratio of male to female faculty. The table below indicates the distribution of BEST and POOREST teachers by sex of students. Table 4 Distribution of Best and Poorest Teachers by Sex of Students Best Teacher Poorest Teacher Students Male Female Male Female Male F emale 48 98 146 4 10 14 43 89 132 9 19 28 The students showed a preference for male faculty over female faculty when indicating both BEST Teacher (146 to 14) and POOREST Teacher (132 to 28. ) The survey results do not indicate conclusively whether the male or female students point to the male faculty as both BEST and POOREST teacher. There is a myth that if all the good teachers are not in a single area, at least all of the poor ones are. In one study, Corcoran found that humanities teachers were rated most highly, next were those in the natural science, and last were those in the social sciences. She reported that students apparently felt that the humanities required more original thought, had a higher interest level, required the widest application of the subject, and that, additionally, the instructor's sense of humor was better.^9 In another study of several liberal arts colleges, Williams found a some­ what different order, where the best teachers were from history, economics, political science, philosophy, and the biological sciences; and the poor teachers can from foreign languages and literature, music and art, psychology and sociology, education, and the physical sciences. Wilkes College students were asked to identify the BEST and POOREST teacher they had had during their entire college career and the specific course which they took from that person. The courses marked by the students were then placed in one of the three major fields of Humanities, Social Sciences, or Sciences. Table 5 presents this data. -ii- �I 1 J uu 5 a CU □U n ! i: Table 5 N=160 Best Teacher Major Field N=160 Poorest Teacher 74 73 13 Humanities Social Sciences Sciences 69 72 19 46. 2% 45. 6% 8. 1% 43. 1% 45. 0% 11.8% An examination of these results suggests no significant differences; apparently, students at Wilkes appear to identify their BEST AND POOREST teachers regardless of their academic field. Whether or not the students may have been rating their interest in the subject matter rather than their interest in the teacher was not explored in this study. L . nB 0H 1 1 !E JI 3 i ■ J 1 iC ' 1 Whether or not a teacher's age is a factor in being perceived as successful is a matter of conjecture. In his monumental studies of elementary and secondary education, Ryans found that teachers over age 55 were at a disadvantage compared wi^lji younger teachers - but his study did not tell any­ thing of higher education. Keller's study of college teachers revealed that there were small differences regarding age of teachers but there was a direct relationship between the student-rated quality of instruction and rank of pro­ fessor. Professors and associate professors received consistently higher ratings than assistant professors, instructors, and teaching assistants. This study also found that students grew more charitable in their ratings as they progressed through college. ^2 jn his study of several liberal arts colleges in the upper Midwest, Williams found that the best teachers are between 30 and 39, the next best are those between 40 and 49, or over 40; and last are those 20 to 29, and 50 to 59. 23 In this present study the participants were asked to estimate the age of their BEST AND POOREST teacher by checking one of five categories. While there may be some question of validity, faculty often make enough personal references to suggest a broad age classification to their students. In both the Keller and Williams studies, students' reliability in estimating age of faculty was not disputed, nor was there any attempt in the Wilkes Study to test independently the variables of age and rank, both of which may have an import­ ant effect on students' perception. 'T. 1 -12- �Table 6 Estimated Age of Teacher Age Group 20 30 40 50 60 i: r r u n : . to 29 years to 39 years to 49 years to 59 years years or over­ Total p 1 1 to I 1J 16 57 53 28 6 160 1 6 1 5 7 0 31 48 37 29 _15_ 160 1930. 23. 18. 9. 100. 3 1 2 1 3 0 Keller and Clark reported that least rapport is developed in classes of intermediate size. Class size was also used as a factor in determining student perceptions of BEST and POOREST teachers on the Wilkes Campus. What influence this variable would have on students' perceptions was not considered in this study. Regarding class size, students' perceptions indicated this rank order for BEST and POOREST teacher. Table 7 Size of Class Number in Class Less than 10 10 to 14 15 to 19 20 to 24 25 to 29 30 to 34 35 to 39 40 to 49 50 to 99 1 00 or more TOTAL n = 160 BEST Teacher 5 13 31 45 28 10 2 3 6 17 160 1i -13- j 10. 35. 33. 17. 3. 100. POOREST Teacher Number Per Cent Table 6 shows that the greatest number of BEST teachers at Wilkes College, 57 (35. 6%), were perceived to be between 30 and 39. The largest group of POOREST teachers were perceived to be in the same 30 to 39 age group. I o n = 160 BEST Teacher Number Per Cent 3. 1 8. 1 19. 3 28. 1 17.5 6. 2 1.2 1.8 3. 7 10. 6 99- 6 n = 160 POOREST Teacher 2 8 23 43 32 17 9 8 8 10 160 1.2 5. 0 14. 3 26. 8 20. 0 10. 6 5. 6 5. 0 5. 0 6. 2 99. 7 �1 rom this survey, if there is an optimum class size, it would be difficult to identify it. According to an estimate made by the Registrar of the College the typical class size at Wilkes during the 1967-68 school year was from 20-25, and therefore the fact that more students perceived their BEST and POOREST teacher in this size group may not be unusual. The ranking by students indicated their BEST and POOREST teachers were in groups of from 15 to 29 students (104 students, 64. 9% indicating their BEST, and 98 students, 61. 1% indicating their POOREST teacher. ) And it is interesting to note that while 10.6% of the students (17) indicated their BEST teacher was in a group of 100 or more students, only 3. 1% of the students (5) identified their BEST teacher in a class group of less than 10 students. Now let us turn to the instruction methods which may have distinguished BEST and POOREST teachers in this survey. There was no attempt in this part of the survey to measure student's learning, nor to relate his grades, the curriculum, or organization of subject matter to instructional methods used by the teacher. In this part of the questionnaire, students were asked to reply to ten different statements,each one giving the student an opportunity to react to any one of five descriptions. Thus when a student was asked to indicate how tolerant his BEST and POOREST teacher was of opinions other than his own, he could have responded by making a choice of the following: 1. 2. 3. 4. 5. Actively welcomed differences of opinion. Usually tolerant of other views. Reaction varied with views expressed - sometimes tolerant, sometimes intolerant. Often intolerant of other views. Rejected opinions other than his own. More students identified their BEST teacher with the factor of tolerance than with any of the other nine factors. Over 94% of the students (152) per­ ceived their BEST teacher as being ’ usually tolerant of other views, " or "actively welcoming differences of opinion. " Seventy-three of the students (45. 6%) perceived then POOREST teacher as either "often intolerant of other views, " or "rejected opinions other than his own. " In replying to the question, "How well did tire teacher appear to know this subject?" 84. 3% of the students (135) perceived their BEST teacher as having "Thorough and profound scholarship, " while 20% of tire students (32) so perceived their POOREST teacher. However, 52.4% of the students (84) perceived their POOREST teacher as having broad and accurate knowledge, " 'br reasonably good knowledge o.t the subject. -14- �. s 3 E ! I fl ubJ indJ - ■E I? ffl I In relating to their satisfaction with the examinations given in the course, over 83% of Tie students (133) perceived the examinations of the BEST teacher as being better than average, or highly superior," while only 6.2% of the students '10'. perceived their POOR.EST teacher meeting this criter ion. Eighty-two percent of the students (131) perceived their BEST teacher as having clearly outlined the. purposes of the course from the beginning, while only 8. 7% of the students indicated that the POOR.EST teacher did so. In fact, 64% of the students >102) indicated that the POOR.EST teacher either never made clear the purposes of the course . or made only indirect reference to them. Whether or rot the instructor related the material of the course to other areas of knowledge was also sign:fl. ant in distinguishing students' perceptions of BEST and POOR.EST tea. her. since over 77% of the students ■ 112) identified their BEST teacher as haring met this criterion, while 69- 9% (112) of the students perceived the: POOREST teacher as "never" or "rarely" ever doing this. Grading procedures also signifi- artly distinguished students' perception of BEST and POOREST teacher since about 75% of the students (120) indicated being "more satisfied with most courses, or very satisfied" with the grading procedures of the BEST teacher, while only 3.7% of the students (6) perceived the POOR.EST teacher meeting this criterion. To the question How well were the materials of the course organized?" 73% of the students (117 , identified -heir BEST teacher as being well organized, and only 3% of the POOREST teachers were so identified. That part of the questionnaire which dealt with the ' Instructional Technique Used Most Often1' by the BEST and POOREST teacher contained twelve categories, and the student was given the opportunity to mark those techniques which best described the teacher he was identifying. The following table lists in rank order student responses -15- �I Li ■ s Table 8 G a In Rank Order BEST Teacher 1 2 D p 3 4 5 'J 6 7 n G 8 9 10 11 12 1 ’Ll GT I 1 If In Rank Order POOREST Teacher Formal Lectures Lectures broken by occasional questions discussion Class discussion Written reports or term papers Individual student reports to the clas s Small group discussion or reports Films, slides, other audio-visual aids Recitations based on assigned readings Demonstrations Case histories presented by the teacher Field trips Laboratory work 1 2 3 4 5 9 6 8 6 11 12 10 E r When the tabulation was completed, students had signified that the use of "Films, slides, other audio-visual aids" was identical to the number of responses to "Demonstrations", as instructional techniques used by the POOREST teacher. I The rank order of the firit nine is practically identical for BEST/and POOREST teacher except for the different placement of "Small group discussions or reports" and "Demonstrations." 1 r, Instructional Technique Students responses to this part of the questionnaire showed no significant differences that might shed some light on the "charisma" of the BEST teacher. And the old cry that lectures should have been buried in the Stone Age may not be supported by this evidence. Williams suggests that relationships between teaching techniques may indicate that most students do not want to be in the spotlight and that they prefer to remain relatively anonymous, or, at least, not to expose themselves except on their own terms. ^4 Qne may be presump­ tuous to suggest that perhaps it isn't the cloth but the woof and the warp that may lend brilliance and fashion to the identity of the BEST teacher. In this study, there was little difference, too, in students1 perceptions of the "Instructional Aim or Objective Which Was Emphasized Most" by the BEST and POOREST teacher. And it is surprising that the students, when identifying both BEST and POOREST teacher, identified him most frequently I -16- �Efl J s L U F L with the instructional aims or objectives that simply could have been dealt with by the students themselves, and that they identified their POOREST teacher with the instructional aim "Acquiring the methodology for attacking problems in the subject area" more frequently than they did their BEST teacher. Table 9 The Instructional Aim or Objective which was Emphasized Most I a L D ; L c ■ In Rank Order BEST Teacher 1 2 ■ P 3 4 i HI 5 6 Ui i J I 7 8 ! 9 r 1 7) 1 ! Instructional Aim or Objective Learning basic terminology and facts Identifying the trends, developments, or directions of the discipline Learning about reliable sources of information in the field Gaining a rounded and systematic view of the subject Learning the important principles or generalizations in the subject Analyzing organization, form pattern, purpose, point of view Applying the principles and methods of the discipline Analyzing relationships between hypothesis and conclusion, cause and effect, etc. Acquiring the methodology for attacking problems in the subject area 1 2 4 7 3 9 6 8 5 The what of the instructional aim or objective, and the procedural method, may not be as significant, perhaps, as the students' understanding of the why of its use, its relationship to the subject at hand and to other fields or disciplines, its meaning to the students' here and now concern, and its contribution to the students' sense of adequacy. i1 1 -17- I In Rank Order POOREST Teacher �Student Perceptions - Traits D 0 To attempt to isolate meaningful traits that might distinguish BEST and POOREST teachers, this survey relied on the characteristics that Williams identified in his research of three liberal arts colleges in 1965, when he determined that the most potent predictors of good teaching seem to be the personality factors identifiable as comention, surgency, cyclothymia, and super ego strength; and the most potent predictors of poor teaching as coasthenia and guilt proneness. These six traits were adaptations from Cattell's 16 Personality Factors and were chosen by Williams because he felt there was "already limited empirical evidence which suggested they might differentiate between effective and ineffective teachers." The potent traits are described in this order of importance: 1. Comention - analytical, intellectual interests; leads rather than shows or tells; poise, polish and composure even under stress; introspection and sensitivity. 2. Surgency - 3. Cyclothymia 4. Super ego strength happy-go-lucky cheerfulness; intellectual flexibility and eagerness to try new things in the classroom. warm, open trusting relationship with others; not easily frustrated; has good sense of humor; is interested in others and accepts them as they are. orderly, conscientious, non-punitive individual with a drive to achievement and moral behavior. The two traits associated with poor teaching, Williams identifies in this order: 1. Coasthenia-slow in getting the point; displaying obstinancy and passive resistance; being absent-minded and meek; and having personal and peculiar interests. 2. Guilt-proneness, worrying, lonely, sensitive, suspicious and discouraged. This part of the questionnaire contained forty-nine pairs of traits that could be identified with one of the six Cattel Personality Factors described by Williams, and the student had the opportunity of checking along a five-point scale to indicate which of the traits in each pair best identified the teacher he was describing. In one part of the questionnaire the student was asked to check the paired phrases for his BEST teacher, and at a latter interval in the survey he was asked to check another set of these paired traits for his POOREST teacher. -18- 1 �D There were seventeen phrases that could be described as related to the comention factor (analytical, intellectual interests; leads rather than shows or tells; poise, polish, and composure under stress, etc. ) and in eight of them students distinguished the BEST teacher by recording responses greater than fifty percent over those they recorded for the POOREST teacher. <ur For example, while 116 students (73%) identified their BEST teacher as "being generous with time and energy" only 20 per cent of the students (32) so identified their POOREST teacher. The eight commention traits which showed these differences of greater than 50 per cent in responses identifying the BEST teacher.are as follows: n ! J IT -• I I ! j L E I I I J 1 8 1 Factor Is self-sufficient Has analytical, intellectual interests Is a skillful leader Cooperates in enterprises Does not lose composure under stress Evaluates intellectually Is introspective, sensitive Is generous with time and energy IX I T i [; Per Cent 1 91 2 3 4 87 83 81 5 6 7 80 78 76 8 73 There were four traits (out of 9 phrases) that could be described as related to the surgency factor and which showed differences in students' responses greater than 50 per cent for BEST teacher, and they were: Factor Rank Seldom daydreams 1 Is quick in speech and movementZ Optimistic, enthusiastic 3 Considers suggestions for 4 change Per Cent 86 85 83 73 There were three traits (out of 10 phrases) that could be described as related to the cyclothymia factor and which showed differences of greater than 50 per cent in students' responses for BEST teacher. E i Rank -19- �L 3 a H DP Ll Factor Rank Recovers readily from anger 1 Is interested in people and their problems 2 Is humorous and witty 3 Per Cent 93 80 75 There were three traits (out of 13 phrases) that could be described as re­ lated to the super ego strength factor and which showed differences of greater than 50 per cent more responses in students' perceptions of BEST teacher. Factor Rank Per Cent Is conscientious Is orderly, takes things step-by-step Is quick to understand 1 90 2 3 90 88 Of the two personality factors which seem to distinguish ineffective teachers, the coasthenia factor had 20 paired phrases that could be described as related, and 8 of them showed differences of greater than 50 per cent in students' responses de­ scribing the POOREST teacher. Factor Is sometimes slow in getting the point Seems to have a one track mind Is dull, phlegmatic Insists that things be done the way he has always done them Uses random -hit-and-miss approach Limits time available to others Has limited, object-centered interests In inactive, quiet, meek Rank Per Cent 1 83 2 3 78 72 4 72 5 68 6 67 7 8 54 52 The quilt-proneness factor had two paired phrases (out of 16) which were perceived by students to show differences greater than 50 percent in -20- I �their responses describing the POOREST teacher. Factor Rank Per Cent Tends to be reserved and impersonal Is reserved, crude 1 2 67 61 It appears, then, that the effective teacher is obviously more trans­ parent in such traits as: student-centered, acceptant, trusting, understanding, conscientious, enthusiastic, active, orderly, well-organized, generous with time, humorous, optimistic. The ineffective teacher appears to be obviously more transparent in terms of being impersonal, lacking student interest, neither intellectually nor emotionally wrapped up in his work, inflexible, passive, perhaps even threatening to the students' sense of being. D. nL Single Characteristic of BEST --POOREST Teacher When students were given a free response opportunity to describe the "single personal characteristic of the good teacher that stands put most in your mind," perceptions were recorded in a number of ways. The student may have indicated in his free response both personal and professional characteristics and there was no attempt to structure his response. I report them here in the eleven categories in which I think it was possible to list them. They are in rank order: I b8 I’h 'll i 1 ■ ■ K 1. Interested in students 2. He communicated well 3. Showed enthusiasm and optimism 4. Knew his subject 5. Challenged students 6. Fair and honest 7. Displayed intellectual curiosity 8. Was witty and humorous 9. Well organized 10. Self-confident 11. Flexible When students were given a free response opportunity to describe the "single personal characteristic of the poorest teacher that stands out most in your mind," perceptions were recorded in a number of ways and I report them -21- �b i here in the eight categories in which I think it was possible to list them, are in rank order: 7. 8. They Impersonal, detached Uninteresting, dull Lacked organization Unable to communicate Did not teach anything Was rigid, narrow, inflexible Disturbing mannerisms Incompetency--lack of subject knowledge E. Most Rewarding Experience in Best Teacher's Class When students were given a free response opportunity to describe what they found "most rewarding in the best teacher's class," this is what they reported. I attempted to list them without changing their meaning. They are in rank order: Tolerance Knew his subject Fair in evaluating Purposes were made clear Related subject to other fields Organization of material Least Rewarding Experinece in Poorest Teacher's Class When students were given a free response opportunity to describe what they found "least rewarding in the poorest teacher's class," this is what they reported. Again I attempted to list them without changing their meaning. They are in rank order: 1 I 1. 2. 3. 4. 5. 6. 7. 8. Lacked organization Gained little knowledge Lack of interest and concern Attitude- -per sonality Intolerant Irrelevancy of the material Lack of knowledge of the subject Punitive evaluation procedures -22- �FOOTNOTES 19 Mary E. Corcoran, "The Role of Personal Attitudes in Student Evaluation of an Introductory Education Course. " Unpublished PhD. Thesis, University of Minnesota, 1957. “^Williams, op. cit. 21Ryans, op. cit. 22Keller, op. cit. 23 Williams, op, cit. 24-'Williams, op. cit. 25’Williams, op. cit. c :■ 1 -23- �SUMMARY AND RECOMMENDATIONS My intent in this r - of student attitudes was to be descriptive and survey not interpretative, and toJ <encourage -------— * each one of us of the Wilkes faculty to consider these results and data .—other ------- — .u that could contribute to our being more effective in our educational objectives, responsibilities, and relationships with students. A summary of these attitudes at this point can serve to place the suggestions later■' on in better perspective. The sampling group consisted of 160 students who were in the process of completing their requirements for provisional certification to teach in public schools in Pennsylvania. There were more females (67.5%) participating than males (32. 5%). More of the respondents reported their father's occupation as "white collar" (52.4%) than "blue collar". And while there was no attempt to identify students by single academic field of preparation, 98 per cent of them could be grouped as having prepared in the humanities and social sciences. Slightly less than three out of four (70.6%) of the students indicated his grade­ point average for all college work to be between a C+ and C-. While the largest number of BEST and POOREST teachers were identified in the 30 to 39 age category, it well may be that this is the age of the largest number of faculty. Since the typical class size at the college during the time of this survey was between 20 to 25 students, it is not surprising that the optimum class size identified with BEST teachers was in this category. The fact that 10.6 per cent of the students identified their BEST teacher in a class grouping of 100 or more students would not support a theory that the smaller the class size the greater the number of effective teachers, since only 3 per cent of the students identi­ fied their BEST teacher in a class of less than ten students. How students identified BEST and POOREST teachers according to instruction methods used rather clearly pointed to some factors which they perceived to be meaningful. While over 94 per cent of the respondents identi­ fied their BEST teacher as "usually tolerant of other views", and "actively welcoming differences of opinion", almost half of the students (45. 6%) per­ ceived their POOREST teacher as "often intolerant of other views", and "rejected opinions other than his own". The atmosphere of the liberal arts college that would encourage and support other points of view, especially differences expressed by students, and that should be a natural experience in all classrooms may be something more dreamed of than witnessed. I -24- �T r f 1 R 0. 0 n c un 0 E ( r? I While knowledge of subject matter is usually high on the list of many studies seeking to measure teaching efficiency, the relationship of scholarship to classroom effectiveness is not so easily determined. Slightly over 50 per cent of the students indicated their POOREST teacher as "having broad and accurate - or reasonably good knowledge of the subject". Students' perception of effective teaching and satisfaction with exam­ inations and grades given in the course were most revealing of a very chal­ lenging problem. Less than 7 per cent of the students perceived their POOREST teacher as providing examinations that were "better than average or highly superior", and only 3 per cent indicated they were "more satisfied than with most courses, or very satisfied" with the grading procedures of their POOREST teacher. Clearly outlining the purposes of a course and relating the materials of one course to other areas of knowledge also were significant in distinguish­ ing students' perceptions of BEST and POOREST teachers. The rank order of instructional techniques used most often by BEST and POOREST teacher does not support an assumption that "formal lectures" or "lectures broken by occasional questions" are the most desirable, nor that they are the least desirable of the instructional techniques. One would expect that "class discussion", "small group discussion or reports", would have been higher on the priority list in distinguishing POOR from BEST teacher, but what relationship class size, a student's unwillingness to participate, the teacher's display of authority, and his unwillingness to accept student's views have to their perceptions of BEST and POOREST teachers is not evi­ dent. The fact that most students apparently have more classroom experi­ ence in their secondaryschool programs and on campus that they identify with "formal lectures" or "lectures broken by occasional questions" may only attest to the administrative and instructional expediency of such classroom teaching techniques. Such responses from so many of the respondents should raise many questions about the teacher-student relationship and how this may be effectively altered. Probably one of the most surprising results of this survey is the one identifying the instructional aim or objective which was emphasized most by BEST and POOREST teachers. The greatest number of responses indicated that most students identified BEST and POOREST teacher with the objective that was limited in scope in terms of challenging the student's ability to "analyze form, pattern, and point of view of the discipline", "applying prin­ ciples and methods of the discipline", "analyzing relationships between hypothesis and conclusion", and "acquiring the methodology for attacking problems in the subject area". -25- �p f But rather they indicated that both BEST and POOREST teachers emphasized most those objectives for which students could have been singularly charged with responsibility. Thus "learning basic terminology and facts", which ranked first as the instructional aim or objective emphasized most by BEST and POOREST teacher could be accomplished outside of class, under minimum supervision, with individual programmed learning experiences provided, and with a minimal competency level defined by the teacher for all students. n While that part of the questionnaire dealing with personality traits shows that area to be most interesting and yet most elusive, it nevertheless was designed to permit students to describe their BEST and POOREST teacher. Their descriptions were most revealing. More than 90 per cent of the students perceived their BEST teacher as manifesting the ability to recover readily from anger (93%), self-sufficiency (91%), conscientious (90%), orderly, takes things step-by-step (90%). These traits were rated higher than "having analytical and intellectual interests", "quick to understand", "skillful leader", "quick in speech and movement", "optimistic and enthu­ siastic", and "interested in people". (J I 'll I ? u_' 1 E I nj U 1.1 J L f I ■U I I The traits most frequently identified by students describing their POOREST teacher indicate that his "slowness in getting the point", "having a one-track mind", "dull, phlegmatic", "insisting that things be done the way they always have been done", "a random hit-or-miss approach", and "tends to be reserved and impersonal" were of most concern to them. From the free responses, students indicated that BEST teachers are more revealing in terms of their sincerity-genuineness-understanding-ability to relate to their students; and POOREST teachers are more readily described as impersonal, detached, and uninteresting. Perhaps the major factor distinguishing the BEST and POOREST teacher at Wilkes is related to the "psychic income" that some students feel when they seem to be more sensitive to those experiences in the classroom that contribute to their sense of adequacy - to our confirming their being. Sidney M. Jourard makes this point when he states, ". . .if we would be helpful, or should I say human, we must grow to loving stature and learn, in Buber's terms, to confirm our fellow man in his very^being. Probably, this presumes that we must first confirm our own being". I I I i J -26- �The comentian factors which Williams found to be the strongest in­ dicators of good teachers and teaching, suggest a person who is transparently adequate, and perhaps the teacher who feels adequate and has captured a shadow of his own identity and has satisfied many of his own needs is better able to contribute to the need satisfaction of others. o 0 E m 0 u rr ■ii ■f )3? f IP I I 1 ■ Barzun also identifies with this factor when he states; "To sum up, the student feels that he suffers from neglect. He is conscious of a greater maturity than his teachers credit him with or they would not subject him to cavalier treatment as they so often do - unpunctual, slipshod in marking papers, ill-prepared in lecture, careless about assignments - results, all of them, of the academic route previously described". There is no doubt that each of us brings to the classroom different abilities and dispositions. The perceptions of our students in helping us to identify these talents and uniquenesses, and the circumstances in which they cannot productively be employed, may help us to add to the shadow of our identity, while we enhance that of the student's. We should continue to ask themfor their perceptions. They are describing them to one another anyway. Wouldn't it be better lor them and for us, to have them describe them to us for our mutual understanding and development? Mv suggestions are few and simple, and are based on the assumption that more effective studies will need to be done, not only outside of our insti­ tution, but also within its ivied walls. Therefore, with a certain amount of presumption I propose that the College consider the following: 1. Establish a budget for continued, expanded educational research, especially in the. area of student-teacher relationships, as this relates to identifying good teachers and good teaching at Wilkes so that all of us may improve our competency. 2. Organize a faculty orientation program for new faculty--all of us are engaged in the discipline Education. 3. Continue this type of study- with modifications, of course beginning with the Class of 1969 and continuing it over the next three years, and then at regular intervals thereafter. I 4. Encourage the faculty to seek active inquiry in all departments of the College, designed and directed at identifying those factors and elements that are related especially to student-teacher relationships, and effective and ineffective teachers and teaching within departments. I -27- ■ �n o n Now let me recall the experience the grade teacher had with her six year old when I began this presentation, only this time after she finished struggling with his boots and sought to send him on his way, he looked up lovingly and said, "These are not my boots. " A little annoyed and impatient, she replied, "They must be yours - they are the only ones around. " After the two of them searched the room, she reminded him that their lunch period was quickly passing and that he had better go to lunch. And again he said, "These are not my boots. " When she asked, "How do you know they are not yours?" he replied, "Mine had snow on them. " With this same sense of assurance we, too, might be able to identify the " boots" we could be looking for. I plan to keep looking and I hope you will join me. 0 D D s I -28- �APPENDIX A -J PART I. S TUDEN f INF OR MA TION In this section, pleas-: check or fill in. the appropriate answer to each of the following items about yourself. (Ignore the numbers in parentheses. They are for purposes of machine sorting only. ) HI 1 0 0 1. Year in college: (1) Freshman (2) Sophomore (3) Junior (4) Senior (5'; Unclassified 2. Major: ■ Minor: (1) (2: (3) (4) (o) J6. ___ (7) J 8) (9; (0) (?. English, Speech, Drama (2;Foreign Language and Literature (3) Music, Art (4', History, Economics, Political Science, Philosophy i 5) Psychology, Sociology 16< Religi on (7) Biological Sciences (6) Physical Sciences (9) Mathematics (0) Education Otner:(specify) 3. Sex: _(1) Male (2) Female (4) I 4. Grade point average for all college work to date; (1) A ' '"^2) A- J.3) B+ (4) B "“(5) B- T J6) C+ 1 ___ J 7) C (8) C (S> -29- �5. Father's Occupation: (1) Professional man (lawyer, banker, doctor, teacher, minister, dentist, etc. ) (2) Owner of business (store, gas station or garage, insurance agency, hotel or cafe, newspaper, etc. ) (3) Office worker (bookkeeper, cashier, postal clerk, etc.) (4) Salesman (real estate, insurance, retail store, etc.) (5) Owner or manager of farm (6) Skilled tradesman (carpenter, electrician, machinist, etc.) (7) Factory worker (laborer, farm laborer, janitor, mine laborer, etc. ) (8) Other occupations: (be specific) -w U 0 6 Your occupational choice: £ E B (I J I -30- �PART II TEACHER AND CLASS INFORMATION - BEST TEACHER Think of the best teacher you have had during your entire college career and a specific course which you took from that person. Check the appropriate answers below. 1. Sex of teacher: (1) Male (2) Female 50) o o 0 D I] 8 2. Academic area of course: (1) English, Speech, Drama (2) Foreign Language and Literature (3) Music, Art (4) History, Economics, Political Science, Philosophy (5) Psychology, Sociology (6) Religion (7) Biological Sciences (8) Physical Sciences (9) Mathematics (0) Education Other: (specify) (8, 51) 3. Estimated (1) (2) (3) (4) (5) (9, 52) age of teacher: 20 to 29 years 30 to 39 40 to 49 50 to 59 60 or over 4. Year in college when course being rated was taken: (1) Freshman (2) Sophomore (3) Junior (4) Senior (10, 53) -31- �5. Size of claaa: (1) Less than 10 "(2) 10 to 14 "(3) 15 to 19 ’(4) 20 to 24 ’(5) 25 to 29 ‘(6) 30 to 34 "(7) 35 to 39 ’(8) 40 to 49 Do not mark in thia apace: A (12-13) F_ (14-15) G (16-17) J________________ _(18 -19) K (20-21) O____________________ (22-23) j9) 50 to gg (0) 100 or more (11, 54) . ■ n u i ( p i| L f' p ■ E T I I •t-i -32- �PART III TRAITS--BEST TEACHER Next indicate which of each of the following pairs of phrases most aptly describes this "best" teacher, as you know him by checking at the point below the appropriate phrases. The procedure is illustrated in the following example: A J Mostly A More A Than B More B Than A Mostly B Optimistic B Pessimistic If the individual described is usually quite optimistic, place a check mark at the extreme left of the scale as shown below: » A I . ffl Optimistic More A Than B More B Than A Mostly B X B Pessimistic If, on the other hand, the individual is neither decidedly optimistic or pessimistic, but tends to be pessimistic, the check would be to the right of the middle line as shown below: L H1 U Mostly A I E A Mostly A More A Than B Optimistic More B Than A Mostly B X B Pessimistic There may be some cases where it is hard to decide which of the alternatives best fits the individual, or you may not know about some characteristic of the individual. You will then check in the middle of the scale. Wherever possible, though, try to indicate which of the phrases at the left or right best describes this individual. Be sure to check every item. ■■ 'I I I I A Mostly A More A Than B Mostly B B 1. Is inactive, meek, quiet. Is active, assertive. 2. Tends to hold a grudge. Recovers readily from anger. -33- I— More B Than A �A Than B Than A B 3. Is conscientious. Not much concern­ ed with responsibil­ ities to others. 4. Frequent shifts in attitudes and behavior « Consistent in dayto-day attitudes and behavior. 5. Is sociable, responsive. Prefers solitary activities. 6. Shows social initiative. Usually a follower in social situations. 7. Optimistic, enthusiastic. Tends to be Pessimistic. 8. Is awkward, clumsy. Is poised and polished. 9. Random, hitand-miss approach. Orderly, takes things step-bystep. 10. Dislikes group activities. Active in a number of organizations. 11. Is sometimes irritable. Is even-tempered. 12. Makes decisions quickly. Is slow to make up mind. 13. Is subject to personal emotion­ al appeals Goes by the letter of the law. 14. Passively resists, obstructs "on principle". Cooperates in enterprises. -34- �Than B Insists that things be done the way he has always done them. Considers suggestions for change. Is unwilling to let others know where he stands. 17. Goes with the group. Acts individually. 18. Is self-confident. 2s inclined to worry. 19- Limits time available to others. Is generous with time and energy. 20. Is absent-minded. Has a good memory. 2 1. Is interested in people and their problems. Tends to be reserved and impersonal. 22. Accepts others as they are. Questions the motives and behavior of others. 23. Has little civic or social interests. Has strong civil or social interests. 24. Shows continuity of interests. Interests seem to come and go. 25. Becomes upset when things go_ wrong. Does not lose composure under stress. Has limited, object-centered interests. Has analytical, intellectual interests. I i I I ■1 ;n B 16. Is placidly open about his feelings and ideas. 26. II Than A -35- �Than A Than B B Is little concerned about worldly success. Feels that success _is highly desirable. 28. Completes task? which he has begun. Does not finish jobs which he starts. 29. Is lacking in ambi­ tion. Tries to advance himself. 30. Has aesthetic tastes. Has practical tastes. 31. Is somewhat egocen­ tric, doesn't like to work with others. Is modest and cooperative. 32. Follows through on promises. F orgets commitments. 33. Has personal peculiar interests^ Has common, "wide" interests. 34. Is humorous, witty. Is dull, phlegmatic. 35. Is insensitive, crude. Is introspective, sensitive. IS 36. Evaluates by common­ ly accepted standards. Evaluates intellectually. jr 37, Seldom daydreams. Daydreams a good deal of the time. 38. Thinks of many possibilities. Seems to have onetrack mind. 39, Is lonely. Is self-sufficient. 40. Is good at doing several things at once. Prefers to take one thing at a time. 41. Is sensitive, "fine­ grained". Is tough, inflexible. -36- �Than B L pi ur r n i I Than A B Often blames others when things go wrong. • Seldom blames others. Is eager to experi­ ment and try new things. Cautiously considers matters before doing any­ thing new. Is a skillful leader. _Tells or shows, but seldom leads. 45. Is impersonal and detached in dis^ cus sions. Injects personal experiences and stories in dis­ cussion. 46. Is talkative. Is uncommunicative, introspective. 47. Is self-sufficient. Likes to receive attention from others. 48. Is quick in speech and movements. Is slow in speech and movements. i 49- Is sometimes slow "in getting the point" ■ Is quick to understand. 50. What was the single personal characteristic of the good teacher that stands out most in your mind? r? I ■ 1 rr i -37- �PART IV TEACHER AND CLASS INFORMATION--POOREST TEACHER Think of the poorest teacher you have had during your entire college career and a specific course which you took from that person. Check the appropriate answers below: 1. Sex of teacher: (1) Male (2) Female (24,50) 2. Academic area of course: (1) English, Speech, Drama (2) Foreign Language and Literature (3) Music, Art (4) History, Economics, Political Science, Philosophy (5) Psychology, Sociology (6) Religion (7) Biological Sciences (8) Physical Sciences (9) Mathematics (0) Education Other (specify) (25, 51) 3. Estimated age of teacher: (1) 20 to 29 years (2) 30 to 39 years (3) 40 to 49 years (4) 50 to 59 years (5) 60 or over (26, 52) I f Lf 4. Year in college when course being rated was taken: (1) Freshman (2) Sophomore (3) Junior (4) Senior (27,53) . I J I J I I j -38- �5. Size of class: (1) Less than 10 (2) 10 to 14 (3) 15 to 19 (4) 20 to 24 (5) 25 to 29 (6) 30 to 34 (7) 35 to 39 (8) 40 to 49 (9) 50 to 99 (0) 100 or more (28,54) Do not mark this space A F G J K O '"l -39- (29-30) ’(31-32) (33-34) (35-36) "(37-38) (39-40) �PART V TRAITS - POOREST TEACHER Following the same procedure as in Part III, indicate which of each of the following phrases most aptly describes this "poorest" teacher, as you know him, by checking at the point below the appropriate phrases. Be sure to check every item. Mostly 3 0 I 1 More A Than B More B Than A Mostly B B Is inactive,meek, quiet. Is active, assertive. Tends to hold a grudge. Recovers readily from anger. Is conscientious. Not much concerned with responsibilities to others. Frequent shifts in attitudes and behavior. Consistent in day to day behavior. Is sociable, responsive. Prefers solitary activities. Shows social initiative. Usually a follower in social situations. Optimistic, enthusiastic. Tends to be pessimistic. 8. Is awkward, clumsy. Is poised, polished. 9. Random, hit-andmiss approach^ Orderly, takes things step-by-step. 3. Is active in a number of organizations. 10. Dislikes group activities Is even-tempered. Is sometimes irritable. -40- �L> A r Mostly More A A Than B More B Than A Mostly B B 12. Makes decisions quickly. Is slow to make up mind. 13. Is subject to person­ al emotional appeals. Goes by the letter of the law 14. Passively resists, obstructs "on principle". Cooperates in enterprises. 15. Insists that things be done the way he has always done them. Considers suggest­ ions for change. 16. Is placidly open about his feelings and ideas. Is unwilling to let others know where he stands. 17. Goes with the group. Acts individually. 18. Is self-confident. Is inclined to worry. 19- r Limits time avail­ able to others. Is generous with time and energy. 20. Is absent-minded. Has a good memory. I 21. Is interested in people and their problems ■ Tends to be reserved and impersonal. I 22. Accepts others as they are. Questions motives and behavior of others. 1 23. Has strong civic or social interests. Has little civic or social interests. 24. Shows continuity of interests. Interests seem to come and go. 25. Becomes upset when things go wrong. Does not lose com­ posure under stress. r D fl I -41- �A 0 L r Id Than A Than B 26. Has limited object­ centered interests. Has analytical, ip- tellectual interests. 27. Is little concerned about worldly success. Feels that successis highly desirable. 28. Completes tasks which he has begun. Does not finish j obs which he starts. 29. Is lacking in ambition. Tries to advance himself 30. Has aesthetic tastes. Has practical tastes. 31. Is somewhat egocen­ tric, doesn't like to work with others. Is modest and cooperative. 32. Follows through on promises. For gets commitments. 33. Has personal, peculiar interests^ Has common, wide interests. 34. Is humorous, witty. Is dull, phlegmatic. 35. Is insensitive, crude. Is introspective, sensitive. 36. Evaluates by common­ ly accepted standards. I 37. Seldom daydreams. 38. Thinks of many possibilities. 39- Evaluates intellectually. Daydreams a good deal of the time. Seems to have a one-track mind. Is self-sufficient. Is lonely. I 'd ; ci j B -42- �A Than B Than A Prefers to take one thing at a time. Is good at doing several things at once. D D H fl B 41. Is sensitive, "fine grained". Is tough, flexible. 42. Often blames others when things go wrong. Seldom blames others. 43. Is eager to experiment and try new things. Cautiously considers matters before doing anything new. 44. Is a skillfill leader. _Tells or shows, but seldom leads. 45. Is impersonal and detached in discussions. Injects personal ex­ perience and stories in discussion. 46. Is talkative. _Is uncommunicative, introspective. 47. Is self-sufficient. Like to receive attention from others. 48. Is quick in speech and movements. Is slow in speech and movements. 49- Is sometimes slow iri'getting to the point". _Is quick to understand. 50. Whatwas the single personal characteristic of the poorest teacher which stands out most in your mind? -43- �PART VI INSTRUCTION - BEST TEACHER Again, think of the same "best" teacher as you did in Part II and the same specific course which you used in answering the items there. Under questions #1 through #10, check the alternative which best expresses your view: 1. How well (1) (2) (3) (4) (5) (41, 55) did you .under stand the purposes of the course? They were never made clear. There was only indirect reference to them. They were occasionally mentioned. They became reasonably clear as the term progressed. They were clearly outlined from the beginning. 2. How much did the students participate in the planning of the course? (1) Not at all. (2) Less than in most classes. (3) About the same as in most classes. (4) More than in most classes. (5) Far more than in most classes. (42, 56) 3. How well were the materials of the course organized? (1) There was no apparent organization. (2) They were loosely organized. (3) They were organized to some degree. (4) They were fairly well organized. (5) They were extremely well organized and integrated. (43, 57) 4. How satisfied were you with the procedures used in awarding grades? (1) Very dissatisfied. (2) Less satisfied than with most courses. (3) As satisfied as with most courses. (4) More satisfied than with most courses. (5) Very satisfied. (44, 58) 5. How good were the examinations in the course? (1) Highly superior. (2) Better than average. (3) Average. (4) Poorer than average. (5) Badly in need of improvement. (45, 59) �6. How much informal contact did you have with the teacher outside of class? ______(1) A great deal. (2) Much. (3) Some. (4) Little. (5) None. (46, 60) 7. How much work did you do outside of class for the course? ______ (1) None or very little. (2) Less than average for the credits received. (3) About average for the credits received. (4) More than average for the credits received. (5) Great amount for the credits received. (47, 61) 8. To what extent did the instructor relate the material of the course to other areas of knowledge? ______ (1) Never. (2) Rarely. (3) Sometimes. (4) Usually. (5) Always. (48, 62) 9. How tolerant was the teacher of opinions other than his own? Actively welcomed differences of opinion. (1) Usually tolerant of other views. (2) Reaction varies with views expressed--sometimes (3) tolerant, sometimes intolerant. (4) Often tolerant of other views. (5) Rejected opinions other than his own. (49, 63) 10. How well ______ (1) _(2) (3) (4) (5) (50, 64) did the teacher appear to know his subject? Thorough and profound scholarship. Broad and accurate knowledge. Reasonably good knowledge of the subject. Occasional gaps in knowledge. Relatively poor grasp of the subject involved. -45- �11. In the first column, check each of the instructional techniques used in this particular course. Double check in the second column the one instructional technique used most often. 77) (//) (1) Formal lectures. (2) Lectures broken by occasional questions and. discussions. (3) Class discussions. (4) Small group discussions or reports. (5) Demonstrations. (6) Films, slides and other audio-visual aids. (7) Recitations based on assigned readings. (8) Individual student reports to the class. (9) Written reports or term papers. (0) Case histories presented by the teacher. (X) Field trips. Other (specify) (51-2) (65-6) 12. In the first column, check each of the instructional aims or objectives which received attention in this particular class. Double check in the second column the one which was emphasized most. (/) (//) (1) Learning basic terminology and facts. (2) Learning about reliable sources of information in the field. .(3) Identifying the trends, developments, or directions of the discipline. .(4) Acquiring the methodology for attacking problems in the subject area. (5) Applying the principles and methods of the discipline. (6) Learning the important principles or generalizations in the subject. (7) Gaining a rounded and systematic view of the subject. .(8) Analyzing relationships between hypothesis and conclusion, cause and effect, etc. .(9) Analyzing organization, form, pattern, purpose, point of view, etc. .(0) Devising a plan for solving a problem or testing a hypothesis. ,(R) Evaluating a work on the basis of logical consistency ,(X) or accuracy. Comparing a work with the highest known standard in its field. (53-4) (67-8) -46- �What did you find most rewarding in the good teacher's class? 10 1 i ■ i i i 1 I -47- 4 �PART VII INSTRUCTION - POOREST TEACHER Now think of the same "poorest" teacher that you described in Part IV and the same specific course which you used in answering the items there. Under questions #1 through #10, check the alternative which best expresses your view. How well did you understand the purposes of the course? (1) They were never made clear. (2) There was only indirect reference to them. (3) They were occasionally mentioned. (4) They became reasonably clear as the term progressed. (5) They were clearly outlined from the beginning. (55) 2. How much did the students participate in the planning of the course? (1) Not at all. (2) Less than in most classes. (3) About the same as in most classes. (4) More than in most classes. (5) Far more than in most classes. (56) 3. How well (1) (2) (3) (4) (5) (57) were the materials of the course organized? There was no apparent organization. They were loosely organized. They were organized to some degree. They were fairly well organized. They were extremely well organized and integrated. 4. How satisfied were you with the procedures used in awarding grades? (1) Very dissatisfied. ____ W Less satisfied than with most courses. ____ W As satisfied as with most courses. (4) More satisfied than with most courses. (5) Very satisfied. (58) -48- �5. How good were the examinations in the course? (1) Highly superior. (2) Better than average. (3) Average. (4) Poorer than average. (5) Badly in need of improvement. (59) 6. How much informal contact did you have with the teacher outside of class ? (1) A great deal. (2) Much. (3) Some. (4) Little. (5) None. (60) 7. How much work did you do outside of class for the course? (1) None or very little. (2) Less than average for the credits received. (3) About average for the credits received. (4) More than average for the credits received. (5) Great amount for the credits received. (61) 8. To what extent did the instructor relate the material of the course to other areas of knowledge? (1) Never. _(2) Rarely. _J3) Sometimes. _(4) Usually. (5) Always. (62) 9. How tolerant was the teacher of opinions other than his own? (1) Actively welcomed differences of opinion. (2) Usually tolerant of other views. (3) Reaction varied with views expressed--sometimes tolerant, sometimes intolerant. (4) Often intolerant of other views. (5) Rejected opinions other than his own. (63) -49- rj. �1 10. How well (1) (2) (3) (4) (5) (64) did the teacher appear to know his subject? Thorough and profound scholarship. Broad and accurate knowledge. Reasonably good knowledge of the subject. Occasional gaps in knowledge. Relatively poor grasp of the subject involved. 11. In the first column, check each of the instructional techniques used in this particular course. Double check in the second column the one instructional technique most often used. (1) Formal lectures. (2) Lectures broken by occasional questions and discussions. (3) Class discussions. (4) Small group discussion or reports. (5) Demonstrations. (6) Films, Slides, and other audio-visual aids. (7) Recitations based on assigned readings. (8) Individual student reports to the class. (9) Written reports or term papers. (0) Case histories presented by the teacher. (R) Laboratory work. "(X) Field trips. Other (specify) (65-6) 12„ In the first column, check each of the instructional aims or objectives which received attention in this particular class. Double check in the second column the one which was d most. Learning basic terminology and facts. (2) Learning about reliable sources of information in the field. (3) Identifying the trends, developments, or directions of the discipline. (4) Acquiring the methodology for attacking problems in the subject area. the principles and methods of discipline. J5) Applying J6) Learning the important principles or generalizations in the subject. Gaining a rounded and systematic view of the subject. I1) J7 > -50- �1 Analyzing relationships between hypothesis and conclusions, cause and effect, etc. (9) Analyzing organization, form, pattern, purpose, point of view, etc. Devising a plan for solving a problem or testing a hypothesis. (R) Evaluating a work on the basis of logical consistency or accuracy. (X) Comparing a work with the highest known standards in its field. (8) (°) (67-8) IS..What did you find least rewarding in the poor teacher's class? Permission to use this questionnaire in the Wilkes study was granted by Howard Y. Williams. -51- �BIBLIOGRAPHY Aimetti, Anne. "What Is Wrong With Wilkes College?" The Beacon. Vol. XVIII, No. 19, March 7, 1969Barzun, jacques. The American University - How It Runs, Where It Is Going. New York: Harper and Row, 1968. Corcoran, Mary E. "The Role of Personal Attitudes in Student Evaluation of an Introductory Education Course. " Unpublished PH. D. Thesis, University of Minnesota, 1957. Cynamon, Manuel. 1"Emotional Factors in the Reliability of Student Ratings of Teachers.• " journal of Educational Research, Vol. 51, April, 1953. Eells, Walter C. "Journals Publishing Articles on College Teachers and Teaching. " American Association of University Professor's Bulletin, Vol. 43, 1957. Goodhartz, Abraham S. "Student Attitudes and Opinions Relating to Teaching at Brooklyn College. " School and Society, Vol. 68, No. 1769, 1958. Jourard, Sidney M. Princeton, 1964. The Transparent Self. D. Van Nostrand Co. Keller, Robert J. and Clark., Kenneth. "Shadent Evaluation of Classroom Teaching," in Eckert, R. E. and R. J. Keller. A University Look at Its Program. Minneapolis: University of Minnesota, 1954. McKeachie, Wilbert J. "Student Ratings of Faculty - A Research Interview." Improvement of College and University Teaching. Vol. 5, 1957. Mit'zel, Harold E. , and Gross, Cecilly F. A Critical Review of the Development of Pupil Growth Criterion in Studies of Teacher Effectiveness. New York: City College of New York, 1956. Neudling, Chester L. "Art of Teaching: One of the Great Humanities." Improving College and University TeachingVo 1. 15, 1967. -52- ��1DDDi(=o55a 1 : Ru |I 0 n i ____ �LJ n U n U m ■ n � 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. 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Title A name given to the resource Student Perceptions of Effective and Ineffective College Teachers, 1969 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 1969 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/6a2e028b43fe21276ca67b74a76fc267.pdf aed0c273fc294ff10ff60f7057cd237a PDF Text Text la L. SALARIES, WASES, OB FRINGE BENEFITS ■v Li r id IN ■I LUZERNE COUNTY MUNICIPALITIES ■■ ■ ■ LL r 1969 •1 INSTITUTE OF REGIONAL AFFAIRS ■T lili WILKES COLLEGE •T lARCHIViX IT! •J JS267 ' L8W6832 WILKES-BARRE, PENNSYLVANIA �I I [l I 11 Ib ■i I p SALARIES, WAGES, AND FRINGE BENEFITS IN LUZERNE COUNTY MUNICIPALITIES ii ---------------------------- - | EUGENE SHEDDEN FARLEY LIBRARY ! 1933 WILKES COLLEGE WILKES-BARRE, PA / L II I 1969 IB IB I if' INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �^-CHIVES I ' FOREWORD Z/^j H This is another of a continuing series of compilations of wage, salary, fringe benefits, and supplemental personnel data for municipalities in Luzerne County. It is prepared annually to provide focal officials with some of the detailed information needed to prepare realistic budgets. For the first time, data for all classes of municipalities is consol­ idated in a single compilation, providing a more comprehensive and con­ venient budgeting tool than the previous separate compilations for cities, boroughs and townships presented during the past five years. There has been no change in the scope of the survey. The information is still confined to data on salaries, wages, and fringe benefits. However, the staff of the IRA is planning to supplement future reports with additional and useful data. It must be emphasized that the purpose of the survey is not to pass judgment on current municipal practices in setting local salary and wage rates in county municipalities, nor to establish standards for compensation. Its sole purpose is to give local officials a general picture of pay rates for both elected officials and employees. Caution should be exercised in using the salary and wage data for comparative purposes. Comparisons are not valid unless they are made with a complete knowledge of specific job descriptions, the varying degrees of authority and responsibility, and the wide variations in duties and functions of officers and employees, even those having the same or similar titles. Footnotes have been provided where required to indicate comblna tions of positions, or other factors effecting compensation in given municipalities. M 3 The Institute of Regional Affairs again extends its appreciation to the local governmental officials for their continued cooperation in making this survey possible. The excellent response to requests for data is gratifying because it reflects a continuing and growing interest among municipal officials in the use of objective information in the formulation of their individual policies. Hugo V. Mailey. Director Institute of Regional Affairs 82-161222 �s IIni ’ll TABLE OF CONTENTS PART I WAGE AND SALARY RATES PAGE OFFICE OR POSITION ■ B ■ I ■ ■ E i I J I I s I I I ' Il<i Mayor Members of City Councils, Borough Councils, First Class Township Boards Auditor Controller Tax Collector Treasurer City Clerk-Secretary Engineer Solicitor Planning Director Manager Assessor Building Inspector Health Officer Housing Inspector Building Superintendent Janitor Custodial Worker Police Chief Sergeant Patrolman Fire Chief Assistant Fire Chief Fire Fighter Street Commissioner Equipment Operator Laborer Mechanic Driver ii 1 3 5 5 7 7 7 9 9 11 11 11 13 13 13 15 15 15 17 17 17 19 19 19 21 21 21 21 21 �TABLE OF CONTENTS s PART II FRINGE BENEFIT DATA PAGE Hours Overtime PolicyVacation Policy Paid Holidays Retirement Plan Sick Leave Workmen's Compensation Medical Benefits Mileage Allowance Uniform Allowance Policy 23 24 25 26 27 28 29 29 30 31 1 I �10 s 10 iJ :.i 8 PART I WAGE AND SALARY RATES ■ S 1 B a 3 1 �■ MAYOR I CITIES Hazleton Nanticoke Pittston Wilkes-Barre LEGAL MAXIMUM SALARY POPULATION $ 32,056 15, 601 12, 407 63,551 1969 BUDGET 8,000.00 3,200.00 2,600.00 2,400. 00 $ 1,800. 00 1, 200. 00 1, 500. 00 2,400.00 FIRST CLASS TOWNSHIPS2 J •J i 8 I a 3 a Hanover Newport Plains Wilkes-Barre 12,781 7, 083 10,995 4,319 $ 4, 258 3, 562 1,163 845 2, 586 3, 669 5, 626 5,711 4, 747 6,431 5, 068 1, 6505 1,615 183 20,261 235 4, 390 855 5, 118 1,934 144 346 10,401 1,418 1, 843 1, 524 6,751 833 6, 278 6,998 3,166 1,778 4,127 472 $ $ BOROUGHS3 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville -1 - 1,100. 00 900.00 500.00 300.00 700.00 900.00 1, 300. 00 1, 300. 00 1,100. 00 1, 500. 00 1, 300. 00 500.00 500.00 300.00 4,300.00 300.00 1,100.00 300.00 1, 300. 00 500. 00 300.00 300.00 2,300.00 500.00 500. 00 500.00 1, 500. 00 300.00 1, 500. 00 1, 500. 00 900.00 500.00 1,100.00 300. 00 $ 780.00 600.00 DNA4 DNA 150.00 450.00 700. 00 DNA DNA 1, 000. 00 1,200. 00 400.00 DNA 60. 00 2,400. 00 100.00 6 125. 00 1, 285. 00 480.00 ___ .7 90. 00 2,180.00 DNA ______ 7 300.00 1,400. 00 DNA 1,000. 00 600.00 360.00 300.00 600.00 100.00 �■Ij I 'M IB FOOTNOTES TO PRECEDING DATA ON SALARY OF MAYOR 1. Except for newly created cities, there is no statutory maximum salary for Mayors. The salary is set by council at " not less than $ 500. 00". This provision of Third Class City Code applies to Hazleton, Pittston, and Nanticoke. In optional charter cities, such as Wilkes-Barre, there is a legal salary of $ 2, 400. 00 for the Mayor during the trans­ ition from Commission form to Manager form. I 2. First Class Township code does not provide for office of Mayor. 1 3. $ 300. 00 for first 1,000 population or fraction thereof,plus $ 200. 00 for each additional 1,000 population or fraction. 4. Wherever DNA appears, the municipality "did not answer" the salary inquiry. 5. Harvey's Lake Borough was created in December 1966, as a result of court decision. The population figure inc­ orporated in the court decision was 1, 650. 6. Receives no salary; receives fees and costs as per section 1026 of the Borough Code. R n I II 9 a i B n 7. No salary. B 'E D 10 10 10 -2. - �0 MEMBERS OF COUNCIL LEGAL MAXIMUM SALARY POPULATION CITIES 32,056 15,601 12,407 63,551 11 Hazleton J Nanticoke Pittston Wilkes-Barre FIRST CLASS TOWNSHIPS 8 Hanover Newport Plains - Wilkes-Barre p p '• 1 n ‘ I ’ 8 j1 BOROUGHS $1,800.00-6,000.00 2,400.00 1,125.00 1,000.00 2 $1,800. 00-6,000. 00 $ 3 12,781 7, 083 10,995 4, 319 $ 1,200. 00 $ 1, 200..00 900.00 1,200.00 900.00 900.00 800.00 DNA 4 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola 'L Plymouth Pringle Shickchinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville tn 1 1 1 $ 1969 BUDGET $ 4, 258 3, 562 1, 163 845 2, 586 3, 669 1, 200. 00 1,200.00 5, 626 5,711 4, 747 6, 431 5, 068 1,650 1,615 183 20,261 235 4,390 855 5, 118 1,934 144 600.00 1, 200. 00 1, 200. 00 360.00 360.00 .300.00 2,400. 00 300.00 600. 00 300.00 1,200. 00 360. 00 300.00 300.00 346 10,401 1,418 1,843 1,524 6, 751 833 6,278 6, 998 3, 166 1,778 4, 127 472 600.00 600.00 300.00 300.00 360.00 600.00 1, 800. 00 300.00 360.00 360.00 1,200.00 300.00 1,200.00 1,200.00 600.00 360.00 600.00 300.00 -3- $ 300.00 DNA DNA 5 5 5 300.00 DNA DNA 5 300.00 180.00 DNA 60. 00 1,200.00 60. 00 240.00 60. 00 600.00 2. 50 420. 00 1,200.00 DNA 180.00 240.00 600.00 DNA 600.00 600.00 240. 00 180. 00 420.00 5 6 5 �J I1 1 1 I J FOOTNOTES TO PRECEDING DATA ON SALARY OF MEMBERS OF COUNCIL 1. No statutory maximum. 2. The Optional Charter Law provides that the incumbent councilmen shall retain their old salaries, in this case $6, 000. 00 for two Wilkes-Barre councilmen. The Optional Charter Law also provides that those councimen elected in the year prior to the Council-Manager form shall receive an annual salary according to the following table: I I Population Population Population Population 3. ■1 4. 3 not not not not not L> ffl more more more more more than than than than than $600. 00 $900. 00 $1,200. 00 $1,200. 00 $2,400. 00 The annual salary for Borough Councilmen is set by the Borough Code according to the following table: maximum maximum maximum maximum maximum maximum Population less than 1, 500 Population 1, 501 - 2, 999 Population 3, 000 - 4, 999 Population 5, 000 - 9, 999 Population 10,000 - 14,999 Population 15, 000 or more I 1 1 The annual salary for First Class Township councilmen is set by the First Class Township Code according to the following table: Population less than 4, 000 Population 4, 000 - 9, 999 Population 10, 000-14, 999 Population 15,000-25,000 Population above 25, 000 u s $ 1,200.00 1,500.00 1,800.00 2,400.00 under 25, 000 25, 000 - 49, 999 50, 000 - 74, 999 7 5, 000 & over 5. Councilmen do not receive salaries. 6. Councilmen are paid $2. 50 per meeting. fl I" -4- $25. 00 per month $30. 00 per month $50. 00 per month $100. 00 per month $150. 00 per month $200. 00 per month �a [] J 1 B LB 0 'J fl 1 « ■J3 JJ 8 15 m .J5 JJ IT B B CONTROLLER AUDITOR 1969 BUDGET 1969 BUDGET $ $ CITIES1 Hazleton Nanticoke Pittston Wilkes-Barre FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre 1, 200. 00 1, 125. 00 1, 000. 00 6,000.00 2 $ 1, 250. 00 $ 300.00 400.00 DNA BOROUGHS 3 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston 4 Laflin Larksville 5! Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 180.00 100. 00 DNA DNA 300.00 85. 00 150.00 DNA DNA 600.00 1, 250. 00 45. 00 DNA 90. 00 $ 3,000.00 12. 50 7 50. 00 100. 00 37 5. 00 150.00 75. 00 1, 320. 00 75. 00 240.00 75. 00 140.00 DNA 250.00 150.00 240.00 183.4 0 150.00 60. 00 - 5 - �n 1 1 • I a FOOTNOTES TO PRECEDING DATA ON SALARY OF AUDITOR OR CONTROLLER Amount fixed by Council. 1. No statutory limit. 2. Not to exceed $20. 00 per day -- a day defined as not less than five (5) hours in the aggregate. 3. Not to exceed $10. 00 per day -- a day defined as not less than five (5) hours in the aggregate. 4. Section 1196 of the Borough Code permits Borough Council to engage an independent Auditor whose compensation is determined by the Council. 5. Section 841 of the Borough Code permits the selection of a Controller instead of Auditor. - 3 1 I I B ID ID J |U 6 �F CITIES Hazleton 1 Nanticoke 1 Pittston 1 Wilkes-Barre 1 treasurer 1969 Budget TAX COLLECTOR 1969 Budget $ CITY CLERK­ SECRETARY 1969 Budget 5,600.00 1,6,67. 00 4,000.00 8,000.00 $ $ 7,300.00 3,000.00 4,200.00 7,500.00 4,000.00 3 1,800.00 1,700.00 4 DNA $ $ 6,200. 00 3,600.00 1,300.00 DNA 2% 5% DNA DNA 1,500.00 5% 5% DNA DNA 1,7 00. 00 +4% 2% 4% DNA 5% 1,500.00 5% 300.00 350.00 3% 3% $ FIRST CLASS TOWNSHIPS I Hanover 2 Newport 2 Plains Wilkes-Barre 2 $ DNA BOROUGHS 1 .1 I H n IG in 1 Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown J eddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Y atesville $ 5% 1,200.00 DNA 5% 3 1/2% 1,800.00 DNA 2% 2% 5% 500.00 3% 180.00 $ 2,000.00 600.00 --------.5 4,160,00 DNA DNA DNA DNA 900.00 120.00 720.00 240.00 1,200.00 960.00 DNA DNA DNA DNA 1,600.00 200.00 2,350. 00° ____ 5 1,700.00 DNA DNA 100.00 5 7, 200. 00 300.00 200.00 1,000.00 600.00 225.00 2% 2,000.00 225.00 ______ 5 450.00 60.00-100.00 50. 00 -.75..00 150.00 2% , 5 2,900.00 1..00 DNA DNA 750.00 75. 00 600. 00 6 1,500.00 900.00 DNA DNA 1,800.00 480.00 2,400. 00 300.00 780. 00 480.00 ______ 6 1,152.80 1,200.00 600.00 100.00 100.00 �I IJ FOOTNOTES TO PRECEDING DATA ON SALARY OF TAX COLLECTOR, TREASURER, AND SECRETARY 0 ffl 0 I B 1. The City Treasurer, by virtue of his office, shall be the collector of the city taxes. The salary listed in the table includes both his salary as Tax Collector and his salary as Treasurer. 2. The Township Treasurer, by virtue of his office, shall be the collector of Township taxes. 3. The Tax Collector receives $2, 400. 00 as salary and $1,600. 00 for collecting the Occupational Privilege Tax. 4. The Tax Collector receives a commission on taxes--2% rebate during the face period and 5% during the penalty period. 5. Handled through local banks. 6. The Treasurer also serves as Secretary, receiving one salary for both positions. See salary for Treasurer. B i - 8 - �< p. I .1 ■ Hazleton Nantic oke Pittston Wilkes-Barre SOLICITOR3 1969 Budget ENGINEER 1969 Budget $ 6,000.00 $ 8,338.00 2,000.00 3, 000. 001 4,000.00 2, 400. 00 8, 500. 004 11^500. 00 FIRST CLASS TOWNSHIPS Si|| . CITIES ; -1 ® ■ IB Hanover Newport Plains Wilkes-Barre $ 5,000.00 1,000.00 ___ 2 $ 3,840.00 2, 400. 00 2,300.00 DNA $ 1, 800. 00 900.00 DNA DNA 500.00 480.00 1, 000..00 DNA DNA 1,200.00 1,650.00 300.00 DNA 150.00 5,400.00 100.00 1,000.00 400.00 1,200.00 125.00 DNA BOROUGHS Ib T' 'L i • ■: ■ . • •] in ' III Ashley Avoca C onyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Y atesville $ 1,200.00 100. 00 DNA DNA 900.00 1,000. 00 DNA DNA 2 2 DNA 30. 00 7,000. 00 200.00 1,200.00 400.00 DNA 200.00 ______ 2 DNA 2,000.00 2 2 2 100.00 2,570.00 DNA 600.00 480.00 1,500.00 DNA 2,100.00 2,100.00 650.00 250.00 1,800.00 150.00 �i I 5 '•'q 0 .S' 3 ■5 A FOOTNOTES TO PRECEDING DATA ON~SALARY OF ENGINEER AND SOLICITOR 1. The City Engineer also serves as Building Inspector, receiving one salary for both positions. See City Engineer salary. 2. The Engineer is paid a fee on a project basis. 3. In most instances, the Solicitor receives additional compensation over and above his retainer for court work and other services. 4. The compensation for an Assistant City Solicitor is $5, 650. 00. *0 ■ 1 I J B 10 0 - 10 - Til �i Jh ij'J CITIES 1 Hazleton Nanticoke Pittston Wilkes-Barre PLANNING DIRECTOR 1969 Budget $ 2,250. 00 MANAGER ASSESSOR 1969 Budget 1969 Budget $ $ 5,500.00 20,000.00 11,500.00 FIRST CLASS TOWNSHIPS 2 Hanover Newport Plains Wilkes-Barre 3 $ $ $ $ $ $ BOROUGHS 2 I I ffl .r. B Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 11 �r I'1 FOOTNOTES TO PRECEDING DATA ON SALARIES OF PLANNING DIRECTOR, MANAGER, ASSESSOR .u i I 1 a 1. 2. Under the Third Class City Code, the cities have the option of using the assessment data of the Board of Revision of Taxes and Assessment of Luzerne County. Hazleton, Nanticoke and Pittston have availed themselves of the option of using such data and therefore do not have a City Assessor's Office. In Luzerne County, First Class Townships and Boroughs use the assessment data of the Board of Revision of Taxes and Assessment of Luzerne County. i I 8 ni - 12 - I �BUILDING INSPECTOR 1969 Budget CITIES J 31 S Hazleton Nanticoke Pittston Wilkes-Barre $ 3,300.00 2,100.00 1 5,200.00 HEALTH OFFICER 1969 Budget HOUSING INSPECTOR 1969 Budget $ 4,200.00 2,700. 00 1,800.00 5,500.00 $ 3,300.00 4,600.00 4,500.00 FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre $ $ 3,600. 00 STATE 2 DNA $ DNA BOROUGHS I J 5 i! ] Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort Freeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville $ $ DNA DNA DNA DNA 500.00 DNA 6,480.00 3 STATE STATE DNA DNA STATE STATE DNA DNA 630.00 STATE STATE DNA 2,280.00 STATE STATE STATE 120.00 600.00 DNA DNA STATE 218.00 DNA STATE STATE DNA STATE 300.00 STATE STATE - 13 - $ .3 �FOOTNOTES TO PRECEDING DATA ON SALARIES OF BUILDING INSPECTOR HEALTH OFFICER and HOUSING INSPECTOR J B 8 r 1. The Building Inspector also serves as City Engineer receiving one salary for both positions. See salary for Engineer. 2. The designation STATE indicates that the community has turned over the health functions of the community to the State Department of Health. 3. The Building Inspector also serves as Housing Inspector receiving one salary for both positions. See salary for Building Inspector. I I ■ n ■ I'] 10 I J ir 14 - �CITIES Hazleton Nanticoke Pittston Wilkes-Barre BUILDING SUPERINTENDENT 1969 Budget $ 3,300.00 JANITOR 1969 Budget CUSTODIAL WORKER 1969 Budget $ $ 2,700.00 5,300.00 4,451.00 1,400.00 2,736. 00 4,050.00 4,323.00 3,750. 00 FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre $ $ DNA 1,550.00 $ 1.50/hr. 1 1. 00/hr. 1 DNA DNA BOROUGHS AshleyAvoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville ____ $ $ 1, 440. 00 $ DNA DNA DNA DNA 480.00 2, 592.00 DNA DNA DNA DNA 3,700.00 DNA DNA 4,650.00 60.00 960.00 2,000. 00 - 1,200.00 2,400.00 DN A 3,400.00 3.100.00 ' 1.oSO.00 15 - 4 �Il II I I FOOTNOTES TO PRECEDING DATA ON SALARIES OF BUILDING SUPERINTENDENT JANITOR AND CUSTODIAL WORKER 1 I 1. Janitors are part-time employees. 2. In addition to the salary listed, the Janitor receives living quarters. 3. The Janitor also serves as Custodial Worker and Fire Fighter receiving one salary for both positions. See Janitor salary. 4. The Custodial Worker also serves as Janitor and Fire Fighter receiving one salary for both positions. See salary for Janitor. [ ■ p IE ■F ill ID - 16 - Ill �Cl I 1 I POLICE 1969 BUDGET POLICE CHIEF SERGEANT PATROLMAN CITIES Hazleton Nanticoke Pittston Wilkes-Barre $ 7,295.00 5, 900.00 6,800.00 9,000.00 $ 6,226.00 5,200.00 5,500.00 7,000.00 6,200.00 $ 5,600.00 5,325.00 5,300.00 DNA $ 5,212.00 5,200.00 DNA DNA $ $ 4,900-5,900. 00 4,500-4,800. 00 5,400.00 5,200-6,250. 00 FIRST CLASS TOWNSHIPS I J .1 B I ■ in I > Hanover Newport Plains Wilkes-Barre $ 6,000.00 6,000.00 DNA 5,200.00 5,200.00 5,200.00 DNA BOROUGHS Ashley Avoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown Jeddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville $ 5, 500. 00 5,600.00 $ DNA DNA 5,400.00 5,200.00 5,200.00 DNA DNA 6,800.00 5,700.00 5,600.00 DNA 90. 00 7,440.00 150.00 5,500.00 250.00 5,400.00 2 5,200.00 1.75/hr. DNA DNA 6,000.00 DNA 5,200.00 1,500.00 DNA DNA 5,200.00 1.75/hr. DNA DNA 5,200-5,800. 00 5, 200. 00 5, 200. 00 DNA 6,240.001 60. 00 5,300.00 5,200.00 225.00 3,660.00 560.00 5, 900. 00 DNA 5,200.00 2,400.00 6,000.00 DNA 5, 815.00 5,464.00 5, 200.00 5, 500. 00 5,600. 00 40. 00 5,500.00 DNA 5,500.00 DNA 5,500.00 5, 266.00 5,200.00 35.00 - 17 - 5,200.00 2.00/hr. 2.00/hr. 5,200.00 DNA 1,350.00 1,200.00 5,300.00 DNA 5,200,00 5,200.00 1.25/hr. 5,200.00 1.50/hr. 35. 00 �I CI DI oil FOOTNOTES TO PRECEDING DATA ON SALARIES OF POLICE CHIEF, SERGEANT AND PATROLMAN □ I □ I 1. One Patrolman is classified as Juvenile Officer at a salary of $ 6, 840. 00 per year. I 2. The Police Chief also serves as Street Commissioner receiving one salary for both positions. See salary for Police Chief. ,o I J I L L E IE B p IE n - 18 - �■ Dallas i □1 I ASSISTANT FIRE CHIEF 1969 FIRE CHIEF 1969 FIRE FIGHTER 1969 CITIES Hazleton Nanticoke Pittston Wilkes-Barre $ $ 6,855.00 2,700. 00 1, 000. 00 9,000.00 50. 00 600.00 8,400.00 $4,900-5, 800. 00 5, 400. 00 5, 400.00 5, 200-6, 250. 00 FIRST CLASS TOWNSHIPS a I 1 I 0 L L Hanover Newport Plains Wilkes-Barre $ 1, 380. 00 $ $ 600.00 6,000.00 DNA 5,400.00 DNA 4,992.00 5,200.00 DNA BOROUGHS DNA Ashley Avoca Conyngham Courtdale $ $ $ 75. 00 DNA DNA DNA DNA DNA DNA DNA DNA DNA 6,240- 6,960.00 DNA DNA DNA 7,440.00 1, 080. 00 6, 240. 00 300.00 DNA DNA 2. 25/hr. 300.00 200.00 4,200.00 fl] 100.00 DNA DNA 5,200.00 DNA 96. 00 DNA DNA 360.00 300.00 DNA 5, 071.00 2 120. 00 480.00 - 19 - J 3,200.00 �Q I I fl I fl Ll FOOTNOTES TO PRECEDING DATA ON SALARIES OF FIRE CHIEF ASSISTANT FIRE CHIEF FIRE FIGHTER 1. Ll !J i] 2. In all instances except the city of Wilkes-Barre, the Fire Fighters are also Fire Truck Drivers. Therefore, except in the case of Wilkes-Barre, salaries listed are for the combined positions of Fire Fighter and Fire Truck Driver. Full time Fire Fighters are volunteers in all municipalities except the city of Wilkes-Barre. The Fire Fighter also serves as Janitor and Custodial worker. See salary for Janitor. 0 L r n - 20 - �I I I I 9 ] ST. COM. 1969 LABORER MECHANIC DRIVER 1969 1969 1969 EQUIP. OP. 1969 CITIES Hazleton $ Nanticoke Pittston Wilkes-Barre 2,400.00 2. 50-2. 75/hr.1 4,200.00 2. 50/hr. 2. 28/hr. 1. 60/hr. 2. 10-2.50/hr. 3.20/hr. 3,300.00 1. 60/hr. 4,780.005,600.00 2.50/hr. 3,300-4,600 1. 60/hr. 2.30/hr. FIRST CLASS TOWNSHIPS Hanover Newport Plains Wilkes-Barre 5,200.00 6,500.00 5,500.00 DNA 2.00/hr. 1. 46/hr. 1. 85/hr. DNA DNA DNA 4,993.00 DNA I | BOROUGHS J J 0 Lj n AshleyAvoca Conyngham Courtdale Dallas Dupont Duryea Edwardsville Exeter Forty Fort F reeland Harvey's Lake Hughestown J eddo Kingston Laflin Larksville Laurel Run Luzerne Nescopeck New Columbus Nuangola Plymouth Pringle Shickshinny Sugar Notch Swoyersville Warrior Run West Hazleton West Pittston West Wyoming White Haven Wyoming Yatesville 5,200.00 2.00/hr. DNA DNA 2.30/hr. DNA 1. 87/hr. 1. 75/hr. DNA DNA 2.05/hr. 1. 50/hr. 1. 35/hr. DNA DNA 2.20/hr. 1. 75/hr. 2.00/hr. DNA 5,400.00 4,800.00 DNA DNA 1. 75/hr. 3,192.00 DNA DNA 6,200.00 4,700. 00 2.25/hr. DNA 6, 100.00 100.00 4,000.00 DNA DNA 2.00/hr. 1. 1. 1. 1. 4,200.00 ____ 2 150.00 5,500.00 DNA 2. 25/hr. 900.00 5,200.00 DNA 5,500.00 4, 800.00 1. 75/hr. 5,200.00 1. 50/hr. DNA 2.00/hr. 1. 60/hr. - 21 - DNA DNA DNA DNA 2.05/hr. 1. 75/hr. 2,800.00 DNA DNA DNA DNA 6,000.00 5,400.00 DNA DNA 60/hr. 60/hr. 75/hr. 75/hr. 1. 50/hr. 1. 85/hr. DNA 1. 50/hr. 1. 50/hr. 1. 75/hr. DNA 2. 25/hr. 1. 90/hr. 1. 25/hr. 1. 85/hr. 1. 60/hr. 1. 25/hr. DNA 2. 07/hr. 3,500.00 1. 75/hr. DNA 1. 50/hr. 1. 95/hr. DNA DNA DNA 2.00/hr. 1. 90/hr. 2.00/hr. 2.00/hr. 1. 60/hr. i �FOOTNOTES TO PRECEDING DATA ON SALARIES OF PUBLIC WORKS STREET COMMISSIONER, EQUIPMENT OPERATOR LABORER, MECHANIC and DRIVER 1 J J 1. Grader operator, Roller (large), Roller (small), Back Hoe, Compressor operator and Front Loader operator. 2. The Street Commissioner also serves as the Police Chief receiving one salary for both positions. See salary of Police Chief. J D B B D in - 22 - II ' ■ �I I I I J inLi F| PART II FRINGE BENEFIT DATA �FIRST CLASS TOWNSHIPS AND CITIES HOURS I I Standard Work week (hours) for A dmini s t r ativ e and Clerical Employees______ Standard Work week (hours) for Firemen Standard Work week (hours) for Public W orks Employees______ Standard Work week (hours) for Police CITIES WILKES-BARRE 32 1/2 40 56 40 HAZLETON 30 40 52 40 PITTSTON 40 40 40 40 NANTICOKE 40 40 40 44 FIRST CLASS TOWNSHIPS HANOVER 40 48 40 40 NEWPORT 40 10 1 14 40 48 PLAINS 40 48 40 48 WILKES-BARRE DNA DNA DNA FOOTNOTES TO HOURS DATA A standard work week varies as follows: a 10-hour day for the day shift a 14-hour day for the night shift - 23 - DNA �L ! r I FIRST CLASS TOWNSHIPS AND CITIES L OVERTIME POLICY CITIES Clerical Public Works Firemen Police WILKES-BARRE Salaried Straight Time Salaried Salaried HAZLETON Salaried 1 Salaried Salaried PITTSTON Salaried Straight time Salaried Salaried NANTICOKE Salaried Straight time Salaried Salaried ■ I 1/2 FIRST CLASS TOWNSHIPS ] ' [I HANOVER Salaried Salaried Salaried Salaried NEWPORT Salaried None^ Salaried Salaried PLAINS Salaried Straight time Salaried Salaried WILKES-BARRE DNA DNA DNA: DNA FOOTNOTES TO OVERTIME DATA 1. The township has no overtime policy in that the public works employees are not requested to work overtime. J n n 24 �I �FIRST CLASS TOWNSHIPS AND CITIES PAID HOLIDAYS CITIES WILKES-BARRE New Year's, Washington's Birthday, Lincoln's Birthday Good Friday, Easter, Memorial Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Columbus Day. HAZLETON New Year's Day, Washington's Birthday, Lincoln's Birthday, (Optional), Good Friday, Easter, Memorial Day, Primary Election Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Veterans Day. PITTSTON New Year's, Washington's Birthday, Lincoln's Birthday, Good Friday (half day), Easter, Memorial Day, Primary Election Day, July 4th, Labor Day, General Election Day, Thanksgiving Day, Christmas, Columbus Day. NANTICOKE New Year's Day, Washington's Birthday, Lincoln's Birthday, Good Friday, Easter, Memorial Day, July 4th, Labor Day, General Election Day, Thanks­ giving Day, Christmas, Occasional Religious Holidays. I I FIRST CLASS TOWNSHIPS HANOVER New Year's Day, Memorial Day, July 4th, Christmas and Easter NEWPORT New Year's Day, Memorial Day, July 4th, Christmas and Easter PLAINS New Year's Day, Memorial Day, July 4th, Christmas and Easter WILKES-BARRE DNA 26 ��.Li FIRST CLASS TOWNSHIPS AND CITIES n I I SICK LEAVE Less Than Five Years More Than Five Years WILKES-BARRE 30 Days at Full Pay 30 Days at Half Pay 60 Days at Full Pay 60 Days at Half Pay HAZLETON 14 Working Days PITTSTON Two weeks NANTICOKE Two weeks CITIES I J J FIRST CLASS TOWNSHIPS HANOVER No official policy NEWPORT One week a year; Cumulative to Four Weeks PLAINS Fifteen Days -- Up to Forty-Five days WILKES-BARRE DNA JI C - 28 - I �HAZLETON Yes PITTSTON Yes full-time employees and their families. Each full-time employee receives $10. 00 towards Blue Cross &: Blue Shield. None NANTICOKE Yes None FIRST CLASS TOWNSHIPS HANOVER Yes NEWPORT Yes PLAINS Yes WILKES-BARRE DNA Blue Cross &: Blue Shield for all full-time employees and their families. Blue Cross &: Blue Shield for all full-time employees. Blue Cross & Blue Shield for Police, Firemen, Clerk, Truck Drivers, Road Supervisor, only. ' , DNA - 29 - �n' n FIRST CLASS TOWNSHIPS AND CITIES MILEAGE ALLOWANCE I’ I I CITIES WILKES-BARRE Direct Car Allowance HAZLETON 10£ a mile PITTSTON Reimbursement NANTICOKE Reimbursement FIRST CLASS TOWNSHIPS LJ I 1 n HANOVER Chief of Police NEWPORT None PLAINS Chief of Police WILKES-BARRE DNA I I I i' I1 .1 l I l I I - 30 - $180. 00 $120. 00 �FIRST CLASS TOWNSHIPS AND CITIES J I UNIFORM ALLOWANCE POLICY CITIES WILKES-BARRE $40. 00 per man - Fire and Police HAZLETON $100.00 per man for expenses PITTSTON $300. 00 - Fire NANTICOKE None FIRST CLASS TOWNSHIPS I I i I I I I I I I HANOVER None NEWPORT None PLAINS None WILKES-BARRE DNA 82-161222 - 31 �■■■I lODDlLOllO MILKES COLLEGE LIBRARY i _r m E !?’ f lL1 riid E 1 U <1 I1 !■ i; �‘ I 1 I; 'J I, i] I J 3} s a n ] I '1 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 Salaries Wages and Fringe Benefits in Luzerne County Municipalities, 1969 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 1969 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/ad5c80b43a317cf87685215f25ae039b.pdf 2c45df30c68c7e20198a03934118c52f PDF Text Text ■i b u REAL PROPERTY ENVENTORY Of I D II j n APCHfv^S i HJ'/12ll P4W5 .____ J> INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ■J I �/ 3 REAL PROPERTY INVENTORY OF WILKES COLLEGE B EUGEuZG J I J ,, ;''PA. J 1969 INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �ARCHIVES * - H J4 )zi W'7 I I J I ■11 I I jI I - j ■ ; ■ ■ I - I H 1 .H �I 6 X7 X FOREWORD This Study began as a response, in part, to periodic charges that by continually acquiring high value properties, the College is de­ priving the City of Wilkes-Barre of much needed revenue. The Institute of Regional Affairs, therefore, undertook the task of collecting data on taxes paid on properties at the time of acquisition, and the extent of cur­ rent tax exemptions, in the hope that once such a compilation is made, it would be kept current with each acquisition. As the tax exemption information was being assembled, it became apparent that there was a need to list and tabulate data relating to Col­ lege property required on Federal and State applications for funds, by insurance companies, and to comply with similar requests. This devel­ oped into considerations of a property inventory. This first inventory of the properties of the College, together with the accompanying pertinent tax data, is the initial step, not only in presenting a continuing picture of tax exemption for Wilkes College, but also in developing a property inventory system. It is further hoped that this data, incomplete and fragmentary as it may be, will eventually lead to a comprehensive study of the impact of Wilkes College on Luzerne County, in general, and Wyoming Valley in particular. Hugo V. Mailey Director J? A ld_ izikch S3A|H0fa'V �TABLE OF CONTENTS Page I. IL III. Tax Exemption 1 Property Inventory 5 Inventory - The Key To Growth 9 Wilkes College Campus Map Real Property Inventory. Bldg. Nos. Maps - College Properties by Blocks From West Ross to West River From West Ross to West South bordering on South River and South Franklin Streets From West Ross to West South bordering on South Franklin and South Main Streets From West South to West Northampton bordering on South River and South Franklin Streets From West South to West Northampton bordering on South Franklin and South Main Streets From West Northampton to West Market Concrete City - Hanover Township and Nanticoke City �PART I. I TAX EXEMPTION Financing local government today is a seriously growing prob­ lem. Local governments have several sources of income to meet the demand of increasing municipal services ranging from the general real property tax to donations by various groups. Although local officials are continually searching for new revenues, they find that the real property tax remains the backbone of local government finance. Except for productivity, general property taxes have little theo­ retical support. When subjected to the practical tests of economy, equity, and administration, general property taxes fare even worse than they do in theory. Endless problems arise in the use of the real property tax, among the most vexing being that of tax exemption. Certain types of property, notably that belonging to educational and charitable institu­ tions, are exempt from real property taxation in all states, under sta­ ted conditions. Much of the general public looks with disfavor on tax exemption which producesan overall reduction in real property revenues. This at­ titude, however, overlooks the very significant fact that the major com­ munity benefits of universities and colleges are not measurable in the same terms as are the benefits of tax revenues. The public readily re­ cognizes, and welcomes, the direct contribution to the community through increased employment in terms of faculty and other staff personnel. The public also understands the desirable economic effects of the purchas­ ing power generated locally by colleges and universities. What is frequently overlooked, however, is that all the other com­ munity benefits derived from tax exemption of such institutions, are of the indirect or "spill-over" variety which cannot be measured with the same yardstick. This distinction may be illustrated by the extensive re­ habilitation and construction of educational facilities required to permit a college or university to continue to perform its community role. L L’ In Pennsylvania, the power to grant exemptions to certain clas­ ses of real property emanates from Article IX, Section I of the State Con­ stitution. This Article provides that the General Assembly may, by gen­ eral law, exempt from taxation "institutions of purely public charity- " The Pennsylvania Exemption Act of 1874, passed pursuant to the provi­ sions of the Constitution of 1873, contained the proviso that the tax exemptionshall not apply to property which is used for purposes other than those specified (e.g. charitable, hospital, or college) and from which revenue or income is derived. I -i- �w I Pursuant to the Constitutional provisions, the General As ses sment Law of 1933, as amended, provides for the exemption of hospitals, uni­ versities, and other charities as follows: Section 204. Exemption from taxation. The follow­ ing property shall be exempt from all county, city borough, town, township, road, poor and school tax to wit:. .. All hospitals , universities, colleges, semi­ naries, academies, associations and institutions of learning, benevolence, or charity, including fire and rescue stations with the grounds thereto annexed and necessary for the occupancy and enjoyment of the same, founded, endowed, and maintained by public or private charity; provided, That the entire revenue derived by the same be applied to the support and to increase the efficiency and facilities thereof, the rapid and the necessary increase of grounds and build­ ings thereof, and for no other purpose. Tax exemptions are granted by states under one of two types of presumed burdens. Under the first, or the "public burden" standard, the exemption is justified on the ground that the organization is assuming a public service which government would have to assume if the exempt organization did not. Under the second, or the "humanitarian" standard, the exemption is justified on the ground that the humanitarian or socially desirable activities which the organization is performing should be en­ couraged, even though government would not otherwise be forced to as­ sume the burden of carrying out the activities. In Pennsylvania, tax exemptions to educational and philanthropic institutions are granted mainly according to the "public burden" standard rather thanthe "humanitarian" standard. The Pennsylvania Constitution doesnot permit the exemption of non-profit schools, colleges, and uni­ versities as such, as is the practice in many other states. The exemp­ tion is restricted to those institutions which are "founded, endowed, and maintained" by public or private charity, the basis for the "public bur­ den" standard. Pennsylvania's "public burden" standard is represented in the following language from a 1936 Supreme Court case: "There are substantial reasons why institutions whol­ ly devoted to public charity should be exempt from taxation, since one of the duties of government is to -2- r ?> �I provide food and shelter for the poor. Any institu­ tion which by its charitable activities relieves the government of this burden is conferring a pecuniary benefit uponthe body politic and in receiving exemp­ tion from taxation it is merelybeing givena 'quid quo pro1 for its services inproviding something which the I government would have to provide. " While there is little question about the meaning of the words "foun­ ded" and "endowed" by charity, a number of cases have reached the Su­ preme Court on the question of what constitutes an educational institu­ tion "maintained" by charity. According to the courts, the term does not mean that all, or even a major portion, of the operating expenses of the educational institution must be met by charitable contributions. Two requirements appear to be that operating expenses must exceed tuition fees and that a substantial number of the students must be on scholar­ ships . Furthermore, the courts have interpreted the broad language re­ lating to "income or revenue" not to include fees paid by students, pa­ tients, or other beneficiaries of the charity. Later amendments insert­ ed in the present language specifically exclude from the proviso the in­ come or revenue derived "from recipients of the bountyof the institution or charity." Therefore, receipt of income from tuition fees, patient fees, and the like, does not jeopardize the tax-exempt status of a pro­ perty. However, when a property of a charitable institution is used for the purpose of producing revenues by meansnot connected with the pur­ poses of the normal operations of the institution, the property is not ex­ empt. Additionally, "revenue producing" does not include such integral aspects of an institution's operations such as residence halls, dining facilities, parking lots, and the like. Wilkes-Barre, in which Wilkes College is situated, being a third class city as defined by Pennsylvania law, must not only conform to the provisions of the State Constitution, but must also conform to the pro­ visions of the Third Class City Code, when granting exemptions to cer­ tain classes of property. Section 2504 of the Code directs the City as­ sessor to make a "just and perfect list of all property exempt by law from taxation with a just valuation of the same. " In the mad scramble for additional sources of tax revenues, pub­ lic officials have cast an eye toward taxing college and university pro­ YMCA v. Philadelphia, 323 Pa. -3- 401 (1936). I �I perties, especially in urban centers. One such attempt in Pennsylvania is now the subject of litigation. Regardless of the outcome of court decisions on the question, both the public officials, responsible for the welfare of the general citizenry, and the representatives of educational institutions of higher learning, responsible for raising the educational level of the youth of that citizenry, will have to face up to the same underlying question: What is the community role of colleges and uni­ versities? The benefits that flow from a college are both tangible and intangible, both measurable and unmeasurable. The most obvious bene­ fit is that a college or university provides increased employment op­ portunities on the faculty and staff of the institutions. Much less apparent, however, are the intangible benefits. Col­ leges and universities increase the prestige of a city or region, improve its position in the competition for industrial activities, offer programs which serve many residents not directly a part of the institution, and provide economic stability within an area. These are all important con­ siderations in the marketability of a city and its environs. The future status of tax exemption for institutions of higher learning in Pennsylvania will be determined ultimately by the signifi­ cance and relative weight which a community and its officials place up­ on such intangible, but productive, benefits. -4- �PART II. PROPERTY INVENTORY Inventory control of real property may be defined as the location of property, recording, and maintaining information on the acquisition, identification, location, value, condition, and disposition of each pro­ perty. The major purposes of property inventory controls are: (1) to reveal any unusually large holdings in excess of present needs in one area of the College at the same time that other aspects of the College may lack certain real properties which are essential to its operations; (2) to assist in development of the master plan by showing a complete and accurate record of land and buildings owned by the College, so that these records may show which properties should be acquired for future development; (3) to aid in prevention of theft and misuse, and to establish an accurate proof of loss for insurance claims; and (4) to provide the basis for establishing fixed asset account. The investment in real property represents major expenditures for any charitable institution, and adequate property records are not only a fiscal control, but also a positive aid to management. Property management consists of the administration, operation, protection, main­ tenance, repair, and improvement of buildings and grounds owned by the College. Property control should be the responsibility of a designated of= ficer of the College, whose only interest is to maintain accurate records in the acquisition, movement, and disposition of property. The pro­ perty control officer should maintain inventory records for all Collegeowned real property, and for most, but not necessarily all, Collegeowned personal property. For instance, the per sonal property inventory does not ordinarily include library books which are titled in the regular library card catalog system. The first step in the establishment of real property control is a complete inventory of all land, buildings, and improvements owned by a College. Such an inventory often will reveal properties that have not been recorded, deeds that have been lost, and properties that are being used by private individuals without supervision or control. Such a pro­ perty inventory requires the preparation of the complete history of each building and parcel of land. As the real property inventory work proceeds, an index or led­ ger card should be prepared for each parcel of land. The ledger card should contain a small scale diagram of the property, the date of pur- -5- �chase, the price, the grantor, the purpose for which purchased, a brief description of the building or buildings on the land, and the reference numbers to various maps and files in city, county, and school district records. The property ledger card should contain all information need­ ed to satisfy normal inquiries. In some instances, the property ledger might include, in addition, a photograph of buildings on the property, a photostatic copy of the property deed, and spaces for recording additions and deletions, appraisal, and insurance valuations. The second basic real property record is an envelope or file fol­ der containing copies of resolutions of the Board of Trustees, insurance policies, official recordings of the City or County in the selling or the granting of the land, and other basic documentsand correspondence re­ lating to the parcel of land. The third essential record is a file of maps showing the general location of all College-owned real estate. If the City and the County maintain accurate assessment maps, it may be possible for the College to purchase a set so that the property control officer can mark on these maps the location of College property. An alternative would be to use plan maps which have been prepared by subdividers and identify the land on those maps. It is not necessary to show the location of buildings and improvements on these maps. Therefore, they should be of a scale to show only land parcels. Every effort should be made to have these maps tie in with tax maps. The property record system should permit the classification of property so that proper control can be exercised by classes of property. Real property records should always reflect the holdings in land, build­ ings, and improvements. 1. Land. The land account should include all land purchased by or given to the College. Land purchased should be carried at cost. The values of gifts or grants of land should be established on the basis of an appraisal as of the date received. When land and buildings are purchased together, the cost of each should be determined immediately and allotted to its own classification. When improved property is purchased, and the removal of a build­ ing is necessary to permit construction or use of the land for other pur ­ pose, the building should be recorded at its estimated salvage value and the land at the balance of the purchase price. Of course, any variation between the actual sale price and the estimated salvage value of the build­ ing could be reflected by a change in the amount recorded as land cost, although this may not be necessary. What is important is that whatever procedure is adopted, it be uniform and consistent. -6- �■I I 2. Buildings. The building account should include all permanent buildings and structures together with the fixtures attached thereto. Pur­ chase price value of buildings purchased or cost-of-construction value of buildings should be used whenever possible. In the case of gifts or grants, including construction with federal funds when costs are not ob­ tainable, appraised values should be used. 3. Improvements. Other Than Buildings. The improvementsother-than-buildings account should include all nonstructural improve­ ments, such as pavements, sewers, sidewalks, and other improvements of a permanent character which increase the value of the land. Normal­ ly, values can be recorded on a cost-of-construction basis. However, when costs are not obtainable, appraised values should be used. Land­ scaping costs, including the planting of trees, shrubs, and other plant life of a more or less permanent nature, should be treated as direct ad­ ditions to land valuesand recorded under that classification. Major ef­ forts along this line might be included as land costs, and minor expendi­ tures might be more easily treated as expense. Four methods of determining the value of College property can be used: costprice, appraisal, construction, and a combination of the three. 1. Costprice. First, for inventory and control purposes the value of property owned, acquired, or discarded should be maintained as close to cost as possible. Properties should be carried at cost-purchase price for those bought on the openmarket. Cost price is better for these purposes than market or appraised value, since it is not subject to fluctua­ tions. Periodic inventories will then reflect only the increases and de­ creases resulting from changes in property items. Theuseof this method is recommended because the exact amount invested is always known, and because the market or going values mean little or nothing where no pro­ fit is involved. The recording of fluctuations due to appreciation or de­ preciation is unnecessary with colleges and universities. Demolition of buildings really results in reduction of plant fund, and buildings and only land value remain. 2. Appraisal. Second, is the appraisal method which values the property as near as possible to true value as of the date of receipt of property. The appraisal should be made by persons experienced in set­ ting values for the particular type of property concerned, This method can be used when cost prices are not always available, Cost prices are frequently lacking when the first inventory is set up. Old records may I I �have been lost or destroyed, or they may be in such conditionas to pre­ vent a search for information or as to make a search too costly. In that case the property should be appraised and carried on the books at ap­ praised value, with subsequent additions being shownat cost. Similarly, properties acquired by a gift should be carried at their appraised value at the date of acquisition. Appraisals should be for full value, since they have no relation to assessment or tax rolls. There may be times when replacement values based on reproduction costs may be used in lieu of appraisals. 3. Construction. Third, is the construction method of appraising value for those buildings constructed by the College. 4. Combination. Fourth, is a combination of cost, construction, and appraised values. If property records have not been kept subsequent to purchase, and additions have been made to the original building, a combination of all three methods may have to be used. -8- �PART. III. INVENTORY - THE KEY TO GROWTH Numerous difficulties were encountered in gathering and assem­ bling both the property and tax data. In order to assist the reader in in­ terpreting both types of data, notes are included on each page assigned to each parcel. The attention of the reader should be called, however, to some general comments relating to interpretation of both the tax and property data. At present, it is possible to estimate, in the most general terms only, the amount of revenues which tax-exempt educational and charitable institutions would provide to Luzerne County, including the City of WilkesBarre. Information is lacking, since neither the County nor the City assessing agency has, until recently, produced an annual "just valuation" of any tax exempt property. At the time that the information for this Study was collected, the County Assessor's Office was in the midst of a three year program of reassessing tax-exempt properties. Upon the completion of this work, it will be possible in the future to estimate with a high degree of certainty the value of tax-exempt property, and thus to compute more accurately the tax loss to the County, the Institution Dis­ trict, and the Community College from all exempt property. Under the Third Class City Code, Wilkes-Barre City is permitted to maintain a separate assessment office and to conduct its own assess­ ment of property located in the City, both taxable and exempt. The City Assessor's Office uses different criteria and a different market-to-assessment ratio from those of the County. Thus, it has given its own assessed values to all properties in the City, including tax-exempt pro­ perties. The result of the two different assessing governmental bodies operating independently of each other is that a variance exists between the City and County assessment data. Moreover, whereas all Wilkes College property has been given an assessed value by the City Assessor's Office, the County assessing office had not entirely completed its three year review of tax exempt properties, some of which are College pro­ perties. Records of County and Institution District taxes from 1937 through 1963, stored in the Court House Annex, are not readily accessible. More­ over, in any given year, between 1937 and 1963, it was found that neither the County blotter nor the County assessment cards indicated the actual taxes paid on any piece of Wilkes College property. A spot comparison of computed taxes against the actual taxes paid, if they were recorded, indicates so very little variation that it was deemed unprofitable and -9- I I I I I I �I I inadvisable to further search the assessment records. County taxes for 1964 through 1967 are computed, as indicated on the notes, foreachindividual parcel of College property, because the three-year review is still underway. The exceptions to the computation method of determining County, Institution, and Community College taxes involve those instances in which the College actually paid the taxes. City andSchool taxes from 1937 through 1965 (excepting 1948)are actual taxes paid by the original owner. City and School taxes for 1966 and 1967 are computed, except in those instances when the College paid the taxes at the time of acquisition, because at the time the survey was made, the assessment data had not yet been assembled by the City As­ sessment Office for use by the staff of the Institute of Regional Affairs. It should not be inferred that because Wilkes College falls into the tax-exempt category under the Pennsylvania Constitution and Pennsyl­ vania law, the College has not paid taxes to either the County or the City. The College haspaid taxes to all taxing bodies under two circumstances r. 1. The College haspaid whatever taxes were levied on land and buildings when these have been used for non-educational purposes, i. e. , Gutman property 2. The College has paid whatever taxes were levied and due on land and buildings between the time of ac­ quisition of the property and conversion to an educa­ tional use, i. e. , Kaswinkel property Taxes paid by the College under either of the two possibilities above are either indicated by tax receipts attached to the deeds to the property or in a tax voucher folder maintained by years. It should be noted, however, that differences may appear between taxes due and taxes paid, since the College paid the taxes as any other taxpayer - when the taxes were due and taking advantage of any discounts. In order to maintain consistency throughout this Study, both the computed taxes and the actual taxes are those that would have been paid by the College or the original owner without any discount or abatement. All 1967 taxes for all taxing bodies are what the College would have paid had the property not been tax exempt - and without the discount. Community College taxes for Wilkes tax-exempt properties for 1967 are computed, except for certain properties listed, becausethe tax levied in that year. was first , -10- I I I I I I i I �- In a number of instances, two or more College properties are listed on one assessment card, both by the County and by the City. This makes it difficult to assign accurate assessed values, and therefore, taxes to the individual properties. The difficulty is compounded if a building, such as a garage, is demolished on one of two or mor e properties carried on the same assessment card. Additional difficulty is encountered if with or without demolition of any building on one of the properties , ad­ ditions are made to one or more of the properties on the assessment cards. If the County combines properties on the assessment card and the City does not, then assigning assessment and taxes becomes problematic at best. This did occur in several instances, as noted on the inventory sheet for the properties. lt is difficult to assign individual value and tax for each property converted into the New Men's Dormitory complex, because Wright Street properties were purchased in a bloc from the Redevelopment Authority. Moreover, the College purchased small parcels of land at the rear of properties on both the westerly side of South Franklin Street and the easterly side of South River Street in order to enlarge the dormitory area. It was also difficult to compute accurately the taxes for the Con­ crete City area, because the College property lies in two municipal tax­ ing jurisdictions - Hanover Township and Nanticoke City - and it was difficult to determine how much of the total property was in each juris­ diction. Although much of the data relating to property management does exist and is available and accessible, perhaps the most serious deficiency in regard to property control is the fact that the College has no centralized location for the control and record-keeping of its properties, nor has it devised any system for such control and management. This made pro­ pertygathering for this Study rather time-consuming for the staff of the IRA. The acquisition of 59 College properties (in use or demolished), many renovated, combined with nearly $10 million in building, land, and equipment on over 23 acres in 11 taxing bodies (Luzerne County, Luzerne County Institution District, Community College, Wilkes-Barre City, Wilkes-Barre School District, Edwardsville Borough, Wyoming Valley School District, Hanover Township, Hanover Township School District, Nanticoke City, and Nanticoke School District), with total assets of over $18, 000, 000 necessitates the installation of a sound system of property inventory, accounting, management and control. Such a system is only in the developmental stages. -li­ �The College does have deeds for all its properties filed in the Comptroller's Office. College records are not clear as to whether a specific property was a gift to the College, or whether funds were given to the College specifically for the purpose of purchasing a property. The minutes of the Board of Trustees are the most likely accurate source for determining whether or not a property was acquired by purchase or gift, or a gift of funds for purchase. An inventory sheet on each property should record such information accurately. Tax receipts for the payment of taxes by the College are filed either with the deeds to the propertiesup to 1967 or in an annual voucher folder under the heading of taxes for the last two years. Not only should such tax receipts by located in one place, but the same inventory sheet should also include the taxes paid according to taxing body. Although both the City and the County assessment offices do have market and assessed valuations for College properties, as incomplete and irreconcilable as they may be, Wilkes College does not have a record of either market or assessed valuations, except as such valuationscan be taken from tax receipts. If either assessing agency revalues taxexempt properties, the College has no knowledge of such reappraisal un­ less it pays taxes on the reassessed properties. If both County and City assessing agencies undertake and complete a review of the tax-exempt properties, this information might also be recorded on the inventory sheet for each College property. Construction costs of College buildings are also available. If changes were made in the original award of the contract for construction, final construction costs do appear on the final billing from the contractor, indicating both upward and downward changes. In cases where improve­ ments and renovations have been made to buildings, information per­ taining to the costs of improvements and renovations is in the form of contracts, vouchers, cancelled checks, etc. This information, too, could be recorded on an inventory sheet for each parcel of property so that a complete, current picture of such costs can be easily obtained. The College can support the value of property acquisitions from a variety of sources, including values from the purchase of insurance. This latter is presently maintained in the Business Manager's Office as a separate listing, and well it might be. However, a property inventory might include this information for each separate piece of property. The College does have a record of building areas, but not of total land areas on which the buildings are located. The latter has been ob- -12- I �tained from the County Recorder of Deeds Office, so that the Deed Book and Page could also be included on the inventory sheet. Unless one reads or scans numerous College reports published over the years, the uses that may have been made of a College building may long be forgotten without a complete property inventory. The student paper and the yearbook may soon be the only sources for pictures of for­ mer College buildings which may have been demolished and replaced with modern buildings. Although the College does have information on all presently owned College buildings, it has no information concerning the history of the properties originally located on Wright Street, which were razed under a Redevelopment Authority project, so that the College could acquire the land for the New Men's Dormitory. It might be advisable to include data on these homes and land, especially since the City may be contemplating destruction of its back tax records, not only for an accurate history of the College, but also for purposes of determining a realistic impact of the College on the City and the County. Each inventory page for every parcel of Wilkes College property up to 1967 whichis part of this initial Study presents not only tax and as­ sessment data, but also data useful to the Administration of the College for reports, Federal and State applications, and property appraisals. Surely, this first Inventory of Wilkes College property could have taken less time to prepare and could have beenmuch more accurate and com­ plete an inventory if all the data had been maintained ina single, central­ ized location in a master file, and if it had included a current and com­ plete description of the property as to rooms, building specifications, details of purchase, costs of improvements, history and photographs of the buildings, all conceivable values of a building (assessed, market, insurance, etc. ), and by whom made, construction and demolition information, and taxes paid and to what taxing body. I I I I I i -13- �f �40 Athletic Field & Field House ? WILKES COLLEGE CAMPUS WEST R I V s u s Q U £ H A N N A R I V E R te 17 57 IH O R .' sja 6 , 34 20 10 S 17 B B~ @ ij 9 8 46 13 5 ni <Z) 1 48 t/i 21 </> 51 tn & O CL 23 35 12 a /a 42 14 I 37 0 ki bTq CL flat g o b b < 2 ? O 24 The number preceding each property. Hated in the key below, coincidea with the number in the upper right hand corner of the ap­ z 1. .Conyngham Hall 2. Conyngham Hall Annex £ I I II 3. 4. 5. Chaae Hall 11 Annex Annex Chaae Hall Suaquehannock mock Hall q. n.rbyH — Cor Commona The re 1Hall Barre _r IHall Butler Aahley Aahley Hall 7. 8. ‘ 9. 10. 11. 12. 13. 14. 15. 43 Concrete City □ OFF STREET PARKING AREAS £ propriate inventory aheet. Giea Glee Hall Ha Pickering Pickering Hall Preeldent1 a Home Gymnaalum Sterling Hall 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. McClintock Hall Sturdevant Hall Hollenbeck Hall Harding Hall Warner Hall Stark Hall Research Center DeSylva Property Weckeaeer Hall Weckeaaer Hall Annex Gore Hall Catlin Hall Giea Hall Lot (Patten Property) Welaa Hall Parriah Hall Chapman Hall Guidance Center Snack Bar Denleon Hall Hillman Property 36. Slocum Hall Miner Hall trey 38. Ahlborn Propet 39. Halnna Hall 40. Field Houee 41. 36 Weat River 42. Gutman Property 43. Concrete City 44. 76 Weet South 45. Brockman Property 31. 32. 33. 34. 50. 52. 53. 54. 55. 56. 58. 59. 150 South River New Men'a Dormitory tiding Student Activltlea Building rming , Center for the Performing Eagen Property Kaawinkel Property Chrlatlan Science Building 30 Weat River Street Schappert Property Croaaman Property Bedford Property Whalen Property Weatmoreland Prop-' operty Eugene S. Farley Library �r 1 Name and Address: Conyngham Hall, 120 South River Street Assessed Value: County: $37,830 Market Value: County: Date: 1966 $108,449 Date: 1966 Insurable Replacement Value: $300,000 Date: 1967 Insurable Sound Value: $165,000 Date: 1967 0 Purchase Price: Gift 0 Last Tax Paid; I City: $61,490 I fl County $630.75 382.08 Date: Community College Institution $217.50 150.28 $ $45.39 City 895.31 1,467. 15 School $1,136.35 2,398. 11 3 n 0 Grantors: Bertha R. Conyngham Recorded: Book Number: 2-23-37 761 Use: Page: 403 Date: 2-1-37 Destroyed by fire - December 28, 1968 '3 Area: 22„ 728 sq. ft. 0 Notes: N29°47'W N6O°42'E S60°29'W S30°06'E (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using I966 assessment and 1967 millage. (3) Assessed City valuation of $61,490 includes both Conyngham Hall and Conyngham Annex and is divided into land ($22, 500) and improvements ($38, 990). (4) Data for both Conyngham Hall and Conyngham Annex was combined on the same assessment card in City records. However, the data for each property has been extracted from the one card and placed separately on each property re­ cord in this inventory. 1937 1967 �u I 2 Name and Address: Conyngham Hall Annex, Rr. 120 South River Street Assessed Value: County: $28,880 Market Value: County: City: Date: 1966 $82,522 Date: 1966 Insurable Replacement Value: $60, 000 Date: 1967 Insurable Sound Value: $38,000 Date: 1967 Purchase Price: Gift !! 5 I 2 9 * '11u br 0 See Con. Hall Last Tax Paid: C ounty $193.22 291.68 Date: Community College Institution $111.47 155.52 $34.65 Grantors: Bertha R. Conyngham Recorded: Book Number: 2-23-37 761 Use: Art Annex and apartment. Area: See Conyngham Hall 6, 622 sq. ft. - Building Page: 404 Cit- School See Conyngham Hall Date: 2-1-37 Notes: (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) Assessed City valuation of $61, 490 includes both Conyngham Hall and Conyngham Annex. (4) Data for both Conyngham Hall and Conyngham Annex was combined on the same assessment card in City records. However, the data for each property has been extracted from the one card and placed separately on each property re­ cord in this inventory. 1937 1967 �3, 4, 7 Name and Address: Chase Hall, 184-190 South River Street Assessed Value: County: $59,230 Market Value: County: $42,060 Date: 1966 $169,238 Date: 1966 Insurable Replacement Value: $196,000 Date: 1967 .Insurable Sound Value: $170,000 Date: 1967 Purchase Price: Gift ($25, 000 offered) City: Last Tax Paid; C ounty $582.47 598.22 Date: Institution $336.04 319.84 Community College $ $71.07 Grantors: Harold and Katherine Stark Recorded: Book Number: 3-2-37 762 Use: Page: 159 City 648.04 1,003.55 $ School 868. 21 1,640. 34 Date: 1937 1967 3-2-37 Chase Hall was first used as an administration building, and in addition, it housed the cafeteria, the language department, and provided space for a student meeting room. It is presently used by the Education Department. Area: 12,775 sq. ft. N55°20'E S55°20'W S34°40'E N34°40'W Notes: 3 (1) County and Institution taxes for 1937 were computed by using 1936 assessment and 1937 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $169, 238 includes land ($18, 600) and improve­ ments ($150, 638) and includes both Chase and Kirby Halls. (4) County assessed valuation of $59,230 includes land ($6,510) and im­ provements ($52, 720) and includes both Chase and Kirby Halls. (5) City assessed valuation of $42, 060 includes Chase Hall only, and is divided into land ($17, 500) and improvements ($24, 560). (6) Data for both Chase Hall and Kirby Hall (184-202 South River Street) was combined on the same assessment card in County records in 1965. However, �the data for each property has been extracted from the one card and placed separate­ ly on each property record in this inventory. (7) The original County assessment cards included the assessed valuation for a garage behind Chase Hall and a garage behind Kirby Hall, which are now part of the Cafeteria. The present County assessment card, which combines Chase and Kirby Halls, gives no indication as to whether the garages are included or excluded in the County assessed valuation for Chase Hall. a 3 �5 Name and Address: Susquehannock Hall, 7 8 West Northampton Street Assessed Value: C ounty: $14,580 Market Value: County: Date: 1966 $51,736 Date: 1966 $16,420 City: it Insurable Replacement Value: $105,000 Date: 1967 s Insurable Sound Value: $75,000 Date: 1967 Purchase Price: Gift 8 County $117.00 147.25 II 1] Date: Last Tax Paid: Institution $67.50 78. 73 C ommunity College $17.49 Grantors: Frederick and Anna Weckesser Recorded: Book Number: 10-4-38 777 Pag e: Use: Presently used as a women's dormitory. Area: 9, 249 sq. ft S60°W N30°8'W 27 City $213.46 350. 02 School $270.93 572.13 Date: 10-4-38 N6 0°E S30°E Notes: (1) County and Institution taxes for 1938 were computed by using 1937 assessment and 1938 millage. City and School taxes for 1937 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $16,420 includes land ($9,750) and improve­ ments ($6, 670). 1938 1967 �6, 7 Name and Address: Kirby Hall, 194-202 South River Street Assessed Value: !t i County: See Chase Hall Market Value: County: See Chase Hall Insurable Replacement Value: $280,000 Insurable Sound Value: $240,000 Purchase Price: Gift $105,485 City: Date: 1966 Date: 1966 Date: 1967 Date: 1967 Last Tax Paid: Date: County Institution See Chase Hall dI Community College Grantors: Allen and Marian Kirby Recorded: Book Number: 7-18-41 809 Page: City $1,011.27 2,516.87 279 Use: Kirby Hall presently houses the language department. Ar ea: 16, 320 sq. ft. School $1,283753 4, 113.91 Date: 1941 1967 7-1-41 Notes: 81 i r 1 (1) County and Institution taxes for 1941 are included in County figures for Chase Hall and were computed by using 1936 assessment and 1937 millage, City and School taxes for 1941 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass essment and 1967 millage. (3) County market valuation of $169, 238 includes land ($18, 600) and improve­ ments ($150,638) and includes both Chase and Kirby Halls. (4) County assessed valuation of $59, 230 includes land ($6, 510) and im­ provements ($52, 720) and includes both Chase and Kirby Halls. (5) City assessed valuation of $105,485 includes Kirby Hall and the Cafeteria. This figure is divided into land ($33,415) and improvements ($72, 070). (6) Data for both Chase Hall and Kirby Hall (184-202 South River Street) was combined on the same assessment card in County records in 1965. However, the data for each property has been extracted from the one card and placed separate­ ly on each property record in this inventory. �(7) The original County assessment cards included the assessed valuation for a garage behind Chase Hall and a garage behind Kirby Hall, which are now part of the Cafeteria. The present County assessment card, which combines Chase and Kirby Halls, gives no indication as to whether the garages are included or excluded in the County assessed valuation for Chase Hall. n �( I ii il ii I; 8 Name and Address: Barre Hall, 154 South River Street Assessed Value: County: $14,900 Market Value: County: Date: 1966 $42,590 Date: 1966 Insurable Replacement Value: $128,000 Date: 1967 Insurable Sound Value: $96, 000 Date: 1967 Purchase Price: $15,000 Last Tax Paid: a a ’fl 0 1 !1 fl B L City: See Stark Hall County $117.25 150. 49 Date: Institution $28.47 80. 46 Community College $17.88 Grantors: Cosmer and Florence Long Recorded: Book Number: 11-15-45 863 Page: 566 City School $233.25 $287.67 See Stark Hall Date: 11-15-45 Use: Presently used lor classrooms offices for the Philosophy Department. Area: 11,425 sq ft. S34°40'E S55°20'W N55°20'E N34°40'W Notes: (1) County and Institution taxes for 1945 were computed by using 1944 ass­ essment and 1945 millage. City and School taxes for 1945 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $42, 590 includes land ($7, 350) and improve­ ments ($35, 240). (4) County assessed valuation of $14, 900 includes land ($2,570) and im­ provements ($12,330). (5) City assessment for 1967 is not available on a separate card; in City records, Barre Hall is listed as a part of Stark Hall. (6) Neither the County assessment card nor the City assessment card gives any indication of the Lecture Hall being constructed from the garage behind Barre Hall. Garages behind Butler and Ashley Halls later became classrooms. 1945 1967 �9 Name and Address: Butler Hall, 158 South River Street Assessed Value: County: See City: Warner Hall Market Value: County: See Warner Hall $18,250 Date: 1966 Date: 1966 Insurable Replacement Value: $180,000 Date: 1967 Insurable Sound Value: $120,000 Date: 1967 Purchase Price: $25,000 Date: Last Tax Paid: County $455.. 51 3 0 3 J I Institution C ommunity College $138.76 $18.00 Grantors: Bruce Payne Recorded: Book Number: 3-5-46 870 Page: 563 City $299.62 435.44 School $346. 87 711. 75 Date: 3-5-46 Use: Presently used for classrooms and offices for the Music Department. Area: 15, 986 sq. ft. N55°20'E S55°20'W N38°40'W S34°40'E Notes: (1) County and Institution taxes for 1946 are not available City and School taxes for 1946 were computed by using 1945 assessment and 1946 millage. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $18, 250 includes land ($8, 750) and im­ provements ($9> 500). (4) For further information concerning County assessed valuation and County taxes, see Warner Hall, 170 South River Street. 1946 1967 �■■ 10 I E i t Name and Address: Ashley Hall, 164 South River Street Assessed Value: County: See City: Warner Hall $15,000 County: Market Value: $16,500 Date: 1966 Date: 1966 Insurable Replacement Value: $110,000 Date: 1967 Insurable Sound Value: $73,000 Date: 1967 Purchase Price: Gift Date: Last Tax Paid: 1I n 1 •1 il 3 a 0 County Institution $455.51 $138. 76 C ommunity College $18.00 Grantors: Marion Ashley Ahlborn Recoi ded: Book Number: 7-8-46 888 Use: Presently used for < lass rooms. Area: 9, 162 sq. ft. Page: 303 City $268.46 393.69 School $310.80 643. 50 Date: 6-1-46 Notes: (1) County and Institution taxes for 1946 are not available City and School taxes for 1946 were computed by using 1945 assessment and 1946 millage, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) City assessed valuation of $16, 500 includes land ($10, 500) and im­ provements ($6, 000). (4) At the time of transfer of property, Ashley Hall was given a market value of $15, 000. (5) For further information concerning County assessed valuation and County taxes , see Warner Hall, 170 South River Street. 1946 1967 �IL 59 Name and Address: Gies Hall, 191 South Franklin Street Assessed Value: County: $18,050 Market Value: County: $51,564 City: $4, 249 Date: 1966 Date: 1966 Insurable Replacement Value: Insurable Sound Value: ! L 1 Purchase Price: Last Tax Paid: C ounty $104.17 182.30 I I 0 $12,000 Date: Institution $53.21 94. 47 Community College $21.66 City $183.59 140.75 (191) (195) 101.38 School $212.54 230.06 165.71 Grantors: F.A. and Elizabeth Stoddart Pearson, et. al. Recorded: Book Number : 3-25-46 870 a Use: a Demolished in Summer of 1967 Library. Area: 8, 053 sq. ft. N34°40‘W S34°40’E Page: 547 Date: 1-5-46 Presently the site of the Eugene S. Farley N55°20E S55°50:W Notes: 0 '1 a I ri Ji (1) County and Institution taxes for 1946 were computed by using 1945 ass­ essment and 1946 millage. City and School taxes for 1946 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $51,564 includes land ($11, 250) and im­ provements ($40, 314). (4) County assessed valuation of $18. 050 includes land ($3, 940) and im­ provements ($14, 110). (5) City assessed valuation of $4, 249 includes land only. (6) County records show two separate cards for 191 South Franklin Street and 195 South Franklin Street until 1965 when both properties were combined on one assessment card for one assessed value of $18, 050. (7) The City has not combined these properties; therefore, the City and School District taxes for 1967 are separated for the two properties. 1946 1967 1967 �12 I. i Name and Address: Pickering Hall, 181 South Franklin Street Assessed Value: County: $13,280 Market Value: County: $24,518 Date: 1966 $37,946 Date: 1966 Insurable Replacement Value: $85,000 Date: 1967 Insurable Sound Value: $50, 000 Date: 1967 Purchase Price: $17,500 City: Last Tax Paid: 5 8 .31 County $‘132. 74 134.12 Date: Institution $45.77 71.71 Community College $15.93 Grantors: Jessie and Harley Gritman Recorded: Book Number: 3-31-49 1025 Page: Use: Presently used for classrooms and offices. Area: 10, 237. 5 sq. ft N55°20'E S34°47:E City $416.80 584.99 130 School $465.84 956.20 Date: 2-11=49 S55°20:W N34°47'E Notes: I 0 0 10 (1) County and Institution taxes for 1949 were computed by using 1948 ass­ essment and 1949 millage. City and School taxes for 1949 are actual taxes paid. (2) All City and County taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $24,518 includes land ($7,508) and improve­ ments ($17, 101). 1949 1967 ��■■ 14 I i Name and Address: Gymnasium, 274 South Franklin Street Assessed Value: County: $62,820 Market Value: County: Date: 1966 $179,477 Date: 1966 Insurable Replacement Value: $348,000 Date; 1967 Insurable Sound Value: $320,000 Date: 1967 Purchase Price: $270,000 City: $192,850 Last Tax Paid: C ounty $1,679.53 634.48 1 Institution $579.15 339.22 City $ ’ 325.55 4,601.40 $138.20 $ School 402.15 7,521.11 Grantors: Hyman Landau, Trustee for YMHA of Wilkes-Barre Recorded: Book Number: 2-27-48 974 Use: Auditorium Area: 24, 200 sq. ft. I n Date: Community College N55°20'E S34°40'E Page: 75 Date: 1950 1967 1-31-48 S55O20'W N34 40'W Notes: (1) County and Institution taxes for 1950 were computed by using 1949 ass­ essment and 1950 millage. City and School taxes for 1950 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $179,477 includes land ($16,375) and improve­ ments ($163, 102). (4) County assessed valuation of $62,820 includes land ($5,730) and im­ provements ($57, 090)o (5) City assessed valuation of $192, 850 includes land ($17, 050) and im­ provements ($175,800). (6) Purchase price of $270, 000 includes land and construction. �15 I I 3 Name and Address: Sterling Property; 7 2 South River Street Assessed Value: C ounty: $24,300 Market Value: County: Date: 1966 $69,416 Date: 1966 Insurable Replacement Value: $65,000 Date: 1967 Insurable Sound Value: $59, 000 Date: 1967 Purchase Price: Gift City: $21,435 Last Tax Paid: C ounty $184.78 245.43 3 s Date: Institution $ 67.60 131.22 Community College City $364.40 511.43 $29.16 Grantors: Gilbert S. McClintock Recorded: Book Number: 7-20-1896 352 Page: Use: Presently used as a women’s dormitory. Area: 11,740 sq. ft. 584 School $450.14 835.96 Date: 7-20-1896 Notes: 0 IB 0 I] (1) County and Institution taxes for 1950 were computed by using 1949 ass­ essment and 1950 millage. City and School taxes for 1950 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $69,416 includes land ($22.. 500^ and im­ provements ($46, 916). (4) County assessed valuation of $24, 300 includes land ($7, 880) and im­ provements ($16,420). (5) City assessed valuation of $21 435 includes land ($6,900) and im­ provements ($14, 535). 1950 1967 �16 I lL! -A. ' 1 Name and Address; McClintock Hall, 44 South River Street Assessed Value: County: $33,120 Market Value: County: Date: 1966 $94,628 Date: 1966 Insurable Replacement Value: $130,000 Date: 1967 Insurable Sound Value: $87, 000 Date: 1967 Purchase Price: Gift City: $23,371 Date: Last Tax Paid: County $195.22 334.51 Institution $ 71.42 178. 84 C ommunity __ College City $648.51 557.63 $39-74 School $771.16 911.46 5 Grantors: Gilbert McClintock Recorded: Book Number: 10-18-51 1134 350 Page: Use: Presently used as a women's dormitory. Area: 18, 828. 56 sq. ft. N55°30'E N35°06‘W Date: 9-1-51 S55°20'W S34°31!E Notes: 0 Q :a (1) County and Institution taxes for 1951 were computed by using 1950 ass­ essment and 1951 millage. City and School taxes for 1951 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $23, 371 includes land ($7, 500) and im­ provements ($15, 871). 1951 1967 �■Mi MB ■Ml 17 0 ID Name and Address; Sturdevant Hall. 129 South Franklin Street Assessed Value: County: $24,670 Market Value: County: Date: 1966 $70, 490 Date: 1966 Insurable Replacement Value: $170,000 Date: 1967 Insurable Sound Value: $118,000 Date: 1967 Purchase Price: $20,000 □ $16,458 Date: Last Tax Paid: County $134.95 249.16 G- I City: Institution $ 49.37 133.21 Community College City $290.65 392.68 $29.60 School $345.62 641.86 a Grantors: Miners National Bank, executor for Jessie T. Sturdevant 3 Recorded: Book Number: 9-25-52 1171 □ Use: Presently used as a women- s dormitory. Area: 15, 962 sq. It. LJ N34°40'W N55°20’E Page: 607 Date: 9-22-52 S34°40! E S55°20'W Notes: 0 3 a 3 (1) County and Institution taxes for 1952 were computed by using 1951 ass­ essment and 1952 millage. City and School taxes for 1952 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19b6 ass­ essment and 1967 millage. (3) City assessed valuation of $16,458 includes land ($9, 108) and im­ provements ($7, 350). (4) County, Institution and Community College taxes for 196 7 for this property also include taxes for 131 South Franklin Street (Ahlborn Property), because in the County records this property is included on the same assessment: card as Sturdevant Hall. 1952 1967 �0 18 I C‘ r; n fl fl Name and Address: Hollenback Hall, 192 South Franklin Street Assessed Value: County: $2,100 Market Value: County: Date: 1966 $6.000 Date: 1966 .Insurable Replacement Value: $115,000 Date: 1967 .Insurable Sound Value: $103,000 Date: 1967 Purchase Price: Gift $15,270 Date: Last Tax Paid: n County $123. 00’ 127.50 Community College Institution ~$45.00 53. 10 City $274.86 364.34 $18.15 J Grantors: Anna Hollenback J Recorded: Book Number: 4-27-54 1234 Page: 558 School $320.67 595.53 Date: 4-26-54 0 3 Use: Presently used as a women's dormitory. During 1953-54 the building was used as a branch office of the Veterans Administration Guidance Program. Area: 7, 096 sq. ft. !1 Notes: 0 n H City: n 1 S58°37'W N31°23'W N58°30'E S31°23:E (1) County and Institution taxes for 1954 were computed by using 1953 ass­ essment and 1954 millage. City and School taxes for 1954 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $6, 000 and County assessed valuation of $2, 100 includes land only. (4) City assessed valuation of $15, 270 includes land ($6, 000) and im­ provements ($9,270). 1954 1967 �19 s Ci 0 Name and Address: Harding Hall, 141 South Franklin Street Assessed Value: County: $12,710 Market Value: County: Date: 1966 $36,295 Date: 1966 Insurable Replacement Value: $59,000 Date: 1967 Insurable Sound Value: $31,000 Date: 1967 Purchase Price: $22,500 City: $11,408 Date: Last Tax Paid: C ounty $ 98.05 128.37 pr ] Institution “$35.87 68. 63 Community College $15,25 Grantor s: John and Ann Diss Harding Recorded: Book Number: 6-28-54 1245 Page: School $238.52 444.91 City $200.65 272.14 382 Date: Use: Presently used as a Bookstore and United States Post OHice Area: 11, 191.8 sq. ft. N34°17iW N55°20'E 6=28-54 S34°20'E S55°20!W Notes: a 1 rw a 1 (1) County and Institution taxes for 1954 were computed by using 1953 ass­ essment and 1954 millage. City and School taxes for 1954 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $11,408 includes land ($9, 158) and im­ provements ($2,250). 1954 1967 �20 B B !C\ C q 3 B 0 0 0 Q Name and Address: Warner Hall, 170 South River Street Assessed Value: County: $303,670 Market Value: County: Date: 1966 $867,632 Date: 1966 Insurable Replacement Value: $100,000 Date: 1967 Insurable Sound Value: $65,000 Date: 1967 Purchase Price: $35,000 a 0 1 $19,356 Last Tax Paid: $ County 455.14 3, 060. 30 Date: Institution $ 138.76 1,639.81 C ommunity College $364.40 City School Grantors: (170} $461 83 (158} 435.44 (164) 393.69 Michael and Esther McLaughlin Recorded: Book Number: 6-15-55 1277 Page: Use: Presently used as a women's dormitory. Area: 15, 209 sq. ft. 3 a City: S34°40E N34°40'W 225 $754.88 711.75 643.50 Date: 6-15-55 N50°20!E S50°20'W Notes: (1) County and Institution taxes for 1955 were computed by using 1954 ass­ essment and 1955 millage. There is no available record of City and School taxes. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $867, 632 includes land ($32, 8501 and im­ provements ($834,782). This figure, as far as County records show, includes the Lecture Hall, Stark HaH (construction cost for which was $1, 500, 000), and the Research Center. (4) County assessed valuation of $303,670 includes land ($11,500) and improvements ($292, HO), which also includes the Lecture Hall, Stark Hall, and the Research Center. (5) . City assessed valuation of $19, 356 is for Warner Hall only and includes land ($11, 856) and improvements ($7, 500). (6) In 1965, 158 South River and 164 South River were combined with 170 South River on one assessment, card for the County. . The City has not combined these properties. 1955 1967 1967 1967 �(7) Market value, assessed value, and all County taxes include all three properties. (8) Purchase price of $35, 000 is for Warner Hall only, and does not include construction costs for the Lecture Hall, Stark Hall, and the Research Center. �l 1 21,22 rr R. 1 F' r B 3 Name and Address: Stark Hall & Research Center, Rear 158, 164, 170, and 180 South River Street Assessed Value: C ounty: $303,670 Market Value: County: Date: 1966 $684,512 Date: 1966 Insurable Replacement Value: $2,300,000 Date: 1967 Insurable Sound Value: $2,188,000 Date: 1967 Purchase Price: New Construction T 0 3 County $3,060.30 3 B F' l Institution $1,639.81 C ommunity College $364.40 City $1,229.38 School $2,009.47 Constructed by Wilkes College Use: Presently houses the Biology. Chemistry and Physics Departments, Research Center, and lecture halls. Area: 99,641 sq. ft. Notes: "01 ffi Date: Last Tax Paid: Gr antors: T'fj City: 515,250 a (1) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (2) The County has assessed this property along with Warner, Butler, and Ashley Halls, for a combined total of $303, 670. (3) The City has assessed this property along with Barre Hall. 154 South River Street, for a combined total of $515. 250. 1967 �I 23 a 3 tT| Name and Address: DeSylva Property, 159 South Franklin Street Assessed Value: County: $2,050 Market Value: County: $5,850 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 City: $5,252 $16,000 Purchase Price: Date: Last Tax Paid: 3 n L 3 n 0 a: ■ C ounty $111.54 20. 70 Institution $33.16 11.07 Community College $4. 51 Grantors: Countessa DeSylva Estate Recorded: Book Number: 4-13-56 1310 Use: Building has been demolished Area; 7, 002. 6 sq. ft. City $134.71 125.31 Page: 292 School $204.82 204.82. Date: 4-9-56 Notes: (1) County and Institution taxes for 1956 were computed by using 1955 ass­ essment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (21 All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) Both the three-story building and the garage were razed in 1956: there­ fore, the 1967 County market valuation of $5, 850 and the 1967 County assessed valuation of $2, 050 are for land only. (4) County assessed valuation prior to demolition was $11. 055 and was divided into $5. 255 for land, $5, 500 for the three-story building, and $300 for the garage. 1956 1967 �i 3 3 - 3 3 3 E E 0 B 24, 25 Name and Address: Weckesser Hall and Weckesser Annex, 166-70 South Franklin St. Assessed Value: County: $25,430 Market Value: C ounty: Date: 1966 $72,652 Date: 1966 Insurable Replacement Value: $486,000 Date: 1967 Insurable Sound Value: $406,000 Date: 1967 Purchase Price: Gift City: $67,075 Last Tax Paid: Date: County $676.43 256.84 Institution $433.79 137.32 C ommunity College $30.51 Grantors: Anna E. Weckesser Recorded: Book Number: 7-24-56 1321 Page: Use: Presently houses the Administrative Offices. Area: 1st 2nd 3rd 4th Thereof Thereof Threrof Thereof - 12,656 sq. ft. - 12,656 sq. ft. - 12, 525 sq. ft. - 7, 200 sq. ft. S34°40lE, S34°40‘E, S34°40'E, S55°20'W, City $1,65 8. 76 1, 600.40 397 N55°20!E, N55°20'E, S55°20!W, N34°40'W, School $1, 844. 56 2,615.25 Date: N34°40‘W, N34°40'W, N34°40’W, N55°20'E, 6-21-56 S55°20 W S55°20’W N55°20'E S34°40'E Notes: (1) County and Institution taxes for 1956 were computed by using 1955 assessment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $72, 652 includes land ($24, 199' and im­ provements ($48,453). (4) County assessed valuation of $25, 430 includes land ($8,470) and im­ provements ($16,960). (5) City assessed valuation of $67, 075 includes land ($26, 895) and improve­ ments ($40, 180). B 1956 1967 �26 Name and Address: Gore Hall, 275 South Franklin Street Assessed Value: County: $12,470 Market Value: County: Date: 1966 $35,606 Date: 1966 Insurable Replacement Value: $102,000 Date: 1967 Insurable Sound Value: $62,000 Date: 1967 Purchase Price: $21,000 City: $19,650 Date: Last Tax Paid: County $195.45 125.94 Institution $80.60 67. 33 Community College $14.96 Grantors: T. E. Brown and A Estate Recorded: Book Number: 7-31-56 1322 School $402.15 766.35 Powell, Exectors lor Stella Wadhams Page: Use: Presently used as a women's dormitory. Area: 14. 400 sq. ft. S59 °W N59°E City $354.28 468.49 350 Date: 7-23-56 N31°W S31°W Notes: (1) County and Institution taxes for 1956 were computed by using 1955 ass­ essment and 1956 millage. City and School taxes for 1956 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $35, 606 includes land ($11,500) and im­ provements ($24, 106). (4) County assessed valuation of $12,47 0 includes land ($4, 030) and im­ provements ($8,440). (5) City assessed valuation of $19,650 includes land ($7,500) and im­ provements ($12, 150). 1956 1967 �0 B D n 27 Name and Address; Catlin Hall, 92 South River Street Assessed Value; County; $23, 410 Market Value: County: Date: 1966 $66,897 Date: 1966 Insurable Replacement Value: $92,000 Date: 1967 Insurable Sound Value: $75,000 Date: 1967 Purchase Price: $35:000 City: $22., 480 Date: Last Tax Paid; fl B B a County $222.90 236.44 Institution $ 91.92 126.41 C ommunity College City $492.31 536.37 $28.09 Grantors: Dorrance and Mabel Reynolds Recorded: Book Number: 2-11-57 1341 Page: 313 School $505.80 876.72 Date: 2-8-57 Use; Presently used as a women's dormitory. Catlin Hall, which dates back to the early 1840's is considered one of the oldest buildings in the area. Area: 7,867 sq. It. N55°20'E S34°40’E N34°40:W S55°20:W Notes: a 1957 1967 (1) County and Institution taxes for 1957 were computed by using 1956 ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All City and County taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $22,480 includes land ($7, 000) and improve­ ments ($15, 480). �1 ijl 28, 59 3 Name and Address: Gies Hall Lot, 199 South Franklin Street Assessed Value: County: $1,710 Market Value: County: $4,899 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 Purchase Price: City: $6,075 $6,000 Last Tax Paid: County $65.09 17. 27 - Date: Institution $34.66 9. 23 B Grantors: Lydia T. Patten 0 Recorded: Book Number: 6-3-57 1353 q Use: Demolished Area: 4, 000 sq. ft. a Community College City $129.04 144.94 $2. 05 Page: 544 School $146.48 236.92 Date: 6-3-57 Notes: (1) County and Institution taxes for 1957 were computed by using 1956 ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market value of $4, 899 and County assessed value of $1, 710 include land only. (4) City assessed valuation of $6, 075 includes land only. p p 1957 1967 �,ruT g 29 Name and Address: Weiss Hall, 98 South River Street Assessed Value: County: $20,230 Market Value: County: City: $20,580 Date: 1966 $57,795 Date: 1966 Insurable Replacement Value: $112,000 Date: 1967 Insurable Sound Value: $92,000 Date: 1967 Purchase Price: $35,000 ■’ 0 Last Tax Paid: County $210.29 204.32 LI D Date: Institution $ 86.72 109.24 Grantors: Esther D Recorded: Book Number: 8-31-57 1363 Community College $24.27 School $463.05 802.62 Werber, executrix for Francis Dobson Page: Use: Presently used as a women's dormitory. Ar ea; 10, 526 sq. ft S55°20'W N55°20 E City $450. 70 491.03 124 Date: 8-31-57 S34°40'E N34°40'W Notes: 0 0 D (1) County and Institution taxes for 1957 were computed by using 1956 -ass­ essment and 1957 millage. City and School taxes for 1957 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $57, 795 includes land ($14, 600) and improve­ ments ($43, 195). (4) County assessed valuation of $20,230 includes land ($5, 110) and im­ provements ($15,120). (5) City assessed valuation of $20,580 includes land ($6,400) and improve­ ments ($13,680). 1957 1967 �30, 31 0 n □ Name and Address: Parrish Hall, 16 South River Street Assessed Value: County: $123,610 Market Value: County: Date: 1966 $353,170 Date: 1966 Insurable Replacement Value: $625,500 Date: 1967 Insurable Sound Value: $545,500 Date: 1967 Purchase Price: $350,000 City: $156.974 Date: Last Tax Paid: County $1,650.*06 1,248.46 J Institution $448.38 667.49 Community College $ $148.33 Grantors: Glen Alden Corporation Recorded: Book Number: 12-18-58 1412 Page: 82 City 374.29 3,745.39 $ School 427.28 6, 121.98 Date: 12-18-58 Use: This building presently houses the Economics, Political, Psychology, and Sociology Departments. Area: 43, 340 sq. ft. IS N55°20'E S55°20'W 195 7 1967 S34°40i E N35V'16'W Notes: I I ): (1) County and Institution taxes for 1957 were computed by using 1956 as s essment and 1957 millage. City and School taxes for 1957 are actual "taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) County market valuation of $353, 170 includes land ($72, 000} and improve­ ments ($281,410). (4) County assessed valuation of $123,610 includes land ($25, 000) and im­ provements ($98,410). (5) City assessed valuation of $156, 974 includes land ($50, 064) and improve­ ments ($94, 910). (6) The County assessment card for Parrish Hall includes the Parking Lot (28- 30 South River Street) and Chapman Hall (24 South River Street). (7) The City assesses the Snack Bar separately at $13. 351. �p u 1 32, 33 Name and Address: Snack Bar and Guidance Center, 32-42 South River Street Assessed Value: County: $11,670 Market Value: County: Date: 1966 $33,321 Date: 1966 Insurable Replacement Value: $89,000 Date: 1967 .Insurable Sound Value: $62,000 Date: 1967 D Purchase Price: Gift 'j Last Tax Paid: J 0 County $107.36 117. 86 § 1? IB Institution $116.70 63. 01 Community College Estate of Gilbert McClintock Recorded: Book Number: 10-26-59 1440 |B Area: 5, 360 sq. ft io Notes: S34°40'E N55°20'E City $312.41 318.55 $140.04 Grantors: Snack Bar and Guidance Center I $13,351 Date: Use: :: City: Page: 40 School $333.78 520. 68 Date: 9-23-59 N34°40'W S55°20'W (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959 millage. City and School taxes for 1959 are actual taxes pa: L (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $13, 351 includes land ($2.. 390) and improve­ ments ($10, 961). 1959 1967 �34 a c Name and Address: Denison Hall, 180 South River Street Assessed Value: County: $13,460 Market Value: C ounty: $23,950 Date- 1966 $38,451 Date: 1966 Insurable Replacement Value: $80.000 Date: 1967 Insurable Sound Value: $48, 000 Date: 1967 Purchase Price: $35,000 City: Last Tax Paid: C ounty $220. 34 135.94 ■u Date: Institution $117.35 72. 68 Community __ College City $560.43 571.44 $16. 15 School $598.75 934.05 fD iO 1 s Grantors: Rosanne and Lanning Harvey Recorded: Book Number: 10-30-59 1440 Page: (Jse: Presently used as a women's dormitory. Area: 16, 874 sq. ft. N55°36'E S34°30'E 202 Date: 10-28-59 N34°45'W S54°57'W Notes: (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959,millage. City and School taxes for 1959 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19b6 ass­ essment and 1967 millage. (3) County market valuation of $38,451 includes land ($13,684' and improv ments ($24, 767). (4) County assessed valuation of $13,460 includes land ^$4,790) and im­ provements ($8, 670). (5) City assessed valuation of $23, 950 includes land ($11,000) and improve­ ments ($12, 950). 1958 1967 �I 1 P I iL J ■ D (0 n 35 Name and Address: Hillman Property, 157 South Franklin Street Assessed Value: County: $2,290 Market Value: County: $6,540 Date: 1966 Date: 1966 Insurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 1967 C $6,077 $16,000 Purchase Price: Date: Last Tax Paid; fo I 6J City: County $119.95 23. 12 Institution $64.13 12. 36 Community College City $155.87 144.95 $5. 03 Grantors: Frederick and Mabel M. Hillman Recorded: Book Number: 11-9-59 1440 Use: Building has been demolished. Area: 8, 102. 6 sq. ft. Page: 253 School $237.00 237.00 Date: 1959 1967 11-2-59 Notes: fB r5 B MNMMM (1) County and Institution taxes for 1959 were computed by using 1958 ass­ essment and 1959 millage. City and School taxes for 1959 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) Both the three-story building and the garage were razed in 19c>0- there­ fore, 1967 County market value of $6,540 and 1967 County assessed -valuation of $2, 290 are for land only. (4) County assessed valuation prior to demolition was $11.877 and was divided into $6, 077 for land., $5,500 for the three-story building, and $300 for the garage. 1 �I ■ 1 T L 36 Name and Address: Slocum Hall, 115 South Franklin Street Assessed Value: County: $7,980 Market Value: County: Date: 1966 $22,790 Date: 1966 Insurable Replacement Value: $96,000 Date: 1967 Insurable Sound Value: $56,000 Date: 1967 Purchase Price: $25,000 "U i City: $11,448 Date: Last Tax Paid: County $114.52 127.41 1 Institution $60. 99 46. 19 Community College City $271.55 273. 14 $8. 10 School $297.65 446.47 n I - Grantors: F. Noretta Howorth Recorded: Book Number: 6-2-61 1477 Page: Use: Presently used as a women's dormitory. Aiea: 8, 858 sq. ft. S34°40!E S55°20'W 712 Date: 5-24-61 N34°40'W N55°20'E Notes: (1) County and Institution taxes for 196 1 were computed by using I960 ass­ essment and 1961 millage. City and School taxes for 1961 are actual taxes pale. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $11,448 includes land ($3,400) and improve­ ments ($8, 048). n! 'n i 1961 1967 �Name and Address: Miner Hall. 264 South Franklin Street Assessed Value: County: $19,180 Market Value: County: Date: 1966 $54,. 799 Date: 1966 Insurable Replacement Value: $116,. 000 Date: 1967 Insurable Sound Value: $74,000 Date: 1967 Purchase Price: $20, 500 City: $19. 450 Date: Last Tax Paid: County $176. 45’ 193.71 NT Li Institution $93.98 103.57 Grantors: Grace Miner Recorded: Book Number: 12-11-61 1490 C ommunity College $23.01 Page: Use: Presently used as a women's dormitory. Area: 18, 588 sq. ft S55°20'W N55°l/2iW City. $718.72 464.07 1048 School $787.80 758. 55 Date: 1961 1967 11-3-61 N34°30 1/2'E S34°40E Notes: (1) County and Institution taxes for 1961 were computed by using I960 ass­ essment and 1961 millage. City and School taxes for 1961 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (31 County market valuation of $54,799 includes land ($12,750; and imp: d e­ ments ($42, 049). (4) City assessed valuation of $19 450 includes land ($5, 500) and improve­ ments ($13, 950). �38 J 0 Name and Address: Ahlborn Property, 131 South Franklin Street Assessed Value: County: $24,670 Market Value: County: Date: 1966 $70,490 Date: 1966 Insurable Replacement Value: $170,000 Date: 1967 Insurable Sound Value: $118,000 Date: 1967 Purchase Price: $30,000 City: $14,908 Date: Last Tax Paid: c ] ■ li County $226.96 249.16 Institution $145.55 133,21 Community College City $263.28 355.70 $29,60 School $313.07 581.41 Grantors: Ruth Ahlborn, Sarah and William Chaffee, H.A. Hazen, Donald Hazen, N. Gurney, and Margaret Ahlborn, Recorded: Book Number: 3-30-62 1495 Page: Use: Presently used as a women's dormitory. Area: 10, 080 sq. ft. N55°20'E N34°40'W 882 Date: 2-3-62 S55°20'W S34°40sE Notes: r~ ! n I 0 (1) County and Institution taxes for 1962 were computed by using 1961 assessment and 1962 millage, City and School taxes for 1962 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) City assessed valuation of $14, 908 includes land ($7,458) and im­ provements ($7,450). (4) The County records includes Sturdevant. Hall, 129 South Franklm Street and the Ahlborn property , 131 South Franklin Street on the same assessment card. Therefore, market valuation, assessed valuation, and all County taxes for both properties are the same. (5) Insurable replacement and insurable sound values are the same for both properties. (6) City assessment records maintain separate cards for both properties. These separate assessments were used to compute city and school district taxes for 1967. ni « 1962 1967 �0 in ■ U) ■n J J 39 Name and Address: Hainna Hall, 230 South River Street Assessed Value: County: $4,740 Market Value: County: Date: 1966 $13,510 Date: 1966 Insurable Replacement Value: $45,000 Date: 1967 Insurable Sound Value: $25,000 Date: 1967 Purchase Price: $15,000 Date: Last Tax Paid; a Q County $69. 92 ’ 86. 59 0 g g Institution $44.84 46. 11 Grantors: Thomas W Recorded: Book Number : 6-17-63 1523 Area; 1: $7,600 ■■ g JI City: Community C ollege City $177.94 181.33 $10.24 School $203.82 294.40 1963 1967 and Carrie M. Watkins Page: 885 Date: 6-18-63 4, 000 sq. ft. Notes: (1) County and Institution taxes for 1963 were computed by using 1962 ass­ essment and 1963 millage. City and School taxes for 1963 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) Hainna Hall was demolished in June, 1968. (4) County market valuation prior to demolition was $13 510 and included land ($3, 578' and improvements ($9, 932). (5) County assessed valuation of $4, 730 included land ($1,250) and im­ provements ($3,480). (6) City assessed valuation of $^ ,600 included land ($3, 000) and improve­ ments ($4, 600). '■ i n �-I 40 t 1 Ui Name and Address: Field House #1, Edwardsville J Assessed Value: County: $1, 160 Date: 1966 Market Value: County: $3,312 Date: 1966 Insurable Replacement Value: $112,000 Date- 1967 Insurable Sound Value: $108,000 Date: 1967 Purchase Price: $38,000 n Ui j a |a JI B 0 a 1 0 B O I 1 Date: Last Tax Paid: County $11.71 Institution $6. 26 ~ Community College $1.39 Grantors: Glen Alden Corporation Recorded: Book Number: 12-6-63 1535 Use; Athletic field and front field house Area: 10.24 acres S49°30'W N32°30'W Page: 150 Municipal $17.40 Date: School $46.40 1967 12-6-63 N49°30'E S40°30'E Notes: (1) County and Institution taxes for 1967 were computed by using 1966 asse- sment and 1967 millage. Borough and School taxes for 1967 were computed co u.-bii 1966 County assessment and 1967 borough and school millage. (2) County market value includes Lot #13 ($3. 072) and Lot #15 ^$240'. (3) County assessed valuation includes Lot #13 ($1, 080) and Lot #15 (S30'. (4) Areas for Lot #13 and Lot #15 are 6.24 acres and 4 acres respe tively. �Date: Last Tax Paid: C punt $5. 35 3 Institution $2. 86 Grantors: Andrew Barney Recorded: Book Number: 4-27-64 1543 Use: Field House (rear) Area: 0.5 acres N52°45'E N37°15'E Community College $.63 Page; 81 Municipal $7. 95 Date: School $21. 20 4-27-64 S52°45'W S37°15'W Notes: County and Institution taxes for 1967 were computed by using 196c assessment and 1967 millage. Municipal and School taxes for 196" were compute 1 by using 1966 County assessment and 1967 borough and school millages 15 and 40 mills respectively. 1967 �41 Name and Address: Women's Dormitory, 36 West River Street Assessed Value: County: $21, 500 Market Value: County: Date: 1966 $61,412 Date: 1966 .Insurable Replacement Value: $126,000 Date: 1967 Insurable Sound Value: $111,000 Date: 1967 Purchase Price: $40,000 City: $23,358 Last Tax Paid; - 1 fl 2 C ounty $261.00 217. 15 Date: Institution $152.56 109.08 Community College City. $584.18 557.32 $25.80 Grantors: Michael and Esther McLaughlin Recorded: Book Number: 7-17-64 1548 School $642.34 910. 96 1 Page: Use: Presently used as a women's dormitory. Area: 6, 800 sq. ft. S34°40'E S55°20'W 672 Date: 7-15-64 N34°40'W N55°20'E Notes: I n ■ (1) County and Institution taxes for 1964 were computed by using 19r 1 essment and 1964 millage. City and School taxes for 1964 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. (3) City assessed valuation of $23. 358 includes land ($8, 008) and immo ■-> ments ($15, 350). 1964 1967 �JI 42 Name and Address: Gutman Property, 280 South Franklin Street 3 3 Assessed Value: County: $7,720 Market Value: County: Date: 1966 $22,055 Date: 1966 Insurable Replacement Value: $80, 000 Date: 1967 Insurable Sound Value: $45,000 Date: 1967 Purchase Price: Gift City: $10,000 Last Tax Paid: I County $101.85 77. 97 -J Date: Institution $57.23 41.68 Community College $9. 26 City $238.60 256.,50 School $275.00 390. 00 1J J Grantors: Rachel Wolfe Gutman Recorded: Book Number: 10-7-64 1554 Use: Area: J I U I n Fl ffll Bl L Page: 542 Date: 10-7-64 This property has always been used for apartments. 9, 350 sq. ft. N55°20'E S34°40iE S55°20'W N34°40’W Notes: (1) County, Institution, City, and School taxes for 1964 are actual taxes paid by the College. (2) County, Institution, City and School taxes for 196 7 are actual taxes paid by the College. (3) City assessed valuation of $10, 000 includes land ($2, 300) and imp: ments ($7,700). 1964 1967 �43 i B Name and Address: Concrete City, Hanover Township and Nanticoke City Assessed Value: County: $8.394.50 Date: 1966 Market Value: County: $24, 270. 00 Date: 196 6 HI It ..nsurable Replacement Value: Date: 1967 Insurable Sound Value: Date: 196’’ Purchase Price Gift Last Tax Paid: .. County $222.50 i n Date: Institution Til 1. 50 Community College Municipal $10.07 Nanticoke $ 35. 25 Hanover Twp. 127.5 9 Gr antors: Glen. Alden Corporation Recorded: Book Number: 12-31-64 1559 School $ 65.47 268.62 1967 1967 ■■ fl Use: Training Center Area: 39 acres Page: 251 Date: 12-30-64 Notes: ' i a a I JI (1) The taxing districts for Concrete City are Hanover Township. ano N ■ticck City. Approximately eight acres or one-fifth of the focal area of Concrete Ci:v is situ­ ated in Nanticoke. Thus, Municipal and School taxes for this acreage were computed by using one-fifth of the assessed County valuation for 1966 ($1,678. 90' and the 19b‘7 municipal and school millages for Nanticoke City, 21 and 39 mills respect-. ely. Likwise, municipal and school taxes for the remaining a- reage, which is situated ii. Ha over Township have been computed by using four-til ths of the County assessed a'.ua tion for 1966 ($6 715.60) and the 1967 municipal anct school millages for Hanover Tow ship, 19 and 40 mills respectively. (2) County and Institution taxes for 1967 were compued by using 1966 assess ment and 1967 millage. (3) County market valuation of $24 270 includes land ($2, 340' and improve­ ments ($21, 930). (4) This pi opcity may be located in County records on Aerial Map K8, Block "A", Lot 5. �44 fl' 8 n 0 Name and Address: Chase Apartment Building. 76 West South Street Assessed Value: County: $6,320 Market Value: County: Date: 1966 $18 075 Date: 1966 .Insurable Replacement Value; $66.. 000 Date: 1967 Insurable Sound Value: $46.. 000 Date: 1967 Purchase Price: $12,500 City: $6,879 Last Tax Paid: County $9'7.50 ’ 63. 83 0 n Date: .Institution $61.00 34. 12 C ommunity College City $172.04 164.13 $7. 58 Grantor s: Estate of Hamilton and Lieuween Chase Recorded: Book Number: 4-13-65 1564 Page: Use: Presently used as a womeks dormitory. Area: 2,625 sq. ft. 1st Thereof 5, 250 sq. ft. - 2nd Thereof 679 School S247.64 268.28 Date: 2-23-65 ■ S56°56'W, N55 o 56:E, N34 o 40'W, S34 o 40 E o o S55°54'W, N56°56'W, S34°18 E, N34°40E Notes: (1) County and Institution taxes for 1965 were computed by using 1964 ass essment and 1965 millage. City and School taxes for 1965 are actual taxes paid. (2) All County and City taxes for 1967 were computed by using 19r-6 — -essment and 196 7 millage. (3) County market valuation of $18. 075 includes land ($2. 240'- and improve ments ($15., 835). (4) County assessed valuation of $b, 320 includes land ($7S0'i and improrements ($5,540). (5) City assessed valuation of $6.87 9 includes land ($3,279' and improv-ments ($3, 600). 1965 1967 �d! 45 Name and Address: Brockman Property, 246 South River Street Assessed Value: County: $3,450 Market Value: County: Date: 1966 $9,850 Date: 1966 Insurable Replacement Value: $25,000 Date: 1967 Insurable Sound Value: $14,000 1 Purchase Price: $11,500 1 Last Tax Paid: County $54.82 47. 67 1 TjJj n City $4,276 Date: Institution $28.19 25.48 Community College City $136.95 102.02 $5. 66 Grantors: Stanley and Anna Brockman Recorded: Book Number: 4-19-65 1565 Page: 282 School $197. 13 166.76 Date: 4-15-65 Use: Building was demolished in 1966; lot is presently used as a parking area. s Ar ea: 4, 066 sq. ft. R Notes: a Oj L_ S55 ^20'W N55°20'E S34°59'E N34°5 9'W (1) County and Institution taxes for 1965 were computed by using 1964 assessment and 1965 millage. City and School taxes for 1965 are actual taxes paid, (2) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (3) Both County and City assessment figures for 1966 are based on '.he value of the land only. 1965 1967 �Name and Addres:s: Women's Dormitory Assessed Value: County: $7,980 Market Value: County: 150 South River Street Date: 1966 $22,798 Date: 1966 Insurable Replacement Value: $102 000 Date: 1967 Insurable Sound Value: $66,000 Date: 1967 Purchase Price: $40, 000 City: $13,800 Date: . Last Tax Paid: County $51.15 78. 28 Institution $35.65 41.85 Community College $9. 30 Grantors: Margaret and Edward Yashinski Recorded: 6-30-54 Book Number : 1570 Page: Use: Presently used as a women's dormitory. Area: 17, 020 sq. ft N55°E N35°W 316 CitY S285.13 353.97 School $496.80 538.20 Date: 6-29-65 S55° 20'W S35°E Notes: 3 3 . i i i ' ' , I 1| (1) County, Institution, City, and School taxes for 1965 are actual taxes paid by Wilkes College. (2) County, Institution. Community College, City, and School taxes for 1967 are actual taxes paid by Wilkes College. (3) City assessed valuation of $13, 800 includes land ($6, 100) and improve­ ments ($7, 7 00). 1965 1967 �n 47 n Name and Address: New Men's Dormitory. 262-64 South River Street Assessed Value: County: Market Value: County: $673., 400 City: Date: 1966 Date; 1906 Insurable Replacement Value: $136., 000 Date: 1967 .Insurable Sound Value; $115.000 Date: 1967 Purchase Price: $28,303 Cast Tax Paid; County 2 '1 Date: Institution Community College City School $16“067.32 $26,626.00 Grantors; Wilkes-Barre Redevelopment Authority Recorded: Book Number: 8-1-65 1570 Use: Cafeteria and merrs dormitory Area: 90, 306 sq. ft. + 4, 036 sq. ft. Page: 874 Date: 8-1=65 f— Notes; '0 1 )■ n □ 1) In view of the fact that the County has set neither an assessed value nor a market value, County, Institution, and Community College taxes for 1967 are neither available nor can they be realistically computed. 2) City and School taxes for 1967 were computed by using 1966 assessment and 1967 millage. 3) The College purchased the property from the Wilkes-Barre Redevelop­ ment Authority for $23, 808; cost of construction of the building was $1, 950, 000. 4) The grantor for the total area of land was the Wilkes-Barre Redevelop­ ment Authority; however, data concerning original individual owners together with pertinent statistical data concerning the original separate properties is found on the accompanying data sheets. 1967 �1 ffi T! REDEVELOPMENT AUTHORITY PRO PERT Y ~DE~S CRIP T ION AND DEED DATA LOT 1 2 3 4 5 6 7 27 28 29 30 31 32 33 34 35 36 20 21 22 24 25 26 27 28 29 30 31 32 33 34 35 ORIGINAL OWNER Heidenr eich Stolfi Stolfi Havas Gruvis W illiams Brennan Shepard Gleason Barnes Peter s McGour ty Taylor F isher Clausen Nicholson Redevelopment Stolfi Stolfi Temple Israel St anave Stephenson Fraley Snyder Fiesler Dewell Kovac Simpson Corp. Simpson Corp. Westmoreland Caruso Lumley WRIGHT ST. ADDRESS 36-38-40 32-34 30 28 26 22-24 14-16-18-20 62 60 58 56 54 52 50 48 46 42-44 15-17 19 21 27 29 31 33 35 37 39 41 43 51 57 59 DEED NUMBER 1501-163 1547-522 1547-520 1525-569 1528-14 1532-884 1491-38 1324-635 1528- 1 1519-562 1541-78 1539-578' 1543-723 1525-563 1543-762 1529- 11 1543-1102 1538-923 1538-923 1514-676 1527-936 1525-557 1526- 1193 1527- 927 1531-615 1551-1024 1543- 480 1544- 480 1553-1 1525-1191 1527-227 AREA 40 x 94 40 x 162 40 x 165 20 x 135 20 x 135 40 x 142 56 x 76 40 x 141 15 x 97 15 x 97 15x97 15 x 97 15 x 97 15 x 97 14 x 97 14 x 97 40 x 122 40 x 60 20 x 60 20 x 60 20 x 7 5 20 x 70 20 x 80 20 x 80 19 x 80 20 x 80 20 x 72 20 x 70 44 x 57 44 x 80 21 x 85 19 x 85 Notes: The names listed above are those of the original owners from whom the Redevelopment Authority purchased the properties. �I .. REDEVELOPMENT AUTHOR1TY PROPERTIES county’ VALUATIONS AND COUNTY TAXES fi ] g i 1 ■ LOT YEAR ACQ. 1 2 3 4 5 6 7 27 28 29 30 31 32 33 34 35 36 20 21 22 24 25 26 27 28 29 30 31 32 33 34 35 1964 1964 1964 1963 1963 1963 1963 1963 1963 1963 1964 1964 1964 1963 1964 1963 1964 1964 1964 1964 1963 1963 1964 1963 1963 1963 1964 1964 1964 1964 1963 1963 ORIGINAL OWNER WRIGHT ST. ADDRESS MKT. VALUE Heidenr eich 36-38-40 $ 633 Stolfi 32-34 19:850 20.. 292 Stolfi 30 Havas 28 379 26 Gruvis 37 9 22-24 Williams 778 Brennan 863 14-16- 18-20 800 Shepard 62 Gleason 60 220 240 58 Barnes 260 Peter s 56 McGourty 54 260 Taylor 52 260 Fisher 50 260 Clausen 48 220 Nichol son 240 46 Redevelopment 42-44 2, 880 Stolfi .15-17 8.042 Stolfi 5, 874 19 Temple Israel 21 609 Stanave 27 287 Stephenson 273 29 F raley 31 283 Snyder 33 292 Fiesler 35 27 0 Dewell 37 292 Kovac 5. 936 39 Simpson Corp. 41 27 3 Simpson Corp. 43 542 Westmoreland 51 780 Caruso 57 316 Lu ml ey 286 59 ASSD. VALUE $ 220 6, 950 * 7,100 * 130 130 27 0 300 280 80 80 90 90 90 90 80 80 1,010 2. 820 ■’ 2,060 : 250 100 100 100 100 90 100 2,080 •: 100 190 270 110 100 COUNTY TAX $ 5G.45 65. 10 65. 10 22. 42 22. 42 25. 76 43. 13 27. 87 16. 98 17. 06 20. 05 20. 05 20. 05 17. 57 19. 21 17. 06 31. 50 34. 44 32. 40 16. 80 18. 49 14. 90 14. 70 17. 72 15. 61 15. 89 22. 81 15. 96 16. 80 27. 93 13. 24 12. 51 INST. TAX $ 28. 34 36. 58 36. 58 14. 38 14. 37 16. 52 27. 66 17.. 87 10. 89 10. 94 11. 26 11.26 11. 26 11. 26 10. 79 10. 94 17. 70 19. 35 18. 78 9. 44 11. 85 8. 26 9. 04 10. 01 10. 19 17. 19 8. 96 9. 44 15. 69 8. 49 8. 02 Notes: 1) The names listed above are those of the original owners from whom the Redevelopment Authority purchased the properties. All of these properties on which the New Men's Dormitory is now located were part of the Wright Street Pro­ ject and were acquired by the Redevelopment Authority in 1963 and 1964, and were acquired by the College from.the Redevelopment Authority in 1965. JI 1 �■M* 2) Market and assessed valuations for the properties listed above are taken from County assessment data as of the time of acquisition by the Redevelopment Authority and are for land only, except those marked with an asterisk which in­ clude land and buildings. 3) For properties acquired by the Redevelopment Authority in 1963, County and Institution taxes were computed by using 1963 County assessed valuations and 1964 tax millages. 4) For properties acquired by the Redevelopment Authority in 1964, County and Institution taxes were computed by using 1964 County assessed valuations and 1965 tax millages. B - a �ldl! REDEVELOPMENT AUTHORITY PROPERTIES CITY VALUATIONS AND CITY TAXES LOT 18A 6A 6 5 4 3 2 2A 16 s a 14 13 12 11 10 9 8 26 * 4 25 24 23 22 21 20 19 sf: f g I IL' ni 18 12 17 16 YEAR ACQ. 1964 1964 1964 1963 1963 1963 1963 1963 1963 1963 1963 1964 1964 1964 1963 1964 1963 1964 1964 1964 1964 1963 1963 1964 1963 1963 1963 1964 1964 1964 1964 1963 1963 ORIGINAL OWNER Heidenreich Stolfi Stolfi Havas Gruvis Williams Brennan Shepard Gleason Barnes Peters McGourty Taylor Fisher Clausen Nichol son R e.development Stolfi Stolfi Temple Israel Stanave Stephenson F raley Snyder F iesler Dewell Kovac Simpson Corp. Simpson Corp. Westmoreland Caruso Lumley WRIGHT ST. ADDRESS 36-38-40 32-34 30 28 26 22-24 14-16 18-20 62 60 58 56 54 52 50 48 46 42-44 15-17 19 21 27 29 31 33 35 37 39 41 43 51 57 59 ASSD. VALUE CITY TAX SCHOOL TAX 5, 700 7, 400 2,511 2, 491 2, 800 3, 107 2, 895 $ 59. 52 142.55 185. 07 62. 09 61. 60 69. 24 76. 83 71. 59 $ 65.45 156. 75 203. 50 69. 05 68. 50 77. 00 85. 44 79. 61 1,700 42. 04 46. 75 1., 792 1,792 1,942 1, 692 1, 607 1,733 3,700 2, 480 44. 44. 48. 41. 40. 42. 92. 62. 81 81 56 84 19 85 53 02 49. 28 49. 28 53. 04 46. 53 44. 19 47. 65 101.75 68. 20 1,440 2, 260 1, 390 1,540 1.540 1,487 1,700 2,220 1,920 36. 55. 34. 38. 38. 36. 42. 33. 48. 01 88 37 51 08 77 04 51 01 39. 60 62. 15 38. 22 42. 35 42. 35 40. 89 46. :: 61. t n 52. 80 2, 518 1, 382 1,498 62. 97 34. 17 37. 04 65. 50 41. 19 $ 2, 380 * Notes: 1) The names listed above, are those of the original owners from whom the Redevelopment Authority purchased the properties. All of these properties on which the New Men's Dormitory is now located were part of the Wright Street Pro­ ject and were acquired by the Redevelopment Authority in 1963 and 1964, and were acquired by the College from the Redevelopment Authority in 1965. 5 5 6 7 �I J 3 a a n r. ’I JI i ra ■ 1 2) Assessed valuations tor the properties listed above are taken from City­ assessment data as of the time of acquisition by the Redevelopment Authority. 3) For properties acquired by the Redevelopment Authority in 1963, City and School taxes were computed by using 1963 City assessed valuations and 1964 tax millages. 4} For properties acquired by the Redevelopment Authority in 1964. City and School taxes were computed by using 1964 City assessed valuations and 1965 tax millages. 5) City assessed valuation and City and School tax figur es for 62 and 5 8 Wright Street are unavailable. 6) City assessment and fax records combine 15-17 and 19 Wright Street: therefore assessed valuation and taxes listed for 15-17 Wright Street include 19 Wright Street. 7) City assessment and tax records combine 41 and 43 Wright Street: therefore, assessed valuation and taxes listed for 41 Wright Street include 43 Wright Street. �R71 48 cl E p [Tji 1 Name and Address; Student Activities Building, 76 West Northampton Street Assessed Value: County: $8 540 nil dL Market Value: County: Date: 1966 $24,410 Date: 1966 a Insurable Replacement Value: $105,000 Date: 1967 Insurable Sound Value: $75, 000 Date: 1967 I Purchase Price: $25, 000 R|Us Last Tax Paid: County $62.92 78. 27 City: $13,000 Date: Institution $44.82 41. 85 Community College . City $172.04 310. 18 B D Grantors: Edward and Alice Williams 10 Recorded: Book Number: 8-6-b5 1573 fra Use: Presently houses offices for the Beacon, Amnicola Area: 7,200 sq. ft. la $9.30 Page: 729 School $247.64 507.00 Date: 8-2-65 and Student Government. $ Notes: r r> U f [1 1 I (1) County and Institution taxes for 1965 were computed by using 1964 ass­ essment and 1965 millage. City and School taxes for 1965 are actual taxes paid. (2)> All County and City taxes for 1967 were computed by using i960 assess­ ment and 1967 millage. (3) County market valuation ol $24,410 includes land ($4. 082) and improvements ($20, 328). (4) County assessed valuation ol $8 540 includes land ($1,430) and impr -•’■ements ($7, 110). (5) City assessed valuation ol $13 000 includes land ($6 000 and improvements ($7, 000). 1965 1967 �Ml ■■MBH! , I?Ji 1 ■ r 1 I ■ r u B y 49 Name and Address: Center For The Performing Arts, West South and River Streets Assessed Value: County: Market Value: County: City: $300,000 Date. 1966 Date: - Insurable Replacement Value: $910,000 Date: 1967 Insurable Sound Value: $910,000 Date; 1967 Purchase Price: Gift Last Tax Paid: County Date: Institution C ommunity College City $7.. 158. 00 School $11,700.00 Grantors: Wyoming Valley Society of Arts and Sciences Recorded: Book Number: 10-16-64 1555 Use: Theater Area: 32, 550 sq. ft Page: 310 Date: 3-28-65 Notes: i : J 7 ij J ;n ‘ I 1} In view of the fact that the County has set neither an assessed value nor a market value, County, Institution, and Community College taxes for 1967 are neither available nor can they be realistically computed. 2) City and School taxes for 1967 were computed by using 1966 assessment and 1967 millage. 3) The County has not yet assessed this property: the land was assessed by the County at $9, 750 prior to construction. 4) Since the building was newly constructed by the College, purchase price data is not available. However, the construction cost for the building is $934 009. 5) City assessed valuation of $300, 000 includes land ($16.000) and improve­ ments ($284, 000). 1967 �k' 50 Name and Address: Eagen Property, 237-39 South Franklin Street f Assessed Value: County: $11, 990 Market Value: County: Date: 1966 $34,262 Date: 1966 Insurable Replacement Value: $98,000 Date: 1967 Insurable Sound Value: $ 58, 000 Date: 1967 Purchase Price: $40,000 City: $11.. 365 Last Tax Paid; County $ 89.93 121. 09 Grantors: Date: Institution $56.35 67. 74 Community College $14,38 Recorded: 10-28-66 Book Number: 1603 - Use: Presently used as a women's dormitory. Area: 10, 040 sq. ft. U' School $443.24 332.44 Joseph and Marguerite Eagen r Hi f=? City $306.08 271.68 Page: N55°40'W S34°40'E 572 Date: 10-26-66 S55°40'E N34°40'W Notes: ■ 5' 1, 1 |M (1) All County and City taxes for 1966 are actual taxes paid by Wilkes College. (2) All County and City taxes for 1967 were computed by using 19oc assessment and 1967 millage. (3) City assessed valuation of $11, 365 includes land ($3, 940) and im­ provements ($7,425). 1966 1967 �51 .. Name and Address: Kaswinkel Property, 68-74 West Northampton Street Assessed Value: County: $18,000 Market Value: County: $51,736 $33,890 Date: 1^66 Date: 1966 Insurable Replacement Value: $190,000 Date: 1967 Insurable Sound Value: $135,000 Date: 1967 Purchase Price: $62,000 City: ■ dill a Last Tax Paid: County $182.81 Grantors: Date: Institution $97.74 7 City $808.62 School $1, 321.71 Albert Kaswinkel Recorded: 2-1-67 Book Number: 1609 1 Community College $21.72 Page: 97 Use: Presently used as a women's dormitory. Area: 18, 420 sq. ft. Date: 2-1-67 - 1 1a Notes: (1) All County and City taxes for 1967 are actual taxes paid by Wilkes College. (2) City assessed valuation of $33, 890 includes land ($13, 200) and im­ provements ($20,690). 1967 �i 1* L: T ‘ J. J: ' 52 Name and Address: Christian Science Building, 185 South Franklin Street Assessed Value:; County: $23, 510 Market Value: County: Date: 1966 $67,182 Date: 1966 Insurable Replacement Value: $81,000 Date: 1967 Insurable Sound Value: $65,000 Date: 1967 Purchase Price: $160,000 City: $18,550 ■ I 11 Last Tax Paid: 0 C ounty '$237.45 Date: Institution $126.95 Community College $28.21 City $442.60 School $723.45 T? .1 J I 0 0 D - Grantors: First Church of Christ Scientist Recorded: Book Number : 4-12-67 1613 Page: N34°40iW N55°20!E S34°47’E S55°20'W Use: Lecture Hall Area: 9, 000 sq. ft. 511 Date: 2-13-67 Notes; (1) This property was tax exempt at time of acquisition. (2) All County and City taxes for 1967 were computed by using 1966 assess­ ment and 1967 millage. 1967 �!iE di 53 bi! Name and Address: Sterling Property, 30 West River Street 1 K Assessed Value: County: $9,810 Market Value: County: 17 O' Date: 1966 $27,989 Date: 1966 Insurable Replacement Value: $65,000 Date: 1967 Insurable Sound Value: $59,000 Date: 1967 Purchase Price: $35,000 $18,750 Last Tax Paid: C ounty $161.60 99. 08 L' r idl City: Date: Institution $86. 40 52. 97 C ommunity College $11.77 City $480.93 558.32 School $731.25 910.96 Grantors: Miners National Bank, Executor for Ailine Payne Sterling Recorded: Book Number: 3-15-67 1611 Page: 257 Use: Presently used as a dormitory and offices. Area: 4, 500 sq. ft. Date: 3-15-67 Notes: (1) All County and Institution taxes for 1966 were computed by using 196^ assessment and 1966 millage. City and School taxes for 1966 were actual taxes paid by Wilkes College. (2) All County and City taxes for 1967 were computed by using 1966 ass­ essment and 1967 millage. (3) City assessed valuation of $18,750 includes land ($6,750) and improve­ ments ($12, 000). 1966 1967 �,T - . I 1 1 fi il 54 Name and Address: Schappert Property, 251 South River Street ■: fl Date: 1966 $22,555 Date: 1966 Insurable Replacement Value: $62,000 Date: 1967 Insurable Sound Value: $55,800 Date: 1967 Purchase Price: $25,000 Assessed Value: County: $7,800 Market Value: County: City: $9,925 0 Date: Last Tax Paid: County $ 78.78 100.24 Grantors: I Institution $42.12 53. 59 Community College $11.91 City $236.81 254.57 School $377.22 387. 07 N. Frederick Schappert Recorded: 7-14-67 Book Number: 1620 Page: 1163 Use: Presently used as a women's dormitory. Area: 6, 515 sq. ft S60°W S30°l/2'E Date: 7-13-67 N60°E N30°l /2'W Notes: (1) All County and City taxes for 1966 were computed by using 1965 ass­ essment and 1966 millage. (2) All County and City taxes for 1967 were computed by using 196b ass­ essment and 1967 millage. I 1966 1967 ��1 j. j : 56 I I 11 d n ti J Name and Address: Bedford Property, 96 West South Street Assessed Value: County: $4,730 Market Value: C ounty: $13,510 Date: 1966 Date: 1966 Insurable Replacement Value: $235,000 Date: 1967 Insurable Sound Value: $200,000 Date: 1967 Purchase Price: Gift City: $22,520 I Last Tax Paid: County $168.75 Grantors: Date: Institution $105.75 Community College $5. 67 City $537.32 School $878.28 Miners National Bank of Wilkes-Barre, Executor for Paul Bedford. Recorded: 11-17-67 Book Number: 1629 Page: 744 Use: Presently used for classrooms and offices Area: 15,485 sq. ft. N29°47:W N60o42’E Date: 11-17-67 S60°29'W S30°06’E Notes: J ! I n u n ■ I n (1) All County and City taxes for 1967 were computed by using 19*' assessment and 1967 millage. (2) City assessed valuation of $22, 520 includes land ($9, 000) and im­ provements ($13,520). 1967 �57 I I Name and Address: Whalen Property, 235 South Franklin Street Assessed Value: County: $8, 630 Market Value: County: City: $14,370 Date: 1966 $24,665 Date: 1966 Insurable Replacement Value: $120.000 Date: 1967 Insurable Sound Value: $84, 000 Date: 1967 Purchase Price: $40, 000 8 3 Last Tax Paid: a a S' 3. C ounty $87. 16 Date: Institution $46.60 Community College $10.35 City $342.86 Grantors: Edward and Jeanne M. Whalen Recorded: Book Number: 12-26-67 1631 Page: Use: Presently used as a women's dormitory. Area: 10,915 sq. ft. 3 S66°42'W N60°33'E 668 School $560.43 Date: 12-26-P7 N29o°37’W S29°37’E Notes: Q 0 0 0 (1) All County and City taxes for 1967 were computed by using 19^. essment and 1967 millage. (2) County market valuation of $24. 665 includes land ($6, 125) and improve­ ments ($18,540). (3) County assessed valuation of $8,630 includes land ($2 140' a: - :: provements ($6,490). (4) City assessed valuation of $14. 370 includes land ($7, 770) and impro -■>ments ($7, 800). 1967 �58 ‘ I Name and Address: Men's Dormitory, 262-64 South River Street Assessed Value: County: $12,470 Market Value: County: I Date: 1966 $35,624 Date: 1966 Insurable Replacement Value: $136,000 Date: 1967 Insurable Sound Value: $115,000 Date: 1967 id Purchase Price: $37,500 J] Last Tax Paid: City: $19, 170 _ 111 ■ County $125.94 .. L Date: Institution $67.33 Community College $14.96 City $464.07 School $758.65 Grantors: Westmoreland Building Corporation (from Joseph P. and Grace B. Flanagan) Recorded: Book Number: 2-20-68 1639 Page: 111 Use: Presently used as a men's dormitory. 3 Area: 4, 000 sq. ft. S34°40'E S55°20'W 808 Date: 2-20-68 N34°40'W N55°20‘E Notes: I ■ (1) All County and City taxes for 1967 were computed by using 1966 assessment and 1967 millage. (2) County market valuation of $35, 624 includes land ($2, 708) and improve­ ments ($32,916). (3) County assessed valuation of $12,470 includes land ($950) and improve­ ments ($11, 520). (4) City assessed valuation of $19, 170 includes land ($4,620) and improve­ ments ($14, 550). I 7 47 91 1967 �RIVER V I WILKES COLLEGE CENTER FOR , THE --- PERFORMING At \RTS. ‘ 1 J I fiura • i r l_£ 5 r? ~Sk.' h ' t Zb $ f—s’31 a 8 �&W. SOUTH 1“ 1X3 * d J 50i * *!*■ Coiyj * I& 2 13 □ bll 3 il rn ib g 0 il; I in lU ' j' 5j fl I; >r ? IE_c "''a'.'! ' |J< .'0 >’ , i *4 $ <:> S>4 p �ii SOUTH i J 50»’; „ «’*■ • J 1 U * ^TEMPu/s/tfa A * Xz 2 5 a $ .■ * 3S23 □ .1 J D 3 !• Sf i- DIVVER !n 1U .n i r I'; 'a' 1 $> ? £ ': 5 _JL j? yi ■& S SJ �-Hi I % :o I■£ I XJ I •j-. Jie^.. .j ; 'vHTH: ■ —<3'—^r-- -r*----- 36*- ••a.:;^_r.-=<,_ r-X r -‘ .. Ml J f y^1 . /■^c^Sree ?.y*\ k ./ z<? £. rr|d £ 3 Mr ? ; rrfl : > f= fr : £C: ! 5 * ; 1 , -ES !♦z<! mL. • »z U 77J 232 »;u Jfoj&an. t L.j r © /» «7Z77GS ■* V S. MAIN f-M----- ^.. ’> i: W| 1 ) J *; ® -r* ML X-2«t_ ’P-------- ! , i I A l iHj <A«5-Z7 --~s! r qn s’U /‘Kh fl PRT'a- 0Vz7- —A & Gil r- ___ <Ktt£^------ PL •k: in? ies. t F.l l-’S L i — r n ? hXiRNUM i ” ,'E ' ■■■? M H£. — Q JI | [A JX JV/ 8 W IM —& �Lft® ----- hi 3? ?> n r ir CD o VEXES COLLEGE jj2> -I NATHAN DSHN/SON J L Jj B --yr-T^-r- -‘T <f<Z'7Z> Ik "L._ !;-l 5s ft "Pi ft fl Gn* ou a rtf WILKES I -—rfT*- - COLLEGE „ £jSTARK SCIENCE ELDC ±3£ ~J nij pj t i J LJ X, iFM 11 i' ft ■ i J" - ~1~ ■ 3,’ '■ P'-. 0 I *“ ■““* ~ ?/ EUGDJE SHEODQN EARLEY LIBRARY [‘ g. s p 11 k I T.i L** -4.-^ r$-^f5C..— ft 34 U r-y*] F ^axtaui Ctza af pF a F r/>—ft* ■ JUT I TST^ 1~ ~77---------- —JU —1 !Ct~ inr. o ~uT' S. FRANKLIN ~E77 /J7 �W. 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Of4pot nS-'S^" ?? tt u L I > a vi ] I —— ."C:,< Ol'S WYOMING 11 . a l»I IT?—E— jc^nHl^cOMMuiurr ■NFER C£A : ! >V£sr.iroH£lA»^ CLt I VALLEY ...... “? 'S HPD ■ iJ if ’ !S-T Bhptist Church n-n nt et tun Jf-ir rttllti cksiz I u L asUj6^ZA«®4^ j ji'...j,. ■■ 1 ■ L ? I fes *Ow/aIt#4 ?, Ij Ji »v< , I1 ‘I I -x-” . V'lyj•Tu>■ ij •t-L-'i ’]_• .*.! S-r'- • • *'i» '--z; » lXvaw >- <!-. ■ • -?r] VV . NORTHAMPTON ’.• i A>\$r , \-l I I ��1 *1 IBIIHBH iJ 1000151550 vil KFS COLIFGF I IRRKRY rd D 0 tr ill b 1 n I. J. �b ’ll I ’ I 1 i J Hubl Ur. r ■ ; 1 I E L U r? I 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 Real Property Inventory of Wilkes College, 1969 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 1969 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/64f89c7bf7bb9a1071c899d051610487.pdf 0bd3d6ece0eb8169c5f0a225e00ee37c PDF Text Text ■ —■ I uJ ! Iki i i PROCEEDINGS NINTH ANNUAL COMMUNITY I I i GROWTH CONFERENCE Kijj IE D •J C3 •j INSTITUTE OF REGIONAL AFFAIRS ■B ' ARCHIVES WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ’JS333 L8W682 • I ■ I K. 1 <76^7. _L-------------- < ■ �m T PROCEEDINGS NINTH ANNUAL COMMUNITY GROWTH CONFERENCE e. ■ ta a G ' ' . SH SEPTEMBER 24, 1969 WILKES-BARRE, PENNSYLVANIA 1 WILKES COLLEGE WILKES-3ARRE, PA. E (a in Fa Institute of Regional Affairs Wilkes College LB Wilkes-Barre, Pennsylvania 18703 £ 1 u �A R C S'; i V E S J I i I s I J I 5 I I I I I n t I I I I I FOREWORD In recent years we have become quite conscious of the idea of the "New Federalism" in the United States. The Committee for Economic Development in its 1966 report entitled "Modern Local Government" emphasized the idea that many of our local municipalities, authorities, and special districts have become obsolete. At one period in our history, these local governmental structures were well designed and served a very useful purpose. We are now in an area of great technological change. Twenty years ago Buck Rogers and a trip to the Moon was a figment of the imagination of its creator. Now it is reality. However, here on earth, adaptation to change has been very slow. The citizenry has been most reluctant to adapt local government to a twenty-first century role. The problems of a municipality are increasingly larger. Better services such as police protection, fire protection, waste disposal and many of the other normal functions o.f the municipality are becoming too expensive for our municipalities to handle. The purpose of the Ninth Annual Community Growth Conference is to examine some of these pro­ blems not from a community or municipal approach, but rather from a regional approach. Thus the focus of the Conference on the term "Regionalism". A region may be defined in a number of ways. It maybe thought of geographically, politically, ethnically or in many other ways. A region maybe large such as the megalopolis as described by Jean Gottman, or it maybe the standard metropolitan statistical code as defined by the Bureau of Census, or perhaps it could include the confines of the region as defined by the Economic Development Council of Northeastern Pennsylvania. This conference will attempt to present to its participants a greater understanding of the term Regionalism on a relatively small scale just taking into consideration a few of the practical problems.of our region such as the problem of mass transit and the increasingly important problem of solid waste management. >, Hugo V.Mailey , Director Institute of Regional Affairs ii �TABLE OF CONTENTS ii F oreward I iii Table of Contents Lil Program v Sponsors vii Introductory Remarks by Dr. Eugene S. Farley I i I I "THE NEW WAVE OF REGIONALISM" Introductory Remarks by Donald D. Moyer "Why Regionalism?" by Ralph R. Widner.............................. ! I "MASS TRANSIT" Introductory Remarks by Edward Schechter........... "The Erie Experience with Mass Transportation" by Thomas Burke............. "Research and Development for a Balanced State Transportation 1 2 3 11 12 System" 15 by Edwin W. Bickhart . . I 0 I fj I I I B I "SOLID WASTE MANAGEMENT" Introductory Remarks by Ellsworth C. Salisbury, Jr................................ "The Proposed Solid Waste Disposal Program in Allegheny County" by Maurice A. Shapiro................................................................ "Factors and Attitudes in Solid Waste Management" by Albert J. Klee ........................................................................... "The Role of Private Enterprise in Solid Waste Disposal" by Samuel J. Joseph........................................................................ "WHAT IS THE ROLE OF THE COUNTY?" Introductory Remarks by Edmund C. Wideman, Jr. "What is the Role of the County in Regionalism?" by Bernard F. Hillenbrand.................................... "PHILLIPS 66" Remarks of the Moderator by James Lee a iii I 24 26 31 38 44 45 57 �Discussion Guide -- Mass Transit 58 Discussion Summaries -- Mass Transit by Frank Chadwick ..................................... Donald D. Moyer................................... James F. Furey................................... 59 61 63 Discussion Guide -- Solid Waste 65 Discussion Summaries -- Solid Waste by Ellsworth C. Salisbury.... Mrs. Marjorie Bart ....................... Robert Betzler...................................... Joseph A. Macialek......................... Leo A. Corbett................................... Frederick J. Karl............................ Eugene F. Borofski......................... Willis W. Jones ................................. 66 69 71 73 75 77 79 81 Introductory Remarks by Mrs. Frank Henry APERCU" by Tom Bigler.................................................. 83 Closing Remarks by Dr. Hugo V. Mailey 86 Roster of Attendance 87 iv 84 �NINTH ANNUAL COMMUNITY GROWTH CONFERENCE September 24, 1969 "REGIONALISM" Wilkes College New Dormitory Breakfast 8:30 - 9:30 A. M. Registration: Marjorie Bart, Wilkes-Barre City Councilwoman Dr. Eugene S. Farley, President, Wilkes College Welcome: Donald D. Moyer, Economic Development Council NPA Chairman: THE NEW WAVE OF REGIONALISM Topic: Ralph R. Widner, Executive Director, Speaker: Appalachian Regional Commission Wilkes College Fine Arts Center 9:45 - 11:45 A. M. Topic: Chairman: Panelists: MASS TRANSIT Edward Schechter, Committee, Luzerne/Lackawa nna Transportation Study Thomas Burke, General Manager Erie Metropolitan Transit Authority Edwin W. Bickhart, Chief, Mass Transit Division Department of Community Affairs Coffee Break Wilkes College Fine Arts Center 11:00 A. M. Topic: Chairman: Panelists: SOLID WASTE MANAGEMENT Ellsworth C. Salisbury, Jr. Executive Vice President Greater Hazleton Chamber of Commerce Maurice A. Shapiro, Graduate School of Public Health University of Pittsburgh Albert J. Klee, Chief, Bureau of Solid Waste Mgmt., HEW Samuel J. Joseph, Vice President United Municipal Corporation, Harrisburg 12:00 - 2:00 P. M. Luncheon v Hotel Sterling Crystal Ballroom �Topic: Chairman: Speaker: ! I I I Hotel Sterling Crystal Ballroom 2:15 - 3:15 P. M. I I WHAT IS THE ROLE OF THE COUNTY? Edmund C. Wideman, Jr. Board of County Commissioners Luzerne County Bernard F. Hillenbrand, Executive Director National Association of Counties "PHILLIPS 66" Chairman: ! 0 3 3:30 - 4:00 P. M. Chairman: Speaker: 4:00 - 5:30 P. M. James Lee, Assistant to the Editor Times Leader Evening News "APERCU" Mrs. Frank M. Henry, President Junior League of Wilkes-Barre Tom Bigler, News Director, WBRE-TV Cocktail Hour I I I f I I I 0 fl I 8 I I !? Hotel Sterling Crystal Ballroom vi Hotel Sterling Adams Room �SPONSORS East Side Landfill Authority 1 Glace and Glace Greater Hazleton Chamber of Commerce I Greater Nanticoke Chamber of Commerce I JJ ! Greater Pittston Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Chamber of Commerce Home Builders Association of Northeastern Pennsylvania Jenkins Township Land Fill Junior League of Wilkes-Barre I Luzerne County Borough Association I I f ! I 0 I Northeastern National Bank Pocono Mountains Chamber of Commerce Redevelopment Authority of the City of Wilkes-Barre Alan M. Voorhees and Associates, Inc. WILK Radio WNEP - TV West Side Landfill Authority £ Wilkes-Barre Transit Authority vii I �INTRODUCTORY REMARKS by Dr. Eugene S. Farley, President Wilkes College It is indeed my pleasure to welcome all of you to the Ninth Annual Community Growth Conference. Many of you have joined with us in this Annual Conference to discuss the problems that affect all of Northeastern Pennsylvania. It is especially appropriate this year that we discuss the topic of "Regionalism". For those of us in higher education, we realize that there must be a greater relationship between the many and varied municipalities in Northeastern Pennsylvania. And being prompted by report is sued just a few years ago by the Council of Economic Development entitled "Modern Local Government", we realize that we can no longer think in terms of specific municipalities, but rather interms of a region. Wilkes College has played an important part in bringing together the independent colleges of Northeastern Pennsylvania. The College was also instrumental in establishing what is now known as the Economic Development Council of Northeastern Pennsylvania. The theme of this Conference is aimed at taking a look at but a few of the basic problems of Regionalism. We hope that these problems will be fully explored in our proceedings today. Therefore, we here at the College are extremely happy to be hosts and we hope that the discussions, comments and messages of the speakers will be of value to all of the public officials and interested citizens who are present today. It is indeed anhonor for Wilkes College through the Institute of Regional Affairs to be the hosts for a program that will deal with the major problems of our region. 1 - �J CI J i i 8 INTRODUCTION of Ralph R. Widner, Executive Director Appalachian Regional Commission by Donald D. Moyer Economic Development Council, NPA I am very pleased and honored to have been selected as the Chairman for the opening session of the Ninth Annual Community Growth Conference. lam especially pleased since the over-all theme of the Conference is one that is of vital interest to me. In my position with the Economic Development Council, we cover a seven-county area in Northeastern Pennsylvania which we like to call a single region. It is hoped that through the discussion this morning that a dialogue can be developed that will help lead to a breaking down of the barriers to Regionalism and the creation of new positions for cooperation. Our speaker at the opening session is certainly a man of vast experience in treating the problems of Regionalism from his post as Executive Director of the Appalachian Regional Commission. His topic, of course, will be "The New Wave of Regionalism. " I s IB D D 11 - 2 - �g 1 "WHY REGIONALISM?" by Ralph R. Widner, Executive Director Appalachian Regional Commission In the U. S. today we confront a wide range of domestic problems with which it is extremely difficult for local jurisdictions or states, by themselves, to deal. A new approach -- the cooperative, regional ap­ proach -- is developing as one way to solve such problems. I 1 We have recognized for a long time that our water problems,, for example, cannot be solved unless the states and jurisdictions in a river basin, such as the Susquehanna, are willing to work together with the national government in solving them. As air pollution becomes an increasingly serious menaceto public health, we have been forced to recognize that the atmosphere ignores political boundaries and that our air sheds cover vast territories that cross the lines of many local governments and states. The problems of our cities cross innumerable local boundaries, and 30 of our larger metropolitan areas cross state lines. s S I n Perhaps the most important reason for us to have finally recog­ nized the need for cooperation between states and between localities has been the profound change during the last several decades in the way and where the American people live. Since the end of World War II, the face of the U. S. has been drastically altered by massive migrations of people from rural areas into cities. About 35 million persons have shifted from the countryside into the metropolitan areas of the country since 1945. As a result, half the counties in the U. S. lost population between 1949 and I960,, despite the fact that the population of the U. S. , during the same period increased by 47 million. Half of all our population growth in the nation is now occurring in metropolitan areas containing more than one million persons. This is the largest migration of human beings in the history of mankind and it has led to two very severe and closely related problems. - 3 - □ �r------------ --- 8 s On the one hand, the rural areas and our smaller communities have suffered a tax drain as people and their incomes have moved away. This makes it even more difficult for rural governments to provide the local services their citizens require, and this has the effect of driving still more people away to the metropolitan areas. On the other side of the coin, our metropolitan areas are break­ ing down as these migrants jam into the ghettos and the economical­ ly better-off move out of the central city into the suburbs. B £ K E B B Intolerable tensions are building up behind these little Chinese walls of political boundaries. Rural communities are going broke. And the suburbs prosper and sprawl, duplicating the services and the facilities once provided by the nearby cities and smaller communities. Politically, our metropolitan areas find it almost impossib­ le to deal with many of their problems in a sensible fashion. They are splintered into a host of small governments. To a certain extent our metropolitan areas are "inside out". The specialized, white-collar jobs and services find the city center the logical location, but the people who work at those jobs seekthe attractive surroundings and space of the suburbs. On the other hand, the labor using, manufacturing jobs required by ghetto residents must locate outside the central city to find enough land and lower costs of congestion. And the more unskilled service jobs tend to be avail­ able outside the central city, too. Thus in our metropolitan areas the jobs are separated from the people who need them by a rather sub­ stantial bus fare, at least. In the rural areas this drain of people has meaniithat many of the smaller jurisdictions are less and less able to generate the tax base re­ quired to provide adequate public services in such vitalfields as educa­ tion, health, waste removal, and transportation. This only aggravat­ es their inability to attract economic growth, and this lack stimulates still more out-migration to the cities, which further compounds the metropolitan problems. B None of this is news to Northeastern Pennsylvania. Many of the rural areas in the Upper Susquehanna Valley have been losing people for a long time, and they are hard put to find the taxes to provide the services that their present population requires. E 4 �a a a And right here in the cities of Wyoming Valley we have lost many people, too. And there are a good many jurisdictions lining the Valley,, each with their own special pride but all of them with some common needs and problems. The question is: What can we do about these needs in both the rural and urban centers of Northeastern Pennsylvania? There are several things that can be done,.but the first require­ ment is that we recognize that all of us are in this together, whether we live in the Valley or up on the plateau. We can achieve the kind of future most of us believe in if we are willing to abandon some of our old rival­ ries in exchange for an alliance under which we can tackle some of our bigger problems together. The first thing needed to make that possible is some good sound State legislation, and fortunately Pennsylvania is finally in a position to move out on this front. The amendments to the State Constitution in 1968 give us unparalleled opportunities to devise new approaches to our problems. The Appalachian Commission--the country's biggest example of regional cooperation, linking as it does 13 states and the Federal Govern­ ment--recently provided funds to the Commonwealth tosurveythe local government problems in the 52 Appalachian counties of Pennsylvania. a a Ji B B E That report points out that the area government provisions con­ tained in the State Constitution should be interpreted broadly and imple­ mented flexibly so that local government in Pennsylvania can develop their own unique approach to their problems. The General Assembly should not compromise the potential contained in these provisions in the Constitution through unwise and restrictive legislation. The report points out the need for strong state leadership in im­ plementing the intergovernmental powers which are authorized under the Constitution sothat abetter level of services canbe provided, particular­ ly in rural areas, by spreading the cost of services, among the many jurisdictions. Few Pennsylvanians realize it, but this State has the largest rural population in the country--over three million persons. This re­ presents just about one-fourth of all the people in the State and it is fair to say that many of them are underserved i'nmany fields of public ser­ vice. 5 Q �j,_________ 1 1 1 I a ... At the same time, we have more local jurisdictions per county than any state. It makes little sense for each jurisdiction to meet local service needs by itself, duplicating that of its neighbors, if that same service can be provided more efficiently and economically by sharing the service among a group of communities. It is not difficult for reasonable people to agree that it is easier for an individual tax payer to bear the cost of a new sanitation system or a newwater system or a new airport or a new vocational and technical center, ora new health center or hospital, if the costs are spread among as many taxpayers as possible and among all jurisdictions that will benefit. Too often in the past, however, local pride has triumphed at the expense of local pocketbooks. Those few of us left who remember World War II refer to this as the "Kamikaze" instinct. It is cutting off our noses to spite our faces. In Appalachia we believe that a new and more economical way of providing public services can be developed if we can all work together. This regional approach recognizes that towns and countryside are tied together. We look to towns for many of our services and jobs. The towns look to the countryside for their customers, the agriculture and resource requirements for the town economy, many of the workers who will man the manufacturing plants, and recreation opportunities. Think of the United States as made up of several "functional economic areas" within the towns and countryside are locked together economically through commuting patterns, retail trade patterns, pro­ fessional services, and so forth. 'ij In Appalachia such areas, embracing several counties which tend to look to the same towns for their retail services and professional services and their jobs, share commuting patterns and administrative and political ties, are called "development districts." The Economic Development Council represents the seven-county area here in North­ eastern Pennsylvania. - The job within each of these areas is to develop an approach to development that unites the towns and the countryside in a special way so that all the people of the area can share in the brighter future we hope to build. FD I 6 �How? A New Delivery System for Jobs and Services Slowly in Appalachia a new delivery system for services and employment in rural as well as urban areas has been designed. 3 I 1 3 a a ffl 9 I s a I'D Visualize something like a wagon wheel with several rims, one inside the other; at the hub is a key community or communities where many of the specialized services and jobs supporting a large surround­ ing rural area are located. Spokes -- Interstate, Appalachian Development, and Primary­ highways--radiate from that hub out toward the rural areas and beyond, linking it and the area to national markets. Move out from that hub. Imagine a ring of smaller towns where many local services and local jobs are located. Far out on or near the rim of the wheel are the more isolated rural areas. In Appalachia many people live there. Here special public services inhealth, education and employment to serve the people residing in these areas are being located, and they are being given the transport­ ation network they need to get the new jobs and services. Delivery System for Education Now superimpose upon that wheel a delivery system for education and you will begin to see how it works. At the hub is an area vocational and technical center providing advanced technical training. Move out on one of the highways to one of the smaller towns and you will find a high school-level vocational school that is a satellite to the area center. A student at one of the high school-level vocational schools may decide to take advanced training. If he is close enough he is transported to the area center at the hub each day; if too far, resident­ ial facilities at the area center are provided to house him. The satellite schools are linked to the area centers in many ways. They exchange faculty. They assist in placements. Students move back and forth. Library and technical equipment is shared. 7 �_x_____ What you are seeing is the vocational system., for example, being built with Appalachian assistance in Eastern Kentucky. 3 1 Right now the counties in central Pennsylvania, with Appalachian funds, are preparing for such an approach as the West Branch of the Susquehanna. Similar efforts are getting underway to upgrade secondary as well as vocational education through area-sharing of school services and through the use of special area - serving technologies, including computer-assisted education. Through such cooperation, quality education can be provided at a lower cost to the taxpayer. A Health Delivery System 1 fl * Superimpose upon this same "wagon wheel" delivery an approach to health services. system Visualize, if you will, at the hub a regional health center with a full range of specialized services. At sucha facility, the most delicate brain surgery might be possible. Move out to the smaller towns where smaller general hospitals can be located that are capable of performing more routine operations, tonsillectomies and appendectomies. ■? a s a Out on the rim, local community public health centers capable of identifying people with health problems can be located. Let us suppose a gentleman appears at the community health center for a chest X-ray. The center detects a serious lung ailment. He can be referred to the physicians and health facility in his area capable of handling his problem, and transported via a new emergency transport network, including, in the more remote parts of Appalachia, helicopter ambulances. This is the kind of health delivery system we are building under the comprehensive health program in Appalachia. Such health planning is getting underway in central Pennsylvania, down the river from here. 8 B �Other Services I But success in such an undertaking requires the most harmonious cooperation between jurisdictions at all levels of government. At the local level, municipalities and counties must work together if we are to build quality area schools, area health facilities, area sanitation systems, areawater supplies, instead of fragmented below-par services which many jurisdictions can only afford. 1 The people deserve better of their governments, and our job is to see that this is accomplished. In creating the Wyoming Valley Sanitary Sewer Authority you are moving in this direction, and soon let us hope that people will feel the benefits of that venture. Today you are going to discuss solid waste disposal and mass transit. But there are many services we can provide better together than separately. I 1 I Let us realize that in many areas of Northeastern Pennsylvania the space for large-scale growth is outside our older communities. Watch the future between the Interstates on the Pocono Plateau or down in the Conyngham Valley along the Shortway. We will soon see a new world for Northeastern Pennsylvania in such areas. If we allow matters to take their course, this growth will come helter-skelter. The rural jurisdictions where it willcomewill be forced to duplicate expensive services and facilities already available in older nearby cities. The cities will suffer because they will not benefit from the growth occurring and their services will decline. The result will be increased costs to the taxpayer in both the rural townships and the urban centers. Just another case of having cut off our nose to spite our face. But there is another option--the sensible one. 9 �a 8 I 1 1 Is it not possible for all of us to sit down together and prepare a set of intergovernmental contracts between rural township and older city that willsparethe township addedcostsof providing services--schools, hospitals, fire, police, sewage treatment, etc.--by sharing them with nearby communities while at the same time making it possible for the new growth in these townships to help defray part of the costs of the services from the older communities? This would save the tax base and future of both. This is the Regional Approach. To those who say, "Impossible! Wewould never be able to agree on any such common sense arrangement.", I say "baloney." Any country that can figure out to get to Mars can solve a que­ stion that is more important to the daily lives of its citizens. In preserving and protecting the life of the community, cooper­ ation--not competition--is the sensible approach. Do we have the sense? a a E 10 "71 �INTRODUCTORY REMARKS J ■Ql n 1 by Edward Schechter Committee Luzerne/Lackawanna Transportation Study 4 I I I 1 One of the major problems that must be treated on a regional basis is that of transportation. In looking at the street pattern and the extensive use of land and at the affluent society, we find that there are growing numbers of motor vehicles having to contend with, to a large extent, obsolete street patterns. In large metropolitan areas, we are also concerned with what do we do at the destination of a motor vehicle. In many areas it is found that the only logical solution would be through the use of Mass Transit. Our panel this morning is a group of men who have had a great deal of experience in tangling with problems of Mass Transit in a number of states and a number of areas. ■f I I ffl 1 11 �THE ERIE EXPERIENCE WITH MASS TRANSPORTATION 1 by ■J Thomas Burke General Manager Erie Metropolitan Transit Authority s □ 1 1 I I 0 1 0 1 □ I r—-> I 0 0 I □ 8 0 _j I M In 1950, the Erie Coach Company carried 16, 254, 000 revenue passengers. In 1965, the passenger volume had decreased 3,421,000. The company lost 79% of its business in these 15 years, a decrease of nearly 13, 000, 000 riders annually. Fewer riders and higher costs com­ bined to produce a deficit of over $9, 000 in 1965. Further, the labor contract which expired on October 1, 1964 was extended to February 1967 with two wage increases to add to the company's financial problems. When I first came to Erie, I was shocked to find out that the type of equipment it had was gasoline type equipment. It was expensive to operate. The repairmen had over 35 road calls a day which would certain­ ly inconvenience the company's passengers. The transit picture was highlighted by service reduction, increased cost, fare increases, threat­ ened strikes, declining passenger volume, equipment deficiencies. It was difficultto see public transit operations beyond 1970. Itwas really a run-down transit system. Erie's public transit problems are similar to those being faced by cities all over the United States. Yet, no one community of our size has abandoned its bus system. No city can afford to because a good mass transit facility is essentialto the economic growth of a community. While public transit is not the primary form of travel in Erie, it is, nevertheless, the important secondary system. In the future, the im­ portance of this secondary system will increase, not decrease. Popula­ tion is increasing. The present system of regular scheduled bus routes serves a population for an area of 175, 000 people. By 1990, the area now servedbybus routes will grow to approximately 75, 000 more people than projected population in the area currently served by the transit system in less than 2 decades. Throughout America it becomes painfully apparent to many transportation planners that you dare not rely on only the automobile to handle all transportation requirements. Traffic congestion can readily reach the proportion of a crises. If you don't believe that, try the Cali­ fornia Freeway. Automobiles will continue to provide the primary trans portation service.However, public transit will remain the major second­ ary facility. 12 \ �i t i ■ ■d C 1 1 id n I a C t 'Ll s ■I ~ 1 r? i H A 100% increase in car ownership is projected for Erie by 1990. More and more property is being removed from the tax rolls to provide needed room for vehicles, roads, and parkades. And yet, highway and parking facilities construction have been unable to keep pace. It requires approximately nine times more space to handle each person arriving by bus. As you can see, there are many reasons why the City must lie heavily on an efficient public transit system and why the importance of this system will increase in the coming years. In 1965, a 25 member citizen Erie Urban Transit Study Committee was appointed to study the transit problems and make recommendations. Guy W. Wilson, former head of the General Electric Locomotive and Car Equipment Division headed this committee. This group recommend­ ed the formation of a metropolitan transit commission to apply for and disburse public funds required to study metropolitan transit needs and make recommendations. The recommendations were followed leading to the formation of the Erie Metropolitan Transit Authority in 1966. The Erie Metropolitan Transit Authority the entered into an agreement on December 27, 1966 with the Erie Coach Company for the transition of its system to authority ownership on January 1, 1967 . Government financing of $2, 148, 255 was sought and secured for EMTA for capital improvements, acquisition of 50 new buses, modern garage and office facilities, and service equipment. The basis for financing this program was two-thirds Federal, one-sixth State, and one-sixth local. Basic elements of’the system were significantly improved and an entirely new bus fleet was placed into operation. A general manager, experienced in transit management was appointed. Plans were laid for the construction of a terminal and office facilities. Operational procedures were instituted to substantially strengthen the system. Even the tide of declining public use was apparently reversed. In 1968, the first full year " of operation, complemented by improved service and a community effort to attract riders, reversed a 20 year decline in passenger volume and produced an 8.2% increase in passengers. Almost 300 more new reve­ nue passengers boarded the busses in 1967. Nevertheless, despite the accompanying increase in gross reve­ nue the level of operating expenses continued to rise. To make EMTA entirely successful, 800,.000 more riders must wisely choose to step into their comfortable, economical buses. This goal appears formidable as compared with 3,600, 000 revenue passengers iii 1968. However, Jt.should be noted that the EMTA once carried 30 million riders a year. But 1968 was a successful year. We had the first new route in more than 15 years put on. This was put in the ghetto area. It has been operating about a 13 I �year and it is starting to pay its way. All existing routes were improved. Our construction of a new terminal began and our unique imported bus signs developed. We developed a new bus sign to give the passengers more information. There wasn't a bus sign in Erie when the EMTA took over. We have put all bus signs so people know where they are riding or where they can catch a bus. Administration and maintenance functions have been strengthened. There wasn't any preventative maintenance at all when we first took over. A much larger community public service program was set in motion. A technical study of the system was started. A modest fare adjustment necessitated by rising costs of labor and material was insti­ tuted only after all alternative possibilities were exhausted. New bus tokens were placed in circulation. Community cooperation to attract riders was extensive and helpful. While 1968 was a successful year, there still remains the job of making certain that substantial benefits offered by the system are fully utilized by the public. Mors than 800,000 more riders must wisely choose the buses. To this end, effort continues within the system and the com­ munity to attract these riders. A second new route has been added. Five of the existing routes have been extended. A special summer route was continued. A speed-up in service has been accomplished. Our new operations center has been in service since March 1, 1969. Anextensive community relation program has continually placed the activities of the Authority before the public. It is constantly being reminded that today's best way is to ride their buses. One of our successful promotional schemes is a cooperative effort with downtown merchants to attract people to the system through free bus rides one hour on Thursday and on Friday mornings. Radio, TV, newspapers, billboards, bus flyers, and special promotions are constantly employed to keep the advantages of bus riding before all the people. In conclusion, the assistance and cooperation of all groups and individuals is essential. Federal, State, County, and City support and financial aid is, of course, an essential ingredient of success,.as is the dedication of the members of the Authority and its staff. If is to this end of making EMTA successful that our community, the Pennsylvania Department of Transportation, and the Federal Department of Trans­ portation are all dedicated. 14 �11 RESEARCH AND DEVELOPMENT FOR A BALANCED STATE TRANSPORTATION SYSTEM by 3 i H Edwin W. Bickhart, Chief Mass Transit Division Department of Community Affairs Thank you for giving me the opportunity to present to you the State's program to transport people into, out of, and within the urban centers by common carriers. We must meet these - "our transport­ ation problems" and resolve them by the cooperative efforts of all level of government. To do this means our thinking will have to change in many areas. It means we shallhave to admit that often the "tried and true" is obsolete. It means that we must stop passively worshipping our machines and start to master them. It means we can no longer assumethat we are obligated to fit the people to the machines. We need imagination, we need creativity . . . and most of all, we need motivation and implementation. H( | 9 I a i These United States, the greatest nation in the world, has proven we can send three men to the Moon. Now let's show that we have the brains to move people in Wilkes-Barre and Scranton to work and back safely and conveniently without spending a couple of hours doing it) . We can do it, and we will do it! We know that the responses of the past simply will not lead to the solutions we want in the future. Conditions prove that to be true. We must re-examine our preconceptions if we are to prevent the centers of our cities, and eventually the suburbs from choking to death. We are going to examine every kind of transportation and find out what kind of job each is best suited for. For one given purpose, that grand old American institution --the automobile-- may be best. For other purposes, we might try V/stols, steambuses, gravitrains, hydro­ foils, or tracked aircushion vehicles. I firmly hold that no one mode is going to dominate the future in this country, because J. know and you know that no one mode is best for all purposes. Our populationis too dense in some areas, too sparse in others. ■ 15 8 �Our needs are too complex for simple answers. The conventional modes, like the automobile for instance, suffer from the liability that the more we expand our highways, it seems the more crowded those highways become. The rumbling of discontent among people is becoming louder. I cannot believe that in the year two thousand some 280 million urban cit­ izens will put up with anything resembling today's conditions. And if we are wise, if we want to stop the commuting American from being the complaining American, we will start now --today-to re-examine obsolete thinking and start to think in terms of the real needs and potentials of the present and future. For instance, I find that more and more responsible people­ independent observers--are questioning the survival of the automobile in the centers of our largest cities. In New York City today, to take perhaps the worst case, traffic moves an average of six miles per hour versus eleven miles per hour in the pushcart era of 1917. Off-street parking, computerized traffic flow and changes in patterns of use are often suggested but more often than not they are only stopgap measures. The costs of pollution, sprawl, ugliness, business decay, tax losses--these are not worth the smallgains. Pennsylvania must now accept the fact that the private automobile will not forever be the absolute monarch of our core cities. How and when this change will come about, we cannot yet say. But the means are not altogether obscure. We could make mass transit so attractive that habitual drivers would leave the highways. Some are convinced that Dial-A-Bus and other personalized modes will provide a breakthrough. We could tax cars entering the city in order to pay for police services, traffic control, parking, and road repair, and so on. More and more, the hallowed right to jump into our cars and drive them anywhere we please is being tallied against other community and individual values -- the need for elbow room, clean air, stable neighborhoods, more parkland, and many others. Sofar, wehave sought sheer mobility above every other consideration; other needs have been neglected, and the social equation is clearly out of balance. 16 �I maintain that the abuse of the human environment can be stopped by using transportation as a major tool in regional planning. With the establishment of Penn Dot, whichis in legislative process now, it will be the policy that anymode of transportation that commandeer or violates large sections of the landscape is going to be subject to a brutal anayls is. Landis tooprecious a resource to be squandered. We can't always find enough of it where we need it, and it's one thing science doesn't have a substitute for. Multiple use of transportation corridors is an obvious solution, and will ensure over-all community development at very little more cost for land acquisition than we pay for ordinary highways and transit lines. Cities, whole regions, are now finding that they must plan their growth, control it, even in some cases, reduce it. They will have to decide consciously, not by default, what kind of places our people will live, work, and play in. U. S. Dot now has a project called Center City Transportation Program which I know will be of interest to all of you in providing some answers. .1 i I 1 We have concluded -- and I am sure that a great many people in this room have come to the same conclusion--that the real transportation problem in the center cities is not congestion, parking and air pollution per se. Rather, the problem is that no one has been successful in solying , in a total concept, the problems of congestion, parking and air pollution. As I noted earlier, we have the technical capability. haven't had is the effective implementation of this capability. What we The reasonfor this lack of effectiveness--and again, I think you will agree-- is the lack of an action program for implementation. The Center Cities Program is such an action plan. You know and Iknow that the filing cabinets in Mayors' offices are filled with unrealized plans. Unrealized not because they weren't feasible--but because they did not address the problem of gaining sufficient support from the private sector, from labor, from management, from the financial community, from the political structure, and from the traveling public. This we intend to do with your help. The U. S. Department of Transportation--through the Urban Mass Transportation Administration--has signed a one-million, 461 thousand dollar contract with a group of the nation's top consulting firms--led by A. D. Little, and including Skidmore, Owings, and Merrill: Real Estate Research Corporation and Wilbur Smith and associates. 17 �These firms, working as a consortium, under the guidance of DOT, will provide to five selected cities a thorough and concise research and development effort to formulate improved Center City Transportation Systems. The Cities participating in the program willbe Atlanta, Dallas, Denver, Seattle, and Pittsburgh. The consortium will -- in each city-- go beyond the traditional approach of research, analysis and recommendation. The program will actively involve many organizations and groups in the city. Again, this is more than a planning program. It is an action program. I, personally will not be satisfied with the performance of the consultant teams until they, through their work, light the spark of community involvement in each of the participating cities. The Center Cities Transportation Program is set up to give a nudge to communities--to draw all community elements together--so decisionswill be made by not only those who will administer new transit facilities, but also by those who will earn a living operating the system, those who will ride, those who have businesses in the area, those who will be involved in financing, those who will manufacture the equipment, and those who are in political and governmental decision-making posi­ tions . The benefits of such a program are manifold. With these five cities sharing development, expertise and infor­ mation, the manufacturer s of transit equipment will have delineated for them a much more positive market potential. Investors--buyers of bond issues--will know better what sort of rate to offer. Labor, in helping plan new systems, can be expected to work with us for the common good. Merchants and businessmen in Center City areas--by being involved in the study of traffic patterns and pedestrian distribution--willknowbetter what to expect in terms of economic growth. And the people--the ones who really are the "lifeblood of urban society" will help these cities create Central TransportationSystems that blend rather than clash with the human environment. We are delighted that the Mayors of the five cities have expressed initial enthusiasm for the program, and we look for it to become a major demonstration of what we can do if we all work together. To me, this is money well spent. To my way of thinking, these grants are only a first step. Over the coming decade we will spend millions on urban transportation. 18 �F n 1 p i rn A Department of Transportation has been created in six states: New York, New Jersey, Hawaii, Florida and California, and in three other states, Ohio, Michigan and Illinois, they are considering such action. A key word in considering to solve our transportation problems is coordination, and the creation of Penn DOT will be a big step for­ ward. & i ;■= The time has come when all communities seriously consider all internal modes of transportation. This is the reason for establishing a Department of Transportation for Pennsylvania. 0 1 L L> * I I II I a It seems obvious to me that these public monies cannot be spent effectively except by developing solid, well-thought-out plans for air, rail and highway in conjunction with the rest of the social structure-housing, utilities, schools and so on. We must clarify the options for cities, encourage them to develop comprehensive plans, and give industry some notion of the potential market fortheir products. We will have to investa great deal of money to make up for past neglect. We will need new methods to finance the answer in some cases; in others, Federal, State, and local subsidies may be more realistic. One thing is certain, if funds on the Federal and State level are not programmed for, not less than five year periods, capital programs cannot be reasonably planned. Our attitude should be flexible. Perhaps we should you know who I mean--the And those who are able to take a bus or train should expect to subsidize those who cannot drive-young, the aged, the poor, the handicapped. drive but prefer to avoid the aggravation and alsobe given achoice. We have the resources and the technology to provide these choices.. Whether we provide them will determine the prospects for a decent life in our cities. How we decide them will determine the quality of our civilization. The integrated transportation network that we have set as our goal cannot be created overnight. But a system providing channels of choice out of the ghetto to suburban factories, insuring ready access in our leisure time to the varied pleasures of the countryside, safeguarding our precious heritage of historical sites and natural beauty, and saving the land from irresponsible exploitation--such a system must be started now if we are to achieve our objective within the next generation. It may even be necessary for physical survival. 19 i �B i The task is gigantic, but no more so than the challenges of a century ago when stout-hearted pioneers tamed a savage continent with their bare hands. Sometimes we forget that we have a tradition--a sacred one--of achieving the impossible dream. Our roads and rails and airwayshave givenus greater mobility-for all its frustrations--more than anyother people have had in history. They have made the name of America synonymous with movement, change, and adventure. They have conditioned our mentality, formed our attitudes, opened new horizons to restless vitality. What about traffic paralysis within urban regions ? Today nearly eighty percent of our people live in cities. By the end of this century that proportion will rise to ninety percent. Most of the one hundred million person increase in population will concentrate in metropolitan areas. So the urban peculation will double in about thirty years. Small and medium-size cities will participate in this growth as well as the huge regional complexes and linear cities that we see developing along our coasts and around the Great Lakes. a i Now it has been said by wise men that everybody loves an auto­ mobile. Apparently that is so, because people rely almost entirely upon cars to meet their need for transportation in town. There are now more than eighty million cars in this country, double the number in 1950.By the year 2000 they will double again. Cars are obviously being produced faster than people are, and they useup space and pollute the air at an alarming rate. In many areas we are going to have to choose between cars and people at some point and to some extent during the next ten years. We recognize the dangers of relying solely upon one mode of transportation. It is self-evident that we have a gross imbalance when we spend more money on highways in six weeks than we spend on mass transit is six years ! That is not an effecient allocation of our potential transportation resources. It's not balanced transportation. Let's take a look at where this imbalance has taken us. First of all, public transportation has declined sadly in reliability and availability in the last twenty years. Transit patronage is only half what it was fifteen years ago. Profits have shrunk, fares have shot up and the commuters are somad they have begun to organize into protest groups. 20 �Low income people would like to get some of those good jobs being created in the suburbs, but often the bus just doesn't go where the job is. Likewise, a black man with any pride is not going to bother trying for such a job if the only way to get there is to get up with the birds and transfer two or three times and pay a dollar twenty-five for the privilege. It's against human nature. To put it in one sentence, if we expect to make any headway with our urban problems in congestion, poverty, pollution and employment, we are going to have to try something new in the way of urban trans­ portation. We will be compelled to invest many millions of dollars over the coming years if we are to provide the new and updated public transport­ ation our suburban residents need to assure mobility. But the cities alone cannot sustain this burden. I am as aware as you are that State and local expenditures have increased nearly three times in the last ten years. The National Debt has risen by the same amount and now exceeds one hundred billion dollars. I 3 I 1 I i | Over the next ten years, the cities and states are going to run by another two hundred fifty billion dollar s and there is no prospect what­ ever thatthey can plug the gap with bonds. Without federal help, public transportation would probably dry up in all but a few of the largest cities with consequences for civil disorder, urban decay, and air pollution that any reasonable man would want to avoid at all costs. Our current Federal expenditures of one hundred seventy-five million dollars annually for public transportation aren't even enough to patch the rough spots let alone provide the sophisticated services an increasingly educated and impatient public demands. The Federal government has taken action to solve this problem before it becomes completely unmanageable. The President proposed to Congress that this nation invest ten billion dollars in transit grants and loans over a twelve year period from 19'71 to 1982. They seek authority to commit funds starting at three hundred million dollars and rising to one billion dollars during the first five years. They are asking for "contract authority" to obligate funds over the full five years as to assure cities of the support they need to under-take long range projects. Contract authority is the key concept in this bill. It is a wellestablished budgetary mechanism granting full Federal authority to enter into building commitments to the full extent of the fund authorization. The authorizations would not be limited to annual periods. 21 �This is not a trust fund thatwe all are hoping for, butthe Presi­ dent is for long time contract authority. And this approach will work. It obligates the Federal government to support programs once the con­ tracts have been signed--period. No exceptions. They will be legally obligated to follow through on approved plans--and that will give the cities the assurance of continuity they have always demanded. I 1 a r I 1 5 .1 Cities of any size would be eligible for this aid. Up to two thirds of the cost of the projects could be paid for with Federal money. A kind of transit facility could be developed-new rail lines, better buses, new means of communication, real-time route information for riders or special services for low-mobility groups. Funds would be available for new systems to alleviate downtown congestion, provide more flex­ ible service in the suburbs and in the ghetto, and encourage experiments with point-to-point service between employment clusters throughout Metropolitan areas. A 'unique and vital feature of the bill would permit cities to pur­ chaseland in advance of transit construction where necessaryto control speculation and exploding costs of rights-of-way. This feature could be­ come a vital tool in long-range environmental planning for cities of the future and help us to make best use of our limited resources of metro­ politan land. However, nothing would be done hastily and local units of govern­ ment would be required to conduct public hearings on all proposals. This legislation would provide financial help to operators of private transit lines--this is important because many such lines are still run by private companies. It would also support a much expanded U.S, DOT program of research on urban transportation to push for the technical breakthroughs that are within our reach. This bill has been a long time coming, and it's long overdue. If enacted I believe it will result in new transit systems within three years of passage. It surely must be enacted if we are ever to have a transportation system that reflects a National and State transportation policy. I thinkwe have finally realized that the quality of public transp­ ortation can determine our standard of living, our productivity and our enjoyment of life just as much as schools, housing and job opportunity. Without a balanced system of personal mobility, the inner city decays and even the suburbs lose vitality. 22 �And how would such a program affect our highway building acti­ vities? I am certain that you men are well aware that without healthy public transport, we can never hope to build roads fast enough in urban areas to get ahead of the traffic they generate. That's a mathematical fact. I think it is clear, therefore, that the future of public trans­ portation is not a mere matter of convenience for city dwellers .It tran­ scends technical questions and becomes a matter of shape, the quality, and the existence of cities as we have known them. Access to urban environments that meet the needs and extend the measure of man. I have faith that we will make the right decision. We have the emerging awareness, We have the resources. And I see determination to break with the past,, Public transportation can be the royal road to a better life for the citizens of all our cities. The waiting game is over. The days of action loom ahead. It was the intention of the Legislature, when the Mass Trans­ portation Act was written in 1965 that transportation continue to serve the fullest purposes of life in Pennsylvania. It must do so, for time is, indeed, running short. All our efforts--especially at conferences such as this one--must be aimed at the development of a State, balanced transportation system. I just want to say in closing that I hope that all of you understand that we are going to be asking a great many questions in the weeks and months ahead. Because it was done a certain way 35 years ago is no reason to believe there is no better way. It seems about time we stop thinking about the way we have done it for the last 35 years and start thinking about 15 or 20 years from now, and not 35 years ago. I trust that our conversations here at Wilkes will be very help­ ful to all of us. Thank you for taking your time to listen to me today, and I sincerely hope we may get started in Northeastern Pennsylvania to provide the finest transportation system in Pennsylvania. 23 — �SOLID WASTE MANAGEMENT I by Ellsworth C. Salisbury, Jr. Executive Vice-President Hazleton Chamber of Commerce HI I 3 I H ■J*.1 1 I if Until the relatively recent past, Americans have not seemed greatly concerned with the problems of environmental pollution, and least of all with the pollution resulting from ineffectual management of solid waste. The idea that solid wastes may contain valuable metals and other renewable resources that should be conserved, made little impression in a country blessed with an abundance of natural resources. The most convenient means for disposal--usually an open burning dump--was (and unfortunately still is) most frequently employed. How­ ever, it is becoming increasingly obvious that such a casual approach to solid waste management--which may have been acceptable in an earlier day--can no longer be tolerated in a country of over 200 million persons. The total solid waste load generated from municipal, commercial, and industrial sources in the United States amounts to more than 360 milliontons annually. The annual total of agricultural wastes, including animal manures and crop wastes, is estimated to be over 2 billion tons. The present annual rate of mineral solid waste generation is 1. 1 billion tons, with an anticipated rise to 2 billiontons by 1980. Eventhis projection for mineral wastes may prove low if ocean and oil shale mining become large-scale commercial enterprises. Altogether, over 3. 5 billion tons of solid wastes are generated in the United States every year. Primary responsibility for solid waste collection, processings and disposal has traditionally, and quite properly, rested with local levels of government, with State agencies heavily involved in regulatory activity. Pennsylvania, like every other state, is having its solid waste problem. Our elected officials have the almost impossible task of satis­ fying taxpayers by not raising taxes and at the same time satisfying citizens who are worried about pollution. If we are going to do anything worthwhile, we must make it clear to everyone that a problem does exist with solid wastes, and we must change our methods of disposing of them 24 1 �Television specials, magazines and newspapers continually tell us how we are being buried in our own garbage--how our waterways are being fouled--our air contaminated--our land turned into junk heaps. Solid waste management is on many public officials'mind these days and the more the subject is discussed the les s understanding there appears to be. It is doubtful if all are in agreement, or, at least fully apprec­ iate what normally constitutes solid wastes. Northeastern Pennsylvania has its solid waste problem, though perhaps a different aspect of the same problem. We in the Northeast,, because of the availability and accessibility of mine voids, must be careful that our area isn't turned into the refuse pit for the great eastern megapolis. �THE PROPOSED SOLID WASTE DISPOSAL PROGRAM IN ALLEGHENY COUNTY i! by Maurice A. Shapiro Graduate School of Public Health University of Pittsburgh It is indeed a pleasure tobe here today and discuss with you what I hope we're doing in Allegheny County and not what we've done, because what I hope is that we are on the verge of solving an age-old problem. My taskhere today, really, is to summarize the summary - that is, the summary of a report which was submitted to the Board of County Commissioners of Allegheny County by the Advisory Committee on Solid Waste Management. which was headed by Dr. .Joseph .'fames the head of the Institute of Local Governmental the University of Pittsburgh. This little pr esentation should be accomplished with descriptive slides. I will try to paint a mental picture to overcome that deficiency. ■i s I ill! I The increase of amount of solid waste generated in Allegheny County and the quality of the existing disposal systems with which we have to deal are two factors contributing to our problem and the need for immediate remedial action in Allegheny County. It is estimated, for example in Allegheny County 1.8 millions tons of solid wastes are generated by the households, commercial establishments, and other institutions. The average daily production is in excess of 6 lbs. per person per day. That's an amount that would fill the Gulf Building in Pittsburgh nearly twice each day. By 19'75, it is estimated we will be generating a volume of waste sufficient to fill daily more than three buildings of that size, and by 1985 we will generate 2 million tons per year. Our problem is that with very few exceptions, the quality of the existing disposal operations inthe County is not only poor but deterior­ ating. The Pennsylvania State Department of Health has criticized us severely for this. Most ol the landfill s in the County are contaminating the ground water. Most of them are quite unsightly and improperly covered, and most also have control problems of dust, flies, rodents, and odor. We have, eight incinerators in Allegheny County handling approximately 500 tons of solid waste per day. The biggest one is an outmoded City incinerator which the City would like to remove. 26 n �- n £ r !• F U s IE B I The Solid Waste Advisory Committee came up with 21 general policy recommendations which we hope will provide the guidelines for planning, development, and implementation of a County-wide disposal system. A specific action program was developed from these guide­ lines. The Committee suggested that responsibility for management of the solid waste system should be divided between the municipalities and the County, the division to be such that the municipal responsibility would be over collection. The County responsibility would begin at the point when the collection vehicle proceeds to a processing or disposal site or when the collection vehicle crosses a municipal boundary. The committee believed that the problem of solid waste process­ ing and disposal could be resolved adequately by the 129 subdivisions acting independently of each other. In its opinion, the resolution of the problem rests with a Board of County Commissioners which has the legislative authority to develop and implement the solid waste process­ ing and disposal operation designed to handle all solid waste originating in the County other than such hazardous materials as radioactive wastes. However, it must be emphasized that facilities for processing and dis­ posal of all kinds of waste are essential if public, private and individ­ ual haulers are to dispose of their refuse in a legal and really accept­ able manner. The Committee also realized that a comprehensive pro­ cessing and disposal system cannot be implemented immediately. It must be planned and placed into operation by stages. The Committee recommended a well-designed, comprehensive system to include whatever types of processing of disposal ar e neces sary to meet the existing and future needs which can be constructed and op­ erated in accordance with criteria which maximize public health on one hand and safety, and which minimize on the other hand the cost to the public. The Committee recognized that at present any processing and disposal program will have to include sanitary landfills. The Committee recommended that the waste processing and disposal system should be publicly owned or operated, and that it should be oriented toward a trans­ fer station sanitary landfill operation. Of the currently acceptable solid waste processing or disposal methods, sanitary landfill provides the most economic and technologi­ cally feasible solution. This disposal method represents a way to re­ claim wasteland, converting this land to more useful purposes than cur­ rently used. Suitable landfill sites are available within the County and reasonable trips can be established for all areas employing transfer stations. To implement this suggestion, the Committee recommended that the County purchase at least one suitable site within each one of the 27 1 i J 'i �n p ! I 5 I 7 J j I i11 service areas for the establishment of either a service transfer station or a combination sanitary landfill and land reserve. All such publicly owned facilities could be either publicly operated or leased under com­ petitive conditions to private operators. The publicly owned sanitary landfills andland reserved are tobe located in less developed service areas and are recommended for restricted uses which would include (1) disposal sites foi collection vehicles serving the population within that service area and (or) a land reserve retained as a hedge against long-term future needs when approp­ riate sites might greatly diminish. Inasmuch as a projected trend is for the population to move into the remaining open land area of the County, the acquisition of such land now has major advantages: (1) land is becoming more expensive; (2) some sites now available will become developed with other uses; and (3) those who move near the service area site after it is established will know in advance that their neighbor is in the solid waste disposal bus­ iness; and (4) in the future should a method other than the transfer station sanitary landfill system become feasible, similar site requirements will still exist. The County solid waste disposal system will be financed in the following manner according to the Committee's proposals: (1) capital costs incurred in acquiring and constructing the County owned facilities will be financed by the County; (2) operating costs will be financed from uniform service charges collected from the municipality, private hauler, or other user; (3) development cost incurred in the planning and imple­ mentation of the County wide disposal system will be financed by the County; and, (4) research costs will be financed with County and other public grant or private funds. One of the primary reasons for the establishment of the present Solid Waste Advisory Committee was to involve citizens of varying back­ grounds, interests, specialties and skills in a development of programs concerned with the critical problem affecting their total environment. The present Committee views as permanent advisory committee as an essential component to the proposed program. The Committee's re­ commendations add several dimensions to the responsibilities current­ ly vested in an Office of SolidWaste Management which was established a few years ago. The added duties include the development and imple­ mentation of extensive educational programs, administration of such re­ search activities in the solid waste disposal field and feasibility studies the establishment of a solid waste information system, so sadly lacking and an operational responsibility for County owned and/or operated fac­ ilities. 28 il �P E B E E The Committee recommended to further these courses of action: (1) that there be established a department of solid waste management directly responsible to the Board of County Commissioners; (2) thatadditional professionally qualified per sonnel beapointedto this department ; (3) and, that a salary scale be adopted which would permit recruitment and retention of highly qualified professional personnel. The Solid Waste Advisory Committee further recommended that the Board of County Commissioners request the Pennsylvania Depart­ ment of Health adopt and enforce regulations governing the operation of disposal facilities in counties of abutting Allegheny County in order to protect the 1. 6 million citizens of Allegheny County. No doubt this is really universal, but it1 s doubly difficult in Allegheney County because we dispose of much of our waste outside the boundaries of Allegheny County. Another regional action suggested by the Committee is that the Board of County Commissioners request the Southwestern Pennsylvania Regional Planning Commission, which is composed of six counties in Southwestern Pennsylvania, to investigate the feasibility of a multi­ county approach. This is in line with what was mentioned earlier this morning on solid waste management and disposal. I I J The Department of Solid Waste Management is to be vested with the authority for monitoring and enforcing of the operational regulations governing the County-wide disposal system, and for the architechtural and other aesthetic control regulations governing the development and construction and processing of disposal facilities. Although the Committee recommended, that the County adopt stand­ ards regarding types of collection equipment usedlocally, the Committee recommended that the 129 municipalities in Allegheny County retain theirauthority to designate local truck routes for use by refuse vehicles not engaged in local collections. The most important aspect of this whole program is the manner in which it is being set up in phases. I 'll Phase one of the action plan consists of 9 recommendations re­ quiring current action by the Board of Commissioners during 1969 . These are: (1) the establishment of a model transfer station and sanitary landfill; (2) designation of service areas, site locations, and facilities needed; (3) adoption of solid waste management regulations; (4) reorgan­ ization of the Office of Solid Waste Management; (5) development of a legislative program; (6) appointment of a resear ch committee; (7) initia­ tion of a public education program; (8) appointment of a permanent ad- 29 �visory committee; and (9) institution ofvoluntary purchasing assistance programs for political jurisdictions which desire to have their own col lection systems. I am happy to report that as of last week, the County Board of Commissioners did accomplish two things: they appointed the permanent advisory committee and a research committee. The committee has not detailed the amount of money required to implement phase one. How­ ever, it believes that phase one will cost no less than $500, 000, the major portion of which, or $400, 000 is required to construct a model transfer station. Phase two of the program can commence prior to completion of phaseone, which is to be completed no later than the end of 1970. Phase two is for the implementation of the findings resulting from recommend­ ation number two in phaseone, namely, the designation of service areas, site locations, and facilities needed. This phase two involves four items: (1) the purchase of land reserves: (2) the construction and/or acquisition of disposal facilities; (3) development of control specifications for oper­ ational facilities; and, (4) the actual operation of these facilities. Phase three, the last of the three phases, involves the investi­ gation of new technological developments in processing and disposal facilities and the possible utilization of these technological findings in the system as it goes along, on a continuing basis and not in a one-time type of an operation. Basic responsibility for phase three rests with the Research Committee, the Department of Solid Waste Management, and the Solid Waste Advisory Committee. I have been connected with solid waste studies and reports in Allegheny County ever since I arrived there in 1951. I get the distinct feeling that this is the first time that the 129 municipalities are really willing to cooperate, and from that point of view I see some light at the end of the tunnel. 30 - �r ’Ll fl FACTORS AND ATTITUDES IN SOLID WASTE MANAGEMENT by fj f 0 U 8 8 f f I I Albert J. Klee, Chief Bureau of Solid Waste Management, HEW The amount of solid waste has been increasing at approximately twice the rate of population. I really believe sometimes the problems have quadrupled, and basic to these problems is public apathy, lack of understanding and psychological resistance. People, let's face it; just don't wantto concern themselves with seemingly mundane issues. The disinterest of the citizen in his waste materials and the overall public disinterest in waste has led to or at least is characterized by a profound public ignorance of the nature and the magnitude of the problem. In general it might be said that as urbanization progresses and the daily life of the citizen becomes more and more remote from the production of his food and goods and as the removal of residues from his home becomes more convenient to him, he understands less and less of the associated problems. As a particularly profound lack of know­ ledge of alternative methods of disposal and their effect upon land, water and air resources of the nation or community. The opponent of landfilling, for example, cannot understand why incineration or composting is not adopted instead because no one has ever told him, you see, that neither of these two alternates do more than reduce the amount of mat­ erial to be disposed of on land. Likewise, he is unprepared to compre­ hend the nature of competition for resource values. He often confuses preservation of areas in an untouched condition with conservation of re­ sources. In an urban concentration this lack of a clear understanding becomes particularly critical. You've heard it before;" take it some­ where else, but don't raise my taxes in the process." Everyone wants you to garbage up and no one wants them to put it down. Anyway, this is a typical response of the citizen. The one very difficult factor then in solving the problem of solid waste disposal derives from the uninformed status of the citizen which leads both the citizen and the public official to place a very low estimate onwhat the public can "afford" to pay and to hesitate to dedicate any re­ source value to solid waste disposal. We in the Bureau of Solid Waste Management are currently study­ ing the attitudes and values of individuals and organizations supporting or opposing various kinds of disposal and collection practices, and the situation is similar to that in any field of water quality management. 31 & �1 — i; id E .ah i di I I ! ?! I Industrialists, shipping interests, persons engagedin agriculture, sportsmens' groups, public health departments and numerous other groups all have their criteria for water quality and all agree that water quality is necessary. These criteria often conflict as in the case of the conservationist who wants water with high oxygen content and chemical purity and opposing industrial waste discharge who wants to utilize the entire pollution absorbing capacity of the str earns. With regard to solid waste, all agree that something must be done, but that is an inherent conflict, just as in the water interest. Among the interests of those who produce waste are those who see themselves as protectors of land value or as recipients of waste from more affluent neighborhoods. One black member of my own staff said that in my home town they dispose of the garbage by dumping it in the Negro neighborhood, so now I'm going away from this general idea of public apathy. Let's go into the conflict situations becaus e all too often public officials do find solid waste management a controversial issue, and this is characterized by a rather forceful and persistant opposition. Since solid waste management systems arealways going to cost money, there always will be an opposition on the part of those who simply do not want to spend money. But a very special sort of problem is faced by the solid waste planner in the matter of disposal site selection. The prevalence of open burning dumps in many areas make local pre-con­ ditioned oppositionto any suggestions on the part of the public officials. The solid waste manager, therefore, must mend his way with much more care than in the case of the air and water pollution counterparts. Last year I attended a meeting of the National Association of County Officials and I learned from these elected officials that in many many instances public officials have turned out of office on a solid waste issue. Now this is not the case in air and water pollution fields. Citizens go by and see the stacks belching forth noxious fumes and see the stink­ ing stream but they don't associate that so clearly with a particular public official. Since so many of these open burning dumps are run by the municipality, they can puttheir finger onthe person then, and the public official is in trouble. One county supervisor in a little town south of San Francisco told me that whenever he gets reports from a women's club to speak on solid waste, he turns it down or sends an assistant. He saidhe wouldn't touch that with a ten foot pole. Air pollution he'll talk about, but they can pin that open burning dump in his county too closely on him and it would be politically very dangerous. Many people will tell you the same 32 �L' E i IE thing. Bill Corbetts, who is in the Public Works director of Omaha,Nebbraska said that every time that they've ind icated that they were going to establish a sanitary landfill, everyone within 10 to 15 miles, people who wouldn't even go near the location, opposed it. It's just because they hear the words dump, garbage, trash. Now, unfortunately, solid waste is saddled with many of these negative types of cues which automatically tend to put people on the de­ fensive and rather than rousing an attitude of support, these cues tend to strike resistant cords. In Louisville last year, an industrial s ervices corporation of America, a private firm, decided to establish a sanitary landfill. They had a devil o.f a time with public attitudes and convincing people. I am quoting from an article written by the president. Just one paragraph will give you an idea of these cues. He says "this, I think can be summed up in the instruction I recently issued to key people in our organization. The operation is not under any circumstances ever to be referred to as a dump, a landfill or even a sanitary landfill. It is to be called an ISA land reclamation project because that's just what it is." It is true, it is a land reclamation project down there. But you notice, stay away from these words. T( 3 - s I Numerous sanitary landfills are now in operation and a study of attitudes toward these operations may provide insights as to how they can be made acceptable to the public. An official of the Los Angeles Department of Sanitation, that was recently in a controversy over pro­ posed sanitary landfill, invited about a dozen of the local community leaders to accompany him to the site, explained the nature of the opera­ tion, showed them around, and then indicated the intended use of the landfill as a recreation area. These leaders then became favorably disposed to the proposed sanitary landfill and one fellow who owns a rather expensive home overlooking this landfill was convinced. He said, "everytime I look at it, I see the golf course that will be constructed. " Now that doesn't work if you are building a sanitary landfill that's going to last 10-15 years. People cannot think that far ahead, so that would not be one approach I would suggest if you are planning a landfill for a long-term use. But a clue to the approach of the problem influencing attitudes to solid waste collection disposal really can be found in the statement by this fellow about the golf course. A person's actions depend upon his feelings, his attitudes and beliefs, and these attitudes, feelings, and beliefs are related to his motivations. People tend to seek that which enhances their self concepts and other factors which they consider im­ portant. Of course, conversely they tend to destroy or to avoid that which detracts from themselves and what they hold dear. 33 �E I There is currently, for example, a lot of resistance on the part of people to hauling of refuse to strip mining areas. This is particularly pertinent in these Appalachian areas. By stressing the fact that such reclamation is in harmony with the community's own goals, economic growth, beautification, recreational opportunities and so on, foundation is structured that may facilitate attitude change. This doesn't always work, however, because of the complicated nature of people. While on the surface, solid waste disposal may appear to be the problem, it may really serve as a smoke screen for other problems of a psychological nature. We had some experience along this line trying to convince a county in an Appalachian area to permit a sanitary landfill to be developed on some strip mining areas. There was a lot. of opposition. Yet the classical approach was tried--beautifully planned program by the state, by the private developers; federal officials were called in to lend needed technical support, but these people were not hearing any of it and in some of these communities, it's not a matter of solid waste, although they may say so. In this particular case, it was felt that what this was, it wasn't opposition to the landfill so very much, but these people have been depressed, they have been down in the mouth and down in the dumps for years (and that's not a pun). Here another body of officials coming from without the community saying "well now here's how we're going to get you out of this mess". People tend to strike out at this. So it was the solid waste issue. We felt that it would have worked much, much better had the proposal come from within, and had some support been generated before the general idea was made public. Now it has been suggested that catharsis or this ventilation of feelings by the encouragement of controversy may be helpfull in certain of these ego defensive situations. I've just described to you the Appa­ lachian areas. But unfortunately not all psychologists agree with this. In public sessions designed to allow individuals to express their oppo­ sition, negative attitudes can actually be reinforced unless there is a clear opportunity for the other side to be heard. Now if you have attended some of these meetings, some of them just give up on hearing both sides. It just doesn't happen that way. People get emotional. Because of the intensity of feelings on the subject, a better device might be a television debate or a radio phone-in, both of which permit controversy to be aired in a muchmore satisfactory man­ ner. Let's be fair, let's get both sides heard. You might be constrained by statute where you have to hold public meetings and they are so easy to get out of hand and what can you do about it. Now let's face it, if we're fair about this some citizens are obviously more affected by others 34 �■■Ml B T 'J g H I I than by specific solutions to solid waste management problems of community-wide nature. Common sense would indicate that offering such citizens certain incentives might be one means to alter their attitudes. For example, if a citizen located near a proposed disposal site or facility Were offered free garbage collection service, or if another citizen located on a street that led directly to a proposed site were offered a reduction in taxes, would this obviate resistance to the solutions that benefit the community as a whole. Good question, and the answers aren't by any means simple. Inducements, for example, may easily be resented if they are interpre­ ted as attempts to buy off the individual. It is not even true that the larger the inducement, the greater the shift in attitude. For when in­ ducements are large, an individual may use the fact as justification for his change of behavior without feeling required to change his attitude. This, of course, leaves the individual psychologically free to res­ ist future proposals. A new interesting case occurred up in Milwaukee. There was proposal to rail haul waste out of Milwaukee. The deal was that a pri­ vate contractor suggested this--he was asking for $6.50 a ton, pick up in Milwaufee and that was the last the city would see of it. He was going to truck it or rail haul it out of a remote community, a farm com­ munity, most German-American farmers, people who emanated from the real strong ties, that sort of culture, not too dissimilar from areas in Pennsylvania and had to convince the county to permit the landfill to be developed. The idea was that the county would get a quarter for every ton of waste landfilled in the county and the original proposal was, look this will enable you to provide better schools for your children and it was hard to convince these people.. They were right on the edge. The induce­ ment for their children's education was beginning to get to them. But it was too slow for the private contractor. He decided to go up there and sweeten up the kitty. He had hired a public relations firm. They told him to stay away and he came nevertheless to sweeten the kitty.. He said, "now lookontop of this $. 25 a ton, I'm going to throw inafree country club. I'll build a country club for you people" and that down to resounding defeat because these people coming from their traditional values, equated a country club with a den of iniquity. A lot of questions were raised on the part, "why are you do­ ing this for us?" Before we saw the balance between the permission versus the $.25 per ton for the school, but now a country club is kind of I 35 �IM E B 'I' 1 'll « I I I: i 1 J a frivilous sort of thing,, and there must be something wrong with it. It's a terrible thing, of course, to stumble on when this project was so close to completion. It would have benefited everyone around, But you can't ignore it; you may think it's silly, but you can't ignore it. Well, one means that I think we've all seen is to employ attitude arousal in solid waste educational programs has involved fear appeals. Such programs show flies and rats in wretched abundance, analogaus to the traffic safety films that feature headless corpses and the dental hygiene campaigns which fought the gangrenous jaws. Now when we got to the last, there was one study showing experiments using such fear appeals to coerse children into better habits of dental hygiene had an interesting consequence of a negative relationship between the amount of fear and the degree of change. The problem appears to be that unless the fear appeal is associated with a clear course of action; the subjects are likely to reject it. In this case the children did not associate the pictures of the gangrenous jaws of the aged with a failure to brush their teeth in a prescribed manner.. I just finished reading an attitude study report in the air pollution field. You ask questions like "is there air pollution in your community ? " And you say, "is there air pollution in your neighborhood, " and the per­ centage drops from 85-95 down to 30-35. Now what's the reason for this? Well, all of these people are aware of the air pollution problem, which incidentally is not the case in solid waste collection and disposal. In air pollution, people are aware of the problem so they own up to the fact that the community has an air pollution problem. But there is no clear course of action for them. They don't believe public officials are doing anything about it. Therefore, to admit that there is air pol­ lution in their own neighborhood, you see, would be to submit to essen­ tially a fear campaign. You've seen the commercials on television---men wearing gas masks and coughing and hacking. You would be getting the individual to admit then, that he has a problem in his neighborhood, but with no clear course of action it causes psychological problems. But what does he do, he turns off, in the vernacular of young people nowadays, he tunes right out, and he says "oh, yes, the city is terrible. My neighborhood is perfect. "Now in a similar way the typical suburban dweller cannot be led into the sanitary landfill site location merely by showing him pictures of rats cavorting in an open dump. He finds it difficult to identify himself with the situation. In his mind it's the other fellow's problem. Now we're conducting psychological research in this area which gets quite complicated at times and really changes your own opinions when you find out what the real underlying reasons are. These are not 36 �public opinion surveys. They are much more complex than that. An effective program of attitude change can be planned and implemented, but on the other hand, everyone wants to jump into a public information program. But such a program based upon an analysis of presumed reasons and intellectual arguments may just be a waste of time. A study of women in New York City housing developments, for example, illustrates how a psychological study can uncover a previously unrecog­ nized requirement for training. When a thematic appreciation test was giventothem, the women perceived throwing garbage out of the window and the use of a garbage disposal machine as equally effective disposal means. Similarly, a careful study of motivation and attitudes toward solid waste collection and disposal may reveal hitherto unsuspected requirements for public education. It is pretty clear that quantitative psychological, or as we refer to it, psychometric research is really needed to explore these factors that influence the optimization of solid waste systems in which human elements significantly mitigate the essential technological con­ siderations and specific goals of research should be (1) identification of resistance groups, (2) prediction of behavior, (3) minimization of the effects of social conformity, and (4) the optimization and humanization of the presentation of solid waste management plans. It's something in which all of us have a stake. I've talked a lot about the old review, maybe theoretically. There is a good publication I commend to your attention. It is published by the National Association of Counties Research Foundation. It's called Solid Waste Management # 8 Citizen Support. It's a series of 8 or 12 of these things prepared under contract for the Bureau of Solid Waste Management. But this is particularly on citizen support, getting the support-=practical things. Read about Freudian backgrounds to attitude theory or a definition of attitude; that gets quite complicated. This is available at 100 Connecticut Avenue, N1 W. , Washington, D. C., 20036Solid Waste Management # 8 Citizen Support, and there are a lot of practical suggestions and ideas there that I just couldn't discuss in this short time. I'll also leave a few copies of a paper that I wrote on the psychology of solid waste management. If you have insomnia, Icommend it to your attention. - 37 �E r: L L THE ROLE OF PRIVATE ENTERPRISE IN SOLID WASTE DISPOSAL fey Samuel J. Joseph Vice-President United Municipal Corporation Harrisburg, Pennsylvania h 8 J 3 j-; I I I 0 Change is the name of today's social and economic game. On September 11th of this year it had changed the name from The United Municipal Incinerator Corporation to Scienscope, Inc. Progress is change and while society reaps its many benefits, it also pays the piper because of the harmful side effects. We have developed great industries and have offered livelihood to the populace. These industries develop new productsand services which reduce man's burdens, yet they pay their fair share of taxesto support the governmental agencies which regulate society. The change in our basic economic structure from agricultural to industrial has brought about the concentration of population to the cities. Here industries develop because of labor markets and during this industrial growth, more people are attracted to these centers. The development of new products and devices can create a great wealth whose distribution is enjoyed by more and more people in differing proportions. In face of vigorous competition, products and services are constantly creating new consumer demands, which in turn, turns new techniques into marketing and packaging materials, thus compounding the problem of solid waste. . As an example, recently a hospital in San Diego reduced its per day rate. This is partly due to the fact that many disposable items made of pulp stock are being substituted for reusable cloth-made ones. This includes bed sheets, pillow cases, hospital gowns and even over-socks for the surgical personnel. Economies on one hand are adding disposal costs to the other. In recent years we have become aware that affluence was not all good. With our population explosion and the growth of industry in trying to capture the available markets, we did not until recently become cognizant that all of this growth is contributing to an environmental unbalance. We have actually detonated a pollution explosion. We are polluting our waters, we are polluting our air and our land. 38 �■ ■■■ . J I' 8 0 1 0 0 ? A J I I J b I In combating these evils, federal, state and local governments have passed laws, set standards and are regulating pollution control, all of which require huge sums of money. Pollution control cannot be accomplished by a single sector of society. If man is to survive, it must be done by concentrated effort on the part of industry and govern­ ment. Industry has responded reluctantly because of the high capital costs of new equipment which adds to their production costs. Although industry has begun to take corrective inroads in solving its pollution problems, it has a very long way to go before the total solution is an accomplished fact. At a recent meeting of the Rocky Mountain Mineral Conference of the Society of Mining Engineers in Salt Lake, Mr. Bower Dellinger, President of the Society and Manager for the mining exploration for the Mational Lead Company, told the industry that it must solve the pollution problem rather than evade or fight it: that industry must anticipate rather than react. Also, he mentioned that restrictive legislation is inevitable unless industry is committed whollyto correcting offenses rather than to foot dragging. Mr. Dellinger’s statement can also be applied to the public sector of society. Political subdivisions are plagued with financial problems. At the same time the taxpayers are demanding more and better services. Yet this same taxpayer is in near revolt when taxes are increased to pay for them. The community fathers divert available funds to those projects or services which are most expedient politically. Just as industry is changing its attitude to anticipate solutions to the environment problems, the community leaders have re-oriented their thinking. The city dump is no longer acceptable unless it is op­ erated as a true sanitary landfill. Land values have become so high to the proximity of communities that remote areas are being sought, re­ sulting in longer and more costly hauls. Inmore denselypopulatedareas, communities become competitors for the same fill land. Community leaders are beginning to develop total long-range plans. A community land-fill can extend the life of the ground five-fold by bulk reduction through good conventional incineration. There are a number of classic examples where communities have had feasibility studies, estimates made in the past with specific recommendations, only to find them shelved because of a change in local politics. The problem becomes more acute with time. To avoid the re­ sponsibility of a decision, new studies are often made, only to find the same basic answers at higher costs. In the meantime the landfilllife is shortened and the community is compelled to resort to crash programs. 39 �A J u c c p4. 3 B 0 J T K Rapid increases in capitalcosts resulting from delays between the orig­ inal feasibility studies and estimates and the actual bid have compelled many communities to re-evaluate their problems. They are beginning to realize that by joining projects they can accomplish their objectives more efficiently and economically. Authority or districts have been formed to solve their water and sewage problems. These authorities have been very succes sful. However, the regional approach as a solution to the solid waste program has not met with success. No one wants his neighbors' garbage. Although each community welcomes the benefit from his neigh­ bors, the stigma of being the regional dump is all too much. Water and sewer lines under the ground are not obvious to the eye, but a garbage collectiontruck in a neighboring community is too visible. True, refuse trucks can be a contributing factor to street maintenance and traffic problems. But these arguments are often politically motivated and mag­ nified. By proper routing and traffic control, this problem should not be a deterrent. Unfortunately, political jealousies and local patronage have to be overcome by a long and arduous educational program. Relentless pres­ sure must be applied to accomplish this goal, but ultimately the change will occur. On a larger scale, the handling of community services are not exclusive to a governmental agency; the most successful services are the investor-owned utilities, such as gas, water, electric and telephone utilities under exclusive franchise. Although some communities operate such utilities, it is a general practice, due to increased technical soph­ istication and a large capital investment, to rely on the private sector for such services. Many communities have private refuse collectors and haulers, but there are few privately owned incinerators in the country. However, there are a number of privately owned land fills, few of which are true sanitary land-fills operated by private collectors and haulers. Today a few municipal incinerators meet present day air pollution standards. At the best the burn out exceeds 3% of the combustibles and the total residue averages about 20% of the original volume. Many of the older incinerators are over-loaded and are singeing rather than in­ cinerating the refuse. Basically, the average new plant is similar in design to its ancestors, except that it may have better instrumentation, a sophisticated air pollution control system and possibly equipped with waste heat boilers as for by-product production. A community or regional authority does not have the funds; nor are they permitted to spend money on the experimentation of new concepts in incineration. However, since the authority relys upon engineers to - 40 - 8 �) design a conventional disposal facility, there is a hesitation to test new technologically advanced designs for fear of criticism on the part of the taxpayer if the project fails. 0 The private sector is more venturesome since it is motivated by the profit incentive (profit, by the way, is not a dirty word, ) to seek approaches toward doing a better job. The private sector is also more flexible. After research it can standardize and make improvements; hence, it can either reduce capital costs in time or at least hold the line against increases. 0 Our company has approached in this direction and is presently offering an advanced solid disposal system. The residue of all combusti­ bles is below 1/10 of 1% and the total residue is less than 5% by volume of the average refuse. Because this end product has a us e, little, if any, landfill is required. j s A few years ago the capital costs of the conventional municipal incinerator was in the range of from $4 to $7 thousand dollars per ton a day. At the same time, municipal tax fill bonds interest was 3 1/2 to 4 1/2 % 0 0 J 0 n 0 n Today, because of inflation and plant sophistication due to govern^ mental air and water pollution control standards, capital costs are in the range from $8 to $15 thousand dollars per ton a day. The interest rate of municipal fill bonds are now well over 6% and very few issues are sold at that. Some states have raised and many are raising the legal limits of interest rates to help communities to dispose of their bonds. In the last few weeks the City of Newark, New Jersey sold its bonds at an interest rate of about 7.73%, and this is a taxfree bond. Last week, the United States government in its refunding sold 19 1/2 month rates at interest rates of 8% and 83 1/2 month rates at 7 1/2%. In the mean­ time Tenace, Inc. , a private company, sold bonds at 9%It is believed that because many of the communities are approach­ ing the maximun limits of their bonded indebtedness and because the differentials between the interest paid have narrowed materially., com­ munities may lean more towards the investor-owned company for its solution in handling their solid waste problem. Many communities also have been looking for federal and state funds, while assistance bills have been passed, funding of them may be in the distant future. Also, tax free bonds as we know them may be re­ moved or modified in the near future, so that they may not have the same appeal that they do have today to the investor. 41 T �J 0 'L 0 0 u D a B p ■ □ A regional type investor-owned solid waste disposal can offer a number of benefits to an area. It can generate local taxes to help provide other needed services. It is not burdened by the political patronage which often adds to operational costs. It removes politics from the solution of various problems in the areas by remaining neutral. Very important, is the fact that it eliminates delay in construction time since its system is completed. It has single complete responsibility of des­ ign, construction, and operation, unlike a public-owned facility which is subject to a divided responsibility of the engineer, manfucturer of the components, the general contractor, the sub-contractor, and the opera­ tor. How does an investor-owned facility operate ? First, inorder to insure its capital investment, it has to enter into a long term contract and franchise of about 20 years with a regional authority or a group of communities to dispose of their solid waste on a per ton cost of refuse (subject to escalation or de-escalation depending on the economy) with minimum tonnage guarantee. The company must construct the facility with its own funds: operate and maintain the plant. The refuse must be delivered by community-owned trucks or private haulers with each truck being weighed on an automated scale and each community or private hauler being billed monthly for the exact tonnage at the contracted price. Since our plant is so highly technical and sophisticated, it re­ quires professional management and personnelfor its proper operation. Most community owned operations either lack or do not attract such per­ sonnel due to the lower pay scale. Technicians expect compensation commensurate with their training and ability and this often exceeds the salaries paid to city managers, public work directors or chief officers for whom they work, thus causing many personal problems. As a result of our investigation for a complete system with a minimal labor requirement, we have offered not an incinerator but a pyrofuser. Within our system pre-heated hot temperature air under controlled conditions is used to pyrolize, this is, destructively distill the hydrocarbons in the combustibles. The fixed carbon is oxidized by dissociation of carbon monoxide at high temperatures to form carbon monoxide. The heat of formation elevates the temperature sufficiently to fuse or liquify the non-combustibles which are tapped and quenched in water. The gases under differential pres sure are drawn off and burned with about 5 to 10% excess air in acombuster so as to reduce the total volume of gases to be cleansed. The spent gases are cooled through a waste heat boiler and the particulate matter is removed through a fitter bag. The effluent gases are emitted with a minimum ofpollutance to the atmosphere, thus meeting the mbst' stringent air pollution control codes. The non-combustibles, after leaving the quenching tanks, are in the form of a frit, which can be used as an aggregate or can be put to - 42 - �0 0 s D fl in tne metallurgical ana gas-maxing maustnes. capital cost is no mgner than the more sophisticated incinerator; higher labor salaries for highly trained professionalpersonnel is offset by reduced man-power working parts, which reduces mechanical failures and maintenance. The pyro­ fuser does not require specially shaped refractories, so there is no de­ lay in maintenance, nor is a large inventory of parts required. When related to the volume of residue produced, the cost is lower than the conventional incinerator. Investor-owned companies cannot afford to own and operate small isolated facilities and earn a reasonable return in its equity. The regional approach creates a situation in which larger units can be installed and operated at a more reasonable cost per ton and still provide the necessary return on equity. The larger installations permit private enterprise to be competitive with the tax exempt entities. R 8 8 T y. 43 I 8 �INTRODUCTION of Bernard F. Hillenbrand Executive Director National Association of Counties a by 0 Edmund C. Wideman, Jr. Board of County Commissioners Luzerne County D Q This morning at this Conference we have already covered the basic topic of the Conference--Regionalism. In addition our panelists have discussed two of the major problems that are facing regions because of their cost and complexity. In looking at the topic of Regionalism we find that there are a number of alternatives as to what regions are and how regions should be formed. Our speaker at this luncheon meeting is the Executive Director of the National Association of Counties. Because of his vast experience with counties in all sections of the United States, he is more than quali­ fied to discuss with you the topic of "What is the Role of the County in Regionalism". ]D I 1 I 'll 44 ��.a I think if we had it to run through again, we would do a whole lot of things differently in our democracy; and one of the things is, of course, the subjectthat youhave been wrestling with this morning. I think that would have paid a lot more attention from the very beginning to what you might call environmental pollution, and I want to take just a few minutes here to tell you about some of the things that we've been doing in this solid waste management field. Maybe some of you receive our American County Government magazine. We've published a series of guides and have inserted them in to magazine. These guides are the very basic things about a solid waste management program; the area-wide approach to solid waste management; the legal authority tc regulate dumping; planning of a solid waste management program; the organization of a program; design and operations of landfills and incinerators; budgeting and financing; technical assistance; citizen support; personnel; and an action plan. We have packaged these together in a rather attractive box and have done a similar series in air pollution control and water pollution control. It takes approximately 2 and a half hours to read. a n g fl fl 5 fl fl I J While Dr. Mailey was writing his question, I was reading it again. It's about 2 1/2 hours in each of the series,and I think they are extremely worth-while. If any of you would like them, write down your mailing address and specify whether you want solid waste, water and air pollution, or all three. Give the information to Dr. Mailey and we will be very happy to send them to you. The second thing I wanted to talk about briefly is the question of mass transit, your second major topic here. We in the National Assoc­ iation of Counties are vitally interested in mass transit. In the first place, we are particularly interested because of the nation's 3,750,000 miles of those roads. We hold a strong opinion that unless something is done in mass transit, there will be a hysterical uprising and they will start diverting our regular highway funds into mass transit use. On the surface that might not be a bad idea; but there are still 100 million Americans who have automobiles and trucks; and we've got to have someplace to put them. We can all sit in our automobiles now, you know, and talk to each other, using every mile of road in the U. S. . So we're supporting the mass transit act because of (1) self preservation of the highway program, but, (2) in an infinitely more aggressive manner, we believe there needs to be a mass transit program of great proportion. .1 think it's important to note, as you will, that we're not just talk­ ing about rail subways. I personally feel that subway systems are vastly 46 �too expensive, and we won't be building them in the U. S. in very large numbers. But we do need bus systems in smaller communities as long as we have a certain number of people who are disabled and we aren't going to be able to use cars. Obviously, in most urban areas, we can no longer park cars anyway, so we are going to have to have a new mass transit system. We have taken a contrary position to the administration's proposal that we fundamass transit program through a contract authorization,and in effect leave it up to the annual appropriation of the congress. We in the National Association of Counties are going to be joined by the Con­ ference of Mayors and Governors, and have proposed that a mass transit fund should be created. The argument is made that there's no user fee to put into a transit fund, and we argue that there certainly is one--and it's the tax on automobiles. When you buy an automobile, there is an excise tax. I think maybe many of you are under the opinion that it goes for highway purposes. It does not. It is used for general revenue, and we think that that tax in its entirety, or a major portion of it, should be ear-marked for mass transit on the very legitimate ground that the guy who has an automobile, if we have a good transit system, is going to get the benefit by being able to drive his own car. Now these ideas were not very popular with John Volpe. We had a shouting match about it at a meeting on public works last week in Cleveland. My topic today is to discuss the role of the county with respect to regional affairs. I don't think we need to spend a whole lot of time talking about the importance, for example, of having an area - wide approach in solid waste management. I think there's no need to talk to a sophisticated audience like this, to say that we can no longer plan a transportation system, amass transit system, on an individual unit basis. As a point of fact, we are reaching--very rapidly reaching--a place in our American democracy, where there are going to be very, very few things that we can do on a do-it-yourself, go-it-alone basis. I'm now referring to things like police protection. If the criminals are organized through the Mafia and so on, I think it's about time we began to get things organized on the law and order side, and on some others, too. I'd like to talk to you very, very briefly about what we think to be our theme-simply that the county is becoming the regional government in most areas. It is ineffectthe city of tomorrow, and I knowwe've got a lot of critics and a lot of detractors, but I'd like to review for you some of the basic advantages of a county which I think spells a very bright 47 �future for us. As a matter of fact, if county government were listed on the New York Stock Exchange, I'd personally buy some of the issues because I think we're going to go somewhere with it, and it's for this reason. The counties in the U. S. have area-wide jurisdiction. fl E n j i I I J •i ID E B This is going to be increasingly important as we progress in our American civilization and have more and more things regulated and con­ trolled. We're going to need it for the police powers and the solid waste. We can't let everybody decide what they are going to do about solid waste. . We can't let every collector decide what standards he's going to impose on collecting trash. We can let every community in an area collect sew­ age, but we can't let everybody decide at what level of treatment they're going to have it, or else we're never going to have any clean streams for fishing, or any of the amenities of life. We've been the pioneer in this field. As a matter of fact, the idea originated with our past president, Ed Connor, who was, lo and behold, both a city councilman and a county supervisor or commissioner up in Detroit. We've been strong supporters of this idea of having the elected county officials and city officials sit in an area-wide legislature of multi-jurisdictional composition to plan and organize, and to set stan­ dards and implement area-wide programs in thes e ar eas. The National Associations of Counties and NACO jointly have a service called the National Service to Regional Councils. We're available through that service to help couns el communities who would like to explore establish­ ing these councils of government, or who would like to strengthentheir existing councils, Again, we would be very happy to aid and assist in that effort. The second basic advantage that a county has is that it has an area-wide taxbase and I know that the commissioner on my right is going to say "this guy's about to suggest something else we should spend our county money for. " I know how hard-pressedthis and all counties are. But still the fact remains that all property in the U. S. with very, very few exceptions is in the county that is taxable, and if you just look at the statistics, I believe these are relatively sound. 87% of all the economic growth in the U. S. in the last decade has occured in suburban areas------ in other words the factores, the shopping centers, the houses that carry their own weight, and the apartment house in the suburban area. We've been depopulating the cities; we've been depopulating the rural areas; and unless we want to run a democracy with two or three Americas, we're goingto have to find away to stop it. Thenthis economic develop­ ment can be taxed through the county. The county offers the kind of a base that we're going to need to finance these things in the future. 48 �The third great advantage that a county has is its economy of scale. I'm always impressed with one of the banks in the Washington area that has this slogan: "our bank is large enough to serve you but small enough to care;" and I think that this is what we're going to come to. We're going to have to operate on a larger scale if for no other reason than the high salary costs of the kind of people we are going to need to run things. For example, in solid waste disposal, a municipal incinerator is one of the most complex pieces of equipment operated like this, on a multi-million dollar investment, unless somebody really knows what they're doing. I think with respect to a sewage plant, again a complex piece of equipment, a vast public outlay is totally useless unless it's managed properly. These are the kinds of things to get the right kind of people: You're going to have to have a broader tax base. You can't have a situation like you'd have in St. Lewis County, Missouri. They have 96 municipalities. You can't have 96 treatment plants, you can't have 96 police departments. They do, but you can't do that for a long range. You've got to have more economy of scale if for no other reasonbut this is the age of specialists and we are not going to be able to get special­ ists to do these things unless we operate on a much larger basethanwe have in the past. Again, most states, even Pennsylvania, have got. many small counties, but again it depends on what small is. I think if you look at the average statistics that Pennsylvania is pretty well situated, and that most of the counties are big enough to operate and have an economy of scale, which is not the case in many of the other states. I think the fourth major advantage is that the county has political accountability--political accountability with very few exceptions. Every American, all 200 million of us , are governed by a county. The population breakdown in the U.S. is 1/3 rural, 1/3 central city and 1/3 suburbs.. We're anation of thirds and the county offers us avehicle to start putting these things back together again. 0 D I know that we're all increasingly aware of the situation with central cities with large collections of minorities and rural areas with the same thing and vast poverty in between these affluent rings around urbanareas. Well, again we need to pull these all together. I personally think that we've got to start creating political units of government at the local level that take this into account, that has representation in the central city, the suburbs, and rural area. Again the county is the unit to do it. 49 �Chicago, with a great collection of minority people, poor people and so on, in downtown Chicago, and Cook County encompass not only rich suburbs but also parts of the rural poor as a point of fact. I think we need to put it all back together again like we did at the beginning; return to some of the promises of our democracy that every manis equal. We have a theory of government to put it all back together again and I think that every effort finds us dividing ourselves, creating new special authorities and districts so on outside the control of elected officials, is like pushing snow ahead of you. Some day its got to be re­ moved. Some day we’ve got to go back to some of these promises unless we’re willing to forego the essence of a democracy. I think the fifth major advantage of a county is that it has closer ties with the state and with the federal government. All of us have had our share of demogogery. I think almost everybody in this sophisticated audience has had an opportunity to make a fourth of July speech denouncing the federal government and the state government. But the plain fact is we do have to have the federal government and the state government involved in these things. We do have to have what everybody likes to call a partnership, that overworked word. A partnership also has to include private business,too. Ji 3 0 .0 0 J But again we have 1, 600 federal programs now of various types of aid. I notice your questions this afternoon--a hunting bee. Can you fellows in this audience think of any grant application where we could get some dough from the new solid waste management act for a demon­ stration project. We’re all doing it. It's gamesmanship. We usedto play Monopoly; now we figure how we can get a grant. There are 1600 of these programs; they account now for $17 billion of federal dollars poured back into local efforts in some form of a grant. At the state level, both my native state of New York and my adopted state of Mary­ land, about 60 to 7 0% of the state-collected money goes back to the local governments in some sort of a division schedule. Again, we’ve got to find some mechanism in this country to over­ come an unequal distribution of resources. I’m told that there are com­ munities in the state of Pennsylvania that are fortunate enough to have incorporated around the Bethlehem Steel Works or some other big in­ stallation and have almost a free tax ride, while other communities have got a desperate problem just to educate their young. I think that any reasonable American will say that a child, if he is born anywhere in the U. S., is entitled to an education equal to any other child that is born anywhere in the United States. I think we’ve got to use the mechanism of state aid and federal aid if for no other reason than the totally unequal distribution of resources and economic activity across the face of the United States. In this, the counties have had infinitely more experience. 50 I �I i a II 3 J fl 3 3 3 0 3 B' j We started out with a road program in the early 20's, a welfare program by and large, with exceptions like Pennsylvania, which have been run by the counties. Perhaps the most successful program in all the history of mankind has been the partnership between federal govern­ ment and the county agricultural agent through the university in solving the agricultural problem. That is one problem that does not nag at us, but it nags at almost all the other of our fellow human beings on this planet. This kind of partnership paid off in agriculture and I think it is going to begin to pay off in some of the other areas, too. So the county again has got these tremendous potentials and almost everybody will con­ cede these potentials and the they say, "well, you make that kind of a speech but you do not know counties in our place. " We've got some terrible handicaps at the county level that are not of the making of the county officials and the people who try to run them. As a matter of fact, the miracle is not thatwewho are in county govern­ ment do not run these things magnificently. The miracle is that we can run them at all the way we've got them organized. We started out to do one thing and we've been asked to do something else and the institution has not changed structurally, politically, and financially to meet the new responsibility. We started out to be a local administrative agency of the state. We were doing things that the state mandated. The elections were man­ dated by the state. The courts, the administration of justice, is man­ dated by the state and what we did is say that we are going to create some subdivisions. Everybody cannot run to the capital every time they've got a court case. So we said we are going to create counties that are going to be political subdivisions of the state and that they're going to administer these state programs on a community-by-community basis and be paid well instead of having these people appointed by the state. We will elect them the same way we got in this business which we've been in for quite a while--350 years. We've been in the county business twich as long as we've been in the business of the national government. We started in 1609. The national government started in 1789 with its first congress, so we've had a lot of experience and our role has changed. Now we're asked to do totally different kinds of things, and two of them you've got before you today, mass transit and solid waste management. This can't be mandated by the state. This has gotto have local variation--localkinds of responses. You've gotto be able to make local decisions. At this point what we need at the county level is to get some unleashing, to get the state to give more and more authority and responsibility back to the local level and let the counties do things. - 51 - �Let me cite one example. There is a constitutional provision in the State of Arkansas which reads as follows: no county official shall handle public funds except the county judge". The same statute says: "however, every county official shall be bonded, except the county judge, who may not be bonded. " When I go to Arkansas, I could get a lot of laughs about Pennsylvania because you've got just as many idiotic provisions. I LI 0 0 0 0 [] 0 n I was in New Jersey yesterday morning and they have what we call the Dillon Rule in county government. Dillion was a backward judge in Iowa 100 years ago who made a ruling, the famous Dillion Ruling, which said the county cannot do anything unless the legislature specifically authorizes it. If the legislature authorizes them to pick apples, they may pick apples; they may not pick crabapples because a crabapple is not an apple and this is literally how we've beentrying to operate county government. So to get around it, we've tried to adopt some imagination saying you cannot make a rule for one county that does not apply to them all. So we came up with the idea we are going to have clas sifications ofcounties. I was in New Jersey yesterday. Oneoftheir classifications "class counties of the six classes, any county of 630,000 population that does border on the Atlantic Ocean. " That is one classification. In another classification, "the eighth class is any county of 300, 000 pop­ ulation that does not border on the Atlantic Ocean. "Well, it is ludicrous and laughable. I wish young people thought it was laughable and that it will be that we will just get rid of these idiotic things. I hope they keep the faith because we've got to make some changes in this--the struc­ ture has to be changed. Another major cause is that we do have one thing called county. We hacked and split and chopped and whacked them. Every time a pro­ blem came up, we created some new machinism. We created a new au­ thority, a new board, a new this, a new that, and then to top all ofthat off we've specified in the state constitution that we're going to have dep­ artments run under individual elected officials. I do not personally see anything wrong with that, but you have to have some way to put it all to­ gether, so that you can respond as a unit of government and not as a com­ mittee. You know how elective a committee is, and that is how we've tried to run things. It seems to me what we did is we made a basic error. We took the county government structure from England, but in England they have a parliamentary system where every executive of a department has to be a legislator, put it that way and then the group meeting in effect sel­ ects a prime minister who we call a chairman or something. Well, that system worked beautifully in Britain, but it is totally unworkable here. - j 52 - �I know of no aspect of American life that responds to committee response. None--zero! I do not know of any corporation that is run by a committee. I do not know of any legislature that really is run that way. I mean it just does not operate that way. It does not function without an executive. We've seen it at various times in the U. S. when we've had a strong Congress and a weak executive. You all know what the problem is. We need centralmanagement of the county. We need qualified people there. We're going to have to attract them. I ill 0 s We've got 3, 000 counties in the U. S. -- We've got 1,200, 000 employees and we spend $10 billion a year. We're growing faster — almost twice as fast as the cities are. We're growing fast--we're the fastest growing unit of government in the U. S. and this may surprise you. A very high percentage of those county officials and county employees are professionals. They're doctors, nurses, welfare workers, school teachers, superintendents of schools, engineers, county attorneys, psychologists and psychiatrists. We've got ahuge array of professional people and we need now to make structural and administrative changes that reflect the new county, the new look of the county in the U. S. And finally, one of the really tough problems is that we do not have some type of an executive. We need a position at the county level. If you say "governor", everybody in this room knows what a governor is.. If you say "mayor", everybody knows what a mayor is. If you say "is it prothonotary ? " nobody knows what a prothonotary is; you do, I don't. It's a freeholder. What's a police juror? I mean, we need some kind of a leadership, some kind of an executive position. We've got a strong trend running in the U. S. toward a position called a county executive. It's really the strong mayor type. You have a strong mayor who has responsibility for appointments and item veto of legislation. Because then by the same token you take the county governing body and make it alegitimate legislature. They canpass rules and regulations and be a legislative body and not a combined legislative, executive and judicial body. B n n I D J One of the men on my board of directors is a county judge from Tennessee, an administrative judge whichmeans that he's like a county executive. But he's also very sad. He said, "I just had to sentence a man to die. " He's also a judicial judge and a legislator. He serves on the county board. He's all three. Well, if there was ever anything we started out with, it was a concept that we're going to operate powers in our national government and our state government, but we haven't done it at the county level. Again, we've got the model before us. 53 �a -2 -J I 1 J s a ■j o 3 0 [J D There are 18, 000 cities in the U. S. -I don't know of any of them that doesn't have a mayor. We've got the models before us, but we just have to start changing our thinking of what a county is. We say it's the city of tomorrow. It's the area-wide government. It's the metropolitan government. It's the new thing. It's in. It's going. We've got to make the changes that's going to facilitate that. I was in New Jersey yesterday, as I mentioned. They have what they call the Musto Report, and I know you have a parallel effort here. There are a lot of people, I think it's fair to say, my good friend Com­ missioner Barr, that your Department of Community Affairs understands the potential of this. His experience, as you know, was in municipal government, but he can see. I was an assistant director of the City National League of Cities. I worked for the City of Syracuse. My experiences were municipal-------- 1 consider myself a city guy. A county is just a big city. It's a super city. We need to change the structure to recognize this fact, to make it useful. Now in New Jersey, they have what they call the Musto--M U S T O--Report, and if you're interested in local government you ought towrite to Senator Musto. Just write to Senator Musto in care of the state legislature--Bill MustonWilliam--M U S T O. They've got the finest report I've ever seen, which is exactlyonthe subject of this conference--regionalism. They're saying that there needs to be a unit of government .between the municipality ard the state--a regional government. They are saying that government should be a county, even a county that has all the weaknesses we've just enumerated here. In New Jersey they have even more, and it's got to be strengthened. Their immediate start is to give each of the 21 counties an option of one of four things that's called an elected executive. Well, to me that's a strong mayor system in the municipal sense. The second form is the appointed executive. Well, that's a county in the councilmanager form. Now, one of them is an elected chairman, which to me is the commission form that we had a wave of in municipal government about thirty years ago. And the last is what you might call a weak mayor kind of system in which you elect one of them at large, and he becomes a supervisor or county mayor. But he really does not have very much more power and authority than the legislative body. But the whole point of this is that your sister state of New Jersey recognized these are not theoryor thought men. There wasn't a college professor on this, in all due respect to college professors. . These are work - a - day political leaders, some of the hardest skinned poli­ tical leaders in the state of New Jersey, coming up with this kind of plan. Not us--them! It's a terrific plan, and I think it's going to go in New Jersey. 54 . -10 �I think that we keep forgetting, and maybe this story will illustrate it. This is a true story. I have a little daughter age five as of last summer. We were staying at the farm, sleeping in sleeping bags out on the lawn. I said to my daughter, "Susan, that looks like a man inthe moon, but it isn't. " She said, "I know. Daddy. They have a rocket at Cape Kennedy, and it's going up there in three stages, and when the first stage falls off, the next stage does, and then the next stage. And there's going to be three men in there who are going to have to wear oxygen masks because there's no oxygen on the moon. They're going to go up around the moon, around the back of it, because we've never seen the back of the moon, and later on they're going to land. " I said, "Susan, you better go to sleep. It's getting late. " My point is that the public, the American public, is way ahead of us. We've beengoing on the assumption that the American public will continue to endure the lag between our current experience and our insti­ tutions. They re not going to endure in any of the areas chat I know. The students are not going to endure in the educational area; the minority groups are not going to endure in the job bias and civil rights areas, and I think the new citizens in the U. S. are not going to endure with respect to our institutions. Again, one half of all of our Americans are under twenty-five years old. More than half of the people inthe whole earth cannot remember World War II. These are the realities with which we're dealing. I say the time is here that we be the voice. I felt like St. John, the voice crying in the wilderness, ten years ago. Now, we're beginning to get somewhere. We're beginningto get other people saying the things that we say. We have a modest grant that hasn't been anno unced yet. from a foundation to set up a center in Wash­ ington to provide information, not to sell particular wares, but provide information about management and organization. We will be in a position to provide all kinds of materials for groups like this--for League of Women Voters, for the Chamber of Commerce. We're going to do this cooperatively with about one hundred different organizations such as the AFL-CIO and the Urban League. We are going to be in a position to help with meetings like this where people are interested in revising their government structure. So I would like you to volunteer if you will want to do it. We'd be very happy to help with staff back-up, speakers. If you want,next year, when you have one of these meetings, you may have help on revitalization of county government or local government, and just counties, cities and states. Let me conclude this way--to change political structures in the U. S. , someone said, that it is easier to merge two Baptist churches than it is to make a structural change in the county government. I'm 55 �I not a Baptist but I understand they have never merged any Baptist churches. But it's a long haul. We're cemented in constitutional re­ strictions. We wear out men. We have to team. It's like a relay race We wear out a set of elected officials. They get too tired of it.Just the obstacles are too overwhelming, particularly the obstacles that we, as citizens, create by not understanding, not helping, sitting around complaining, and not paying taxes. We are part of the problem, not part of the solution. But I do think that day is past. We have to worry about doing our thing--it is going to be a long effort, and I personally believe, along with the young people, that everybody has got to do their thing. You ought to be asso­ ciated with something bigger than yourself, something that is very important. I'm very proud to be associated with it. I know it is a long, tough effort. But I know that if we don't do something like this we might very well face a real catastrophe in American democracy. So, I'll tell a final true story which I think illustrates the point. Senator Theodore Green, from the state of Rhode Island, was the old­ est man ever to serve in the U. S. Senate. On the occasion of his ninety-first birthday, he was interviewed by the newspaper reporters. One young reporter said. Senator Green, how does it feel to be nine­ ty years old?” The Senator thought a minute and said, "Son, not bad, when you consider the alternative." 1 i H 0 56 - ■> i �I "PHILLIPS 66" 3 REMARKS OF THE MODERATOR by •I B ,] Mr. James Lee, Assistant Editor Times Leader Evening News For the next hour we will break down into relatively small groups for the purpose of considering specific questions relating to the two problems discussed this morning, The format of the discussion was formulated by Dr. Don Phillips, a Professor of Psychology at the University of Michigan and is knownas "Phillips 66", He observed that. in a series of experimental discussions group sessions, the optimum size for group discussion is most often six persons, A group smaller than this may not be able to keep the discussion going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by many organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to wellknown problems. u 0 Each table has been assigned either the topic of Mass Transit or Solid Waste Management. A discussion guide has been provided for your use along with the program on the Conference. The chairman is responsible for keeping the discussion at the table on the problem assign­ ed to that table. I do hope that everyone at a table avails himself of the opportunity to make his views known. We have decided to follow this format because individuals are likely to weigh the difficulties of these complex problems in accordance with their backgrounds and the roles they play in the area's social and economic structure. 'fl 57 E �■ I DISCUSSION GUIDE MASS TRANSIT J 1. How can Northeast Pennsylvania avoid the plight of some of our bigger American cities that find themselves unable to operate a transportation system? It is transportation an essential element for a growing region? 2. What does Northeast Pennsylvania have to offer which would convince transportation planners and designers that our region justifies the development of a mass transportation system? 3. It is time to stop developing transportation systems on a fragmented piecemeal basis when the whole Northeast region could become a more cohesive community politically, socially, economically and physically. Health and social services, marketing, manufacturing, housing, and the total urbanization process could be linked to a long-range plan for mass transportation. How can an integrated delivery system for all kinds of consumer services be brought about by mass transportation. 4. Is a transit authority, with sufficient powers to establish an integrated circulatory system, politically feasible? Is a mass transit system possible without some form of regional or metropolitan government in Northeast Pennsylvania? 5. Should an efficient mass transit system, which puts the service where the people are, be privately owned with access to a public subsidy, or should it be publicly owned? LI fi d 13 j M fl B 58 I I I �SUMMARY OF DISCUSSION on MASS TRANSIT by Frank Chadwick Luzerne County Planning Commission B o 1 J J Q fl Transportation is an essential element in the growth and develop­ ment of any region; Northeast Pennsylvania is no exception. An efficient mass transit system will have to be planned and developed if this region is to continue its rise from a depressed area category to the status of a prosperous and burgeoning community. It is somewhat ironic, but perhaps Northeast Pennsylvania is fortunate in not having developed as rapidly as other areas of the state and nation. The plight of larger, more rapidly developed urban areas, is reflected by their choked and congested inner-cities. The planners are trying desperately to cope with the situation, but are using stop-gap techniques to try and alleviate the problem that has already engulfed them. For Northeast Pennsylvania, now is the time to initiate feasibility studies, so that the planning, development, and implementation of a modern, safe, clean and efficient mass transit system can get underway before it is too late. It is possible for us to profit from and avoid the plight of bigger American cities. Northeast Pennsylvania has many assets that justify the planning and development of a mass transit system. Geographically, the region is ideally situated within easy driving distance of both the New York and Philadelphia Metropolitan markets; the excellent state and Interstate highway systems make the area the crossroads of Northeastern United States; the growth of tourism and recreation as a major industry of the area; the increase in the number of new, diversified industry as a result of industrial development programs; vast areas of open space and vacant land for the development of new towns; and many fine educational insti­ tutions. All these things point to continued growth and influx into this region. 59 �I I 8 0 0 0 S An integrated delivery system throughmass transit would be the optimum of any comprehensive transit plan of the future. However, our group felt that the cost required to develop such an overall system would be prohibitive, especially in the light of priorities for more pressing problems of solid waste, air and water pollution, and other aspects of urban decay. It was concluded that a less ambitious goal to be used to get started in the area of mas s transit and that a prototype of the overall system be set up on a smaller scale so people could see the advantages of such a system and therefore cause its expansion over the entire region. Most people can not identify with such concepts and probably consider such a plan too costly. Parochialism has probably been one of the main hindrances to continued or more rapid growth of this region. A higher authority is needed to establish such a system. This authority would have to take in many of the smaller political units so as to provide the broad scope that such a system would require to be feasible. Two alternatives were offered: Either private ownership with public subsidy to help develop and establish such a costly system; or, public ownership with the operation contracted with a professional man­ agement firm. n 0 Q 60 Tl �■Bi mmR SUMMARY OF DISCUSSION on I MASS TRANSIT by 0 0 0 H g Donald D. Moyer, Executive Director Economic Development Council of Northeastern Pennsylvania Throughout the discussion of the five questions was a thread of concern about public or private operation of mass transit systems. The participants agreed that an important historical note should be under­ scored, i. e. public authorities have come into the operation of mass transit systems in many larger American cities only after the private systems were no longer available. It was agreed at our table that the luncheon speaker1 s recommend­ ation that the present auto excise tax be set aside for mass transportation is commendable and should be encouraged with the operation of a trans­ portation system. Some at our table expressed concern about the definitions of mass transportation and region. Mass transportation can mean a highly com­ plex and technologically-advanced system including rail, subway, monorail, sky buses, etc. ; but in our region at the pres ent time it may simply mean much mor e efficient use of public transportation within the region. Mass transportation is apriority concerntoday for the Scranton/Wilkes Bar re/Hazleton area for internal circulation, but there was a common agreement that the surrounding counties especially toward the Poconos constitute an important area for mass transportation plans because, of their relation between our urban center and the Megalopolis in the East. We provided the following inventory of assets and liabilities with regard to the justification of the development of a mass transportation system. n ri 1. The highway transportation grid as completed or on the drawing boards is probably very adequate at least to the year 2000. 2. The present airport facilities and capabilities are not adequate and the necessary supplemental public funds do not appear to be in the near future. There is, however, some possibility that the pressure on air services in the Greater New York Area may force the creation of facilities to handle that traffic in an area that might be as close as 50-60 miles from here. 61 J1 ■I I �3. There is optimism about the growth potential of the total region even though there is no promise of population growth from with­ in. In other words, developments will be made to create patterns of in-migration. 4. The existing rail systems and rights of way are under-utilized and could be effectively included. 5. The quality industrial development in Northeastern Pennsylvania tends to take place in modern industrial parks. j> o .i J The participants agreed that an authority is politically feasible once there is enough pressure to create the political feasibility. An authority can come into being without regional or metropolitan govern­ ment because the local communities who give the authority will not need to give up very much present power. They would probably enter into an authority so long as there would be assurance of no additional cost to local government. Our table was evenly divided on the desired pattern of ownership: public, private, and private with subsidy. It was agreed, however, that public ownership maybe the most acceptable if the entire subject of mass transportation is placed before the electorate. J i '' J 62 i 11 �SUMMARY OF DISCUSSION on MASS TRANSIT by James F. Furey Area Operating Supervisor Pennsylvania Power and Light Company Transportation is an essential element for a growing region. However, the facilities should be planned initially so that the region can grow, knowing what the transportation facilities are. In order for Northeast Pennsylvania to avoid the plight of some of our bigger American cities that find themselves unable to operate a transportation system, planning must begin now, not when it becomes a problem. The County Planning Commission is an organization that can do some background work on what is needed in the area. Initially, this research would be on a county level. A Transportation Authority would then be needed to determine how to implementthe items that are needed. The biggest item that Northeast Pennsylvania can offer that would convince transportation planners and designers that our region justifies the development of a mass transportation system is the inducement that whoever operated the system would not loose money. The establishment of industrial parks and the influx of industries to these parks is adequate justification that a mass transportation system is needed. It is time that the entire Northeast region stop developing trans­ portation systems on a fragmented peacemeal basis and make plans that would benefit the entire area. The way to start is by getting the two counties, Luzerne and Lackawanna, to enter into a joint study as to what could be done. At the present time, this is needed, but the feasibility seems doubtful because of political jealousy. A Regional Distribution Center would help make, a more cohesive community. By using the railroad to bring goods to this center and trucks for distributing the goods, we may reduce the number of trucks involved in long hauls of goods. A transit authority with sufficient powers to establish an inte­ grated circulatory system is politically feasible in a county. Once out­ side of county lines, there may be difficulty. 63 �A Mass Transit System is possiblewithout some form of regional government in Northeast Pennsylvania, but to be able to take advantage of government funds, it would be well to have one agency dealing with the federal agency. The Economic Development Council of Northeastern Pennsylvania, Inc. could do tremendous work in this area. A privately owned mass transit system would operate more ef­ ficiently because it would be part of the free enterprise system and would be trying to run the system as a profit. As long as the service is pro­ vided, the general public probably would not care who owned the system. During our entire discussion, one idea was predominate: that was Mass Transportation is a service. If people realize this, the problems of putting a system into operation could be kept to a minimum. p 64 �DISCUSSION GUIDE SOLID WASTE The National Solid Waste Disposal Act of 1965 provides money for demonstration projects and research projects on Solid Wastes. What new and innovative approaches might be persued to help solve the Solid Waste problems in the areas of collection, storage and disposal in Northeast Pennsylvania? Waste making has become a way of life with the American. Companies plan fixed life into their products, which then become solid waste to dispose of. What techniques might be employed in Northeast Pennsylvania to recover or recycle these wastes into the economy as basic materials for new or old processes? Could new industries be developed? What? What are the advantages of sanitary landfill as against incineration for Northeast Pennsylvania? With the rising costs of wages, land and equipment, and the ever increasing volume of solid waste to dispose of, Regional Systems for Solid Waste Management are the best way to keep down the per ton cost of disposal. What elements should be taken into account to provide a highly efficient Regional Solid Waste Management Sys­ tem? Can county government be used as the unit of government as part of a multi-county system ? ] 5. Approximately 6 million junk automobiles are scrapped each year. Some find theirway to junk yards, parts salvage operations; others remain along highways or streets and in backyards. What methods can be employed to insure that junk cars will be disposed of in a proper manner? Can these methods be part of a county or multi­ county system of disposing of junk cars? 6. Although it might be advantageous for several (or many) municipalities or counties to jointly support a solid waste disposal plant--- possibly on an authority basis-could this be an area that might be attractive for private enterprise? Is so, how are rates assessed against each community being served ? By population? Tonnage hauled ? Other? 65 �SUMMARY OF DISCUSSION on SOLID WASTE by Ellsworth C. SalisburyExecutive Vice President Greater Hazleton Chamber of Commerce Our society is crisis oriented. It appears that you must face tragedy or near tragedy before implementing change. The area of pollution control and abatement is approaching these proportions. We are told that we produce seven to ten pounds of solid waste per capita per day. This figure does not include agricultural and other types of waste which would conceivably increase that figure significantly. The enormity of the problem becomes quite clear when you consider a com­ munity of 35, 000 persons, such as Hazleton, will produce 35 0, 000 pounds of solid waste per day, or 2,450, 000 pounds per week. As technology and packaging advances, this figure will, in all probability, increase. We are faced with a situation requiring our best efforts and thinking. The Pennsylvania General Assembly adopted in 1968 Act 241 which is known as the Pennsylvania Solid Waste Management Act. The purpose of this legislation is aimed specifically at the problem and pro­ vides guide lines and procedures for approaching its solution. It creates high standards for the handling of solid waste. It requires municipalities, singularly or jointly, to approach their problems in an intelligent manner. It, in short, enunciates public policy and provides the teeth to insure rigid enforcement and compliance. Solid waste should be viewed as an economic asset requiring recycling. The technology in the area of solid waste is just evolving. However, there are a number of indicators that this material through various techniques, such as composting, can be utilized to economic and, indeed, social advantage. I Solid Waste Management, as it exists today is generally inefficient and socially unacceptable. However, we must recognize the need for broad-based public support in order to generate the needed changes for the following reasons; 66 �■ IfcattfflMBi The present systems for handling solid wastes are outmoded. Any solution for meeting the problem, particularly in urban, congested areas, will require intergovernmental cooperation. The economic implications, particularly when considering in­ itial investments, will be high and it will be difficult to com­ municate the long range economies for such a cooperative venture. And finally, the need for research and the time factor present in such programs make it difficult to gain public acceptance. There are several techniques for handling solid waste, There will, in all probability, be others developed in the future, Existing techniques will be altered as research produces better means. Any program if it is to be successful, must be approached on a multi-jurisdictional basis and the parochial points of view must be re­ sisted. With this type of cooperation on a broad scale, there would then be an opportunity to apply for and perhaps obtain, a F ederal demonstration grant. A consolidation on a governmental service or functional basis would, if successful, lead to additional approaches and other service areas which, in turn, may result, ultimately, in a single functional and geographic government. I a a a I i In order to assure a successful program in solid waste manage­ ment, there has to be total cooperation. This would include cooperation on the part of manufacturers of goods as well as consumers. Manufact­ urers of durable items should be encouraged, through some fashion, to maintain responsibility for their product for its lifetime. Suggestions were made that a manufacturer be required to physically repossess his product when it reaches its final stage of obsolescence. Another sug­ gestion might be that there should be government subsidy to manufact­ urers to makeup any cost differentials in using scrap steel. This would encourage greater use of this metal in products which could be imposed through stricter restrictions on the use of resources. The consumer must also bear a certain responsibility for a system it it is to operate effectively. Trash might be presorted in the home prior to disposal. This would insure better utilization of its eventual re-use by diverting glass, metal, rags, and paper from actual garbage. It was felt that garbage itself could be eliminated through the widespread use of garbage disposal units, and it would eventually become part of the sludge in the sewage, treatment plant and find other adaptive uses. By presorting and developing systems for processing or recycling the assorted waste, economic advantages would be realized. - 67 - ~ �- The entire operation could be set up on a regional basis. An Authority comprised of leading citizens should be appointed to operate the system. This would eliminate or minimize political influences . The Authority would be run as a business with profits, or any gains developed being returned to the communities. Or, the Authority would establish programs for such monies generated which could include back­ filling, recreation, beautification, for example. By presorting waste, it can be more efficiently handled and this would encourage the development of such facilities as a glass plant, kraft paper plant, or other such operations at the final staging site to utilize the waste effectively. The regional Authority could also be set up as a profit making operation, whereby the local communities would buy stock in the cor­ poration, and the profits generated would be returned to the communities in dividends. Any corporation operating on that basis would be required by its contracts with the municipalities to introduce applicable techno­ logical advances to insure consistent and up to date performance. 68 �SUMMARY OF DISCUSSION on SOLID WASTE by Mrs. Marjorie Bart Member of Council Wilkes-Barre, Pennsylvania The 1965 Act provides for demonstration projects. A close sur­ veillance on the results of these demonstration projects should be main­ tained on them before making plans. A suggested demonstration grant would be to make a determination of the content of the solid waste in this region. On the basis of this data, a determination should be made if in­ cineration would take care of the largest share of the solid waste. A further determination should be made to ascertain if the scrap could be separated at the landfill and made available at the site to private waste businessmen via bidding procedure. Although it is not anticipated that this would be a money-maker, the procedure would take care of some of the expenses of either the demonstration projects or the resulting operation. J 1 J 1 1 I d Waste making is one of the natural problems of an affluent society. In a capitalistic society, as long as there isdemand, this type of acitivity will continue. Since the profit motive is of primary concern to com­ mercial establishments! we can assume that the scrap industry as a whole has a keen eye for the materials that will make for additional profit. This observation is amply demonstrated by the recent publicity given to the salvage factor of the aluminum beer can. The salvage value of aluminum products has been well established for many years. The Northeastern Pennsylvania area has a unique situation as far as sanitary landfill is concerned due to the large acreage of anthracite strip mining pits. Some of this acreage could be available at extremely favorable acquisition cost. Thus the unfavorable land involved in strip mining operations can and should be diverted to favorable land uses. A county-wide group, preferably an authority, should be estab­ lished for solid waste disposal. This should be preceded by a public relations campaign so that proper zoning can be enacted or complied with, and this will provide an opportunity to coordinate with the overall planning of the County. In this regard, some areas now have refuse 69 ��SUMMARY OF DISCUSSION SOLID WASTE by Robert L. Betzler Assistant Director of Public Works Wilkes-Barre, Pennsylvania In discussing approaches that might be persued to help solve the solid waste problems, it is apparent that solid waste fill of existing strip mine pits is highly desirable. Therefore, it is imperative that the future effects of large scale controlled filling be ascertained. It was also suggested that basic materials be magnetically coded (like blank checks) to allow for east separation for salvage. Recycling and recovering of wastes into the economy as basic materials for new or old processes should be handled as a national rather than a regional problem. The basic design of manufactured foods should take into account their eventual disposal. Disposal cost could be included in the original cost, forcing the user to pay. However, the application of such a proposal is extremely difficult. Economics and technology are at the base of a recycling process and both are indepen­ dent of Northeastern Pennsylvania. Sanitary landfill is advantageous in Northeastern Pennsylvania in comparison to incineration because it is less costly, reclaims waste land, causes little air pollution, and requires little capital investment. At this point in time, our needs cannot be met by a regional solid waste management system or multi-county system. Similar groupings of neighboring or adjacent municipalities are presently more efficient. Overall standards should be set at the multi-county level,with the methods of compliance to be worked out at a local level depending on conditions. These conditions include optimum size collection agencies, large enough to provide bulk purchasing, maintenance, etc., and yet responsive to the individual needs. Also, centralized landfill location is necessary to minimize travel time and eliminate transfer stations, etc. 71 ��SUMMARY OF DISCUSSION SOLID WASTE by Joseph A. Macialek Resource Development Agent Cooperative Extension Service The Pennsylvania State University An approach to solid waste disposal nowused involves the use of strip mine pits for solid waste disposal. Run-off, seepage, and effects of mixing mine acid water and seepage from solid waste should be thor­ oughly studied. Duplication of projects undertaken at other locations should be avoided. On the basis of conservation of natural resources, recycling should be done because it is wasteful not to recycle. This includes re­ placeable resources like paper as well as non-replaceable resources such as metals. This problem should receive national attention and legislation. Since it may not be profitable to sort wastes in most cases, per­ haps the user should pay a premium for materials that have a one-way ticket. This premium would then be used for helping to dispose of mat­ erial in its waste state. One of the elements that should be taken into account to provide highly successful regional solid waste management system is to iden­ tify the land resources which are suitable for land fill. The reservation of such land is of apparent importance. Sample ordinances and contracts should be developed to assist municipalities into a regional system. (Note--the Penn State Extension Service has copies o.f the contracts used in the State College Area system). The Institute of Regional Affairs might provide this service similar to the work done on the regional swereage systems. One of the problems is the lack of power of a waste management group to acquire a site without local government apporval. It was indi­ cated that this power might be vested directly to the management group. 73 �Most felt that county government could be made the basic unit of government for a regional system; however, there has been much dis­ cussion by lesser government units about erosion of their authority. Legislation and enforcement is needed by each municipality to remove old autos from streets and unauthorized dumping areas. This should be followed by regulation and control of existing salvage yards (not elimination). An added fee to the original cost of the auto can be of help to move the auto back into the production cycle. The user, then, would subsidize the recycling operation. Another suggestion was to purchase and stock­ pile the shredded auto waste until it became profitable to reuse. It is feasible that solid waste disposal operations could be attrac­ tive for private enterprise. Most of the activity in the past was private enterprise and it could be returned. Each local government must make a committment--that is to adopt a code forcing home owners and busi­ nesses to participate and then license private contractors to operate. This would be similar to a utility operation. Payments would be on a per family or per can basis. 14 �SUMMARY OF DISCUSSION SOLID WASTE by Leo A. Corbett, Professional Engineer Director of Public Works Wilkes-Barre, Pennsylvania Suggestions onnew and innovative approaches to solid waste dis­ posal are varied and extremely interesting to explore. A laser beam incineration method is pos sibly too expensive and would still leave a by­ product requiring disposal. Control problems would be difficult, in­ cluding the breakdown of bulk wastes, particularly junk cars. But this is good incentive for research on this type of disposal method. A built-in disposal-vacuum system could be used, whereby waste can be conveyed by high speed to landfills or a transfer station directly from the building, similar to a sewer system. In discussing techniques to recover or recycle wastes, perhaps land-fills can be reduced and replaced by incineration in order to better balance conservation and reclamation. Pollution control would be nec­ essary in incineration. However, modern day and future research would provide control devices to take care of the problem. Presently the country has food and drug laws. Why not control of disposal products and types of containers ? Ordinances can be drawn outlawing the one way bottle. Recoverable wastes should be separated and reclaimed. Re­ claiming of new materials could create new industries. Reclaiming of paper has been done in the past and is feasible now, with many markets available throughout the country. The method of recycling is not, how­ ever, within the capacity of a municipality, but must be governed by National and/or State law. I The citizen must be educated either by news media or other methods to separate the waste materials which can be reclaimed for other uses. 75 ! �The advantages of sanitary landfill as against incineration for Northeastern Pennsylvania are: Cost and availability of land areas. 2. Reclamation of usable land. 3. Reduction of air pollution and maintaining of stricter Controls of disposal. 4. Investment is low. However, a joint effort by Authorities, with many communities is more advantageous. Consideration should be given to incineration methods, as event­ ually land areas will diminish and this will be the only method now known which will remain. High intensity incineration is now being done, although it is expensive. Mass compression of waste materials into blocks to be discarded in deep open areas would reduce storage areas and transport­ ation costs. Some elements to be taken into account in providing a highly efficient regional solid waste system are: 1. Collective combining of areas (may be the most practical procedure). 2. County and/or local municipality combinations (are con­ sidered more preferable for our area at this time). 3. Multi-county programs (not considered pertinent at this time). In order to insure that junk cars will be disposed of in a proper manner, the state should mandate responsibility for disposition. Con­ sideration should be given to including disposal costs in initial licensing cost or by tax. This could be done on a deposit basis with the owner receiving his deposit back when the auto is turned inat a disposal center. Progressive steps toward compaction of junk autos into cubes which could then be used for filling deep stripped areas, should be given immediate attention. Joint support of solid waste disposal plants can be handled by private enterprise with local municipalities or the county making land available for the builder. Plants could be leased to the city or municip­ ality for a 10 to 15 year period, the turned over to the governing agency. . This could also be done on a turn-key operation or allowed to operate at a fixed rate of profit. 76 1 I I �SUMMARY OF DISCUSSION on SOLID WASTE by Frederick J.. Karl Regional Solid Waste Coordinator Pennsylvania Department of Health The National Solid Waste Disposal Act of 1965, which provides money for demonstration projects and research projects on solid waste could be a source of funds to investigate the possibility of combining sewage wastes and selected solid wastes --excluding metal and other reclaimable material -- and treating it as a combined process. Since collection is approximately 70% of the cost in getting rid of waste, a system might be developed as a demonstration to show how to cut down the cost of collection of solid wastes. A project could even be set up to study the effect of home incinerators which would be used to reduce the volume of solid wastes to be disposed of. Of course, the incinerator would have to be designed to meet all air pollution standards. On the question of recycling or recovering solid waste, perhaps paper and cardboard could be worked up into thin sheets to be used in construction. Examples of this would be pressed wall board for housing... Another use for a great deal of solid waste would be to use animal offal, as a food for livestock. I In Northeastern Pennsylvania, the advantages of sanitary landfill over incineration are that there is much land available and the cost for the operation is comparatively low. The elements that should be taken into account for a highly efficient Regional Solid Waste Management System are: 1. A good working operation of the communities to provide a good cost reduction factor. 2. Good sites that will insure long life and nuisance eration. 3. Power for the counties to provide effective solid waste man­ agement systems for the whole area. - 77 - free op- I I J J �The best method to insure that junk carswill be disposed of pro­ perly is to provide legislation to govern the ultimate disposal of the auto as part of the original cost of the auto. This money could then be used to establish a regional plant to dispose of the auto. We feel that a waste disposal operation could be run efficiently either by a public or governmental authority or by private enterprise. Each community might then be assessed on a tonnage basis. 78 1 I �SUMMARY OF DISCUSSION SOLID WASTE by Eugene J. Borofski Pennsylvania Department of Health The National Solid Waste Disposal Act of 1965, which provides money for demonstration projects and research, could be used to finance deployment and construction of transfer stations in rural areas. Re­ search could be conducted in compressing solid waste into blocks or bails before land burial. Shredding of organic material and depositing it in community sewage treatment facilities could be investigated. Some of the techniques that might be employed in Northeastern Pennsylvania to recover and recycle waste are: The salvaging of aluminum products for re-use by the aluminum industry. Z. Crushing of automobiles. 3. Using of solid waste (animal offal) as live stock food. 4. Reusing of paper products and building materials. The advantage of sanitary landfill as against incineration for Northeastern Pennsylvania are preservation of available land--strip mining, cheap land--and the overall cost of disposal. The elements that should be taken into account for a highly efficient Regional Solid Waste Management System are: Combined storage, collection and disposal methods. Z. Location of disposal facilities. 3. Laws and regulations governing solid waste practices, practices. Development of a research program covering different meth­ ods of storage, collection and disposal to increase efficiency and lower cost of solid waste management system. - 79 - �In order to insure that junk cars will be disposed of in a proper manner, state legislation should be enacted to govern the ultimate disposal of autos. A tax on the manufacturer to insure proper disposal should be given serious consideration by the General Assembly. It would be a good idea to establish a Regional Auto Crushing Plant. A solid waste disposal plant could be operated efficiently by either government or by private enterprise. However, there would be a need for control of cost and rates by a governmental body such as the Public Utilities Commission. Rates could be assessed on the tonnage handled. I I 80 �— SUMMARY OF DISCUSSION on SOLID WASTE by Willis W. Jones Executive Vice President Scranton Chamber of Commerce At the present standard of living it has become quite obvious that the amount of solid waste has increased at a fantastic rate. This has been caused by a number of factors such as the population explosion, the pre-packaging of food and other items, and the plannecfobsolescence of some basic appliances and automobiles. In addition Health Departments have insisted that open dumps be closed. The costs of disposal such as the securing of basic equipment used for incineration and sanitary landfill are extremely high. Solid waste disposal is considered to be a municipal function, however, the cost of disposal because of the fractionalization of our municipalities is excessive for some of our smaller municipalities. Therefore, it is obvious that solid waste disposal should be a Regional and/or County function. i I I 1 I There are a number of ways that municipalities can handle this particular function. Among the alternatives already mentioned are incineration and sanitary landfill. A third alternative suggestion is to seek out industries that can use certain types of solid waste such as waste paper which can be re-used and automobiles, if properly stripped and compacted. This, of course, will require that a great amount of research be devoted to a means of separation of solid waste in order to effect these economies. In Northeast Pennsylvania it would seem logical that the best approach to solid waste is the use of sanitary landfill methods. This has the advantage of relatively low unit cost and it also provides a means of reclaiming much of the ravaged countryside. There are many examples of this type of reclamation already in existence in Luzerne County. Although we are just beginning to use the - 81 - �regional cooperative approach as to the disposal of solid waste, the planning bodies of our municipalities and counties should devote more time to engineering a plan of present and future disposal. We should anticipate that grants will be available for res earch and/or construction,,, but above all, all of the governmental bodies affected by the problem of solid waste disposal should promptly insist on strict control as to the existing areas and methods of disposal. I 1 1 11 1 1 I 82 �INTRODUCTION of Tom Bigler, Director WBRE-TV by Mrs. Frank M. Henry, President Junior League of Wilkes-Barre ■ We have now reached what can be considered one of the closing aspects of our Conference. Since over the past several Conferences he has done an admirable job, we have once again invited Mr. Tom Bigler to conduct the unenviable part of our program. That part is the summation of the many topics and ideas which have been presented and discussed. It is an unenviable task because he must select the most cogent points of our discussion, many of which have been extremely pertinent to the problems of the area and especially to the new concept of Regionalism, and suggest as to how these problems can best be solved. [! B B 1 I I 1 I 83 �"APERCU" by Tom Bigler News Director, WBRE-TV Wilkes-Barre, Pennsylvania "APERCU", means a "summing up of what has gone before", And, as we've said before, we sometimes feel as tho we've heard it all before and are in danger of losing heart because while the words of wisdom are plentiful, the action is sparse. While we've wrestled today with two particularly severe problems of local government everywhere, they are symbolic only of the kinds of crises facing local governments and which most local governmenta are not able to solve. Two of cur major speakers today--Mr. Widner at the breakfast and Mr. Hillenbrand at lunch--underscored our basic problem: local governments that are too small to serve. Certainly this is not news to Wyoming Valley. We think there is wider acceptance in this metropolis of our division as being our major problem than most of us realize. We think that we are overripe for a solution. We think that the examples of intergovernmental alliances that have developed and which are under discussion in this decade demon­ strate recognition of a need for some solution. We might suggest that acceptance of the new telephone dir ectory--providing for the first time metropolitan directory for the Valley--is a good omen. And, as was emphasized by speaker after speaker in today's Conference, we cannot begin to resolve our mass transportation and solid waste disposal problems within the confines of any one of our local governments nor without some kind of intergovernmental alliance. II We are not certain that the ultimate solution for our time lies in the county government. Certainly we do not believe this is the answer, if county government continues as it exists today in Pennsylvania. The structure of County government is too weak to handle even the responsi­ bilities it now has. Nor do we believe that the present 67 counties of Pennsylvania constitute the kind of geographical division that would per­ mit even a modern county government to be effective. One associate at breakfast this morning advised us that a move­ ment is underway in Hazleton to seceed from Luzerne County---- -to demonstrate its unhappiness with proposed location of the Community College. This movement suggests that if their wisdom does not prevail - 84 �for all the rest of the County, theywant to become an island unto them­ selves. Interestingly enough, it was only 91 years ago that Lackawanna County was formed by secession from Luzerne County. From much of what we've heard today, we suspect that the thrust if not the particular of the Hazleton revolt runs against the time and needs of today. We think that instead, the traditional rivalries which have divided Lackawanna and Luzerne counties; Scranton and Wilkes-Barre, have hurt us both and helped neither; that our real competition lies not between these two cities or two counties but between us together andthe other metropolitan groupings such as the Allentown-Easton-Bethlehem complex; the Harrisburg-York; the Erie; and of course the Philadelphia and Pittsburg metropolitan areas. One needs only visit the Allentown area and observe the bustle of construction, the new housing, new highways, new shopping centers, the whole explosion of the 20th Century to discover how still our back­ water is. today There has been widespread agreement expressed here that we, in our present organization of government, cannot deal with the multitude of problems that threaten to destroy us. We do not have the government structure, the tax base, nor ev-en the civilian leader­ ship to manage our own affairs. We need, desperately to do some­ thing better. For 9 years now, these Community Growth Conferences have ex­ plored specific problems and have pointed to this same need for better local government structure, concept, philosophy, people to get this reg­ ion into the 20th Century. We still haven't made it and we still show no inclination to accept the changes needed to make it. What has been proposed and what is proposed is not theory nor dream. Other communities in the nation have made it and are making a move. All our problems are subject to rational solution. Unless and until we get off our haunches, these Conferences merely will be the right hand shaking the left, the voices of one being heard by another, a tree falling in a remote forest--and this "apercu" a review of what o thers have accomplished in some far distant land. 85 �CLOSING REMARKS by i Dr. Hugo V. Mailey, Director Institute of Regional Affairs I The success of this Conference will be determined by what you do with these problems in the next two or three years. A Conference is an educational kind of thing. We ought not to expect results in the immediate future. Either as individuals or as members of organizations, you should begin to tackle some of these problems that you explored today. Your active participation here and your participation after you leave here determine whether or not these conferences are successful. I want to thank all invited to participate in this Conference. You contributed immensely to the program. I want to thank those of you who participated in the discussions at the tables. I certainly want to thank all of those who in any way had a share in the arrangements for the Conference. < i : J I I 1 I J I And certainly last but not least, I want to thank all of you for coming. A Conference is never successful without participants, it is never successful without the people that come. But I have a special word of thanks for you who have come. You have not come as passive participants. We stopped that kind of format a couple of years ago. We found out it didn't work. We wanted our audience to participate and be active participants, and you have been very active. ir I i I I I I 86 �ROSTER OF ATTENDANCE Name Affiliation Position Aikens, Harry Commonwealth Telephone 100 Lake Street Dallas, Pa. 18612 Personnel Supervisor Aita, Judy Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pa. Public Information Coordinator Bacon, Allan E. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pa. Executive Director Barber, Edward S. Commonwealth Telephone 100 Lake Street Dallas, Pa. 18612 Personnel Director Barnasevitch, Francis Greater Hazleton Chamber of Commerce Solid Waste Committee Member Bart, Marjorie Wilkes-Barre City 100 Charles Street Wilkes-Barre, Pa. Councilwoman Beard, Shirley Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pa. Program Director Benning, Harry L. Rice Township Planning Commission Chairman �I I I I Name Affiliation Position Benscoter, Ruth Pennsylvania Department of Health 383 Wyoming Avenue King stop, Pa. Regional Public Health Educator Betzler, Robert L. City of Wilkes-Barre City Hall Wilkes-Barre, Pa. As sistant Director of Public Works Bickhart, Edwin W. Department of Community Affairs Harrisburg, Pa. 17120 Chief, Mass Transportation Division Bigelow, Clifford W. Wyoming Valley Motor Club 303 Market Street Kingston, Pa. Manager Bigler, Tom WBRE-TV South Franklin Street Wilkes-Barre, Pa. News Director Borofski, Eugene J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Sanitarian Brezinski, Edward W. Nanticoke Chamber of Commerce 171 East Church Street Nanticoke, Pa. Executive Director Burke, Thomas Erie Metropolitan Transit Authority P. O. Box 2057 Erie, Pa. 16512 General Manager Butler, William C.M., Jr. Lower Luzerne Solid Waste Management Committee Box 213 Conyngham, Pa. Chairman Advisory Committee �1 I 11 ^ame Affiliation. Position Butler, Wm. C. M. , III Lower Luzerne Solid Waste Management Committee 133 Woodland JRoad Conyngham, Pa. Conyngham Council Representative Caputo, Mrs. A- Richard Junior League Committee Research Chairman 40 Forest Road Mountaintop, Pa. Chadwick, F rank Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Senior Planner [I Chaplinsky, John Pennsylvania Power and Light Cedar and Buttonwood Street Hazleton, Pa. Community Service Manager [II Chesney, Ray J. Wilkes-Barre City School District 730 S. .Main St. Wilkes-Barre, Pa. Secondary Curriculum Coordinator Clarke, P. J. Luzerne County Commissioners Court House Wilkes-Barre, Pa. Chief Clerk Coates, Mrs. Sterling YWCA and Junior League Public Affairs Chairman of Wilkes-Barre, Inc. 5 89 Charles Avenue Kingston, Pa. Corbett, Leo A. City of Wilkes-Barre City Hall Wilkes-Barre, Pa. I I!' II' I u I I h Director of Public Works �1 fl! Name Affiliation Position Costello, Albert J. 330 Front Street Dupont, Pa. 18641 Mayor Crahall, Brinley Luzerne County Boroughs Associations President Cronin, Richard Greater Wilkes-Barre Chamber of Commerce Executive Secretary Curran, John J, Economic Development Administration Chief, Planning Division Davidson, John S. Pennsylvania Power and Light Company President, Economic Development Council of N. E. Pa. Davis, Warren C. Pennsylvania Department Regional . of Commerce Representative Del Marcelle, Davis J. Lebanon Valley Chamber of Commerce Board Mamber Dzuris, George Housing Authority of the County of Luzerne Board Mamber Earley, C. A. Pennsylvania Power and Light Company Dis trict Manager Farber, G. S. Pennsylvania Power and Light Company Supervisor of Community Palnning Farley, Dr. Eugene Wilkes College President Farrell, John J. Pennsylvania Department C. H. P. Consultant of Health Comprehensive Health Planning I ii T 1' I I !l I 1 I �] Name Affiliation Position Feldman, Robert WNEP-TV, Channel 16 News Director Furey, James F. Pennsylvania Power and Light Area Operating Supervisor Gilbert, Walter J. Pennsylvania Department of Health Gramacke, Stanley 98 Chapel Street Wilkes-Barre, Pa. Halpine, Walter Kings College Chairman, Sociology Department Harenza, Stanley 95 Main Street Inkerman, Pa. Employee of Celotex I Hawke, Herbert West Side Landfill Authority Treasurer '-I I Henry, Mrs. Frank Junior League of Wilkes-Barre President 'I ft Hibbard, Mrs. John Elmcrest Drive Dallas, Pa. 18612 il: Hillenbrand, Bernard F. National Associations of Counties Executive Director Heiselberg, Edward Luzerne County Planning Commission Director I Hunter, Willard Greater Pittston Chamber President of Commerce 1 Hyman, Mrs. Allan League of Woman Voters ■I ’ll I I I Chairman of Municipal Government Committee �I I Name Affiliation Position Jarzenbowicz, John Luzerne County Borough As sociation Legislative Representative Jones, Willis W. Greater Scranton Chamber of Commerce Executive VicePresident Joseph, Samuel J. United Municipal Corporation. Harrisburg, Pa. Vice-President Karl, Frederick J. Pennsylvania Department Regional Solid Waste Coordinator of Health Kazmerski, Sylvester Lackawanna County Parks Recreation and Tourism Kearney, Edward F. Concentrated Employment Program Director Program Wilkes-Barre, Pa. Klee, Albert Department of Health, Education and Welfare Chief, Bureau of Solid Waste Management Klemencic, John Pennsylvania Power and Light Customer Contact Analysis Kneidinger, Joseph Pennsylvania Department of Commerce Kohl, H. Robert Lebanon County-City Planning Department Kopec, Michael Jenkins Township Planning Treasurer and Zoning Commissin Lashford, Edgar Chamber of Commerce Wilkes-Barre, Pa. ■T I I I I I a I 8 I Executive Director Director Executive VicePresident �I < I 11 Position Name Affiliation Lauer, Paul Luzerne County Tourist Promotion Agency Lavelle, Mrs. Mary Betty Kannarr Realtor Lee, James F. Times Leader Evening News Assisstant Editor Lipscomb, Robert Pennsylvania Department of Commerce Scranton, Pa. Lutz, George East Side Landfill Authority McClure, Lamont Model Cities Agency McGee, James J. Lackawanna County Regionsl Director of Community Prigrams Planning Commission McGee, Philip Pennsylvania Department of Health i® McHugh, Michael C. Greater Wilkes-Barre Jaycees 3 Macpherson, Elizabeth YWCA Wilkes-Barre, Pa. Executive Director :u Macialek, Joseph Penn State Cooperative Extension Resource Agent d Mailey, Dr. Hugo IRA - Wilkes College Director Manley, Robert Pennsylvania Power and Light Scranton, Pa. Community Service Co -ordinator nu ip J n <» q Re search-evaluation Officer i > J ■ 8O-153U7S U �r; uU Name Affiliation Position Masoner, Robert Bell Telephone Company of Pennsylvania South Franklin Street Wilkes-Barre, Pa. District Manager Molinaro, Frank 1601 North Mulberry Street Berwick, Pa. Moyer, Donald D. Economic Development Council of Northeastern Pennsylvania Executive Director Muench, Alfred Glace &z Glace, Inc. Harrisburg, Pa. Secretary-Treasurer Mullen, Leo A. Northern Tier Regional Planning Commission Staff Member Niehoff, Walter Wilkes College - IRA Wilkes- Barre, Pa. 1 O'Hara, Vincent T. Greater Pittston Chamber of Commerce I Olson, Jerry Wilkes-Barre Transit Corporation II O' Malley, J. J. First Federal Savings and Loan Association of WilkesBarre O'Neill, Joseph D. U.S. Department of Commerce Economic Development Administration Wilkes-Barre, Pa. ■ 1 I IK HI 1 I I Executive VicePresident Acting Area Director �■ 1 I Name Affiliation Position Pataki, Frank Keystone Job Corps. Center Drums, Pa. Acting Director Patton, Eleanor Betty Kannarr Realty Realtor Pavlovich, Steve P. Jeddo Borough President of Council Peel, Joseph A. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Assisstant to Superintendant in Secondary Curriculum Peters, Fred J. Bureau of Employment Security 32 E. Union Street Wilkes-Barre, Pa. Manager Pfeiffer, Mildred C. J. Division of Planning Pennsylvania Department of Health 609 H 8c W Building Harrisburg, Pa. 17120 Planning Director Phillips, JohnW. Pennsylvania Power and Light Williamsport, Pa. Community Service Manager Pierce, William East Side Landfill Authority 31 Maffet Street Plains, Pa. Treasurer Poerio, Carlo R. Director of Redevlopment Authority of Community the City of Wilkes-Barre First National Bank Building Relations Wilkes-Barre, Pa. I I I I ! I 9 I I ! �I Name Affiliation Position Pugh, James E. Wilkes-Barre Record 15-17 N. Main Street Wilkes-Barre, Pa. 18701 Editor-in-chief Pyros, Nicholas J. Waskell & Pyros Townhall Building Wilkes-Barre, Pa. Architect Radkewicz, John F. Lackawanna County Regional Planning Commission 310 Jefferson Avenue Scranton, Pa. Executive Director Ransom, R. Lanning West Side Landfill Authority 26 E. Walnut Street Kingston, Pa. Mamber Rees, Mrs. Marnie Osterhout Free Library 71 S. Franklin Street Wilkes-Barre, Pa. Head of Public Relations Central United Methodist Church 65 Academy Street Wilkes-Barre, Pa. Pastor Robinson, Karl E. Public Service Institute Department of Education Box 911 Harrisburg, Pa. Public Service Education Supervisor Rubin, Roger David M. Walker As sociates 1600 Bankers Securities Building Philadelphia, Pa. 19107 Director of Renewal Planning [ I I I Reid, William W. I I ! a i i i �Name Affiliation Position Ruffaner, Robert E, Pennsylvania Power and Light Williamsport, Pa. Community Development Coordinator Salisbury, Ellsworth Greater Hazleton Chamber of Commerce Northeastern Building Hazleton, Pa. 18201 Executive VicePresident Sammon, John P, Wilkes-Barre Real Estate Board 314 Linden Street Wilkes-Barre, Pa. Member Sawicki, Clement J. Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. Relocation Technician Schechter, Edward Stressteel Corp. 221 Conyngham Avenue Wilkes-Barre, Pa. 18702 President Schoonover, William Redevelopment Authority of Wilkes-Barre First National Bank Building Wilkes-jBarre, Pa. Land Development Admibistrator Schrey, Ralph Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Senior Planner Shane, John B. Bell Telephone 120 S. Franklin Street Wilkes-Barre, Pa. Division Operations Manager I r I I I I I ! ! I I a i �I Name Affiliation Position Shantz, Frank P. Luzerne County Commissioners Court House Wilkes-Barre, Pa. County Commissioner Shapiro, Maurice A. Graduate School of Public Health University of Pittsburgh Pittsburgh, Pa. 15213 Professor, E nvi r onm e nt al Health Engineering Shelburne, Thomas P. WNEP-TV Avoca, Pa. General Manager Shelharner, Walter Rice Township R D #4 Mountaintop, Pa. Sheperd, Bob Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Research Director Shoemaker, Myron Endless Mountains As sociations Laceyville, Pa. President Siesko, Joseph Nanticoke Chamber of Commerce 221 W. Main Street Nanticoke, Pa. Past President Sites, Edwin A. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pa. Regional Coordinator ( I I I I I I I 8 I �Name Affiliation Position Smith, Robert Lackawanna Planning Commis sion 310 Jefferson Avenue Scranton, Pa. 18503 Senior Planner Snively, Foster Rice Township RD 4 Mountaintop, Pa. Snyder, James P. Pennsylvania Department of Health Harrisburg, Pa. Solomon, Paul Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Junior Planner Stockwell, William R. Pennsylvania Power and Light Company Williamsport, Pa. Lock Haven Manager Sweeney, John P. Greater Scranton Chamber of Commerce Scranton, Pa. Executive Secretary Townend, Frank Property Owners Protective Association of Luzerne County 1400 United Penn Bank Wilkes-Barre, Pa. 18701 Director I Tuhy, Philip Wilkes College - IRA Wilkes-Barre, Pa., 1 Vanore, Frank City of Wilkes-Barre City Hall Wilkes-Barre, Pa. I I I I I I I I I City Manager �Name Affiliation Position. Van Der Werker, Ralph Public Health Service 42 Broadway New York City, N. Y. 10004 Regi onal Environmental Control Director Wideman, Edmund C. Board of County Commissioners Luzerne County Court House Wilkes-Barre, Pa. Commissioner Widner, Ralph R. Appalachian Regional Commission 1666 Connecticut Avenue NW Washington, D.C. 20235 Executive Director Williams, Joseph A. Joseph A- Williams Agency 39 N. Franklin Street Wilkes-Barre, Pa. 18701 Insurance Williams, Morgan F. West Pittston Borough 321 Parke Street West Pittston, Pa. Borough Secretary Yashinski, Edward J. Redevelopment Authority Real Estate �«■ 10001LQ203 MILKES COLLEGE LIBRARY j n test I I-'■'■ I?;:' Il I r" ’ 8 I �■F I nI ■ 0 n □ n i ' i 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 Proceedings Ninth Annual Community Growth Conference, 1969 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 1969 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.