241 15 4134 https://omeka.wilkes.edu/omeka/files/original/98cd466374c8b87d2cdeb93b5f802717.pdf 22bb85d34e919e22301d2733f2f52c40 PDF Text Text — I ! CDVDL SERVICE MIES AND REGULATIONS WILKES-BARRE CHY SCHOOL DISTRICT j LI* 1 1 I I fl CHIVES I JS155 I R8W682 i flLi 1967 J - 1 t ■ ■; INSTITUTE OF REGIONAL AFFAIRS WHCUES COLLEGE WILKES-BARRE, PENNSYLVANIA �MMUI I 111 1 1 1 1 CIVIL SERVICE RULES AND REGULATIONS OF THE SCHOOL DISTRICT OF THE CITY OF WILKES-BARRE 1 I I 1 I I 1 I 1 I 1 I I ’liJ I I I IE i! 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �■11 ARCHIVE S i| 1%7 II ij ARTICLE I 8|S GENERAL PROVISIONS I SECTION L Short Title. These rules shall be known and cited as the "CIVIL SERVICE RULES AND REGULATIONS OF WILKES-BARRE I I I I I I I I I I I I I I 1 I ' 1 I I I CITY SCHOOL DISTRICT" and these rules and any amendments thereto shall have the effect of law one week after their adoption. SECTION 2. Pur-ose. These rules are promulgated to the Au- thority vested in the Beard of Directors of the School District of the City of Wilkes-Barre under the Act of 1949 knewnas the "School Code" wherein inter alia the operation and administration of the district is solely with­ in the discretion and authority of the Board. The primary intent herein is to establish a merit system of employment for non-professional em- ployees of the School District and to achieve a more economical and efficient operation of the administrative departments of the School Dis- trict. These rules shall be liberally construed in order to effectuate its purpose. SECTION 3. Definition of Terms. Unless otherwise expressly stated, the following words and phrases wherever usedin these rules and regulations shall be construed to have the meaning indicated herein; Certification - The submission to the appointing authority (the Board of Director s of the School District of the City of WilkesBarre) of names taken from the eligible list. -1- 83253 �L I I Chairman - The Chairman of the Civil Service Commission of the Wilkes-Barre City School District. T E r 1 I r r G Commission - Civil Service Commission of the Wilkes-Barre City School District. District (School) - The School District of the City of Wilkes-Barre (a school district of the second class under the laws of Penn­ sylvania) which is the appointing authority. Eligible - A person whose name is recorded on a current eligible or furlough list. Eligible List - The lists of names of persons who passed any examinations for a particular position (other than profession­ al employees) in the Wilkes-Barre City School District. C Furlough List - The list of per sons who were laid off from positions in the School Districtbecause of a reduction in the num­ ber of employees of the School District. B Probationer - An employee in the District who has been appointed from any eligible list, but who ha snot yet completed his work test period. R L B B 'b -j ib b D Reduction in Rank - A change to a different position or rank which results in a decrease in salary; provided, however, that a decrease in salary without a change to a different position or rank shall not constitute a reduction in rank. Removal - The permanent separation of an employee from em­ ployment with the School District. Suspension - The temporary separation of an employee from a position with the School District. Secretary - The Secretary of the Civil Service Commission. School Secretary - The Secretary of the School District of the City of Wilkes-Barre. -2- �n r Q ARTICLE II THE COMMISSION r c c n p L SECTION 201. Officers, Qualifications, etc. The Civil Service Commission of the Wilkes-Barre City School District, on the second Tuesday of each December, shall elect one of its members as the Chairman, one Vice-Chairman and one as Secretary. Anyperson appointed as a member of the Commission shall be a citizen and legal p u n Lj c □ resident of the Commonwealth of Pennsylvania and the City of Wilkes- Barre for at least one year prior to said appointment. No person who within one year of appointment, or after appointment, has been an of- ficer of a political party shall be eligible to serve as a Commissioner. The Board of School Directors by majority vote may remove any member of the Commission for incompetence, inefficiency, neglect of duty, misfeasance or malfeasance in office, after notice of the chargesand an n opportunity of answer and defense at a public hearing. SECTION 202. i p Meetings of Commission. The Commission shall meet at least once each month after reasonable notice of time and place made by the Chairman. L Two members of the Commis sion shall constitute a quorum at any meeting. Chairman, or in R] L his absence the Vice-Chairman, shall preside at all meetings and hear­ ings of the Commission and decide all points of order and perform all Li dutie s. fr D -3- �CIVIL SERVICE RULES SECTION 203. Duties of the Commission. It shall be the duty of members of the Commission as a body: (1) To establish or record on the books of the Commis sion a com­ ii plete list of all the non-professional employees of the School District certified and furnished to it by the Secretary of the School District. This list shall detail all the facts of the employment’such as salary, length of service, job classification, age, work record and in fine all of the infer mation required of all personnel employedby the State, County or School District. This list shall constitute the basic employment list and will be implemented by job evaluation studies made by the School District and of which the results will be furnished to the Commission. (2) To formulate and establish lists of eligible per sons for future appointment to vacancies occuring in non-professional positions under the authority and jurisdiction of the School District and provide for rules for applications and examinations as set forth in Articles III and IV of these Rules and Regulations. (3) To recommend and certify to the appointing authority (the Board of Directors of the Wilkes-Barre City School District) the lists of eligibles at such times as may be appropriate and necessary. (4) On its own motion or upon request, as herein provided, in all cases of demotion, furlough, leave of absence, suspension and re- moval to conduct investigations, hold public hearings, render decisions -4- �I u ii on appeals and record its findings and conclusions. 11 11 (5) The only valid causes for the termination of employment of any of the non-professional employees in accord Section (541) of the Act of 1949 "The School Code", shall be; Incompetency, Immorality, Intern­ II perance, Cruelty, Willful and Persistent Negligence, Mental Derange- a ment, Subversive Activities contrary to the Laws of the United States I I 1 fl < I I I I I 1 I I I ft or this Commonwealth, Willful Violations of the School Laws of Penn- sylvania or the Rules and Regulations of the School District. (6) Retirement of all employees and conditions for the same shall be determined as of the ages set forth in Act 274 of 1939 providing inter alia for mandatory retirement at ages specified. (7) To establish mandatory provisions of non-politic al activity by employees which shall incorporate as its promises that no person holding any position in any political partymay also bean employee of the District and further that any political activity by any employee shall be grounds for removal. Any employee who happens to hold any position whatsoever in any political party must divest himself of such position within ten (10) days of the adoption of these Rules or be subject to suspen­ sion and/or removal from the School District position. (8) To administer and make effective the provisions of this Civil Service System, including those relating to the preparation and conduct of examinations, the preparation of eligible lists, the certification of persons qualified for einployment, the transfer, promotion, suspension, -5- �I 11 demotion, removal, furlough, leave of absence and resignation of em- ployees, the rating of employee's services, the requriing of health exami- II II II 11 I 1 1 I nations at the discretion of appointing authorities as a condition of initial or continued employment. SECTION 204. Legal Counsel. The Solicitor of the Wilkes-Barre City School District shall be legal counsel for the Commission. When- ever the Solicitor acts for the appointing authority in a particular pro­ ceeding, this Commission may appoint special counsel. SECT1ON 205. Duties of Secretary, Meetings, and Quorum: Duties of Secretary. The Secretary shall carry on at the direction of the Commission all official correspondence of the Commission, send out all notices required by law and these rules of procedure, keep a record of each examination or other official action of the Commission, and perform all other duties required by law, by these rules and by the I 1 1 I IJ I I Commission. Meetings. Except for the biennial organization meeting, all meet­ ings shall be held either at the call of the Chairman, or at the call of two members of the Commission. At least twenty-four (24) hours written notice of each meeting shall be given each member. The Commission shall have the discretion to determine whether meetings shall be open to the public except that no rule or regulation of the Commission shall be adopted at other than a public meeting, and except when otherwise pro- vided for in these rules. -6- �0 II a & !.l Quorum. A quorum shall consist of two members, and all ac- tions of the Commission shall have the concurrence of at least two members. 1 I 1 1 1 1 I I I 1 1 I I i Section 206. Order of Business. The order of business of all meetings of the Commission shall be as follows: (a) Roll Call (b) Approval of Minutes of previous meetings (c) Communications and Reports SECTION 207. Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent or failing to vote, indicating such fact. �5 I I J ARTICLE III APPLICATIONS II Applications Form. No per son shall be admitted SECTION 301. to an examination for a non-professional position in the School District 11 II II of the City of Wilkes-Barre until after he or she shall have filed, on the official formprescribed by the Civil Service Commis sion; aswornappli- cation giving such information as the Commissionmay require. The of- ficial application form and all notation, references, and statements ap­ pearing in it are incorporated by reference into these rules and regulations and shall be as much a part of these rules as if they were fully de- I I I I I I I I 1 I I scribes herein. SECTION 302. Availability. Application forms shall be avail- able to all interested persons in the office of the School Secretary, and from such other offices and officers that the Commission from time to time, may choose to delegate. SECTION 303. Age Qualification. At the time of application, no applicant shall be less than Twenty-One (21) years of age, except in the case of clerks,, who may be Seventeen (17) years of age at the time of their application. Each applicant shall present satisfactory evidence of his date of birth. SECTION 304. General Qualifications. Each applicant for any non-professional position in the School District of the City of Wilkes- Barre shall be a citizen of the United States, and shall have graduated -8- �I II 1 II 1.1 froman accredited high school or have an equivalent education, such as a GED equivalent or an accredited correspondence school. Each appli- cant shall be medically fit for the performance of the duties requiredby II II II II 1 1 1 I I I 1 I I II I the Office, of good moral character. In the case of foreign-born appli- cant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. In the case of applicants for cus- todian I positions the requirement is that such applicants shall have completed the 10th grade in school and they do not need a high school graduate certificate. SECTION 305. General Qualifications - Applications for Higher- Grade Positions. In addition to meeting the qualifications fixed for all applicants for a general position as an employee of the School District of Wilkes-Barre, all applicants for advanced positions shall comply with such rules as the Commission may determine to be requisite for such higher positions. Said rules shall give consideration to length of service and length of experience within certain positions. SECTION 306. Investigations of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include credit reports and reports of investigations from recognized agencies. -9- �t I II 11 0 u 11 II I 1 I I 1 I SECTION 307. Filing Applications. Applications for any non- professional position in the School District of the City of Wilkes-Barre may be received at any time, during normal busines s hours, in the office of the School Secretary, and by such other offices and officers as the Commission may designate. The receipt of such applications shall be subject to the following conditions: (a) No application received after 12:00 noon on the day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examina­ tion unless otherwise provided in the notice and (b) An application shall become void one (1) year after the date upon which it was received. SECTION 308. Recording Applications. The office of the Seere- taryof the School District of Wilkes-Barre shall review each application, upon receipt, for the purpose of determining that such application contains no minor errors or omissions. Any application containing minor errors or omissions shall be returned to the applicant for correction. The Secretary of the School District of Wilkes-Barre shall date, number, and record, in the order of receipt, all applications free of minor errors I I I or omission. An application, once recorded, shall be a public record and shall not be returned to the applicant. SECTION 309. Disqualification of Application. The Commission shall not examine the applicant who lacks any of the prescribed qualifi­ cations unless, in the judgment of the Commission, it can be reasonably I I presumed that the applicant shall have acquired the necessary qualifica- tions prior to the date of a possible certification from the list of eligi-10- �bles produced as a result of the examination. SECTION 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsifi­ cation, omission or concealment of material fact. Should investigation disclose any mis-statement, falsification or concealment with respect to an application: (a) The application shall be invalid and the applicant shall be dis­ qualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or I (c) If the applicant shall have been appointed, such willful mis­ statement, falsification, or concealment shall constitute the grounds for dismissal from the School District of the City of Wilkes-Barre. I I 1 1 I I -11- �u ARTICLE IV ANNOUNCMENT OF EXAMINATIONS I SECTION 401. Public Notice. Public notice of the time and place II B II II 1 1 I I 1 I I I of every examination, together with the information as to the position to be filled, shall be given by publication in the official newspaper of the City of Wilkes-Barre. The public notice shall be published at least three (3) weeks prior to an examination and a copy of the notice shall beposted on the bulletin board in the Administration Building of the School District. Additional public notice by publication, posting, or otherwise may be given at any time at the discretion of the Commission. SECTION 402. Notice of Examination. In addition to the public notice, the Secretary shall give written notice to each qualified applicant by mailing or otherwise delivering to each applicant notice which shall include the date, time, place and duration of the written and oral examinations. Every notice shall be mailed or otherwise delivered at least three (3) days prior to the date fixed for examination. Only applicants receiving notices, to report for any examination shall be permitted to participate in such examination, and each applicant shall present his or her notice to the examiner before he or she shallbe examined.. Failure to report for any examination in accordance with the instructions contained in the written notice shall disqualify the applicant. -12- III �6 11 I SECTION 403. ] Scheduling Medical Examinations. The time of the medical examination shall be within the sole discretion and judgment ■ I !l of the Civil Service Commission, with consideration being given to the date fixed in the public notice for a written examination. 1 [I » I 1 I I I I I I 8 I -13- �I 1 a I ARTICLE V MEDICAL EXAMINATION SECTION 501. Appointment of Medical Examiners. The Com- mis sion shall, from time to time, appoint one or more medical examiners I il II 11 I I I 3 I I I to make all medical examinations required by these rules. SECTION 502. Medical Requirements. Every applicant for ap- pointment to any non-professional position in the School District of the City of Wilkes-Barre shall submit, at his or her expense, to a medical examination and shall meet the minimum medical requirements estab­ lished by the Commission before he or she shall be permitted to take any written or oral examination. A statement of the medical requirements established by the Commission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each medical examiner. SECTION 503. Report of Medical Examiner. The Commission shall furnish each medical examiner with forms upon which the medical examiner shall state the bodily and mental condition of each applicant. SECTION 504. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for per for- I I 1 mance of the duties of a non-profes sional employee because of anybodily or mental defect, whether or not the defect shall be specifically stated -14- �I I as a cause for rejection in the statement of medical requirements, such 1 I 1 I i I I I 1 I I I 1 II I i I applicant shall be rejected and a brief statement of the reasons for re- jection shall be practicable; however, the medical examiner shall deter­ mine the medical fitness of an applicant by adhering to the statement of medical requirements. SECTION 505. Re-examination of Medical Fitness. Each appli- cant eligible for certification to the School Board for appointment to any non-professional position in the School District of the City of Wilkes- Barresha.il be instructed by the Secretary, before being certified, to in- form the Commission of any illness cr injuries requiring the attendance of a physician or requiring hospitalization, and of any surgical opera- tions that shall have occurred after the original medical examination. If, in the judgment of the Commission, there shall have been any change in the medical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to submit a further medical examination before his or her name shall be certified for appointment. Any such further medical examina­ tion shall be performed at the expense of the School District cf the City of Wilkes-Barre by a regularly appointed medical examiner. -15- �I I II ARTICLE VI 1 WRITTEN AND ORAL EXAMINATIONS I SECTION 601. I bJ l! fl fl fl fl I 1 I I I I 1 I I Examinations for all Basic Non-Professional Po- sitions. (a) Examination fcr all basic or starting non-professional posi­ tions whether for janitors, clerks, stenographers, custodians, cleaning women, cr cafeteria worker s shall consist of the follow­ ing two parts; (1) A written examination which shall include a general aptitude test, an intelligence test, personality profile, and such other written tests as the Commission, may from time to time designate, and (2) An oral examination-.. (b) Only those candidates who shall achieve a passing grade on the written examination shall be eligible to take the oral examina­ tion. (c) Each part of the written examination and the oral examina­ tion shall be graded on the scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portions of the examination, total of seventy (70) points, (aptitude 50, mental maturity 10, and personality 10), and (2) For the oral examination, a total of thirty (30) points. The sum of the weighted score shall not exceed one hun­ dred (100) per cent. SECTION 602. Examinations for Higher Positions or Ratings. (a) Examinations for higher ratings or greater than starting posi­ tions shall consist of three parts; (1) A written examination which shall include a test of knowledge and performance in this particular position, an intelligence test, and other tests as designated; and -16- �(2) Oral examination; and 11 (3) Evaluation of service ratings and performance records of the applicant. 1! (b) The examination shall be graded on a scale of one hundred (100) per cent and shall be weighted as follows: J (1) For the written portions of the examination, a total of seventy (70) points, and I (2) For the oral examination, a total of twenty (20) points, and (3) For the evaluation of the service ratings or perfor­ mance records of the applicant, a total of ten (10) points. The weight assigned to the test of any position shall become great­ I er with the increase in the responsibility and rank of the position. I I I I I II -17- �I I B J : -1 I u l SECTION 603. Passing Grade. The passing grade shallbe seven­ ty(70) percent on every portion of the examination except that inthecase of the written examination for custodians, where the passing grade shall I I I I I I be sixty (60) per cent. I Months. All those who receive a passing grade on both the written and oral examinations and are veterans of the Armed Services with anHonorable Dischar ge shall be entitledto an additional 3 points credit. Proof of service must be made to establish veterans preference. SECTION 604. Notice of Applicant's Grade. When the grading of each examination is completed, the Secretary shall give each appli- cant written notice of his grade. SECTION 605. Ineligibility for Future Examinations for Six If an applicant fails to obtain a passing grade in any examina- tion, he or she shall not be eligible for a subsequent examination for any I I I I non-professional position in the School District of the C-ity of WilkesBarre for a period of six months. SECTION 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commission of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act sts examiner for the written examinations. I I I The Commission shall re­ serve the right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. -18- The oral exami- �i I J nationand the evaluation of the service or performance record of anyap- 0 licant shall be the responsibility of the Commission; provided, however, that the Commission may designate, from time to time, such persons I I '4 qualified to evaluate performance or service records, as are considered necessary to assist in such examinations and evaluations. SECTION 607. Conduct of Written Examinations I) T The Commis- sion shall prepare a statement of instructions and rules for the conduct I I I I I 1 I of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Com- mission, and be responsible for enforcing the rules of conduct for written examinations. SECTION 608. Penalty f'cr' Improper Conduct. Should any appli­ cant be found guilty of any act tending to defeat the proper conductor the result of any examination, his or her name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future application for any non-professional position in the School District of the City of Wilkes-Barre. ARTICLE VII I ELIGIBLE LISTS SECTION 701. Preparation of Eligible List. As soon as pos sible, after the completion of each examination, the Seer etary shall prepare an I I eligible list upon which shall appear the name of each applicant who re-19- �I I I I ceived a passing grade in the examination. The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible list shall be filed in the office of the School Secretary, and a copy posted on the bulletin board in the Administration Building of the School District. SECTION 702. Breaking the Scores. When two (2) or mor e quali- I I I I I I I fied applicants shall receive the same final weighted score, the order in which the names of such persons shall appear on the eligible list shall be determined by their scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying appli- cants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for recording purposes. SECTION 703. Life of'Eligible Lists. In no case shall any eligi- ble list remain in effect for a period of more than one (1) year from the date of its preparation. Date of preparation refers here to the actual compilation of the list which is to take place no more than 60 days after I I I I I the receipt of the request fromthe School Board calling for the establish.- ment of same. SECTION 704. Furlough Lists. Whenever the Board of Educa- tion causes a reduction in the numbers of non-pr ofessional employees in any one of the general groupings such as custodians, administrative as- -20- �I sistants, etc. . then the Commission shall prepare and maintain a list of the names of all such furloughed employees, together with the position held by each such employee at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the I order of the length of service of each furloughed non-professional employee in the School District. ARTICLE VIII 0 L 1 I I I I I I I 1 1 I I CERTIFICATIONS AND APPOINTMENTS SECTION 801. Filling Vacancies. When a vacancy is to be fil­ led in the School District of the City of Wilkes-Barre, the School Board shall submita written requestto the Commis sion for certification of eli- gibles. In making the request, the School Board shall state the title of the position to be filled and the compensation to be paid. SECTION 802. Furlough List to Fill Appointments. Upon receipt of a request from the School Board, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one (1) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. SECTION 803. Certification from Eligible Lists. If no furlough list exists or if the total number of vacancies cannot be filled from the available names on the furlough lists , the Commission shall certify names -21- �fr om the eligible lists. The Board of Education shall notify the Com­ mission of any vacancy which is to be filled and shall request thecertifi- cationof alist of eligibles. The Commission shall certify for each exist­ ing vacancy from the eligible list the names of three (3) persons thereon, or a lesser number where three (3) are not available, who have received the highest average. SECTION 804. Lists. Removal of Names from Furlough and Eligible In addition to the other reasons stated as grounds for removal in these rules, the name of any person appearing on a furlough list or eligible list shall be removed by the Commission if such person: (a) Is appointed to anon-professional position in the School Dis­ trict of the City of Wilkes-Barre, or (b) Declines an appointment to a permanent non-professional position in the School District of the City of Wilkes-Barre, or (c) Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of certifi­ cation, or (d) Indicates availability for appointment and is appointed to fill a vacancy but fails to report for duty at the time prescribed by the Board of Education, unless, in the opinion of the Board 6f Ed-ucation, such person can show good and sufficient reasons for failing to report. Thejname of any person on any eligible list also shall be removed ’by the Commission if he or she is three (3) times certified for consideration for appointment and is not appointed. Nothing in this section, however, shall be construed as authorizing the removal of the name of any person or any furlough list or eligible list who refuses or accepts a position of a lower rank than that for which.'he 'or she has qualified. -22- �n n I I I I I I I I I I I I 1 I I I I I I SECTION 805. Appointment Procedures. Whenever the name of any person is certified to the Board of Education from either the furlough list or the eligible list, the person shall be immediately notified of his or her certification by either certified or registered mail. The notice shall include the title of the position and the compensation to be paid, and shall also state that the per son certified make a written reply within seven (7) days from the date of mailing such notice. SECTION 806. Probationary Pefriod. All original appointments to any non-professional position in the School District of the City of Wilkes-Barre shall be for a probationary period of six (6) months. The Secretary shall investigate the adjustment, performance, and general acceptability of each probationer under his supervision to determine whether such probationer is fully qualified for permanent appointment. The Secretary shall make a report on.the performance and conduct of each probationer at the end of the fourth month of the probationary period, and finally not less than ten (10) calendar days nor more than fifteen (15) calendar days before the next regular meeting of the Board of Educa­ tion immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation of the Secretary either to retain or to reject the probationer. mitted in writing to the Board of Education. Each report shall be sub­ Within five (5) calendar days after the regular meeting of the Board of Education immediately preceding the end of the probationary period, the Board of Education shall -23- �notify the Commission, in writing, of its decision io retain or reject the probationer. The Commissioner, in turn, shall notify the probationer of the decision of the Board of Education on or before the date of the close of his or her probationary period. ARTICLE IX SUSPENSIONS, REMOVALS, AND REDUCTIONS IN RANK SECTION 901. Procedure. Whenever any non-professional em- ployee of the School District is suspended, removed, or reduced in rank, the specific charges warranting each such action shall be stated in writ­ ing by the appointing authority. The charges shall be stated clearly and insufficient detail to enable the person accused to understand the charges made against him or her and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commis sion, and within five (5) calendar days of such filing, the original copy of the statement of charges shall be delivered to the person accused either by personal service or by certified or registered mail. SECTION 902. Demand for Hearing. Any non-professional employee of the School District suspended, removed or re'duced inrankmay file with the Commission a written demand for a hearing. Such written demand and any statement of written answers to the charges made against the person accused shall be filed no later than seven (7) calendar days from the date upon which the statement of charges were personally served or mailed. Within the period fixed by law, the Commission shall grant a hearing to anypersonaccused who complies with the provisions of this -24- �section. Each such hearing shall be open to the public unless the person' accused, when making his or her written demand fora hearing, requests that such hearing be closed. SECTION 903. Notice of Hearing. Notice of the date, time and place for each hearing shall be given in the following manner: (a) By either personal service or by certified or registered mail to each person making charges and to the person accused, and (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to give the notice required by this subsection shall not invalidate any action taken by the Commission. SECTION 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. SECTION 905. Subpoenas. The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the produc­ tion of records and papers pertaining to any hearing. However, upon the written request of the person accused or of any person making char­ ges, the Chairman, or in his absence the Vice Chairman, shall order the attendance of any witness or the production of any pertinent document; provided that such written request is filed with the Secretary within five (5) calendar days from the date appearing on the notice of the hearing. SECTION 906. Hearing Procedure. Each hearing shall be con- ducted in the following manner: -25- �I (a) The Chairman shall state the general purpose of the hearing, and (b) The Secretary, upon direction of the Chairman, shall read the charges against the person accused together with the record of action taken against such non-prcfessional employee, and next (c) The Secretary shall read any written reply of the person ac­ cused, and next iT (d) The Chairman shall afford each person making charges, or his or her counsel, an opportunity to make any further statement in support of the charges and to produce any witness, and next fT" I Lb (e) The Chairman shall afford the per son accused, or his or her counsel, an opportunity to question or cross examine any person making charges, and to question or cross examine any witness produced by such person, and next I ■J I (f) The Chairman shall afford each person making charges an opportunity to examine the person accused, and next I (g) The Chairman shall permit each person making charges, or his counsel, to make a summation, and next I (h) The Chairman shall afford the person accused, or his or her counsel, an opportunity to produce any witness and to sum up the defense. I r r i I I I r I I The Commission, at any time during the course of the hearing, may ques­ tion or cross-examine any person making charges, the person accused, or any witnas s. SECTION 907. Decision of the Commission. Within fifteen (15) calendar days after the hearing, the Commission shall issue its decision in the form of a written order approved by at least two (2) members of the Commission. The written order shall include all findings of fact. If, during the public hearing, opposing facts are presented, theCommission shall include in its written order its decision as to the correct facts. -26- �The findings and decision of the Commission shall be certified to any person making charges, to the accused non-professional employee, and to the Board of Education. ARTICLE X SECTION 1001. Inspection in Gener al. Except as otherwise pro­ vided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Commission or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspection of any record of the Commission. SECTION 1002. Character and Reputation Reports. All reports of investigationsand inquiries into the character and reputation of appli­ cants shall be kept in the strictest confidence, and shall not be open to inspection. SECTION 1003. Inspection of Examination Materials. All exami­ nation material shall be confidential and shall not be opento general pub­ lic inspection. Any examined applicant may inspect his or her exami­ nation papers, provided that: (a) He or she makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his or her grade, and (b) He or she received the written consent of the Commission to inspect his or her examination papers, and -27- �(c) He or she makes his or her inspection within five (5) calen­ dar days from the date of the mailing of the consent of the Com­ mission. The Commission shall not consent to the request of any examined appli­ cant to inspect any written examination paper which may be used in any subsequest written examination that may be scheduled within ninety (90) calendar days following the date of receipt of the written request. If the Commission consents to an inspection of any of the written examination papers by any examined applicant, it shall state in its letter of consent the specific examination papers that may be inspected. Before any mem­ bers of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall require the exam­ ined applicant to produce the letter indicating the consent of the Comrnis- sion and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. No exam- ined applicant shall be permitted to inspect any examination paper s other than his or her own, nor shall he or she be permitted to make any writ­ ten notes while he or she is inspecting any examination paper. ARTICLE XI AMENDMENTS I SECTION 1101. Arnendments. The Commission, with the ap- proval of the Board of Education, may, from time to time, amend any part of these rules and regulations. The foregoing rules and regulations, which are in accordance with the powers granted by the School Code, en- -28- I �acted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the School District of Wilkes-Barre City , September 13, 1966. (Signed) David W. Kistler, M. D. President (Signed) Thomas F. O'Donnell, Vice President (Signed) Leonard A. Miller, Secretary- I I I I 83253 _ �loooiboias HILKES COLLEGE LIBRARY II 31 3I 3 I I U I La1 i J I I I I �- I !l 1 I lJ □H J j ] I u I i ' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations, Wilkes-Barre City School District, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/7573d674b50885dc6483ebb546861aa1.pdf 114a73b8236542e246cf7bab1ca92762 PDF Text Text I J 1 WML ®MT a n a 3 a I a j a a ] fvig's J]|JS1543 I ~I 1552 J | W67 a 1 ffl [ L WILKES COLLEGE WILKES-BARRE, PENNA. �] ! 1 ANNUAL REPORT 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Penna. �ARCH IVES 1513 155^ I3G7 PREFACE During 1967, the newly created Institute of Regional Affairs engaged in an expanding range of activities. This Annual Report to the President and the Board of Trustees of Wilkes College sum­ marizes and reviews the significant activities over the past year. This report will certainly reaffirm the credence that the Institute supports the processes of change in Northeastern Pennsylvania which certainly are the interests of the local leaders of the region. Hugo V. Mailey Director Institute of Regional Affairs J J 83254 �I 1 A. CONTEMPORARY MISSION OF COMMUNITY SERVICE In the last thirty years, Northeastern Pennsylvania communities experienced a state o£ economic decline with corresponding high unemployment. Only in very recent years has this region made any progress in economic development. Having met this challenge successfully by building a stable and pro­ gressive economic foundation, it is essential that the region turn its attention J ■I -J I I I I to a broader, more comprehensive, and more balanced approach to development which will tap a wide range of resources in such a way as to provide the essential amenities of community life for people of the region. In making this sophisticated evolution from a posture of stressing economic rebirth to one of consciously providing a balance of amenities for community living, it is essential to maintain a broad problem-solving orientation, rather than a nar- row or fragmented program orientation. This approach combines the physical, economic, social, and human elements of planning and development in a comprehensive and balanced approach to communities as organic units. Moreover, these same communities which have gone through an economic transformation face drastic readjustment to the stern realities and the demands of an urbanizing society, not as acute as in larger metropolitan cen- I ters, but nevertheless, just as painful. The onrushing transition from a re­ Q latively simple agrarian set of conditions to the highly technical and bafflingly complex conditions of urban life call for vigorous and alert response from local 1 institutions, be they governmental, educational, economic, or social. IJ i �I 1 1 I In this kind of setting, what is the role of an institution of higher education? It would seem that all aspects of knowledge have their institutional re- flections in three missions for college or university: to acquire knowledge through research; to transmit knowledge through teaching; and to apply know­ i I I I I ledge through public service. Assuming that public service is a modern mission of institutions of higher learning, can the research and teaching resources of a small college such as Wilkes be tapped to better understand and control our urban environment? Can a small college provide "urban agents" to deal with the complex problems of this whole region? mitments? Is it presently structured to assume urban com- Are there limits to engagement in community conflict? Can the universities and colleges that undertake these extension operations use the same system of academic rewards for staff as they use in so-called line departments? i The challenges of today are particularly pointed to a college that has a mandate to serve the community. If "community, " once predominently rural, has changed in location, ethnic composition, economic activity, and needs for services, a college must accommodate accordingly if it wishes to remain a relevant and progressive force. Although every college exists primarily to provide education and to sponsor research, it is also a community institution bearing all the responsibilities this fact implies. Furthermore, community affairs have an impact on any college even as the development of a college af- 3 u fects the community. The nature of a given urban area, the structure of the college, the disciplines of its staff, the philosophy of its president--each colors the outcome of commitment to community affairs. 2 IP, �. I I Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development because its faculty leaders believe that the College's expansion and development are inextricably linked to the fortunes of the community and the region. . The Institute of Municipal Government formed in 1951 out of a mutual desire of town and gown to work with one another for the advantage of both had I I I as its fundamental purpose to try to help make American democracy stronger by guaranteeing the semi-autonomous structure of American local government, so long as it could retain the capacity to solve its own problems. Many inno­ vations in local government in the area had their beginnings at workshops and conferences sponsored by the Institute. Planning, which has been undertaken by the County and most Luzerne County communities, together with redevelopment, was first proposed in this region at a meeting of local officials dating back to 1953. I 1 a il (I I? The fruits of a 1955 Conference on Redevelopment, are beginning to be manifested with considerable progress being made through adoption of redevel­ opment programs in Pittston, Wilkes-Barre, Nanticoke, and other Luzerne County communities. Greater Wilkes-Barre's plan for greater industrial harmony is a plan of positive action--a plan that may well serve as a guide for other communities or areas which may share such a reputation or for those communities or areas that want to maintain and improve an already healthy industrial climate. A part of this plan includes a Labor-Management-Citizen's Committee initiated through the Economics Department of Wilkes College and in collaboration with the Greater Wilkes-Barre Chamber of Commerce. 3 �The objective of the Committee is aimed at doing something about the area's reputation of troubled labor-management relations, and thereby remov- ing the false impression sometimes attached to the area in the minds of many 1 I i I industrialists, and other citizenry alike, in the other sections of our country. To establish a climate for industrial progress, and recognizing a special need of the industrial community, the College has pioneered a management training program under which special classes were organized for personnel in industry, commerce, and banking. This program has been offered since the early 1950's to both large and small firms of Wyoming Valley who have long expressed a need for sound "tailored-to-problem" personalized service train- I I I I ! ing for foremen. The two-fold purpose of this program has been to develop specific management techniques and to broaden the worker's understanding of the economic system of which he is a part. Many national concerns have since adopted its principles for the training of company employees for super­ visory positions in other sections of the country. In I960, an Area Research Center was established on the campus to coordinate the many economic studies that had been done prior to its establish- J 1 ment. Older studies were updated and new ones initiated. In 1965, the Area Research Center was phased out and replaced by the Economic Development Council of Northeastern Pennsylvania, a broad-based citizen organization for all of Northeast Pennsylvania. The Psychology Department has assisted in the establishment of a I- 8 mental health workshop for the clergy of the area. The Education Department has cooperated with the secondary schools officials of the County through the Anthracite Institute for Development of Schools. 4 �i I [ I I Both the Education Department and the Guidance Center have cooperated with the principals and guidance directors in setting up seminars, conferences, and workshops. Quite a number of Wilkes College faculty and administration members are active officials of many social welfare organizations - the College President on a hospital board, the Dean of Academic Affairs as President of the Family Service Association, the Chairman of the Political Science Department as the Chairman of the County Housing Authority board, and many others too numerous to mention serve in community organizations and governmental offices. The commitment by the College in community affairs was duly recog­ nized in I960 when the Ford Foundation funded the Institute of Municipal Govern­ ment, the Area Research Center, and a Labor-Management Office. This finan­ cial support generated even more interest on the part of the Wilkes College I I I i' B I I r faculty members to seek community involvement. There appears to be a growing realization that responsiveness to the urban environment calls for total across-the-board commitment. An isolated department devoted to urban affairs appears to have limited impact upon a college as a whole. While ostensibly patterned after the traditional agricul- tural extension operation, the urban umbrella proved much too large for restriction to any single approach. Indeed, a semantic jungle surrounds the term "urban" -- the sociological and economic implications of the word "rural" have been relatively clear, but somehow "urban" has come to mean "all that is not rural. " B 0 The Institute of Regional Affairs formed in 1966 is intended to be a multi-purpose college organization which views regional problems as belong5 �I ing to no simple academic discipline, but rather as a contempory phenomenon spilling into many disciplines. The very creation of the Institute is proof pos­ itive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences -economics, education, psychology, government, sociology -- but also those experts in the region who can lend their talents to teaching, information, re­ search, and consultation. The Council of the Institute of Regional Affairs is a cross section of the social sciences and College administrative officials. The creation of the Institute of Regional Affairs is really the natural integration of prior activities in which many members of Wilkes College social science faculty have engaged for over twenty years. It will assure the coordination of these varied efforts and help to better I ! understand and resolve complex and contemporary problems. It is the specific manifestation of the College's response to the challenges of urbanization. Its mission, then, is to provide meaningful assistance to Northeastern Pennsylvania communities and organizations in such a way as to enhance their capacities to respond effectively to the challenges of growth and change. 1 The Institute of Regional Affairs would appear to have three basic interrelated goals: ---- to help the College relate effectively to a constantly changing urban 1] society. ■ -----to help the component communities of this region to develop a 5 greater capacity for dealing with urban problems and guiding urban develop- 1 ment; and, 6 �--to help contribute generally to the development of knowledge of urban society and the processes of change, and to methods of applying this knowledge. By utilizing this approach, the Institute of Regional Affairs intends to operate as a catalyst to stimulate and induce positive community responses to needs, responsibilities and opportunities. The result of this approach is an Institute of Regional Affairs which devotes most of its technical efforts toap- plied research on a local basis, deals with the "nuts and bolts" operating problems of the communities of the region, and seeks to infuse some new understanding of urban phenomena. The traditional rewards of promotion and academic recognition are still based upon scholarship, research, and professional association, rather than upon service functions performed by the new breed of academicians whose extracurricular labor is extension work in the field. In making full commit- ment, Wilkes has considered the work in the Institute of Regional Affairs as equivalent to teaching hours. Whenever College personnel have engaged in adult extension work, either the teaching load has been reduced, or extra compensation has been paid. The decision has always been an individual matter between a department chairman, the President, and the teaching member. The setting of limits to engagement in community conflict has never been a critical issue to Wilkes College faculty members. Programs have never been abandoned because of fear of involvement, even though at times action programs may have been postponed until a time was more propitious. In the case of the College, it was always looked upon as a neutral forum where ideas 7 �I could be exchanged and programs instituted outside a partisan political frame- work. In trouble-plagued communities, programs are conceived not as ends in themselves but as a means to the larger end of community development. Rather, the College (through the Institute of Regional Affairs) has been drawn into a continuing role of helping to develop and to implement urban programs. The work of the Institute of Regional Affairs can be viewed as an in­ vestment that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures more deeply into complex community and area problems. ! I I 8 �s I B. i ii EDUCATION AND TRAINING The primary function of the Institute of Regional Affairs is to continue to provide a broad range of courses, seminars, conferences, and studies I pertaining to urban affairs for the municipalities of Northeastern Pennsylvania. I J I I i . I j I J' I These programs have as their purpose assisting the development of an enlight- ened leadership for the region and to improve their awareness of urban pro- blems. Only through better understanding of methods and practice can public officials and leaders of private and voluntary organizations successfully discharge their responsibilities and master today's complex problems. The training which the Institute of Regional Affairs provides is the basic occupa­ tional education which is so often lacking. Over the years many specific courses have been offered to public per- Pi I L 1 sonnel relating to their particular specialty. These courses are non-credit, non-degree, educational opportunities, varying from 5 to 24 sessions in length © I I during the academic year. The number and variety of courses will vary from year to year depending upon the demand. I, IN-SERVICE TRAINING COURSES FOR LOCAL GOVERNMENT PERSONNEL Beginning with a total of 29 public officials in 1951, the enrollment r 0 in courses for public employees and public officials reached a new high in the 1966- 1967 year when 467 qualified for Certificates of Attainment. Over a sixteen year period more than 2, 240 individuals completed the course re- quirements and received Certificates. 9 �r J E i I Courses offered to local public officials during the past year were the following: E I. < I II. POLICE Basic Police Procedure b. Small Arms c. Auxiliary Police d. Police Report Writing FIRE b. c. d. I r in. ASSESSING a. Rural Assessment IV. MINOR JUDICIARY a. Criminal Law V. 8 ! ■ I E E Municipal Fire Administration Fundamentals of Fire Fighting Fire Ground Attack Auxiliary Fire VI. CIVIL DEFENSE Shelter Management b. Civil Defense Adult Education c. Basic Rescue for Civil Defense d. Civil Defense for Local Government e. Civil Defense for Local Directors f. Light Duty Rescue g- Radiological Monitoring h. Medical Self-Help Control Center Operations OTHER a. b. c. d. Borough Councilmen and Township Commissioners Community Planning Elements of Purchasing Street Maintenance IJ 10 �1 I I ! I I I From time to time a variety of courses have been offered to supervisory personnel and junior executives in industry, and to the personnel of banking and other institutions. Such courses may be planned either by the or- ganization seeking the course or by the college staff. In 1966-1967, enrollees from savings and loan associations received Certificates of Attainment. II. TITLE I COMMUNITY SERVICE PROGRAMS The Institute received federal funds under Title I of the Higher Edu­ cation Act of 1965 for the conduct of continuing education. ■ | The Institute of Regional Affairs conducted three projects under this program which were really in the nature of training activities: fe=>‘ A. Principles of Purchasing with the following objectives: 1 u 1 b [ a. centralized purchasing by local governmental officials b. cooperative purchasing by local governmental units c. certification for local officials in conjunction with the n t d V B National Institute of Governmental Purchasing The Board of Commissioners of Luzerne County have centralized all purchasing. 8 B NIGPO. Moreover, his efforts have been rewarded by his election as Presi- dent of the Pennsylvania Governmental Purchasing Agents Association. Is B. L! The County Purchasing Agent secured certification as a IE d IE Joint Communications System for Luzerne County with the objec- tive of securing joint community action on a communications system. Meet­ ings were held for those interested in a central communications system in Luzerne County. These meetings were co-sponsored with the Public Ser- vices Committee of the Greater Wilkes-Barre Chamber of Commerce. n 11 Such �1 1 i a communications center could link together in a mutual aid network all of the emergency systems on which the welfare of the communities depend. C. Community Leadership Seminar. The purpose was to provide an opportunity for the leadership of many civic and community agencies to ex- amine a broad range of alternatives in the approach to regional problems. The six-session Seminar was intended to help community leaders to qualify themselves for more effective contributions to local public affairs. III. SPERRY & HUTCHINSON LECTURESHIP PROGRAM The foundations Lectureship Program of Sperry & Hutchinson Com­ pany is intended to enrich college curricula and to strengthen the sponsoring institution in its community activities. Wilkes College was one of 39 institu­ tions to receive grants for 1966-1967. The lectures under the program were published by the Institute of Regional Affairs in book form. The lecture topics and speakers were: "Changing Values in Today's Metropolis" by Dr. John Middleton, Chairman All University Department of Anthropology Graduate School of Arts and Sciences New York University "The Political and Governmental Response to Metropolitanism" by Dr. Alan K. Campbell Professor of Political Science and Director of Metropolitan Studies Program Maxwell Graduate School Syracuse University 1 12 �R I i I I 3 "New Directions for the City's Economy" by John H. Nixon, Director Area Development for the Committee for Economic Development IV. i c c I I I I KEYSTONE JOB CORPS TRAINING INSTITUTE In January 1967, the Institute of Regional Affairs conducted a three- week, pre-service training institute for counselors and administrative staff of the Keystone Job Corps Center operated by the Radio Corporation of Ameri- ca. The purpose of the seminar was to introduce the personnel of the newly created program to some of the many and varied kinds of sociological, psychological, and other problems that they might encounter in dealing with unem- ployed female youth between the ages of 16 and 21. There were 17 members of the Keystone Job Corps Center who received Certificates of Attainment upon completion of the three-week program. (d I, v.. COMMUNITY GROWTH CONFERENCE The Sixth Annual Community Growth Conference, co-sponsored with other community organizations, was held in September 1966 and was intended to acquaint local officials and the general public with emerging issues in pub­ lic affairs, centered on the theme, "Northeastern Pennsylvania -- A Critical Look into the Future. 11 The topics discussed at the Conference included: Poli­ tical Leadership - Its Impact; Tourism/Recreation - A Second Major Indus­ try; Our Manpower Problem of Industrial Growth; Sad Plight of Our Cities - 13 �5 E E E I I I E I I ! Have They Become Obsolete; Northeastern Pennsylvania's Future - Planned or Unplanned. VI. . A short course on "Chemical Testing for Intoxication" for police instruc­ tors was held by the Public Service Institute of the Department of Public Instruc­ tion in conjunction with the Institute of Regional Affairs. I The eight-hour, one- day course was intended to qualify instructors to administer chemical tests for intoxication and to assist police officers in testifying in court. Wilkes-Barre was one of the 5 areas in the Commonwealth selected as an instruction site. VII . u ■ I CHEMICAL TESTING WORKSHOP FOR BETTER ENVIRONMENT The Institute of Regional Affairs cooperated with the Regional Sanitari- an's Office of the Department of Health of the Commonwealth of Pennsylvania in setting up a one-day workshop for local sewage facilities inspectors. VIII. TAX CLINIC Although the Tax Clinic was not an activity of the Institute of Regional I & Affairs, facilities for this annual meeting were provided on the campus. IX. CONCRETE CITY When the Institute received from the Glen Alden Corporation a 40-acre site which is a former housing development known as Concrete City, valued at LI E upwards of $60, 000, it became possible to expand the training activities in the I fields of fire, police, civil defense, and of the varying units of the military ■ I'l 14 �8 i i I I I I parties in training is assisting the Institute to formulate plans for the construc­ I stallation of the fence. 8 I reserves and national guard. This will supplement the work done in the class­ room. At the present time, a special advisory committee composed of interested tion of facilities at the site. First priority was given to the installation of a fence around the imine- diate vicinity of the buildings to protect equipment stored in the buildings. The Board of Luzerne County Commissioners provided $3, 849. 00 and fire companies contributed the remaining $1, 100. 00 toward the cost of the in- The Luzerne Fire and Rescue Association and the Civil Defense Unit of Luzerne County have contributed many hours of labor toward the improvement and development of the training site. I I I I F ■ J'li ) 15 �ii i E i i I I I I I I I I I c. The Institute of Regional Affairs tries to keep public officials and those engaged in community work completely informed on urban and regional affairs. To this end, the Institute of Regional Affairs maintains a library and circulates a monthly newsletter. I. I LUZERNE COUNTY NEWSLETTER The purpose of the Luzerne County Newsletter originally was to keep local public officials informed of the varying methods successfully employed by communities throughout the United States in solving problems of manage- ment, personnel, and administration. A broad approach has now been adopted to include in its contents the fields of education, economics, and social welfare. It also calls attention to the services, instructions, courses and other activities of the Institute. Published monthly the Newsletter is mailed to approximately 1,750 interested community leaders throughout Northeastern Pennsylvania. The mailing list includes a roster of members from the follow- ing organizations: I INFORMATION Greater Wilkes-Barre Real Estate Board, Wilkes-Barre Clearing House Association, Northern Anthracite Bankers Association, First Class Township -- Luzerne County, Cabinet Commission on Economic Oppor- tunity, Newspaper &: Radio Stations of Northeastern Pennsylvania, Luzerne I • I County Congressional &: Legislative Representatives, University Bureaus of Governmental Research, Northeastern Pennsylvania Savings &: Loan Associa­ tions, Redevelopment and Housing Authorities of Northeastern Pennsylvania, r J 1 Hospitals &: Community Aid Centers of Luzerne County, Third Class Cities -- 16 �II i I I I I I I I 8 I Luzerne County, Boroughs -- Luzerne County, Second Class Townships -Luzerne County, Luzerne County School Boards, Home Builders of Northeastern Pennsylvania, Assessors of Northeastern Pennsylvania, Civil Defense Departments in Luzerne County, Police Chiefs of Northeastern Pennsylvania, Fire Chiefs of Northeastern Pennsylvania, Wilkes College Board of Trustees, Community Ambulance Associations, Planning Commissions of Northeastern Pennsylvania, Housing Authorities of Northeastern Pennsylvania, Friends of Wilkes College, American Institute of Architects of Northeastern Pennsylvania, and United Fund Organizations. IL LIBRARY The Institute also maintains a carefully selected library of contempor- ary printed materials in the social science fields. The library of the Institute, continuing to grow daily, now includes over 3, 500 publications. present time, one of the largest repositories of information and materials on B municipal administration in Northeastern Pennsylvania. J I or quarterly basis. □ | - ] J B _D I 5 p Pamphlets, reports, surveys, studies and 96 periodicals are received on a semi-monthly, monthly, In 1966, the Institute was awarded a 151 book planning library from the Pennsylvania Planning Association. This valuable collection of planning ma- terials was on display at the Annual Conference of the Pennsylvania Planning Association. When added to that already in the Institute, this material be- comes the most extensive planning library in Northeastern Pennsylvania. 1 R It is, at the 17 �i i Not only have interested community leaders made wide use of the li­ I I I g 8 8 I V I I! ■ - I I R I brary materials, but many undergraduate students who plan to go into the broad field of urban problems have had their first contacts in the fields by the utilization of the library materials for term papers and research projects. in. PENNSYLVANIA- •HORIZONS The Pennsylvanian serves as the official publication of the Pennsylva- nia State Association of Boroughs, the Pennsylvania League of Cities, the Pennsylvania Municipal Authorities Association, the Pennsylvania Association of Township Commissioners, the Pennsylvania Local Government Secretaries Association, and the Assessor's Association of Pennsylvania. This magazine reaches well over 15, 000 people interested in Pennsylvania local government. The bulk of these, of course, are elected and appointed local government offi- cials. "Horizons" is the four-page center spread of this monthly publication and that was originally the joint product of the institutes of local government of Pennsylvania universities -- Pittsburgh, Penn, and Penn State. The three institutes were organized into a loosely knit group called "Association of In- stitutes of Government of Pennsylvania Universities for the purpose of providing material for, and supervision over Horizons. Basically, there are three sections to Horizons: (1) the lead, editorial­ type article of about 1,000 words to be provided on a three-month rotating basis by the three participating institutes; (2) a second article provided by the editor fj which is usually a reprint of a speech or an article from another publication, 18 �ft I i I I 8 I I 8 I I severely edited, which seem particularly appropriate for the readership; (3) two or three "dot abstracts" which are summaries of books or reports in the field of public administration and are provided primarily by the Fels Institute. Horizons is an outstanding part of the magazine--The Pennsylvanian-- and because of its sponsorship, some things can be said or supported in "Hori­ zons" which could not be said or supported in other parts of the magazine. For this reason, it is useful as a separate publication in reprint form. In 1966, Penn State withdrew from the associated institutes and Wilkes College was invited as a replacement to participate in the organization and Con­ tribute to Horizons. Although the manpower of the Institute of Regional Affairs is limited, its staff has made its contribution on a quarterly basis. I I I I I I I 19 �a J i i i I 1 I I I I I I I I D. A third service of the Institute of Regional Affairs is special consulta­ tion made available to interested parties for the study of public issues. 8 I] I] 1 1 Con- sultative services are offered to interested officials, governmental and non- governmental. The assistance, both formal and informal, is provided and made possible because of the specialized resources and staff of the College. Such services include testing and counseling for public agencies; preparation of special management studies; and the study of general administrative problems. In the development of the Institute's program, the following criteria are used as guides in initiating or accepting consultative requests: 1. the significance of the problem to the development of Northeastern Pennsylvania; 2. the potential "multiplier effect" of the project; 3. the potential value of the project as a prototype for a similar service by other public and private agencies in community service; 4. I CONSULTATION the interests and competencies of the Institute staff and the availabil­ ity of special consultants to the Institute of Regional Affairs. Among the consultative services offered by the Institute over the year 1966-67 are the following: I. CONSULTING ACTIVITIES ABOLITION OF WARDS - EDWARDSVILLE - submitted report to Luzerne Coun­ ty Court appointed commission on the merit of at-large ward election for Borough Councilmen. 20 �£ I £ I 8 I I I I I I I I I •J i i ABOLITION OF WARDS - EXETER - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Bor­ ough Councilmen. ABOLITION OF WARDS - LARKSVILLE - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Borough Councilmen. EMERGENCY COMMUNICATIONS SYSTEM FOR LUZERNE COUNTY - initiated research and co-sponsored meetings with the Public Service Committee of the Greater Wilkes-Barre Chamber of Commerce; Luzerne County Commissioners; fire-chiefs; police chiefs; and civil defense directors for the installation of a Centralized Emergency Communications System for all of Luzerne County KIDDER PEABODY COMPANY - provided financial and general data to Kidder, Peabody & Company for the preparation of a prospectus for the $17 mil­ lion bond issue of the Wyoming Valley Sanitary Authority. HADASSAH - LEAGUE OF WOMEN VOTERS - assisted in the preparation and execution of a public program for the consideration of the public ques­ tion on the proposed Council-Manager System. LOWER LACKAWANNA SEWER AUTHORITY - provided consultation and admi­ nistrative services in the creation and establishment of the Authority composed of Old Forge, Taylor, Dupont, Avoca, and Duryea. UNIVERSITY OF THE PHILIPPINES - upon special request of the President of the University, provided a descriptive summary of the range and the scope of the In-Service training activities provided by the Institute, stressing the importance of the College and community relationship. TIME-LIFE BOOKS, INCORPORATED - supplies information and comparative data on Northeastern Pennsylvania to two representatives of Time-Life, Ezra Bowen and Sandra Albert. They are responsible for a publication on the Appalachia Region, which is part of a series on the United States. ADVISORY COUNCIL, DEPARTMENT OF COMMUNITY AFFAIRS - Director appointed by Governor Raymond P. Shafer and elected Vice-Chairman by the membership of the Council. This Council recommends areas for research in local government and assists the Secretary of Community Affairs in planning and guiding the recommendations made.to the Depart­ ment. SHICKSHINNY - assisted in the preparation of an ordinance for a system of re­ fuse and garbage collection, and the initiation of a sanitary landfill pro­ ject. 21 �I i I KINGSTON TESTING SERVICE - administered Fire & Police tests, June 1967; Firemen Test, June 1966; Police Test, June 1966 WILKES-BARRE CITY SCHOOL DISTRICT - administered Custodial and Clerk Typist examinations, January 1967. WILKES-BARRE CITY SCHOOL DISTRICT - assisted in the preparation of a resolution providing for a merit system for non-professional employees. I I 8 g I I I I i I JENKINS TOWNSHIP SEWER AUTHORITY - assisted in the preparation of an ordinance creating the Jenkins Township Sewer Authority. CLEAN-UP, PAINT-UP, FIX-UP CAMPAIGN - provided assistance to the Wyo­ ming Valley Improvement Council and held meetings with Public Services Committee of the Greater Wilkes-Barre Chamber of Commerce to initiate 1967 campaign. MODEL CITIES TASK FORCE - assisted in the preparation of an application to the Department of Housing and Urban Development for a grant to plan a comprehensive city demonstration program for the City of Wilkes-Barre. CHARTER STUDY COMMISSION - served as consultant and primary source for advice, information, and data for the Wilkes-Barre Charter Study Com­ mission. CITIZENS COMMITTEE FOR COUNCIL MANAGER - provided administrative services and directed 78 student volunteers to "get out the vote" on the Council Manager question. MANAGER SELECTION COMMITTEE - consultant to the committee formed to expedite the selection of a city manager for the City of Wilkes-Barre. II. CONFERENCES AND MEETINGS I REVISION OF PENNSYLVANIA CONSTITUTION - served as participant and panel­ ist on radio programs for revision of State Constitution. 8 SORDONI EXECUTIVES - discussed the survival of local government and its problems in the 21st century. SHAVERTOWN METHODIST CHURCH - reviewed the sewage problems of and possible solutions for the Back Mountain Area. 1 I 22 �i 1 I I I I I I I I MANPOWER CONFERENCE - attended in the Northeastern Pennsylvania Man­ power Conference. CONSERVATION FUND CONFERENCE - attended Title I Conference relative to exploring of Title I proposal. FELS INSTITUTE COLOQUIUM - participated in the conference "Urban Govern­ ment in the Decade Ahead: the Technological Revolution in Management" at the University of Pennsylvania. Members of the Institute staff have maintained membership and taken part in the functions of many community and state-wide groups. The institute has acted as co-sponsor of conferences with varying state-wide professional organi­ zations and national organizations and has accepted direct participation therein. Among them are such organizations as the Pennsylvania Municipal Finance Offi- cers Association, Pennsylvania Boroughs Association, Pennsylvania Planning Association, Local Government Center, American Society for Public Administration and Pennsylvania Department of Health. I I In addition to the Institute's consulting services cited above, both the Director of the Institute of Regional Affairs and the Associate Director have acted as personal consultants or in some capacity for local governmental bodies. I i Some examples are as follows: Director of the Institute of Regional Affairs as Executive Director of the Wyoming Valley Sanitary Authority. Director as Chairman of Luzerne County Housing Authority Associate Director as Lecturer for Public Service Institute I Director and Associate Director as consultants for Charter Study Com­ mission of Wilkes-Barre. I 23 �9 S I I I I I I E. RESEARCH The fourth area of activity of the Institute of Regional Affairs is that of research. The Institute because of its relation to both the College and the community is in a unique position to conduct a continuous research program. The research activity is usually connected with the educational programs of the Institute. Occasionally, other types of studies and reports may be under- taken under specific sponsorship. The purpose of the research is intended to contribute to the development of greater knowledge of the relationships between the different activities which together form a region. The Institute also interprets, evaluates, and applies theoretical research at the university level. c I L 8 The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of a specific municipality when they relate to such problems as reorganization of a police department, comparative costs of incineration and sanitary land- L fill, development of personnel records, or the feasibility of establishing a I L I & I L I public library. Other studies which have been undertaken by the Institute are occasionally Valley-wide or County-wide in scope. These have included such studies as a study of Local Political Subdivision Disaster Preparedness, the Use of Idle Cash Balances by Municipalities in Luzerne County, and continuing wage and salary surveys of cities, boroughs, and first class townships in Luzerne County. 24 1 �I t! i I I I I I I I 1 The Institute has also made studies for non-governmental organizations. For example, the Institute has done a special Audience Characteristic Study for the TIMES-LEADER EVENING NEWS. I. JOINT COMMUNICATION SYSTEM A major study completed in 1967 was the Joint Communications System for Luzerne County. This project was concerned with "protective?1 services , and especially fire, police, and civil defense. It was found that there is no con- sistent and established policy for the maintenance of emergency communications systems, but rather an unnecessary fractionalization of communications. Only a centralized communications center could link together into a mutual aid network all of the emergency systems on which the welfare of the people of Luzerne County depends. The need of a centralized emergency communica- tions system which would provide the inhabitants of Luzerne County with an effi- cient communications service is not only apparent to ensure safety and protect I property, but in times of crisis such an emergency communications system is decisive in survival. I I I The objectives of the study were: 1. To survey and evaluate in the form of an inventory the existing com­ munications equipment scattered throughout Luzerne County. 2. To consult with major communications equipment manufacturers to determine the feasibility of establishing centralized communications, which includes estimates as to needs, variety of equipment, and costs. 1 J 25 �1 •! J iJ I i I I I I The Institute of Regional Affairs is now in the process of setting up conferences and meetings with the Board of Luzerne County Commissioners and local governmental officials to implement the recommendations of the Report. II. ACADEMIC CALENDAR FOR PENNSYLVANIA COLLEGES AND UNIVERSITIES During the past year the Institute of Regional Affairs in conjunction with the Faculty Calendar Committee undertook a Study of Academic Calendars in Pennsylvania Colleges and Universities. I I n I I n I II 1 ill 26 �i I I I I I I I I I I i ■ I 1 i n 1! n III. STUDIES AND REPORTS A list of the Institute's publications from 1951 through 1967 includes the fol­ lowing: MUNICIPAL STUDIES AND REPORTS 1951-1967 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 1920. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, and Sixth Annual Community Growth Conference Proceedings of Sanitary Landfill Conference Proposed Structure and Pay Schedule for Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County -- 1964, 1965, 1966, 1967 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Annual Report (1964) - Wyoming Valley Sanitary Authority Audience Characteristics - Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965. 1966, 1967 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County 1966, 1967 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Systems for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of Wyoming Valley Sanitary Authority - 1964, 1965, 1966 27 �i IV. PUBLIC PERSONNEL ASSOCIATION The Public Personnel Association prefers usually to provide its testing service directly to the government agency that will use the tests. i I In situations where the governmental agencies are small or are in the initial stages of growth, the value of the tests would be seriously reduced by inexpert planning, admini- stration, or interpretation. Since the Public Personnel Association does not maintain a field staff I '1 I to provide frequent or regular consultation service to agencies, it is advantageous for Public Personnel Association to cooperate with consultants in various parts of the country who are qualified to provide test planning, administration, and interpretation services. In this way, local government can benefit from sound test construction and proper test administration at reasonable cost. The Public Personnel Association, therefore, found it desirable to en­ ter into a cooperative service agreement with the Institute of Municipal Govern­ ment in October, 1961 for the Institute to provide the test services. Although wider use of the Institute of Regional Affairs testing service could be made, ! additional agencies are added every year. To date, Forty Fort, Kingston, Luzerne, and the Wilkes-Barre School District have entered into cooperative i I agreements with the Institute of Regional Affairs for the testing service. The availability of the testing service has opened up still another field for the Institute -- that of preparing rules and regulations wherever merit II systems are in force. I I: 28 �V. i CERTIFICATION OF THE INSTITUTE Philip Tuhy, Associate Director of the Institute, has had considerable background and experience in the field of planning. He was the Senior Planner for the Luzerne County Planning Commission and the Acting Director of Plan­ ning for the Wilkes-Barre City Planning Commission. At present he is acting as consultant for the Wilkes-Barre Planning Commission. I I I On April 1, 1967, he was inducted as an Associate Member of the Ameri­ can Institute of Planners, the national organization which establishes criteria and qualifications for planners in the field. Most community planners are en- gaged in either public employment or private practice. held by very few members of a college faculty. AIP certification is Mr. Tuhy is one of the few people with an advanced educational degree and also qualified by experience I and background in the field of community planning. His AIP membership strengthens these qualifications and thereby the Institute's broad field of opera­ tion in the field of research in community planning. I' I Because of the educational background and experience of Mr. Tuhy, the Institute of Municipal Government was originally certified as a qualified consulting organization by the Department of Commerce of the Commonwealth I of Pennsylvania. The Institute of Regional Affairs has filed data with the De­ partment of Community Affairs for recertification in the field of community planning, in place of the Institute of Municipal Government. V I l'! 29 �1 i I I I 1 I I F. EPILOGUE Measuring the benefit which the Institute of Regional Affairs has pro­ vided to the area is difficult because workable criteria for evaluation are lacking. The concept of an "urban agent, " which really defines the Institute, seems to be a viable one even though it is difficult to evaluate the results. Policies adopted, attitudes changed, educational meetings attended, or num- ber of activities completed may be inadequate measurements. Projects have influenced action; but, ultimate achievement depends upon the extent to which social scientists and educators possess the knowledge and means of communication which is appropriate to improve the quality of life. The ultimate purpose of the Institute in what was once a depressed area is to contribute to improving the quality of regional life. It can be said the Institute has effectively established and maintained communications and working relationships between Wilkes College and organizations and indivi­ I duals serving the immediate community and the region. This continuing and successful relationship may have been facilitated because the Institute I I has been separated from the regular college prescriptions. Thus, a tradi­ tional barrier of the "town and gown" type was eliminated. The Institute is in the community. I I It is, however, relatively free of restrictions because it is not of the community. The very fact that the Institute of Regional Affairs is both in the community but not of the community gives it tremendous lati­ tude for venturesomeness. 1! 30 �There are numerous indications that the work of the former Institute of Municipal Government and now the Institute of Regional Affairs has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, in Luzerne County, and in Northeastern Pennsylvania. A measurable indication can be found in the statistics below: INSTRUCTIONAL PROGRAM 1951-1967 I Year I Certificates of Attainment Awarded 1951 1952 1953 1954 1955 1956 1957 1958 1959 I960 1961 1962 1963 1964 1965 1966 1967 29 42 37 27 36 52 37 39 89 90 157 231 119 189 184 415 468 Public officials and community leaders have come to depend upon the Institute for its varied services and especially the instructional aspects of its work. The wide acceptance of the instructional program of the Institute is attested to by the fact that in 1967-68, 29 courses will be offered to local 31 �h public officials. 1 All of these short courses are co-sponsored with the Public Service Institute of the Department of Public Instruction. 1 Not included in the courses mentioned above are the many courses, meetings, workshops, and conferences for educators, middle management, business organizations, and L I I leaders in the public welfare field. Changing needs in today's complex society pose special problems for community leaders at all levels. Civic officials are faced with knotty prob­ lems of planning, community renewal, health, welfare, education, organiza- tion and management, and a host of other challenging areas. I I These often re- quire special skill, research, and broad knowledge of best practice. All too frequently they demand more time than can be spared from regular duties. In addition, governmental and non-governmental agencies are becoming in- I ■ creasingly aware of the wisdom of longer range planning and program studies, as well as the need for efficient administrative structure and procedure. Since the Institute has become a broad umbrella over the social sciences, I ■ It I I preliminary discussions are taking place to define the many projects to be undertaken by the various College departments under the auspices of the Institute. The following College faculty were brought into the activities of the In- stitute in 1967: Michael Barone Robert Capin John Chwalek Harold Cox Robert De Young Theodore Engel Eugene S. Farley Education Department Summer &: Evening School Registrar Guidance Center History Department Economics Department Economics Department President 32 J �Welton Farrar Eugene Hammer Joseph Kanner Economics Department Education Department Psychology Department & Guidance Center Political Science Department Dean of Academic Affairs Psychology Department Education Department Political Science Department Hugo V. Mailey Francis Michelini Robert Riley George Siles Philip R. Tuhy Steps must now be taken to bring even more of the faculty into the ever-increasing activities of the Institute. There is a possibility that many community organizations will want all types of action and research projects undertaken. It is the aim of the Institute of Regional Affairs to serve as a vehicle to help make research and action programs on urban problems a process of continuing data collection and analysis rather than relying, as in the past, on issuance of sporadic and single-shot reports. Only in this way can the "extension" approach be fully realized. Projects by members of the faculty may be undertaken for part-time or summer research. Research and action programs can then serve to encourage originality with only general requirements that the work deal with problems of urbanization. Already in 1967-68, the Institute has listed quite a number of on-going projects: HOUSING OPPORTUNITY STUDY - part of the Community Renewal Program for the planning of future housing projects and renewal programs in the City of Wilkes-Barre. lit 33 �POSITION CLASSIFICATION AND PAY PLAN FOR THE WYOMING VALLEY SANITARY AUTHORITY - Preparation of a plan for separate job descriptions and a merit increment wage schedule. COMMUNITY LEADERSHIP SEMINAR - Second year of a seminar on regional problems for community leaders. PREPARATION OF A MANUAL FOR VOLUNTEER FIREMEN - A manual bn the fundamentals of fire fighting. STUDY OF TAX EXEMPT PROPERTY IN WILKES-BARRE - A study to deter­ mine the extent of tax exempt property in the City. PREPARATION OF A MANUAL FOR BOROUGH COUNCILMEN - A manual for newly elected councilmen. B £ PUBLIC TRANSPORTATION - A survey of the transportation facilities in Lu­ zerne and other Northeastern counties with a view to utilizing the data to assist low income unemployed. IDENTIFICATION OF NEIGHBORHOOD GROUPS - A study of "voluntary neighborhood reserves" to determine the involvement of the poor in anti-poverty and related programs. SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE - Conference of interested citizens on the image of Northeastern Pennsylvania. UPWARD BOUND - A program intended to motivate able students who feel that college is beyond their reach. SYSTEMS DEVELOPMENT INC. - The offering of a prototype course for na­ tional instructional team, abbreviated course for state instructional teams, training course for local officers in conjunction with Bureau of Public Roads. The Institute of Regional Affairs does not have a full time staff to con­ duct any of its research and action projects. the " core staff, If any positions can be called it is limited to the Director and Associate Director, both of whom are in the Political Science Department and are engaged in the Institute's work on a part-time basis. I 34 �■ n However, the Institute is administratively independent of any of the n 8 0 0 ■a L academic departments. College. Its Director reports directly to the President of the This structure was deliberately designed to emphasize the Insti- tute's extension or extra mural orientation and to prevent its part-time per­ manent staff from being captured by pressures for teaching man hours and traditional academic interests. by the Institute. Herein, lies the secret of the success attained It is responsible to the President because of its specific mission. The Advisory Council of the Institute, which functions in a consulta­ tive capacity to the Director represents disciplines with competence and I g II interest in urban affairs, including political science, sociology, economics, psychology, and education. Both the "core staff" and the Council have appoint- ments in departments of the College. Since Northeastern Pennsylvania is blessed with an abundance of human resources and skills, the Institute is able to draw local leaders to assist in 1 Regional Affairs' activities. The summary below gives a picture of the success in bringing local talent within the Institute's orbit: a 15 instructors for the short courses 9 lecturers on specific subjects 27 community leaders who acted as chairmen, moderators , or leaders in workshops or meetings 13 professional staff members of governmental and commu­ nity organizations serving on planning committees. i s 35 �Associated with the "core staff" in 1966-67 was a staff of 20 capable students performing many of the tasks of the Institute on a part-time basis, divided as follows: 10 students, clerical 6 students, research assistants 4 students, combined clerical and library These students, who put in a total of 5, 596 student hours with the Institute, performed a wide variety of tasks such as typing, stenography, editing, assisting on action programs, and editing textual material for the short courses. It is expected that additional professional staff will be added on a tem­ porary basis to take care of large scale research projects or service work fi­ nanced by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-institute and part-departmental. This is the unique solution to the con- troversy of teaching and/or research or community service. In all of the activity that has been summarized, an overriding considera- tion is the fact that the Institute is first and foremost a service organization with a program of training, consulting services, publications, and research intended to assist the intelligent and capable public-spirited leader in facing the chang­ ing needs of today's complex society. Although the College does have immediate financial responsibilities and long-range educational commitments to its academic programs, it has become increasingly aware of the fact that community affairs have an impact on the College as the development of the College affects the community. 36 �8 a El I Just as some of the faculty have sought to work among community groups, E G p G G G u G so the community has sought out the services that the College could offer. It is no wonder then that the community at large has shared in the Institute's growth and has encouraged its development. The mutual desire of town and gown to work with one another for the advantage of both is not only a demonstration of teamwork between higher education and the region, it is an educational venture into the field of adult exten- sion education, wherein the College is acting in the role of "urban agent. " In representing the College as "urban agent, " the Institute of Regional Affairs has attempted to create the "tomorrows" from the work of "todays. " j IE i iI 3 IF 83254 37 �i REGIONAL affairs council John J. Chwalek, M. A. Guidance and Counseling J L □ II C G Harold E. Cox, Ph. D. Transportation Alfred S. Groh, M. A. Editorial Consultant Eugene L. Hammer, Ed. D. Education Hugo V. Mailey, Ph. D. Municipal Government Jaroslav G. Moravec, Ph. D. Sociology Robert Riley, Ph. D. Psychology Samuel A. Rosenberg,Ph. D. Economics Philip R. Tuhy, M. G. A. Urban Planning EXECUTIVE COUNCIL Robert S. Capin, C. P. A. Adult Education lE I 1 i u Eugene S. Farley, Ph. D. President Hugo V. Mailey, Ph. D. Director Francis J. Michelini, Ph. D. Dean of Academic Affairs �8 & I 3 L pi I G □ n i I n i I J t i: i n �11 I ' L Lt 1 1 E JI552 “1967 Wilke ~ Rte By Date ‘&cS£s.I"satate“£ 83254 Annual report, 1967. a Dj s 83254 JS1543 1552 1967 i a Bl ARCHIVBS * �■■■■■I dI WILKES UNIVERSITY LIBRARY J! I ] ■J J ’ I ■ j ! I 0 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f2a37e56aac3f153ba6121f2fc910080.pdf 93120ae61af60a3aa4c1f7d039ff19d4 PDF Text Text — i PROCEEDINGS SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE I I 1 I 11 p HIVES xmaxxxxxxxxxx i fl 6TH I " 1966 ) INSTITUTE OF MUNICIPAL GOVERNMENT WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I E L [ proceedings [ SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE E E E E I SEPTEMBER 28, 1966 E WILKES-BARRE, PENNSYLVANIA E L L 1 E Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania E E E 18703 �ARCHIVES FOREWORD c+k, I. I [ t t L L L 1J L 6 I I The renaissanee of Northeastern Pennsylvania may soon receive national attention. In major part, this renaissance will have to be dev­ eloped and sustained by citizen participation in public affairs and by an alert local government officialdom. Furthermore, there is considerable evidence that this great com­ plex of Northeastern Pennsylvania can grow at an accelerated rate in immediate year s ahead. But the size and certainty of this growth depend, in large measure, on the skill with which public officials plan and carry out public policies. Progress also depends upon informed, skilled and vigorous citizen leader ship--capable of under standing problems, inter­ preting significant facts to public officials, and influencing officials to modify policy in the light of the facts. Too many leader s today feel their way along to solutions because no preparation was made 10 to 15 years ago. These conferences are intended to provide an opportunity to thrash out ideas and to examine the broad range of alternatives in the approach to problems based on facts and understanding. The theme that was selected for the SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE was: "Northeastern Pennsylvania--A Critical Look Into the Future. " Threeaspects of regional growth were presented at the panel sessions: political leadership, tourism as a second major industry, and tire manpower problem. The last is especially significant in view of the fact that Northeastern Pennsylvania is no more a high sur­ plus labor area. Anew formatwas attempted for this Sixth Conference which pro*vided for a summary of the morning sessions andaudience participation in the discussion of the problems in the afternoon. The consensus of the Planning Committee was that the Conference was successful beyond expectation. The format, which differed from past years, was probably the reason for the unexpected attendance. There seems to be good reason to continue this general approach next year. Among the suggestions presented were: keep topics of interest for the general laymen; and establish a separate technical panel. 76896 I ii ! �The Planning Committee of The Community Growth Conference would like to take this opportunity to extend a sincere word of thanks to the visiting experts, the local participants, to the exhibitors, and to the sponsors and contributors, whose assistance not only helped make the Conference a success but also contributed measurably to the planning. Hugo V. Mailey, Director Institute of Regional Affairs ��"Tourism/Recreation" Discussion Leader: Noel Caverly 60 "Industrial Growth & Manpower" Discussion Leader: John J. Dunn 62 Introductory Remakrs by Edgar Lashford 66 Northeastern Pennsylvania's Future--Planned or Unplanned" by Sidney Krakauer Roster of Attendance 67 69 ����I I INTRODUCTORY REMARKS by Dr. Eugene S. Farley President, Wilkes College On behalf of Wilkes College, I would like to welcome you to the Sixth Annual Community Growth Conference. For the sixth consecutive year, we have the opportunity of meeting together and discussing problems and solutions for our region. The theme for this conference, "Northeastern Pennsylvania--A Critical Look Into the Future, " Will pose some problems that must be approached with vision and determination. £ I £ I Our speaker this morning will discuss with us what is ahead for the next ten years. Mr. Epps is an economist at the Federal Reserve Bank of Philadelphia. He had, for some time, been very interested in regional economic problems. His academic background includes studies in sociology, economics, city planning, and regional science. He is currently studying development problems of middle-sized metropolitan areas of the Third Federal Reserve District of which Northeastern Penn­ sylvania is a very important part. J * I I i I 1 - ��E I E E b [ E E E I I ! I I I A s I suggestedbefore, the influence of the national economy should be in a positive dir ection during the coming decade. To appreciate this viewlet us turnback about three years to the original showing of success of the Northeastern "boot-straps" operation. Tothe eye it appeared that local initiative had begun to come into its own in encouraging corporate boards to come to Pennsylvania. In large part that was a true impres­ sion. However, a few national trends had begun whichfavored the North­ east. The most obvious of these is that the economy had become a bull. Businessmen everywhere were beginning to view the future as full of promise for growth and stability--the new economies had arrived which would bring sustained and continuous growth. In accord with this view and an expanding population, the bullish economy started into a capital investment boom. This was not a boom of the fifties with extravagant additions to capacity, but rather a gradual enlargement of plant and equip­ ment facilities. This new capital investment provided more than an opportunity to increase capacity and productivity, it allowed a shifting of location of productive facilities. Thus, the capital expansion that has begun has meant that the pool of industries that may be brought into the Northeast, or anywhere else, has increased. In a way then, the growing success of development efforts in this areahasbeen like the auto salesman of 1965--he soldmore carsbecause there were more prople wanting tobuy them. However, this same auto salesman has had a rough time of it in 1966 for less people have been looking for a new set of wheels. Similarly, a slow down in the capital expansion boom, or a speed up, will have an effect upon the success of local development work, though certainly will not determine such suc­ cess or failure. During this business expansion, the fastest growing segment of industry has been final goods production. The coterminous tendency of these corporations to seek dispersed sites for productionhas meant that all the middle sized metropolitan areas without previously large levels of industrialization have been able to benefit from the current boom in greater proportion than in other periods. An example of the growth I am speaking of is the television set producer. All of the parts that are assembled into the set canbe easily transported. So, anyplace is a good location. In the geographers gib, this is a "footloose" industry. This freedom of migration allows the plant to look for the better environment, where transportation is not so congested and where workers respect a good job. Thus, the plant goes to the middle sized area where a labor pool abounds, but where the distractions of the large old city are absent. That is, he goes to Nanticoke, or, like RCA, goes to Scranton. Thus, not only has the crop of migrating corporations been larger than usual, - 3 - �i. [ but also they have tended more toward the middle sized area than usual. So far, then, the bullish economy has been a boon to development of the Northeast. I L [ E S I r I 1 S I 8 It appears that these national trends of recent years will continue into the coming decade. The forces which have pushed capital invest­ ment recently should continue. A quick checkoff of the motives for capi­ tal investment in the coming decade include: (1) an expanding popula­ tion with rising incomes that means increased demands for goods and services; (2) rising labor cost which puts the pressure on the industrial­ ist to automate; (3) a continuing investment in research and develop­ ment which brings changes in manufacturing processes and invention of entirely newlines of products. Recent declines in the fertility rate sug­ gest that growth of population is slowing, however, an acceleration of income level growth should off-set the population slow-down to give a rate of expansion of consumption dollars about equal to that of the last five years. Signs for this next year are rather definite that the demands of labor for wage increases will be at a record high, and, judging from the past trends, the new highs of the coming year should be interpreted as only a sign of continued str ength of labor inbargaining for wage gains. Finally, the growth of research and development both in sheer size and in the diversity of industries in which it is active is a well known story; in the last decade alone expenditures for R & D tripled, and the general advance has been recession proof. Numerous science-based industries like chemicals report that their complete product lines have been replaced within a decade--that they are making many products today that they had not heard of five years ago. At this point there seem to be no signs of slowing in this competition for innovation. Thus, the general conclusion is that capital spending will continue to be strong; that the crop of in­ dustrialists looking for locations will continue tobe large, if not growing. The composition of the migrating industrialists is not so apparent. Will expansionbe in the "footloose" group, or in the group tied to specific resources, or specific sorts of labor pools, or specific supporting in­ dustries? We cannot be certain of the composition of industrial growth groups, however, the outstanding record of certain sorts of firms sug­ gests a few probable growth sectors. These are: a. Transport Equipment--especially in aircraft (45 percent projected growth, 1962-75) b. Electrical Machinery, equipment and supplies (42 percent projected growth, 1962-75) - 4 - 8 �c. Rubber and Miscellaneous plastics products (25 percent growth, 1962-75) d. Professional and Scientific equipment (44 percent projected growth, 1962-75) Chemicals (22 percent projected growth, 1962-75) I I I f [ [ I I I E3 I Of these selected industries, four are final products industries. Of these, transport, electrical machinery, and rubber are largely footloose--able to easily enter the Northeastern Pennsylvania Region. Thus, while we cannot be as certain of the continuing favorability of the com­ position of growth, prospects suggest that economic blessing will con­ tinue tobe on some of the industries which searchfor thebetter environ­ ment. These projections of the future decade inits relation to the North­ east have centered on what the nation's economy may have done for area development in the past. But new developments loom which suggest a few new kinds of impacts. The first is the effects of the future increase in discretionary income of the nation's population--the amount that the population has left to spend after covering the basic costs of housing, rent, and other essentials. Projections of the National Planning Associ­ ation conclude that the next decade will see about a three percent yearly increase in the average per capita income of the nation's population. Assuming that inflation wanes a bit, this increase in personal income should leave an increasing amount of dollars at the hands of the buyers to use as they please. It is on the base of this discretionary income that large industries are presently being constructed. Surely the techni­ cal thinkers originated color T. V. , but it was the free dollar of the new suburbanite that has made the industry thrive. The day is approaching when every home will try tobe something of an art gallery--the cultural boom. But just as discretionary spending can build an industry over night--can make phrases like "he stabbed her twenty-three times be­ cause he couldn't turn off the electric knife" almost believable--surely it can quickly wipe out grand industries. This is especially possible with Research and Development to think up the new objects of spending, and with mass media to organize the discretionary dollar. All of this says that we may witness a faster pace of "taste obsolescence" in the future. Towns built on a single industry, or a handful of industries, may find themselves with tenuous futures. Thus, diversity will be im­ portant. As developers choose industries for the Northeast, an eye to the possibility of large future taste swings would be appropriate. ! - 5 - I i �The second point is withregard to the service industry. In terms of jobs, this has been the fastest growing sector of the economy in recent years. Also, the crystal ball men suggest that it will be the major point in the future. Thus, if it is not possible to keep up in the services sector it may well be impossible to keep up with national employment growth rates, for these jobs represent some fifteen percent of all workers. Oddly enough, however, developers seldom mention services as an in­ dustry to attract. This lack of attention is not completely unwarranted, for most service jobs grow as a result of growth in the local population or business community. That is, to a large extent they are derivative growers. The local repair shop, the furnace cleaner, the community's private grade school, all of these must perform their service within a limited market area, and, therefore, expand only at the rate of additions to the ranks of the buyers in the local area. But some, notably higher education, can bring outside dollars into the region; can create jobs themselves. These are the ones which may be brought in; which require attention by developer s. I have not said enough about the service sector, but not much is known of its relation to regional development. I am afraid that I must resign myself to merely noting its importance. In the overview, then, the national economy appear s to be moving in a favorable direction for Northeastern Pennsylvania. The crop of industrialists seeking locations should continue to be large, and many will be looking for the middle sized metropolitan ar ea. What of the other influences on the region? An often noted asset for the future of the region is Interstate Routes 80 and 81. The relation of accessibility created by thesethreads of communication to the future of the region is well understood. The pos sibility for a proliferation of branch plants and suppliers along these routes is, if not freely discussed, at least optimistically apparent to every resident of the region. The potential for a major goods distribu­ tion and warehousing area in the region is more than just hoped for. I would only like to point to one result of these roads. Land speculation is wild in Monroe County. Farmers inSullivan County complain of an inability to purchase needed additions of land for their farms. The major force behind this increase inland values is the change of agricultural land to other uses--specifically, the second home, the vacationhome of theleisure seeking urbanites. The newroadsmake it possible for the smog sick to retire to their country homes for the week end. Increased leisure time gives the opportunity for these continu­ ing holidays. And, the increasing populationand consequent over-crowd­ ing of traditional week end and vacation points along the shore are forcing - 6 - �c r the population to seek the amenity of Northeastern Pennsylvania. These factors leading to the current rise in tourism and vacation homes will only increase in influence in the future. To give an idea of size of the second homeboom, we may note that between 1950 and I960 a little over eleven thousand such structures were built in the Northeast. r L This boom will increase housing construction, and thus create local jobs. But, even more dramatic will be the increase in the service and retail trades. The population of the second homesis peculiar in that it brings dollars to spend, but does not join the local labor force. Thus, it is a net gain to the market area. How big a gain? The part-time spenders resulting from the construction between 1950 and I960 were probably in the general magnitude of about twenty thousand. An indica­ tion of the impact of this population is the seven percent fluctuation in labor force of Monroe County between summer and winter in 1964, when tourism and vacationing are at respective highs and lows. But seven percent is probably an understatement of the jobs resulting from the part-time spenders, for they are present to some extentboth in the high and low season. ; 8 M IS L L p p The second home development is not entirely a blessing, how­ ever, nor is it completely assured. Uncontrolled development of rural lands for housing can destr oy the very amenity which is sought by the in­ migrating population. Too dense a development, or poor quality struc­ tures that promise tobecome rural slum, may quickly run the desirable lake front areas which are popular at this time. The programs of pur­ chase of land for state parks now in operation in the Northeast will help to insure that much open space is maintained; however, unless rigid standards are ubiquitously enforced on land development, some problems layahead. A second, and fairly evident problem, whichmay resultfrom tourism is a seasonality of employment. As permanent residents come to depend upon tourism for a year-around livelihood, a drive for winter utilization of resort areaswill be of extreme importance. Evidenced by the several ski-slopes, winter recreation is already found interesting. A s tourism spreads to the western counties of the Northeast, year around resort use will be more of a certainty as a result of the more severe winters. Even with the pitfalls of seasonality and possible harm to the natural assets of Northeastern Pennsylvania, tourism promises to be a growth area for the future. Also, as the owners of the second home age, many will follow their current hopes of retiring in the second home. Thus, some direct expansion of total population will probably result. R - 7 P �I In view of these several aspects of the future: a growing national economy, a large number of firms seeking the middle - sized metropolitan area, and the attraction of amenity for Northeastern Pennsylvania, what may we say specifically of the next ten years for Northeastern Pennsyl­ vania. Here, leadership becomes crucial. There can be little doubt that the achievement of growth in Northeastern Pennsylvania will occur in a competitive struggle with other metropolitan areas. The standing of the Northeast in this competition will be its future. In turn, its stand­ ing will be a function of the way its physical and social resources are developed by the community. ■ The major sorts of resources in the metropolitan competition will be: I a. a basis of service and subcontracting firms which maybe used by local manu­ facturing firms. These activities, like the machinery repair service, allow smaller manufacturers to cut cost and to decrease the amount of capital they need in order to produce. b. a well-developed transportation system, and industrial land near interchange spots on the transport system. c. urban amenities like the theater, special­ ized shops. d. natural amenity. e. labor force--the particular sort of labor force that will be important varies, of course, with the type of industry to be located. f. accessible market area--for the large number of local and region serving firms the size of the regional market is crucial. The Northeast is strong in.this respect for about one-third of the nation's popu­ lation is within two hours driving time. g- specific raw materials--inthe Northeast, forests are becoming a raw material of note. ] 1 a i a - 8 - �[ L C2 L E L E L I I I I 1 Certain of these are immutable. The size of market area in terms of population, the types of raw materials available, andthe extent of local service and subcontracting firms are all essentially out of the hands of local leadership--are the givens of the competition. The others may be managed to a greater or lesser extent. The trend is for industry to look for the better trained workers. Thus, a continued public concern with upgrading of the labor force is vital. The interstate highway program is making strides everywhere for a traditional solution to transportation. Also, everywhere culturaleducational complexes are being constructed. In order to keep in the next decade's competition, then, itwill be necessary to solve the tradi­ tional resource and amenity problems. What will it take tobe a standout? Science-based industry is the glamour sector; what will it take to attract the highly trained personnel of these industries? The population is gaining in income yearly; what sort of area will provide the environment for the new higher standards of living? Will just a little dressing up of the old town suffice? Some think not. About seventy "new towns" are being constructed today. Still slightly traditional, the new towns blend the waterways and green of the country into architecturally integrated housing developments. The maze of signs competing with traffic lights are gone; freeways, cul-de-sacs, andaesthetic controls have takentheir place. The town center is a mall, not a parking lot. The surrounding slums are gone, as low income hous­ ing is integrated into the housing districts. The industrial park is the only industrial land. Lights and pure air permeate the towns. While the "new town" move is still small, some of the industrial giants are looking into it as a possible investment. General Electric has announced plans to create "new prototype communities." Gulf Oil Cor­ poration and John Hancock Insurance have become involved in Robert E. Simon's Reston, the new town between Baltimore and Washington. I think thatwe may see new towns as the environment of the future. I think new towns maybe "where the growth is. " New towns may be the competition for Northeastern Pennsylvania. The far West with its quickly dwindling natural beauty has been the growth area of the past. With higher incomes, the population and the industry are certainly not going to I I - 9 - 1 I �stop seeking the good environment they found in the West. Thus, the good environment of the newtown may just now bebecoming the solution for combined urbanism and environment. L L i. What has this to say to the next decade in the Northeast? I believe it says that regional organization to protect the streams, air, and mountains will be crucial; that revamping of the urban cores must be major; and that a new town in the Northeast may be a necessity. That the newtown will be the growth stand out is not a certainty. But in a decade in which the United States is gaining strength, in which the economy will be booming, and in which man will reach the moon, there is good reason’ to believe that some new thoughts on the living conditions of man may be necessary. ■I ! S I 1 1 I 10 - I I _ �I a �[ POLITICAL LEADERSHIP--IMPACT & SOLUTIONS by AndrewS. Bullis, Assistant Director American Society for Public Administration Thousands of books have been written about political leader ship.. Carlyle regarded mankind as sheep and leaders as shepherds. Unfor­ tunately, some so-called leader s have not been shepherds. In terms of basic needs, political leaders are distinct from other prominent people, not in their desire for power, but in their sheer enjoyment of the whole process of politics. Although all political leaders seem to exude this characteristic, the similarities among those who have exercised political power ends here. I i i i j 1 I I 1 1 There are a number of concepts about political leadership that we might review in order to understand the type of leadership necessary in contemporary America. In a sense, these various concepts take us through periods of the political history of cities. Let us first consider political leadership as simply the ability to get elected and stay’in office. This type of glad-hander who has been bittenby the political bug is usually tempted to straddle the fence. Fence­ sitting in a hot political issue in a city has the convenient advantage of antagonizing very few people. This type of elected official is not out to alienate any potential voter. Only if he is positively certain that a ma­ jority of the voters take a stand on an issue will he take a stand. Then he may even take a strong stand. Political success for this kind of public official is merely getting re-elected election after election. He is loath to imperil his political image of being every thing to everyone. Only by surviving a number of elections are chances of rising to higher elective office improved for the fence- straddler. - 12 - �L Such apersonis a real liability to local government today. This view of political leadership is much too narrow. Today's government calls for outspoken and firm leadership on nagging problems. L 1 I I L I F [ I J J I A second view of political leadership revolves around allocating the spoils of political power. The old political boss obtained votes for re-election by performing favors which meant allegiance. Favors alone might not necessarily insure continuation in office, oppositionhad to'be eliminated. The wise political leader was one who could harness the ambitions of all the subordinates, workers, and hirelings. To success­ fully do this is an art. This kind of person does not hold court over a " political machine" but presides at the head of an organization. And while these modern day bosses cannot be counted on to produce votes with clock-like regularity, they still preside over the spoils created by those votes. Patronage and favoritism hold these machines together. They could be converted into botes and votes become jobs and contracts. Political office was sought strictly for the economic rewards, But the worth of favoritism has lessened. This view of leadership is much too negative. A third view of political leader ship is related to the political party and the various segments of the apparatus. A political party isdesignedto join together those of like mind. It wants to secure political power. The real basis of a political party at the local level is the committee, whether at the city or county level. It is at this level that prejudices are commandeered, favored, awarded, patronage distributed, and doorbells rung. The main objective of the political party is to win elections. So far in American government at the local level, the party apparatus has not been utilized for the attainment of community goals. Because the party leadership has confined itself to the narrow goal of winning elec­ tions, the leadership has not always lent its efforts toward community improvement. The last view of political leadershipis that of providing community­ leadership. The obligation of this kind of political leadership is the mo­ bilization of community resources to achieve community goals. Such a leadership must be able to identify all the resources available. This kind of leadership must harness all of the forces in a community toward community betterment. ! - 13 - I I �[ L J I 1 I £ I Ji [ I 1 If local governments are to survive in the face of today's rising national power, the weaknesses of local government must be corrected. The six inadequacies of local government are clearly stated in the Re­ port of the Committee for Economic Development. The summary of the recommendations of this Committee, while sound, are already attacked by a rear guardaction inlocal government circles. Solutions offered in the report are unacceptable to most people and most local officials. The reduction of the 80, 000 local units of governments by at least 80% is not likely to be accepted. Merging of small units will probably only come by legislative fiat. Progress in adopting some of the recom­ mendations will be irritatingly slow. Many solutionshave been suggested, studied, and put into effect in metropolitan areas. Among them are: Annexation--Oklahoma City; Consolidation- -Nashville; Metro Federation- -T or onto; and Contract System--Los Angeles. One of the most recent solutions to solve metropolitan problems and provide the essential leadership is the metropolitan cooperation movement which began in the Detroit area in 1954, and has since spread to the San Francisco Bay Area, the Seattle-Tacoma Area, the Los Ang­ eles area, the Atlanta Area, and the Philadelphia Area. None of the councils seem to have fully met its potential for political leadership on metropolitan problems. The key challenge remains ameliorating the parochialism that now exists and replacing the unimaginative leader ship with effective leadership. The roles of the councils as opinion leaders in regional affairs will have to be enhanced. Their future seems bright only if professional project management can be applied to major prob­ lems of intergovernmental scope. Each autonomous locality still must develop a unified executive within its own confines --city manager or strong mayor. I The Optional Charter Law in Pennsylvania gives Wilkes-Barre a tremendous opportunity to become the fir st large size city in Pennsylvania to become manager administered. New industry cannot help butbe at­ tracted by the efficient administration that should result from the man­ ager system. I The same single administrator concept is now being applied to county government in the United States, The more forward looking counties, such as Fairfax County in Virginia or Montgomery County in Maryland, now operate withan appointed professional manager to administer the multitude of affairs in county government. I I 1 - 14 - �L L I [ I I I I I r 1 1 1 i i i It is apparent that this kind of political leader ship is not restrict­ ed to those who head parties. It is most effective when community lead­ ership, party leader ship, and responsible governmental office are exer­ cised by the same person. Of course, this is the ideal. While it is difficult to find national bosses and sometimes state bosses, local government has been the happy hunting ground for the spoil­ ers and the looters. Boss Hague finally retiredin 1947. Citizen action finally dethroned Boss Pendergast in the 1940's. The Gas House Ring and Tammany Hall in New York City became symbols of our era in local government. The Shame of the Cities, written by Lincoln Steffens, pic­ tured the basic disease of local government in the United States. The unsound theory of local government was really the basic cause for bad local government. Checks and balances, short terms, rotation in office, small salaries, and the long ballot hilpedto produce inefficient government. The emasculation of the office of the chief executive was easily written into the charters of the times. Plural councils played havoc with governmental responsibilities. Even small clerkships were filled by election. The lack of responsibility was ocmpounded when their offices were made autonomous. No wonder many Americans justaccepted local government with a feeble shrug. An aroused citizenry began to take a new interest inlocal govern­ ment. The professional politician was forced toloosenhis strangle hold on municipal affairs. The Jacksonian Creed was replaced with a new theory and philosophy of local government, embracing such ideas as concentration of authority, the merit system and so forth. Greater confidence was placed in man elected to office. A new breed of mayor has emerged, exhibiting not only political skills but ad­ ministrative talents. The Model City Charter became the guide line for revitalizing local government. In many instances, the commisson form of government was displaced by either a strong mayor or a manager. The voters came to expect the mayor to be a civic leader and one who would concern himself with all questions affecting a community's well being. Voters came to require him to be a positive thinker and doer. And so American cities began to replace the bosses with such illustrious leaders and mayors as Allen of Atlanta, Cavenaugh of Detroit, Lee of New Haven, Tucker of St. Louis, Collins of Boston, Dilworth of Philadelphis, and Lawrence of Pittsburgh. �THE NEW REGIONAL ROLE FOR COUNTIES by Ronald M. Dick Field Service Representative National Association of Counties One of the major local government problems of our time is how to adjust our local democratic institutions to run-away technology, explod­ ing populations and the expanding expectations of our citizens. Our local governments are beginning to accommodate to techno­ logical change and are beginning to adjust to population increases. It is in the third area--the rising expectations of our citizens --that causes the greatest strain on local government institutions. How we adjust to this challenge will be the decisive factor in determining the future role of local government in the United States. A whole new class of Americans is just now coming to power. They are young, well educated and secure in their jobs. They are confidentwe will solve the major social and economic problems of our mod­ ern age. These new Americans are more prone to apply the rules of study and analysis to controversial issues. With respect to the bitter debate over private versus public power, for example, they are apt to ask for an "impartial survey by experts. " I I I They see little difference between private power stringently reg­ ulated by government or government power distributed by private enter­ prise. Our new Americans have a new set of values. They want healthy and beautiful surroundings. They want safe cars and safe highways. Our new Americans under stand civil rights and the need for responsibil­ ity. They strongly supportprograms to cure poverty, mental health and juvenile delinquency. They are university- oriented and believe increased culture, natural beauty, and education to be prime national goals. I 15 - �[ [ [ I [ [ [ I I I I. I Above all, the new American is all action. He loves results and not institutions. He demands clean water and air, and he does not care whether these come as a result of federal, state, local or private action, or all four working together. This new American is coming into state and local office and is beginning to make a "revolution" inlocal government structure and opera­ tions. Everywhere he sees evidence that problems must be solved on an areawide or regional basis, and everywhere he sees governmental frag­ mentation. In the State of Washington, for example, there are 1,693 separate taxing districts within only 39 counties. The new American is beginning to turn to his county or to a multi­ county arrangement to solve today's problems because he is realizing more and more that many of these problems require regional solutions. The rate at which the new American is turning toward the county for solu­ tion to regional problems is amazing. Since 1957, for example, the number of county employees in America has increased by 350, 000. This increase in employees exceeds the total number of people living in each of our three smallest states. In most urban and rural areas, the county offers the single best vehicle for the provision of regional services. Indeed, the county is the regional unit of government, designed to discharge basic governmental functions for the citizens of the entire county, whether they live in the cities, or in the rural areas. These functions generally include county record keeping, elections, administration of justice, education, law en­ forcement, penal administration, public welfare and property as ses sment and taxation. In recent times, the twin phenomena of rural depopulation and urban repopulation have placed additional responsibilities on the county.. Many counties now have authority for these functions: 1. 2. 3. 4. 5. 6. 7. 8. 9. Comprehensive areawide planning Economic development Library services Community colleges Community action programs against poverty Mental health out-patient clinics Civil defense Park and Recreation programs and facilities Mass transit I I I 16 - �[ [ E I 10. 11. 12. 13. Jet airports Police and fire protection Urban renewal Rural renewal The county is responding to regional pressures both within the county and outside the county. Within the county, the smaller sub-units are finding that they cannot respond to basic service needs and are in­ creasingly turning to the county to as sume functions that were previously exclusively municipal. These include services suchas water supply and sewage disposal. From outside the county, the federal government and, to a lesser extent, the states are urging regional responses to federal and/or stateaided activities such as planning and highway transportation I I [ I I I I I I I I In coping with regional problems in both urban and rural areas, the county offers five basic advantages. 1. Political Accountability In responding to regional problems it is important to note what may very well be the county's principal advantage as a regional unit of government and that is that it has political accountability. By political accountability we mean that all of the people within the county are repre­ sented on their county governing body and control the county through the election process. It is important to note that America is a nation of thirds. Onethird of our nation lives in rural areas; one-third in central cities; and the remaining one-third lives in the suburbs. We think it is absolutely vital to the future of American local government to bring these three back together again at the local level. The county is the vehicle to do this. If there is one over-riding concept that we would like to place in the minds of the American public, it is that the city person is as much a part of his county government as he is of his city government. He pays taxes to his county; he elects representatives to the county governing body; he is served by his county government and, in turn controls his county government. By the same token, it is extremely important to have rural people and suburban people understand that they also have responsibility for the county residents who live in the central city. 17 �V The day has long since passed when county officials can, or would even want to, be indifferent to central city problems--the problems as­ sociated with slums, poverty, crime and the whole host of difficulties that are associated with jamming large numbers of representatives of minority groups, the poor and the disadvantaged into central city areas. E E i L i il E [ [ [ I I I One case history illustrates the modern trend of functional con­ solidation of activities at the county level. The City of Syracuse, New York, for example, has pas sed on to its county government responsibility for public welfare, civil service, civil defense, sewage disposal, water supply andnow there are strong moves to have the county as sume greater responsibility for economic development, planning and other functions. The people who live in the city of Syracuse are content that when they pass responsibility for these things on to the county, they still have a voice in how these programs are to be administered through their poli­ tically responsible county officials. 2. Broad Tax Base A secondmajor advantage of the county is that ithas the broadest of the local government tax bases. It is important to keep in mind that a new factory, a shopping center, a high-rise apartment or a residence of a well-to-do person is taxed by the county whether it is physically located in the city, the suburbs or a rural area. The broader tax base will become increasingly more important as we, at the local government level, respond to the very costly human problems such as public welfare, juvenile delinquency, crime and mental illness. It has always been an old saw in local government that the people who live in suburan and rural areas of the county are getting a free ride at the expense of the central city resident. We doubt very seriously whether that is presently the case, and we certainly would predict that it will not be the case in the future. For example, Monroe County and its central city of Rochester, New York, completed a study and discover­ ed that because the poor who require the greatest amount of the high-cost human services are located in the central city of Rochester, the subur­ ban and rural taxpayer are paying a proportionately higher share of the total cost of running Monroe County than are the people who live in the central city. We believe that this disparity will, and probably should, increase because there is certainly nothing morefirmly ingrained in the American concept of taxation than that those who are most capable of paying, should pay the greatest share of the cost of running government. I I I 18 - �[ I Again, the national statistics are impressive in that they document the tremendous growth of county government. For example, from 1942 to 1962, county expenditures rose a staggering 536% and indebtedness rose 2073%. Citizens should keep these statistics in mind when they pointwith alarm atthe great increase in the level of federal (expenditures and debt. Actually, as these numbers indicate, the really great strains in the area of taxation are not coming at the federal level, but are con­ centrating at the state and local level. 3. I E li 1 C I I I 1 J Economy of Scale Still another advantage that the county possesses in dealing with regional problems in urban and rural areas is what might be called the "economy of scale. " We know, for example, that the Public Health Service says that itis notpossible to have an adequate public health service program in a community with a population of under 25, 000. We have every reason to believe that as we progress technologically and in other directions, to have an adequate health department we will have to have an even larger population base. And yet, the vast majority of our 100, 000 units of local government in the United States are far too small to provide public health services. Again, the smaller units of government are increasingly turning to counties to provide these types of services andwehave greatnumbers of city-county health department consolidations throughout the United States. We could go through a long list of other types of governmental activities that require alarge population base in order to be economically feasible. The whole new area of data processing, for example, lends itself admirably to a countywide data bank and processing unit to serve the county's internal municipalities, school districts and other local units. These same arguments of economy of scale also apply to countyw'ide tax assessing and collection, planning for urban renewal and, recently in the areas of water pollution control and water supply. Still another factor which is stimulating the growth of the county is the scarcity and high salaries needed to attract competent people in specialized fields such as urban renewal. In Allegheny County, Penn­ sylvania, for example, the county hires urban renewal experts andmakes their services available to the smaller towns and municipalities within the county. Perhaps the: most encouraging single development in the area of economy of scale is the so-called Lakewood Plan, by which smaller muni­ cipalities are allowed to contract with their county to provide local gov­ ernmentservices. Ibelieve that in Los Angeles County, California, there are some 1, 000 of these contracts in existence between municipalities. 19 - I �I i I As a matter of fact, we would like to predict ..hat one of the great new trends at the local government level is going to c.= in the form of a leaf stolenfrom the book of private enterprise. Private businesses, as a daily way of life, enter into hundreds upon hundreds of contracts. I suspect that this is the direction we are going to go at the local govern­ ment level if we are to respond to our new kind of problems. Again, perhaps an example in the State of Maine will illustrate the importance of the wider use of the county to respond to this problem of the economy of scale. There are two municipalities --one on each side of a river and with approximately equal populations of 15, 000 each. They have two separate fire departments at the municipal level and no fire protection on a full time basis in the rural areas. They have two separ­ ate municipal police departments in these communities and the comity maintains police protection in the suburban rural areas and on an over­ lapping basis within the two municipalities. Neither municipality nor the county has adequate planning, ade­ quate data processing systems or adequate building and zoning codes. Here is a natural place for the expansion of the role of the county to pro­ vide these services and regulatory functions. 4. I I [ [ I I s Areawide Jurisdiction The new American is discovering that the county1 s areawide juris­ diction is a vitally important asset in dealing with regional problems in both urban and rural areas. Again, to city the State of Washington, there arel,693 taxing dis tricts within the 39 counties. We ar e discovering that areawide jurisdiction is particularly important when we get into regula­ tory functions such as licensing; building codes; controlling of junkyards and billboards; traffic control; and sanitation codes and regulations. Itmakes no sense, for example, fora small municipality to enact a decent building code and then have an unscrupulous builder build just outside the jurisdiction of the city andput up a potential slum that one day will have to be dealt with at public expense. We are finding that it is much easier to enact and enforce areawide and countywide regulatory functions. It is important to keep in mind that nationally, in 75 percent of the standard metropolitan areas in the United States, the entire urbanized area is within a single county. An example of how one of these areas is solving its regional prob­ lems is provided by Nashville-Davidson County, Tennessee. At one - 20 1 �I I I time there were the usual two separate local governments--one for .the county and one for the city. And there were many problems: Several service functions were duplicated by the two governments. Citizens of the county did not enjoy certain services such as an adequate sewerage system. And taxes in both jurisdictions were not levied equitably. In 1963, after ratification by the voters of both the city and the county, the Nashville-Davidson County Metropolitan Government came into being. Now services to bothurban and suburban residents are provided more efficiently. There is no duplication of services such as police pro­ tection, hospitals, and zoning enforcement. Areawide planning for the entire county is now possible and master plans for land use, roads, and sewer systems are being developed. Taxes are being distributed more equitably and the citizenry is taking a greater interest in government now that he has a greater stake in how it functions. This new metropolitan form of government was possible because only one large central core city existed within the county. The metropolitan form of government cannot, however, solve the problem of urban or rural regional ar eas that spill across a single coun­ ty boundary, and here we have the newest phenomenon at the local level of government called regional councils of government. [ I [ [ [ I I I These are, and webelieve should forever remain, underthe ex­ clusive control of elected city and county officials who are directly ac­ countable to the electorate within the region. With the enactment of the newfederal "701" amendments, the federal government is now providing funds to get these councils or government started and they are beginning to spring up everywhere. It is also importantto note that there is a corresponding develop­ ment in rural areas in the form of legislation now before the Congress which is called the Rural Development District bill. NACO is strongly supporting this legislation, which would provide that in rural areas, the elected city and county representatives in a multi-county region could get together to form a development district (subject to approval by the state government) for the purpose of planning and, later, financing and con­ structing facilities and providing services. Thisis absolutely vital to the preservation of the good life in rural areas because without some sort of a regional approach in rural areas, it is totally impossible for tiny cities and small counties going it alone to provide the modern govern­ mental services, like technical schools, community colleges, hospital facilities, mental health facilities, and economic opportunity. - 21 - I . i �5. Closer Ties with Federal and State Government Finally, the county lends itself to a much wider regional role in the family of governments because it has the great asset of having much closer ties with the federal and state government. There are in existence atthistime, for example, some 250 federalaid programs that ar e avail­ able to county and municipal governments. It is obviously much easier for the states and the federal government to deal on a cooperative basis with 3, 000 counties in the United States rather than the total of 100, 000 smaller units of government. The county has been very successful in working in the federalstate-county partnership on programs such as the national agricultural program; road building and maintenance; and public welfare. We, in the National Association of Counties, make a very strong case that the whole question of federal aid in the United States is now largely an academic one. We appear to have reached some form of na­ tional concensus that if we are to come to grips with our problems, we must have certain national commitments, national standards and, above all, national financial participation. We suspect that the states' rights battle in the United States will take on a new, and in our opinion, much more meaningful form when we, at the state and local level, begin to demand and receive a much wider role in the formulation of national standards and, above all, in deter­ mining administrative rules and regulations with respect to national pro­ grams. It is also interesting to be in Washington, D. C. , and see that federal officials have, at long last, come to realize the simple truth that the United States of America is simply too large and too diverse to be managed from Washington, D. C. In nearly every agency, we see active efforts tobuild their programs on the basis of having them administered and coordinated at the community level. We would go a step further and make a strong prediction that the present system of 250 separate and distinct grant-in-aid programs will not long survive in its present form. We fully expect that in the very near future we will operate on the basis of each community in the United States making a long-range budget and expenditure program designed to meet local needs and national standards and that the federal government and the states will then resort to some form of block grants of funds to finance these locally generated programs. - 22 - �We must say, in all candor and frankness, that the great mass of American counties are not, at this moment, properly organized, financed or operated to adequately discharge the existing and envisioned expan­ sion of their governmental role. We have to keep in mind that the Ameri­ can county is 350 years old, and that we have had, in the United States, twice as much experience with county governmentas we have with a na­ tional government of the United States. Because counties are the oldest American government institution and because they were created in the past for an entirely different purpose than the ones now envisioned, we have perhaps the greatest amount of reorganization and revitalization ahead of us. The very best place to start is with a change of attitude at the state legislative level. For 350 years, the average state legislator has felt that his role with respect to city and county government was to serve as a policeman to prevent the cities and counties from over-expending money. The plain fact is that in 350 years, we have had very, very few city or county bankrupticies, but we havehada vast amount of state con­ stitutional and legislative hamstringing of local government officials. We would suggest that the state legislatures keep in mind that the average city and county official feels that he has a much more receptive audience for his problems from his federal representatives than he has had so far from his state representatives. We would suggest that the county be given the same home rule powers that have been given to the cities. The citizens of a county should have the right to adopt charters; they should have the right to institute local taxes; they should have the broad standards establishedby the state; and they should, in general, have both the fixed responsibility and the authority to finance them. We, in the National Association of Counties, would like to see a totally differ ent approach to the entire question of home rulefor counties and cities. It has traditionally been the state philosophy that a city or county can only do those things which they are specifically authorized to do by general law or local act. We would reverse the philosophy and allow a city or county to undertake to provide any service (subject to stand­ ards) that was not specifically denied to them by an act of the legislature or a constitutional amendment. We would like to make the case that it is our observation that those states in this Union which are generally considered to be the most progressive and the most viable units of state government are those in which the state has given the maximum amount of home rule to its local cities and counties. 23 �j I I I i G I I [ f ! I [ I I I 1 We appreciate that this is the subject of a separate panel, but in enumerating the things that are needed to reorganize and revitalize coun­ ties one of the top priorities, of course, is to find some way to get city and county governments into the mainstream of American taxable wealth. To most of us, this means that we must find some way to share in the proceeds of state and federal personal and business income taxes. I know that to a great many people the subject of county reorgani­ zation, structurally, is intensely controversial. While we as a national association have never taken an official policy stand with respect to the matter, it is my ownfirm conviction thatwe must have, in every county in the United States, an elected county executive or county mayor. This person should be electedat large, should have separate responsibilities from those of the county governing body, and in large counties should serve on afull-time basis, andin smaller counties on a part-time basis. We would go a step further and say that in every county in the United States, that elected executive should have an appointed, profes­ sionally trained county manager to handle the myriad of often technical and complex daily problems of administration. If a county is too small to have a full-time county manager, it is probably too small to function as a unit of government. It is no secret thatwe, who workat the county government level, have the world's worstpublic relations problems, next to the state leg­ islatures, and probably the reason for this is that it is not possible, in most cases, to personify the county (or the state legislature, for that matter) in the same manner that we can personify the administration of the state government and a city in the form of a single elected governor or a single elected mayor. I suspect that the citizen is so confused by the welter of officials he has to elect in a typical community that as a voter he becomes apa­ thetic and indifferent. This indifference could be changed quickly to en­ thusiasm if each community had a countywide election for county mayor or county executive. One of the outstanding traits of our new Americanis that he clearly understands that most things are interrelated. Because he is the first American to clearly understand this, he is much more interested in see­ ing thatcities, counties, states, the federal government and private busi­ nesses work cooperatively and harmoniously to solve each problem in relation to all of its related problems. - 24 - �L il L L i I L I [ f [ [ [ I I 1 I I'll give you a case in point: We know that if we burn solid waste, we create an air pollution problem. We know that if we dump solid waste along a stream bed, we create a water pollution problem. The new American expects that his local government will come up with sensible areawide plans to solve all of the waste disposal problems and their re­ lationships one with the other. To put it still another way, our new American believes in local governmental togetherness. Indeed, a very strong case can be made that the distinction between city andcounty governments is very rapidly disappearing in the United States. You certainly cannot tell the difference between the city and the county, based upon the functions they discharge because in most cases, they are identical or at least similar. . We expect thatwe are going to be busy at the city andcounty level far into the forseeable future, finding new and better ways for our city and county governments to work more cooperatively with each other and with the state and federal governments. In conclusion, we would like to return to our original theme, that the mostpressing local problem of our time is to adjust our local demo­ cratic institutions to the changing world in which we live and the chang­ ing attitudes of our citizens. We can think of no finer way of saying that than to quote from one of the great Americans of all time, Thomas Jeff­ erson, who in a letter to Samuel Kercheval, said: I am not an advocate of frequent changes in laws and constitutions but, laws and institutions must go hand in hand with the progress of the human mind. As (the mind) becomes more developed andmore enlightened, as new discoveries are made, new truths discovered and manners and opinions changed with the change of circum­ stances, institutions must advance also to keep pace with the times. We might as well require a man to wear still a coat which fitted him when a boy as civilized societies to remain ever under the regimen of their barbarous an­ cestor s. Asa spokesman of what is at once the oldest American local gov­ ernment institution and also perhaps the newest American local govern­ ment institution, I can say that we in county government look forward with high hopes. , - 25 - �L INTRODUCTORY REMARKS by I i i I [ DeWitt Smith, Chairman. Luzerne County Park and Recreation Board One of the major aspects of industrial growth that has been to a large extent ignored is that of tourism and recreation. However, for the past few years we have come to recognize the importance of this in­ dustry, in fact, promoting it to the point where we can call it the second major industry. Our panelists today have had a good deal of experience in work­ ing with the industry. Mr. Calhoun has done an exceptional job in pro­ moting the neighboring Pocono Mountains Vacation Bur eau. Mr. Hartung, as a consultant, has aided a number of areas in recognizing the impor­ tance of tourism and recreation. Their comments will be well worth noting as we take a critical look into the future. I i 1 i I I I il 1 - 26 - �8 TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY by John E. Calhoun, Executive Director Pocono Mountains Vacation Bureau i s [ I I I I I I I Being as sociated with an organization which has as its main pur­ pose the promotion of a resort region may sound like a "permanent va­ cation. " "A dream job" one TV announcer described my position as he related frequent visits to a wide range of Pocono resorts--"He promotes everything in the Poconos from the plush hotels and rustic inns to the world's most luxurious honeymoon resorts,” he related. This is all true. With no intent to restrain the imagination and dampen the en­ thusiasm of those who mightwish to pursue a similar endeavor, suffice it to say that, like any position, it has its functional r esponsibilities, its challenges and its proportionate share of problems. Our organization is promoting an industry that just five years ago was not even recognized as an industry. This was somewhat due to the lack of ability to clearly measure the scope of tourism and the im­ pact that it was having on the national and local economies. Recognition was also withheld by some community leaders because this new profit generator, tourism, had none of the smokestacks that are frequently associated with the term "industry. " Today, measurement of the bene­ fits, the results, the profits, is coming into clearer focus, sufficiently clear tohave our state authorities recognize tourism as the number two industry in Pennsylvania. Keeping in mind the conference theme, "Northeastern Pennsylvania--A Critical Look into the Future,11 I shall endeavor to project some hypotheses for the future. They will be based on existing or developing trends that we recognize as this growth industry, tourism, begins to have a significant economic impact on the four-county Poconos. I will touch lightly on our promotion techniques and their effectiveness. I will venture what our future promotion media will be. My distinguished colleague, Marlowe W. Hartung, will touch on tourism as it develops on the national scene. - 27 �Although we feel we are making a strong and successful effort on the local level, we must first acknowledge, with deep graditude, the effective efforts of those promoting tourism on the state and federal levels. The President's concern with the imbalance of payments -was an opportunity for all domestic travel interests to campaign for a "Dis­ cover America" or "See America First" program. The Vice President of the United States gave strong support to this campaign and made milli­ ons of Americans aware of their great heritage through television and other news media. The State of Pennsylvania has consistently recog­ nized the great potential in tourism. The Commonwealth has steadily increased its allocation of funds to the fifty-five officially designated Tourist Promotion Agencies throughout the state. The Travel Departm­ ent Bureau within the Department of Commerce has repeatedly raided the cause of tourism by offering advice and guidance on a broad range of tourist promotion matters whenever requested. i B t 0 ti The Poconos has been in the tourist business for nearly 1 50 years. We must acknowledge the advantage of a head start. Our region is bless­ ed with the name "Poconos" which, somewhat by plan, but as much by good fortune, gained the image as the mountain resort area with clean, crisp air; clear, pure water; hundreds of natural lakes; water falls and sparkling mountain streams. Add to this a few outstanding scenic vistas, good hunting, fishing, skiing and year 'round fun at a wide range of re­ sorts. In these few sentences youhave the me ssage that rather succinctly describes the Pocono Mountains resort region as we attempt to sellit to the public today. L [ Tourist promotion today is a sales job. The entire world is our competition! Jet flights to Europe, Bermuda, the West Indies, the Ori­ ent, Hawaii, all compete for the same tourist dollar. Right here in our own State there are areas that have the same natural splendors of na­ ture that we do. For the moment, the Poconos are probably geared to the merchandising of their product to a higher degree than most areas. This is largely due to certain promotion techniques agreed upon by the membership of the Pocono Mountains Vacation Bureau. Some of these techniques or principles of merchandising were agreed to in the early 1930's. Let's briefly review a few of them. [ I I I I ! Our advertising is supported mainly by membership dues contri­ buted at the relatively high rate of $10 per room. Advertising is mainly placed in metropolitan newspapers in the form of the familiar clfp-out I I I I - 28 - �I I I 1 coupon. With this media, advertising, we have elected to "fish where the fish are"--namely, New York, Philadelphia, Cleveland, Washing­ ton, D. C. and a few other larger cities near the Poconos. We have reached a position of financial strength whereby we can advertise every Sunday, all year 'round in selected newspapers, and thereby reap the benefit that such continuity of promotion offers. By prompt, central-office processing of inquiries, many of our resorts - -particularly housekeeping cottages this year - -were able to book reservations well in advance of the vacation date. I would predict that this type of advertising will be utilized for many years to come due to its high rate of conversion for our members. 8 Although newspaper advertising receives our largest slice of the promotion budget, we believe in the "Total PromotionProgram" concept. We areforever alert to new media that might mean newmarkets and new business. I I For the fir st time in our history we programmed a modest amount for radio advertising on the theory that our sophisticated society today requires that the "message" must be beamed to the prospect again and again and again. The value of radio advertising, like institutional ad­ vertising, canbe difficult to measure, i. e. cost per inquiry andnumber of conversions. However, we are inclined to feel that it complements the newspaper ads andprobably inspires a reaction the second, third or fourth time heard, if not the first. Repetition, of course, is a basic marketing principle, and it works. Although we are relatively new in the radio media, our budget allocation to radio is verylikelyto increase steadily. I I I Another element in our "Total Promotion Program" is paid pub­ licity provided by professional publicity counsel. It is estimated that over 80% of the material printed on the Travel page of your Sunday news­ paper is provided by paid professional writers not associated with the newspaper. We thoroughly subscribe to this principle for merchandis­ ing our product. Once again, it is another means of flashing the "Po cono Story" in front of millions of readers. It is emphasized that edi­ torials in newspapers or magazines have a much higher degree of "be­ lieveability" than do advertisements. Publicity counsel also provides guidance by professionals who, because they are not permanently em­ ployed by the local Tourist Promotion Agency, are in a positionto offer I I I - 29 - �sound objective guidance that can hardlybe equaled by associates closely tied to the organization. Without question, the services of professional publicity counsel will be required to an increasing extent as the com­ plexity of our society increasesand the need for astute guidance relative to personal contacts, promotion media, communication techniques in­ creases. Other elements in the Total Promotion Program of our organiza­ tion that have met a need and proven highly effective in merchandising the Pocono Mountains resort area include: participation in travel shows; volume distribution of color films on thePoconos; receptions for travel agents; conducted tours for travel editors and other VIP guests; opera­ tion of information centers to offer assistance to visitors; encouraging speaking engagements by officers of our Tourist Promotion Agency; and, wide distribution of promotion literature, among others. Now, let's look a bit more to the future. One of the revolutionary changes in society, and a very spectacular one, has been the increase in leisure time, and just as important, the availability of money to use this time for sports, recreation and travel. These new features of our society have provided the ingredients for a travel boom in America une.qualed in our history. This boom has plummeted the tourist industry into the second position in our State-after manufacturing, and to the third position in the world. The poten­ tial for the tourism/recreation industry is staggering! A recent survey of resorts in thePoconos indicated that the 1966 summer season was the best on record. Local banks confirm this by acknowledging that resort accounts are more substantial than ever. In­ creased business in Pennsylvania, related to tourism alone, was sharply up in 1966. State Park visitor s increased by the millions, gasoline usage was up an estimated 5 percent. Visitors to state historical sites in­ creased 49 percent in the 1964-65 fiscal year and unquestionably a sig­ nificant increase was recorded in fiscal 1966. Add to this the increase in mail inquiries for tourist information and request for informationat state information booths and you have a picture of the industry with an extremely bright future and no clouds in the sky. F I I Is the boom at its height? ALL the experts say NO. . The evolu­ tion in living habits, they contend, is not just a sign of local prosperity, but a way of life that everyone aspires to, that is, traveling, seeing, visiting, doing, and enjoying every moment of it. Americans, by nature, work hard. Most of us will agree that Americans also "play hard. " - 30 - 1' �May I inject a bit of Pocono fact to lend credence to the evolu­ tion that has taken place in one segment of our tourist industry in the Poconos? Since World War II, an extremely prosperous honeymoon business has been born in the Poconos. Pocono honeymoon resorts are renown for their luxury of accommodations and facilities. However, the point I wish to make here is that the most popular honeymoon resorts are the ones that can claim a very wide range of recreational activity including indoor swimming pools, bowling alleys, and toboggan slides with artificial snow. There is even one with a gymnasium sporting red carpeting on the walls. Indeed, there has been an evolution. Young people crave activity and organized recreation--whether on a honeymoon or a routine vacation. Pocono resorts are providing it. ■J Years ago the picture was different. There were few honeymoon resorts and resort hotels sported rocking chairs on the front porch. Perhaps tennis and golf were offered at the most elegant. Today, nearly all vacation and honeymoon resorts must have all sports and .recreational activity either "on the campus", or nearby to draw the business. o We briefly touched on tourism potential earlier. Let's sum up potential market briefly by reporting reliable statistics that are surpris­ ing to many of us: a. Over 80 million Americans took no trip of any sort last year. b. Only 35% of Americans took a vacation last year. c. An estimated 70% of Americans have never been in an airplane. D d. Sixty percent of us have never spent a night in a hotel. D Many of these statistics will change in the years ahead and there­ by lies much of our future growth in tourism. Money, interestingly enough, a recent survey indicates, is not the key problem. The prob­ lem is to develop ways to spur more Americans to travel more. .E E As a result of the most successful year in history, it is pre­ dicted that millions of dollars will be spent in the Poconos to expand L I ■ - 31 �accommodations and facilities. Substantial increases will be made in advertising and promotion budgets of resorts anxious to tap the expand­ ing and profitable market. But the largest single factor in the growth of tourism and recreation in Northeastern Pennsylvania will be the de­ velopment of the Delaware Water Gap National Recreation Area. The completion of the Tocks Island Dam on the Delaware River will hold the waters in a reservoir 37 miles long--stretching from the vicinity of Stroudsburg, Pennsylvania to Port Jervis, New York. This man-made lake will be the heart of a major new National Recreation Area in the Northeast. In addition to offering a wide variety of facilities for water sports, nearly 58, 000 acres of adjoining land in Pennsylvania and New Jersey will be preserved for the recreational enjoyment of the public. The completion date for the project is 1975, but efforts to expedite con­ struction might change this date to 1973. By that time, ten visitor des­ tination sites will have capacity for 123, 500 people at any given time. Land acquisition for the project has air eady begun. Actual construction will begin in 1967. New express highways will put Northeastern New Jersey and New York City within 1 1/2 hour travel time of the area and Philadelphia easily within a two-hour drive. It is reliably estimated that this recreational area will have 10,500,000 visits a vear. Expenditures by these new visitors (mostly for food and lodging) is estimated at $30, 000, 000 ann­ ually. Robert R. Nathan Associates, a research firm that prepared a study of the potential impact of the Delaware Water Gap National Recrea­ tional Area on its surrounding communities, estimates that commercial development outside the park, but in the immediate vicinity of access roads, will include between 40 to 80 restaurants, 50 to 95 transient lodg­ ing establishments, 25 to 50 filling stations and 35 to 60 miscellaneous shops and service firms. Distribution of this developmentbetween sides of the park will be roughly proportionate to planned recreation facilities, i. e. 1/3 in Pennsylvania and 2/3 in New Jersey. While all of the foregoing looks like a prosperous picture from a standpoint of the businessman, massive traffic jams and serious pollu­ tionproblems could develop if highway construction plans and health codes fail to keep ahead of the impact of this huge project development. Na­ than A ssociates, in their report of the impact of this huge project, cau­ tions that in the future changes ar e going to occur ona much larger scale, with greater frequency and in closer proximity to one another. I I I 32 - �B ■B ,-s J a 1 f8 Another regional attraction on the horizon is thePocono Interna­ tional Raceway. This project, slated for completion next summer, will feature a championship 2 1/2 mile oval, 3 mile road course, 3/4 mile oval and dragstrip. It will be the third 2 1/2 mile auto raceway in the United States. The other two are Indianapolis and Daytona. Many can hardly conceive that one resort region could be so fortunate to attract projects of the magnitude of the Raceway--only to be followed by the DWGNRA. All of this is certainly not without its problems. A great deal has been said about the tremendous growth prospects for tourism and recreation in this region of Northeastern Pennsylvania. Nothing has been overstated. The future, without question, is exciting. Planning for the future must be wisely undertaken to avoid intolerable problems. In this regard, oneof the most significant progressive moves in this direction was the recent recreation/tourism survey undertaken by the Economic Development Council of Northeastern Pennsylvania. The study, as I understand it, will include an evaluation of quality and an appraisal of the potential for expansion and development of facilities relating to recreation and tourism. Certainly, with 30, 000, 000 people living within a 100 mile radius of our area by 1975, the time to start serious planning to determine how an area may best take advantage of this long-term recreation/tourism boom is right now and the Economic Development Council of Northeastern Pennsylvania is to be commended for their foresight. In this case, it can truly be said that the future can be tremendous --for those who prepare for it. e .1 3 u L R I a ■* ! I ' j - 33 - �ta E H TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY i by p E n IB IB IE E '£ 0 X ■ K 0 Marlowe W. Hartung, Jr. , President Marlowe W. Hartung, Inc. ■ pi First off, I ought to explain that the man from our organization with whom most of you have been most familiar, Don Wright, who was to speak here today, became so proficient at design work, that Penn State tapped him off our staff tobecome off-campus Art Department Head. Don now resides at Altoona, Pennsylvania, and is attempting to teach some of the practical and theoretical design applications which we used in plotting the future in the Fabridam Tourism and Recreational Impact Study for the State and Federal governments. The study looked at what the future might hold for Sunbury and the three county area-Northumberland, Snyder, and Union, if the proposed world's largest Fabridam was put across the Susquehanna River at that point. Don and our Marketing Director, Max Tipton, and our Research Assistant, Mrs. Lillian Bennet, are also familar to you for their work on the federal-state community rejuvenation pilot study being initiated at Jim Thorpe. Their study is a c ontinuing attempt at finding outwhat could happen if a depressed community were brought back to life first as a tourist mecca. The hope is that industry will follow. I certainly don't pose as an expert. I do consider myself a good student of human behavior and with more experience in tourism and re­ creation than most. The human behavior is what, if I were you, I'd be most interested in today. [ Your over-all theme here at the conference is a "Critical Look Into The Future." So if we are honest with ourselves, we ought to be critical. And being critical brings me right down to this subject of study­ ing human behavior. And I'm going to be talking now strictly about this human behavior as it relates to Tourism/Recreation, my assigned sub­ ject. - I 34 - ■ I �Today Tourism/Recreation is an infant. It's our second major industry but it's still an infant. Thus, it seems to follow that the be­ ginners in this business are still struggling to come up with business­ like sophisticated approaches to marketing their tourism/recreation facilities. This is so, right herein your own Northeast. Yet this does not need to be so! L E L It's easy to be planning in a correct marketing fashion. You start with the people you know are the vacationers or tourists you want. What do they seem tobe happiest with? What is the fare they seem to be moving toward fastest? Then look at what you have: E E E I I E I I [ What natural facilities best match the tastes of the prospective tourist? What commercial attractions seem to be most in demand? What creative activities best take the fancy of these travelers? Right there is your program of development and of promotion coming together for your short and long range tourist and recreational planning. One more thing to that proven success formula. Keep watching, keep records, keep comparing, keep evaluating, keep changing to meet the tastes and trends. For 14 years our firm has been in this market planning business, part of our group specializing in tourism and recreation, part of our group in industrial and manufacturing, and part in farm products and services. On the average, all except the tourism and recreational market, clients begin with the needs of the prospect in mind before the develop­ ment or promotion begins. I I I - 35 - �L L L L L L L I I ,TJ n LI LI I CJ (C3 ! I I In tourism and recreation, through Colorado, Wisconsin, and New England, we've seen--and here's where the critical part of your theme can come in--thousands of dollars being wasted because the area promotion or commercial resort hotel is aiming at customers they can't or shouldn't go after. They can't get 'em, or it's too costly to get 'em, or the offering can't equal the taste of the market. And this brings me right down to your own Northeast area. As I look at a map of the Northeast, I would trace a border down from the New York State line just east of Williamsport as far south as Sunbury. Then I'd go eastward through Shenandoah and Jim Thorpe to the New Jersey State line. Here in this blocked off section of Pennsylvania, I find part un­ developed but full of fantastically potent natural tourist and recreational development potential. Eagles Mereandall of its mountaintop splendor for nature lovers, coal mines of the tunnel, the strip and open pit type, white water of the Lehigh River at Jim Thorpe that has no equal in the East for canoeing, a French settlement at Asylum near Towanda that is a promoter's dream- another Williamsburg. And then down herein the East, we've got the four county Pocono Mountain Vacation Bureau and some 267 member resort hotels and motels. And here, as has been the case in older resort parts of Colorado and New England, your Pocono resort hotels are shooting at the hardest marketing target to hit and bring down. And it is tough, and getting tougher, to show a buck of profit as a result. These resort hotels--and I don't include all of them, maybe ten excluded--and this doesn't include the honeymoon resorts --without the plush accommodations and frantic sophisticated activity required are shooting at this jet set market. Look at what they're competing with: Bermuda for a week at $205 per person; Jamaica for a week at $260 per person; - 36 - I �L L L E 1 I I I ! I Skiing in internationally famous Italian resort country for two weeks at $449. That includes recriprocal housing and partying at several hotels and on sev­ eral ski slopes; A week at any of Aspen, Colorado's famous night life filled resort hotels at $450 per person Givena choice of going to any of these places, compared to spend­ ing a week at one single resort in the nearby Poconos, at a cost of $200 or $235, where would you think the metropolitan traveler who has saved up for a vacation would go? Look at this new vacationer. He and she are younger and be­ coming younger yearly. Their taste goes across the board from Bach inmusic to the Frug in dances. They' re at home in barefeet or tuxedos; in camp-outs or at formal parties. They are attracted to art nuovo-a recreation of the 1900's. They like to live frantically--or let's say they don't know how to live otherwise. They move fast and won't stay bound to one thing very long. And here's a big key to the inability of some resorts right herein the Poconos and the Rocky Mountains and New England to show a profit, or for that matter, to even keep the doors open. Too many of the older resorts continue to think they can getand keep vacationers for a whole week, and keep them happy with the usual swimming pools, TV, air conditioning in every bedroom, good food, shuffle board, special night time entertainment. They can't do it! This is why such old timers in Atlantic City, as the ChalfonteHaddon Hall, are now promoting themselves as a good place to stay while guests sight-see the area. They've seen the handwriting on the wall. They know they will go broke if they continue trying to buck the trend of the mass modern day tourist market. These people want to plan exciting things to do at exciting differ­ ent places during their week's vacation. And they have the time and the money to do it with. I - 37 �L L L I I I I I I I I I I If I were John Calhoun, and the PMVB, and you planners for the whole Northeast, I'd be carefully pointing at the changed mass market behavior patterns of tourism and carefully attempting to guide my hotels and motels to use their facilities for the short trip, the weekend vaca­ tion, the vacation-between-the vacation. And if I were you, I'd be help­ ing to organize my member hotels and motels into package plans that would get the excitement of the special deal or deals and reciprocity into the package. Ski tickets good at any of the eight ski areas, car rentals for people who fly into your Wilkes-Barre/Scranton airport so that they can get from an all-night party at Tamiment, to participation in white water kayaking on the Lehigh River or enjoy a quiet, romantic, lampiit evening of dining and walking by the river at the restored country cross­ roads hotel just above the site of Asylum. An exciting night for horse racing at Pocono Downs and another at the International Raceway. A day touring the Ashland Pioneer Tunnel, seeing the gigantic open pits with their giant walking shovels, and capping this off with an evening of old country Slav folk festival dancesand gourmet food served in the streets of Shenandoah. And I'd promote this with the dollars I am now wasting in trying. to compete on an individual resort offering basis, This is the kind of excitement, the kind of frantic mixed fare, priced at $350 a week that can compete today and tomorrow with a trip to Italy, or Jamaica, or Ber­ muda, or Colorado. Even if it loses to far away places, it will create more vacation dollars flowing from the nearby Megalopolis markets-vacation dollars that with old style--individual resort activity promotion you'd never get or will lose completely. Gentlemen, whether we like it or not, we older-timers, we had better learn that to swimabove water in this tourism market, we've got to swing. And luckily for you, here in the Northeast, you have the where withal to do it: the open country, the change of pace from night life to canoeing white waters. Really what you need to do is keep in mind the desires to today's vacationer and then reshape existing plans and make new plans and attractions to fit. Thank you. - 38 - �L L L L I I L E J I r I I INTRODUCTORY REMARKS by Roy C. Stauffer, Vice President Greater Pittston Chamber of Commerce Although Northeastern Pennsylvania has been designated in vary­ ing ways as a labor surplus area, we find that the picture is rapidly changing. So our topic "Industrial Growth & Manpower--Our Developing Problem" is quite pertinent. With our industrial growth we have gradu­ ally exhausted our supply of skilled manpower. We must, therefore, find a way to combat this problem. Our panelists today should provide us with an insight into the problem, how it developed, and what alternatives are available to us. Mr. Slater, as a representative of one of our local growth industries, has had to come to grips with this problem as had Mr. Thomas. Per­ haps, they can provide us with some insightinto the solution ofthis dev­ eloping problem. D I - 39 - I J �■M [ L L [ [ I I I I . I INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM by Robert Slater, Vice President Metropolitan Wire Goods, Inc. In the comments which follow I have deliberately avoided a spate of statistics. Not for want of supporting statistics, but simply because the listener finds them difficult to follow and absorb, and since they are readily available to anyone sufficiently interested in seeking them out. One need refer to only a single statistic, the level of unemployment for May, 1966 of 3. 8 percent released by the Bureau of Employment Security, to confirm the fact that we are at present in a "tight" labor market. The figure for the month of May is selected not because it is particularly low, butbecauseit is the latest figure available free of the distorting influence of students and others seeking summer employment. Several years ago while vacationing in Canada I had cause to stop at a historical monument. It was dedicated to those true and loyal citi­ zens whofought and gave up their lives in the war against the rebellious rabble. This isn'ta verbatim quote, butit is close enough. Itwas with a profound sense of shock, requiring some minutes to seep in, that I re­ alized that the"good guys" were the Canadian loyalists, while the villains of the piece were our own pioneer fathers. I had been taught that these men who sacrificed their lives had done sofor the most noble of causes, liberty and justice, yet here they were cast in the role of a rebellious rabble. Obviously then hero or villain, becomes pretty much one and the same thing depending largely upon one's personal point of view. Mr. Thomas has painted for you a bit of the picture of what we might call the yesterday, the today and some of the tomorrow of the econ­ omic life of the community in which we live. In many ways itis a pleas­ ing picture. If not the yesterday, at least the today and tomorrow. It is a picture of full employment, of a growing and vital economy, of op­ eration rebirth one might say. Surely a promising and a glowing picture. But is it? Or is it not, just a little, like the marker on Canadian soil which convinces neither side of what is necessarily good or bad. Can this total picture of a viable economy have within it its own seeds of de­ struction? - 40 - �L L [ L L L i i I [ I I I I l l I Let's look into our crystal ball, and take a peekinto the day after tomorrow. There are enough natural attributes in the area to make it very attractive to industry seeking a new plant site. It is conveniently located with relation to major port cities making low cost ocean shipping, in or out, readily available. The highway network makes truck trans­ port to the industrial heartland of the United States, a matter of a mere 24 to 48 hours. The country-side, except where blighted by man him­ self, is as beautifulas anywhere in the country. Individual communities have done, and continue to do, a remarkable job in upgrading and ex­ panding vital community institutions, hospitals, colleges, school systems, etc. Financial institutions, sensitive to the needs of the community, work in close harmony with other agencies to make capital readily available. Existing industries continue to grow, consistent with the growth of the national economy. Industrious Chambers of Commerce, still not satiated after the lean days of yester-year zealously pursuethe attraction of new industry. Jobs, and more jobs are created at an ever quickening pace. In fact, jobs are createdat a much faster pace than people to fill these jobs. The pendulum has swung from yesterday and its high level of unemployment, through today and its balance of jobs and people, into tomorrow with a shortage both of skills and numbers to fill existing jobs. Prospective industry faced with this situation shies away, look­ ing elsewhere no matter what other inducements might prevail. In pro­ fessional plant relocation circles the area is tagged as one tobe avoided. A tag, incidentally, that will still stick long after the original cause has been eliminated. Existing marginal industries, those engaged in highly competitive lines, which were the first to feel the manpower pinch quick­ ly defer any possible expansion plans. Quite the contrary greater re­ liance is placed upon sub-contracting work out of the area. Some find that even these reduced schedules are more than they can maintain, in the face of losses of key personnel, and close down their operations completely. Some employees thus released are readily absorbed into other companies. Some, particularly, the unskilled, the untrainable, the older worker find that there is no place for them to go. Thus in the face of a booming economy unemployment appears, and gradually begins to mount. Will we revert to the excesses of yes­ terday? Not very likely, but any loss of skilled personnel must sooner or later reflect itself in the inability to maintain work for the unskilled. - 41 - �L L L L p I I I I I I I I 1 Further marginal industries are needed to absorb marginal workers. Marginal industries are needed as the proving ground for youngsters leaving school each year, with little or no acquired skills, who can be most readily absorbed only into the very industries that are the first to feel the impact of the loss of skilled workers to other industries. This may sound inconsistent, but I submit to you as a truism of industrial life that without the ba sic nucleus of highly skilled worker s such as foremen, machinists, technicians, etc. , the far more numerous unskilled and semi-skilled workers cannot be supported. Deprive industry of these highly skilled few, and you destroy the job opportunities of the unskilled many. We will assuredly find ourselves in the strange postion of jobs going a-begging for men, while men go begging for jobs. Must this be so? The answer is that it need not be. Butin order to avoid it, matters cannot be left to chance. Is the picture I painted perhaps a little exaggerated? Perhaps. But if I have erred, I be­ lieve that I have erred in the direction where "an ounce of prevention is worth a pound of cure. " What then, if anything, can be done about it? First, let me say that as good a starting point as any would be the recognition that the training of skilled workers, and the availability of unskilled worker s is not just industry1 s problem. It is a community prob­ lem requiring a total community effort to find a suitable solution. As a case in point may I refer to a troublesome situation that prevailed only a few short years ago. In other parts of the country the WilkesBarre - Scranton - Hazleton area had a reputation as an area of a great deal of labor unrest. Deserved or not it was considered a "hot-bed of unionism" accompanied by much labor strife. It did not matter at all if this public image was completely erroneous. As long as it continued to exist the attraction of new industry was made difficult if not impos­ sible. I can tell you that our own experience when we decided to move into the area some nine years ago, as expressedby business associates was "why do you want to go looking for trouble?" This then was the image that prevailed. The community did not adopt the attitude that this was labor's problem. Correctly it recognized that it was a Community problem, and one of the many things done to correct the image was the establishment of the W. B. Labor-Management-Citizens Committee. Here were three large segments of the community working to erase an undeserved reputa­ tion--and doing it by deeds, not by words. - 42 - �L E E L I L [ 8 8 I I I I I Also when the economy of the community was rocked by a level of unemployment that exceeded the national average of the depression of the 30's, it was able to achieve today's industrial re-birth only because it became a total community effort. The same type of effort is demanded today if we are to cope successfully with the threatened manpower short­ age. A very important first step has beentaken both in Wilkes-Barre and in Scranton through the establishment of committees in each city to thoroughly investigate the situationand to come up with recommendations. You can never find the solution to a problem, until you first recognize that a problem exists. These two cities have taken the first step - that a problem does exist. Incidentally, I am a member of the Wilkes-Barre Manpower Study Committee, but let me make crystal clear that the opinions expressed here today are my own, and are not intended in any way - nor should they be interpreted - as an expression of the views of the committee individually or collectively. In any discussion of manpower needs, it is essential to draw a clear distinctionbetween a shortage of skilled worker s and the upgrading of skills, as opposed to unskilled workers which is largely a question of numbers. For some years our community, experienced a loss of the highly skilled worker. It is a relatively novel experience for us to be feeling a pinch in the available supply of unskilled workers. In either case it is extremely unlikely that the situation will remedy itself. If relief is to come it can come only as a result of a positive program with positive short term and long term goals. In the area of skills some steps have been taken to improve the situation, while others are in various stages of completion. These efforts are largely directed toward "training. " This is a very general word since "training" can take manyforms such as on the job training, formal training at specialized "tech" schools, business schools, colleges, etc., home study courses, and even "do it yourself" methods. Any and all of these canbe effective, but they must coordinate programs witha realis­ tic analysis of industry needs. It doesn’t make any sense for example, to graduate aclass of plumbers' helpers, if the existing need iffor elec­ tricians' helpers. There has to be a much closer liaison between the various educational institutions and industry. I I 1 - 43 - �L li [ [ I I I I I l l i l i i 1 Furthermore, if the. institutions have the responsibility of prop­ erly training these individuals, industry should have the obligation of absorbing them, once trained, into the work force in spite of fluctuating demands. The demands at any given moment may vary, but long range programs are usually more predictable. It is incumbentupon industry to adopt this view, consistent with their own projection of their needs, irrespective of the needs of the moment. It is not reasonable to expect thatpeople oncetrained, having completed a prescribed course of study will be content to wait for an indeterminate period of time for the call that will tell them to report for work. If they can't find immediate em­ ployment locally, we may be certain that they will seek it elsewhere. Further, depending upon the level of skill required, industry must be prepared to pick up the training from the point at which the schools leave off. For example, a good tech school will have courses on blue print reading, on tool design, onbasic mechanical engineering, on mach­ ine shop, etc. , but even upon completion of these courses, it would not be realistic to expect the graduate to be a full fledged tool and die maker. But if the basic training has been good, the job training should now take over from apprentice to journeyman. Speaking of apprentices, the unions, too, have more than a mea­ sure of responsibility in the success of the program. Some, notall, but some unions have rigidly restrictive practices with regard to the number, and conditions of employment of apprentices. Local unions have demon­ strated in the past, and I feel certain would continue to do so in the future, a responsiveness to the needs of the community. I feel that in this in­ stance a thorough discussion of "ground rules" would be beneficial, and would find a constructive response from the unions. While on the subject of the unions' role, I should like to refer to another aspect that could haveagreat bearing on job training. Mostunion contracts provide for a 31 day probationary period. Upon completion of the probationary period the employee is required tobecome a member of the bargaining unit with all contract benefits, and at this time, or shortly thereafter, he receives the prevailing rate of pay provided for by the contract. Under standably if employers are required to pay an established base, irrespective of experience, they will make every effort to find people with prior or related skill. I believe that this is one of the major deterrents in the employment of 18 and 19 year olds. Recognizing that we are speaking generally of a variety of industries with a variety of problems, it would be beneficial if graduated rates during the training period could be determined for each industry and accepted by the union. Even in unskilledand semi-skilled jobs, training periods may vary from days and weeks to periods encompassing many months. - 44 - �L L L I t I [ I I I j 11 l l I I I submit that if the parties to the contract could develop training periods consistent with the requirements of the specific jobs, and that during this period the trainee received wage increases at stated inter­ vals, consistent with his normal progres sion in acquiring the job know­ ledge, industry would be more inclined to expand opportunities for this age group. In a word, if it is agreed that job "A" requires 6 months of train­ ing in order to reach the accepted level of skill, experience, knowledge, etc. , thenhis salary increments should be spread over a 6 month period, bringing him from the hiring in rate to the base rate of the job over this period of time. Similarly if job "B" requires 12 months--or 3months-the rates would progress accordingly. We may assume that the base rates for such jobs would reflect the relative training required, so that in most cases the automatic increases would reach base within the pre­ scribed period of time. Most of this phase of training basically deals with training for the future. It does not answer the pressing and immediate need for highly skilled men now--at this moment. A suggested solution is simple--the execution is not. The solutionis simply to attract these skilled worker s, in the manner that we have used in the past to attract industry. Sell the community as a place to live. The natural beauty andits many other features certainly give a good P. R. man some good talking point. Offer inducements suchas subsidization of moving expenses, subsidization of rent for a prescribed period of time, such subsidies to be apportioned pos sibly between the industrial fund and the employer. Thesemay sound like extreme suggestions, but the very nature of the situation demands extremes. A good fisherman knows which bait to use for which fish. We must find the right bait in this case. Some of you may have noticed the classifiedad in the "Help Wanted" Columns of the New York Times sev­ eral weeks ago. I don't recall the exact copy, but essentially it read, "Are you fed up with, Hospital Strikes? Transit Strikes? Newspaper Strikes? Well if you are, why not investigate A nice place to live--A nice place to work. " i I I - 45 - �We must recognize that communities today are as much in com­ petition with each other for people, as for industry. The community that recognizes the problem and finds the solution to it, is the one that will continue to growand prosper, without falling apartat the seams. It may very well bethat, at least temporarily, most industries may find it nec­ essary to do what the garment industry did many year s ago. Recognizing that the tailor of old was dying out with his generation, the industry turned to "sectionalization. " It was much easier to train people for specific operations, than to attempt to train them for the full range of skills re­ quired. This may not be the ideal solution, but unfortunately any alter­ native seems to be like throwing the baby out with the bath water. If the problem of obtaining the skilled craftsman is great, I feel the problem of finding general worker s is, or threatens tobe, even great­ er. With the stroke of a pen a community can create a thousand jobs. Yet it still takes nine months to create a potential worker to fill the job, and then an additional twenty years or more to turn the potential into reality. A booming economy can create a variety of demands and dis­ locations, but thinking of people in terms of numbers or as a "supply" factor, we much recognize that this is one instance where supply cannot be made elastic to meet any demand. In the simplest of terms, ifwecannot increase the supply to meet the demand, then we must control the demand to keep pace with the supply. One factor is within our control, the other is not. Does this mean that all future industry expansion must stop? Not at all. It is almosta certainty that existing industry would, inany event, govern its expansion plans by availability of manpower. It is the only logical and sensible thing to do. The imbalance of jobs and people .is created primarily by the influx of new industry. Here industrial develop­ ment must walk a tightrope, ever trying to maintain a balance between jobs and manpower. Seekindustry only as long as there is an available pool of manpower --cease and desistwhen thejobsbegin chasing the men. If this is done intelligently, full employment can be maintained, without incurring additional costs by high turnover, and lower efficiency. An­ other possibility worth considering is to encourage new industry to bring in as much of their required workforce as possible. Evenif this should mean subsidizing moving expenses. Inits over all impact upon the econ­ omy of the community this could have very beneficial results --more people, greater total payroll, greater purchasing power, etc. Certain industries which, by their own special requirement, would necessarily bring in their own specialists, professionals, and technicians can and should be avidly sought. - 46 - �Li L L E E E I r i I i i r I I I My point is simply that we need not bring everything to a grinding halt. Quite the contrary, the economy can very well continue to flourish andtogrow. But--andit is a major but--considerably more planning and awareness of surrounding factors will need to enter into both short and long range programs. Admittedly trying to maintain a critical balance betweenjobs (demand) and people (supply) is easier said than done. Nei­ ther can be created at a moment's notice. We have not yet developed instant jobs, or instant people. But with proper planning imbalances can be confined within narrow limits, and generally for only relatively short duration. I submit that there is no other acceptable alternative. The very nature and peculiar relationship of industrial develop­ ment and the industrial developer with the business community (includ­ ing the bankers, lawyers, real estate people, consultants, builders, as well as the business firms themselves), requires that the industrial de­ veloper feel completely free to negotiate and promote as the various situations demand. It is a specialized work; in many cases it is an art rather than, a science, and for this reason its practitioner s must have the freedom to perform accordingly. It's interesting to see how other communities facing this same problem have reacted. Most communities, it must be admitted, have managed to avoid the problem through the simple expedience of refusing to recognize that a problem exists. Others have managed to make a virtue of necessity. One of the more interesting releases came to my desk inlate August from the state of Wisconsin, andis titled "The Man­ power Race. " The article candidly admits that the state is in a "man­ power bind," the quotes are their own. One paragraph neatly sums up the problem: In short, Wisconsin is engaged in a race to find, train and relocate manpower for its bustling industries. How Wisconsin fares in this race will be a factor in deciding whether Corporation X expands, whether Corporation Y can accept abig new contract, and whether Corporation Z moves in from another state. I I I 1 - 47 �L L L L L L [ I [ I I I I I I I If we substituted"Northeastern Pennsylvania" for " Wisconsin" wherever this word appears would it not apply to us with equal validity? Some steps taken canbe described at best as temporary stop gap measures. A Waukesha county plant encourages part time workers to pick their own work schedule; other s actively encourage "moonlighting. " A more constructive step is having full time personnel scouts ranging the country, as well as foreign countries seeking a variety of skilled worker s; the state has established 40 vocational and technical schools ofapparently excellent standards which work very closely with local industry; money available from the federal government under the manpower development training act hasbeenused to upgrade school and other training programs; the state's apprenticeship law, the oldest in the nation, is still going strong and local draft boards give apprentices the same consideration for deferment as they do college students. Wisconsin is still in the race for new industry, but it unabashedly lists city after city with a hard headed appraisal of the manpower situa­ tion, for example, Fond du Lac --Unfilled job openings exist in all occupational categories. Beloit--Demand for machine tool operators, welders, metal trades trainees and foundry laborers remain urgent. And so on city by city withouta single instance of an adequate labor sup­ ply. The tone is one of, "we are trying to correct the problem, but in the meantime, 'caveat emptor. Our local situation is no better and no worse than Wisconsin's, or for that matter most of the United States. The only question really is, do we recognize that a problem exists, and if so what will we do about it. Recall if you will my opening comments about the memorial marker in Canada. Given the same agreed upon set of facts some may be ex­ pected to say the situation is good, while others regard it as bad. My own views I believe are clear. What remains to be done is a matter meriting the highest considerations of the community. I J I I - 48 - �L L INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM L L [ [ I I I I I I I I I I by John Thomas, Vice President Wesel Manufacturing Company Mr. Slater and I have been asked to discuss the industrial growth and manpower requirements of our area, acknowledging a basic problem --namely, manpower to meet the industrial growth. In this region, such a discussion might seem rather facetious to a layman not involved in per­ sonnel work, but it is definitely a problem that has arisen rapidly and must be met and solved. It is not my intention to spend a great deal of time discussing the past ten years, since all of us who have resided in this area are well aware of the problems which have been with us during andprior to this period. Basically, lintend to deal with the problem of manpower, how it has developed, the fact that it is aproblem right now, and finallyto question what this problem may develop into during the im­ mediate future. This morning we are meeting together to discuss the growthpic­ ture of our Community for the sixth time. In all six meetings, and in­ cluding the topics of the other sessions this morning, for the very first time the most basic and fundamental word has been injected into these conferences--Manpower. Why are we concerned with Community Gro­ wth? --because of the people in our Community. What is going to give us Community Growth? --people (not just capital investments). The very source of any Community is the Community itself--Manpower. With man comes the power for Community Growth. The second point I would like to draw your attention to is the fact that Mr. Slater and I are discus sion leader s for this particular sub­ ject. I believe that if you will review the topics and the people whodiscussed previous topics, you will find that, without exception, theseleaders represented governmental or service agencies. What am I driving at? In selecting people like Mr. Slaterandme, we as a community mind­ ed group are meeting the problem of Community Growth head-on. We are dealing with people who are involved in basic manufacturing indus­ tries, industries which buy labor and material locally and ship the fin­ ished product nationally and internationally, thus bringing wealth in the - 49 - �L F= L L L L L L I I I I I I I I ; I I form of money to our area. My discussion will require, then, that we keep in mind not the new plants that are building, nor the ones about to be built, but the people that will work in these plants-basic industry, as opposed to service industries and municipal agencies. The original wealth of our whole area from above Forest City down into Schuylkill County stemmed from Anthracite Coal. Today, mining has diminished to a fraction of its original importance. The direct re­ sult of this reduction is the reduction of wealth coming into our area. Atremendous job has been done by the various communities up and down the Valley in substituting new industry for mining, in fact, I believe the Company which I represent was one of the first to enter the area as a result of community effort, having moved from Brooklyn to Scranton in 1927, into anew building erected by the Scranton Lackawanna Industrial Development Company. The people who have been so community-minded took stock of our area and became probably the most dedicated and con­ scientious salesmen ever to have hit the road. They sold our area with every effort possible-they pushed the fact that Northeastern Pennsylvania is located in close proximity to major East Coast markets, the eastern seaboard, and, therefore, international trade. They sold our area on attractions that go with it, as well as warm, balmy summers. They sold our area on its fine transportation facilities, as well as its ability to supply the power and material requirements of a new industry. Fin­ ally, they sold our area on one basic point-Manpower. Even though the northeasternpart of Pennsylvania had been dubbed, (wrongfully so, inci­ dentally), a "tough union area, " it did in fact have a large volume of exceptionally good, highly productive workers. This specific point has been attested to be all companies that have moved into the area--the people of the Scranton/Wilkes-Barre / Hazleton area out-produce people in other areas performing similar work on similar equipment. We're back to our basic point - Manpower. This is the one essential basic factor that has enabled us to bring industry into our area and as a result, made these new industries happy to have come here. If this is the case, what's our problem? Frankly, our problem is that this exceptionally good labor force is all working. Let me quote the only statistics that I intend to cite. So that figures won't be debased by the influx of June students, I would like to compare May 1966 with May 1956. In May 1956, there were 10,200 unemployed, whereas inMay 1966, there were only 3, 900 unemployed, a reduction of 6, 300. This reduction occurred in conjunction with an 8, 300 person reduction in the - 50 - �i L L L L L L I I I I I I I I total available work force. At the same time, Manufacturing Industry totals have gradually increased from 32, 300 to 33.700 employees. At this point, let's make a few conclusions to bring us up to the present. During the past 10 years, manufacturing employment has made a gradual gain in total labor force, in spite of a reduced available labor market. At the lowest point during this decade, in 1958, manufacturing employment dr opped only to 29,800, while the total unemployment figure reached 16, 100 people. Therefore, one conclusion is apparent: that regardless of minor recessions, a certain consistency is effected by the producing industries. In other words, a high percentage of wealth is kept flowing into our area maintaining our economy on a level plane. This must be contrasted to an area entirely dependent on one major industry. When the major indus­ try slows, so does the whole economy, abruptly and swiftly. A second conclusion is found in inspecting the employment records of the service industries, except mining. As long as workprogresses in the producing manufacturing plants, the companies and businesses that service these plants also progress. During these years construction has held steady; wholesale and retail trade has increased its employment; finance, insurance, real estate and other service industries all showed a gradual improvement, continuing the economy level at a slight gain in conjunction with the manufacturing industries. The third conclusion I would like to draw at this point, and this is extremely important, is that the gradual increase in employment in the manufacturing industry has necessitated a revision in the type of la­ bor required. Up to approximately two year s ago, there was an adequate local supply of labor, both skilledand unskilled. Skilled labor for dura­ ble goods was available, infact, recruiters from other areas were still descending upon our area, taking good labor from Northeastern Pennsyl­ vania to work in areas in upstate New York, metropolitanNew Jersey and Connecticut or Philadelphia. Suddenly, during the summer of 1964, re­ quirements for skilled help developed--none, were available. Semi­ skilled and unskilled were still in plentiful supply. During the last few months what do we find? Even our semi­ skilled labor force has dwindled to a minimum and, in fact, even unskilled labor has become scarce. The unemployment rate for Lackawanna County I I I - 51 �K L E L L L [ [ [ r i i i I I fellto 3.8% during August of this year. This figure compares very favor­ ably with the 3. 7% national unemployment level, particularly when we realize that less than 10 years ago this figure was 15. 8% (1958). All this is good, there is no question about it. Our whole area has received some tremendous publicity concerning the job that has been accomplished in a relatively short time. Many of us here can remember the early Thirties in this area, when we had the highest per capita per­ centage of men working on the WPA Program of any other area in the Country. These memories we don't cherish, and we all hope they will never return. With the decentralization of employment from a single major industry to a great variety of smaller industries, we are protecting our area against the reoccurrence of the Thirties. As of now, however, everything is fine. Newindustries are start­ ing up; plans have been completed for others to come to our area and build new plants. Things have not looked as well throughout the whole Valley in along time. The men and the groups of people who have been working to bring industry to our area have done and are doing a terrific job. This being the case, then what1 s our problem? Why is it important to meet today to hear how well we are doing? Have you tried to hire any one lately? At this point, I can ask that question of any one. How successful were you in finding someone to take care of your lawn this past summer? Have you any idea where to find a good stenographer ? Talk to Pennsylvania State Employment Ser­ vice office and ask them to send over a bookkeeping clerk with at least ten years experience on top of his training. This condition, right now, today--not next year--is our problem. Where are the people coming from to man the new RCA plant in Scranton? Is the new Owens-Illinois plant going to be able to find an adequate labor supply when they have finished constructing their plant? A complete turnabout has happened rapidly at the employment offices. A few years ago there were a lot of applicants for jobs, skilled and unskilled, with few job opportunities. Now, they are either totally unqualified or at best, marginal. Our major problem, then, is how are we going to provide labor to man the increasing number of plants coming into our area? One way would be to tell the people who have left our area that there now is work available--and they can come back home. This won't work in terms of large numbers, for several reasons. One reason is money. Although we have made great strides in raising the wage scale of labor, with the i I 1 - 52 - �[ [ I i I L L 1 L I I I I I I I I I exception of the durable goods classification, where rates approach na­ tional level, we still have quite a way to go. These people working out of the area can't afford to come back. A second reason is that a great many of them have been away too long, Wilkes-Barre is no longer their home. They like Hartford, Bridgeport, Newark, Wilmington or when­ ever they are. They have bought homes, married (perhaps a girl from back home, perhaps not), raised families. Their roots have taken hold away from our area, and they no longer still want to come back. Some will return, but no great mass return will take place. There is another way to man the newindustries--pirate employees from existing plants. Just what does this accomplish? Nothing--It might permit employees to blackmail employers for more money or more fringe benefits. It will certainly not help our area, since there will be no great increase of wealth coming into the area with the new industry. We still can't rob Peter to pay Paul. The bestwayto bringhelp into the area is probablythe same way that was so successful in bringing industry into the area--sell the area and sell hard. This program is already under way by many groups, for example, these illustrations which will be placed in suitable areas by the Governor1 s Committee of Ambas sador s. This is fine and it should be pushed at an accelerated rate, because the reaction time and required momentum of a program like this is comparatively a long term project. Many states and urban areas are doing this very same type of adver­ tising--the competition for labor by areas is terrifically keen, further slowing down the reaction time for this type of program. We need relief right now--our need is immediate, and not next year or the year after, but now. Perhaps this dissertation has dismayed or at least puzzled many, since a discussion like this would not have been held as recently as two years ago--at that time there was no need. Ifthen, this needhas arisen in such a short time, is it going to accelerate in the near future? On this note, I will let you ponder these problems. The answers are not easily found. Inmy discussion, the complexities have been both general­ ized and minimized, so that the situation would not become clouded. A classic example of what could happen is represented by an economic explosion at the Studebaker Automobile Company. How many of you drive a Studebaker today? In 1946, Studebaker was the first company in the field to come out with a completely redesigned post-war model. The remaining manufactureres built their 1942 models with minor changes in grill andtrim. The new Studebaker was animmediate success. Every- - 53 - �one needed a new car--all cars were at least four years old--and it seem­ ed everyone wanted to buy a new Studebaker. Unfortunately, Studebaker could not meet tbe demand. People would not wait for delivery, tbey cancelled orders and bought their second choice model. Studebaker never regained its position in the automotive market. I Are we going to let this area reach for a goal that we have work­ ed hardfor, that of making this a highly successful productive area, only to fall short because we could not supply the manpower to fulfill our needs? I think we all certainly hope not. J L I [J I I II ai oi 0 1 i - 54 - �INTRODUCTORY REMARKS by Horace Kramer, Chairman Wilkes-Barre Redevelopment Authority Our speaker today is certainly no stranger to Northeastern Penn­ sylvania. Although he is from the Western part of the State, he was a very active President of the Pennsylvania League of Cities andhas come to recognize the many and varied problems facing urbanized areas. He was recently appointed the first Secretary of Community Affairs for the Commonwealth of Pennsylvania. His message today should give us food for thought especially in the light of the multiplicity of local governments in Northeastern Penn­ sylvania. I trust that he will provide us with some alternatives as to the elimination of the obstacles to our progress in Northeastern Pennsylvania. C E □ D IB a □ □ □ D ■ I I I I 1 I - 55 - �SAD PLIGHT OF OUR CITIES--HAVE THEY BECOME OBSOLETE? by The Honorable Joseph W. Barr, Jr. Secretary of Community Affairs Commonwealth of Pennsylvania Secretary Barr opened his remarks with an explanation of the new Department of Community Affairs which has been in operation since July of this year. He emphasized that the Department had been established to serve the rising needs of Pennsylvania municipalities who are increas­ ingly faced with problems of population growth, inadequate housing, in­ sufficient sewer and water facilities, lack of planning, and numerous other urban problems. The Department is being designed on a functional basis to provide a ready source of technical advice and funding programs to help resolve these complex situations. At this point the Secretary diverged to point up his own personal conviction--as well as that of the State Government--in the future of the city. While many in our society are currently finding it popular to "write off" the city as capable of redemption, he offered the premise that the city has historically presented the stimulus and indeed the spirit upon which our culture has been based. Referring to the writings of Leo Molinaro, Mr. Barr went on to explain that the "inner city" represented the core--indeed theheart--of urban commerce, enterprise, human energy, and aspiration, and must be preserved at all costs. I I 1 I In conclusion, Mr. Barr praised both the City and Wilkes College for their efforts in holding these annual affairs which bring together the many elements contributing to growthand opportunity in Greater WilkesBarre. He felt that Wilkes-Barre in doing this presented a fine example to other cities and that such a model of community participation should in fact be widely emulated by other communities. Summary by Leon E. Case, Jr. - 56 - �POLITICAL LEADERSHIP by William G. Goss, Chairman Luzerne County Commssioners Discussion Leader The primary responsibility of effective Political Leadership is to control and direct the energies of the party apparatus as it concerns the aims and goals of the area as a whole. Responsible and effective Political Leadership embraces the im­ portant Triangle, namely--Community Leadership, Party Leadership and Governmental Leadership. County Political Leader ship has Political Accountability. By this is meant that all communities within ths County Unit are represented. It is because of this representation that the local municipalities look more and more to the County for Leadership on a Regional Basis. The County is the best vehicle for the coordination of all Regional Services. This is particularly true of the Regulatory Functions. They can be more easily administered and better controlled because of the County's closer ties and constant liaison on the State and Federal levels. I I The Luzerne County Redevelopment Authority is presently de­ monstrating a Politically responsible County led effort in its direction and coordination of the Laurel Run Mine Fire Project. This in response to a plea from the local official for both financial aid and professional leadership andadvice. The Authority, because of its close liaison with the State and Federal Department of Mines, was able to guide the local unit in their compliance with the stringent and complex laws governing this type activity. I Efforts are continually being made to adjust the County Govern­ ment to the technological revolution now taking place throughout the I I I - 57 �country. The following activities are cited as part of the county involve­ ment. A new Data Processing Center has been established that will shortly be expanded to include a computer system. The Department has already processedall the records of the Assessors Office. For the first time in the history of the County Government the tax bills for the muni­ cipalities as well as the school districts are prepared and computed on a uniform tax bill. The Data Processing will be programmed to include every department in the County Government and will also be offered to the various townships and boroughs for their accounting and record keep­ ing. The Luzerne County Zoning and Planning Commission has been created. The importance of this action and some of the activities show the great service being rendered to the electorate. 1. Lackawanna-Luzerne Transportation Study Identified and measured land use data from Nanticoke to Duryea and from Back Mountain to Mountaintop, and worked with County Data Processing Center in summarizing data in form needed. 2. School Study A project was undertaken on several of the proposed ad­ ministrative districts of Luzerne County. Two of the school districts have received a report of this study. 3. Recreation and Tourism The Planning Commission has cooperated with the Tourist Committee of the Greater Chamber of Commerce in the preparation of a brochure for tourists. 4. I R Municipal Relations The Commissionprepares radio and television messages, and makes appearances at various civic and social clubs and interested groups. Staff member s of the Commis sion are also serving on Chamber committees in connection with a warehouse distribution center for the County, highways, education and appearance. - 58 - �11 5. Comprehensive Planning and Development The County Planning Commission has contracted with a number of boroughs and townships to help them in the preparation of com­ prehensive plans, zoning ordinances, capital improvement programs to indicate how their physical needs could be financed. The County aided in the establishment of the Community College program for this area. There were also provisions made for the finan­ cial support of the local regional educational television outlet. A move has been made to provide for the services of a Public De­ fender for the first time in the history of the county. This is, of course, with the continuance of our Probation Office, Juvenile Detention Home, Juvenile Office and the Luzerne County Prison. The County is overcoming the traditional negative conception of local Political Leadership. The present leadership in Luzerne County is fully meeting all the new and complex demands that are being made on the county unit. - 59 - I J �TOURISM/RECREATION by ■ Noel Caverly Luzerne County Planning Commission Tourism and recreation are definitely related to the economic development of any community. The unmatched natural beauty, countless historic shrines, and the increasing ease of access to the area from the greater metropolitan centers of the east point out the potential of tourism and recreation as a growth industry. The Pocono area has been in the tourist business for 150 years and has been geared to marketing recreation since the early 1930's. Certain proven marketing techniques developed for the Pocono area might well be followed on an area wide basis in Northeastern Pennsylvania. The market is virtually unlimited because of the attraction of the new Del­ aware Valley recreation area as a most potent factor in the systematic planning for future development. I I I I I I I Organized planning to exploit the developed resources of North­ eastern Pennsylvania in tourism requires a surrender of a provincial outlook for the economic good of the area. Only through common effort can the many forms of recreational activity that will attract the rec­ reation minded by provided for those who want to spend an entire vaca­ tion in one area. The need for regional unity is obvious. Mr. Calhoun, the Executive Director of the Pocono Mountains Vacation Bureau, sug­ gested that the organized planning could be centered in some agency like the Economic Development Council. One of the main points that was stressed in both the morning and afternoon sessions was the total promotion program concept which really made use of all of the media of advertising. It was continually stressed that the only way that promotional budget allocations can be beneficially spent is through the employment of profes sionals in the field. Such professional publicists are not only able to use all of the promotion­ al media, but can conduct tours fortravel editors andean make the per­ sonal contacts that are ever so vital in promoting an area. - 60 - �Since the lack of money and the lack of roads is no obstacle to travel out of the large metropolitan center s of New York and Philadelphia, all of Northeastern Pennsylvania can expect huge traffic jams and ser­ ious pollution problems. All of the participants at the tourist and rec­ reation session emphasized and re-emphasized the need for planning now. While the future is bright and exciting for tourism in Northeastern Pennsylvania, if itis unplanned itis likely to frustrate the growth thatwe anticipate for the future. Mr. Hartung, who has been in the professional tourist business for more than a decade, stressed the fact that a whole recreation pro­ gram must be conceived around the need of the prospective tourists: some want to fish, some want to hike and horseback ride, some want to rest, and honeymooners are in a class by themselves. Complete recreation programs must be planned for the younger generation of tourists. Special night time entertainmentis amust. The behavorial patterns of the young vacationist, whether it is during winter or summer,must be considered by those who are now planning for the tourist trade of Northeastern Pennsylvania. One aspect of tourism which can be the most beneficially explored in Northeastern Pennsylvania is the weekend trip to the Mountains. Over any given year, as much money may be spent over fifty-two weeks as would be spent during the summer seasonfrom Memorial Day to Labor Day. The Board of Commissioners of Luzerne County are vitally inter ested in recreation. The Park and Recreation Board, chaired by A. DeWitt Smith, has taken great steps toward giving Luzerne County a park system second to none. The Planning Commis sions of Luzerne, Carbon, and Lackawanna Counties together with the Northern Tier Planning Com­ mission have published reports calling attention to the importance of recreation. The Economic Development Council of Northeastern Penn­ sylvania has underway an inventory of recreational facilities in this whole region. Tourist Promotion Agencies have been established in Luzerne and Lackawanna Counties. The brochures andliterature of these organ­ izations would seem to indicate that there are many possibilities for tourism in this area. Again, only through the combined efforts of all of those who now are contemplating the development of Northeastern Pennsylvania for mass recreation can the whole area be properly developed. - 61 - �INDUSTRIAL GROWTH & MANPOWER by John J. Dunn, Director Youth Opportunity Center Discussion Leader It is difficult to spell out the individual contributions of such a large and devoted group. To infer, in any manner, the relative import­ ance of any one person in so co-operative an enterprise as this would be an act of great presumption. The topic of manpower and industrial growth was capably chaired by Mr. Roy C. Stauffer with Mr. John Thomas, Vice-President, Wesel Manufacturing Company, and Mr. Robert Slater, Vice-President, Metro­ politan Wire Goods, Incorporated, as featured speakers. Both speakers presented most interesting and factual information on these subjects. The afternoon summation session was conducted by John J. Dunn, Dir­ ector, Wilkes-Barre Youth Opportunity Center, as discussion leader. During these sessions, it was agreed that what people do for a living and how they do it depends on the size and needs of the job to be served. The educational and skilled level of workers, scientific dis­ coveries and application in industrial technology, changes in the organ­ ization of business functions and tasks, and the shifts in demands for goods and services. I I It was pointed out that recent years have seen dramatic technical breakthroughs and molecular miracles have been performed in research laboratories to produce the materials to withstand the rigors of the nuc­ lear and space age. Materials that are also extremely useful in earthbound endeavors, the quest for perfection in measuring instruments, sensing devices to explore the outer space as well as the inner space, secrets now locked in the heavens above and the earth and ocean below pays off even in improving ways of refining oil, mining coal, producing steel, making television sets and appliances or processing food. - 62 - �L L I L I 1 L I I L L I 1 I I [ We are also in the midst of a revolution in management techniques. The electronic computer, the hallmark of automation, has been accom­ panied on the business and industrial scene by the trend toward a "Sys­ tems" approach. This means that all activities in an enterprise suchas production, warehouses, sales, finance, personnel and purchasing, are even more closely co-ordinated so that an organization can reach its goals with least effort and at least cost. Therefore, in many places of business, this means drastic changes in business. Itwas emphasized that social, economical and technical changes are altering the nature and kinds of jobs available in today's economy, new and different demands are being made on skillsand personal qualifi­ cations of workers of all ages. In the near future, workers will exper­ ience an average of three to four occupational shifts in the course of their normal working lives and so the process of vocational choice isbecoming one of continual adaptation to changing conditions and changing vocation­ al situations. In order to bring out certain specific points, the speakers mentionedthat right now our civilian labor force of over 75 million persons maybe separated into 11 different occupational groups: The semi-skilled workers make up the largest occupational category where about 13 million people today ar e engaged in assembling goods in factories. There arealmost 11 million clerical workers suchas persons who operate office machines and computers, while skilled worker s number about nine mil­ lion including skilled craftsmen, tradesmen, tool and die makers and instrument makers. Those in the professional and technical work, the fourth largest occupational group, include in their eight and a half million workers such highly trained personnel as teachers, engineers, physicians and lawyers. Proprietors, managers, people who are in business for themselves or manage the operations of commercial, industrial or public employers, total about seven and a half million. It is said there are al­ most seven million service workers whereas sales workers, about four and a half million strong, are found in retail and wholesale firms. The remainder are unskilled worker s who amount to a little over three and a half million, and service workers total about five and one-third million. Farming occupations total over two million and account for the remainder. From a local standpoint, two important features were explained to those in attendance, including the once-thriving silk industry.- Itwas - 63 - �1 I I 1 L L I [ revealed that throwing and weaving initially established in Luzerne County in 1886--80 years ago--was formore than a half century one of the most important employer s ofhelp here. In the midl920's, 52 mills employed approximately 12 thousand hands in communities extending from Nanti­ coke, Plymouth, Hazleton, Wilkes-Barre, and Kingston to the many towns in upper Luzerne County. Early 1941 reports anthracite area throwing mills accounted for 75 percent of the silk thrown in the United States. Presently, seven mills working in silk employ about 200 hands. Dark days for the silk industry was forecast Friday, August 1, 1941 when the U. S. Government placed a freeze on silk. It was like­ wise revealed that statistics show that dark days for the anthracite coal industry was between 1950 and 1966 at which time employment decreased from 34. 5 thousand employed workers toapproximately 3. 3 atthe present time. It was further explained that there are presently about 129.000 persons gainfully employedin Luzerne County anda like amountin Lacka­ wanna County; and if the turnover rate remains as it has in the past, it will be necessary to find ways andmeans of recruiting between eight and ten thousand employees for replacement purposes during the next year. At the same time, local industries will be making expansion plans. In this area, manufacturing industries employ approximately 51,600 employees, whereas services producing industries employ 61, 800 persons and would lead us to believe that the Luzerne County area is a greater services producing area than a manufacturing area. The statis­ tics from 1950 to the present time reveal that non-manufacturing or ser­ vices producing industries employed 93 thousand in 1950 and decreased to the extent that they presently employ 51.6 thousand persons. During this same period, manufacturing industries increased employment from 38 thousand to 51,600 persons, and it definitely demonstrates that manu­ facturing industries are increasing. Itwas concluded by those in attend­ ance as well as those who participated from the audience, that greater emphasis should be placed on the subject of manpower and should be in­ cluded in future conferences as this is the first time thatmanpower has been injected into these conferences. Current statistics show that recent manpower requirements in Luzerne County industries will have a demand for 5,900 new workers coupledwith normal replacement needs and encourages a major recruit­ ment and training program, emphasizing thatwe should place more and - 64 - �I I L I I I 1 I y I 1 J I I 1 I 1 1 I 1 I greater importance on male employment in this ar ea. To cite aconcrete example, Mr. John Thomas of the Wesel Manufacturing Corporation men­ tioned that when his organization was contemplating moving from Brook­ lyn, New York, to Scranton, Pennsylvania, as a result of a series of con­ ferences with L. I. F. E. , and other organizations, he emphasized that itwas they ( L. I. F. E. ), who "sold us onmanpower, noton the geograph­ ical location, or type of plant we might obtain, but on manpower alone. They stres sed that the people of this area can out-produce workers from other areas producing similar items, and we are in accord with this state­ ment as a result of our own experience. We concur, further, that the people of this area not only can out-prcduce firms producing similar products, but also at a lower rate. " It was generally agreed that every attempt be made to make known our needs on a state-wide or possible, on a national basis through public relations media and advertisements in national magazines, etc. , and that this type of program is needed right now or it will escalate in the future. It was also unanimous with the group that a greater amount of marginal industries are needed in the Northeastern Pennsylvania area to absorb a greater amount of marginal workers and should be included as part of a positive program of the Wilkes - Barr e/Scranton manpower committees whose primary efforts may be confined with planning to lo­ cate new industries in this area. It would also be advantageous to have Lackawanna and Luzerne major industry agree on a uniform training rate in order to attract younger employees and eliminate any possible piracy between employers. Finally, employability services which will utilize all available local re sources to bring an individual to maximum employability should be given priority consideration, employability services that will be en­ hanced by the use of, co-operation with, and development of services in the area of health, education, and welfare, housing, rehabilitation, and any other service organization or community resource which may improve the .mplo'/;. “'ility of an individual. - 65 - �INTRODUCTORY REMARKS by Edgar Lashford, Executive Director Greater Wilkes-Barre Chamber of Commerce The concluding speaker of this Sixth Annual Community Growth Conference is an individual who is certainly well acquainted with North­ eastern Pennsylvania. Coming here a few years ago with one of our newer industries, he immediately became an active member of the com­ munity. He made every effort to become acquainted with the problems of our area. Unfortunately for us and fortunately for him, he was promoted in the corporation and has left the area. However, because of his activity andbecause of his vast experience, lam sure that he can provide us with the type of challenge that will be necessary for the identification and possible solution to present and future problems. - 66 - �NORTHEASTERN PENNSYLVANIA'S FUTURE-- PLANNED OR UNPLANNED by Sidney Krakauer, Vice President Pall Corporation When I received the invitation to address the Sixth Annual Com­ munity Growth Conference, I greeted it with mixed emotions. First, it would give me an opportunity to visit old friends and acquaintances and second, to see what progress had taken place. The first Community Growth Conference was held the same year that my corporation arrived here. In the few years that I. was here, I had the occasion to meet many of you, even though I did not have the op­ portunity of attending previous conferences. My experiences here led me to believe that I could tell you in no uncertain terms what should be done to make this area attractive to people and to industry. I had really planned to give you hell! ! ! But I am amazed. I have really been inspired by what I heard today at this sixth Conference. I would never have thought that so many community minded people from all walks of life could be assembled in one place to learnhow you can improve and rehabilitate the area. What's more, from my conversations with many of you today, you are not just wishfully dreaming. You appear determined to raise the status of the area to the outside world. It would be a real genuine accomplishment if you changed your attitude to a more positive one. Butyouhave acted. The results of your earlier work of the last decade and a half are really beginning to pay off. You have plans for the future-- zoning, subdivision control, plans for industrial development, a network of roads, consolidated school districts, an improved employment picture, a stability in population, plans for rec­ reation, and many others. Perhaps as importantas any of your accorn- - 67 - �I i I u I I I plishments, you are taking care of the multitude of mining scars left abandonedby stripping operators. Your county and city redevelopment and renewal programs are beginning to show a new face to visitors to this region. You are certainly to be congratulated for all this. The really important change that must take place is the change in attitude. You must thinkin terms of offering the best in all areas. Cor­ porations are not only interested in physical facilities, it extends far beyond mortar and bricks. There are other areas that need improve­ ment--education and government particularly and should not be pushed aside. I can only leave you with one or two thoughts. Keep up the work toward development of the area. Your workis not yet completed. Sec­ ondly, plan, plan, and plan some more--but as a region. Notas Wyoming Valley or Wilkes-Barre. The network of roads bring people to North­ eastern Pennsylvania and not to Wilkes-Barre. Industry is not going to come to Wilkes-Barre, but to Northeastern Pennsylvania because of the assets that the region has. Therefore, planning for the whole region is imperative. I need not tell you that a planned region will be more at­ tractive than an unplanned one. I see a bright future for Northeastern Pennsylvania--certainly a much brighter one than I found when I first came to the area. 1 I 1 1 I I I i I 1 - 68 - 76896 �ROSTER OF ATTENDANCE Name Affiliation Position. Ayers, Reverend Jule First Presbyterian Church 83 South Franklin Street Wilkes-Barre, Pennsylvania Minister 11. Bacon, Allen E. Acting Director L I Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Baker, Myron Sordoni Enterprises Hotel Sterling Wilkes-Barre, Pennsylvania Public Relations Barr, Joseph W. , Jr. Department of Community Affair s Harrisburg, Pennsylvania Secretary Bohlin, Peter Q. Wyoming Valley PreservationCommittee 182 North Franklin Street Wilkes-Barre, Pennsylvania Chairman Brennan, Paul Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Officer Bromfield, Forrest Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Brooks, J. A. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President - 69 - �11 I 1 I I I Brotter, Marvin A. 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Brown, Mrs. Carl N. Luzerne County Federation of Women's Clubs 80 Second Avenue Kingston, Pennsylvania Member Bruno, Joseph First Federal Savings and Loan Association 12 East Broad Street Hazleton, Pennsylvania Member Bullis, Andrew S. American Society for Public Administration 1329 Eighteenth Street, N. W. Washington, D. C. A ssistant Director Butera, Peter Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Executive Director King's College History and Government Department Wilkes-Barre, Pennsylvania Professor Cadden, Paul Bureau of Employment Security 32 East Union Street Wilkes-Barre, Pennsylvania Manager Calhoun, John Pocono Mountains Vacation Bureau 1004 Main Street Str oudsburg, Pennsylvania Executive Director Callahan, John 7 Marion Terrace Wilkes-Barre, Pennsylvania Engineer Buzinkai, Donald I. 1 I I I 1 II I �Carling, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A ssistant Director of Operations Case, Leon E. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Executive Director ! Caverly, Noel Member I I Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Chapin, E. G. , Jr. Chapin Lumber Company 695 Wyoming Avenue Kingston, Pennsylvania Owner / Manager [ Colby, Carroll D. Welfare Planning Council 66 North Main Street Wilkes-Barre, Pennsylvania Executive Director Condo, Raymond Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania C ommunity Development Director Connors, John P. Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Assistant Director Corcoran, Richard P. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania A ssistant District Manager Cronin, John C. Pennsylvania Power Light Cedar and Buttonwood Streets Hazleton, Pennsylvania C ommunity Development Coordinator I I I I I I I I �Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Csala, Gottfried P. Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Pennsylvania Architect Davidson, John S. Scranton Division-Pennsylvania Power & Light Company 507 Linden Street Scranton, Pennsylvania Vice President Decker, Robert G. The First National Bank of Wilkes-Barre 11 West Market Street Wilkes-Barre, Pennsylvania Vice President Dick, Ronald M. National Association of County Officials 1001 Connecticut Avenue Washington, D. C. Research A ssociate Dollase, Dallas A. Bureau of Community Development Johnson Building 19 South Second Street Harrisburg, Pennsylvania A ssistant Chief of Planning Dougherty, Anthony G. State Lodge Fraternal Order of Police 28 East Jackson Street Wilkes-Barre, Pennsylvania Officer Duddy, Thomas M. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Officer Dunleavy, Anthony J, Walker & Murray Associates, Inc. Room 1503 121 South Broad Street Philadelphia, Pennsylvania Director of Urban Renewal Programs I 1 I [ I I I I I I I I I �Dunn, John J. Youth Opportunity Center 13 East South Street Wilkes-Barre, Pennsylvania Director Earley, Charles A. Pennsylvania Power Light Company 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Ecker, Francis G. 187 Blackman Street Wilkes-Barre, Pennsylvania Wilkes-Barre City Fire Chief Edwards, Vivian, Jr. Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Vice President Epps, Richard Third Federal Reserve District Tenth and Chestnut Streets Philadelphia, Pennsylvania Economist Farley, Dr. Eugene S. Wilkes College South River Street Wilkes-Barre, Pennsylvania President Farrell, James A. Housing Authority of the City of Wilkes-Barre 33 Marlborough Avenue Wilkes-Barre, Pennsylvania Executive Director Flanagan, Mrs. Jean Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Secretary Ford, Miss Elizabeth Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Administrative Assistant Fox, Walter Pennsylvania Department of Health Stroudsburg, Pennsylvania Supervising Sanitarian I I [i I I I R I I �I I I Franceski, BenjamiaA. First &: Farmers National Bank 815 Main Street Forest City, Pennsylvania President Garmon, L. E. Radio Corporation of America Mountaintop, Pennsylvania Employment Manager Gates, Elliott H. Greater Tamaqua Chamber of Commerce 804 East Hazle Street Tamaqua, Pennsylvania Executive Director Goss, William G. Luzerne County Commissioners Luzerne County Court House Wilkes-Barre, Pennsylvania Chairman Gothier, Robert Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A s sistant Director of Programming Good, William A. Department of Community Affairs Johnson Building 19 South Second Street Harrisburg, Pennsylvania Chief Housing and Redevelopment Division Hartung, Marlowe W. M. W. Hartung, Inc. 30 Keller Avenue Lancaster, Pennsylvania President Haydock, N. J. Pennsylvania State Employment Service 32 East Union Street Wilkes-Barre, Pennsylvania Manager Heiselburg, Edward Luzerne County Planning Commission Room 822, I. B. E. Building Wilkes-Barre, Pennsylvania Director of Planning Heiselburg, Mrs. Mae 7 0 Summit Road Mountaintop, Pennsylvania League of Women Voters �Hoblak, William Harvey's Lake Executive Committee 66 Lakeside Drive Harvey's Lake, Pennsylvania Secretary Huk, John, Jr. Planning Commission-Council 124 Butler Street West Wyoming, Pennsylvania Chairman Javer, Frederick M. 117 Lakeside Drive Harvey's Lake, Pennsylvania Member Jones, Mrs. Benjamin Yeager Avenue Shavertown, Pennsylvania Junior League Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian Kearney, Edward F. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Small Business Assistant Program Director Kepner, Fred Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant for Elementary Curriculum King, Hugh Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kluck, C. R. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania A ssistant Regional Sanitary Engineer Krakauer, Sidney Pall Corporation 30 Sea Cliff Avenue Glen Coue Long Island, New York Vice President �Kramer, Horace E. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Chairman Kramer, Mrs. Horace 21 Mallery Place Wilkes-Barre, Pennsylvania League of Women Voters Krammer, Therold E. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Sanitarian Krauss, Mrs. George Y. W. C. A. 40 West Northampton Street Wilkes-Barre, Pennsylvania Executive Director. Lacy, James O. Lacy, Atherton & Davis Hotel Sterling Wilkes-Barre, Pennsylvania Architect Landers, Alfred W. Pennsylvania Power & Light Company 901 Hamilton Street Allentown, Pennsylvania Community Planning Consultant Lashford, Edgar Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Director Leib, Matthew, Jr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Vice President Leib, Matthew, Sr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania President Llewellyn, Mrs. Thomas 704 Main Street Avoca, Pennsylvania Woman's Club of West Pittston �Machmchick, George J. King's College Wilkes-Barre, Pennsylvania Coordinator of Public Events Maier, Martin Regional Planning Commission Court House Towanda, Pennsylvania Planning Director Malley r Dr., Hugo V.. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Director McCarthy, George Wright Township Planning Commission 399 South Mountain Boulevard Mountaintop, Pennsylvania Secretary McCartney, Mrs. Agnes C a rb on C ounty Pl anning Commission Court House Jim Thorpe, Pennsylvania Director McCormack, Jerome Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Executive Secretary McDonald, John O. , Esq. Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Member McGee, James J. Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Director of Community Programs McLaughlin, M. J. Radio Corporation of America Mountaintop, Pennsylvania Personnel Manager Miura, Howard Wilkes-Barre City Planning Commission City Hall, Room 42 Wilkes-Barre, Pennsylvania Director of Planning �II 1 I I I I I I I I 1 I I 1 I 1 I I I Moses, Anthony, Esquire Charter Study Commission Blue Cross Building Wilkes-Barre, Pennsylvania Chairman Mueller, Frank Pennsylvania Power and Light 36 North Main Street Wilkes-Barre, Pennsylvania Vice President Mullin, Gerald M. Mullin and Lonergan Associates 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Planning Consultant Mullen, Leo P. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Planning Assistant O'Donnell, Thomas, Jr. Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Member O'Malley, J. J. First Federal Savings and Loan Association of Wilkes-Barre 23 West Market Street Wilkes-Barre, Pennsylvania President Owens, Elaine Housing Authority of the City of Wilkes-Barre 184 McLean Street Wilkes-Barre, Pennsylvania Secretary Peel, Joseph Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to Super intendant in Secondary Curriculum Peters, Fred J. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Local Office Manager �Pomeroy, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania Project Coordinator Poerio, Carlo R. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Officer Powell, Harry Pennsylvania Power and Light 507 Linden Street Scranton, Pennsylvania Community Development Coordinator Price, Ethel Department of Public Safety City Hall Building Wilkes-Barre, Pennsylvania Director Radkiewicz, John F. Lackawanna County Planning Commis sion Court House Annex 506 Spruce Street Scranton, Pennsylvania Director Robinson, Mrs. John, Jr. Junior League R. D. #4 Dallas, Pennsylvania President Rothstein, Alvin S. Alvin S. Rothstein Real Estate Kirby Avenue Mountaintop, Pennsylvania Realtor Salvitti, Anthony L. Walker and Murray Associates, Incorporated Room 1503 121 South Broad Street Philadelphia, Pennsylvania • Project Director Schaar, Mrs. Mary First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Treasurer and Comptroller �Schneiderhan, Robert J. Commonwealth Telephone Company 100 Lake Street Dallas, Pennsylvania Commercial Development Assistant Schultz, Harold Candeub-Cabot and Associates 436 Wyoming Avenue Scranton, Pennsylvania Planning Consultant Schwartz, Harvey Walker and Murray Associates, Incorporated 121 South Broad Street Philadelphia, Pennsylvania Community Renewal Planner Sharpe, Kathleen Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Administrative Assistant Shedlarski, Joseph Forty Fort Planning Commission 67 Durkee Street Forty Fort, Pennsylvania Chairman Sherwood, Robert Greater Tamaqua Chamber of Commerce 129 West Broad Street Tamaqua, Pennsylvania Tourism Chairman Shoemaker, Myron Endless Mountains Association Lacyville, Pennsylvania Pre sident Sites, Edwin A. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Regional Supervisor Slater, Robert Metropolitan Wire Goods, Inc. North Washington and George Avenue Wilkes-Barre, Pennsylvania Vice President Smith, DeWitt Luzerne County Park and Recreation Board 15 North Main Street Wilkes-Barre, Pennsylvania Chairman 1 I I �Snowdon, Mrs. Harold, Jr. Junior League R. D. 5 Shavertown, Pennsylvania Member Snyder, William G. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Solfanelli, Guy A. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania District Manager Stauffer, Roy Greater Pittston Chamber of Commerce 25 Grand View Drive Pittston, Pennsylvania Second Vice President Swaback, James Pennsylvania Gas and Water Company 30 North Franklin Street Wilkes-Barre, Pennsylvania Staff A ssistant Sweitzer, Richard 200 Bridge Street Towanda, Pennsylvania Planning Director Thomas, John Wessel Manufacturing Company 1141 North Washington Avenue Scranton, Pennsylvania Vice President Toth, Ronald Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A dministr ative A ssistant Troxell, Mrs. F. D. League of Women Voters 1320 Wyoming Avenue Forty Fort, Pennsylvania Treasurer �I I I 1 I I I Tucker, Richard A. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Urban Renewal Representative Tuhy, Philip R. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania A ssociate Director Wall, Dr. Patripk J. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Treasurer Wilson, Mimi Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Public Information Director Wilson, Robert C. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania A ssociate Executive Director Williams, Rufus G. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Accountant Williams, Thomas B. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Site Manager �REGISTERED BUT NOT IN ATTENDANCE Name Affiliation Durkin, Eugene F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Long, Joseph F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank. Building Wilkes-Barre, Pennsylvania Assistant Secretary O'Brien, John M. West Ward Savings & Loan Association 26 South Market Street Shamokin, Pennsylvania Executive Vice President O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeastern Building Hazleton, Pennsylvania Executive Director Ridall, Hugh M. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Member Schmitt, Carl J. , Jr. Planning Commission of the City of Wilkes-Barre 198 North Main Street Wilkes-Barre, Pennsylvania Member Smith, Donald D. Roushey, Smith & Miller Partner 189 Market Street Kingston, Pennsylvania I I Position �■’ | r- I J h i i �I ■■ 1D001L020D WILKES COLLEGE LIBRARY rj 1 I I ■ ■T n I n 11 I I I I j J �■ j u j ' 1I 1 ] J f - j I l' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Sixth Annual Community Growth Conference, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f8920c6d036c7ac57b7dc9873dcc3225.pdf 1ed7d2b339c36f05d37d5eabdb1144de PDF Text Text « 5*3 > X J o £E ■- CM r-co cd sor*(OCD0 . WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS ^Instituteof Regional Affairs'^ �_; I -....................■ .? .2. Syracuse. N. Y. ——•*-*«u.>aaiiHuiUliUmillUUUil I I I I I j i I I I I I I I I I i I I WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS UM s I i dp LIBRARY WILKES-BARRE PENNSYLVANIA I i F S. FARLEY LIBRARY WILKES UNIVERSITY KFS-BARRE. pa i i I : I 1967 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �.. 1 : Syrocujc, N. Y. • o cHIV E-S ^5^7 l%7 WAGES AND SALARY SUMMARY This is the third of a continuing series of compilations of wage, salary, and fringe benefit data for boroughs in Luzerne County. Because specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, eventhose with the same titles. The purpose of the Report is merely to present the facts rather then make a judgment on policy. The boroughs in Luzerne County are grouped according to their I960 population. Each borough is listed alphabetically in one of the five population groupings. Certain of the communities - Freeland, Exeter, Courtdale, Laurel Run, New Columbus, and Yatesville - did not report the wages and salary data at the time of publication of this Summary. 1 Hugo V. Mailey, Director Institute of Regional Affairs 81573 �•' ■ -!' — Syracuse, N. Y. ELECTED OFFICIALS Mayor 1 Councilman. 2 Auditor Controller Tax Collector $2,400 1,980 $1,200 300 $1, 0003 1, 320 $1, 500 1,200 Boroughs Over 10,000 Kingston Plymouth Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 700 700 600 300 600 150 150 550 5% 2% 1,700+4% 985 900 700 600 220 300 480 300 375 3 140 250 150 1,800+4 1/2% 2% 2%21 780 360 150 450 550 700 360 360 300 180 100 25 50 150 750 240 100 3% Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 2% 5% 1, 500 5% 1, 000 300 5% 3% Boroughs 1, 000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 180 240 240 200 180 180 200 200 25 150 150 200 3 75 75 54 2% 2% 300 6 12. 50 5% 5% 75 75 5% 400 300 5% 3 1/2% 500 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 24 90 200 60 120 -2- �7 Syracuse, N. Y. i mm mu iim itiu nai mil uti Hi II PHI Itll IItlIIH GENERAL ADMINISTRATION Secretary- Treasurer Health Officer Building Inspector $5, 623 2, 600 ..5 15 $1,880 218 $5,000 300 Janitor Boroughs Over 10,000 Kingston Plymouth $3,732 1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 600 1, 200 1, 500 1, 376 960 300 200 1, 780 1,200 1, 500 1, 800 120 600 420 150 State State State 2, 400 300 2, 808 2, 000 2, 700 720 600 1, 200 1,000 600 900 480 State State State State State State State State 100 250 200 300 State 300 630 960 Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 240 200 480 516 300 3,1007 1, 300 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 350 400 420 750 480 6 780 6 300 50 State State 120 State State 240 8 1, 200 1.45/hr. Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 75 150 360 __ 5 50 45 2% 180 30 State State 120 540 �JI'HLH BINDER ' - J V Syracuse, N. V. Boroughs Over 10,000 »«niiiiiiiiiiiimmi]i| mu iiHiiiiiimi mi PROFESSIONAL SERVICES Engineer 9 Kingston Plymouth Solicitor 10 $3, 000 400 $2, 434 2, 270 1, 000 1,050 840 1,000 1, 200 1, 500 1,200 1, 200 1,800 1, 500 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 800 Boroughs 2, 500 to 5, 000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 3.00/hr. 1,200 900 500 350 1, 500 1, 000 500 840 Boroughs 1,000 to 2, 500 100 Conygnham Hughs town Nescopeck Pringle Shickshinny Sugar Notch White Haven 200 750 600 125 420 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 50 100 100 300 -4- �1H1U1U1U1 PUBLIC WORKS Street Commissioner Boroughs Over 10,000 Kingston Plymouth Equipment Operator Laborer $5, 15511 4, 382 Mechanic $3,744 1. 50/hr. Driver $5,500 $4,250 1. 35/hr. Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 000 3, 690 4, 859 1. 25/hr. 1. 50/hr. 1.55/hr. 3,500 12 3, 900 5, 000 4,400 1.25/hr. 1. 25/hr. 1.90/hr. 1.60/hr. 4, 176 2, 900 2. 00/hr. 1.30/hr. 1. 45/hr. 2, 700 1. 75/hr. 1. 25/hr. 1. 15/hr. 1.40/hr. 1.10/hr. 1. 25/hr. 1.50/hr. 1. 50/hr. 1. 25/hr. 1. 25/hr. $9/day 1.45/hr. 2, 800 1.55/hr. 3, 900 1.70/hr. 1.60/hr. 1.45/hr. 1.60/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1. 50/hr. 3, 260 3, 600 1.25/hr. 3, 350 1.60/hr. 1.50/hr. 1.15/hr. 1.40/hr. 1.15 /hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 3, 060 4,500 13 1.50/hr. 1.75/hr. 900 4, 100 3, 060 1.50/hr. 1.50/hr. 1.50/hr. 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 150 1. 25/hr. $5/day 1. 25/hr. $6.50/day i �n ... . audlULUlUIUlUl POLICE Boroughs Over 10,000 Kingston Plymouth Police Chief $5,800 4, 562 Sergeant Patrolman $4,163 $4,80017 3, 924 Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort F reeland Luzerne Swoyersville West Hazleton West Pittston 3, 600 4, 440 4, 330 3,720 14 4, 100 5, 300 4, 632 4, 260 4, 120 4, 140 4, 000 3, 660 3, 3, 4, 4, 3, 740 4, 835 4,428 260 100 085 368 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 4, 560 3, 750 4, 000 600 4, 032 3,450 3,600 15 1.00/hr. 3, 320 4,400 3, 300 4, 200 3, 300 3, 220 4, 020 3, 600 1. 00/hr. 3, 200 4, 000 720 1.25/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 5, 200 250 4, 500 540 3, 900 200 15 15016 1. 25/hr. 240 1,08022 180/mo. 3, 120 3, 740 Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 60 60 60 670 720 -6- �■ .... 7 Syrcicujo, N. Y. ■MiumiiiiimiMmilillllffl Fire Chief Assistant Fire Chief Boroughs Over 10,000 Kingston Plymouth $5,800 100 $ 642 Paid Fire Truck Drivers $4,800 3, 924 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 300 150 2. 25/hr. 75 4, 140 4, 000 4, 55618 300 300 Boroughs 2,500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 150 200 12019 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 96 Boroughs Under 1,000 >. Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 480 2, 990 3, 150 3, 100 3,08820 �FOOTNOTES BoZghCode f°r May°r °n a P°pulation basis is set forth in Section 1024 of the 2- Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. 3- CPA 4- Daily rate 5-Handled through local banks 6. The offices of Secretary and Treasurer are combined. 7. Fire Driver and Custodian 8. Receives free living quarters 9- In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. . 10. 1 11. In almost all instances, the solicitor receives additional compensation beyond the retainer indicated in the survey. Street Commissioner is classified Assistant Street Engineer. 12. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3,120. 13. The offices of Street Commissioner and Chief of Police are combined. 14. In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15. Sergeant is classified as Assistant Police Chief. 16. A Patrolman is designated Lieutenant and receives $100. 81573 17-A Patrolman is designated Juvenile Officer and receives $4, 900. 18. 19. • 20. ' 21. 22. Paid fire truck drivers have other jobs. Plus $1. 00 per hour as police officer in addition to rent, heat, and light. Plus living quarters. Occupational Tax Collector in West $500. Pittston receives 2% with a maximum of This salary is for School Patrolman. One-half is paid by the School Board. �‘muiiMlltUHjimj ■ . > • �: .: ■ -■ T Syrocuio, N. Y. ~ Slocklon, Calif. HIM iDDOitoiaa WILKES COLLEGE LIBRARY ■ ■ ■ �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8b4f877fad1370b0af1192e2fd090d24.pdf 3f062f42a385dd3eade794cb1e7c4f90 PDF Text Text | F 5w lOwftwxa !®<A' ^■La.Ov!>/ V ; ■ ' 1w ■■ ■ - .V ■ O< ‘.r- o . IB “RW SM: HII •< CWii*' ■:; ■'-"■'Vac - i, B®\r < ' 1 ■MmiB ______________________________ WAGES AND SALARIES IN LUZERNE COUNTY FIRST CLASS TOWNSHIPS XyX^K^I ’ ) s ■ ;>o-1- i w■ 00 "'c- M ■■ Xd ■ lAi X CD Ct •«' - i I -x$. I Ol co o o g: O CO '5~I ST V- 1 �ILKES CO! LEGE JUN 161966 LIBRARY i i WAGES AND SALARIES ! IN I i LUZERNE COUNTY FIRST CLASS TOWNSHIPS I - •/, ■ ’ ! LU t ■; 7 B: EUGENE SHE9DEN EARLEY LIBRARY. 1933 WILKES COLLEGE. Wl! KrS-BARRE, PA. J ■ 1966 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES 1966 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. Because specified job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be care, ful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties in the various offices, even those with the same titles. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in Luzerne County town­ ships, nor to establish standards for compensation payments. It is merely an attempt to give the officials in the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government 77424 �r WAGES AND SALARIES FIRST CLASS TOWNSHIPS LUZERNE COUNTY Hanover Administrative & Elective Board of Commission Treasurer - Tax Collection Solicitor Newport $4 - 800.00 1 3 -1200.001 4, 000. 002 3, 840. 00 Clerical Secretary Auditor Health Secretary 4, 399. 92 10.00? 300. 00 Custodial 1, 200. 00 Fire Chief Assistant Chief Fireman Extra Driver^ 3, 797. 76 1, 200. 00 Health & Inspection Health Inspection Plumbing Inspection 3, 801.76 3, 905. 76 Police Chief Sergeant 4, 325. 76 3, 977. 76 $ 900.00 1,800.00 2,400.00 3, 600. 00 300.00 1.256 1,829.88 -2- Plains $ 800.00 1,700.003 1,500.00 3, 600. 004 Wilkes-Barre $ 600.00 1, 800.00 1, 500.00 900.00 200.00 1. 007 4, 008.00 3, 871. 36 3,786.90 3, 471.40 4, 488.00 4, 128. 00 4, 021.36 3, 786. 90 8 3, 450.00 2, 950. 00 �I Patrolman Part-time Police 1(1 Public Works Engineer U Road Inspection Road Supervisor Laborer Garbage Collector Utility Serviceman Truck Driver Flood Control Superintendent Sewage Inspector Sewage Laborer Hanover $3,829.68 Newport $4,008.00 Plains $3, 471.40 Wilkes-Barre $2,700.00 1,100.00 1,000.00 4, 049.76 4, 408. 00 1.25/hr. 3, 400. 00 3, 400.00 3, 224. 00 1.25/hr. 4, 020.00 4, 049.76 3,701.76 -3- 3, 871.36 1. 25/hr. 3, 564.28 1.25/hr.12 �I I HOURS Hanover Standard work week (hours) for administrative and clerical employees 40 Newport 40 1014 14 40 48 Plains 40 48 40 48 Standard work week (hours) for firemen Standard work week (Lours) for public works employees 40 48 Standard work week (hours) for police Wilkes-Barre 48 48 MILEAGE. ALLOWANCE Hanover Chief of Police $120.00 Newport None Plains None Wilkes-Barre None VACATION POLICY Hanover Less than one year 2 weeks Newport 2 weeks Plains 2 weeks Wilkes-Barre none 1 5 1-5 years -4- 5-10 years 10-15 years 1 5 and over ■ �■ OVERTIME POLICY Hanover Clerical salaried Newport salaried Plains Wilkes - Barre Public Works salaried Firemen salaried Police salaried sa-lar-ied salaried salaried salaried sarlari-ed salaried salaried salaried sala-r-i-ed salaried salaried Z? u--/7£ UNIFORM ALLOWANCE POLICY Hanover None Newport None Plains None Wilkes-Barre None WORKMENS COMPENSATION Hanover Yes Newport Yes Plains Yes Wilkes-Barre Yes -5- �7 X RETIREMENT PLAN Hanover Pension Police Newport Police covered Plains Police covered Wilkes-Barre Police covered Social Security covered PAID HOLIDAYS Hanover New Years Day, Memorial Day, July 4th, Christmas, and Easter Newport New Years Day, Memorial Day, July 4th, Christmas, and Easter Plains New Years Day, Memorial Day, July 4th, Christmas, and Easter Wilkes-Barre New Years Day, Memorial Day, July 4th, Christmas, and Easter SICK LEAVE Hanover no official policy'. Newport one week a year; cumulative to four weeks Plains fifteen days - up to thirty days Wilkes-Barre none -6- �. ----- “““•‘■F provides that only the newly elected commissioners <(3) 3), township C °mmissioners may be paid on the new compensation schedule-$l, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14. The day shift is a 10 hour shift; night shift is a 14 hour shift. 15. No full time personnel 774.24 - 7 - ______________________ �footnotes 1. The 1965 First Class Township Code provides that only the newly elected i i C°mmiSS\oners may be paid on the new compensation sche­ dule-$1, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14 hour shift. 14. The day shift is a 10 hour shift; night shift is a 15. No full time personnel 774.24 - 7 - �■ < �njiiw loooitom WILKES COLLEGE LIBRARY . ,,m> .-er> ■ Pm i ro. ■ O»‘ �'L _- 2 “a � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County First Class Townships, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/981025618a7a78f178ed8c5aa1b9b414.pdf ea0d9a374037d91d674019f9a26ddfd9 PDF Text Text ACADEMIC CALENDARS IN PENNSYLVANIA COLLEGES AND UNIVERSITIES ARCHIVES LB2361 !CWPV2j Wilkes College Wilkes-Barre, Pennsylvania �I I I I r I IS 10 A CA DEMI C CALENDARS IN Izi PENNSYLVANIA COLLEGES AND UNIVERSITIES In I in I lL I I I I n r r 19 6 6 I Wilkes College Wilkes-Barre, Pennsylvania 1 �U £>£ 6/ Jl 0 1.1 ACKNOWLEDGMENTS The Calendar Committee at Wilkes College wishes to thank those officials who furnished data on their academic calendars. assistance this survey would not have been possible. Without their The cooperation of the 87 institutions of higher education in Pennsylvania--univer sities, liberal arts colleges, state colleges, professional schools, and junior colleges--is greatly appreciated. The Calendar Committee is indebted to the Wilkes College InstiI tute of Municipal Government for preparing and mailing the question­ I L naire and tabulating the results. Questions with regard to any phase of this survey are welcome. Copies of the survey may be secured upon request. Li is Hugo V. Mailey, Chairman Calendar Committee I I 74318 �< J TABLE OF CONTENTS i s l I 1. Introduction 1 2. Length of Semester 4 3. Registr ation. 9 I 4. Instruction Week, 11 a 5. Length of the Class Period. 12 6. Vacation Policy. 13 7. Reading Period 17 1 I - i 8. Length of Course Examination 1 a 19 9. Final Examination Period. 20 (- 10. Time Interval Between Semesters 22 11. Baccalaureate and Commencement. 24 Summary 26 I J Appendix A--Colleges and Universities Responding Appendix B--Questionnaire on College Calendars LJ Appendix C--Guidelines Used in Calendar Making at Wilkes College J L �!'d F i. I INTRODUCTION ‘1 .. s The preparation of a college calendar may seem to be a simple matter. Although there may be substantial agreement among immediate colleagues and associates, there are diversified opinions in colleges I 8 6 regarding calendar construction or modification. Unfortunately, those who propose ideal calendars too frequently consider the effect upon the individual or minority, rather than the effect on the entire institution population. 'J I The history of college calendars goes back to Harvard, which used a four-term system. Terms were of unequal lengths and were separated by vacations of unequal lengths. The three-term systembecame £ 8 popular during the latter part of the last century. The quarter system, originating at the University of Chicago, had its greatest impetus during 1 World War I. The trimester plan (a misnomer) of sixteen weeks each I came into vogue during World War II. 1 11 s IS I 3 The two-semester plan was first initiated by the University of Michigan in 1856, resulting from the decline of students teaching during the winter months, a desire to equalize semesters, and the influence of German education philosophy. The mo st commonly used method of calendar making today among U. S. colleges and universities is the semester plan. Some of the fea­ tures of the early college calendars, such as recesses and other acti­ vities, are not even mentioned. It is probably safe to say that the elapsed time from the start of the semester to commencement ranged from 37 to 39 weeks. J �a 6 Q Q Today colleges are meeting many unprecedented problems. established patterns are undergoing a change. Old Wilkes is still a new­ comer on the American college scene. As a part of Bucknell University, ’3 many of its problems were those of the parent institution. When it be- came a separate, independent college, it was confronted with new and dJ I ffl m difficult decisions. One of these decisions was the adoption of a calendar policy. This included a careful consideration of the fact that its students fre- quently were required to finance part of their education by working while I still carrying a full academic load. n Vacation periods frequently provi- ded work opportunities sorely needed by these students. In these early years there was much trial and error and little continuity in calendar I making from year to year. 'D '■1 g ii 1 The fact that the faculty, department heads, and the Administrative Council participated in calendar making only created multiple conflicts. Recognizing the problems involved in establishing a calendar for the school year, the faculty in the fall of 1951 moved for the creation of a special committee to study the calendar. The committee ex- a amined all previous motions and adoptions in order to establish a policy J motions recorded in the minutes of the meetings of the faculty, the Ad­ a ministrative Council, and the department chairmen, and the less signifi- regarding the college calendar. But because of the many conflicting cant revisions made from year to year, it was necessary for the com- mittee to begin anew. - 2 - ��2. LENGTH OF SEMESTER Analysis was made of the replies from the questionnaires re- D i fl garding the length of the semester. It should be noted that institutions reporting are of various sizes in terms of student enrollment and are located in different parts of the State. No particular groupings as to size of institutions are made for the data on the length of the semester. I The following specific aspects of the data on this phase of the calendar are significant: I 3n i a J 1 li inclusion or exclusion of registration; inclu- sion or exclusion of final examination period; State law; the resumption of classes after Christmas; and the three- or four-term academic year.. A consideration of the length of the semester without considera- tion of the inclusion of a registration period and/or the final examination period would create the false impression that more days are designated for teaching than are actually utilized. a The table which follows shows the frequency with which thevarious semester lengths appeared together with the frequency of occur- rences of inclusion of registration days and final examination days; h | ■ - 4 - J �n n I Length Of Semester Frequency Of Occurrence ' Registration Included Final Exam Period Included 10 weeks (trimester) 12 weeks (quarter) 14 weeks 2 i i 2 2 2 5 2 0 14 1/2 weeks 1 0 0 13 - First 15 - Second 1 0 0 J 16 - First 15 - Second 1 0 0 I 15 weeks 22 6 8 16 weeks 20 10 17 16 1/2 weeks 1 1 1 16 - 17 weeks 1 0 i 17 weeks 5 1 1 15 to 18 weeks 1 1 1 17 - 18 weeks 1 1 1 12 11 11 90 days 6 5 5 83 days - First 87 days - Second 2 0 0 73 days - First 75 days - Second 1 1 1 67 days - First 72 days - Second 1 0 0 86 days - First 88 days - Second 1 0 0 5 months 1 1 1 i i J in J J J 18 weeks - 5 - �1 1 The most commonly used length of the semester among Pennsyl- 1 ( vania colleges is 15 weeks of classes. Of the 22 colleges that use a 15- a week semester, 6 include registration and 8 include the final examination a period. 1 Sylvania colleges is the 16-week semester, which 20 institutions have a in practice. The second most commonly adopted semester length among Penn- Of the 20, 10 include registration and 17 include the final examination period. State Law in Pennsylvania dictates the length of the semester at J the State colleges. The mandated length of the semester was stated in weeks or days, bearing in mind that Saturday mornings may be utilized 1. 3 as a teaching day. The Pennsylvania State colleges are required to pre­ a pare and submit a calendar to the Board of Presidents for approval. This is an annual procedure, although a few of the colleges have pre- 0 (J pared calendars for several years in advance. A calendar must include 180 instructional days, paralleling somewhat the calendars of the public schools. I The semester must have 90 days, including registration and final examination periods. The first day of the academic year is some- time after September 1 (some State colleges commence immediately after Labor Day) and the last day is not later than May 31. While several State colleges have adopted a calendar other than the two-semester system, it should be noted that these may be experi­ mental. - 6 - �1 I Listed below is the length of the semester with frequency of occurrences in State colleges: I 1 I II I :1 11 I I Length Of Semester Frequency Of Occurrence State Colleges 18 weeks 12 7 6 5 90 days Frequently, calendar makers at the various institutions frankly stated that the length of one semester of the year varied from that of the other semester of the same year. Usually, this variation amounted to one half or one week. Although many calendar makers expressed a feeling that a very short session of classes after Christmas is not educationally defensible except under unusual circumstances, the "lame duck" semester is some thing that colleges have learned to tolerate. A number of institutions simply accept the situation and plan a short and "long" semester, as indicated on the previous tables. Some of the comments made on the "lame duck" semester are: J. 1 I "Unhappy with the lame duck but have not found an an­ swer to it yet. " "Problem with the lame duck but starting earlier in the Fall is not acceptable. " "Problem because first semester is broken into segments with Thanksgiving and Christmas vacations. " L I' "Faculty will probably adopt the experimental calendar with shorter first semester, but by a small majority. " I ,'J - 7 �"We have eliminated the lame duck after Christmas and adopted 13 weeks first semester and 15 weeks second semester. It is popular with the students. The faculty is not happy with it. " ] 1 "Unless you can come up with a calendar that ends first semester including exams before Christmas, you haven't eliminated "lame duck. " We may very well change our calendar to accomplish this. " "We are in the process of revising our calendar to end the semester before Christmas. " The awkward "lame duck" semester can be avoided by: I I 1 I J 1. Starting the semester early enough so that it can be com­ pleted before Christmas. 2. Starting the semester late enough so that a substantial num­ ber of classes ( say 3 weeks) can be scheduled after Christ­ mas. There is no general agreement as to which of the above proce- �3. REGISTRATION No attempt was made in this short study to break down thevari- rr I ous components of pre-semester activities. Colleges and universities usually conduct an advance testing, social orientation, and registration prior to the first day of classes. Social orientation is aimed at intro­ ducing the entering student to the social life of the campus community. 11 Testing and registration of new students may include the admin- istering of placement tests for aid in counseling and the assignment of students to advanced courses. J Fall registration of new students is ac- complished during the summer. For the upperclassmen all the preliminaries to registration, J such as payment of tuition, application for readmission, and the like are usually completed prior to registration day. The purpose of the question relating to registration was to as­ certain whether or not the registration (usually 1 day) is included as J part of the "length of the semester. " The inclusion of registration and the frequency of occurrence are presented below: J Inclusion in Length of Semester Frequency of Occurrence No 45 Yes 39 - 9 - �It is obvious that the inclusion or the exclusion of certain non­ instructional activities will have abearing on the length of the semester as indicated below: Length of Semester I n I r 1 » 14 15 16 17 18 90 wk. wk. wk. wk. wk. day semester semester semester semester semester semester 1 Exclusion of Registration Period 2 3 11 3 10 5 4 19 10 2 2 1 Colleges that use a 15-week semester, the most commonly used in Pennsylvania colleges, do not include the registration period as part of the semester (19). I Inclusion of Registration Period An analysis of the data presented in the previous table indicates that those that do include registration day as part of the semester (39) are generally State colleges which use an 18-week or 90-day semester. J 'J T 1 T J (I - 10 - �4. INSTRUCTION WEEK Data dealing with the length of the class week should be related to the length of the semester. Ordinarily, the number of days (5, 5 1/2, or 6) utilized for instruction does not affect general calendar policy, but rather has its effect in maximum use of classrooms. Most institutions with a large commuting student population retain the 5-day week. Satur­ day morning classes are more readily acceptable to dormitory colleges and universities. The resistance to Saturday classes comes more from the students than from the faculty. The length of the instruction week and the frequency of occurrence in Pennsylvania colleges are found in the table which follows: Frequency Of Occurrence I 1 . Length Of Instruction Week 51 5 days 17 51/2 days 1 I a Freshmen - 6 (Hahnemann Sophomores - 5 Medical) Of the Pennsylvania universities and colleges reporting on this question, more than half retain the 5-day week. It is evident that 35 colleges and universities conduct classes on Saturday mornings. It is not clear, however, whether the 18 which in­ dicated that a 6-day week is used make full use of the whole day on Sat­ urday. - 11 �5. LENGTH OF THE CLASS PERIOD While the length of the class period may not be a problem at institutions of higher learning, especially the smaller ones, a serious problem of tardiness arises in situations where campus buildings are spread or are peripheral to the main campus. The length of the class period and the frequency of occurrence are indicated in the table below: F requency Of Occurrence Length of Period 62 50 minutes I I l1 11 50 minutes - MWF 75 minutes - TTh 1 Both 50 and 80 minute 1 50 minutes - MWF 80 minutes - TTh 1 52 minutes 1 53 minutes 1 55 minutes 5 one hour 4 70 minutes (3 terms) 1 75 minutes (3-12 week terms) 1 7 5 minutes (3 terms) 2 varies 1 12 - �VACATION POLICY Educational policy on vacations reflects not only the needs of the I academic program, but the needs of the students, the community, and church policy in religion-oriented institutions. I tern includes Thanksgiving, Christmas, Easter, and a Spring vacation. 11 I The usual vacation pat- Sometimes, the interval between semesters has been considered a vacation. Since this vacation is usually scheduled shortly after a Christmas vacation, the vacation between semesters is an anomaly in college calendar making. Many institutions have attempted, and some have succeeded in the elimination of this interim period between semes­ ters. The table below presents the number of days in the Thanksgiving vacation, if any, and the frequency of occurrence: J 1 day (Thursday only) 2 days (Thursday and Friday) 2 1/2 days (Wednesday 1/2, Thursday, Friday) 3 days (Wednesday, Thursday, Friday) 3 1/2 days (Tuesday 1/2, Wednesday, Thursday, Friday) 1 week 9 days Yes None 3 24 15 23 6 2 1 2 10 There are some Pennsylvania institutions which do not have a a a Thanksgiving recess at all (10). Most colleges allow either 2 days (24) or 3 days (23) with some compromising at 2 1/2 days (15). In the quarter system or the trimester system, the Christmas recess may be the end of the semester. 13 - !» Many replies frankly stated �that the length of the Christmas vacation varied from year to year de­ pending on where Christmas Day falls in the week. The information provided below is really predicated on generalizations and stated in ba­ n sic terms of minimums for a Christmas vacation. The table below shows the length of the Christmas vacation and the frequency of occurrence: Length of Christmas Vacation Frequency Of Occurrence 10 days and 2 weekends 12 to 14 days 13 days 2 weeks 15 days 16 days 2 1/2 weeks 21 days 3 weeks varies no classes after Christmas None 8 5 2 37 1 4 4 1 5 3 1 11 A majority of colleges in Pennsylvania on the two-semester sys- tern (37) provide for a minimum of two weeks before resuming classes in the following January. The practice of a Spring vacationbegan in Pennsylvania colleges ata time when college students were needed on the farm. Inrecentyears, the Spring vacation has been justified on the basis of dividing the Spring semester into even halves in order to relieve student strain and pressur e. One other consideration for the Spring vacation is predicated on the fact that the Easter holidays are not stabilized at the same time each year. - 14 - �The table below indicates the extent to which a Spring vacation is provided in the calendar of Pennsylvania colleges: Provision For Spring Vacation Frequency Of Occurrence None Varies with Easter recess (one week) Coincides with Easter recess Yes 40 1 22 13 Thereare only 13 Pennsylvania colleges that deliberately provide 1 I for a Spring vacation. In 7 of 13 instances, Good Friday is then listed as a day when classes are not held. The Easter vacation is the source of the greatest difference in calendar making among Pennsylvania colleges. There is not only wide variance in the length of the Easter vacation, but no general pattern as 1 to the Easter vacation policy. If the Easter vacation and the Spring vacation are considered to­ gether, as notedin the previous section (as one vacation), then 22 Penn- I J sylvahia colleges provide for such a vacation. It should again be noted from the previous section that 7 of 13 colleges which provide for a spring vacation dismiss classes on Good Friday. Neither of these above data included in the figures below on the length of the Easter vacationand the frequency of occurrence: 15 - �I I Length Of Easter Vacation Frequency Of Occurrence 2 days 31/2 days 4 days 5 days 51/2 days one week (no Spring vacation) 8 days 10 days 1 1/2 days 12 days 2 weeks 2 1 4 4 1 6 2 3 3 1 2 I a I I 1 I I Approximately one week seems to be the most common length used for Easter vacation. No attempt was made to ascertain how many days of vacation were allocated before and after Easter Sunday. It should also be noted that several Pennsylvania colleges (4) made attempts, though not particularly successful, to end the semester coindicentalwith the Easter recess. An analysis of the data also shows that several institutions provide for neither a Spring vacation nor an Easter vacation, but do excuse students from classes on Good Friday and Easter Monday. 1 - 16 - �1 I J I 7. I I 1 I 1 I I I 1 I I J ] I L G READING PERIOD A reading period is provided in many college calendars so that the student can properly assimilate his course work, or perhaps pur sue intensively and independently some particular aspect of courserequirements. As an example, Princeton University provides a reading period of approximately two weeks, subject to each Department1 s determination as to its proper use. It is apparent from this study that Pennsylvania colleges either do not provide for such a reading period or, if they do make such provisions, it is of very short duration. Frequency Of Occurrence Reading Period Yes No Occas sionally 29 54 1 In the table that follows, a breakdown of the "yes" replies indi­ cating the length of the reading period and the frequency of occurrence 't==1 shows that, where it is used, the reading period is of short duration: k I J I I l 1 J1 I’1 Length Of Reading Period Frequency Of Occurrence 1 day 2 days 2 1/2 days 2 to 4 days last day of classes no period stated 1 week 10 1 1 1 1 14 1 <1 II - 17 - �I 1 I A short interval does occur between the last day of classes and the first day of final examinations when classes end on Saturday and the final examinations begin on Monday. When the "yes" replies are rela­ ted to the instruction week, a reading period could then very well be a part of calendar policy. I I I I The following table shows the "yes" replies broken down by length of instruction week and frequency of "yes "occur- rences: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 15 3 10 In the consideration of the overall length of the semester, 18 of the 29 "yes replies to the reading period question included it as part of the semester. I J The following table shows a breakdown of the "no" replies on the reading period in terms of the instruction week and frequency of "no" replies: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 35 13 6 - 18 - �1 I I J 8. LENGTH OF COURSE EXAMINATION SESSION Although the length of the course examination period may not be a part of the calendar policy of a college or university, but rather apart I 1 of curriculum policy, it nevertheless has abearing on certain aspects of calendar making such as length of final examination period, length of semester, and interval between semesters. The table below shows quite conclusively that Pennsylvania col- I leges prefer to limit the final examination to two hours or less, 50 of the colleges so indicated: i'J I I 1 I I J J J L J I I n Frequency Of Occurrence Time Limit 7 5 minute s 1 1/2 hours 90 minutes 100 minutes 1 hour and 40 minutes 1 hour and 50 minutes 1 5/6 hours 1 to 2 hour s 2 hours 2 1/4 hour s 2 1/2 hour s 2 to 3 hours (Depending on instructor) 2 to 3 hours 3 hours 1 to 3 hours 2 to 4 hours 3 to 4 hours L. I I - 19 - 1 2 1 1 1 1 1 1 42 1 2 1 2 22 1 1 1 since ��Length Of Exam Period Frequency Of Occurrence 3 days 4 days 41/2 days 5 days 5-6 days 6 days 1 week 7 days 7 1/2 days 7- 8 days 8 days 1 week or 8 days 81/2 days 9 days 8- 9 days 7- 9 days 2 weeks to 1 5 days 1 week to 16 days 8- 10 days 4 4 1 7 1 8 27 4 1 2 14 1 1 3 2 1 1 1 1 Inclusion in Length of Semester 1 4 1 4 1 5 18 1 1 1 7 1 1 0 2 0 1 1 1 The one week and 6-day final examination periods are the most commonly used by Pennsylvania colleges. Both of these lengths of final examination periods occur in 35 institutions. A total of 46 institutions incorporate the examination period into the length of the semester, which may range from 15 weeks to 1 8 weeks. - 21 ��1 Frequency Of Occurrence Length of Interval 1 day 2 days 2 1/2 days 3 days long weekend 3 weekdays 4 days 5 days 6 days one week 8 days 10 days Christmas recess (10-12 days) varies each year - 23 - 1 5 1 6 2 1 9 3 2 22 2 1 2 4 �BACCALAUREATE AND COMMENCEMENT It appears that the Baccalaureate and Commencement Exercises have been consistently an integral part of the pageantry of higher education in Pennsylvania colleges. Possibly the significance and the reli­ gious inspiration from the Baccalaureate Service may have diminished in recent years. No attempt was made in this study to ascertain the interval be­ tween the end of the final examination period and these two events. Rather, it was to ascertain whether or not the events are included in the calendar policy and, if so, whether or not the two ceremonies are conducted on the same day. The table below indicates the frequency of occurrence of these two events among Pennsylvania colleges. Replies Baccalaureate Commencement Yes No 59 23 84 2 Of the 23 institutions which stated that a Baccalaureate Service is not held, 12 are "State colleges where a counter to legal opinion. " eligious service may run Of the 2 State colleges which stated that a service was held, the Baccalaureate Service was called a "Dedication Exercise. " Because the observance of these two events require s considerable time and expense, and because many graduating seniors for various - 24 - _____ �I I I I I reasons prefer to forego the exercises, some institutions have attempted to schedule the two events on the same day. The next table provides the ■ I E frequency of occurrence indicating whether or not the two exercises are held on the same day. I L I L Yes (same day) 41 No (different days) 24 No particular day of the week is specified or favored among those I 41 "yes" replies which reported that the two services are a one-day I J J ' ' I affair. Most of those institutions which did not schedule the two events on the same day used two successive days, preferably Monday. I I I- ISI .. I I I L I I I - 25 - Sunday and �L SUMMARY While the survey does indicate absence of uniformity in college calendar making, it must be fully under stood that all institutions of higher -1 I education have their own problems and circumstances which dictate cer­ tain calendar policies. The survey shows that a variety of practicesand policies in calendar making exist in Pennsylvania colleges and univer si- I I I I I I ties. A very large majority of Pennsylvania colleges are on the semes- ter plan of two terms of either 1 5 weeks or 16 weeks, with a final exami nation period of approximately one week included in the length of the semester. Some institutions, recognizing the deficiencies of the "lame duck" semester, although educationally indefensible, have simply accep- c I 3 I □ I 3 I ted it. The colleges are about evenly divided about including registra­ tion day as part of the total length of the semester. Practice among Pennsylvania colleges seems to allow either 2 or 3 day vacations at Thanksgiving and at least 2 weeks at Christmas. There is no general agreement on an Easter or Spring recess, except that many combine the Easter and Spring vacations, usually for a dura- 0 I I tion of one week. Most Pennsylvania colleges do not provide for a final examination reading period, unless it can be assumed that a short weekend can be I utilized for this purpose. I I - 26 - �0 The final examination period among the State's collegesis about c a one-week period of two-hour sessions for each individual examination. While the interval between semesters has never been considered 0 a vacation, a one-week respite from classes is provided by a number of Pennsylvania colleges. It was rather interesting to find that Baccalaureate Service had I. been discontinued at approximately one quarter of the institutions reply ing to the questionnaire. I I An increasing number of colleges are com­ bining the Baccalaureate Service and the Commencement Exercise. I I L I I I I I I 27 �APPENDIX A COLLEGES AND UNIVERSITIES RESPONDING Albright College 2. Alioni College Allegheny College Alliance College Alverni College 6. Beaver College 7. Blessed Sacrament College 8. Bloomsburg State College 9. Bryn Mawr College 10. Bucknell University 11. Cabrini College 12. California State College 13. Carnegie Institute 14. Cedar Crest College 15. Chatham College 16. Chestnut Hill College 17. Cheyney State College 18. Clarion State College 19. Delaware Valley College of Science and Agriculture 20. Dickinson College 21. Dickinson School of Law 22. Drexel Institute of Technology 23. Duquesne University 24. Eastern Baptist College 25. Eastern Pilgrim College 26. East Stroudsburg State College 27. Edinboro State College 28. Elizabethtown College 29. Franklin & Marshall College 30. Gannon College 31. Geneva College 32. Gettysburg College 33. Grove City College 34. Gweynedd-Mercy College 35. Hahneman Medical College 36. Harcum Junior College 37. Haverford College 38. Holy Family College 39. Indiana State College 40 Jefferson Medical College 41. Keystone Junior College 42. King's College 43. Kutztown State College 44. Lafayette College 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 7980. 81. 82. 83. 84. 85. 86. 87. Lebanon Valley College Lehigh University Lincoln University Lock Haven State College Lycoming College Mana Junior College Mansfield State College Marywood College Mercy-Kurst College Millersville State College Misericordia College Moravian College Mount Mercy College Muhlenberg College Penn Hall College. Pennsylvania Military College Pennsylvania State University Philadelphia College of Pharmacy and Science Philadelphia Textile Pierce Junior College Point Park Junior College Robert Morris Junior College Rosemont College Sacred Heart College St. Fidelis College & Seminary St. Francis College St. Joseph's College Scranton University Shippensburg State College Slippery Rock State College Susquehanna University Swathmore College Temple University Thiel College University of Pennsylvania Valley Forge College Villanova University Washington & Jefferson College Waynesburg College Westchester State College Westminster College Wilson College York Junior College �! APPENDIX B QUESTIONNAIRE ON COLLEGE CALENDARS I 1. Does your institution use a five or six day week? 2. What is the length of the semester? I 3. a. Is registration day included in number 2 above? b. What is the length of the exam period? c. Is this period included in number 2 above? Do you follow a policy of a reading period between the last day of classes and the first day of exams? a. Is this period included in number 2 above 4. What is the length of a class period? (Exclusive of labs) 5. What is the length of final exams (in clock hours)? 6. Do you have any stated policy as to the beginning of: Spring term - yes no Policy: I I I I b. 7. I I B I 8. Fall term - yes no Policy: Have you any stated vacation policy as to: a. Thanksgiving Recess b. Christmas Recess yes no Length c. Semester Break yes no Length d. Easter Recess yes no Length e. Spring Vacation yes no Length Does the policy of your institution provide for a Baccalaureate Service? a. A Commencement Service? b. Are the two Services held on the same day? �APPENDIX C GUIDELINES USED IN CALENDAR MAKING AT WILKES COLLEGE Semester Plan: Two semesters of equal lengths, if possible. Reading Period: At least 48 hours between last class and first examination Commencement: First Monday in June Baccalaureate: Sunday preceding Commencement Spring Vacation: None Christmas Vacation: At least one full week before Christmas to permit students to work during Christmas recess Thanksgiving Vacation: At least two class days Summer School: Two six-week summer sessions (day) and one eight-week summer session (night) between June Commencement and first day of Freshman Orientation, which comes the second week in September Freshman Orientation; One full week Beginning of Semesters: On Mondays rather than other days of the week; third Monday in September Registration: Two days at beginning of each semester Final Examinations: Six to eight days Recess after Vacation: Avoid just one or two days of classes at the end of the week, especially at the end of Christmas vacation. Memorial Day: No final examination to be scheduled Processing Grades; Maximum of 72 hours Intercollegiate Athletic Program: Integrate with other colleges and Wilkes College academic calendar in order to avoid disruptive effects 74318 �10001b023U MILKES COLLEGE LIBRARY I I I I I I . �01 Of ■ -j I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Academic Calendars in Pennsylvania Colleges and Universities, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/01bfb682a644bb22c3ad88956af59d0b.pdf ab28193396099085e62d28b678c0938b PDF Text Text ■ /■- ‘k $,■ ;» I . ■ • V ■ ■ . ■ .... . ■ �•“"■“■MUUHMIUUIUIHHUWMIUJUB I. WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS I 1 I 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania l l ------------------- 1; i -A'H'Mnso^S ■ '®ui'souq auoiAva ‘ t M umrapuan ! aaoNio i ; �337-^7 I l%5 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. The boroughs in Luzerne County are grouped g according to their I960 populations. Each borough is listed alphabetically z inl one of the five population groupings. Because specific job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be careful in making comparisons in pay scales. Public officials should keep ' in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. The footnotes at the end of the data are helpful in under­ standing the compensation paid by boroughs. It is not the purpose of this summary to pass judgment on existing municipal proctices in setting wage and salary rates in Luzerne County boroughs, nor to establish standards for compensation payments. It is merely an attempt to give the officials of the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government In •a fl r 71233 �—--———iimMMMiunBUJiiuuijjiiii elected officials Mayor Auditor Controller Councilman 2 Boroughs Over 10,000 Kingston Plymouth $2,400 1, 980 $1,200 300 $ 900 3 1, 320 Tax Collector 1% $1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort F re eland Luzerne Swoyer sville West Hazleton West Pittston 700 700 600 800 480 900 700 600 300 600 780 360 300 450 550 700 360 360 300 120 180 300 300 150 150 2, 040 110 375 3 140 250 150 5% 5% 2% 1, 150 3% 5% 1, 000 2% Boroughs 2,500 to 5,000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 180 100 25 50 150 750 240 100 2% 5% 5% 5% 1, 000 3, 000 5% 3% Boroughs 1,000 to 2, 500 C onyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 180 240 240 200 180 180 240 200 25 150 150 3 200 75 2% 2% 3% 5% 5% 3 1/2% 500 Boroughs under 1,000 Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 144 24 60 45 125 2 90 200 100 60 120 60 - 2 - 20 6 12 108 50 75 75 20 5% 5% 5% . 475 5% 258 400 155 I 1 ii �■-umumunramnuijuni mi mi general administration Secretary Treasurer Health Officer Building Inspector $1,792 218 $4,405 300 Janitor Boroughs Over 10,000 Kingston Plymouth $5,100 2, 600 5 $3,385 1, 200 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 200 1, 500 1, 376 1, 200 1, 200 1, 200 1, 500 1, 500 960 300 200 600 120 600 420 150 1, 800 2,700 720 480 1, 200 840 600 780 327 200 250 480 300 600 480 720 150 200 State State 600 State State State State 300 2, 600 480 1,764 2. 400 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming State State State State State State State State 50 300 200 600 480 420 300 200 3,1007 1, 200 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven State State 120 State 25 State 180 50 480 720 240 1, 200 BoroUghs Under 1,000 5 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 390 100 75 225 60 150 360 75 100 45 2% 50 2% 180 2% - 3 - State 30 State State State State 120 State 100 540 �PROFESSIONAL SERVICES Engineer 9 Solicitor Boroughs Over 10,000 Kingston Plymouth $4,674 400 Boroughs 5,000 to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 000 600 3, 300 1, 200 20?1 1, 800 $2,434 2, 270 1, 000 600 1, 245 1, 100 1, 200 1, 200 1, 000 1, 000 Boroughs 2,500 to 5, 000 I Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 1, 000 900 300 350 1, 500 1, 120 500 720 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 100 100 400 600 125 500 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 300 50 50 100 50 300 150 - 4 - �"““““UMIMIMJLIBlBlJlIflEIllflffllllJIW public works Street Commissioner Equipment Operator. Laborer Boroughs Over 10,000 Kingston Plymouth Mechanic Truck Driver $3,67412 $3,385 1. 35/hr. 4, 082 $4,080 $3,385 1. 35/hr. Boroughs 5, 000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 150 4, 630 3, 18013 1.35/hr. 3, 352 4, 200 .85/hr. 1. 25/hr.' 1.46/hr. 1. 35/hr;.1.00/hr. 3, 352 1. 60/hr. 1. 40/hr. 1.35/hr. 2, 315 I.' 25/hr. 1. 46/hr. Il35/hr. 3, 352 1. 60/hr, 1. 40/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 900 1, 85/hr. . 1. 25/hr, 3, 260 1. 25/hr. 3, 150 1.30/hr. 2,700 1.60/hr, 1. 00/hr. 1. 15/hr. 1. 00/hr. 1.00/hr. 1. 05/hr.' L30/hr. 1. 30/hr. 2, 900 1. 60/hr. 1. 25/hr. 1. 15/hr. 1. 00/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 060 3, 060 1. 25/hr. 1. 00/hr. 1.00/hr. 1. 50/hr. 1. 35/hr. 1. 00/hr. 1.50/hr. '3,520 1. 00/hr. 1. 50/hr. .3, 520 •_ Boroughs Under 1,000 .90/hr. Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 1.25/hr. 1.00/hr. 1. 00/hr. 5. 00/dly. - 5— 1. 20/hr. 1.25/hr. 6. 50/dly I �POLICE Police Chief Sergeant Boroughs Over 10,000 Kingston Plymouth $5,372 4,262 3, 863 Boroughs 5,OOP to 10,OOP Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 910 3, 900 4, 101 4, 000 3,18014 3, 600 4, 550 3, 912 2,712 4, 524 3,750 3, 600 360 3, 320 3, 140 3, 100 3, 100 4, 004 3,450 3,600 15 240 3, 060 3,276 3, 828 Patrolman $3, 849 3, 624 3, 600 3, 771 3, 500 3, 000 ,, 504 16 3. 985 3, 768 Boroughs 2,500 to 5, OOP Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 3,000 15 3, 918 1. 60/hr. 240 3, 200 2,620 . 720 . 95/hr Boroughs 1,OOP to 2, 500 Conyngham Hughestown' Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 840 200 4, 000 420 3, 000 2, 160 3, 280 150 100 l?15/hr. 180 1, 200 2, 160 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 600 12 60 250 ., 2541, 000 40 r 6 - 360 15 60 225 140 60 15 / shift 35 �""•uwimimmiiunuugiininiiiii Fire Chief Assistant Fire Chief Boroughs Over 10,OOP Kingston Plymouth $5,059 100 $ 612 Boroughs 5,OOP to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston -120 150 2.75/hr. 300 Paid Fire Truck Drivers $3,380 3, 624 75 3, 200 3,771 17 3, 200 17 240 250 •456 150 300 2, 900 Boroughs 2, 500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 000 18 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuang ola Warrior Run Yatesville 96 420 1,96819 �iMwiniMunn footnotes Compensation for Mayor on a population basis is set forth in Section 1024 of the Borough Code. Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. CPA Daily rate j 5 6 Are handled through local banks. Plus living quarters Fire driver and custodian Receives free living quarters In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. 10 11 12 13 In almost all instances the Solicitor receives additional compensation beyond the retainer indicated in this survey. Daily Street Commissioner is classified as Assistant Street Engineer. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3, 120. 14 In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15 The Sergeant is classified as Assistant Police Chief. 16 Police are employed on a part-time basis. 17 The paid fire truck drivers have other jobs. 18 Plus $1. 00 an hour as a police officer, in addition to rent, light, and heat. 19 Plus living quarters. �I i SPEEDY binder ; : j OcssfiMlurWto 1 . GAYLORD BROS. Inc. 1 Syraeucn, N.Y. I ; Slcclrton, Calif. I luooiboia? WILKESCOLLEGE LIBRARY . t �H » � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/e837bbcd740d705d0697530bc0833eff.pdf 80f01f93de99ae06c21e726847a6b08c PDF Text Text I I 1 ■1 II I I 1 A FOR I I LD6049 . W4818 ill c ? I WILKES Wilkes-Barre, 'OHIVES it DEVELOPMENT PROGRAM COLLEGE Pennsylvania �if 11 r.crtlV LTKO49 W^-SI8 C.^ s c/i c ------------ ----- ‘ —j W ^VWWW*^ LIBRARY WILKES-BARRE PENNSYLVANIA to I fa I 6 I 11 I II I I I s I B I B I IB I I® I I I I E I I I I B I I I fl This report on the progress and plans of Wilkes College is a summary of comments and charts presented to a selected group of the College's friends at a Consultation Dinner held at the Center for the Performing Arts on November 10, 1965 Prepared by THE BOARD OF TRUSTEES Wilkes-Barre, Pennsylvania 1965 77426 �i fl i i fl fl I I Section I. 1 I [I I I I I fl ■ I I TABLE OF CONTENTS E fl fl fl fl fl fl fl fl fl fl s fl fl fl II. Page Introduction 1 Wilkes College Today 3 III. Wilkes College in the Years Ahead 14 IV. The 1966 Library Campaign 23 Appendix A. The New Library 28 B. Memorial Gift Opportunities 29 C. Gift Planning and Tax Information 30 �p r 9 J E E 19 I I 1 [ [ E 6 I I I I. INTRODUCTION Mr. Louis Shaffer Wilkes College continues to grow as a center of learning and a force in our community life. But like all colleges, Wilkes is feeling the pressures of our time. Last June, we had the largest graduating class in Wilkes' history--311 students, more than total College enrollment 20 years ago. Last September, 583 new students, the largest entering class in our history, began their college 1 careers. 1 This pattern is repeated throughout the country. ment is now well over 5 million--twice that of 1950. I U. S. college enroll- By 1975, it will pass 8 million. I I E i a 1 You are all familiar with the reasons behind the upsurge in higher education. The principal ones are: expanding population and the increased demand from business and government for college-trained people. I I Back in the thirties, when Wilkes was founded, only about 12% of our young people felt the need and desire to attend college, or had the means to do so. Today, nearly 40% of all high school graduates seek the advantages of higher education. ■ Here in Northeast Pennsylvania we have our own special reasons for » p I F a E a E building our supply of educated brainpower. decline, our economy has turned the corner. After years of discouraging We are attracting new industries, creating new jobs, tapping new social and cultural resources. �nn E t B D « c As an independent liberal arts college, with allegiance only to the £ I b b 2. community it serves, Wilkes has contributed substantially to this upturn in our regional life. Now more than ever its help is needed. To meet these mounting challenges, the Administration and Trustees have prepared a 10-year Development Program, aimed at strengthening the E plant and facilities of the College through planned, orderly growth. I I purpose of this report is to share our findings with you and invite your The thoughtful consideration of the College's needs at this point in its history. First, I thought we might draw up a sort of balance sheet on Wilkes College today--a review of its assets and liabilities, its achievements and B problems. Then we'll take a look at the Wilkes College of the future, as envisioned by the Adminstration and Trustees. Finally, we will present our plans for a new library--the first step in the long-range Development Program. L Lj 0 E I o u □ □ F F �i fi 3. p L r II. L WILKES COLLEGE TODAY Mr. Charles B. Waller [ Enrollment Growth [ r L Ji S s U J p I N I p i c 1955 1965 T 1750 D E N 02SO T s 7S0 see. 55 5S 57 58 59 w YEARS 61 62 63 64 65 One of the pleasures of working with a comparatively young institution is that you can see it grow before your eyes. rL I c ! L Many of us remember when Wilkes College consisted of a handful of students in a single rented building. We have watched it grow from the years of doubt into the years of promise and, now, the years of fulfillment. This chart traces full-time enrollment over the past ten years. As you can see, growth has been gradual but steady, reflecting the trends Lou I s il I LH I! Shaffer mentioned. present figure. We hope to stabilize enrollment somewhere around the Our objective is to keep Wilkes large enough to serve the needs of the community, yet small enough to preserve the personalized teach- ing that is the heart of a liberal arts college. �B 4. E [ E Growth in Selectivity STUDENTS 2500 2000 £ E I IS00 1000 SOO F 0 '5556 W 5FS8 '58'59 5960 6061 6162 '62'68 6364 6465 '65-'66 YEARS J I I The College has shown a marked increase in the quality of enrollment, too. As you can see by the spread between these curves, we are selecting our freshmen classes from a steadily growing number of applicants. Today, we enroll around 600 out of some 2200 who seek admission--a ratio of better than 3 1/2 to 1 in our favor. u This trend has had a healthy affect on academic standards. ! 0 Wilkes students test above average on College Board Examinations, over 50% of them come from the first fifth of their high school class, and over 89% from the 'I upper half. Of course, no one can predict exactly the shape of things to come. Wilkes has never turned down a qualified local student, and community needs I may dictate a further rise in enrollment. present high standards. However, we intend to maintain our ��r n ■G a •'G . P . p ir U c Lej [■= L■ !a •: r □ r n ■■ L L rL C �P L ! [p ■ [ < B B B L H �(r E 8. Serving the Community I! SUSQUEHANNA ! If^IlWAYNE SWOYERSVILLE FORTY FORT— KINGSTONPLYMOUTH— u I I I I L L Li CARBONDALE TUNKHANNOCK, J BLAKELY / .OLYPHANT / WYOMING / ( . 'DUNMORE / \ SCRANTON-^ PIKE . PITTSTON I > NANTICOKE* WkES-BARW^ | LUZERNE /XMONROE HAZLETON > /"^CARBON < / SCHUYLKILL In his Annual Report for 1955, Dr. Farley said, "The concept of community service is as much a responsibility of the College as the education ! I L of students. " This is still a guiding principle of Wilkes College. Let me cite just a few particulars: 1. Institute of Municipal Government. If you live or work in any of the communities pinpointed on this map of Northeastern Pennsylvania--and most of us do--you have probably felt the influence of the Institute of Municipal L Government, one of the services provided by Wilkes College. L Throughout Luzerne and Wyoming Counties, public officials have come to the Institute for U professional training in community renewal, budget handling, police manage- I ment, fire fighting, civil defense, and many other phases of local government, Li b H j R Since it started in 1951, the Institute has trained 1358 area officials. �F E 9. El I 1 In addition, the Institute staff--under the direction of Dr. Hugo Mailey and Philip Tuhy of the Wilkes Political Science Department--goes into the communities with studies and reports, consulting services, conferences and lectures on local problems. r1 I can't think of any better example of how a college can serve the communities that support it. 2. Labor-Management-Citizens Committee. If you are concerned with management-labor problems in any of the communities shown on the above map, you have probably benefited, directly or indirectly, from another College r [I service--the Labor-Management-Citizens Committee. Under Dr. Samuel Rosenberg, chairman of the Wilkes Commerce and Finance Department, the L committee brings together officials, personnel people, foremen and union I u I D L members of local industries and helps them to explore underlying issues and reach mutual understanding of their problems. how many strikes and walkouts this group might have prevented in the past 8 years. I L There's no way to tell But we know it has gone a long way toward changing the image of the Wyoming Valley as a troublesome labor area. 3. Economic Development Council. Still another business service pioneered by the College is the Economic Development Council, formerly the L L I L I L ' L s i B B B B I R Wilkes College Area Research Center. The Council is a service and fact- finding group that studies the strengths and weaknesses of our area and comes up with data which can be used by our Chambers of Commerce and industrial groups to rebuild the economy and revise the image of the region. As Jack Busby of Pennsylvania Power and Light pointed out in a recent speech, the Council is a focal point for planning and action on a regional, rather than just a local level. �in o tr !D F 10. Science Center. I mentioned earlier the importance of the new in 0 Cl cn Science Center in expanding the Wilkes curriculum. strong and growing community service. The Center is also a It is directly responsible for bringing to our area one of our major new industries--the Radio Corporation of 0 c America. RCA officials told us flatly in 1957 that they wouldn't locate in the Valley unless we could provide a center for graduate study in the sciences. cr I L L Q L [ p □ I I S' L s I) - E! 8 Ed I I The College is now conducting evening classes for a number of RCA engineers working toward their advanced degrees, and of course other industries have taken advantage of the facilities. �11. 10 Fine Arts Fiesta ATTENDANCE: 25 - 30,000 PARTICIPATION5 2,000 AIEA ORGANIZATIONS REPRESENTED: 35 u 13 Q. 0/ One college-related function that everybody enjoys is the Fine Arts Fiesta, now in its 11th year. 0 I a O Under the leadership of Miss Annette Evans, Wilkes trustee, the Fiesta provides a week-long program of music, art and drama each spring. These figures on last year's performances will give you an idea of how popular the Fiesta has become. With the enlarged facilities at the Center for the Performing Arts, the Fiesta will take on increased importance in the community's cultural life during the years to come. �ir L u 10 0 0 r, J I. E S 12. Community Activities •BENEFIT PERFORMANCES -WELFARE PLANNING COUNCIL -ORCHESTRA CONCERTS ’INDUSTRIAL FUND •CHORAL 6R0UP CONCERTS -OSTERHOUT LIBRARY BOARD •HOSPITAL BOARDS -SEWAGE COMMISSION “SERVICE CLUB BOARDS ’UNITED FUND DRIVES “CHAMBER OF COMMERCE‘SUSQUEHANNA RIVER BOARD AUTHORITY Here we have listed some of the other ways in which the College con­ & tributes to the cultural and social life of the community. For example, last year the Wilkes Drama Department, through its benefit performances, raised over $5, 000 for the Kiwanis program. .. the Wilkes-Barre Philharmonic & I grams. . .the Collegians Choral group, active throughout the years, appeared before 5, 000 people in two days. fe& Orchestra, organized by the College in 1951, put on a series of concert pro- I g Members of the College are represented on practically all of the com- munity's service and welfare organizations. They don't just attend meetings, they serve. For example, four College people are on hospital boards, and three are past or present service club presidents. Others hold responsible positions on: The Chamber of Commerce Board, The Welfare Planning Council, The In-, L I dustrial Fund Board, The Osterhout Library Board, Family Service Association. Still others are officers of: The Sewage Commission. Administration, faculty and students participate in our United Fund and other community-wide drives. L ! □ The Susquehanna River Basin Authority and �13. Financial Impact 1 F F 0 0 0 ! U F B COLLEGE PAYROLL OTHER COLLEGE SPENDING IN AREA H, 000,000 A YEAR H, 750,000 A YEAR COLLEGE CONSTRUCTION SPENDING BY 525 RESIDENT STUDENTS 4 5,000, 000 TO DME I 525,000 A YEAR ESTIMATED TOTAL DURING NEXT 10 YEARS 145,000,000 n L u Perhaps you never thought of a college as a source of cash income for d the community. Well, the above chart gives the story. These are good L' 0 figures to keep in mind when you hear someone complain that the College uses I I taxable property. I u Speaking of taxes, here's another point to keep in mind. Wilkes is a privately-supported college, which means tax savings for all of us. |S As you know, As closely as we can determine, it costs the taxpayers approximately $1, 000 per year to educate one student at a tax-supported, four-year institu- tion. By extension, we can say that if the 1400 Pennsylvania students now at Wilkes were attending one of the State's tax-supported schools, the additional cost to Pennsylvania taxpayers would exceed $1,400, 000. ... U u Li I I could go on listing ways in which the College contributes to the progress and well-being of Northeast Pennsylvania. But I think you can see how this institution has woven itself into the fabric of our community life. �14. WILKES COLLEGE IN THE YEARS AHEAD President Eugene S. Farley I i n I I? .1 Q If Each of the earlier Wilkes campaigns contributed to the growth of the College, and it is this past growth that necessitates this new campaign. Had we not grown we would not require a library that will seat 650 students and provide shelves for 300, 000 volumes. The current campaign is forced upon us by the vitality of an institution that has been dedicated to the development of its students and the cultural and economic improvement of our region. In the midst of our planning for this campaign I am reminded of the u first campaign conducted in 1937. i In that, Admiral and Mrs. Stark and Mrs. John Conyngham gave us Chase and Conyngham Halls. And their gifts were made so close together that I have never been sure which came first. As I L recall it, Dr. Marts advised Mr. McClintock of the gift of Conyngham Hall r I just about the time I advised him of the gift of Chase Hall. Since that initial effort of 1937 we have conducted many campaigns and 0! each has been successful because of the dedication and generosity of friends. Each has enabled the College to enlarge its services and each has led to un L enlarged responsibilities and to greater opportunities. I The cumulative effect of these campaigns has given the College assets L of approximately $12, 000, 000 and the rate of growth has steadily accelerated 1 so that in the past five years our assets have increased about $1, 000,000 annually. J J 0 J B As you visualize our beginning and our present healthy state you can easily understand why all of this appears as a miracle to those who have participated in every effort and in every plan. �t 15. [T Because each campaign has been concluded successfully there are some who may believe that the success of each was assured at its start. This was not so. D Each was undertaken with grave doubts but with strong conviction. It is with this same mixture of feelings that we enter this campaign. We are not sure of success, but we are convinced that what must be done, will be done. 0 c I D I I 0 8 y I C GI i L �Ef £T □ I o er~ ST El n o rr The Campus in 1965 RIVEr CT I 16. WILKES COLLEGE CAMPUS WEST n JrR u s G Q u E H A N N R V E ft WILKES ATHLETIC FACILITIES I ON WEST SIDE I H R E R L£: STREET f’l'fW'i >1 : 172j“ o o SOUTH FRANKLIN a*s 5 STREET o I �L 17. u The development of the College has been steady for a quarter of a century. It has not progressed according to any blueprint but has generally I advanced as opportunities have come to us. Originally we planned to confine our development to the first two blocks on South River Street with the second block extending over to South Franklin. About five years ago these plans were changed by action of the City D Planning Commission. They advised us that the first block was to be used for high rise apartments and that thereafter our development would center in the three-block area bounded by Ross Street, West River Street, South River Street, West Northampton Street, and South Franklin Street. This action of the City Planning Commission will increase the cost of [ campus development, but it offers greater opportunity for expansion than we had thought practicable before their own plan for zoning was adopted. L In consequence of this zoning plan, we have acquired the Wright Street area and already have purchased three or four buildings on South River Street and South Franklin Street within the same area. A dormitory on West River Street has also been purchased. U 0 I Within this area we are now constructing two major buildings. dormitory and dining hall are under construction and the Center for the Performing Arts has just been completed. bI Li U The �I i I 8 I I t IE 18. Long-range Development Program NEW LIBRARY DORMITORY 8 DINING HALL EXTENSION OF FINE NRTS CENTER ACQUISITION OF PROPERTIES FACULTY SALARIES FUND ENDOWMENT OF 10 SCHOLARSHIPS ENDOWMENT OF 2 PROFESSORIAL CHAIRS GENERAL ENDOWMENT LESS GOVERNMENT GRANTS & LOANS TOTM. I L □ 12,150,000 F 1,800, 000 s 850,000 I 250, 000 $ 200,000 $ 250,000 500,000 $2,000,000 >8,000,000 F2,4-05, 000 I *5,595,000 This chart lists plans and needs for the future, as recommended by the Administration and accepted by the Board of Trustees. I I Every item listed is essential to the continued growth of the College over the years. Admittedly, this is a long-range program, and the Trustees realize that it must be approached one step at a time over a period of at least a decade. D By far the most urgent need is a new library. Although listed here at $2, 150, 000 the actual amount to be raised is approximately $1, 500, 000 since 0 we have assurance of a $605, 000 Federal loan--if we can secure the balance. Because of the importance of the library as a keystone to the entire program, L 1 I I would like to go into this need in more detail. �I s 19. 5 Library Needs ILI i BOOKS 5 WE HAVE SPACE FOR 70,000 300,000 5 WE NEED SPACE FOR D SW AREAS J WE HAVE SPACE FOR 100 STUDENTS WE NEED SPACE FOR 600 STUDENTS 0 G (1 1 8 Hi For twenty years we have known that it would be necessary to acquire a fl new library. C ent college there was some question on the part of the evaluating committee as When we were first accredited in 1948 as a four-year independ- to whether our library would be adequate until 1958. fl L fl In 1958 the accrediting commission extended accreditation until 1968 because we assured them that the College would have a new library by that year. In the intervening years we have added approximately 50, 000 books to our collection and in so doing we have over-taxed the present library and have D reduced the seating space far below a minimum that is acceptable to the fl c II fl Middle States Association. Without a new library we cannot maintain our library services, and it is likely we will lose our accreditation. �I R 20. At the present time we are increasing the use of the library in spite of L U L very adverse conditions. We have now reached a point where it is impossible to place new books in Kirby Hall without removing a book. We have ac- complished this by moving the science library to our new Graduate Center. To provide for our present rate of growth a new library is essential; to provide for the accelerated growth that is anticipated, a large new library is mandatory. As is indicated in the above chart we have space for only 70, 000 □ UI volumes whereas we should provide space for 300, 000. G E G n| C c ! LE oJ Li i u D a L G L E ■ only 100 students whereas we should have seats for 600. We have seats for �2 a 21. S ,E A comparison of library collections BOOKS PERIODICALS 171,600 128,97 1 110,000 110,000 79,481 79,633 78,460 77, 000 62,900 997 680 650 500 476 558 560 450 430 0 0 Fl F&M 0 DICKINSON GETTYSBURG G MOHLEHBERG 0 G E E MBWOT SCRANTON LEBANON VALLEY UPSALA This chart lists the books and periodicals in colleges that were E comparable in size when these statistics were gathered. I our collection is smaller than the collections of these older institutions. You will note that I suspect our collection is as up-to-date as is the collection listed 1 UJ The size of their collections indicates the inevitable L growth that lies ahead. L since these statistics were reported. E IL L L □ L for these colleges. In fact, Wilkes has added more than 15, 000 volumes �s 22. s & f The Campus in the Year 2000 £ a el £ G E E E To conclude this part of the presentation, here is a view of the Wilkes Campus as it may be in the year 2000. If properly planned it will be a lovely campus and it will provide opportunities for sound growth. Li college enrollments of the nation continue to double every ten years--this E campus will not be excessive. u economic developments in Northeastern. Pennsylvania our projections may even prove to be too modest. [R E hi E 1 IJ If, as has been the case for two decades, the 1 In the light of our past growth and. recent �r 0 0 li r 23. D. 0 f 5 1 z Z L Z 11 THE 1966 LIBRARY CAMPAIGN Mr. Charles H. Miner, Jr. Community Response WILKES SCORE DO THEY APPROVE WILKES COLLEGE ? 99% DO THEY APPROVE A FUND-RAISING PROGRAM? 94% WILL THEY GIVE IN SUCH A PROGRAM? 97% WILL THEY WORK IN SUCH A PROGRAM? 80% I SOURCE: z [■ 80% 80% 75% 60% MARTS & LUNDY SURVEY, 1965 We have seen the Wilkes College of today and caught of glimpse of what the College may hopefully become in the years ahead. 1 PAR Now we face the task of setting a realistic goal for the 1965-66 capital funds campaign, so that the Development Program may go forward. The Trustees felt this was not a decision for them to make arbitrarily. L J To succeed, any sizeable campaign must have the enthusiastic endorsement of the College's friends throughout the community. So the first question we asked ourselves was: how do the people of this area feel about Wilkes College today ? fl �If r L 1 1 24. We were much encouraged by a survey conducted by our fund- raising ] counsel, Marts & Lundy. j e Their representative interviewed 81 business and civic leaders--people who are familiar with the progress and aspirations of Wilkes College. The above chart gives the results of that survey. ("Par" represents the average for several hundred other colleges. ) E .1 E E [ There seems no doubt that the College does enjoy the support of its friends. Marts & Lundy found that many of the community leaders shared our belief that the library was the number one priority in the Development Program. "Wilkes must have a first-class library" appears over and over in the inter­ view form. I'I Accordingly, the Campaign Committee has recommended a goal of $1, 500, 000--the amount necessary to complete the library--as a logical first step in carrying out the long-range Development Program. I | fl fl L .0 fl I fl U I | The next question we had to ask was: what kind of giving is required to raise this amount ? �25. r A Pattern For Giving According to fund-raising experts, a certain pattern of gift sizes emerges from almost every successful campaign. Adjusting these percent- ages to a goal of $1, 500, 000 we get the scale of giving which would seem to be a prerequisite for success. [ E In the Range of No. Gifts Required i 9 I li Total of Subscriptions $50, 000 up $ 725,000 44 5, 000 - $50, 000 455,000 110 1, 000 - $ 5, 000 185,000 $1,365,000 Hundreds of gifts of less than $1, 000 each un i 135,000 $1,500,000 You will notice that a small number of gifts in the upper ranges I u F E account for well over half of the total required. or wishful thinking. This is not random guessing It is simply a fact of life about raising funds for a capital campaign of this size, based on experience at hundreds of other institutions with similar needs. The leadership must come from people of financial stature who are able and willing to step forward and make the kind I of substantial gifts that will assure success. ■1 fl 11 This, then, is our challenge. �26. THE NEED FOR A NEW LIBRARY Miss Annette Evans I should like to speak to you briefly and from the heart. this college when its library was practically non-existent. I knew And when it acquired the Kirby House with room for adequate books and space for student study, the future of its outgrowing seemed as along away as the next century. I have watched that space for study shrink--and shrink. I have seen the very stairs lined with books. And I am reminded of the remark of the U. S. Commissioner of Education, Frances Keppel--"Education is too important to be left to the Educators. " In other words, education is so vital to our progress that it must be the concern of every responsible citizen. �! n D E E E 27. Here in our Valley where our economic survival was at stake for so long, we feel this concern very keenly. Wilkes College is very much a part of the forward thrust that is bringing our community back to the prominence and prosperity it once enjoyed. In helping Wilkes to move ahead, we know we are helping ourselves. i I There is no question but that we must have a new library. You don't have to be bookish to know that no civilization is protected without the stored record of its achievements--yes--and its failures. those--they offset the excesses of power. For we learn much from All nations have tried to keep records--if only on the stellae, the stone slabs of the Mayans, the hieroglyphs I I of the Egyptians, the papyrus of the ancients and the vellum of the monasteries. With the invention of printing the business of books as we know them began. We also know how many books per student a college library should have to keep abreast of our expanding times. s For as our times expand, so must our facilities. We have the laboratories--both in the physical sciences and the fine arts. Now we must build a library that will take its rightful place beside them. 0 n fl I 1 fl 1E Ji A library is a collection of books, but it is also a place to house them. The one must be worthy of the other. it is a center of learning. mind and spirit. For a library is the heart of a college, It is the storehouse from which good comes for the Some books are dull, how dull, but how many are guide-posts, illuminators--shedding light. This we are asked to help provide for the young, and eager, we who are older. This is our mission, if you will, to the young and the future, our best endeavor. Let us pledge it to this lofty enterprise. �I.t~n .',4= [I ■——3 APPENDIX A: O"W! SKETCH OF NEW LIBRARY (TZ3 H^l IK-1 HZ3 Lit-----1 [F-1 UKSS 0SP3 EE3 E5=yi p-11 8=3 28. ES3I �i 2 29. a a r L E 0 0 P U 0 I 0 ! Fl . I APPENDIX B: MEMORIAL GIFT OPPORTUNITIES Total Pledge To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To To name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name name the Library a floor Entrance and Lobby Central Readers' Service Lobby Periodicals Area Department Collections Reference Area Historical Collections Room Reserved Books Area Rare Book Room Circulation Desk (and area) Special Collections Room Smoking and After Hours Study Room Cataloging Department Area Audio-Visual Auditorium Archives Room Browsing Room Research Area Staff Lounge Closed Stacks Area Faculty Study Room Conference Room (large) Technical Process Room Public Catalog Area Music Listening Room Seminar Rooms (2) each Microfilm Room Group Study Rooms (4) each Exhibit Areas (4) each the Librarian's Office Sets of Study Tables (20) each Faculty Research Cubicles (6) each Faculty Study Carrels (10) each Stacks (83) each Individual Study Carrels (100) each $1,000,000 400,000 150,000 100, 000 100, 000 100,000 75,000 75,000 75,000 50, 000 50, 000 50,000 50, 000 30,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 20,000 20,000 15,000 15,000 10, 000 10, 000 10, 000 5, 000 3, 000 2, 500 2, 500 1, 500 Three Annual Payments of $333,333 166,666 50, 000 33,333 33,333 33,333 25,000 25,000 25,000 16,666 16,666 16,666 16, 666 10,000 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 8, 333 6, 666 6, 666 5, 000 5, 000 3, 333 3, 333 3, 333 1,666 1, 000 833 833 500 �30. APPENDIX C: GIFT PLANNING AND TAX INFORMATION The Board urges all contributors of substantial gifts in this program to check carefully with their legal counsel and tax advisors to determine the most advantageous method of making a gift. If a donor wishes, the Trustees will be pleased to make available suggested procedures from the College's own attorneys. The Trustees have set a three-year period as a general standard for pledges, but will be happy to work out with the donor whatever method of payment will be most convenient to him. The Trustees will also be glad to provide detailed information I« con- rning such methods of giving as short-term trusts, stocks, bonds and real property, revocable and irrevocable trusts, corporate participation, and life income and estate planning. Ll | G I? n D I 0 r 13 I G i Donors who wish the College to provide such information should get in touch with the Development Office or notify the President or any member of the Board of Trustees. �____________________.. ■ 31. Admiral Harold R. Stark, Honorary Chairman SPONSORS COMMITTEE Paul Bedford Jack Busby Walter Carpenter Mrs. William H. Conyngham Robert V. Croker, Jr. Mrs. Franck G. Darte Alfred Eisenpries Rulison Evans Honorable Daniel J. Flood Frank E. Hemelright Honorable Benjamin R. Jones Allan P. Kirby Clifford Lane Reuben H. Levy Arnaud C. Marts Honorable Frank L. Pinola Andrew J. Sordoni, Jr. Aaron Weiss EXECUTIVE COMMITTEE Louis Shaffer, Chairman Frank W. Anderson Benjamin Badman, Jr. William L. Conyngham John H. Doran Miss Annette Evans Eugene S. Farley Thomas H. Kiley Reuben H. Levy Charles H. Miner, Jr. James J. O'Malley Edmund Poggi Eugene Roth Frear H. Scovell Charles B. Waller Samuel M. Wolfe, Jr. STEERING COMMITTEE David M. Baltimore Tom A. Bigler Noel Caverly Joseph Collis J. Muir Crosby Alexander W. Dick Mrs. Eberhard L. Faber John B. Farr Russell E. Gardner Thomas E. Heffernan Raymond Hodgson Dr. Robert M. Kerr Dr. Joseph J. Kocyan Miss Mary R. Koons Louis Maslow Joseph Murphy Arthur J. Podesta Joseph J. Savitz Parker T. Valentine Oscar Weissman 77426 �1DDD1L0234 WILKES COLLEGE LIBRARY 3 ,1 3 I j 01 i P D1 5 D1 I J I E I 1 fl E � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource A Development Program for Wilkes College, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/e2f55c4adab47871cb714b922e8054f5.pdf 687b41b87c50179ce944c9bb958da355 PDF Text Text V * ■ >. * ' ■■>4 H '/ ARCHIVES [ JJS15Tl jjL8W682;£ v. 4' w i d?65 yv-t c \ t /< > ? •?«! 1 �WAGES AND SALARIES IN LUZERNE COUNTY CITIES 6 C LIBRARY WILKES-BARRE PENNSYLVANIA 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �PAMPHLET BINDER I WAGES AND SALARIES IN LUZERNE COUNTY CITIES I JBKARY WILKES-BARRE PENNSYLVANIA 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �(jay lorJ ==£ archives _ PAMPHLET UNDER 7T6 L$ 1%^ WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compensation for services rendered remains a continuing problem for municipal governments. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in the four cities of the third class in Luzerne County, but to give the third class city officials a picture of pay rates for both elected offi­ cials and employees. The 1965 Wage and Salary Survey reports wage and salary data for both 1964 and 1965. The position categories used in the 1964 Survey were also used in the 1965 Survey. Because specific descriptions are not a part of this summary, local government officials should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. While the footnotes are of value when comparisons of compensation are made, it must be remembered that job descriptions do accompany the data. It is readily evident that Nanticoke granted no increases in 1965 and the Pittston salaries also remained at the 1964 level except in two instances. Both Hazleton and Wilkes-Barre granted selective increases to quite a number of employees. The Institute wishes to thank the City Clerks in all four cities in making this Survey possible. Hugo V. Mailey, Director Insitute of Municipal Government - 2 - 68252 �i. ’ IF! WAGES AND SALARIES THIRD CLASS CITIES LUZERNE COUNTY Hazleton 1964 Administrative & Elective $4, 220. 00 Asses sor 4, 759- 00 City Clerk 1,200.00 Controller 1, 200. 00 Councilman 1,800.00 Mayor 1,110.00 Planning Director 3, 720. 00 Solicitor Treasurer-Tax Collector 3 2,279.00 Nanticoke 1965 1964 Pittston 1965 1964 $4, 450. 00 $2,040.00 5, 400.00 2, 275. 00 1,200.00 1, 125. 00 1,200.00 1, 125. 00 1, 800.00 1,200.00 1 1, 310.00 2, 500.00 3, 920. 00 1,667.00 2,279.00 $2,040.00 2, 275. 00 1,125. 00 1, 125. 00 1,200.00 2, 500.00 1, 667.00 2, 790.00 4,000.00 $1 647.00 4, 500. 00 1, 000.00 1,000.00 1,500.00 Wilkes-Barre 1965 $ 647.00 4, 500. 00 1,000.00 1,000.00 1,500.00 1964 1965 2,790.00 4, 000. 00 $5,000.00 4, 900. 00 6, 000. CLO 6, 000.00 7,000.00 9, 750.00 5,700.00 8, 000. 00 $5, 200. 00 5, 000. 00 6,000.00 6,000.00 7,000.002 11,000.00 5, 700. 00 8,000.00 Clerical Secretary-Bookkeeper 3,300.00 3, 600. 00 2, 030. 00 2,030.00 3, 300. 00 2,600.00 3, 600. 00 3, 700. 00 Custodial Janitor 3, 520. 00 3, 820. 00 1,105. 00 1,105. 00 2, 436. 52 2, 436.52 2, 200. 00 2,900.00 4, 720. 00 5, 220. 00 1,735. 00 50. 00 1, 735. 00 50. 00 850.00 510.00 850.00 510.00 4, 656. 00 4, 656. 00 3, 375. 00 3, 375. 00 3,492.79 3, 492. 79 5, 5, 4, 3, 6,000.00 5,600. 00 4,800.00 3, 800. 00 4, 500. 00 4,700.00 4, 700. 00 Fire Chief Chief A sistant Captain Fireman'4 Lieutenant Inspector 3 982. 00 550. 00 600. 00 800. 00 to 4, 400.00 4, 500. 00 4, 500. 00 �I r Health & Inspection Health Officer Building Inspecto Recreation Recreation Director Parks Superintendent Police Chief Captain Lieutenant Sergeant Patrolman Public Works City Engineer Equipment Operator Laborer Mechanic Truck Driver $3, 800. 00 2, 660. 00 $3,800.00 3, 000. 00 $2,425.00 1,500.00 $2, 425. 00 1,500.00 1, 200.00 1.200.00 . 1, 125. 00 1, 125. 00 5, 200.00 5, 800.00 3, 825. 00 3, 825. 00 4, 500. 00 4,500.00 4, 520. 00 4, 315. 00 4, 043. 00 4,931.00 4, 831. 00° 4, 656. 007 3, 445. 00 3, 325. 00 3, 901.00 3, 577. 00 3, 493. 00 3, 901.00 3, 577.00 3, 493. 00 5, 000. 00 3, 000. 008 00 3, 438. 00 1.15/ hr. 1.15/hr. 3, 438. 00 1. 15/ hr 1.15/ hr. 3, 125. 00 1.15/ hr. 1,15/ hr. 6, 120. 00 1.92-2.10 1. 70/ hr. 2. 31/ hr. 6,720.00 2.07-2.25 1. 85/hr. 2. 46/ hr. 1.92/ hr. 2. 07/ hr. 3, 445. 00 3, 325. 00 1, 125. 1, 125. 00 3, 175. 3, 175. 00 . 30 1.10-1. — 10l. 10-1. 3, 125. 3, 125. 00 3, 125. 00 - 4 - 00 00 30 $1,800.00 $1,800.00 $4,730.00 5, 982. 00 $4, 730.00 6,000.00 3, 000. 005 3, 000. 00 5, 200.00 5, 200. 00 5, 982. 00 5, 000. 00 4, 800. 00 4, 600. 00 3, 800. 00 to 4, 400.00 6, 000. 00 5, 200. 00 5, 000. 00 4,800.00 3, 800. 00 to 4, 500.00 7, 200.00 7,200.00 1.50/hr. 9 1.50/ hr. 1. 35-1. 7011!. 40-1. 70 3, 600. 00 to 4, 000. 00 4, 800.00 4, 800. 00 1. 50/ hr. 1. 50-1. 70 �II CjaylorJ ■ PAMFMl FT llluncn FOOTNOTES 'The Planning Director is also the Zoning Administrator in Hazleton. ^The office is now vacant, but will be filled on May 1, 1965 at starting salary of $9, 600. 3 The City Treasurer, by virtue of his office, shall be the collector of the city taxes. The salary listed in the table includes both the city's share of his salary as tax collector and his salary as treasurer. 4The firemen are volunteer s in Hazleton, Nanticoke, and Pittston. Their salaries given in the table are for the fire truck drivers who are the only full-time, paid personnel in those three cities. c Total salary is $5, 750. 00, shared by the City and the School District. The $3, 000 figure is the City share. 6, This salary is for the Sergeant in charge of traffic. 7 8 This salary is for a Patrolman and Sergeant of the Desk, The City Engineer also performs the functions of the building inspec­ tor, and is paid a total salary of $3, 000 for these combined functions in Pittston. ^Includes roller operator, tractor operator, and flusher operator. 10Grade 1--$1. 30; Grade 2--$l. 10. 1'Unskilled--$1. 35; Semi-skilled--$l. 50; Skilled--$1. 70. 68252 - 5 - �1 ! maan 3931103 $3*1111 ffiTOTTOOOT ■■■III =r°r°!i MI _________ �(jay lord ■ — - PAMPHLET BINDER .— ■ I . - Syracuse, N. Y. ' 1 Stockton, Calif. I �F. -J. 5 4 J, • 'V ■ . ■ r • i';' i,, ■ » •Zr’’?\a ’1 .'Tf5JL.j ,v».« X’ • •- 'AS ?ir � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Cities, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/1fcbcac088b4209f6af613ba216c99f0.pdf 952ace52097a01c50a5bc01a1cdeca60 PDF Text Text * pi I REPORT ON -I INSTITUTE FOR YOUTH OPPORTUNITY PROGRAM ^wo»% % $ </> L 1 fl ARCHtVes ’ P 0 Q fj ^3 /I ^5’) III O -LI | Y8^. X J . i.X' 1 HV1 n ksTITUTE OF MUNICIPAL GOVERNMENT -rr------- > __ WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �II I I I I I I b I REPORT ON INSTITUTE FOR YOUTH OPPORTUNITY PROGRAM i i i i I Ik I I Conducted by Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania �ArCI-5VES ��THE PROBLEM Very few problems in American society are as complex as the problems of youths between sixteen and twenty-two who have not been adequately prepared for our technological society. As long as there was ample opportunity in the economy for unskilled workers with a minimum of education, most educators could afford to continue the traditional selection process. Lives adversely affected by this selection process were not any central concern. Now we are in the midst of such basic social changes affecting the entire fabric of our society that the systematic use of our manpower has become the focus of a new public policy. Some of the changes are tremendously far-reaching; First, a rapidly developing complex, industrial society which requires that its functioning membersbe.highly literate, able to learn, Land re-learn skills as minimal conditions for economic security. Second, a rising level of affluence which makes further material goals for many individuals somewhat subordinate but related to the kind of personal identity which will make life more meaningful. fl­ I it is tragic enough that these several million out-of-school and out-of-work youth are the most wasted resource of our nation. The tragedy is compounded for our affluent society in that most of this pool of human resources--frustrated and disorderly--will end up on the welfare rolls. �I As we shift from an economy of scarcity to an economy of abundance, and as the need for a skilled labor force becomes more pronounced, maximum I [ manpower development becomes a criterion of successful human development. New public policy dictates that a systematic program be developed ■ from- these I undereducated and culturally-deprived youth to assist them to find a meaning - I I ful role in our society. The Department of Labor has been cooperating with state employment I I I I 1 I i I ages of seventeen and twenty-two who are not in school. 1 I I a J the participants for whom the YOC institute was designed are members of the civil service who have had training and experience in working with the place- ment of the non-disadvantaged youth. Thus the function and role of the public employment agency are being enlarged to provide job training and placement opportunities for a clientele oftentimes submerged and lost in many communities. ’! The Centers will provide specialized and intensive counseling service to 1 1 I J Working with these young men and women presented a new kind of problem to these agencies, since J I agencies specifically to deal with the problem of unemployed youth between the ■3 1 disadvantaged youth who are: : a. Out of school,, and b. Unable to find or hold suitable employment without further special schooling and/or training c. School dropouts; and d. From an environment which resulted in a significant combination of the following characteristics: (1) Unskilled; (2) Youth found ineligible for military service by the Selective Service System. (2) �I (3) Member of a minority group; (4) I 1 I Undermotivated or unrealistically motivated; or (5) A problem of social adjustment interfering with employment. Inevitably it will be a role in guiding educational programming and counseling. It will also play a partnership role with the private economy sector in relating private I economic planning to public manpower development policy and program. It is also I I I I I I I I I I 1 inevitable, then, that the public employment agency has been called to play a vital role in working with those millions of young people, who must still be prepared to play a useful role in the soci’ety. The Youth Opportunity Centers are asked to suceed where other institutions have failed. They must regenerate the hope and motivation of this deprived youth. They must fathom the suppressed capabilities of youth and teach the youth to believe in themselves. They must provide training and placement opportunities which are relevant and real. They can only accomplish these objectives if they offer a signj.-'. ficant human relationship, a human relationship which encov.r-.ges, teaches, and re- ] I 1 a s 1 wards hope with training and a job. The Centers will reach out to these young people. They will help them overcome the disadvantages environment has laid on them; help them fain the motivation, the confidence and the capabilities they need to get the jobs that will place them on the road to useful, productive lives. These Centers can attain the objective set forth in public policy if their staffs understand the tasks before them, delineate these new duties from the old 1 I il II ones, learn the culture of the undereducated, and acquire new tools and techniques. (3) �In a very real sense, Youth Opportunity Centers will be advance posts in the war against poverty. The Wilkes College proposal was intended to train personnel in the Penn­ sylvania Bureau of Employment Security for staff positions in the YOC Center proposed for Wilkes-Barre, Pennsylvania (4) �I I I i FUNCTIONAL CHART OF YOUTH OPPORTUNITY CORPS ! l YOUTH OPPORTUNITY CENTER i I I I 1 1 I I 1 1 I 1 I EMPLOYMENT SERVICE Administrative Technical and Developmental Services 1. Recruits youth 2. Provides central community ser­ vice point 3. Tests and coun­ sels youth appli­ cants 4. Refers or places applicants 5. Maintains follow­ up of program on all referrals I SCHOOLING Return to school Cooperative school-work program Vocational education Literacy training REMEDIAL SERVICES Medical Mental Welfare VOCATIONAL TRAINING MDTA ARA On-the-job Training A ppr entic e ship T I I - Local ~ I u I I Advisory Board YOUTH PROGRAMS GONOMIC OPPORTUNITY ACT 0 Job Corps Work-Training Programs 1 1 EMPLOYMENT Regular jobs Part-time jobs Summer jobs Seasonal farm jobs (5) �I ii i i I I I II. OBJECTIVES The training objectives of the Institute were: To provide a training ex- perience that would enable the Youth Opportunity Center staff member to ex­ 1 1 pand his competence in the training and placement of disadvantaged youth in useful employment; and to sensitize the Center member's ability to learn from actual field experience. I It was essential that the training program be a unified experience and I I I 1 1 I I 1 J J ! that the Youth Opportunity Center staff saw it as such. The three major parts in the content of the program, each of which bears a close relationship to the other, were: (1) Presentations by local personnel acquainted with the victims of poverty and the problems they face; (2) Visits to agencies and institutions where such people were serviced; (3) Pursuit of a course of study designed to familiarize the student with the problems of poverty. The curriculum devoted its content to understanding this economically deprived youth and the administrative framework necessary in the management 1 D L of the Youth Opportunity Center program. More specifically, this objective was implemented by: 1. Orienting the Youth Opportunity Center staff to the characteristics and culture of the poor; 2. Orienting the Youth Opportunity Center staff to the professional agencies knowledgeable in the problems of disadvantaged youth; 3. Orienting the Youth Opportunity Center staff to techniques and procedures to counsel disadvantaged youth in its new role; 4. Orienting the Youth Opportunity Center staff to the changing labor market of Northeastern Pennsylvania (6) �I: I III. PROGRAM I YOUTH OPPORTUNITY CENTER I INSTITUTE Wilkes College I I I Note: All sessions were held in Stark Hall, Room 133 on the Wilkes College Campus from 9:00 a. m. to 12 Noon and 1:00 p. m. to 4:00 p. m. unless otherwise indicated. Sunday - July 11 1 4:00 p. m. Assignment of Rooms Sturdevant Hall 129 South Franklin St. 1 6:00 p. m. Dinner Meeting Wilkes Dining Commons 75 West South St. Objectives of Youth Opportunity Corps 1 Dr. Eugene S. Farley, President, Wilkes College, Wilkes-Barre Mr. Jack Brown, Executive Director, BES, Scranton Mr. Guy Solfanelli, District Manager, BES, Scranton Mr. Myer Freyman, BES. U. S. Department of Labor, Washington, D. C. a a a Monday - July 12 1 ] 1 I through Wednesday - July 14 Sensitivity Training Dr. F. Kenneth Berrien, Professor of Psychology, Rutgers University Mr. Leslie E. This, Chief, Agricultural Research Service, U. S. Department of Agriculture Leadership Resources Incorporated, Washington, D. C. <7> �I I I 1 GROWING UP IN POVERTY Thursday - July 15 9:00 a. m. Dr. Joseph Klein, Director, Pediatrics Department, Wilkes-Barre General Hospital, Wilkes-Barre Dr. Robert Riley, Chairman, Psychology Department, Wilkes College, Wilkes Barre I 10: 00 p. m. 1 3 5 I) I Adolescence in Poverty Dr. Carl Nitsche, Consulting Psychologist, Wilkes-Barre. (This session will be held at the Children's Service Center, 335 South Franklin Street, Wilkes-Barre.) I I J 8 8 Childhood in Poverty SOCIAL SERVICE AGENCIES AND DISADVANTAGED YOUTH Friday - July 16 9:00 a. m. Role of the Volunteer Agency Dr. Eunice Clarke, College of Education, Temple University, Philadelphia Miss Dorothy Cohen, Director, Family Service Association, Wilkes-Barre Rev. Donald McAndrews, Director, Catholic Charities, Wilkes-Barre Mr. Carroll Colby, Director, Commission on Economic Opportunity, Wilkes-Barre 1:00 p. m. State Diagnostic and Correctional Service Mr. Frank C. Johnston, Director, State Correctional Institution, Chase (Transportation was provided for this trip to the State Correctional Institution at Chase. The bus left from Sturdevant Hall at 1: 00 p. m. ) (8) �I I Monday - July 19 9:30 a. m. I Causes of Juvenile Delinquency Judge Richard Bigelow, Luzerne County Juvenile Court, Wilkes-Barre Mr. Charles Adonizio, Juvenile Proba­ tion Officer, Wilkes-Barre Mr. Louis C. 'Shupnik, Adult Probation Officer, Wilkes-Barre i EDUCATION OE UNEMPLOYABLE DISADVANTAGED YOUTH 1:00 p. m. 1 1 1 3 1 Mr. George Siles, Instructor, Education Department, Wilkes College, Wilkes-Barre Mrs. Florence Weinberg, Kingston Public Schools, Kingston Mr. Carl Missal, Wilkes-Barre Public Schools Tuesday - July 20 9:00 a. m. Motivation 1:00 p. m. Private Educational Opportunities Rev. Paul Purcell, Director, St. Michael's Industrial and Agricultural School, Hoban Heights. (Transportation was provided for this trip. The bus left from- Sturdevant Hall at 9:00 a. m. ) Wednesday - July 21 9:00 a. m. 1 B f Public School Responsibility Mr. Al G. Ford, Assistant Superintendent, Luzerne County Public Schools, Wilkes Barre 9 9 Identifying Educational Deficiencies 1: 00 p. m. Rehabilitation Mr. Tom Williams, District Administrator, Bureau of Rehabilitation, Department of Public Welfare, Wilkes-Barre (9) �I I 1 I Thursday - July 22 Mr. Walter George, Director, United Rehabilitation Services, Wilkes-Barre 9: 00 a. m. Vocational Training 1:00 p. m. Mr. Andrew Kosher, Coordinator, Wyoming Valley Technical School, Kingston Technical Training I Mr. George Bierley, Director, Penn State Institute, Wilkes-Barre (Transportation will be provided to both institutions. The buses left from Stur-ui devant Hall at 1:00 p. m. One group went to; £ach Idcati'oh.i. At 2:30 p. m. groups exchanged.Ipcatioris: ) 0 1 1 WORK IN MODERN AMERICA Friday - July 23 9: 00 a. m. A Sociologist's View 8 8 Dr. Jaroslav Moravec, Chairman, Sociology Department, Wilkes College, Wilkes-Barre Mr. Larry Greenspon, Instructor, Sociology Department, Wilkes College, Wilkes-Barre 1:00 p. m. An Economist's View Dr. Samuel Rosenberg, Chairman, Economics Department, Wilkes College, Wilkes-Barre I- ] COUNSELING DISADVANTAGED YOUTH Monday - July 26 9: 00 a. m. 1 Philosophy of Counseling Dr. Robert Riley, Chairman, Psychology Department, Wilkes College, Wilkes-Barre (10) �1:00 p. m. Special Testing Techniques Mr. John Chwalek, Director, Guidance Center, Wilkes College, Wilkes-Barre Mr. Joseph Kanner, Director, Testing Service Guidance Center, Wilkes College, Wilkes-Barre. (This session was held in Room 35 of Parrish Hall, 16 South River Street, Wilkes-Barre. Participants should be in this room by If00 p. m. ) Tuesday - July 27 9: 00 a. m. Using Test Results Mr. Harold Saunders, Director, Pupil Personnel Services, Wilkes-Barre Schools 1:00 p. m. Special Techniques in Counseling Dr. Inez Husted, Supervisor of Special Edu­ cation, Luzerne County Public Schools POVERTY IN NORTHEASTERN PENNSYLVANIA Wednesday - July 28 9: 00 a. m. Miss Loretta A. Fleming, Employment Security Specialist, BES, Scranton Mr. Herman Otto, Director, Northeastern Pennsylvania Economic Development Council, Wilkes College, Wilkes-Barre c [ Occupational Inventory and Future Labor Market 1:00 p. m. Field Work--Interviews Thursday - July 29 c 9:00 a. m. Industrial Relations Mr. H. Martin Molony, District Manager, Sun Oil Company, Pittston Mr. Glenn Rhys, Manager, Industrial Rela­ tions, Eberhard Faber, Inc. , Mountaintop Miss Ann Servanek, Employment Representa­ tive, Personnel Department, Bell Tele­ phone Company, Wilkes-Barre Mr. Eugene Considine, President, Greater Wilkes-Barre Labor Council (11) �SUMMARY AND CONCLUSION 1:00 p. m. What is the Youth Opportunity Center's Responsibility Following Job Placement? Moderator: Mr. Michael J. Barone, Instructor Education Department, Wilkes College Dr. Samuel Rosenberg, Chairman, Economics ’■ Department, Wilkes College, Wilkes-Barre Rev. Howard Hartzell, Executive Secretary Wyoming Valley Council of Churches, Wilkes-Barre Mr. Francis P. McCullough, Counselor, Veterans Administration, Wilkes-Barre J I Friday - July 30 9: 00 a. m. Examination for Credit Miss Barbara Welliver, Instructor, Sociology Department, Wilkes College, Wilkes-Barre 1 Evaluation of Institute J Mr. Joseph Kanner, Director, Testing Service Guidance Center, Wilkes College, WilkesBarre. Mr. Myer Freyman, BES, U.S. Department of Labor, Washington, D. C. 5 ] ] L I 1:00 p. m. Introduction of Guests Dr.. HugoV. Mailey, Directo-r,"Institute Municipal Government, Wilkes College Address Mr. Myer Freyman, BES, U.S. Department of Labor, Washington, D. C. £ Presentation of Certificates I 1 Dr., Hugo V. Mailey, Director, Institute Municipal Government, Wilkes College (12) �i IV. 5 I L. CURRICULUM The training program was d'ev-elopeias a unifed experience so that the Youth Opportunity Corps trainee could see the social dimensions of poverty i as more than a transitory, short-term problem. One of the most hopeful solutions to the dilemma of resolving the conflict between individual effort and organisational goals is to increase the effec- I 1 fl I 1 J I ! tiveness of face-to-face work groups. in any new organization and particularly in one which has been given a new function, such as the BES personnel for YOC Centers. The curriculum pro­ vided conditions where the individual trainee could relate effectively in this new organizational setting, and therefore the first three days of the Institute pro- vided for "Sensitivity Training. " To put it simply the expression "Sensitivity Training" included the methods of unstructured group learning, indiyidhal feedback, skill practice, and information sessions. ! Management "teamwork" is important The theory behind such methods is based on alabora-- tory concept of learning based on the supposition that individuals can best learn inter-personal and groups skills through actual experience. One of the assump­ tions underlying sensitivity training is that the man best learns these kinds of insights by self-discovery. The training of the first three days provided the kind of setting that would best enable the YOC trainees to discover these in­ sights and knowledges and result in maximum benefit to the new Centers. Skill exercise periods were provided to permit the paticipants to try out 1 new ways or behaving, or to test ways that have been suggested in the presentation (13) J J �L I i i i I 1 I or by the groups. In such an instance, the trainee had little at stake since he knew he was in a'.training setting and encouraged to experiment with new ways of behaving. If it seemed to him to be better than his old pattern, the chances were enhanced that he would try it out when he began his new undertaking. Participants met in groups of 12-15 with a professional trainer from Leadership Resources, Inp. so that they could get insights into the forces that are at work, such as the leadership struggle, group structure, group objectives, accommodating individual objectives to group objectives, group standards to guide their conduct, what improves and lessens the group's appeal to them, how decisions will be made, how to handle the participation of members, and how one's behavior is influencing this group. J I 3 3 A. Growing Up In Poverty This section of study involved understanding the disadvantaged: their home backgrounds, their upbringing, their difficulties with the traditional edu- cational system, the degree to which they do not share the values of the rest of society, and the factors that stand in the way of motivation to achieve the means to fulfill these values. 1 The Youth Opportunity Center staff member must understand fully the culture of the poor if he is to be useful. The impact of poverty in infancy and childhood was viewed in every dimension--social, psychological, and econ- I I omic. The impact on family structure, role identification, sand values of the poor must be clearly understood. Attention was paid, therefore, to the lack (14) n G �I I pre-natal and post-natal care and numfeious other health problems of the culturally and economically deprived. 1 Consideration was also given to the rela- tionship between mental illness and disadvantaged youth. B. Social Service Agencies The families of disadvantaged youth inevitably become wards of public I and private social agencies and institutions. A careful review of the structure policies, and procedures of such agencies provided the Youth Opportunity Center LI staff member with an insight into the reasons for dependency which oftentimes negate efforts at rehabilitation. 1 1 1 I 3 The status of social services in the area of a Youth Opportunity Corps Center is tremendously significant in the success or failure in assisting the poor to become self-sufficient workers. c. Work In Modern America Automation has had a profound impact on our society, making prospec­ tive occupational opportunities quite limited,, even with the constant retooling of skills. The role of the employment agency in placing retrained youth in employment situations within the framework of present lab or-management re­ lations was stressed to the YOC trainees. 3 hi ] D. Counseling Disadvantaged Youth The purpose of the unit dealing with acquisition of counseling skills was to review the competences of the Youth Opportunity Center staff in inter- LI viewing and advising, and then to enlarge upon them with those additional skill areas which proved relevant to the new Youth Opportunity Center operation.. The importance of the interview with those of limited education and 0 training was crucial to the success of the Youth Opportunity Center. 0 (15) �The Youth Opportunity Center staff was provided with a review of the general basic concepts of interviewing so that good rapport would be developed between the disadvantaged and the Bureau of Employment Security per­ sonal interviewer, recording that information necessary to uncover the un­ derlying factors of unemployment. I 1 ] 1 The Center members must fathom the suppressed capabilities of youth so that it can believe in itself. opportunities which are relevant and real, only if they offer a significant human relationship, a human relationship which encourages, teaches, and rewards hope with training and a job. E. 1 I They can provide training and placement Education For Employability The role of education in breaking the poverty cycle was examined so that the full socialization of disadvantaged youth could be realized. The poten- tial drop-out was discussed with school officials and the troublesome child was recognized as one who is frequently pushed out because academic rigors 1 a I 1 have dulled his motivation to learn. It has been pointed out that twenty years ago the public schools were urged to be-concerned with vocational education, because- at that time there was need for persons to be so educated. heed. Public school authorities took little Today they are beginning to show interest, but are late--perhaps too late--because due to automation jobs for which vocational education prepared persons are being eliminated from the labor market. 3 i 1 (16) The vocational and �I I i technical training required in today's industrial process were considered by the trainees with both those knowledgeable in the training and in the indus- I I trial management personnel. F. Poverty In Northeastern Pennsylvania The changes in the local labor market passing from a single industry I 1 J I I 1 I (anthracite) to a diversified economy acutely affect the prospects of employ- ment for those inadequately prepared. Not only is disadvantaged youth in Northeastern Pennsylvania faced with the usual technological shifts in manpower requirements, but its employment problems are compounded in an economy in transition. According to most planners this region may become one of the distribution centers along the eastern seaboard. Asa result of these such imponderables, kean vision of the future must be exercised to attain the goal of job training and placement. G. Summary and Evaluation The total responsibility of the YOC Institute members was to make a survey of the conditions where deprived youth resides, review the agencies I 1 whose work is related to the new function of the Youth Opportunity Centers, and then determine all the practical and feasible avenues of assistance which can be extended to that youth. An evaluation and assessment of the whole program was undertaken to ascertain if the general objectives of training outlined earlier were attained. 1 1 (17) 3 �I i i V. SUMMARY OF REMARKS BY SPEAKERS INTRODUCTION 1 Mr. Melvin Finn - "Youth Opportunity Centers I I 1 I I 1 (1) Out-reach service to youth (2) New role of the Centers (3) Concern for the total dignity of youth, 16 to 22 years of age Mr. Leslie This - "Sensitivity Training" (1) Need for revision of standard practices (2) Need to understand motivational forces (3) Human relations combined with technical skill Dr. F. Kenneth Berrien - "Sensitivity Training" a (1) Feeling for disadvantaged client (2) Unstructured groups 8 J (3) Personalities of staff and clients ] J 1 (18) �1 i I GROWING UP IN POVERTY r Dr. Joseph Klein. - "Childhood in Poverty" I I (1) Origins of Poverty (2) Poverty affects child development Dr. Robert Riley - "Childhood in Poverty" I I (1) Special problems of poverty to the adolescent (2) Can youth overcome disadvantages of poverty Dr. Carl Nitsche (1) "Adolescence in Poverty" Lack of psychologically nutritious environment (2) Impairment of social development I I (3) Moral poverty of disadvantaged youth g 1 J 1 I ■ Is (19) �I I SOCIAL SERVICE AGENCIES Dr. Eunice Clarke - "Role of the Volunteer Agency" i (1) Education as a continuous process (2) Humanitarian approach (3) Sub-culture of poverty Miss Dorothy Cohen - "Social Work" (1) Goals of social work (2) Troubled youth and his family life (3) Role of family agencies I I I I I ! I r 1 1 Rev. Donald A. McAndrews - "Inter-agency Cooperation" (1) An adequate referral system (2) Public and voluntary agencies Mr. Frank C. Johnston - "Juvenile Delinquency" (1) Crime and poverty (2) Lack of sense of social responsibility (3) Self - g r atific ation Judge Richard Bigelow t "The Work of the Juvenile Court (1) Importance of individuals (2) Distinction between delinquent and criminal (3) Legal aspects in dealing with disadvantaged youth 1 (20) 1 �I EDUCATION Mr. George Siles - "Identifying Educational Deficiencies II I1 II I J 1 I J ! 1 1 I I (1) The usefulness of the medial educational services (2) Academic deficiencies which cause unequal economic opportunity (3) Factors that contribute to a potential drop-out Rev. Paul Purcell - "Private Educational Opportunities (1) Referrals from public and private agencies (2) The agency acting in loco-parentis (3) The significance of private institutional care Mr. Al G. Ford -> "Public School Responsibility" (1) The legal responsibility of a public school (2) A more flexible educational program (3) The extent of remedial service as a public school function Mr. Tom Williams - "Rehabilitation" (1) The role of the Bureau of Vocational Referrals (2) The attitude of industry toward a rehabilitated person (3) The special problem of psychiatric referrals Mr. Andrew Kosher - "Vocational Training" (1) Emotional requirements for a vocational program (2) Provisions of State and Federal laws for vocational training (3) Distinction between vocational training and technical training s (21) !! I? �WORK IN AMERICA Dr. Jaroslav Moravec - "A Sociologist's View" 11 JI JI I I (1) Role of work in American society (2) Importance of attitudes of workers (3) Conception of work held by disadvantaged youth Dr. Samuel Rosenberg - "An Economist's View" (1) Factors which produce and eliminate jobs (2) What is the economics of work (3) Can the disadvantaged youth be eliminated I I 1 I 8 8 L 1 8 B B (22) �COUNSELING Dr. Robert Riley - Philosophy of Counseling" (1) Special principles in counseling disadvantaged youth (2) Obstacles in interview (3) Role playing in counseling Mr. Joseph Kanner- "Special Testing Techniques (1) Minimal testing program for adequate vocational placement (2) The importance of personal characteristics Mr. Harold Saunders - "Using Test Results" (1) Factors for school drop-outs (2) Reliability of tbst results Dr. Inez Husted - "Special Techniques in Counseling" (1) Concern with personality problems (2) Effectiveness of group counseling (3) Is vocational counseling an end result? (23) �I I VI. INSTITUTE STAFF The assumption was that the school would be held on the campus of Wilkes College, calling upon the College personnel and guidance staff. The I I I Institute of Municipal Government was asked to undertake the project, using such College and community resources that would make the program a suecess. The Planning Committee for the YOC Institute recognized that there were many lay and professional persons in the Wilkes-Barre area who by vir- tue of their close daily contact with community problems, could assist the J I 1 J College to develop a more comprehensive understanding of the region's poverty areas and the problems of area residents. The Committee believed that it was essential to good programming to really check the planning assumptions by asking a group of knowledgeable persons to meet as a group to relate their perceptions of the problems un­ covered in the operation of public and private agencies, the schools, govern- 8 8 8 ment, and labor organizations. It was found that, even on short notice, many busy persons were willing to give a day of their time to discuss community problems and review the proposed program. In addition to the College staff and knowledgeable people in the commu- i 1 nity, a variety of out-of-town authorities were brought in to the Seminars or 8 8 as employee drop-outs, so that an insight could be into their upbringing, status 0 evening meetings to widen the;perspective of the YOC trainees. The program was supplemented by basic instructors, otherwise known in life, values, and aspirations. (24) �1 I 11 I 1 I I I 1 1 1 INSTITUTE STAFF Director Dr. Hugo V. Mailey, Director, Institute of Municipal Government, Wilkes College Assistant Director Dr. Eugene L. Hammer, Chairman Education Department, Wilkes College Administrative Assistants Mr. Philip Tuhy, Associate Director, Insitute of Municipal Government, Wilke s College Mr. Welton G. Farrar, Associate Professor, Economics Department, Wilkes College Instructors Miss Barbara Welliver, Instructor, So­ ciology Department, Wilkes College Basic Instructors Employed youth who are school drop-outs were used by teams of trainees to ac­ quaint them with the YOC problem 1 1 ] ! I (25) '1 �I 11 I I I 1 1 I 1 fl fl VII. ON CAMPUS TRAINING In a short training period of only three weeks duration, it was impossible to cover every aspect of the drop-out problem. and personal involvement with the disadvantaged can make up for many of the gaps which the trainee encountered in the program. fl No amount of thorough and concentrated information and knowledge, as important as it is, could pro- vide the reality and vitality of personal involvement. In order for the Institute participants to be away for a short time from the attitudes and routines of daily living and to develop new competencies, pro- vision was made to house them on campus. In this way, the trainees, as dis­ cussants, could eat, feel, and live the poverty problem. At the same time they found it was easy enough to visit the "skid row" area, only a matter of a few blocks from the campus. They had meals in the area and were encouraged to interact with those who lived in the area. youth of the area seem to drift into this section. I Participating experience The Th,e social agencies which deal with the families of deprived youth were within walking distance. The experience of searching for employment gave them new insights into the resis­ tances, the barriers, and the plight of the disadvantaged. 1 3 1 a J No guided bus tours were included in the program because the value of such visitations was negligible. It seemed desirable to provide a variety of field experiences which would enlarge the YOC staff's understanding of the world of disadvantaged' youth. The YOC"staff visited a'wide range ' of (26) �I I I I I cr p youth and employment training agencies and institutions in the area. Arrange- ments were made for the trainees to spend ample time with police, probation officers, at a state correctional institution, a county facility for youth, and the Juvenile Court. The Institute met in Stark Hall, in a seminar type setting. Library fa- cilities, dormitory, and dining facilities were in very close proximity. 1 I I 1 ! I ! 3 1 1 J (27) �I VIII. CENTER DIRECTOR'S SEMINAR On the Wednesday afternoon of the third week of the Institute a special i I seminar was arranged for the Institute participants that would be the directors of Youth Opportunity Centers. The participants included John Dunn; May Mau- rath; Joseph Kanner, head of Testing Service at Wilkes College; and Philip Tuhy, Associate Director of the Institute of Municipal Government. I I 1 I ! The purpose of the brief seminar was to review some of the administrative problems that could possible be encountered in the Youth Opportunity Center s. Planning for the administration of the Center was discussed. Here it was stressed by the participants that the program should be as flexible as possible. Since the program will ultimately include all of the youth between 16 and 22 years of age, an emphasis should be placed upon quality rather than quantity. As may be seen from the field work assignments, some of the clients will present specific problems that will take a great deal of time to carry to a ! 3 1 1 1 ■ successful conclusion. The problem of adequate staffing was also discussed since many and varied talents will be required to carry out the objectives of the Youth Oppor- tunity Center's programs. In this regard it was emphasized that too rapid re- suits should not be expected becap.S'e of the problems encountered. In-service training was also discussed. perhaps the YOC Institute should be on a recurring basis, However, it was pointed out that the participants should be selected from the same level of auth­ ority and responsibility. That is, directors or assistant directors could share I’l (28) 5! The participants suggested that �I I experiences, and a different approach for personnel with no experience at all being placed together in groups. Also, as an adjunct to the training process, the question was raised as to the availability of other professional services to I I members of the Youth Opportunity Center staff. An example of the type of training that wouldbe helpful to the entering staff members would be the presen­ tation of a counseling in depth demonstration. I P 1 1 1 1 I 8 8 J ' J Because of the relative newness of the problem it was emphasized that the program should remain as flexible as possible until the definite staffing, training and coordinating needs are identified. with a discussion of the value of the YOC Institute program to the individual participant. 11 j 1 The seminar concluded (29) �-------------------- -- I IX. FIELD WORK I I I I I I 1 1 : I ! J Part of the program of the Institute was a field work assignment on Wednesday of the third week. The participants were assigned a recent dropout and went out to interview them. As an indication of the type of problems that could be encountered, the following reports are included: CASE I Upon arrival, mother standing on the parch, three dirty little boys in front of the house and a nice looking girl had just walked up. , and hope you might be she. " Interviewer - "I'm looking for Client - "Yes, won’t you come in. ” (Mother assumed suspicious manner as soon as I crossed street to talk with client and gave a sneer and leering look following us indoors. ) Interviewer - "You are mother ? " Mother - "Yes, I'm her mother. " Once again I introduced myself and the purpose of the call. ! By this time she was seated on the sofa, prepared to stay and was all ears. J 1 Interviewer - (to client) "I understand you have not completed your schooling J Interviewer - "Do you like your job?" s Client - "I don't have a job now--I quit. " (I I and wondered if you planned to do so?" Client -"I went through 9th grade, quit and got a job. " Interviewer - You didn't like it?" (30) �I I I I I I I I Client - " Oh, yes—I love to sew. " Interviewer - " What kind of sewing and where did you sew?" Client - "I was sewing up where they make brassiers. " Interviewer - " What happened?" Client - "My girl friend down here on the block said I could get a better job at the , but I didn't get it because they don't hire you until you are 18 and I'm only 16. Interviewer - "And you haven't been doing anything since. I I 1 I ! 1 n Client - "Oh, I went back to school and stayed until June. " Interviewer - "And you are going back to school this fall?" Client - " Uh-Uh, I don't like school" Interviewer - "What school subjects did you like and do best in?" Client - "Sewing--! had four years of sewing. " Interviewer - "You passed the 9th grade?" Client - "Uh-Uh, you see I missed so much time cause I didn't go back until March." 1 1 Interviewer - "How did you get your job?" Client - "I went to a sewing school on the top floor of the administration building and they sent me to the factory. " 1 Interviewer - "How did you get in this school? Client - " The Employment Service sent me. If Interviewer - "Then you are registered with the Employment Service. Did 1 you ever take a test of any kind administered by the Employ- ment Service? " (31) i! �I I I I I Client - "Yes, but I never took a test. " Mother - " She's got her little yellow card. Interviewer - "You have never been back to the Employment Service since?" Client - "No" Interviewer - "I believe your Employment Service could help you. probably don't know you are now out of work. They Your father and mother would like to see you have a good job, I know. 11 Here, client "clammed. " Mother - "I'd like her to get a good job. I I I 1 1 1 Interviewer - "I expect 1 11 Client smiled, was warm again. "Mr. Howell is employed?" Mother - "He's dead--been dead 19 years. Interviewer - "I'm happy he had a pension. " Mother - " He didn’t have none--we're on relief. it Interviewer - "I hope he wasn't in an accident. " Mother - l_i 3 would like to have a good job. No--he had a hemorrhage while he was working in a foundry. He was a molder. Interviewer - Mother - ti I'm sorry--you've had your hands full since then, I know. Yes sir, with these five children. ' Never worked. fl Interviewer - "How long have you lived in this town?" (directed to mother) Mother: - "19 years--ever since he died. " Interviewer - "Do you feel you need someone to help you in getting a job?" Client - "Yes, I do. " (32) J �Interviewer - "You said you knew about the Youth Opportunity Center, so. . . in I know that the people who are working there will do all they can to help you, and would be unhappy if you didn't go to; see them. Here, you will find out about jobs; they will be interes­ ted in knowing what you would like to do and they will give you all the help and support possible. Do you think you would like to go to talk with them next week? Client - "Yes, I would really like to go. " Interviewer - "Do you think that Tuesday at 11:00 aim. might suit you?" Client - "That will be fine. " Observations by the interviewer: The client, 16 years of age, is willing to work and would enjoy a job, particularly in the sewing field if only to be away from home during the day. The interviewer noticed that three younger children, none over the age of six were all over the house. The house is very small (a duplex). The inter­ view was held in the living room--over crowded with two over-stuffed chairs and a large sofa, but it was fairly clean. ance and is a lover of toothpicks. Mother was very untidy in appear­ Client is neat in dress, clean and nice looking. She wore a freshly pressed white blouse and black shorts, no make- up save very faint lipstick. Her hear was neatly arranged and her entire appearance and deportment were good. The mention of the husband caused the client to cease talking, but no outward hostility toward her mother was displayed. (33) Mother talked about �her husband's death 19 years ago, and mentioned her younger children, She implied that she was not unhappy to be on relief and had her hands full, rearing her family since she had never worked. She seemed pleased that some- one wished to help her daughter. Summary: Somewhere along the line, client has been influenced by someone. Her appearance is good, she speaks fluently. If there is any antagonism between her and her mother, it is not expressed outwardly. r Li However, her returning to school makes me feel she was not happy .being at home--perhaps due to worrisome youngsters, or she felt left out by having nothing to do. the DPA worker has worked with the client. Perhaps There is a possibility also that an Employment Service interviewer worked with her or the Counselor. She is required by DPA to register with the Employment Service and when she said she had never been tested by Employment Service whe was probably tested either at school or vocational school but didn't understand she was L being administered an employment test, either specific or GATB. Client was friendly, courteous throughout interview and seemed in- D u terested. ! She did not understand that she should not have quit her job before attaining another. She expressed great desire for securing sewing job. She said she returned to school on her own volition Problem: Client, age 16, completed 8th grade. Indicates she wants a job; needs help in securing job in her interest field, sewing, for which she J J I L L . I was trained. She needs pointers on reliability while on a job. She needs occupational information and help. Will report to Youth Opportunity Center. (34) ��II Il h CASE III Interviewer - "Good afternoon, sir. " Gentleman - "Good afternoon" Interviewer - "We have been informed that a young man by the name of lives at this address. " Illi I Gentleman - "Yes, he does, but he is not at home. 31 He went down to some office (hesitated); I believe it was the Veteran's Office with my wife. t! Interviewer - I'm sorry we missed him. Gentleman - " He is my nephew. Interviewer - Are you his father?" ii "The Youth Opportunity Center workers are interested in know­ ing about the youth in the Wilkes-Barre that have withdrawn from school, so maybe you will be able to help us. Gentleman - "Be glad to" Interviewer - "Is employed now that he is out of school?" Gentleman: - "No, he is retarded. He can't read or write. He works at times, down at. . . as a loader but only as they need him. Interviewer - "Where?" Gentleman - "At the school. He is an orphan. His mother died when he was six months old, and he was placed in a home. He attended two or three retarded schools, but last winter he went only one day a week and finally quit because he couldn't learn. Interviewer - "What did he do after he quit school?" (36) 11 �Gentleman - "He would sweep the floor here in the store, wash windows^and he liked to wash dishes but he gets mad. " Interviewer - Why does he get mad?" Gentleman - "You would never know but what he was a regular boy around here. He is big, but he plays with little boys,and he is hostile. " Interviewer - "How big? it Gentleman - "About 5 feet 6 inches, maybe 7 inches. it Interviewer - "How much does he weigh? Gentleman - "About 125, but my wife sees about him. !I Interviewer - "Are there other children in the home? Gentleman - "I have one daughter but she graduated from high school. He has brother in the Army in New Jersey. " Interviewer - I I 1 I Older or younger?" Gentleman - "He is the youngest. You see, he was in two foster homes, his father died, then he was in those schools, but they took the boys out and made it a girls school. " Interviewer - "Has he ever been to the Wilkes-Barre Employment Secutity Office?" Gentleman- - "I don't think so--well, maybe he has.. my wife looks after him. I'm not sure. He can't count money. You see He knows the dimes in a dollar, but he doesn't know a dollar bill from a tendollar bill. " 1 Interviewer - "But he can sweep and put up stock. " Gentleman - "Yes, but we can't leave him to handle customers. That is why he is down at some office today--he was 18, and they cut off his sixty dollars a month. " (37) �. I :i :i I I Interviewer - " Would it be the Social Security Office or Vocational Rehabili- tation Office? Gentleman - "I don't know, my wife takes care of him" Interviewer - "I would like to leave this card with you to give to Also schedule him for an interview at the Youth Opportunity Center which is to open. Gentleman - "Yes, I'll be glad to. Thank you for your help. I'll be glad to give it to my wife. " J SUMMARY ■ J 1 Apparently the uncle is willing to provide housing but very little personal attention to client. His continued reference to the care and supervision as provided by his wife denotes lack of interest since client "can't learn" or u I 1 8 8 be "left alone!' Even though interested in possible services by the Youth Opportunity Center, he remained vague and at no time indicated possible steps he had taken previously or plans of the future to assist client. At times dur- ing the conversation, he did reflect some sympathetic attitude toward his wife. The above indirect information of the client would lead us to believe that he will report at the Youth Opportunity Center. His acceptance and will- ingness to play with younger children, while age eighteen, may be some mo- I I II I! tivation to the effect that this agency may help him. Little affection has been extended since birth to the client. Since client is no longer eligible dut to age for Child Guidance Clinic services it appears that a long range program of counseling services must be (38) �provided. This service will include many other agencies--namely, complete school record data;--possible psychological assistance to determine his pre­ sent functioning level; possible IPAT testing (non verbal) by Employment Office; follow up with Social Security Office to determine his present status and valida­ tion of any benefits; also, cooperative counseling services of Vocational Reha­ bilitation Division should such services be determined necessary. Once the diagnosis is completed, concurrence with client and the present family status as to available a_gency services procedures should be determined. Should he meet the eligibility for Sheltered Work Shop, Goodwill Industries, Vocational Rehabilitation for training in order to utilize his highest potential, it should by all means be provided prior to a work assignment. 1 Pending prognosis and objective work goals which may be in the fields of what appears now to be of a service or unskilled type, we must provide the opportunity of exploring in depth for the semi-skilled fields. I 1 I Both extensive social services and occupational counseling is needed with client in order to help him help himself, whether partially or fully em- ployed, so that he may sustain himself and not become a dependent on society. I 8 (39) �YOC INSTITUTE Wilkes College Wilkes-Barre, Pennsylvania FIELD WORK ASSIGNMENT Interviewing Team: Prospective Clients: Commonwealth of Pennsylvania Bureau of Employment Security YOUTH OPPORTUNITY CENTER This will certify that is an employee of the Youth Opportunity Center authorized to interview prospective clients. John Dunn, Director Commonwealth of Pennsylvania Bureau of Employment Security YOUTH OPPORTUNITY CENTER 13 East South Street Wilkes-Barre, Pennsylvania 825-6606 John Dunn, Director �f r •nnw US •jmb vw PROSPECTIVE CLIENTS FOR YOC INSTITUTE .'or.' Wilkes College Present Status Birthdate Pat Nied 123 Prospect St. Working 5/30/49 G.A.JR,. 9 Daniel McCloe 58 Columbus Ave. Working 4/2/47 G. A. R. 10 5/13/65 Age Lawrence Harvey 174 Hazle St A ppoin tm ent 5/13/47 G. A. R. 10 5/17/65 Age Walter Savage 468 So. Grant St. Appointment 4/23/48 G. A. R. 9 James Walker 114 So. Washington Unknown 8/8/48 G. A. R. 11 2/11/65 Work Regina Zadrozney 9 Griffith' Lane Left Home 12/12/47 G. A. R. 12 5/17/65 Age Anna Cook 53 Carbon Lane Appointment 12/26/48 G. A. R. 10 5/17/65 Work Dorothy Cook 34 Oakwood Lane Appointment 5/6/49 G. A. R, 9 5/19/65 Work Jerome Shea 109 N. Fulton Appointment 1/9/49 G. A. R. 10 2/8/65 Work Patricia Snyder 87 Logan St. Appointment 2/14/48 G. A. R 11 3/15/65 Name >—1 School Grade Date of Leaving 6/1/65 Reason Work To United Rehab. Age I �..TBB 'LlWI LIiWB Name "J ■■ Present Status Birthdate School Grade Date of Leaving Reason John Zakarauskas 143 McClean St. Not Home 10/21/47 G. A. R. 11 10/21/64 Age James Fonzo 5 Grove St. Will Return to School 10/7/47 G. A. R. 11 3/11/65 Age Fred Cronauer 114 Loomis St. W orking 11/30/46 G. A. R. 12 3/29/65 Age Robert Gronauer 441 Northampton St. W orking 3/4/47 G. A. R. 12 3/17/65 Age Charles Luce 8 Lanning Lane Appointment 7/16/46 G. A. R. 12 11/10/64 Age Albert Cerullo 17 Mill St. Appointment 7/15/46 G. A. R. 10 spec. 10/21/64 Age Joseph Galore 48 Columbus Ave. Not Home 9/15/48 G. A. R. 9 3/29/65 Work Sylvia Skiro 90 Joseph Lane W orking 3/13/49 G. A. R. 10 3/29/65 Work Patricia Zinga 506 Hazle St. W orking 1/18/49 G. A. R. 9 1/21/65 Work Carol Woods 73 Prospect St. Not Home 3/28/48 G. A. R. 10 spec. 1/8/65 Work Thomas Radcliffe 43 Oregon St. U. S. Navy 1/17/48 G. A. R. 11 spec.- 10.30.64 Work Robert Moyles .1 54 Almond Lane Appointment 8/15/47 G. A. R 11 11/22/64 Age �r :e l r lEBi f F.W «■ LISS 19MM Pre sent Status Birthdate School Joseph Michael 58 Metcalf St. W orking 6/2/47 G. A. R. 12 12/4/64 Age Frank Galardi 34 Lehigh St. Unknown 8/25/47 G. A. R. 12 2/23/65 Age Daniel Hargrave 9 Joseph Lane U. S. Navy 11/10/46 G. A. R. 12 2/15/65 Age Gail Thoruton 230 So. Welles St. Working 10/3/47 G. A. R. 12 11/17/64 Age Robert Dressier 28 Ralph St. Not Home 5/25/47 Coughlin 11 5/28/65 Age Joseph Borick 217 North River St. Not Home 4/10/46 Coughlin 10 4/12/65 Age 6/21/46 Coughlin 12 6/21/64 Age Name 4^ w t David Howells 29 Thompson St. Grade Date of Leaving Reason J Sandy Howell 14 Pelya Appointment 2/5/49 Coughlin 9 3/12/65 Work Thomas Kipiec 388 No. Main St. Appointment 3/3/48 Coughlin 10 5/28/65 Age Paul Wilk 227 Stucker Ave. Will come to Y OC Center 1/14/49 Coughlin 9 5/17/65 Age Michael Prenta 30 Lewis St. W orking 6/9/47 Coughlin 12 5/17/65 Age �I1 1 I X. ACADEMIC CREDIT Wilkes College made it possible for the participants to earn college credit for attending the three-week Institute. If a participant indicated that he desired college credit, additional readings and a final examination were assigned. Four evening sessions were scheduled with Miss Barbara Welliver, B. A. , M. A. , M. S. , instructor in the Sociology Department at Wilkes College and a staff member of the Children's Service Center in Wilkes-Barre. The Institute program will carry a value of three credits of undergraduate work listed in the Wilkes College Bulletin as Sociology 252-Fields of Social Work. The course is described in the following manner in the Catalogue: "A survey of the main problems of social work and of agencies and methods that have developed to cope with them. The nature and requirements of the different fields of social work. " I I Final Examination 1. The late President Kennedy in his inaugural address of 1961 stated, "Ask not what your country can do for you, ask what you can do for your I! country." Discuss this statement interms of the expanding institution of I Social Welfare. towards Social Welfare services? I I Does this statement concur with our present attitude How does it differ from our attitudes of the past? 2. Write a brief essay about the basic assumptions made by all social workers. Indicate what value these assumptions might have for you in your work ! with the Youth Opportunity Center. I I (44) �3. I I I The authors of your textbook, The Fields of Social Work, state: "Poverty is relative as to time and place. " In this context analyze poverty today in the United States. Make references to your Institute lectures, outside reading and class discussions. 4. Comment upon the existing types of social agencies, both voluntary and public, available in your community, of youthful problems. I I I What specific agency might be of the most help to the youths you describe. The distribution of grade s for those YOC participants who were enrolled in the course are found below: 4's 3's 2's 1's 0 3 8 8 1 0 Grade I I 4 I 2 1 0 Interpretation Outstanding Quality High Quality Acceptable Quality Below Average Quality Below Minimum for Credit 3 1 I 1 1 I! !! JL ) Describe two different situations (45) �J I I I Xi; APPRAISAL OF SENSITIVITY TRAINING BY DR. BERRIEN AND MR. THIS ' OF LEADERSHIP RESOURCES, INC. The Youth Opportunity center will be staffed by personnel faced with new demands because of a new role assigned to the Bureau of Employment Security. I I I I I I I I I This new organization (YOC) will have to make maximum use of productive human effort. Therefore, sensitivity training was offered during the first three days of the YOC Institute in order to bring to the participants modern know- ledge of human behavior. All the participants become involved in the dis- cussions, simulations, case studies, demonstrations, and self-analysis exercises with a .view to expanding and improving their personal effectiveness in inter-personal relationships. At the completion of the three-day program on sensitivity training, Mr. Welton Farrar interviewed both Dr. F. Kenneth Berrien and Mr. Leslie This to obtain their appraisal of the program. The interview comments with the two sensitivity trainers did enlighten the administrative staff in appraising the program. It is also interesting to note the implications re- fating to the selection of the participants. I I I II Is a So that the full impact of the interview can be understood, it is re­ produced in its entirety. (46) �WHAT IS YOUR OWN OPINION OF THE OBJECTIVES OF THE THREE DAYS? Our objectives were to develop in these people some sensitivity­ of their own values, points of view, and attitudes toward each other as well as toward the clients that they are going to deal with. WHAT TECHNIQUES DID YOU FIND APPROPRIATE TO USE WITH THESE PEOPLE? We used "S" groups --unstructured groups, but we found that as we went along the groups tended to become much more structured. "S" groups bring people together and they could discuss anything they wished. (Mr. Berrien) I tried to stay out of their discussion as much as possible-- I only tried to highlight those things which had learning implications. This is a disturbing situation for some people because they are made to react to the situation. With these people, however, it was necessary to move toward a more structured group. When you try to sensitize people toward working with people as an administrator, they must be made to realize that their relationship is always operating at two levels. have the problem, the task. On the one level, you While you are working on the task, the whole tone of the interview may be on an entirely different level of feeling. The applicant can feel non-belief, hostility, or many other emotions. (Mr. This) These people must be made sensitive to what they are commu- nicating at a feeling level. you. I can say I love you and it can come out I hate They must be made aware of what they are saying, how they are aay- ing it, and the feeling they transmit. portant. The tone of what is being said is im- For example, a person may be attacked or be encouraged. (47) You �are operating at the overt verbal level and also at the feeling level. is a very subtle thing. supervised. This These people had been used to working closely Role plays, case studies and films were especially useful. Also, we used exercises that we created on the spur of the moment. (Mr. Berrien) I would create a particular problem for them--some of the complex problems they would meet with their clients. I tried to test their skills in working in a helping relationship. HOW DO YOU FEEL ABOUT THE RECEPTIVITY OF THE GROUP IN GENERAL? The group as a whole was quite cold. quite cold. J Understanding-wise they were They seemed appreciative of what we had done, but we have had groups make much greater progress. There was a difference of what hap­ pened at the level of comprehension and at the level of feeling. WAS THERE ANY MAJOR DIFFERENCE BETWEEN THE YOUNGER AND OLDER PEOPLE IN THE GROUP? The youngest man was sharper than the rest in the feeling part of the relationships, The older ones were more quick to see what we were trying to get at but were not as quick to modify their behavior in favor of something new. This is quite natural as an older person is going to think twice before abandoning his old behavior in favor or new. WHAT ABOUT MORE RECENT GRADUATES? There was a young woman who came in and asked permission to try experiment with the group. She told the class that there were rumors (48) ■ �about the campus of poor behavior of the group members. She told them that someone in the school administration had complained to her. group then became openly hostile to me. (Mr. Berrien) The The class could not understand why someone would go to this girl and complain to her. She then revealed to the class what she was doing. This was an example of someone experiencing in the group and with the group. I doubt that some of the older people would have experimented with this, but this young woman was willing to try it. WHAT ARE THE IMPLICATIONS FOR THE WORK OF THESE PEOPLE WITH THE YOUNG DISADVANTAGED PEOPLE. WHAT WOULD BE YOUR PROG­ NOSIS OF THEIR ABILITY TO WORK WITH THIS PARTICULAR GROUP? (Mr. Berrien) I cannot help be somewhat pessimistic. I am particularly on earlier observations to which I have been exposed. surprised at the extremely high economic level of these people. are so very well dressed and economically well off. I base this The women I feel that you have to have people in contact with disadvantaged clients who are as close to their level as possible--and these people definitely are not. This three-day training period has had quite an impact on the people to things they were not aware of before. However, this three-day training period cannot bridge this gap between these people. I was impressed by the fact that these people are so educationally far removed from the clients they are going to deal with. I was amazed at the conference that we had in Washington that this was the generalization, and it was true from Los Angeles to Chicago--all across the country. I (49) The way to reach these people �is to have people working with them who are only just a little bit better than they are. For example, negroes working with negroes--but only . those who are not too far removed from the economic level of their clients. This is going to be a tough bridge to gap. WHAT ARE THE IMPLICATIONS FOR TRAINING OF PEOPLE WHO WILL BE MANNING THESE CENTERS. ASSUMING THAT THESE PEOPLE CAN WORK WITH THESE DISADVANTAGED YOUTH, WHAT SORT OF TRAINING COURSE OR WORK TRAINING WOULD BE MOST HELPFUL TO THEM? I can't answer that with any degree of confidence. (Mr. Berrien) DO YOU FEEL IT IS HOPELESS? I am thinking of some of the administrative U. S. E. S. people in this. These people have had experience dealing with claimants. Some of these counselors should be able to make the adjustment better. But my feeling is that the way they ought to approach these people is to work in abandoned stores in the slum neighborhoods, go in with dirty clothes, use rough tables and get in at their level. recruit any of them. I just don't believe they are going to be able to I haven't the slightest idea of what kind of training you can have to go out and bring people off the streets and into a modern, plush office. AM I CORRECT THAT YOU FEEL THAT THERE IS NO REAL BODY OF KNOWLEDGE THAT COULD BE PARTICULARLY HELPFUL TO COUNSELORS? The caseworkers and the people who have worked in neighborhood houses--these are the people that are going to be more effective than the U. S. E. S. people. They, in all probability, have this knowledge already. (50) �GENERALLY, IN: ATTITUDE,IS THE GROUP APPROACHING THE WORK AS WELL AS THEY COULD? There are two groups: some that have been assigned to this and assigned to this without any consultation, and then there are others that have volunteered to come into it. I I There is a feeling that the Youth Oppor- tunity Centers are getting the bottom of the barrel personnel. of course, deny this. There is considerable resistance to thinking of themselves in this way, and this is only natural. This is a challenge that I we have got to accept. I DO YOU FIND A CERTAIN AMOUNT OF CYNICISM? | ; ■ I I I I I They will, Not cynicism--it is a kind of mild enthusiasm, these are people who are "gung ho" or real eager to go. I can't say that I am contrast- ing this with another group in Washington. These people were enthusiastic and had felt that they had done a good job. They had a sense of having achieved something, and I don't see these people as having the same new- comer enthusiasm for a new venture. IT DOESN'T HAVE THE INITIAL ENTHUSIASM AS SOMETHING SUCH AS THE PEACE CORPS? No, it is not the same kind of enthusiasm. For the, this is just the beginning of the three week period, and I think it was a little surprising for them. (51) �XII. PRELIMINARY SUMMARY EVALUATION Each participant in the Institute answered specifically directed ques­ tions concerning the progress of the program at the conclusion of the first eight days. This interim evaluation was, therefore, based upon involvement with Dr. Berrien and Mr. This from Leadership Resources, Inc. The pur­ pose of this interim evaluation was to determine the goals of the program seen through the eyes of each participant and to measure the extent to which these participants felt that the goals were being achieved. There was wide diversity among those who participated in the Institute concerning Scope and Goals of the Program. Some felt that the primary pur­ pose to be attained was that of greater objective knowledge. Statements such as "Realization of social problems and available services" and "Preparing for counseling and interviewing youth from 16 to 22" might be placed in this category. Others, on the contrary, saw the program as one designed to bring about changes of attitude of the participants. "T|o be aware of self and others" and "To learn to understand youth and see the world from their eyes" --these are obviously statements of purpose, where the participant saw the primary goal of the program a fundamental change in the outlook of the participant rather then an increased amount of knowledge. Obviously, there was close to unanimity on the part of the participants regarding the extent to which the objecitves of the program were being achieved in their eyes. hand. All the answers were addressed concisely to the question at For example, some seemed to consider an appropriate answer in the (52) �terms of methodology, but the conclusion is valid and inescapable that at this point in the program the participants had a fairly clear perspective of objectives and a tentative conclusion that the objectives were being reached. In answering the question, How do these objectives compare with what you expected to gain from the Conference?--the participants were em- phatic in their indication that the program was offering as much as or more The response, "This Conference is more expan- than had been expected. sive than any previously attended, " or "Getting to the roots, " represents a response close to what the Institute had hoped for, and was also a response I which arose often in oral discussion. Those who participated in the program were asked to make tentative I I I I I I I J judgment concerning changes which they might recommend. Very few had anything concrete to offer on this score, although it was interesting that whereas one replied, "Three weeks seems too long, " another noted, Study such as this requires longer than a three-week-period. 11 In the area of organization and administration there was an obvious feeling amongst the group that field trips were cramped into too little time. Here again, while some commented unfavorably, "Rush, rush, rush, " others felt this very point favorable noting that "Scheduling is good because it moves at a rapid pace. II We can only conclude that the participants in an- swering the questions on training processes were in agreement concerning their high quality. When asked to rate the presentation of material by speakers as to .. its' being on too high: or too low ai.J.evel, the’, conclusion, was that the I iI I (53) �level of presentation was just about right. They found that the material being presented to them was correct and factual in an objective sense, al- though there was a healthy dissent with much of the orientation of the Chase Correctional Center. At the end of the eight-day program at the time of the first evaluation, participants felt obviously that in terms of objectives and procedures, the program was off to a good start. The tabulation and replies selected at random from the evaluation ques­ tionnaire follow to give an indication of the attitude of the participants. Scope and Goals of Program (1) What do you conceive now to be the objectives of this Conference? "To help people work with youth" ■ "To learn to understand youth and see the world from their eyes" "Broaden concepts of youth problems and techniques in solving" "To gain a perspective about all the problems that must be met in order to do the work to the best of my ability" "To be aware of self and others" "Preparation for counseling of youth in connection with YOC program" "To instruct us how to deal with youth'.' "How to recognize social errors and how to deal with them" "Knowledge of the 'whole youth' to prepare them for employability to become self-sustaining citizens. " "Preparing for interviewing and counseling youth from 16 to 22" "Sensitivity" "To have emphathy with clients we are going to work with. " "Communication and motivation'.' "Realization of social problems and available services" "To make us aware of the problems of youth and to utilize to the fullest extent all of our services in problem-solving" "Preparation for work with under-privileged youth" (54) �Scope and Goals of Program I I 1 I I I I f I I I I L I I I I I I I (2) In terms of your understanding of such objectives, do you feel that we are achieving them? No - 1 Yes - 32 " I think I can relate seemingly intangibles such as sensitivity to overall program. " " The program is geared toward making us aware of a special problem (the drop-out, the dis-advantaged youth) and showing us the failures and the successes. As we are a last resort for these youngsters, it is our duty to try every available means for reha­ bilitating them to the point of employability.. " "Methods in presentation of the various subjects are clear and un­ derstandable. " I! The course of study has pinpointed the most important subjects that we need to know. " Material covered pertains to the work at YOC. " The quality of the lecturers" If Through lectures and field trips, we are being presented material about youth and their problems. The program is sufficient" Becoming aware of the social problems and how to deal with them reasonably. " Definitely, due to the instructor knowing very well each subject assigned. " " By intensive lecturing" "We are being lectured on the level of being a social agency rather than an employment service. " (3) In terms of your objectives and beliefs do you think we are reaching them? No - 4 Yes - 29 "Learning and becoming aware of problems" "I feel that the training is valuable experience which will enable me to better understand how to help these youth. " "Excellent continuity and presentation" "Some phases of the program could be more specific, such as in motivation. Also, how various agencies have their roles in assis­ ting the YOC program. "The course of study has given me an insight into the various phases of the work that I will be doing at the youth center. " (55) �"All speakers and topics pertain to YOC work. " "You are giving actual illustrations of the under-privileged youth. " "By understanding better how agencies can help us and we can help them through discussions, etc. " "I have seen prisoners, young and old, children in all types of environment, and feel that each individual is worth trying to help not just a statistic. " "While we certainly need the background we're getting, I hope we will have more discussions such as those with Dr. Clarke. " "By visiting the different schools and seeing the manner that children are cared for, we can understand the importance of our job. " "We are being taught the theories of poverty and delinquency. Visiting institutions gave me a better insight into these causes and reasons why we should try to combat them. " "Too generalized" "I would like more specific knowledge of general methods used to solve some of youth's problems. " "Some phases of the program could be more specific, such as in motivation. " (4) How do these objectives compare with what you expected to gain from the Conference? "Favorably" "Very well" "This Conference is more expansive than any previously attended-getting to the roots" "Excellent" "Altogether different" "Knowledge and foresight to deal with youth" "Have received much more information and gained more knowledge than I expected for a short duration" "I expected’ more attention would be given to rules and procedures. " "I expected lectures in psychology and social science and if applied they should help in our job. " (5) If you feel our objectives should be changed in the light of your experience, what do you recommend as the changes that should be made? Give reasons. "The sensitivity program at first put all on the defensive --maybe this phase of the training should be in the middle or the end. " "Study such as this requires longer than a three-week period. " "There could be more training in the actual work operation of the office itself. " (56) �"I have found that most speakers do not know what group they are speaking to or what our objectives are. " "Three weeks seems too long" "I think the first three days of training should have been withheld until the last week of training, this would have given the 'S' group a period of time to become acquainted and consequently there would have been a friendlier atmosphere which is conducive to this type of training. " B. Organization, and Administration (1) Are the physical facilities adequate? No. - 4 Yes - 26 I I I I "They are adequate, but the lecture room is uncomfortable and the lavatory facilities in the dorm are too limited" "Men should be kept in dormitory for men and facilities for men. 1 "More bathrooms for women. " "Wall sockets for shaving--more showers" "No recreational facilities" "Parking closer to dorm. Better ventilated dorm facilities. " "Less smoke, more ventilation, less chill from air conditioning" "Better housing conditions. Choice of main course for meals. " (2) Should there be changes in scheduling which will improve the training? r lY e % - 3 No - 28 "Some of the programs entail a great deal of walking. Many of the people involved are older, not used to rushing and walking. " "Perhaps one day a week with no class in the morning, but one in the evening would break the schedule. " "Some thoughtito special study groups--reporting back to the main assembly group" "Scheduling is good because it moves at a rapid pace. " "More time should be given to field trips--should not have to rush, rush, rush. " "Well arranged. Everything running very smoothly." "Scheduling adequate. " (57) �1 B. Organization and Administration (3) What recommendations do you have for the improvement of the or­ ganization and administration of the Conference? "That more time be scheduled for field trips--that provision be made for some type of recreation over weekend. " "I feel that this group is too large to facilitate free discussion, but the organization is excellent. The program is extremely well planned and under competent direction. " "Could be compressed into less then three weeks" "Substitute more practical instruction in lieu of lecturing" "Excellent assistance from designated individuals of the College staff. " C. Training Processes (1) Do you find the material presented by speakers is at the right level; M t~o low a level; at too high a level? L Too low - 1 I I 8 i Just Right - 28 T oo high - 1 "All material is geared on a college level" On an average, many of the people involved had no prior education beyond secondary" "I fedl fhe communication is good, but in some cases the material is too general, and each lecturer is saying the same thing" "Some too low--only due to the wide range of previous experiences of the trainees" "Very well informed speakers" "Speaker goes in detail and answers all questions" "Some of us have not had previous college training" "Material needed for counselors quite different from that needed by interviewers. I'm not sure this is being met. " (2) Do you accept that which is being presented? Yes - 30 No - 1 | I ■ I "This is the thinking of educators and administrators of social work and reforms. " "I feel that the information is both valuable and valid. "All material is directly related to the job itself. " "The presentation has been primarily factual. " "I accept everything except the pre-war psychology existent at Chase Correctional Cehter (criminally deficient). " "I do not accept in full the view held by some of the administration of the institutions in the area. " (58) I �Training Processes (3) Do you feel that the Conference is preparing personnel for a position in the Youth Opportunity Program? No.- 2 Yes - 28 "It might be helpful to have some of the people involved in YOC programs already operating to share their techniques and experience." "Many of the personnel from this group are too old to adapt to a change to emphasis on youth. " "Very little training on actual operational procedure of centers. 11 "The problems are shown and discussion of remedial action is adequate. " "Clear, concise explanation--question and answer periods have made subjects clearer. Are you satisfied with the group designation of the Conference and the results being obtained? No - 2 Yes - 27 "All participants seem to be familiar with and have had further education (above high school). " "Some of the material is not being absorbed because of limited backgrounds and prejudice among members of the learning group." "The course has been adequately designed, the group receptive. " "By dividing the class in groups the students are more apt to join in the discussions. " What suggestions do you have for the Improvement of the Conference process ? I "The Employment Security interviewing and Counseling program might be given more attention. " "Shortening the time factor. Three days Sensitivity Training seemed too long. More compact arrangement of the program topics. Less field trips. " "At some point, I think there should be a division of group-counselors in one group and interviewers in another." "No suggestions--well satisfied" "The field trips help to bring into realistic focus the various prob­ lems faced by today's disadvantaged youth. " "I would enjoy seeing how specific problems are encountered and solved." (59) �"The Conference could have been completed in a two-week period, considering the caliber of the instructors and the intelligence. " "This should have been a six-week course. " "More moderator-panel type. " "I think more material for review should have been given out before the three week session. " "Smaller groups, younger people. " I I I I I (60) �1 1 XIII. FINAL SUMMARY EVALUATION ] The purposes of the final summary evaluation were (1) to provide I a comparison between the outlooks which prevailed at the end of the first week and those outlooks with which the participants left the training pro­ gram and (2) to determine with a maximum of validity the extent to which 1 I I the goals of the program had been met in the minds of the participants. .Only twenty-three trainees participated in the final evaluation; the remainder of the class had a conflict in that the final examination for those I | taking the program for credit was scheduled at the same time. A comparison of the two evaluations demonstrates that little change took place in the generally favorable evaluations between the first and ! third week. I IL There was some indication of increasing friction among the participants as the program moved toward its conclusion. These frictions demonstrated themselves in negative comments concerning housing, recrea- | i tional facilities, and requirements of evening attendance for those who sought I I I 8 ! college credit for the program. However, in the major areas the tentative evaluation conclusions maintained themselves in the final evaluations. In the final evaluations con­ cerning Scope and Goals of Program a much more unanimous consensus de­ veloped as the participants seemed to perceive more clearly what those who had organized the program were attempting to accomplish. 8 ! The participants saw more clearly the role that exposure to sensitivity training was intended (61) �1 1 1 1 1 1 I I I I I I 1 to accomplish and demonstrated a more clear concept of how their role inter-meshed with roles of other community and social agencies. One participant noted "I believe I was alerted to the many agencies and their services that can be utilized to fulfill our objectives. " Many felt that the heterogeneous composition of the group was a deterrent, apparently believing that wide extremes in professional and educational backgrounds made a common meeting group for training and discussion impossible. The statement, "I believe that the interviewers, counselors, and supervisors and managers should be trained separately, " is indicative of that judgement. In answering the question, Should there be changes in scheduling which will improve the training?, many of the responses failed to note the difference between taking a course for college credit and meeting the voca- tional needs of the trainees. There was no requirement, after all, that the course for academic credit be taken by'anybody. Therefore, the state- me nt, "I believe it was unfair of the Sociology Department to have scheduled evening classes and assign extra work for credit purposes, " fails to note the dichotomy, between the two phases of the program. I I I [ ! The Conference apparently exceeded the expectations of those in attendance as to content of materials presented. In a number of evaluations, members of the Wilkes College faculty were singled out for excellence of I 1 L presentation, Perhaps because of this excellence, some participants felt that elimination of representatives of agencies would have enhanced the over­ all program. I fl J (62) �1 The presence on the program of Dr. Eunice Clarke aroused favorable comment and led to one conclusion that perhaps more persons close to YOC work on the order of Dr. Clarke may have been in order. I 1 On the reasonable assumption that one hoped goal of the program 1 might be to stimulate enthusiasm for the job ahead, the responses to the question referring to this matter were most favorable. 1 1 I a II I I I noted, "It has aroused a feeling of great interest in me as a counselor. I feel challenged which I haven't felt for a long time. " One note of realism injected into the program was introduced by employer representatives who made it clear that business firms had reser- vations and misgivings concerning the program of youth opportunity work. These reservations and misgivings aroused a certain amount of consternation in the minds of participants who ought to have realized that the road ahead is not an easy one. The tabulation and replies sleeted at random from the evaluation questionnaire A. I I I ti follow to give an indication of the attitude of the participants. Scope and Goals of Program (1) I One participant What do you conceive the objectives of this Conference were? "To teach and prepare YOC personnel to adequately service youth and to become gainfully employed and self-sustaining citizens" "Self diagnosis; and application of training to new jobs to be performed" "To understand the backgrounds of disadvantaged youth; to sensitize new personnel to needs and desires of youth of today; to make us completely aware of employment situation in indus­ tries which employ youth" "To understand social behavior and problems" (63) �1 ] A. Scope and Goals of Program (2) ! "There should be a follow-up with enrollees as to developments as a result of this training" "The Institute in my opinion, was successful in training employ­ ment service people in the fields of social work, which is definitely necessary in YOC work" "I believe I was alerted to the many agencies and their services that can be utilized to fulfill our objectives" "Gained deeper insight into problems included in the poverty situation" I 1 I I (3) 1 I (4) I I I I ■ How do these objectives compare with what you expected to gain from this Conference? "Some subjects were above the median scope and some below, due to the wide range of education of participants" "I expected a somewhat different type of program from discussion with persons attending other conferences" I I I No - 2 "It was a refresher conference-course reemphasizing past learning in modern technology" "There was a need for individual and group expressions--possibly more work shop or work sessions" 1 L In terms of your objectives and beliefs do you think the Conference reached them? Yes - 21 I I In terms of understanding objectives do you feel that the Conference achieved them? (5) If you feel the objectives of the Conference should be changed in the light of your experience, what do you recommend aS the changes that should be made? "I feel that the Sensitivity Training could have been shorter. . " "Sensitivity program should be at the end of program" "I feel that interviewers, counselors, and supervisors and managers should be trained separately" "Not to have Institute conferences and credit courses run simul­ taneously or concurrently" "I feel the training could have been given adequate coverage in two weeks" ('64): �Organization and Administration (1) Were the physical facilities adequate? Yes 13 Suggestions for improvements. No - 9 "Individual rooms for enrollees" (2) Should there be changes in scheduling which will improve the training? Reasons. Yes - 12 No - 9 "Continuity of information not in sequence" "Field trips should allow more time in big institutions" "I feel the course in Sensitivity should have been given in the middle of the sessions" "Courses ran too long" "No night classes" "It is difficult to remain attentive during evening sessions" "I believe it was unfair of the Sociology Department to have scheduled evening classes and assign extra work for credit purposes" "Sensitivity at the end of sessions" "Feel that the sensitivity protion should be nearer the end of the planned Institute. " "Give a longer alloted period of time on field trips" "Evening classes can be eliminated" What recommendations do you have for the improvement of the or­ ganization and administration of the Conference? "Some agencies could have presented more forceful speakers" "The Conference was well-organized" Training Processes (1) Do you find the material presented by speakers was at the right level; at too low a level; at too high a level? Too low - 3 Just Right - 1 5 Too High - 3 "Most of the information was at a very high level" "College staff was terrific, very good as to material and pre­ sentation. Sensitivity training most unique and enlightening experience" '(65) �"Students ranged from high school to college" "College professors presentations were precise and direct" "Subject matter could have been expanded" "This was due to the various educational levels of those in attendance and no fault of the school planners" In terms of the content of the Conference lecturers how would you rate your assimilation in so far as your future application of the subject matter is concerned? Please expaih.' Above average - 9 Average - 14 Below Average - 0 "More group participation" "Although the speakers were good, they were talking more about theory and less about actual work experience." "More direction could have been given to the methods used in solving problems other then methods that have already been unsuccessful in other agencies. " "Very interesting and informational community working rela­ tionships" "I believe I will be able to be aware of just about all that other agencies have to offer and be able to use it. " "This Institute has brought many answers to my questions con­ cerning helping youth to help themselves. " How has the Conference prepared you to perform in the Youth Opportunity Program? "It has prepared me to have greater patience and intensified my knowledge in handling youth. " "Much more informed of community organizations with which we will work" More awareness of an individual and his needs" Better understanding as to how I can do my part as a counselor in preparing youth" "Given a better idea of factors that may be contributing to applic ant s' outlook s'' To the degrees of evaluating the Wilkes-Barre area" Are you satisfied with your experience in your particular sub-group and with the results obtained? Please explain. Yes - 19 No - 4 (66) �We needed more sub-group work" "I think Berrien permitted session to continue undirected too long" "Sensitivity training most advantageous" "It made me become more aware of people" "I failed to grasp the true purpose of the session" "Everyong found it hard to talk about themselves to fellow workers and strangers. We had been used to following dir ectcorders and rules and regulations. " "The sensitivity program should be scheduled later" Are you satisfied with the work of your particular committee? Please explain. Yes - 17 No - 6 "Offered new avenues of approach to many problems existant today" "There has been much talk since these sessions about onels in­ creased sensitivity" "We were able to function generally as one unit" Has the Conference met your expectations as to content of lectures presented? Please explain. Y’es - 20 - I No - 3 "Except in some cases it was repetitious of material" "I think we might have benefited from another lecture from someone close to YOC such as Dr. Clarke" II The subject of employers accepting these employable youths should be stressed" "Some excellent presentations--especially members of Wilkes College" "The professorial staff was unusually good. Many of the ex­ perts from agencies were not teachers or necessarily good lecturers." "Good overall coverage of pertinent material" "Caliber and presentations of Wilkes College professors excellent" "Elimination of agency representatives" Do you feel that the Conference was instrumental in clarifying your own feeling to yourself regarding the needs and the nature of the problems of the disadvantaged youth? Yes - 20 No - 2 (67.)) �I I I 1 I I I I I I I I I I I I "The lectures and field visits brought this sharply into focus" "Did gain information, but just elaborations of already realized problems" (8) Do you feel the Conference was instrumental in clarifying yout understanding regarding CAUSE trainees? Yes - 8 No - 15 "Little said about CAUSE" "No mention of CAUSE" "Nothing was said about CAUSE" "No mentioning at anytime about CAUSE program and its real purpose" "There was no discussion of the CAUSE program" Do you feel the Conference was instrumental in clarifying your own feelings regarding the job ahead? Yes - 21 No - 1 "I feel very enthusiastic regarding the future of this program" "It has aroused a feeling of great interest in me as a counselor. I feel challenged which I haven't felt for a long time" (10) What suggestions do you have for the improvement of the Con­ ference process? "More emphasis on counseling technique" "I believe the Conference participants should be of the same educational and employment status as then Ml materials could be given at the same level" "More directive toward the academic properties and theory, and practical solutions" "Do not allow Department heads of colleges to impose unreal­ istic class<schedules for night class" "Go into greater detail relative to industrial development in areas where YOC offices will be located, in order to reveal possible new industry, plant expansion, and plant location" "Shorter periods--local aspects could have been eliminated" "I feel that we did not get through to the employer representa­ tives of various industries. I think we need to educate the employer and clarify his outlook on our program" (68) �XIV. STAFF SUMMARY There is no doubt from the interest manifested by the participants that the three-week program attained the objectives. Favorable responses from the participants and the speakers on the general design of the program, the increased awareness of I I poverty in our society, and the initial improvement toward communication among all people committed to the welfare of disadvantaged youth, indicate that a new spirit of urgency will emerge from the program. By and large the staff feels that the participants were well motivated. It is the judgement of the staff that a clearer division should have been made between those trainees who took- the program for academic credit and those who did not. Such an identification would have permitted pre-institute orientation and pre- paration for this group. The designation of trainees could have been made on a more selective basis. In spite of the lack of interest on the part of some at the start of the program, most trainees showed every evidence of being innovative and creative by the close of the program. Many trainees, however, did express the feeling that the effectiveness of their learning will be stifled by the administrators. The success of the programs of the Youth Opportunity Centers will in large measure rest on startingly new approaches to old problems and imaginative ideas in I I dealing with disadvantaged youth, and not on statistical measures of productivity or standardized policy determinations. I (69) �XV. I I PARTICIPANTS Mrs. Phoebe Altizer 705 Benview Drive Charleston, West Virginia Anna M. Jennings 7200 Monticello Street Pittsburgh, Pennsylvania Libdrio S. Baccanari 165 1/2 Elizabeth Street Pittston, Pennsylvania Cecille M. Johnson 141 West 15th Avenue Homestead, Pennsylvania Margot F. Becker 230 Dan Drive Pittsburg 16, Pennsylvania Hope Johnson 736 Mencher Blvd. Johnstown, Pennsylvania Margaret Bokan 1424 Hillsdale Avenue Pittsburgh 16, Pennsylvania Robert M. Jordan 120 B Sycamore Drive Pittsburgh, Pennsylvania Mrs. Edna Boyles 2512 Highland Avenue Parkersburg, West Virginia Ruth Kline 210 East Horner Street Ebensburg, Pennsylvania Frank Christy 1406 Alabama Avenue Pittsburgh, Pennsylvania Cora Kopp R. D. ’#2 Edna L. Davis 4 Park Avenue Wilkes-Barre, Pennsylvania Marian Kovall 409 Belmont Street Johnstown, Pennsylvania Michael R. Dudas 266 46th Street Pittsburgh, Pennsylvania John V. McNealis 110 West Grand Street Nanticoke, Pennsylvania John Dunn 1519 Church Street Scranton, Pennsylvania Elizabeth G. MacKnight 575 South Franklin Street Wilkes-Barre, Pennsylvania Mrs. Virginia Faulkner 120 North Delaware Avenue Martinsburg, West Virginia May Maurath 4201 Willow Avenue Pittsburgh 34, Pennsylvania Joseph Geffert 174 Poplar Street Wilkes-Barre, Pennsylvania Elizabeth Meighan 131 Barney Street Wilkes-Barre, Pennsylvania Hols oppie, Pennsylvania (70) �1 Edmund J. O'Neill 7 2 Academy Street Wilkes-Barre, Pennsylvania George Pegg 515 Napoleon Street Johnstown, Pennsylvania I I Eileen D. Raden 5720 Forbes Street Pittsburgh, Pennsylvania Leo G. Rooney 172 Washington Avenue West Wyoming, Pennsylvania Mary J. Rozman 2316 Wells Drive Bethel Park, Pennsylvania Alex J. Rynkiewicz 327 Dana Street Wilkes-Barre, Pennsylvania Herbert C. Salac 3891 Ash Drive Allison Park, Pennsylvania Richard Stutzman 6117 Howe Street Pittsburgh, Pennsylvania John Truscello 126 Hudson Street Johnstown, Pennsylvania Stanley A. Zamerowski 9 Drummond Street Pittston, Pennsylvania I V (71) �XVI. READING MATERIAL LEADERSHIP RESOURCES, INC. The Helping Relationship and Feedback The Helping Relationship, David Jenkins The Leader Looks at the Consultative Process, Richard Beckhard The Leader Looks at Communication, Leslie E. This The Leader Looks at the Process of Change, Thomas R. Bennet II The Leader Looks at Individual Motivation, Paul C. Buchanan The Leader Looks at Group Effectiveness, Gordon L. Lippit and Edith Seashore I I Three Day Program of Sensitivity Training and Skill Practice How We Plan to Learn at This Conference Conditions for Learning The Johari Window Small Group Behavior I What to Observe in a Group Motivating People in Groups The Characteristics of a Helping Relationship (72) �VII. I I READING LIST 1. Erikson, Erik H. , The Challenge of Youth 2. Friedenberg, Edgar Z. , The Vanishing Adolescent 3. Goodman, Paul, Growing Up Absurd 4. Harrington, Michael, 5. Miller, Herman P. , Rich Man, Poor Man, Signet Book 6. Salsbury, Harrison E. , The Shook-up Generation 7. "The Nation, " June 7, 1965 Our Enemy at Home--Poverty 8. Text for Credit Earners 9. Fact Sheet on Trends in the Educational Attainment of Women, U. S. Department of Labor The Other America 10. Fact Sheet on Changing Pattern of Women's Lives, U.S. Department of Labor 11. Excerpts on Counseling and Guidance from the Report of the President's Commission on the Status of Women, U. S. Department of Labor 12. Background Facts on Women Workers in the United States, U. S. Depart­ ment of Labor 13. Women in Poverty, U. S. Department of Labor 14. Who are the Disadvantaged Girls 16-21 Years Old? of Labor 15. Establishment of Youth Opportunity Centers, U. S. Employment Service 16. Operational Guidelines--Youth Opportunity Centers, U. S. Employment Service 17. Facing the Facts About Women's Lives Today, U. S. Department of Labor 18. Trends in Educational Attainment of Women, U. S. Department of Labor 19. Careers for Women in Retailing, U. S. Department of Labor 20. Careers for Women as Technicians, U. S. Department of Labor P3) U. S. Department �I I I I 21. Women Telephone Workers, U. S. Department of Labor 22. Clerical Occupations for Women, 23. Federal Benefits for Veterans and Dependents, Veterans Administration Information Service 24. Information for Applicants for Special Educational Assistance, Veterans Administration Information Service 25. Educational Assistance for Sons and Daughters of Deceased or Disabled Fathers, Veterans Administration Information Service. 26. Negro Women Workers - I960, U. S. Department of Labor 27. Guidelines for Youth Opportunity Centers, U. S. Department of Labor 28. Colle?-~- Graduates - Join the Venture in Human Rescue, U. S. Department of Labor 29. Manpower Report of the President and A Report on Manpower Require ments, Resources, Utilization, and Training, U. S. Department of Labor 30. The Long-Range Demand for Scientific and Technical Personnel, National Science Foundation U. S. Department of Labor FILMS The School Dropout The Superfluous People I I I 78516 (74) I �XVIII. PROGRAM PROPOSAL for the support of "THE EMPLOYMENT SECURITY INSTITUTE ON MANAGEMENT AND OPERATION OF YOUTH OPPORTUNITY PROGRAM" Submitted by: Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Submitted to: Myer Freyman, Chief Branch of State Training and Executive Development Bureau of Employment Security U. S. Department of Labor Washington, D. C. Amount Requested: $14,105.00 Starting Date: July 11, 1965 Terminal Date: July 30, 1965 (7 5') �r I I I f 1i 4 n J I I ill, I II 1 ’ ! J 3 I -1 I ? - I 1 1H r ti J. ■ I I II ^raan jyjnoj s^/ifl I 111 STS TO00T ■ I I k—■ ■SUH' �fl ■' " 1 0 fl ] 0 ! ] ) ' i � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Report on Institute for Youth Opportunity Program, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/6de7123d7936bd8ff61f96720c9b8c31.pdf 0dd21fe5c7f12082c37d68b5b6597816 PDF Text Text v\'i O• MAR 7 1966 i LIBRARY r, PROCEEDINGS FIFTH ANNUAL COMMUNITY i GROWTH CONFERENCE I] j jj I i 'CHIVES ifi» •1 T 1 -JS333 !J S333 IL8W682 !ETH 11965 INSTITUTE OF MUNICIPAL GOVERNMENT 11 I I i WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �i I t L I I 5 ih PROCEEDINGS FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE L I L 11 Li I b SEPTEMBER 29, 19&5 WILKES-BARRE, PENNSYLVANIA L t j b I i !- D Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania �I AKCHIV ES I I 5+k, I9<£>5 FOREWORD I One of the basic problems facing the federal, state, and local governments is what can be done with the old, medium-sized munici­ pality. Since there was a lack of comprehensive planning in the past, many of our cities were like "Topsy and just growed. " They consis­ tently present a challenge topeople who are involved with trying to build better cities. This problem is particularly pertinentto urbanized areas along the Eastern seaboard, and especially Pennsylvania. I I I The Fifth Annual Community Growth Conference will be centered about this theme--"The Rehabilitation of the Medium-Sized Urbanized Area. " I Aswith all standard metropolitan statistical areas, Wilkes-Barre is but the core city surrounded by a number of smaller municipalities. But the problems of the core city are also the problems of the entire area. 1 1 In the preceeding Community Growth Conferences we have ex­ amined some of the problems facing the area. This Fifth Community Growth Conference will also suggest some of the solutions to the basic problems of our area. We must consider, for example, the physical aspects of conserving the central business district as we.must also con­ sider the problems of housing and industrial development within the core city. Not to be neglected is the aspect of physical beauty and the natural amenities of a particular region or area, and we must certainly con­ sider the overall comprehensive plan, not only of the region, 'but also of the entire Commonwealth. 1 1 J (O 1 f 1 The sponsors of the Community Growth Conference hope that the visiting experts will provide us with the type of guidance necessary to rehabilitate an old, medium-sized urbanized area. The sponsors feel strongly that this Conference will be but part of the continued attempt to isolate, recognize, and correct the problems of Luzerne County and Northeastern Pennsylvania. Hugo V. Mailey, Director Institute of Municipal Government 76895 ii �I I TABLE OF CONTENTS 1 I I F oreword . ii Program , iv I ! Sponsors I i Welcome Remarks by Ernest Waskell 1 Welcome Remarks by Walter Mohr 2 Introductory Remarks by Ralph Frost 3 "Physical Aspects of Commercial Conservation" by Louis Sauer 3 Introductory Remarks by Horace W. Kramer 4 "Nonprofit Sponsorship of Housing - Pitfalls and Potentials" by Joseph B. McGrath 5 I I I tl I I I 1 ii ii "Industrial Development Through Urban Renewal" by Edwin Palumbo 15 Introductory Remarks by J. Archbald Brooks 21 I "Image of the Valley - The Towns, The Rivers, The Ridges" by Paul Bruce Dowling 22 Introductory Remarks by Clement W. Perkins 32 "Rehabilitation of the Old, Medium-Sized, Urbanized Area" by Jesse Nalle 33 Roster of Attendance ■ iii �FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE September 29, 1965 I PROGRAM I 1 I 11:30 A. M. Registration Mezzanine, Hotel Sterling Chairman: Mrs. Ethel A. Price, Director Department of Public SafetyCity of Wilkes-Barre 12:00 Noon Luncheon Crystal Ballroom Chairman: Ralph Frost, President, Northeast Chapter American Institute of Architects Ernest Waskell, Director of Finance City of Wilkes-Barre Walter Mohr,. Director of Development Wilkes College Physical A spects of Commercial Conservation Louis Sauer, AIA, Consultant Philadelphia, Pennsylvania Welcome: I Remarks: Topic: a a I Speaker: 2:00 P. M. Panel Session Stark Hall 116 Chairman: Topic: 1 Speaker: I Topic: a I Speaker: a INTERLUDE I Chairman: 1 Topic: Speaker: J I I LI I I J. Archbald Brooks, Senior Vice President Greater Wilkes-Barre Chamber of Commerce The New Conservation of National Beauty Paul Bruce Dowling, Executive Director America The Beautiful Fund, New York 5:30 P. M. Cocktails Adams Room, Hotel Sterling 6: 30 P. M. Dinner Chairman: Topic: Speaker: LI Horace. W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Non-Profit Sponsorship of Housing Pitfalls and Potentials Joseph B. McGrath, Director Local Development Services ACTION, Inc. , New York Industrial Development Through Urban Renewal Edwin Palumbo, Chief Industrial Repr. Providence Redevelopment Agency Providence, Rhode Island iv Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Rehabilitation of the Old, MediumSized, Urbanized Area Jesse Nalle, Assistant Director Pennsylvania State Planning Board �SPONSORS American Institute of Architects - Northeast Chapter Economic Development Council of Northeastern Pennsylvania Greater Wilkes-Barre Chamber of Commerce Greater Wilkes-Barre Junior Chamber of Commerce Greater Wilkes-Barre Real Estate Board Home Builders Association of Northeast Pennsylvania Institute of Municipal Government League of Women Voters Luzerne County Boroughs Association Luzerne County Federation of Women's Clubs Luzerne County Planning Commission Pennsylvania Economy League - Central Division West Side Regional Planning Commission Wilkes-Barre City Planning Commission Wilkes-Barre Redevelopment Authority Wilkes-Barre Wyoming Valley Merchants Association v �c I F I WELCOME REMARKS by i: I i Ernest B. Waskell, Director Department of Accounting and Finance City of Wilkes-Barre Because of a conflicting engagement which has called him out of town, our Mayor cannot be with us today. As Assistant Mayor I was asked to fill in for him. 8 E On behalf of the City of Wilkes-Barre I sincerely welcome all of you to the Fifth Annual Community Growth Conference. As many of you know, this is a type of Conference that has been of great assistance to us in the City Administration in that it has alerted many of the commu­ nity leaders to the type of effort that has been expended by members of the Wilkes-Barre City Planning Commission and the Redevelopment Authority of the City of Wilkes-Barre. The theme of this Conference is very important to all of us. I sincerely hope that the ideas presented this afternoon and evening will be applied to our communities in this area. Once again, may I say that it is a pleasure to have this type of meeting in the City of Wilkes-Barre. I I 1 1 - u �WELCOME REMARKS by Walter Mohr, Director Development Office Wilkes College a ta Due to the absence of the President of Wilkes College, Dr. Far­ ley, because of illness, may I extend to you his greetings on behalf of the Institute of Municipal Government of Wilkes College. The College, as you know, is proud to act as one of the sponsors of the Conference because of our responsibility to the community. Although the students of the College are attracted from many parts of the State and of the na­ tion, they do reside within the confines of the City of Wilkes-Barre. We feel that the topic of this Conference will be extremely bene­ ficial to our urbanized area. Therefore, we at the College are quite proud of having this opportunity of meeting with the varying specialists who may offer to us some solutions for our more pressing problems. e; R c - 2 - ��IL PHYSICAL ASPECTS OF COMMERCIAL CONSERVATION by Louis Sauer, AIA, Consultant Philadelphia, Pennsylvania L B L (I r u There are no formal remarks listed for Mr. Sauer. His re­ marks were centered mainly about a series of slides which demonstrated the varying types of planning that were used in ancient, medieval, and modern cities. However, in regards to physical aspects of commercial conser­ vation he did emphasize the following: in good municipal planning no area of a city may be isolated from any other section; if downtown shop­ ping centers are becoming isolated, the businessmen should become aroused and find out why business is moving away. Once this is determined, the community should determine its goals, evaluate these goals and strive to bring them into reality. Not only cities but the commercial areas are becoming isolated as business , moves to the outskirts of cities to shopping centers. Eventually with a lack of planning in years to come shopping centers may become the core area of cities which have developed around them. �I L 1 INTRODUCTORY REMARKS by B B Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority As part of its continuing program, the Redevelopment Authority of the City of Wilkes-Barre has long concerned itself with the problem of housing not only because of relocation but also because of conserva­ tion and rehabilitation. L E L o In order to secure adequate housing for the people involved in relocation, many plans have beenproposed toalleviate the housing short­ age. One of the programs is that of nonprofit sponsorship of new hous­ ing units. On the basis of his nation-wide experience and evaluation of the programs of nonprofit housing, our speaker today representing ACTION, Inc. should be able to pinpoint the pitfalls and potentials of this type of housing. L It would seem, therefore, that the members of our audience should consider his remarks as to how they will be of great benefit tous. This is vital to the success of the programs within the City of WilkesBarre. L Our second speaker has had extensive experience in the one aspect of urban renewal that has quite often been overlooked and that is indus­ trial development within or on the periphery of the central business dis­ trict. He will discuss with us how effective urban renewal may be in industrial development. L b I th L I II - 4 - �i L 6 NONPROFIT SPONSORSHIP OF HOUSING PITFALLS AND POTENTIALS by Joseph B. McGrath, Director Local Development Services Division The ACTION Council for Better Cities Is Just a year ago, in a demonstration of perceptive insight into the problemsand needs of the United States, the Trustees of the FordFoundation announced a major grant of funds to be used over a period of three years to provide technical advice to nonprofit groups interested in spon­ soring housing. L L !1 L. L L The grant was given in response to a proposal advanced by the or­ ganization which I represent, the ACTION Council for Better Cities, which is itself a nationwide nonprofit, privately supported citizens or­ ganization interested primarily in improving the urban environment in which the vast majority of us now choose to live. My purpose is to tell you some of the details of this program and, as time permits, to discuss generally with you this very timely matter of nonprofit sponsored housing--its pitfalls, about which you should be cautioned, and its potentials, which I think offer a truly great opportunity to all groups: to the housing and mortgage finance industry; to govern­ mental all its levels; to civic, union, and especially to religious leader­ ship. Most of all, I think, nonprofit sponsored housing holds great po­ tential for families everywhere, regardless of race and color, who have almost despaired of ever finding really decent housing within their reach, free of regimentation, without stigma, and holding promise of increas­ ing environmental stability. It is the realistic prospect of turning this latter potential into evident accomplishment which I believe fully war­ rants your attention today and your best efforts in the time ahead. n F IL n 1 Now let me return to the subject of nonprofit sponsor edhousing, in which I understand a good many of you have an immediate and pres­ sing interest. At the outset, may I note that nonprofit groups have always been concerned in some degree with housing, usually in a charitable or phil­ anthropic framework and traditionally with a welfare, settlement house, religious or semi-religious origin. Occasionally, as in the 1920's and before, some of the foundations entered directly into the stream of hous­ ing production. - 5 - �One example is a Phipps Houses project on the East Side of New York. It is worth reflecting on this just a moment for we are still cal­ ling upon the same sources, the same motivation to originate projects we now expect to flow from housing legislation in the 1960's. In the generation between, however, the emphasis was upon gov­ ernment; upon local government to house low-income families through the ingenious credit device of the Federal, and in some cases state-aided, public housing program; uponnational government to house other income families through a variety of equally ingenious credit devices designed to surmount the widespread barriers of mortgage lending fears and to en­ courage a free and secure flow of investment funds for housing across lines of all our then 48 states. With only rare exceptions during those two decades, the dividing line was kept clearly marked: a project was sponsored, owned and managed by a government entity; or it was built, financed and owned by a private interest not subject, except incidentally, to governmental regulation or management. Yet the pressures of special housing markets and, more impor­ tantly, the unmet needs of particular population segments in the country caused housing specialists to experiment further, to urge eachnew Con­ gress and every new Administration to search intensively for even more useful, more specific, more meaningful credit devices and housing pro­ grams. A housing shortage inabsolute terms was overcome during those post-war years true enough. But the luxury of this success with its con­ comitant rise in land, labor, and materials prices drove far apart the wedged gapbetween the income levels of those eligible for public housing and the income levels necessary to purchase much of the newly pro­ duced private housing. Moreover, as we now can see so clearly, both public and private housing reflected a conscious pattern of racial segre­ gation and, to compound the evil, in most areas very little if any of the new housing construction during those years was permitted to be built for Negro occupancy. Very likely you might date the technical entrance of nonprofit housing into this picture with passage of the Housing Act of 1950. It was then that Congress fir st enactedthe college housing program, with direct low-interest rate loans for dormitories. At the same time, after several years of consideration, Congress created the first mortgage insurance program for housing cooperatives, under Section 213 of the National Housing Act. In the fifteen years since then there has been a slow but steadily accelerating resort at the Federal level to the nonprofit credit device. - 6 - �A major addition was made in 1954 with creation of a new pro­ gram of mortgage insurance for the exclusive use of nonprofit sponsors of housing for moderate to lower-income families and those displaced by governmental action. This was the newly created Section 221 program. Twoaspects of this and other similar enactments should be stressed. First, the benefit of the program comes in a liberalization of the terms of the mortgage which can be insured. For example: a lower in­ terest rate, a longer maturity, and a higher loan amount than otherwise available. All of these are reflected in lower rents. Secondly, the government can provide these mortgage funds di­ rectly, either as a loan or through a purchase of the mortgage. Thus the heavier costs of private financing, if available at all, can be elim­ inated. And in some situations, of course, as during periods of the 1950's, there simply is no such financing available from private sources. In 1956 Congress again moved in the direction of nonprofit hous­ ing by creating a special and more liberal mortgage insurance program for elderly housing. This is the FHA Section 231 program. It was quickly followed in 1959 with a low-interest, direct loan program for the same purpose. These direct-loan projects are also designated by a le­ gislative section number, and are called Section 202 projects. (This is really almost as bad as the "new math" they' re teaching children in school. I won't be at all surprised, at some upcoming Con­ gressional hearing, to hear one of these new and younger members of Congress discuss the "programming" of housing in "sets" of section numbers, All my kids will understand, but that's when Dad just plain quit s.) Notice, please, that the Congressional interest was still di­ rected towards specialized markets, and that legislative solutions de­ veloped as specialized, single purpose programs. In 1961, however, a broad attack was made on an experimental basis, later made perman­ ent by enactments in 1963 and 1964. Congress rejected the pleas for a large scale, direct-loan "middle-income housing" program, long ad­ vocated by Senators Lehman, Clark and Javits, but adopted in its place a wholesale liberalization and expansion of the FHA's limited, moderate income program under Section 221. Among other changes a new subsection (d) (3) was added, speci­ fically for nonprofit, limited dividend, cooperative and public entity mortgagors. Under it, FHA could insure a mortgage for 100% of re­ placement cost; it could be insured without an insurance premium; and the mortgage could be funded, at a very low, below-market inter est rate, - 7 �through the Federal National Mortgage Association. (All things consid­ ered, a remarkable new creature in the FHA zoo. ) The 1961 Act was further refined and expanded, as you know, in 1963 andagain in 1964, and most especially last August in the 1965 Act. Housing for the handicapped, elderly housing, experimental projects, and now rent supplements are available. At any rate, a total of $150 million has been authorized--and please don't waste time worrying about the recent refusal of the appropriations committee to supply funds for rent supplements this fall; they will in due course, perhaps by next May, and the program will very likely have a better start as a result of this delay. All of these new programs dependheavily upon the nonprofit group as a financing vehicle, and they have grown to become a major part of our national housing policy. For example, in addition to the rent supple­ ments already mentioned, Congress this year authorized $150 million more for direct (Sec. 202) loans for elderly housing; $1. 2 billion more for college housing loans; and over $1. 6 billion more for FNMA special assistance funds, which largely support the specialized nonprofit hous­ ing projects. Moreover, I might note, suitable nonprofit organizations may become recipients of public facility loans for water and sewage facilities; they may become sponsors of low income housing demonstration pro­ grams, for which Congress this year authorized an additional $5 mil­ lion; and they may even undertake specific projects for community or neighborhood facilities, for which $200 million in grants was authorized. I 1 L What is the current status of nonprofit housing? Not good, but not bad either. I would say a great deal more was expected to date, and surely a great deal more is expected in the months ahead. Let's look at just one of the programs. Nationally, a total of 111 mortgages under Sec. 221 have been insured by the Federal Housing Administration on projects sponsored by nonprofit groups since the inception of the Sec. 221 program eleven year s ago. These cover 19, 911 housing units. Of this total, 37 projects were built under the Sec. 221 market interest rate program prior to 1961, and 74 have been insured sincethe 1961Act under the Sec. 221 (d) (3)belowmarket-rate program. Commitments to nonprofit groups are now outstanding from FHA on 25 more projects under Sec. 221 (d) (3) covering 2, 940 units--all at the below-market rate. Also, as of the latest August figures, FHA had - 8 - �] L L i I ;I L r L ft received applications from other nonprofit groups on 45 more projects covering 6,407 units. Two of these are at the market rate; the rest are below-market-rate projects. There is a saying which a good friend of mine in the building and mortgage finance business is fond of epeating when he is asked what makes a successful housing project. "There are three rules, " he says, "and they are location, location, and location. " I tried this recently on one of the top Government officials in the housing field who is vitally concerned with the nonprofit programs. He laughed, just a little, nodded agreement at the common sense of the point being made, but quickly added this: "Frankly, "he said, "I'd changethat, based on our current experience, to say that the three rules of success for nonprofit sponsors are management, management, and management. Well of course both are right. Location of the project willaffect its initial acceptance on the market and the entire course of its future. A poor location or badly chosen site can alter the application and valid­ ity of the best market analysis. Too often sponsors of projects forget that this really is a free country, that generally you cannot force anyone, even the very poorest of men, to live in a place he simply does not want to live in. Thus even the best and most attractive of projects can be seriously impaired if the rule of "location" is not givena most important place in a nonprofit spon­ sor's order of priority. I Other matters too are important. For example, motivation. What is the real reason why the nonprofit group wants to build housing? How strongly is the group prepared to back up its sponsor ship--with money, with management attention, with a long lasting concern for the project and welfare of its occupants? If the project is sponsored by a church group does the congregation support the pastor, or would it if the need arose? Is there any trace, any taint of self-serving interest in­ volved, either for the group or for its leaders? Eft These are serious questions because at some point during the project's construction, or during its continued life, the strength and nature of the group's motivation could well be tested by unforeseen and adverse circumstances. So it is just as well at the outset for a nonpro­ fit sponsor to ask itself these questions and, if possible, to straighten out in the beginning any difficulties there may be in these respects. XJ And at the outset also, let me emphasize, there should be an earnest effort to find, enlist and rely upon the best available expert help - 9 - i �L L E 0 y i; I i as part of the organizing group for the project. By this I mean you should invite and solicit the active support and participation of a builder, a banker, an architect, a lawyer with real estate skills, a government official who is experienced in housing project construction, or at the very least, one or more first rate businessmen. The nonprofit organi­ zation needs this kind of help as part of its internal structure. It's a rugged job to finance and build housing. I used to know a builder who would say, "Anyone can build houses, but it takes skill, hard work and a lot of luck to build housing and make money at it. " You can translate this easily into the nonprofit housing field. In one sense, any­ one can plan a project, and somehow you can get the housing built. In­ deed, this is precisely the danger point: the fact that under the federal programs today anunknowedgeable nonprofit group not only can, butprobably will get the housing built, in one fashion or another. But it's a tough job to do all this and still achieve your esthetic design and neigh­ borhood objectives. That's why - you nonprofit groups, you really need help. Financing of housing is as intricate a business as federal taxation. Moreover, each new program develops its own colloquialisms, its private little world of processing details--and pity the poor layman who ventures in. Why, he can't even speak the language. 1 Surely here, you would say, the nonprofit sponsor needs skilled assistance most of all, and yet watch out for trouble here more than at any other point. For the very fact that a nonprofit sponsor cannot pos­ sibly comprehend fully the intricacies of finance and processing, makes it even the more vulnerable to acceptance of advice which may or may not be in its best interest. How to judge? Not easy, I would say, ex­ cept that an advisor clearly in the employ of or retained by the mon­ profit group can't possibly have a conflict of interest (even when his ad­ vice is bad). And of course we at ACTION can help you. One further point on financing. You cannot expect to build hous­ ing and be a pauper at the same time. Don't be misled by the claim of "100% financing. " There must be a source of some funds from some­ place or somebody. Initial agency and legal fees, organizational ex­ penses, engineering and architectural drawings, and other early costs usually be met with a supply of cash. It is by no means an insurmount­ able problem, but this, too, is a matter you should look into at the start and solve early in your planning. Also, don't wait until you are in the middle of a project, when things are in somewhat of a mess, and then discover you must raise funds from your union membership or your congregation, or you must fT! 10 - L �L I B locate an amenable leader. Here, I should note, the availability of a private community development fund for housing is perhaps the ideal solution as a source of financial aid for nonprofit groups. But in any event, think ahead and protect your own interests by advance planning on money matters. Marketing and sales can become crucial to a nonprofit sponsor. It cannot safely be ignored, no matter how overwhelming a market may seem to exist. And a sponsor must plan its campaign to sell the project to its prospective occupants and start well before the project is ready for occupancy--even before this if possible. This, I might note, is es­ pecially important for elderly housing projects. Nonprofit sponsors, therefore, need all the help they can get: all they can get from government agencies and officials, all they can corral onto their corporate board of directors and their projects' advisory com­ mittees, all they can beg, borrow or steal from reputable and public spirited professional and civic leaders. They need our ACTION assis­ tance program multiplied a hundred fold for the many regions and me­ tropolitan areas of the country. A source of technical assistance is, I believe, a vital element to their success. i i I fF = Finally, let me stress again the significance of competent, per­ severing, well financed and alert management; management that knows what the objective of the project is; management that has a program de­ signed to carry out the social and community related aspects of the pro­ ject. Already, in a field research program we are conducting, we have discovered projects that were filled to capacity on completion, only to develop turnover and vacancy problems later on because of unsympa­ thetic or incompetent management. This is particularly important in elderly housing projects. The nonprofit sponsor may carry out some of these management requirements as part of its own plan and function, but a professional firm which understands the nature and unique problems of the project is a much better bet. Also keep in mind that at times, some of the manage­ ment requirements can be met simply by hiring friendly, helpful people to do the work. A smile and a warm greeting can sometimes make a place a very welcome place to live. Why then--in the face of difficult and complex problems, should we expect a great potential from the nonprofit sponsorship of housing? A number of quite different answers might be given, but these follow­ ing have occurred to me as prime considerations. First, a series of historical events have converged to make this a timely expectation. I have already mentioned the steady inflation of 11 �t ’ land, labor and materials costs, driving profit-motivated housing be­ yond reach of lower-income families. At the same time, there has been a widespread awakening to social responsibility in the United States, a concern which was aroused in public eye early during the I960 Presi­ dential campaign. Despite bitter disputes over means, none involved denied then or now that an affluent society such as ours bears a greater responsibility for its disadvantaged members than it has yet carried out. The challenge of President Kennedy in his three years of office was constantly present: we're not doing enough; we've got to get mov­ ing, and his reminder that "of those to whom much is given, much is required. " That call still echoes in the minds of many who say to them­ selves, "What can I or my friends really do about poverty, disease, slums or housing?" I I L Ji Yet the Congress in 1961 and in 1964, and most emphatically again in 1965 focused boldly on nonprofit housing asawaytohel’p clear a path to action, to the construction or reconstruction .of housing. Here lies the challenge. Just a few weeks ago, I heard Senator Paul Douglas state this point succinctly, when in a speech at the National Housing Center, he asked, "Who will help the poor?" And he then said, "There are enough poor people and substandard houses to keep everyone busy. No one has a monopoly on misery! It will take the efforts of all interested parties--private enterprise, public officials, and laobr, church, civic, and other public-spirited interest groups if we are even to begin to build the number of housing units for low-inc ome families envirioned in the New Hou­ sing Act. " L Senator Douglas stressed, and indeed it was a prime point ofhis speech, that the rent supplement program, the central feature of the 1965 Act, depends heavily upon the efforts of nonprofit sponsors. Let me report to you exactly his words. The Senator said, "It is easy to talk about what ought to be done to help the poor and unfortunate, but from many years of experience with non­ profit organizations, I know just how difficult it often is totranslate these motives into effective action. Everyone is always en­ thusiastic about getting someone else to do the job. Now the re­ sponsibility is yours. And I would wish to warn you that if the rent supplement program does not succeed in building a large number of housing units because the nonprofit groups have not risen to this new challenge, the Congress, the country, and par­ g I 12 - �ticularly the poor, will say that the churches and the coopera­ tives, the labor unions and the civic groups have fallen down on the job and we must look elsewhere for those who will effectively do a job of helping to combat poverty in the housing field. " I u But warnings from Congress, leadership from Presidents Ken­ nedy and Johnson, all are still not sufficient. More needs to be said as to the motivating forces behind nonprofit housing. Many of you here today, I notice, represent churches and church oriented organizations. So it is particularly appropriate that I mention a prime source motivation which I think can bestbe tapped by churchmen. And for reference here I think we must turn to the new breed of theolo­ gians, those who urge direct involvement in the affairs of society, not just for churches and churchmen, but for all men whatever their walk of life. .1 In his book The Secular City, one of the eminent young profes­ sors at Harvard's Divinity School, Harvey Cox, makes this point in writing of the theology of social change. He says, L i I ! "Our preaching today is powerless because it does not confront people with the new reality which has occurred and because the summons is issued in general rather than in specific terms. It is very doubtful, however, whether proclamation which is not highly specific can be thought of as preaching in the biblical sense at all. Only where an event which has changed the whole charac­ ter of the situation becomes the occasion for a word which re­ quires a specific responsive action does the biblical Gospel come through. " Let there be no mistake, the "specific responsive action" here is housing--a project you can and should undertake. I I In somewhat simpler language, the good Pope John XXIII, in his encyclical Mater et Magistra, stressed a similar theme, the responsi­ bility of working through secular means in a common effort to give men a better opportunity to live as decent human beings. He noted that, "To­ day the Church is confronted with the immense task of giving a human and Christian note to modern civilization, a note that is required, and almost asked for, by that civilization itself for its further d&velopment and even for its continued existence. " In short, ladies and gentlemen, the pitfalls and potentials of non­ profit sponsored housing offer a 20th century -- indeed a 21st century challenge to the skills and the motivation of all who would help house America and her people. (We are, after all, barely one mortgage away from the next century. ) 13 - �L L l Congress has recognized the course of events and has shaped the tools for this housing progress. It's up to us to use them. . . . for "here on earth God's work must truly be our own. " r B 0 U L 0 E n I E [ fe—J r 14 - �INDUSTRIAL DEVELOPMENT THROUGH URBAN RENEWAL by Edwin Palumbo, Chief Industrial Representative Providence Redevelopment Agency Providence, Rhode Island Up to the present time, three separate and distinct projectshave been devoted to industrial re-use. Two are completed as far as the sale of sites is concerned; the third is presently under active promotion. West River, located on the fringe of downtown, is Providence's first industrial park. This is a sixty acre area created specifically for the purpose of answering the needs of light manufacturers and allied users within the City whowere either being stifled and choked in cram­ ped unsuitable quarters, or threatened with the very loss of their faci­ lities by the State's developing highway program. Minimum site sizes in this development were set at 25, 000 square feet with a frontage requirement of not less than 150 feet. Actually, the frontage requirement of 150 feet and its variations, together with the varying depths, resulted in only one site of 25, 000 square feet. All other sites ranged from approximately 36, 000 square feet up to the 14 acres sold to I. T. T. for the Federal Government's first fully automated post office. Asa point of information, the post office facility is leased to the government by I. T. T. under a 20 year lease. The City did grant some liberalization of equipment tax. However, the City still reaps a handsome return, taxwise, presently in the vicinity of $126, 000. You would perhaps also be interested to know that other major restrictions included a front yard set back of 20 feet from the property line and a 20 foot side yard requirement, which means that there would beat least forty feet between all buildings. Ground floor building cover­ age is restricted to 60 per cent of the total site area, and 500 square feet of parking area must be reserved for every 1,000 square feet of gross floor area. (A height restriction is in accordance with City ordinances.) Naturally, all restrictions have to be observed, Waivers must be unanimous. There are other reasonable controls relating to signs, lighting, landscaping, etc. All controls are recorded, run with the deed, and are in force for forty years and may be continued beyond that time. 1 15 - �I ll 0 I J ffi ■ L L '■ This seems the appropriate time to observe that at no time did these protective controls provide an obstacle to a sale, nor did they de­ ter as far as could be determined any prospect's interest. In fact, once properly explained and understood, the prospect couldbe expected toapplaud the sensible restrictions and recognize them as a sound method ofproviding practical insurance for his .investment. The fact that a park has a common sense set of value controls is some­ thing that can and should be used to advantage and promoted as the posi­ tive sales asset that it is. In our promotion campaign, we continually used the protective controls as a tool to sweeten West River's prestige allure and to point up the extra value built into the land sites. For an evaluation of what West River has meant to Providence and answers as to how meaning­ fully this first industrial park has contributed to the economic health of the community, we will take a "before and after look. " Before redevelopment, West River was labeled a "Residential Island, " a blighted area isolated by a main line railroad, major high­ ways, and a ring of old line industries. Today, those obstacles that once contributed to neighborhood deterioration and decay have been converted, through urban renewal, to the advantages of West River as a modern, prestige-filled industrial park. Before redevelopment, West River was producing about $30,000 in tax income yearly for the City of Providence. At the same time, it was requiring some six times that amount in City services to maintain the area and its people; and as already noted, at best these City expen­ ditures could not even hope to hold the line against advancing neighbor­ hood wastage. Today, with the last parcel sold and after redevelopment, Pro­ vidence can count on West River producing more than $450, 000 a year in tax revenue for the City. These monies will be coming from fourteen plants, thirteen completed and one yet to be finished. They represent more than 500, 000 square feet in new plant construction and an initial investment cost of about 10 million dollars. When fully operative, total employment will be approximately 3, 000 people; one thousand of these represent new jobs. A fact which must not go unmentioned is that for the most part these new jobs are a direct result of the expansion of already established industries. I directyour attention to this becausel can't helpbutbecome disconcertedby thehootenany always raised by thosewho shout that what we need is new industry, new industry and more new industry. - 16 - [? �What we are concerned with is sound economic growth, increas­ ingworkopportunities andavailable taxes to support the eternal demands for services which we make upon our communities. Expanding local in­ dustry can help do the job with competence equal to that of new industry. Statistically from an industrial promotion view, the energies expended on local industry also have a greater chance for success. Hastily, lest I be completely misunderstood, I add that in Provi­ dence we promote on both fronts with equal determination. Upon oc­ casion, however, it is disturbing at the number of times it becomes seemingly advisable to explain and defend the growth and progress of local industry. There have been times when this concern for internal affairs has given us assistance in establishing a mutual confidence with outside prospects. I U 1 Thereis also a cost side to the West River development. Accom­ plished with the approval and cooperation of the Federal Government, urban renewal funds covered 2/3 or approximately 2. 7 million dollars of a 4. 1 million dollar total cost. The City's share, or one-third cost, was somewhat less than 1.4 million dollars, a relatively low expense for remaking an ugly wastrel into a rejuvenated, modern, economic and efficient home for new, strong industry. To round out the cost picture, it is to be noted that the City's share of 1. 4 million dollars was raised through 20-year revenue bonds. Directing attention to the actual promotion of West River, I think it should be made immediately and abundantly clear that the presence of the Federal Government as a project partner created no insoluable problems, raised no sticky situations, and in no way hampered, altered, or interfered with normal promotion efforts. In fact, it is well to make clear that without Federal aid there might not have been a West River as such. Rather than pose problems, the Federal Government's participation made possible what otherwise would have been practically impossible. Certainly, with Federal coop­ eration Providence was able and is continuing to do an urban renewal job on a larger and grander scale. Without Federal participation, the scope of services would be severely limited and many activities cur­ tailed and abandoned simply due to the sheer weight of the tremendous cost involved. The establishment of fair market prices introduced no great prob­ lems either. The Redevelopment Agency engaged the professional ser­ vices of two independent real estate experts, well versed in this work, to make a thorough re-use study and evaluation of all land values. Work­ ing independently of each other, the two qualified professionals submit 17 �L L L [ I [ H! tt [i ted their separate reports with suggested land prices to the Providence Redevelopment Agency, and, with the concurrence and approval of the Federal UrbanRenewal Office, fair market value prices were establish­ ed for each industrial site within the West River Development. Our second and largest industrial park is officially known as the Huntington Expressway Industrial Park. A 150-acre industrial area (net use 100 acres), this area is located in the southwestern part of the City, with immediate access to all major state and inter-state highways, the state's major airport and waterport facilities. This area was developedby the City and answers to the growing needs of the large indus­ trial users within the community. Therefore, in this area, restrictions were introducedlimiting lot sizes to a minimum of 5 acres andrestricting the development to manufacturing operations other than warehousing and distribution facilities. At the time it was found advisable to develop this area, applica­ tion and requests for Federal funds were denied, therefore, the City, through its Redevelopment Agency, undertook this project accepting full responsibility for cost and devoid of Federal financial assistance. (However, the Government did grant $383, 000 for the construction of a bridge and entrance. ) At present, the park houses 5 industries, com­ pleted and operating, with the sixth making preparations for construc­ tion. These firms have swallowed up about 40% of the useable land. The City is engaged in processing the papers of other potential rede­ velopers who will buy up an additional 16 to 20 acres, leaving at this time approximately 40 acres to be sold. Since this area, formerly a blighted and arrested residential location, was first condemned in 1961 and not ready for industrial con­ struction until 1963, it has shown remarkable sales ability. The pat­ tern of development here seems to be following closely that pattern al­ ready established in the West River Industrial Park. For instance, projecting the investment in tax return figures from the 5 companies already in operation, it is estimated that this area will achieve upwards to $15 million dollars in investment and return to the Community taxes 12 to 15 times in excess of the receipts realized from its former resi­ dential use. Therefore, from our experiences with intown industrial parks, we can only conclude that they can be a wise investment and a practical and profitable way in which to assist local industry grow and mature, and contribute to the strength and vitality of the Community.. It would perhaps be profitable to note that presently all industrial pro­ motion assistance and guidance carried on in behalf of the City's indus­ try, originates and eminates out of the Redevelopment Agency's indus­ trial division. This, therefore, means that the industrial division per­ sonnel are charged not only with the promotion and selling of the land 18 - �E areas developed through urban renewal, but with all other land, in the hands of both private and public ownership, and all industrial buildings that are available for either sale or lease. E Because the scope of many of these activities extends beyond the normal interest of the Redevelopment Agency and beyond the limits of its land ownership, the industrial development activities should be se­ parated from the Redevelopment Agency proper. When and if this ac­ tivity is housed (as it is in Providence) within the Redevelopment Agency, this division should enjoy professional liberty of individual action and direction while recognizing the ultimate authority and interests of the Redevelopment Agency. The very nature and peculiar relationship of industrial develop­ ment and the industrial developer with the business community (inclu­ ding the bankers, lawyers, real estate people, consultants, builders, as well as the business firms themselves), requires that the industrial developer feel completely free to negotiate and promote as the various situations demand. It is a specialized work; in many cases it is an art ■rather than a science, and for this reason its practitioners must have the freedom to perform accordingly. Nor do I believe it is enough for a Redevelopment Agency or an industrial commission or commissioners to be satisfied with the devel­ opment of one or a number of industrial areas. Industrial promotion for business and community advancement is much more than this. It requires a continuing searching of the locale1 s economy - its present performance, its future trends and possibilities and, therefore, it must devote proper time and energy to research and probing as well as imme­ diate industrial promotion. Therefore, I feeland believe that an industrial unit, an active and independent unit, is of far greater importance than an industrial project or projects. The actual intown promotion foremat has been the same in de­ veloping both parks. We rely on personal contacts as well as mailings and telephone follow-ups, all carried on a year round basis. All industries through the state are notified by a personal letter and brochures of what is available to them. Such mailings along with pertinent economic community data, are made at regular intervals about three or four times a year. They are followed up by phone calls and as a matter of policy every company, until such time as otherwise notified, is visited at least once yearly. Through these means we at­ tempt to ascertain the present status, future needs and requirements of - 19 - �____ i. E L I [ [ I T industry, and what problems they may be experiencing or what sugges­ tions or requests they have for improving their particular situations or conditions in general. A cardfile is kept on each company and all visits, date, remarks, etc. are entered on the same. In this way, we are also able to inventory future needs and thus plan our industrial development on the basis of what to expect the future to be. Concomitant with these visits, we have by much the same means, initially cultivated a good working relationship with the realtors, bankers, construction companies, etc. Asa matter of record, it is this more than cordial relationship with these professionals - real estate men, builders, etc. - that has contributed a large measure to the overall success of our program. The same must be said of the press, radio, television - all the communications media whose forthright cooperation and full promotion efforts have assisted, beyond a normal measure, in bringing the avail­ able industrial opportunities to the forefront of thebusiness community. In short, the industrial developer himself becomes a real estate­ confidante, ready and willing to assist in all phases of a program - from the search of the land or the building, to the gathering of the economic data or labor, taxes, buildings' estimates, to the providing of financial information and whatever else it may take to help the community grow, grow and grow -- prosper, prosper, and prosper. 7 i E E - 20 - �INTRODUCTORY REMARKS I by J. Archbald Brooks, Senior Vice-President Greater Wilkes-Barre Chamber of Commerce A few months ago, the Greater Wilkes-Barre Chamber of Com­ merce was approached by a representative of the America The Beauti­ ful Fund. It was suggested that a team of outside experts take a look at our Wyoming Valley. The reason for this is that they are not too close to the trees to see the forest. This has been accomplished within the past few weeks and our speaker will present to us a summary of the task force report. 7 - As Executive Director of the Fund, he has had the opportunity of studying the natural beauty of anumber of areas of the United States, He -will present to us the Image of the Valley in a new light. I am sure that his recommendations will be beneficial to all of our communities. !A [[ [J (T u Li - 21 �I 0 IMAGE OF THE VALLEY THE TOWNS, THE RIVER, THE RIDGES by Paul Bruce Dowling, Executive Director America The Beautiful Fund New York, New York The Wilkes-Barre area is replete with planner' s maps, banker's evaluations, engineer's feasibility studies, economist's projects, and sociologist's researches. Why then this task force? I r rr On a Hudson River Division commuter train to New York City there is a group of men who every morning expropriate one end of the smoking car on the 7:39. They have played poker there for years and their activities have been chronicaled by Robert Boyle, the writer. Boyle tells us that one day a veteran player raised the shade of the train window, something that just isn't done. He looked out aghast. "Hey, you guys," he exclaimed. "There's a river out there!" The poker player was blessed with a fresh vision. It is just that sort of vision that this taskforce would like to bring to you: avision un­ clouded by the scales of familiarity, a vision sharpened by discipline, and beyond this, a commitment to the importance of quality in the land­ scape. % L II s What is the landscape image of the Wyoming Valley. Let's take a look. What one sees exists on several different levels. A local plan­ ner said: "When I first came to this city, I went to Public Square. I looked up. The mountains were in front of me; the mountains were in back of me. I felt the mountains. " These mountains, seen from many places, are the large frame. Inside the picture is a river forming a spike down the center. Thus, the Valley is unified --by the ridges and the river. (Fig. 1) These are the controlling elements of the image. Within the larger landscape is the manscape with its discreet features; the strip mines, the lookout, the settlements -- Wilkes-Barre andPittston and Ashley and the rest. These features are bound together in the whole of the landscape. Somehow to see them can in turn lead to wise choices and wise actions. We cannot avoid making a paradoxical statement about the Wyo­ ming Valley. The Valley should be considered as a whole, as a region, but its separate parts -- the river and ridge communities should at the same time retain their identities. - 22 - I; �[ Ml 7/TJ 1 FIG. 1 BASIC WYOMING VALLEY LANDSCAPE K li G 23 - �■ It should be together because it is part of a total landscape unit. The mountains framing the settlements on the Valley floor and a common element in the landscape, unifying the various towns. The river unifies the settlements in a linear fashion. Roads, like the river, are unifying elements, too. But unification can be a kind of tyranny. Should Kings­ ton and Exeter andPlymouth be unified on one side of the river? Should all the settlements on the Wilkes-Barre side be unified and then should both sides be unified. No. * Each of these settlements should keep its individuality in so far as possible, but share a federation in the river, the mountainsand the cultural and economic resources that are part of a growing, vital, metropolitan center. Dull sameness can be avoided. IF - i Because of the great physiographic strength of your'landscape as compared to much of the megalopolis on the Eastern Seaboard, Los An­ geles, Houston, and countless cities, the Greater Wilkes-Barre area need never become a faceless city. Some ways to maintain vitality in a present diversity of landscape/manscape are recommended in this report. But before we get to that, let's take a closer look at each of the features within the land­ scape, decide whether they are harmful or good, mention some things that might be done. The river, which has been so important historically, can live again. Without a doubt there will be a resurgence of the role of the river within our lifetimes. Today the river is an open sewer, an un­ friendly soup of chemical and human wastes. But a sanitary district, and methods of curbing or curing mine acid waters will clean the stream, let the shad run again and even allow swimming. This will happen. But while the effort is being made, the river must again be recognized as a positive feature of the Wyoming Valley. ur E Lr [I In anticipation of a living river, the towns along its banks should cease thinking of it as their backyard. They should make all their de­ cisions in terms of facing the river, of opening its banks to the people. Today, even the eagles on the bridge turn their backs. The river should be accessible --Iboth physically and psychologically. People should be able to get to it, see it. It is something to be proud of. The parks along the river are attractive, but more can be done with them. You should guard more closely the river park that runs the length of the Valley, with perhaps a riverside trail, or promenade or scenic overlooks, and new as yet unimagined features for local citizens and visitors. This could very well be fitted in the current Susquehanna *Our recommendations for retaining the physical diversity of your land­ scape are in no way in opposition to any prospects for greater social­ civic-economic-political unity for your Valley. - 24 - �3 L E L L I: L L E C i I o [ ___ River Study by the Army Engineers, but they need to commission the best creative designer in land and water that can be found. There should be more public lands, accesses on banks, bridges, and to the islands, which could be raised above flood level. Trees should be cleared for views of the river from various points on the public lands as well as from the streets of Wilkes-Barre and other towns. Large buildings should not interrupt the line of vision from high ground vantage points nor should land uses be permitted which wouldpreclude future access to the river. In short, with the abatement of the physical pollution of the water, visual pollution of the waterway should be guarded against, and every me­ thod seized to enhance the amenity and recreational value of the river evenbefore the day when its flow will be controlled and its waters pure. The Valley, the land on either side of the river and between the ridges, can become a monotonous splatter of residential development and highway commercial strips and miscellaneous clutter, or it can still remain a collection of settlements, some large, some small, each with its own individuality. Because a faceless merging of communi­ ties is the normal motion of urban development, measures have to be taken to discourage this amoeba-like urban fabric. On the broadest scale, communities can be physically separated by the use of open space avenues, which need not be wide or involve great acreages; they should run cross-wise, running lattice-like from the river to the ridges. (Fig. 2) Theseavenues should include the str earn tributaries of the river, although it is not necessary in all cases. These open-space lands can be lifted out of the development category by a variety of means: fee purchase for those parts which can double as recreation areas; development right easements for other parts; various zoning controls -- such as flood plain, steep slope as well as large lot, as wellas lease and sale back to allow farming uses. In those areas where stripping has occured, these lands might serve well as buffers encouraging the separation of communities. On a smaller scale, certain measures can be taken to enhance the Valley townscapes in terms of its cultural individuality, as well as relationships to the major landscape elements -- the river and the ridges. Among a multitude of possibilities are these: communities, and especially Wilkes-Barre, should initiate, and could at a relatively low cost, a long range tree planting program. Many smaller cities have Shade Tree Commissions, and this year modern technology can ata low cost both "save" big trees and landscape virtually overnight in a neigh­ borhood, an industrial site, or a highway or boulevard. You could plant too many trees or in the wrong place. For instance, tall trees should not be planted on streets in the cross-ridge direction. The view of the - 25 - �L L L L ■ L L FIG. 2 BASIC DESIGN ELEMENTS OF WYOMING VALLEY a River Ridges Valley Floor E Commercial-Inst. I Residential I Local Roads - 26 - I ■ ■■ Regional Roads �mountains is the skyline of the area. Nothing can supplant this skyline, nothing should interrupt the sight of it. (Fig. 3) I I On a few streets in Wilkes-Barre one finds vidual clutter which all but obliterates pleasant natural and man-made views. Town squares like the one in Wilkes-Barre should be emulated in other settlements. This is a precious asset giving a focus and a center to the city. The Wilkes-Barre square should be returned to its former elegance with landscaping and removal of the chain-link fence. All Urban Renewal projects should have scenic and beautification features built into the detailed specifications as provided for now in fe­ deral programs. L if L |i 11 L I I I LI D Historic districts should be established to provide alinkwith the past. Certainly, the grand houses on River Street and elsewhere should be preservedand the historic houses in Forty Fortand elsewhere should be inventoried. But additional individual structures, neighborhoods with over-all historic character and architectual quality should be identified and saved. Finally, a word on the mines. Their scars on the landscape are not natural, but we feel they are not as bad as it is commonly reported. Your present and future corrective measures in planting, aided by the resiliency of nature in the natural regrowth of birch and aspen, will win back much land. Indeed, the curious landforms created by mining are in some ways fascinating, and their ugliness is temporary. Since the attrition of mining is a fact, it might be better not to dwell too long on this problem, but to concentrate on the immediate neighborhood land­ scape needs more susceptible to action. Nature can heal the wounds faster than one imagines. And your image has already been improved with a few screenings and levelings. Indeed the day may come that the last anthracite mine will be a major tourist attraction in the region ra­ ther than ablot on the landscape. It might be well to start thinking about the tourism possibilities as a few other mining communities have done. Certainly, mining will someday be a part of the historical culture, and soon the physical and sociological scars will heal. The new county zoning with its provisions for agricultural, mining and conservation areas cando much to preserve the ridge tops and sides from destructive or unattractive land uses. That is, it can do much if the zoning controls are administrated well. Asa major scenic and re­ creational asset of the Wyoming Valley, land-use decisions concerning the mountains need tobe carefully and thoughtfully considered. A Wyo­ ming Valley Trailer system of trails along the river arid along the ridge connected by "interception" trails along open space avenues like the Applachian Trail might be worth thniking about. (Fig. 4) - 27 - �Town Square 3 VIEW TO THE MOUNTAINS - 28 - �I [ L L L I I L 6U + Slopes 0-‘% Slopes Trails FIG. 4 TRAIL SYSTEMS - 29 - �The cross-ridge linkages provided by roads and the open-space lattices provide visual and physical access to the mountains and beyond. The County and State programs for the preservation of mountain areas and lakes are an integral part of local planning for the valley settle­ ments, and local communities ought to be very much involved in the decision making process concerning them. Sr No one will tear the mountains down. They will always be a vi­ sual benefit to those living in the valley, but their beauty and function can be altered with different treatments. For them to take on an ex­ panded recreational role demands a greater understanding of their po­ tential. There is really nothing new said so far. At best there is a dif­ ferent way of saying the same things. And everyone is aware, as T. S. Eliot has put it, that "between the idea and the reality. . . falls a shadow. " The machinery for action is, on paper, enormous. Among the various governmental and intergovernmental units -- such as a river authority; county and local planning, park and development commissions; and private groups from Wilkes College to the Greater Wilkes-Barre Chamber of Commerce -- are the various compenents of this machinery. 0 The result is that there is the proper governmental machinery for action, and there is an energetic and informed quasi-governmental level made up of civic groups. But just as the Valley as a whole is fragmented into separate communities, so civic and governmental organizations are fragmented along special purpose lines. There is as yet no direct machinery for interpreting the environmental needs and pressing for action on behalf of the entire Wyoming Valley area. '1 J E I I In the beginning of this paper it was mentioned that the various communities should share in the landscape but maintain their physical individuality. For the development of an action program topreserve and enhance the environments of the Valley, what is clearly needed is a few individuals representative of governmental and principal private organizations to give direction and to channel civic efforts. Only when the machinery of government is properly fueled can it respond proper­ ly to landscape action needs. Only when civic organizations merge into a common purpose can they muster sufficient persuasive power to turn the ponderous wheels of government. We propose, then, that you conduct, on the basis of this recon­ naissance report, a detailed environmental and scenic resources study, - 30 - ] I �to prepare many more actionable recommendations, with details and appropriate specifications, both for local, county and valley-wide pro­ jects. To do this efficiently, effectively and with a sensitivity for re­ gional values and local conditions, goals should be initiatedand suppor­ ted by a Wyoming Valley Council. The Council would work in concert with all planning bodies and with the best environmental design special­ ists you can commission. I L I I I I At its most fundamental level, a council would be an organiza­ tion that would say to the communities of the Valley, "Hey, look every­ body, there is a river out there, and mountains, and many wonderful things to preserve and enhance for our people and those who come to visit our valley. " The White House Conference on National Beauty this year said that "The very highest design skills were needed in urban areas, and in order for programs to be pulled out of the level of mediocrity we must establish a new high standard of design and excellence of performance. " A council, or your present handful of people who now struggle with this matter of appearance, need help. Your town and country land­ scape are unique. They deserve the time and energies of visionaries, leaders and workers seeking a new design for the Valley. Now is the opportunity to enlarge your natural environmental heritage, to promote unique opportunity for leisure, and with dignity and diversity save the natural beauty of your landscape and manscape. I I - 31 [i �INTRODUCTORY REMARKS by Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Our summary speaker this evening is one who is very well ac­ quainted with the problems of our area. He and other members of the staff of the Pennsylvania State Planning Board have made a regional evaluation of our area during the past few months. The preliminary report has been issued. His purpose this evening is to analyze and evaluate and relate his study to our overall problems in Northeastern Pennsylvania. I am sure that it will be of value not only to the planning com­ mission members present but also to representatives of municipalities who must place these plans into operation. Through cooperation we should be able to solve some of the problems that are shared by all of the municipalities of the Wyoming Valley area. - 32 - �1 REHABILITATION OF THE OLD, MEDIUM-SIZED, URBANIZED AREA by Jesse Nalle, Assistant Director Pennsylvania State Planning Board I i Dr. Mailey and I never did agree on a title for my remarks. When the program came I was somewhat stunned to discover that I was to talk on problems of the "old, medium-sized city." That sounds like a pretty dull subject. In fact, it made me afraid I would sound like an"old, medium-sized city planner" and that's not how I like to think of myself. But facts are facts, and Pennsylvania does in fact have many old, me­ dium-sized cities. I have worked in one for some time, for I was the city planner for the City of York. I 1 I I I York has a population of about 54, 000, with about another 50, 000 people living in the suburbs. It was laid out by Thomas Cookson, Wil­ liam Penn's surveyor, in 1740, and we are still struggling with the 600 foot lots, split into quarters by alleys, leaving awkward sizes and shapes. Since the parcels are deep, the rear of each parcel has long since been sold and improved with a poor quality structure. These structures are today either slum houses, little industrial, or commercial operations. The grid-iron plan of streets is also a problem. Traffic flows equally poorly on all streets with too few diagonals to move traffic easily from one section of the City to another. The old City does have problems; therefore, much of the planner's time goes into trying to rearrange con­ ditions that are a carry-over from a very different way of life. I I It is good tobe back in this dramatic part of Pennsylvania. There is a raw vigor in the scene that can be moving indeed. Although I am aware of your problems here, I am also aware of the way in which you are going about trying to solve them and I salute you for this effort. r This certainly is the reason that urban renewal, in the formal, federally financed sense, is so important to Pennsylvania's cities today. It is impossible for any city to rearrange its land, its streets, its build­ ings, its actual activities, to a modern functioning system just by pas­ sing a few local ordinances and hoping that a series of private real es­ tate transactions will make it all come true. We need financing from a broader tax base than a city can tap. We need strong legal powers that must be put into plan to bring about the needed rearrangements if we are to make these older cities compe­ titive in today's world. Perhaps if the city could reach out and tax the i - 33 - I J �whole region that it serves, it would be different. But we seem to be blind to the need for dramatic changes in our local government and the planner must live with the laws that the people give him. Personally, I feel he has the right and duty to agitate a little for change. I also feel he can't spend all his time trying to change what he has to work with; rather, he must work as best he can under those existing laws. I mentioned the difficulty of trying to make a good plan for the streets and highways of York. We soon found that it was impossible to solve any street problem, however small and specific, without taking a look at Greater York and the regional highway network that connects York to such cities as Lancaster, Harrisburg, Baltimore, and Phila­ delphia. That highways are indeed a regional problem was a fact driven home to us on every local issue facing the city. Neighborhood planning was complicated by traffic cutting through city streets to get from sub­ urban residential districts to industrial areas that might be outside that aggravating, invisible wall known as "city line. " This led us to two decisions: one, we had to have a good county planning agency; and, two, we needed a county-wide thoroughfare plan as a basis for solving city traffic problems. This last decision instilled in me a principle I still feel strongly about. This principle is simple. Planning isn't effective if the planning agency insists on ignoring all but its own area of jurisdiction in its com­ prehensive plan. I am always suspicious of a plan that neatly details what should go on inside the city agency's exact limits, with white space outside. Most planners think regionally and prepare plans that include a map showing the regional picture of the area. The law assigns certain responsibilities to the commission and these must be discharged pre­ cisely within the city limits. Nevertheless, many planning agencies are scared to make plans that cover more than their own territory. Let me urge that city planning commissions not hesitate to do a county plan as a means for getting a good city plan. This will not create the chaos you may fear because certain self-limiting factors will operate. First, and most important, it costs money and time to plan for a larger area than the one first contemplated. The agency will quickly cut out the irrelevant areas when the costs are added up. Second, judgment might be used to temper the proposals if there is a history of bad relations between the city and the suburbs. But the 34 - �issue must be faced that cities do not stop at the city line. I believe the man on the street is prepared to accept a great deal more "metropolitanism" than the politician gives him credit for. Most of the violent and irrational opposition to metropolitan government comes from elec­ ted officials at the bottom of the ladder who see their little positions threatened. Third, there are any number of vital studies that cannot be car­ ried out effectively except on such a basis. Economic base studies, vi­ tal to any planning, must be done for the economic region and not just for the city. Transportation studies have the same requirements as do open space studies, and water and air pollution studies. Just to show you that I have no permanent bias for cities, I can view with pleasure the thought of a sound county plan acting as the plan for cities and boroughs within the county. While preparing the county­ wide "Major Thoroughfare Plan" it was necessary to deal with Hanover, a big borough that had no planning. Putting quite a bit of time on and in the Borough produced a feasible solution that wasproposed and published as a small but important part of the county plan. Assumptions were made on a rather free-wheeling basis, but the result was that the Bor­ ough caught on to what planning was all about and began to prepare apian of its own. Let me tell you why this is so much on my mind these days. I work for the State Planning Board, and sooner or later we will develop a comprehensive plan for the Commonwealth. The approach is by conducting, first, a series of regional reconnaissances. The State was divided into 13 regions, generally centered around the major cities, A field team was sent out into each region to ask questions and to record impressions. At the same time, the research staff studied the trends in each region to find out just what the regional problems were and just what the regional opportunities were. These were written up in the form of staff reports or working papers, and I have the report onRegion Five the region that covers Lackawanna, Luzerne, Carbon, and Schuylkill Counties. The Report analyzes economic, agricultural, and demographic trends. It looks at industrial development and tourist development, park and open space programs, public health and education, transportation, and city-county-regional planning. Although I cannot read it to you, I'll mention some special points. The Report contains much that will not be new to you, so these comments will be only a sampling of points that need emphasis. - 35 - ��". . . Too often local officials cannot secure local public support for sewage disposal systems and cooperationbetweenthe many municipalities in the Region is the exception rather than the rule. " "Except in the cities of Region Five, little long-range site and facilities planning (for schools) has yet been accomplished. Even in the urban areas, little coordination now exists between school facilities planning and over-all comprehensive communi­ ty planning. . . " I I ". . . The urbantransportation study for the Wilkes-Barre/ Scranton urban area willgoalong way towards coordinating inter­ city as well as state-local activities in this area. The best long­ term hope may lie in the development of comprehensive metro­ politan plans for the major cities of the Region - ideally with the technical participation of county planning staffs. Unfortunately, only one of the four counties in Region Five has yet acquired a permanent resident county planning staff. Furthermore, plans must now be made at the metropolitan level to provide for an or­ derly transition from a tight knit central city of the past to the more dispersed city form which will become inevitable with the completion of the many new highway facilities. " "Becausethe past emphasis in RegionFive hasbeenonthe immediate creation of jobs, planning commissions have taken a backseat to industrial development groups that are developing in­ dustrial development groups that are developing industrial parks (with little coordination with the county planning commissions) and promoting industrial development in the Region. . . " "Perhaps greater attention should be given to inter-county planning for the development trends which now seem to be ex­ tending over county lines binding all of Region Five together in a single economic and planning region. " There was a great deal more said about planning, including some nice things about the work of the Luzerne County Planning Commission. i I I Ultimately, the State Planning Board will attempt to prepare a Comprehensive Development Plan for the State. There is much to be done in this field since very few states are actually engaged in state plan­ ning. Pennsylvania needs state planning and the sooner the better. The State spends about a billion dollars every single year and it is time that the State gave some thought to the future and howbest to plan for it. One certain objective of the plan and the planning program is to improve the - 37 - �I i .. 1 I cooperation and coordination of the various departments of the Common­ wealth. They are all large agencies, wrapped up in their own problems, which makes it easy for them to ignore what the other departments are doing. If we canimprove the inter-departmental planning we should have a more efficient and more successful over-all thrust by your State go­ vernment on the problems of Pennsylvania. In addition to inter-depart­ mental planning, we will try to develop better departmental planning. There are so many immediate problems facing each department that it becomes difficult to work up intermediate or long-range plans. Yet long-range planning by each department is a must in these days of change. We believe the six-year Capital Program can be a big help here. It wouldbe easy to talk on state planning for another hour. I have enjoyed being with you and sincerely urge thatyou try to visit our Office and see for yourself what we are doing. i i i - 38 - ___ _ 76895 �ROSTER OF ATTENDANCE Airey, Marion Development Office Kings College Wilkes-Barre, Pennsylvania Executive Secretary Andalora, Mrs. Joseph West Pittston Women's Club 336 Spring Street West Pittston, Pennsylvania Member Bacon, Allen E. , Jr. Director 8 Committee on Economic Opportunity of Luzerne County 66 North Main Street Wilkes-Barre, Pennsylvania Barrett, Mary Librarian I Kings College Wilkes-Barre, Pennsylvania Blier, Bernard B. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Executive Director Bohlin, Mr. &Mrs. Peter Bohlin Powell 182 North Franklin Street Wilkes-Barre, Pennsylvania Architect Brennan, Paul Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Officer Brockman, Mrs. Stanley Junior League of Wilkes-Barre 134 West River Street Wilkes-Barre, Pennsylvania Member Brooks, J. Archbald Chamber of Commerce 15 South Franklin Street Wilkes-Barre, Pennsylvania Executive Vice-President Buzinkai, Dr. Donald Department of History & Government Kings College Wilkes-Barre, Pennsylvania Instructor Caley, George E. Chamber of Commerce 38 East Main Street Nanticoke, Pennsylvania Executive Director I 0 I I �0 I I I I I I Cochran, Mrs. William E. Home Builders Auxiliary 62 Virginia Terrace Forty Fort, Pennsylvania Treasurer Cohen, Dorothy Family Service Association 73 West Union Street Wilkes-Barre, Pennsylvania Director Corgan, Catherine Osterhout Free Library 7 1 South Franklin Street Wilkes-Barre, Pennsylvania Librarian Corrigan, Thomas S. Kingston National Bank Kingston, Pennsylvania Vice President Costello, Mrs. A. Home Builder's Auxiliary of Northeastern Pennsylvania 55 Chestnut Street Swoyersville, Pennsylvania Member Crosby, J. Muir Northeastern'Bank and Trust Company 69 Public Square Wilkes-Barre, Pennsylvania Vice President Cronin, Richard J. Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Secretary Csala, Gottfried P. Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Pennsylvania Architect Darte, Alfred Darte Real Estate Agency 54 Public Square Wilkes-Barre, Pennsylvania Realtor Daron, Mrs. D. Home Builder's Auxiliary of Northeastern Pennsylvania Overbrook Road Dallas, Pennsylvania Member Dougherty, Anthony Fraternal Order of Police 283 East Jackson Street Wilkes-Barre, Pennsylvania Member Dowling, Paul Bruce America the Beautiful Fund, Inc. New York, New York Executive Director �I I I Dreier, A. B. Redevelopment Authority 37 North Market Street Nanticoke, Pennsylvania Acting Exexutive Director Buddy, Thomas Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Officer Eck, Frederic J. Northeastern Pennsylvania National Bank and Trust Company 69 Public Square Wilkes-Barre, Pennsylvania Vice President Ecker, Francis, G. Wilkes-Barre Fire Department City Hall Wilkes-Barre, Pennsylvania Fire Chief Farber, G, S. Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania C ommunity Planning Consultant Farrell James A. Housing Authority 33 Marbourough Avenue Wilkes-Barre, Pennsylvania Executive Director Flanagan, Mrs. Jean Lackawanna County Planning Commission Court House Annex Scranton, Pennsylvania Administrative As sistant Ford, Elizabeth Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Administrative A ssistant Frost, Ralph Northeast Chapter Institute of Architect Wilkes-Barre, Pennsylvania President Gilbert, Walter J. State Health Center 71 North Franklin Street Wilkes-Barre, Pennsylvania Director Glowacki, Stanley Urban Redevelopment Authority Philadelphia, Pennsylvania Eastern Area Co-ordinator 1 I �Goldstein, Eugene Kingston Zoning Board of Adjustment Kingston, Pennsylvania Chairman Goodman, Mary T. League of Woman Voters R.D. #1 Plymouth, Pennsylvania Member Gorka, E. Edward 1204 South Hanover Street Nanticoke, Pennsylvania Mayor Grasavage, William Wilkes-Barre Redevelopment Authority Wilkes-Barre, Pennsylvania Real Estate Officer Harris, Donald P. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Staff Harter, George Penn State University Tunkhannock, Pennsylvania Resource Develop­ ment Officer Heiselberg, Edward Luzerne County Planning Commis sion Wilkes-Barre, Pennsylvania Director Heiselberg, Mae League of Women Voters 70 Summit Road Mountaintop, Pennsylvania Member Hodgson Ray V. Pennsylvania Power and Light Company 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Humphery, Donald Greater Wilkes-Barre Real Estate Board Wilkes-Barre, Pennsylvania Member Kane, John J. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Staff Kapen, William Housing and Home Financing Agency Widener Building Philadelphia, Pennsylvania Urban Renewal Administrator 1 if 1 I I I L I L L [ [ I �Karl, Frederick!. Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian Kersteen, Herman C. Property Owners Protective A ssociation 815 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania Executive Director King, Hugh P. Economic Development Council of Northeastern Pennsylvania Wilkes College Wilkes-Barre, Pennsylvania Research Director Kramer, Horace Redevelopment Authority First National Bank Wilkes-Barre, Pennsylvania Chairman Landers, A. W. Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania Community Planning Consultant Lashford, Edgar J. Wilkes-Barre Chamber of Commerce 92 South Frahlkin Street Wilkes-Barre, Pennsylvania Executive Vice President Levar, John Housing and Home Financing Agency Urban Renewal Administration Widener Building Philadelphia, Pennsylvania Member Long, Joseph F. Redevelopment Authority First National Bank Wilkes-Barre, Pennsylvania Board Member Macialek, Joseph Extension Service Pennsylvania State University Scranton, Pennsylvania Resource Development Officer Mailey, Hugo V. Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Executive Director �Me Cartney, Mrs. Agnes Carbon County Planning Commission Courthouse Jum Thorpe, Pennsylvania Executive Director Me Ginty, Mrs. James Womens' Club of West Pittston Rutledge Street Inkerman, Pittston, Pennsylvania Member Me Grath Joseph B. Local Development Services ACTION Inc. New York, New York Director Miller, Mrs. Coray H. Luzerne County Federation of Women's Clubs Wyoming, Pennsylvania Member Miner, Mr. &Mrs. Charles First National Bank Wilkes-Barre, Pennsylvania Senior Trust Officer Miura, Howard Wilkes-Barre City Planning Commission 46 Mallery Place Wilkes-Barre, Pennsylvania Director Mohr, Walter Wilkes College Wilkes-Barre, Pennsylvania Director of Development Mooney, Thomas B. Wilkes-Barre City Planning Commis sion 69 Old River Road Wilkes-Barre, Pennsylvania Secretary Morgan, Charles M. Wilkes-Barre Police City Hall Wilkes-Barre, Pennsylvania Chief of Police Moses, B. Hopkins Wyoming Seminary Kingston, Pennsylvania President Mullin, Gerald Mullin Conergan Association 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Urban Renewal Consultant Myers, J. Robert Pennsylvania Power and Light Company 901 Hamilton Street Allentown, Pennsylvania Senior Community Planning Consultant �p o II I I I I I 1 I p ■r I I I I Nalle, Jesse Pennsylvania State Planning Board Harrisburg, Pennsylvania Assistant Director Ogden, David M. Bell Telephone Company 11 W. Market Street Wilkes-Barre, Pennsylvania District Manager O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeast National Bank Building Hazleton, Pennsylvania Executive Director O'Hara, Vincent T. Chamber of Commerce Pittston, Pennsylvania Member O'Karma, Henry D. Redevelopment Authority Wilkes-Barre, Pennsylvania Executive Director Otto, Herman L. Economic Development Council of Northeastern Pennsylvania Wilkes College Wilkes-Barre, Pennsylvania Executive Director Plaumbo, Edwin Providence Redevelopment Agency Providence, Rhode Island Chief Consultant and Representative Perkins, Clement W. Wilkes-Barre City Planning Commission 253 South Franklin Street Wilkes-Barre, Pennsylvania Chairman Poerio, Carlo Redevelopment Authority Wilkes-Barre, Pennsylvania Community Relations Price, Mrs. Ethel Department of Public Safety City Hall Wilkes-Barre, Pennsylvania Director Ridall, Hugh M. Jr. Redevelopment Authority Wilkes-Barre, Pennsylvania Board Mentor Riofski, A. Frank Redevelopment Authority Wilkes-Barre, Pennsylvania Project Co-ordinator Ritchie, George B. Wilkes-Barre Board of Education Wilkes-Barre, Pennsylvania President �Robinson, Mrs. John Junior League R. D. 4 Dallas, Pennsylvania President Rodda, Paul M. Allen, Rodda & Hauck First National Bank Building Wilkes-Barre, Pennsylvania Architect Rodkiewicz, John F. Bellante and Clauss, Inc. Bellante and Clauss Building Scranton, Pennsylvania Principal Planner Rosenthal, Max Chamber of Commerce 29 South Main Street Wilkes-Barre, Pennsylvania Member Sauer, Louis Philadelphia, Pennsylvania AIA Consultant Sharpe, Kay Planning Commission of Carbon County Courthouse Jim Thorpe, Pennsylvania Administrative Assistant Sechleer, Charles H. Housing Authority 176 Blackman Street Wilkes-Barre, Pennsylvania Chairman of the Board Shust, John Mayfield Borough 519 Delaware Street Mayfield, Pennsylvania Secretary Singer, Robert J. Bureau of Community Development 720 Scranton Life Building Scranton, Pennsylvania Planning Technician Sites, Edwin A. Bureau of Community Development 720 Scranton Life Building Scranton, Pennsylvania Regional Supervisor of Planning Swabach, James R. Pennsylvania Gas & Water Company 41 North Main Street Wilkes-Barre, Pennsylvania Representative Taggart, Robert Urban Redevelopment Authority Philadelphia, Pennsylvania Field Repr e s entative �Tuhy, Philip R. Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania Associate Director Zeto, Jean Redevelopment Authority Wilkes-Barre, Pennsylvania Secretary �REGISTERED BUT NOT IN ATTENDANCE I I I Caverly, Noel B. Wyoming National Bank Market Street Wilkes-Barre, Pennsylvania President Lacy, James O. Lacy, Atherton, and Davis Hotel Sterling Wilkes-Barre, Pennsylvania Architect Murray, Martin L. 1403 IBE Building Wilkes-Barre, Pennsylvania Congressman Sailus, George Property Owners Protective Assoc. Miners National Bank Building Wilkes-Barre, Pennsylvania President �J 'L I I L p 0 c 5 c L L I �■■■■I L lODOlbOm MILKES COLLEGE LIBRARY cu I I : I P u : I I I I I I I d d Q d c I I II - I ■ �I ! I 1 J ; 3 ) i - i ! J L 3 11 J H I I ■ J k � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Fifth Annual Community Growth Conference, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/a44491475f2f160e33540f7f180f6ca0.pdf 66414ea489a4a4d0511c4439ab9cdb61 PDF Text Text I i I J' AAAAEA.ll AA it i AAA ANNEAL CALL! A ' ■ i GROWTH CONFERENCE n * Lfi 7 ? I ■ u 1 J ri J JS333 L6W682 u.^ / 7^ 7' ' IE OF EWBGm GOVEMMT ' CO C( O.BE �0 u ni 111 PROCEEDINGS FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE I I I 11 I 'I SEPTEMBER 30, 1964 WILKES-BARRE, PENNSYLVANIA 13 I 10 i Ui1 I ’ IB 10 I i I Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania 1 I �■I • 1 ) ARCHIVES I J 333 FOREWORD L %VJ (»<Z 2x^ /U <•/ ] Urban renewal really had its start in the public housing acts of the 1930's, when the Federal Government responded to blight and the slum. The start of the early years was broadened considerably into substantial Federal aid for planning, clearance, and rebuilding of great chunks of city decay. LU The Federal Government had learned that merely granting funds for urban renewal projects did not guarantee that much progress would be made against slums. Each project must be part of a general pro­ gram. One of the requirements of the workable program concerns the adequacy and organization for handling the relocation problems of the displaced families. The fundamental principle seemed to link slum clearance with low-cost housing. J® It soon became evident to many public officials and community leaders interested in revitalizing whole regions or cities that the hous­ ing problem was related to industrial development. The shortage of middle income housing was just as crucial in redevelopment as the shortage of low income housing. u 1 I I I I I I 3 I Ij. 9 % 4 The Wilkes-Barre area soon discover ed that if it was to succeed in its efforts toward rehabilitation, a complete survey and inventory was necessary of the many facets of the housing problem. In a way, then, this Fourth Annual Community Growth Conference was an outgrowth of the three previous Conferences. The Fourth Conference was not only an attempt to bring together civic-minded people who looked rather realis­ tically at the housing problem in Wyoming Valley, but also an invitation to the visiting participants to give us the benefit of their experience and ideas in dealing with the housing problem in their communities. The sponsors of the Fourth Annual Community Growth Confer­ ence want to take this opportunity to extend a sincere word of thanks to Murray and Walker Associates, Planning Consultants, whose finan­ cial assistance made this Conference possible; to the visiting speakers, who interrupted their own work so that we could get an insight and share their views on the housing problem; and, to the local participants for their interest and enthusiasm, a necessary ingredient behind any com­ munity success in redevelopment. Hugo V. Mailey, Director Institute of Municipal Government Wilkes College 67705 �J TABLE OF CONTENTS F oreword ii Program. iv Sponsor s 1 Welcome Remarks by Ernest Waskell 1 Welcome Remarks by Dr. Eligene S. Farley 2 Introductory Remarks by Clement W. Perkins 3 "The Housing Problem: Fact or Myth?"by William A. Good 4 Introductory Remarks by Horace W. Kramer 10 "Neighborhood Urban Extension--An Approach to Renewal" 11 by James V. Cunningham...................................... L U "Planning A Middle Income Rehabilitation Program by Peter J. McCahill............................. 18 1 Introductory Remarks by Mrs. Rufus M. Bierly 21 1 "Some Problems Affecting Community Organization" by William Phillips, Sr............................. 22 I "The Private Redeveloper and Moderate Income Housing" 30 by Melvyn T. Pugatch.......................................... .1 Introductory Remarks by Reverend Whaley J. Atterbeary 37 "Is There An Answer?" by John H. Haas 38 Roster of Attendance 1 I iii �FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE 1 September 30, 1964 T PROGRAM L E 'i j 1 11:30 A. M. Registration Mezzanine, Hotel Sterling Chairman;: 'Mrs. Ethel A. Price, Director Department of Public Safety City of Wilkes-Barre 12:00 Noon Luncheon Crystal Ballroom Chairman: W elcome .. -,E 1 Remarks V Topic: Speaker: J 2:00 P. M. Panel Session Chairman: Topic: L fl Speaker: I Topic: Speaker: 1 i Chairman: I Topic: J J Speaker: Topic: Speaker: ill 1 1 i Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Neighborhood Urban Extension--. An Approach to Renewal James V. Cunningham, Associate Director ACTION Housing, Inc. , Pittsburgh Planning a Middle Income Rehabilitation Program Peter J. McCahill, Project Coordinator Philadelphia Redevelopment Authority INTERLUDE 3 1 1 Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Frank Slattery, Mayor, City of Wilkes-Barre , Dr. Eugene Farley, President, : Wilkes College The Housing Problem: Fact or Myth? William A. Good, Chief Housing and Redevelopment Division Pennsylvania Department of Commerce Mrs. Rufus M. Bierly, Chairman Human Resources Committee, League of Women Voters Some Problems Affecting Community Organization William Phillips, Sr. The Private Redeveloper and Moderate Income Housing Melvyn T. Pugatch, Real Estate Consultant Baltimore, Maryland 5:301P. M. Cocktails Parlor E, Hotel Sterling 6:30P. m. Dinner Chairman: Topic: Speaker: Rev. Whaley J. Atterbeary Mayor's Advis,ory'Council, Wilkes-Barre Is There An Answer? John H. Haas, President Workshop 221 Inc. , Washington, D. C. iv �I 1 J SPONSORS J American Institute of Architects - Northeast Chapter ■L Community Research Center I J Greater Wilkes-Barre Chamber of Commerce Greater Wilkes-Barre Junior Chamber of Commerce l j Greater Wilkes-Barre Real Estate Board Home Builders Association of N. E. Pennsylvania I Institute of Municipal Government L League of Women Voters Luzerne County Boroughs Association f 0 0 n Luzerne County Planning Commission Pennsylvania Economy League - Central Division 1 I i L’ Luzerne County Federation of Women's Clubs West Side Regional Planning Commission Wilkes-Barre City Planning Commission Wilkes-Barre Housing Authority Wilkes-Barre Redevelopment Authority Wilkes-Barre Wyoming Valley Merchants Association I I V �,c 'C I -e it J WELCOME REMARKS 11! by Ernest B. Waskell Director of Department of Accounting and Finance City of Wilkes-Barre T. 1 Due to an extremely unexpected last minute change of plans, the Mayor of our city cannot be with us today. He asked me to fill in for him and I certainly welcome the opportunity. On behalf of the City of Wilkes-Barre, I sincerely welcome all of you to the Fourth Annual Community Growth Conference. 1 I ll I L. { i I IL. 5 In my brief term of office, I have come to work closely with the Wilkes-Barre City Planning Commission and Redevelopment Authority of the City of Wilkes-Barre. In this regard, I have come to recognize the problem that is presented by the theme of this Conference, which is housing. I am sure that all of you attending this Conference will gain a great deal from the participating members of the various panels. I sincerely hope that these ideas can be applied within our communities and especially to strengthening Wilkes-Barre City. Once again may I say that it is a pleasure to have a meeting of this caliber held in the City of Wilkes-Barre. i ik iI L'.f L v 8 -1 I i �0 0 WELCOME REMARKS by d Dr. Eugene Farley, President Wilkes College 1 ■ ■ Once again it is my pleasure in behalf of the Institute of Munici­ pal Government of Wilkes College to greet you on the occasion of the Fourth Annual Community Growth Conference. As part of our respon­ sibility to the community, the College is proud to act as one of the spon­ sors of the Conference. Since the College is participating in the Urban Renewal Program, and has been responsible for the displacement of some individuals through the Wright Street redevelopment area, we have a sincere inter­ est in the problem of housing, which is not only nation-wide, but par­ ticularly local. Therefore, we at the College are quite proud of having the op­ portunity to gather together the leading representatives of the commun­ ity and individuals who are specialists in their field who can contribute much to the solution of one of our major problems. n L r , IL 5 5 I I I f - 2 - P �INTRODUCTORY REMARKS by Clement W. Perkins, Chairman Wilkes-Barre City Planning Commission Our keynote speaker is certainly no stranger to those of us who have worked with Planning and Urban Redevelopment along with their attendant problems. As a matter of fact, the entire Conference is based upon an inadvertent remark made by our speaker in-a report that he submitted for the consideration of a number of our sponsoring agencies. Because of the rapid changes and development that have been taking place in the City of Wilkes-Barre over the past few years, we have come to recognize housing as one of our critical problems. There­ fore, it is fitting and proper that our keynote speaker, as the Chief of the Housing and Redevelopment Division of the Pennsylvania Department of Commerce, will analyze the entire housing problem and relate it specifically to the problems currently facing Wilkes-Barre City and the surrounding municipalities. 3 - �THE HOUSING PROBLEM: FACT OR MYTH? by William A. Good, Chief Housing and Redevelopment Division Pennsylvania Department of Commerce It is both a pleasure and a gratification to stand here today: A pleasure to follow the distinguished speakers who have preceded me in this spot, and a gratification to realize that housing has been accorded a central place in discussion of a body organized to consider problems of community growth. E ' 1 D G ■Q 0 1 □ a I Housing is, of course, the basic element in a community. It is self-evident that without housing there is no community. Nevertheless when the subject of community growth is discussed, housing is too often bypassed entirely or tagged on as a postscript--in small type--as an item somebody, someway, somehow will take care of in a way that for­ tifies the community objectives. We wish it would work that way, but it doesn't. There are housing problems in every growing, thriving city in America. You have them in Wilkes-Barre. And the problems that you have here differ in scale, but not in content, from those in our largest cities, Philadelphia and New York. It has been mentioned that it is self-evident that without housing there is no community; we are learn­ ing now that, without adequate housing, the gleaming and glittering towers of commerce are only monuments to corporate vanity. You know, of course, about Harlem and its housing problems; butdoyou alsoknow that one of the housing problems plaguing New York is how to provide suitable housing for--and this is my designation--for lower-middle income millionaires: These arethebright young lawyers, the sharp engineers, the keen scientists--that whole galaxy of brilliant and knowledgeable younger men who are in demand right now and for whom industries and service corporations are actively bidding. See the New York Times any Sunday. The pay scale is $15,000, $20,000, $25, 000 a year. More of these men and women are needed in New York to work in those gleaming and glittering towers of opulence and splendor. They can't be gotten in New York for lack of suitable housing. s What is suitable housing? It is a home for a family, a place of security with access to safe streets, a place where children can play f - 4 I Ji ia �in safety, assurance of good schools, and near enough to the place of employment so that the breadwinner also has time to be part of the family. In this connection, recall that one of the comments made to Wilkes-Barre by an industrialist a few years ago was the necessity to upgrade and refurbish the’Wilkes-Barre schools. Public shcools are, of necessity, open to the public. The qual­ ity of education imparted in them, however, is dependent not on the ability of the teacher alone, but also upon the quality of the pupils. A child who spends his free time on the streets obviously cannot keep up with the child who does his homework and when a child has no decent! home to go to, he spends his time on the streets. To have schools in which good education can be imparted, there must be decent housing. Here we are, back to housing once again. But this time, the concern is with housing for the lower economic groups, for the low income and poor groups, rather than for the relatively wealthy. Ul I n ll 1 To satisfy the demands of upper income groups for suitable housing--using the terms in which they define it, which include first rate schools--it is imperative that the needs of the lower income groups for decent and satisfactory housing be provided, too. In short, any plans for community development that is to be more than a series of patches must indlude housing plans for the whole community. n For these reasons, it is most encouraging to find this Commun­ ity Growth Conference focusing its fourth annual session on housing. n Let us look at housing in Pennsylvania. The figures that I am about to use, although from the I960 Census, are valid in the broad brush picture that they give. r f u Also, since this is a broad brush treatment, the figures have been rounded off. In I960, there weije 3 1/2 million dwellings in Penn­ sylvania. One-fifth of these, three-quarters of a million, were substan­ dard. The housing supply in Pennsylvania, therefore, offered 130,000 good dwellings to rehouse families living in 750, 000 substandard houses. Also in I960, there were half a million families with incomes of $3, 000 or less and a third of a million families receiving public assistance checks. These families live in the substandard housing. There, in a nutshell, is the reason that fulminations against the evils of the slums, and newspaper campaigns in th’is cause, all have come to naught. - 5 - �7 B ... The supply of good housing just isn't available, and the overall plans of the communities have not included housing plans adjusted to the avail­ able buying powers. 1 Such plans can be developed in any city in Pennsylvania that will take on the job--and stick to it. Four actions are necessary: J One, an ample supply of decent housing at low rents. To get low rents today means the imaginative use of the public housing formula. This calls for a dedicated, imaginative, and determined housing agency. I E Two, the rehabilitation of as many of the existing substandard or outmoded dwellings as possible. This calls for a tough minded city government which realizes that, while the road to salvation is straight, it is also rough. IB B £ n Q Q. I L r L . i L iL 1 [ for and and and Three, an expanding supply of modern, new and desirable homes sale and rent to middle income families. This calls for energetic resourceful builders who recognize the value of good site design good architecture as well as the sales value of gleaming kitchens colored tile bathrooms. Four, the establishment of residence in the city by families in the upper income levels. This requires offering attractive sites in. which to build, or luxury apartments to rent; residential opportunities which meet the expectations of the upper income families and which provide the amenities sufficient to be attractive to them. Let me add a fifth point, not as an item of action but as a guide post for action: That is, aesthetics. The quality of aesthetics, of the delight that a street scene, or a building, a little park, a rowof houses impart to the beholder is incomparably more valuable than any other factor the investment of effort and money can buy. It is that quality which makes a casual tourist, or a visitor making an appraisal of the town, exclaim: "What a lovely place to live!" There is the program. It is not a program for the short run; it is a program for the long haul. This program is applicable to every city in the State that realizes that its growth is limited, or is extended, and the direction of this growth is guided, by the degree to which it comes to grips with its housing problem. The city that prevails will emerge as a lovely place, a place that people will be proud to claim as their own, a place in which visitors will desire to settle. It will be a place where industry will want to come because managerial and techni- - 6 - I �' 1 r 1 F' ' I I I I 0 3 □ □ □ □ r I cal employees want to live there. It will be the birth of a new city, one molded closer to heart's desire, but birth, I am obliged to caution, is apt to be a painful experience. □ " Q a IB S IB Now let us look at Wilkes-Barre. Wilkes-Barre is the central city of a sizeable metropolitan area. The question was asked of the Department some while back of how to improve housing in the metro­ politanarea, and the reply was that the housing problem of Wilkes-Barre is the housing problem of the area. This answer denies the belief that there can be thriving and prosperous suburbs and a dying and decaying city. Such a belief has never been documented. The belief is analogous to claiming that a powerful, aggressive, athlete can get by with a weak heart. You know it just isn't so. We also know, if we think about it for a minute, when the city dies, the suburbs shrivel and wither away. We also know that, when the city prospers, the suburbs thrive and grow. So we're looking at the city to see what the housing situation is there, to see what Wilkes-Barre has to start with and what it has to do. The census statistics show that housing in Wilkes-Barre is old, very old. Less than 10 per cent of the housing in the city has been built since 1930, compared to nearly 40 per cent in the State as a whole. Seventy-five per cent of the housing in Wilkes-Barre is 50 to 80 years old, and 4 per cent is 80 to 100 years old. Nevertheless, old though it may be, only 3 per cent is rated as structurally dilapidated and 9 per cent as deteriorated, a total of 12 per cent, and only 15 per cent of the dwellings are lacking in some plumbing or sanitary facility. So the hpusing is old, but well cared for, it has been equipped with plumbing and heating as these facilities developed, rotted steps and windowsills have been replaced and roofs have been kept in repair. What, then, is wrong with it? Well, you can drive up to a finance company in a three-year old automobile and get a loan on it; but if you drive up in a horse drawn surrey, even one with all the fringe on top, you won't be able to borrow a dime. The horse drawn surrey, and the houses in Wilkes-Barre, were built for a way of life that has passed; it no longer exists. New­ comers are not impressed. This housing does not offer them the layout or facilities for the kind of family or community life that they are look­ ing for. To quote statistics concerning the quality of this housing to newcomers merely cpnvinces them that you are satisfied with housing that they are not prepared to accept. Even more damaging, such an approach convinces the outsider that Wilkes-Barre not only is satisfied, but that it isn't going to do anything about it. Given a choice of "take it or leave it", the experience of Wilkes-Barre appears to have been - 7 - •I i b �J I J I that the type of industry that itwould like to attractis moreapt to "leave it" than to "take it. " And those who do "take it" are not too happy with their choice. Wilkes-Barre appears to be caught in a vicious circle: to get industry, a stock of desirable housing is necessary; to get the housing, new industry is necessary to supply the buyers. n But before this conference abondons the problem as hopeless, like the doctor who told his patient, after a thorough physical examin­ ation, "worn out heart, defective kidneys, no hope. Fifty dollars, " let us see what assets Wilkes-Barre has and what can be done with them. L Wilkes-Barre has three important assets with which to carry out the total housing program outlined. E L I I The first of these is a housing authority. This authority would have the obligation to create an adequate supply of housing at low rents. Some idea of the dimensions of this task is also provided by the I960 census. In I960, 25 per cent of the families in Wilkes-Barre had incomes of less than $3, 000. To hazard a guess, as much as 2, 000 units of low rent housing may be necessary to effectuate this program. Not all of this need be new housing nor need it be supplied in a week. This housing authority action should be coordinated with other parts of the program and only a limited amount of the housing should be new. In addition, housing should flow in and out of this program as needed. This brings out the second major asset: that is, the city has a large stock of old, but good,. housing. rl L f I £ 4 I Let the housing authority supply as much of the need for low rent housing through the use of the existing stock of housing. If the housing authority purchased as much as 1, 500 units of existing housing and the city enforced its housing and building codes, three things would be accomplished; a supply of low rent housing would be established; the values in existing housing would be recaptured; and families whose capital had been frozen would be in the market, with buying power in their pockets, for the modern and exciting homes called for in point three of the program. This program, let it be emphasized, is one that works for the benefit of all the residents of Wilkes-Barre, and for the city as awhole. □ 0 a i What is still needed, however, to complete this program is the offering in Wilkes-Barre, on a large scale, of the type of housing and neighborhoods that Wilkes-Barre residents now see in House and Gar­ den and House Beautiful, Such homes can be had in Wilkes-Barre as - 8 - �well as between the covers of the glossy magazine. To do this, however, requires sites for residential use. Here Wilkes-Barre has its third asset: a redevelopment authority. Some­ where in the city there must be sites, ten to twenty acres, currently blighted, that are well located for residential use. Let the redevelop­ ment authority start to acquire these, and the opportunity is opened for builders to operate. Those same sites will provide space for city dwellings for the upper income families--commodious town houses, luxury apartments--you will have to explore the market to see where the demand is. However, just to show that you have not been listening to a beau­ tiful pipe dream, I can tell you that a substantial builder is interested right now in building modern apartments in Wilkes-Barre. He is only waiting for a suitable site. I I So Wilkes-Barre has a housing problem, but it also has the means and assets with which to solve that problem. This city snuggled between the mountains and the lakes on one side and the rolling Susquehanna on the other, can become a lovely place; a city of which you will proud and which visitors will remember, pleasantly for a long, long time. It has been pointed out that community renewal is not a task for the short winded. There are even those who will say it can't be done, but that isn't true. J J Toparaphrase J. B. Priestly's "They Came to theCity": "Every time we find a spark of hope in anybody, we'll blow it into a blaze. They will tell us we can't change human nature. That's one of the old­ est excuses in the world for doing nothing. And it isn't true. We've been changing human nature for a thousand years. " "But what you can't change. . ...is man's eternal desire and vision and hope of making this world a better place to live in. " "Not every man, not every woman, wants to cry out for it, to work for it, to live for it but there's one here, a few down that street, some more down that street--until you begin to see there are millions of us--yes armies and armies of us. Enough tobuild ten thous­ and new cities. " Enough surely to rebuild Wilkes-Barre. - 9 - �i Io I 1 r in a i INTRODUCTORY REMARKS by Horace W. Kramer, Chairman Wilkes-Barre Redevelopment Authority Perhaps more than any other organization, the Redevelopment Authority of the City of Wilkes-Barre had had grave concern about the condition of housing in Wilkes-Barre and its environs. Being placed ip a position of relocating people from our project areas, we have taken a long, hard look at the conditions of housing. Mr. Good, in his remarks, specifically referred to the problems that face us here in the city. The two speakers of the first panel sess­ ion this afternoon will present tous varying views as to how the problem has been identified and solved with varying degrees of success in other areas. We will first take a look at a renewal program on the basis of a neighborhood presented to us by the Associate Director of ACTIONHousing, Inc. of Pittsburgh. This is regarded by many as being the outstanding example of the neighborhood Urban Extension Program. Our second speaker will discuss a phase ofthe Renewal that has not received a great deal of publicity but which is vital to the success of any rehabilitation oh redevelopment program. 10 - �it NEIGHBORHOOD URBAN EXTENSION--AN APPROACH TO RENEWAL 11 I by IS James V. Cunningham, Associate Director ACTION-Housing, Inc. , Pittsburgh r ii ACTIOiSF-Housing, Inc. is a private, non-profit civic organiza­ tion endeavoring through a comprehensive program to assure that the people of Pittsburgh and Allegheny County are well housed, To achieve this broad goal, it has set itself three immediate ma’jor objectives: i. Increasing the supply of good new housing in good neighborhoods for families of moderate income. Il 2. Bringing about the modernization of older housing and revitalization of aging neighborhoods. I 3. Establishing a research base for future housing and urban renewal programs. i i 1 < Recognized as the community's principal civic agency concerned with housing, ACTION-Housing was established in 1957 by the Allegheny Conference on Community Development. The Conference gives over-all leadership to a team of outstanding private organizations, and thus the knowledge, skills and influence of Pittsburgh's foremost business and professional men, heads of institutions, religious, civic, political and labor leaders, and philanthropists, are brqught into the creating of a vigorous urban center. ACTION-Housing has developed new sources of private funds for the financing of new sales and rental housing, and the modernization of older homes. It has the effective cooperation of all segments of the housing industry--home builders, realtors, appraisers, lenders, labor, and materials suppliers. In initiating, coordination and carrying out its comprehensive program, ACTION-Housing is part of a team of outstanding private, civic and public institutions and agencies. It is an associate member, with five other major civic organizations of the Allegheny Seminar, a high-level advisory body of elected local government officials and civic representatives which assembles in conference to work out solutions to County-wide problems. - 11 �Housing needs in Pittsburgh and Allegheny County are so many and varied, touching upon nearly all aspects of life, that only a compre­ hensive, embracing three-pronged program can make an effective assault upon the obstacles blocking housing progress. THE ALL-EMBRACING PROGRAM n s Why does ACTION-Housing find it necessary to become engaged in so many different types of activity? The answer is simple. When you sponsor the development of new housing, you find your­ self involved in problems of financing, - design, construction, and many other complications. When you attempt to bring about the moderniza­ tion of houses and the revitalizing of aging neighborhoods, you meet head-on with poverty, unemployment, racial tension, crime, lack of education and public services, and just plain apathy. You dig deeply into the facts and publish research studies pointing to the causes under­ lying deteriorating housing and neighborhoods, often to come up against a blank wall of criticism, opposition to change, or complacency and indifference. So ACTION-Housing must marshall every force it can recruit, and conduct enveloping campaigns in its three strategic areas to reach its goal of assuring that all the people of Pittsburgh and Allegheny Coun­ ty are well-housed. REVITALIZING URBAN NEIGHBORHOODS To bring about the modernizing of older housing and the revital­ izing of aging neighborhoods, ACTION-Housing has evolved Neighbor­ hood Urban Extension, a broad, vital new approach to meeting the social, political and economic realities of urban life. It has been determined that, in restoring and developing aging neighborhoods, the strengthening of human values is as fundamental as physical rehabilitation. You cannot fight blight in a slum pocket merely by remodeling some houses--or tearing them down--; no lasting im­ provement will be effected unless all the social and physical cancers of the surrounding environment are dealt with. To successfully overcome these many-faceted problems, the Neighborhood Urban Extension process has as its core the organized support and involvement of the neighborhood people themselves, who, with the guidance of a professional extension worker, reach out and channelize all the resources of the metropolis to the aid of the neigh­ borhood. 12 - �■ I 1 11 i At the same time, as neighborhood people work together and discover and learn to utilize these resources, the theory has been that a strong corps of local leadership would emerge to recognize and take initiative in finding practical solutions to their own neighborhood prob­ lems. It is now being demonstrated that this is more than a theory, that this works out in practice. ■■ ACTION BY THREE COUNCILS 5 fi • For example, a block club united as part of the Hazelwood-Glen­ wood Urban Extension Council, and in a few months of negotiation with landlords and realtors worked out a repairs agreement which put an end ■ to a horrendous sewage overflow situation which had been inundating some househol’ders of the community, who had'fdught it unsuccessfully as individuals for 23 years. i i .1 J M 'li n The Perry Hilltop Action Council worked with the Allegheny County Health Department on a voluntary code enforcement campaign in an area of 350 homes. Out of 39 unvented heaters found, 38 were cor­ rected. Convinced of the need through an educational campaign, 95 per cent of the householder s voluntarily admitted a Health Department sani­ tarian. Fifty Perry Hilltop homes were improved above code standards as the result of this code enforcement activity, with many new porches and new siding jobs in evidence. Experience has shown that modernization of a few houses in a neighborhood has a snow-balling effect; other owners and tenants begin to spruce up their houses. THE BREAKTHROUGH i i. u Of course, experienced leadership in Homewood-Brushton, which had had a three-year pilot Neighborhood Urban Extension pro­ gram, achieved a major breakthrough in February, 1964. After devel­ oping professional planning paid for by local industry and neighborhood people, much educational effort, and many, many sessions of discussion and decision-making, a total physical plan for the entire neighborhood was resolved upon, published and approved by the Citizens Renewal Council, the City Planning Commission and Pittsburgh's City Council. It becomes a key part of the overall Pittsburgh Community Renewal Program being developed by the City Planning Department. L - 13 - �: I u 1. 1 It includes a $3 million, 96-acre, 25-block conservation project being worked out by the Urban Redevelopment Authority, with the aid of Federal and City financing. This is the first urban renewal project in the City, and one of the first in the country, putting major emphasis upon modernization of housing, rather than clearance. 1 2 The Homewood-Brushton Citizens Renewal Council also is work­ ing with the Port Authority, the Board of Public Education, the Urban Redevelopment Authority, the Mayor' s Office, and the Pittsburgh Hous­ ing Authority to tear down ancient streetcar barns, which have formed a "Chinese Wall" barrier between two main sections of the neighborhood. It is hoped that plans can be worked out to rebuild with schools, housing for the elderly, and other improvements which could transform the whole center of Homewood-Brushton and give cohesion to the character of the neighborhood. r These are just a few examples of positive action in the three large neighborhoods where ACTION-Housing is carrying out its fiveyear Neighborhood Urban Extension demonstration. There is along list of father accomplishments (covered in detail in the special section, "Neighborhood Urban Extension")^. These include housing clinics for self-medernization in cooperation with realtors; zoning appearances before City Council; an educational campaign against narcotics addic­ tion in Homewood-Brushton; increased police protection and Improved public services; removal of many hundreds of abandoned automobiles in all three neighborhoods; university-conducted courses formerchants and other engagement of higher education facilities and personnel in the programs; work with the Board of Public Education on site planning for needed new schools; and In-the-Home Day-Care program; a summer tutorial program in remedial reading and motivation which has led to similar year-round tutoring courses in two neighborhoods, The list goes on and on. 3 0 ] RESOURCES AND SUPPORT I 3 5 y Over-all then, this past year for Neighborhood Urban Exten­ sion has been one of unification of the process, with neighborhood lead­ ership coming to take a serious part in planning, decision-making and working with the major resources of the City, such as universities and school systems, the Urban Redevelopment Authority, Health and Wel­ fare agencies, the City Planriing'Comrriission, theMayof's UrbanDevelopment Coordinator, and the State Highways Department and Bureau of Employment Security. - 14 - �11 D iU 1. i ■ £ El £ I r - i I 0 p i n I n U I J rr Fl 1 - !l p I i 0 .1 I HU This also has been the year when major businesses, industries and foundations came to the support of Neighborhood Urban Extension. In July, 1964, The Ford Foundation announced an additional grant of' $150, 000 to ACTION-Housing for the five-year demonstration. This increases the original grant of $325, 000 for planning and operating funds, made in January, 1962, to a total from The Ford Foundation of $475, 000 for the five years. This amount has been more than matched by grants from Pitts­ burgh foundations and corporations, budgeted services from local agen­ cies, and contributions from the neighborhood people themselves, mak­ ing a total of more than $1 million. The Community Chest of the United Fund aids in supporting the program, and both the City Planning Depart­ ment and the Urban Redevelopment Authority have sponsored budgeted services. The purpose of the additional $150, 000 grant to ACTION-Housing is "to expand neighborhood urban extension programs and to draw .the academic community into research and evaluation projects." All these urban extension programs are subject to extensive written evaluation, Pittsburgh foundations which have made supporting grants are The A. W. Mellon Educational and Charitable Trust, The Buhl Founda­ tion (which sponsored the original pilot program), The Howard Heinz Endowment, The Maurice Faok Medical Fund, The Pittsburgh Founda­ tion, The Pittsburgh Plate Glass Foundation, The Richard King Mellon Foundation, and The Sarah Mellon Scaife Foundation. Jones and Laughlin Steel Corporation, which has a large plant in Hazelwood, has made a supporting grant. Homewood-Brushton's four major corporations, which gave money and time to the physical plan from the beginning, are backing the program with further grants. They are Mine Safety Appliances Company, Rockwell Manufacturing Company, Edwin L. Wiegand Company, and Westinghouse Electric Corporation. EMPLOYERS AND EMPLOYMENT As employers, these corporations have a vital interest in the revitalizing of the neighborhood where they are established and where their employees live. However, three-fifths of the 7, 000 jobs in Home­ wood-Brushton come from small business--merchants, service estab­ lishments, and smaller manufacturers--and these employers are join­ ing the Council in increasing numbers, taking positions of leadership, and acquainting the people of the neighborhood with their specific prob­ lems. In one case, and there are others, a small manufacturer wishing - 15 - �11 I I 11. 1 to expand sought and obtained the support of the Council in rezoning and other matters, and an additional 100 jobs will result. 5. A practical approach to revitalizing an aging neighborhood is to strengthen its economic base. I 0 ■ G g In both Homewood-Brushton and Hazelwood, conveniently located Employment Centers were opened in June, 1964, directed by a fulltime coordinator, with a staff of volunteer counselors, This is a special demonstration program of the Office of Manpower, Automation and Training Project of the United States Department of Labor, worked out in conjunction with ACTION-Housing, the Homewood-Brushton Citizens Renewal Council and the Hazelwood-Glenwood Urban Extension Council, the Mayor's Coordinator of Manpower Retraining, the Pennsylvania Bureau of Employment Security--which has assigned two men to the centers--, and the Pittsburgh Board of Public Education, which does the actual training. i I One purpose is to test the effectiveness of neighborhood-based volunteer counselors in guiding the unemployed to training and jobs. RETRAINING FOR JOBS » if 11 fl 1 ] Through neighborhood recruitment campaigns, 1, 217 unemployed and underemployed men and women have registered for counseling, training and employment in Homewood-Brushton, - and more than 350 have'been registered in Hazelwood. Many of these were not accepted for present training, dropped out, or found jobs on their own. To date, 157 men and women have gone into retraining courses through these programs. The majority of these are still in retraining courses. Out of the 45 who have completed training, approximately 40 have been placed in jobs. An additional 90 who registered at the em­ ploymentcenters had salable skills and were placed in jobs immediately. Twenty-six and 30-week courses are being held to train young men as research laboratory aides and service station attendant-mech­ anic dealers. Univer sities have stated their interest in hiring the train­ ed laboratory aides, and major oil companies aided in setting up the program and will consider qualified service station trainees for job openings. The first of another series of courses, 16 weeks of production assembly training for unemployed young women is now nearly finished. - 16 - & �I p .1 r This has been held at the Steel Valley Technical School, and there have been only two drop-outs, both going to jobs, among 20 young women. Employers have registered strong interest in hiring these women, who have learned to assemble small parts and to use power hand and bench hand tools. i An earlier training course developed in Hazelwood with the coop­ eration of the Hospital Council of Western Pennsylvania and Duquesne University placed the majority of 19 trainees in jobs as hospital order­ lies, housekeepers and dietician's aides. L k r fi 8 I fl fl I WAR ON POVERTY ACTION-Housing, which has in effect pioneered a "war on pov­ erty" through its Neighborhood Urban Extension Program, has been working with the Mayor' s Coordinator of Manpower Retraining to put the recently passed Economic Opportunity Act of 1964 to work in Pittsburgh. A new non-profit corporation will be organized by the Mayor's Office to direct the community action programs. It is anticipated that ACTIONHousing will be asked to assume major responsibility for coordination of a number of programs at the neighborhood level, for consultant ser­ vices under contract to some settlement houses, and to furmulate action plans to improve housing inall of the designated poverty neighborhoods. ACTION-Housing will also probably be asked to assist in the recruit­ ment and training of sub-professional staff members for various pro­ grams to take place in the neighborhoods. 0 I rJ fl - 17 - | J �u. i I PLANNING A MIDDLE INCOME REHABILITATION PROGRAM I 8' Peter J. McCahill Project Coordinator Philadelphia Redevelopment Authority i. Probably the most meaningful part of the Urban Renewal Plan to the citizen's who will remain in the project area during the execution stage is the section dealing with the residential and non-residential minimum property standards. It is these standards and their applicable various City Codes, viz. , plumbing, etc. standards which establish what every home owner and property owner will be expected to do to improve their properties. Collectively, these standards and codes are known as the Conservation Standards that will determine the level of improvements that will be established. Therefore, the Conservation Standards that are arrived at must be realistic in regard to economic abilities and tastes of the project residents. Just as important is the manner in which they are established. The Community Relations Rep­ resentative should exercise great care to make certain that all the people of the conservation area understand that the purpose of the con­ servation standards are to create a single objective yardstick that will be applicable to everyone in the project. The Community Relations Representative should also point out that inorder to get Federal assis­ tance of the programs of U. R. A. .and F.'H.'A. .and the approval of City Hall for the project the people living in the area must show their will­ ingness to help themselves. In partaking in the development of an Urban Renewal Plan for their neighborhood they have said in affect, "This is what we need from Government to improve our neighborhood. " By assenting to bring their homes and properties up to standards above those of the City they are in affect saying, "Look at the regard we have for our homes and what we will do for the community at large, when the aforementioned Government aids are provided for us. " i H i I G I I ii I .a 1 I by The process by which the standards are devised should be as democratic and the standards themselves as practical as possible. In formulating the Conservation Requirements there are two bodies of data that the citizens and the L. P. A. will have to work with. The first of these is the city's Codes. The City's codes may be thought of as a floor in the measurement of performance for the property owners in the pro­ ject. The second body of data is the Minimum Property Standards of the F. H. A. and other Non-Residential Minimum Property Standards that may be devised by the local public agency and the citizens. These standards may be thought of as the means of measuring the performance - 18 - �I n i L L i I' ■ J i i. I I of the project residents in improving their properties above the codes of the City. In this connection it is important to point out that the spec­ ific M, P. S. 's used for a given project should be hand-tailored to that particular project. There has been some confusion on the point <of ob­ taining waivers of the various suggested standards embodied in F. H, A. Form No. 950. For detailed information the introductory statement of the publication, 950, will be helpful. If more clarification is needed, I suggest that you contact the U. R. A. Field Representative who will ar­ range fora meeting with the appropriate F.H. A. Field Insuring Office. While the citizens committee is coming to be familiar with what is re­ quired in regard to developing the projects' Conservation Standards, why they are necessary to the success of the project and informing all of the project residents of these matters, it is desirable to start making inside inspections of all of the property which are scheduled for the conservation treatment. In regard to these inside inspections it is advisable to clearly indicate to the project residents that the results of these surveys will not be used for any immediate code enforcement program, except for those cases that are uncovered where life or limb are in immediate jeopardy. It is important to indicate that these findings will be held confidential by the L. P. A. and used ultimately as the bases of a pro­ gram of voluntary rehabilitation. The purpose of these inside inspections is to obtain information about the type of problems and their number that will have to be dealt with during the execution stage. This survey is an eligible project cost. An L. P. A. may choose to have a private consulting firm or an appropriate City agency contract for this survey. The survey may be a. total survey or on a sampling basis whichever methodis most desirable in regard to project objectives. 1J L When the project residents are aware of the purpose of the Con­ servation Standards and the inside inspections are completed and when the findings are compilated and available to the L. P. A. , a final corre­ lation is made to determine what the particular M. P. S. 's will be for the Urban Renewal Plan which will be submitted to the Urban Renewal Ad­ ministration for their review. Between the time the Urban Renewal Plan is completed and the time that the project goes into execution a good deal of time may elapse. During this period there is the possibil­ ity that the project residents, particularly those who have been working and most interested in assisting in developing the Urban Renewal Plan, may become restive or discouraged because of the apparent lack of ac- - 19 - �L I J f J i: I n 8 J J J J tivity on the part of the L. P. A. In view of this it is desirable to shift the emphasis at this point to such things as having the citizens planning groups participate in the selection of types of street trees and land­ scaping, which have been previously budgeted for. If a consultant has been retained and he is to provide architectural services this will make a good time for him to begin meeting with the property owners to discuss their various particular problems and to propose solutions. In addition there are other activities which the L. P. A, and the project residents could begin working on such as, establishing citizen committees for liaison with governmental bodies other than the L. P. A. Depending on the City and the problems of project residents committees might be helpful for liaison with such agencies as the police depart­ ment, departments of streets, sanitation, etc. , the Zoning Board of Adjustment or the Planning Board. These committees under the um­ brella of the parent citizen organization should be set up, as needed, with the idea in mind that they would continue to function after the L, P. A. has closed out the project. Another task that the L. P. A. might attend to in this relatively quiet period is to set up the record-keeping system in regard to the project execution stage. This is not a quick or easy task for an L. P. A. starting out and it is very important that the initial system be accurate, easy to administer, and comprehensive without being cumbersome. In this regard it is suggested that any such system be geared in large measure to the data required for the Federal reporting form, H-6000, for execution activities. For the new local public agency this period would be the best for taking on new staff, such as, Rehabilitation Specialists, Relocation Workers, Financial Specialists, Social Workers and perhaps an archi­ tect, added Community Relation Representatives and additional admin­ istrative personnel. Naturally, new personnel will need some time to learn about the project and how their particular talents and background will best fit in with the effectuation of the project. Above all the L. P. A. staff should continue working hard at in­ creasing the number and the depth of citizen contacts on the street. I I hope that- these remarks in regard to practical day-to-day matters have been helpful. - 20 - �INTRODUCTORY REMARKS by Mrs. Rufus M. Bierly, Chairman Human Resources Committee, League of Women Voters As Chairman of the Human Resources Committee, we have found in our recent studies that one of the basic ingredients for the preserva­ tion of human resources is housing. It has been very interesting to our organization to consider varying aspects that have been developed in our discussions thus far today. Our next two speakers will continue to develop this theme. First of all, we will consider the problems that arise in trying to organize a community in order to combat the problem of adequate housing. Our second speaker of this panel will examine the role of what the private redeveloper must do in order to adequately meet the prob­ lem of moderate income housing. It is this area that has been quite of­ ten overlooked in dealing with the problem of housing. - 21 �SOME PROBLEMS AFFECTING COMMUNITY ORGANIZATION by William Phillips, SiRedevelopment Authority of Philadelphia lI K I . I' I p i i 1 i It would be gratuitous forme to acknowledge that I am no expert on community organization. But since no one else is, I expect that this opportunity to have an exchange of ideas with you will provide some fresh insights that I can take back with me to Philadelphia. In the beginning of May of this year, one of the city-wide agencies in Philadelphia asked for a representative of the Redevelopment Auth­ ority to participate on a panel that would have as its overarching subject, "The Affects of Urban Renewal on Human Relations." The task fell to me. I would have to consider, it turned out, not so much the scope of the issue, for there is ample material around, but generally, the defen­ sive posture into which explanations about affects in any field of public policy, so fully stocked with such strongly held, diver se opinions as that of urban renewal. An explanation for the Affects of Urban Renewal on HumanRelations demands something of a confession. Well agencies just cannot rise to the style of an Augustine, or a Rosseau, or a DeQ.uincy, First of all, local public agencies do not have the preoccupation with the eter­ nal things that the church fathers had (we pray that our conservation areas will hold intact for 25 years); we have been too middle-class to be publishable lechers; and opium would give us indigestion. I called the sponsor for the panel and suggested that the title was incomplete. It was all right as far as it went, but if he would be kind enough to allow as howwe could'add to the', title, to readiin toto--"The Affects of Urban Renewal on Human Relations and the Affects ofHuman Relations on Urban Renewal"--those representing the Authority, and those representing the various sectors of the community, might come to accept the main part of the difficulty in seeking the common goal of Urban Renewal, is merely, the built-in imperfections of people; organ­ izations, private and public; institutions, grand and store-front, and the relations between and among them all. This kind of social first law of Newton came home to me a good many years ago when I was working the Indian-Herb tonic belt, (At one - 22 - �“IJ time, it rivaled the Bible belt.. Not so anympre. It just doesn't package well in polyethelene. ) I I. I a i iJ I 3 J It was a day bn the country-side spur of the belt that I ran into my primer in social interaction and my unforgettable match. It was spring; the air full of clover, scullions, bees and buzzards, lapproached a perfectly healthy specimen of a horse of a woman with my hard straw in hand, pin-striped gray suit, pointed-toe shoes, grinning from ear to ear. "Madam," I said, "do you suffer from constipation, indigestion, rheumatism, lumbago, high.or low blood pressure, hard or soft corns? She looked at me with a look that suggested--I've seen this kind of clown before--and said, "Well, yes, but wait aminate!", whereupon she bounded back into the house, bounded backout before I could unsnap my suitcase and said, "This is what I take!" There in her hand was an oversize quart bottle of what turned out to be after she took a swig of the stuff and shoved it in my mouth, the bitterest most long lasting taste of gunk I've had before or since. I relate this story, not altogether because it is good far me to remind myself of those unconsciehable youthful days, but because as agency people we are not prepared towrite a prescriptionfor the urbanrenewal process without soliciting, seeking, and securing the partici­ pation and consent of the people who are affected by the medicine. Nor can they, who are affected, expect to play a passive role, or an oppor­ tunistic role, or merely be amateur scolds, and approach, if not quite have, a community in the best sense of that term--an organization of people in which the satisfaction of human needs occurs with complete efficiency. ii. Before I get into the main body of my remarks, allow me to make a convenient isolation of the problems that affect community organ­ ization and the problem that seems to me to have received insufficient emphasis in practice, if not in theory. The problems that affect community organizations can be divided into classes not necessarily logically exclusive: I i. There are those problems that can be characterized as the political, legal, and fiscal policies of a community. u, 2. There are those problems that can be characterized as the economic and social problems of a community. 3. There are those problems that can be characterized as the procedural processes, private and public; and L1 - 23 - J �4. Finally, there is that problem that can be characterized as a lack of a sense of community. It is this lack of a sense of community that I would offer some impressions. Workers in the social sciences have convincingly described the influences that have fractured this once held sense of community, and how it can be restored, even in the pluralistic community. But up until now, they have in the main been taking in each other's washing. Today, those of us who are trying to implement an Urban Renew­ al Program, especially in conservation areas, are finding that a lack of a sense of community, both horizontally and vertically, is a primary cause for delays (lack of community under standing will often postpone a public hearing for a proposed plan in an election year.if the incumbent suspects the community is not supporting the plan); or for increasing costs (insufficient lender's money will impede a rehabilitation program, forcing the local public agency to amend the urban renewal application for more acquisition funds in order to acquire structures that a willing but unable owner cannot rehabilitate); or can be instrumental in killing an Urban Renewal Program when a community's resistance to the ac­ ceptance of an open occupancy city is combined with problems involving relocation of people. Those classes of problems mentioned earlier obviously involve questions of financial resources, housing resources, capital planning of municipal improvements, intergroup adjustments, etc. all of which, in 'this day of systems approach to problems., critical path methods, and social adjustment techniques, reduce them to technical difficulties if, and only if, the power structures of the pluralistic community are convinced and committed to the proposition that the satisfaction of human needs should occur with complete efficiency. There are, of course, conservative establishments, private and public, who oppose this, and opportunists who see the urban renewal program in too narrow a perspective. But it is the conviction of those of us who work for community conservation, both human and physical, that if we can enable the com­ munity to become in charge of itself, develop this sense of community where it is lacking, the conservative establishments will abandon .their excessively conservative money policies, and the opportunist will con­ cert their energies into policies consonant with the objectives of urban renewal. - 24 - �1 This demands the coordinated efforts of the power structures and a confrontation of each with the question: who are we that w’e should not be mindful of our neighbors--cross town, up town, down town? ‘ I III. To create this sense of community where it is lacking, or effective, is a monumental task. When we go into a community today, say of 30, 000 people, and ask the leading lights in as many ways as one can--What is an urban renewal? --What is redevelopment? --What is your community?--you don't expect much of an answer to what is urban, renewal or redevelopment, but what you get to the question, what you see and hear coming from the viscera to--What is your community? -can be tabulated as follows: A community is: So many haircuts per week So many burials per month So many properties conveyed per annum So many loans transacted today So many pecks of potatoes sold So many gallons of gas pumped So many patients So many parishoners So many club meetings, or a combination of these.. f I I I J This, mind you, is a stable community with members of the upper middle class on down. It is one in which the emphasized relations between people, and one is almost convinced the only meaningful rela­ tions these people have, are those, the outcome of which is best regis­ tered in the Gross National Product. This sense of community has been wonderfully described by Adam Smith. "It is not from the benevolence of the butcher, the brewer, or the baker, that we expect our dinner, but from their regard to their own interest. We address ourselves, not to their humanity, but to their self-love; and we never talk to them of our own necessities, but of their advantages. " Of course, there is potentially more to the community than their utterances reveal. But we are not dealing with absolutely unchangeable people or conditions, small or large; we are dealing with degrees of a general enough condition, measureable in empirical terms of blight and blighting influences--terms which became in the 1949 Housing Act and its amendments, part of the official criteria for establishing an Urban Renewal Project. - 25 - B �There is some oversimplification here. There are a multipli­ city of influences. But when we have singled out the accumulative result and called it blight and blighting influences, there has been a persistent motif, even if we call it gross default (to have charity mute the shout) in too many communities. Recently in Philadelphia, 40 potential conservation areas (as distinguished from the 5 active conservation areas), were studied to determine their social, economic, and institutional characteristics.. This material was reviewed in search of some evidence for this sense of Community we've been talking about. As we reviewed the criteria to determine how an area became eligible as a potential conservation proj­ ect, we were struck by what seemed to be a conflict in data and conclu­ sions drawn. In eight or nine of the areas where the data would suggest a stable, viable community, the conclusion drawn was, "This is a static area with little private or public activity taking place and no effective community organization. " In several other areas undergoing enough change to be considered almost under the stability level necessary for a successful Urban Renewal Program, there were effective community organizations working on important aspects of community problems. Of the residents of the first collection of areas, one wonders what keeps them stable! To what are they committed? To the second Collection of areas, one can only have respect for the efforts to hold on to what is worth conserving in a period of change. J .3 .1 - I I IV. I have been talking about a sense of community for which I would like to give you an outstanding example. This is not a conserva­ tion area, but is doing the things that we would hope to see done, in a community in charge of itself, a community with this sense. Commun­ ity A, we will call it. Community A is located in an area that was part of an estate purchased by Philadelphia's last colonial mayor and the first after the revolution, Samuel Powel. During the latter half of the 19th century as Philadelphia expanded westward, a settlement developed which was unique among settlements as an area of pretentious Victorianand mod­ ified Federal style homes. Contemporary Community A was created, in part, in 1956 by a group of developers. Their purpose was to provide middle-income housing in the area through rehabilitation of those pre­ tentious structures that had for more than a decade become too expen­ sive to be maintained by the senior citizens who occupied them. Some of these houses have been certifiedby the Philadelphia Historical Com- - 26 - �I I 1 mission, a certification which requires, among other specifications, that the facades of such buildings be restored to the original appearance. 1 The rehabilitation efforts, one of the primary distinctions of the community, have resulted in various types of recognition to the area in the last few years. In 1959, this community secured a commitment from F.H. A. to secure mortgages for housing rehabilitation under Sec­ tion 220 of the 1954 Housing Act. It has been estimated that 8. 1-million dollars were spent by this community to improve their properties and at least 250 properties have been renovated. A professional housing advisory team is retained by the developers to assist the residents in housing investments and renewal and in real estate transactions. 2 In 1958 and 1959 one of the civic organizations of the area was awarded the first prize in state-wide community-development contests sponsored by the Pennsylvania Chamber of Commerce. J Perhaps the best description of this community is not that it has an unusual distribution of good brains per acre, but that its residents act and talk like pioneers. The area is racially mixed, with almost equal proportion of white and Negro residents, and some residents of Oriental extraction. One of the basic beliefs of many of the newer residents and the civic groups is, that a racially intergrated neighbor­ hood is desirable. The largest of the civic groups in the area has a membership of 400 to 500 members. This group's activities cover a wide range, from bake sales and village fairs through efforts for better educational and recreational facilities and better City services. All the civic groups combine their efforts onany major issue affecting thearea. In concert, they will hire a lawyer or planner to provide them with representation or guidance when needed. JJ L L L With respect to school problems, capital building programs,, and curriculum content, Community A is one of the best informed and most articulate in the City. When it realized that its school problems extended beyond its ownboundaries, it joined with communities through­ out two school districts to form the West Philadelphia Schools Committee that annually testifies with significant affect on the sufficiency of the school budget and the priorities of the appropriations. It has protested inequitable treatment and discriminatory prac­ tices of tenants in the area. ideal. This is not an ideal community. It is one working toward an It is one that is in charge of itself. It has a sense of community. - 27 - I i �r J I In contrast to Community A, I would like to give you two brief examples: one, Community B, where the sense of community does not have a chance without a tremendous effort on the part of the private and public operating agencies, and Community C where it is likely to suc­ ceed although it is less well stocked with the fortunate cross section of trained abilities as Community A. Community B recently became a conservation area. It has a very feeble sense of community. It is a community going through the last pahses of ethnic change. It was once occupied by affluent middle­ class income residents who lived in ponderous 3-story mansions and less affluent residents who lived in typical Philadelphia row houses. With the profound changes and influences that att ended two world wars, Community B has become a densely overcrowded area mixed with non-white residents of all generations and white residents of senior years with almost only frenetic communication between the two groups. i i i ii 'll II iii The income median of the area is sufficient for a conservation area, but as with most racially mixed areas in flux, the lending insti­ tutions are hesitant to extand long term credit necessary for a success­ ful rehabilitation program. It is sporadically harassed by well organ­ ized and disciplined gangs from adjacent depressed areas. It has sev­ eral long standing civic organizations that tend to dissipate their ener­ gies in personality conflicts. Since the conservation program has gotten underway, there are signs that sufficient numbers of people are willing to participate in the reconstruction of the community. This is a feeble beginning. It has not much momentum. It will be nurtured because millions of Federal, State, and City dollars are at stake. It is an irony that in the recon­ struction of a community, the creation of a sense of community is put in the service of saving money. But it is one of the current facts of life. Community C is one of the largest conservation areas in Phila­ delphia. It is currently awaiting federal approval of the first part of the urban renewal application. It has been in the business of getting in charge of itself since 1954 when the office of the Development Coordin­ ator challenged the community to save itself. Today, it is a highly structured, sophicticated organization with a sense of community matched only, if not exceeded, by Community A. The basic unit of organization is the block. The area is divided into six geographical units. It has six standing committees and an executive committee that will survey a houding, school, environmental or recre­ ational problem; investigate the neglect of an operating agency, picket the defaulting, or demand an accounting from their duly elected repre­ sentatives. 2g �___ I L 2 They have combed the entire area with representatives of the City Planning Commission. It succeeded, with the Commission, in creating a land-reuse proposal for the area that won the approval of the residents after their suggestions for changes were included in the plan. Community C has won prizes for 1961, '62, and '63 for state­ wide community-development contest sponsored "by the Pennsylvania Chamber of Commerce. Its basic weakness is its lack of a wide-base support. Its executive committee has become entrenched, although it annually declares its intent to attract bright young people to assume some of the responsibilities of managing the organization. But this entrenchment is not altogether willful. It is the conse­ quence of so great a preoccupation with problems, and with learning more than they imagined would be their lot, thay they are afraid of a. break down in a continuity of their work if their successors are too inexperienced. Professional guidance will rectify this. ■I In recent months the Community Relations Staff of the Redevel­ opment Authority of the City of Philadelphia has outlined what it takes to be its proper role in creating a sense of community in the conserva­ tion area. Briefly, it entails soliciting the community1 s sense-of its problems and interest through the questionnaire technique and inter­ views; determining from the community the priorities it places on its problems and interest; acting in a liaison function between the commun­ ity leaders and resource personnel of the public and private agencies, in order for the community to become familiar with the assigned scope and responsibilities of the agencies; assisting in the development of wide-based support of the local leadership group to ensure representiveness; providing technical information on all phases of the renewal process; involving the community in every phase of community plan­ ning-physical, institutional, and commercial--in comprehensible steps; suggesting techniques and methods for managing community-wide prob­ lems. Whenthis approach has beengiven sufficient field tests, wehope that the outcome will be a clear and simple charge from the c ommunitiesin which it istried--get out! Your work is done! We are in charge of ourselves. We have a sense of community. - 29 - �1 ’ ] THE PRIVATE REDEVELOPER AND MODERATE INCOME HOUSING L 1 LT by Melvyn T. Pugatch, Real Estate Consultant Baltimore, Maryland I I find my appearance here today a compliment having been in­ vited to share a podium with the distinguished participants at your Con­ ference. We must continually plan for our cities. We must make certain that proper leadership will be available to provide this planning in more than the narrow sense. In point of fact, the orderly and healthy growth and rebirth of the city is only achieved when such broad planning was beforehand, and--the degree of such growth is in actual relationship to the planning that was provided. It is bad enough that unplanned devel­ opment happened when we did not know better, or did not recognize some of the costs of lack of planning, but it will be a real disgrace if we allow it to continue. We cannot be complacent about our current housing situation. With our standard of living the highest in the world, we must see to it that we have the highest level of housing standards and opportunities for all of our people. The way in which our people live--the low income families, our retirement citizens, our minority groups--will do much in determining the future of America in the world struggle in which we are engaged. Although the housing needs of one economic segment of the com­ munity should not be considered by itself, I would like to spend my time examining with you the responsibility and the opportunity the redevel­ oper has to provide newly built housing for low and moderate income families. Obviously, one way to encourage andaccomplish development is to show the profit-motivated redeveloper that profits are attainable; likewise, the non-profit sponsor can be made to understand the various techniques available to provide housing to meet a specific need. In my mind, speaking as a builder, developer and consultant, the most important thing that will happen in real estate in the next few years will occur in the urban area of the city and not primarily in the suburbs. This agrees with the remarks expressed by the other speakers here today. - 30 - �I .. 8 fi £ a In line with this, I believe this session might be served if I dis­ cussed in a more general way that building under urban renewal is both similar to and different from building outside of urban renewal areas. And, then spoke about the Federal Housing Administration mul'tifamily section of the National Housing Act, including some recent amendments which became law when President Johnson sighed'the Housing Act of 1964, designed to provide housing for the low and moderate income family. Doing business in urban renewal areas pretty much means that you deal with the Redevelopment Authority or the Urban Renewal Agency or some combination of agencies that have been delegated by the muni­ cipality to execute and carryout the city's urban renewal program. My comments are intended to assist rather than lessen the public's confi­ dence in any agency. In the land disposition phase, that is the sale of the land by the LPA (Local Public Agency) to a redeveloper, there is a serious dilemma in meeting the objectives of securing the best possible development and also the highest possible land price. 8 ■ B 1 The trouble is that these individual objectives are in conflict. Simple arithmetic indicates that achievement of the best possible devel­ opment is not always consistent with selling land for-the highest price.. Nor is buying public confidence through the use of open bidding proce­ dures always consistent with securing high grade development. This dilemma has penetrated officialdom. The Regulations now recognize about eight different procedures which the Local Public Agency can use. The ideal disposition technique should involve an element of com­ petition between project proposals. The sponsor of the best proposal canbe awarded the land ata predetermined fixed price; or, as an alter­ native, several sponsors can be adjudged acceptable and be permitted to bid for the land. The flaw in both of these techniques is that poten­ tial redevelopers are required to invest front money, and in some in­ stances substantial amounts, in planning without assurance of being able to acquire the land. Needless to say, many LPA's are searching for better disposi­ tion techniques. In deciding whether to try for a specific parcel, the redeveloper should interest himself in determining 1. whether the LPA has adopted a clear disposition policy with respect to the parcel, 2. whether the disposition body has the implicit of explicit sanction of the local governing body so - 31 - �that an award based on exercise of discretion by the LPA will "stick", 3. whether the policy permits an early determination of the acceptability of the redeveloper's general proposal without requiring excessive planning costs, 4. whether the policy gives any class of redeveloper a preference or right of first refusal, 5. whether the time lag between the award of the land and its availability of conveyance is realistic. Another matter of importance to the builder is the degree of con­ trol to be exercised by the Agency with respect to construction. Ideally, the amount of control over construction retained by the Agency should depend upon the nature of the project. In any event, from the developer1 s point of view, it would seem essential that where LPA approvals are required, the Agreement should spell out the exact documents which must be submitted and the precise time within which the Agency must keep its review. URA regulations require the developer to make a good faith" deposit of 5% to 10% of the total purchase price of the land, In most instances, this deposit is not credited on the purchase and is not return­ able until the construction has been fully completed. This is tantamount to requiring the redeveloper to freeze additional equity money in his project. The protection afforded to the Agency by this requirement is minimal once the land is actually conveyed and the purchase price paid. The burden on the developer, however, can be substantial, and serious consideration should be given to see if this requirement cannot be amended. The over-riding importance to the developer of obtaining a mortgage commitment withina reasonable time is recognized in the Reg­ ulations. It is perfectly permissible, therefore, for the developer to bargain 'for an escape clause which' permits the return of the deposit if appropriate financing is not obtained within a specified period of time. With respect to local government, a few of the more obvious conditions in which the developer should be interested in are: 1. Are most of the urban renewal functions concentrated in a single local agency or are they distributed among a number of agencies: If widely distributed, the danger - 32 - �exists that the developer win be caught in the middle of policy conflicts between various local bcdies--each with jurisdiction over part of the program. is the local government, from the mayor on down, strongly committed to the program? Have the traditional city agencies, such as the Department of Highways, the Department of Sewers, and the like, cooperated in formulating the Plan? Is the Urban Renewal Agency willing to act as a liason with the other city agencies at.d willing to assume initiative for processing such things as required zoning changes and exceptions? How many social objectives, in addition to the elimination of blight and the a chievement of sound development through private enterprise, is the Agency and the particular Renewal Plan burdened with? I mentioned earlier, - have just touched on some areas of concern in a most general way. 1 should like tofocusmy remarks at this time on the FHA insur­ ing program for construction of new multifamily housing for families displaced from urban renewal ar eas or as a result of other governmental action and for low and moderate income families. The builder and developer who ventures into low and moderate income housing--as wellasurban renewal project development—should have more than just an average interest in the project; He should be philosophically in tune with it. He must also be convinced that the ob­ jectives of the program and the project are valid and that it has more than a fair chance of success. The section of the Housing Act that was enacted to primarily assist in financing this type of housing under FHA is known as Section 221 (d) (3). The insurable amount limitations prcvidedby law are $8, 000 per family unit without a bedroom, $11. 250 per family unit with one bedroom, $13, 500 per family unit with two bedrooms, and $17, 000 per family unit with three or more bedrooms. gagors. The 221 (d) (3) program may be carried on by several type mortThese, are: - 33 �1. 2. 3. 4. A A A A public body or agency cooperative limited dividend private non-profit corporation or association All of the above type sponsors-mortgagors are required to meet precise rules and regulations, as defined by the FHA, in order to be considered eligible and in addition must operate under precise regula­ tions establishedby FHA including control of rents, charges, and meth­ ods of operation. The below-market rate program does not require payment of the FHA mortgage insurance premium which is waived. The interest rate is 5-1/4% per annum during the construction period and until final endorsement; at final endorsement the interest rate is reduced from 5-1/4% to 3-7/8% per annum. The statute provides that the amount of the mortgage may be 100% of the replacement costs except that in the case of a mortgagor other than a non-profit sponsor/mortgagor the mortgage cannot exceed 90% of the amount authorized under Section 221. The replacement costs may include land, the proposed physical improvements, on-site utilities, architect's fees, taxes, interest during construction, and other miscellaneous charges which are incident to construction and approved by the FHA. Although the statute provides for a mortgage of 100% or 90% of replacement costs, whichever is appropriate, it should be pointed out that the debt service is perhaps the most important limitation as to the amount of the mortgage. From my experience, I should like to recount the following which may be of interest to you. The rental schedule now in effect in the Baltimore project, we sponsored, and which is known as the Forest Heights Apartments, built under the 221 (d) (3) below-market rate program are $57. 50 per month for the 1 bedroom apartment, $67. 50 for the 2 bedroom apartment, and $77. 40 per month for the 3 bedroom apartment. These rentals do not include utility charges for gas and electric for heating, cooking and operation of the central air conditioning system present in each unit. These rents by the terms of a Regulatory Agreement between our corporation and the FHA may be modified only with FHA approval. In my opinion, they are about as low as we can reasonably expect under - 34 - �I the 221 (d) (3) program. In the Baltimore area these are approximately $30 to $45 per month less than the rentals for comparable housing built under conventional financing or under the regular FHA program. Ac­ cordingly, in assessing the feasibility of a project in your area, you should first make a judgment as to whether there exists a real need for housing at these rentals. I i i i i p D ■■ The low rents in our Baltimore 221 (d) (3) project are notattributable in any measure to low m nstruction costs. Conventional building standards and quality, with special emphasis as to future maintenance, werefollowed inthe design of our Forest Heights Project. The "under­ marketrentals" are due almost entirely to the favorable financing avail­ able under Section 221 (d) (3). Our Baltimore project consists of 320 units; there are 64 one bedroom apartments, 192 two bedroom apartments, and 64 three bed­ room apartments. The gross area of the project contained a little more than 22 acres; the building structures cover about 15% of the landarea-thus--we have 85% of the land area devoted to open space. We did no advertising other than place a sign on the front street of the project. Our project was completely leased out in 12 days. I should mention that in addition to the current month's rent, the tenants were required to furnish a security deposit equivalent to one month's rent before moving into their apartment. Here it is September 1964, almost 2 years after initial occupancy, and we have approximately 50 families on the waiting list for each of the three size apartment units or an approximate total of 150 families on the waiting list. It is inter­ esting too, I believe, that we do not accept any applications for the wait­ ing list unless the application is accompanied by the equivalent of one month's rent of the apartment applied for. These funds as well as the security deposits are maintained in a separate bank account and are not comingled with other corporate money. Our project in Baltimore was the first in the country and, in reality, it was a pilot project. It was only through the real desire of many persons, including those at FHA, to make things work that we were able to pioneer this "historic event". We are very proud of our project and what it has accomplished and what it has demonstrated. You must agree that there are all kinds of people who need to be housed in proper living accommodations. I think you will agree that the 221 program, if creatively administered and executed, may be of - 35 - �great use in helping to solve urban relocation problems and in providing low and moderate income housing at a cost these families can afford. The builder must have an understanding too that he must share in the many responsibilities with government and each must have con­ fidence in the other and mutual understanding in order to produce the best results in the interest of the community. I feel confident from all I have heard and from all I have read that we have the tools at hand to do the job. We have legislation that has been enacted to provide the mechanism; we have the financing in­ dustry that is better equipped than it ever has been in the past; we have more planners and redevelopment experts than we ever had before; we have builders who are prepared to venture into projects; and we have more people than we ever had before who know about the problems we face and how to deal with them. These are some of the means that may help attain the target. The solution depends on a complete knowledge of all the elements that are involved and the perserverence and dedication with which the task is pursued. - 36 - �INTRODUCTORY REMARKS by Rev. Whaley J. Atterbeary Mayor's Advisory Council, Wilkes-Barre During the course of the day we have been presented with a series of challenges. As developed by our keynote speaker, we know that we do have a housing problem in our area. The panel sessions this afternoon shared with us the experiences of individuals in other areas and how they have attempted to meet their problems with varying de­ grees of success. Our speaker this evening now has before him the challenge of analyzing the varying approaches that have been used throughout the United States. His experience is rather wide and extensive in this field and the topic that he has chosenfor his talk is very fitting and proper to culminate the challenges, ideas, and solutions that have been presented today. - 37 - �> IS THERE AN ANSWER? by John H. Haas, President Workshop 221 Inc. , Washington, D. C. As in almost every crucial issue besetting our civilization, our country, our community, or our family, there are always many more, questions and problems than there are answers and solutions. In the field of housing, the situation is no different from other issues, especi­ ally since this is a topic that hits close to home and the heart. As you have heard during this Conference and, probably, before that every day of your life, we are in trouble--indeed, in deep troub!e--as far as hous­ ing is concerned. Because of its intricate relation to nearly every phase of our lives, this trouble is also materially affecting the chances of sound and workable community growth. 1 I I I I J First, let me clarify a few matters of semantics. When we are talking about community growth we should differ­ entiate between two forms of growth: extensive and intensive. Exten­ sive growth is the kind that planners and public officials thrive on: new roads, new suburbs, new schools and housing projects, land planning,, shopping centers, new utility services, sound and profitable investments and new tax and profit sources. Extensive community growth is one of the more pleasant documentations of our affluent society with special benefits toa generation yet unborn. Therefore, it should have our bles­ sing and our support. ] Then, there is intensive growth--and this, if you will pardon the expression, is a horse of an entirely different color. It is a sick horse, a slow horse and, worst of all, a very neurotic and complicated animal that doesnot easily hold still for treatment. Intensive community growth means, most of all, upgrading, streamlining, modernizing and adding facilities needed for improvement--and all that within the existing framework, and, often, physical boundary of the municipality. This implies sociological upheaval, technological change, regulatory hard­ ships, some physical surgery, a few progressive innovations and, first and foremost, a strong and thorough psychological, emotional and corganizational re-orientation in the thinking and function of many civic, economic and political forces that comprise and, occasionally, domi­ nate the community. Intensive community growth is a topic 'that stead­ ily creates questionsand problems for everybody, from property owner to tax collector, from carpenter to building inspector, from loafer to 3 - I 38 - �■ J I II lender, from preacher to teacher, and from neighborhood store to city council. I I ! I E .. .. 111 y t ' I B! The next item to be clarified is "housing". In the context of our searchfor solutions, what dowe meanby housing? What type of housing are we concerned with most? Public or private, rental or sale, town house or high-rise, old or new, blighted or prosperous? In our prob­ lem areas we are looking for solutions that will create housing that is "adequate" and "affordable!1; it should be provided wherever possible by private enterprise and, only where this proves to be unworkable, through governmental assistance. Whatever kind of housing we think and talk about, one characteristic should always be prominent in our considerations: housing that presents a solution to our problems must always and under all circumstances be adequate and affordable--and this is much more than the "decent, sound and sanitary" that we hear so much about these days: the biggest supply of adequate housing will not serve its intended purpose at all if it is not made accessible to those who need it. Unfortunately, these two requirements eliminate a great portion of what is sometimes loosely referred to as our existing hous­ ing supply. Also, housing that may be adequate for one family may not be so for another (for example, because of family size, age grouping or access to employment). On the other hand, housing that may be suit­ able in size and location for a family which could afford it, may not be in good enough shape to provide decent, safe and sanitary shelter. We find, esp. in open market operations, only too often that the evaluation of these characteristics is either missing, willfully neglected, or unob­ tainable--which inevitably leads to overcrowding, abuse, financial hard­ ship or other consequences that in no time at all create another problem case. To conclude this item of semantics, let me qualify the topic of this presentation by stating that the question "Is there an Answer?" should be finished off with a categorical "no!": there is no one answer --but there are thousands of answers and they will all be different, de­ pending on the community, its needs, the condition of the inventory, the role of local and federal government and, of course, also depending on the human element--the people who attend to these problems, apply the various types of treatments, deal with the families or properties in­ volved, and administer the programs that are, or will be made, avail­ able to help solve these problems. To find these answers is a Gargan­ tuan task that may take months or years; all I can do for you now is to find some common denominators for certain needs, problems, facili­ ties and methods that might simplify the approach or accelerate the process that may produce specific answers and solutions. - 39 - �! I I I .I ’I' n "i To simplify my assignment, let me take a specific community which is in the worst shape possible and is looking for all the answers. Let's call it "Twilighttown, U.S.A.'! and let's assume that it is about 100 years old, has a population of 20,000 families, half of which own their home while the other half rent a house or apartment; let us also assume that the owners of rented houses live inanbther city which makes them "absentee landlords". About 10% of the families in Twilighttown arenon-white with anaverage family income of $3, 000, while the aver­ age income of the other families is $5, 500. Twilighttown has a mayor who rules with an iron hand to the best of his ability, a small force of officials and no codes or regulations covering housing, building or occu­ pancy standards. There are sufficient ordinances for police, health, sanitation, fire, plumbing and electrical installations. Approximately 30% of the existing housing inventory is deteriorated; there is hardly any vacant ground available to build new housing, and there is no public housing in existence. Twilighttown has no civic organizations, no in­ vestors to speak of, a good group of real estate operators, a few banks and building associations with limited funds, a few good contractors who are overloaded with work, and adequate trades people. Schools are crowded, hospitals far too small, streets dilapidated, industries hard­ ly noticeable, commercial establishments fair and slipping in quality. Recently, the situation has become a bit critical because a new federal highway is being built in close proximity to the city limits where it in­ tersects with a major state road that leads to important farm and min­ ing areas within a radius of 75 miles from the city. Some processing plants are making inquiries about getting located in or near the city and ask embarrassing questions about living quarters, schools and recrea­ tional facilities for their employees. Also, the State wants to re-route and widen its connecting road through a aprt of the city where the worst blight exists and wants to know first where the people who would lose their housing because of the new construction would go. The mayor, recognizing the importance of the situation,, appoints a committee of 20 professionals who come up with a series of sugges­ tions to meet the crisis: 3 D 3 C i 1, Establish a set of modern building, zoning housing codes and im­ mediately proceed witha strict and thorough enforcement program to be completed within two years, with subsequent continuation on a normal scale to maintain adequate minimum standards throughout the commun­ ity. 2. To implement and promote the new code program, set up a munici­ pal Housing Improvement Guidance Center, where property owners, pro­ spective buyers, and tenants may obtain adviceand help without charge. - 40 - �Introduce "Housing Assistance Certificates" for owners or tenants who cannot complywith requirements of code enforcement action or dis­ placement orders resulting from public construction or future urban renewal operations. These certificates would qualify their holders for financial or administrative assistance from local, state or federal ag­ encies and organizations. 4. Organize a Conventional Mortgage Pool with pledges and funds from local and nearby regional lenders; mortgages, trusts, or improvement­ loans would be made available only for holders of Housing Assistance Certificates unable to obtain financing through regular channels; all types of lending would carry customary interest rates plus a special risk premium satisfactory to the sponsors. This might be done by in­ creasing the interest rate, by advance collection of a "risk reserve" (deductible from loan proceeds), or by creating a municipally-backed "mortgage risk insurance" on a mutual, collective premium basis. 5. Organize a semi-public "Housing Pond, Inc. "--a non-profit type operation that would be restricted to the purchase of properties in dis­ tress (due to financial hardship, code or condemnation action, or dis­ placement orders) under voluntary conveyance--prior to court or fore­ closure proceedings--for the purpose of rehabilitating such properties and returning them to the open market for rent or sale on reasonable terms. Enforce an ordinance that all housing, sold or rented to certificate holders, must comply withall existing codes and regulations; this would include properties financed through the Mortgage Pool and, also, all dwellings sold or rented by the Housing Pond. 7. Set up representative civic neighborhood and businessman's groups and make them participants --in an advisory or consultative capacity-in all plans or projects that may benefit the program. 8. Promote a Commercial Revitalization Association consisting of small business proprietors and merchants with the aim of modernizing shopping and service facilities, map out new locations and commercial categories needed to satisfy anticipated developments in and around the city; funds may be drawn from the Mortgage Pool or separate lending sources set up for this purpose, perhaps with the help from the Small Business Administration. 9. Make application for a Workable Program to redevelop the blighted city section through which the new State highway is proposed to pass; include, as objectives of such a program, authorization to build apart­ ment units under the below-market-interest provisions of sec.. 221-d-3 - 41 �l> of the National Housing Act, and to carry out conversionand rejuvenation projects in commercial and industrial areas. 10. Propose, as an added objective, rehabilitation of some selected existing large buildings plus construction of a limited number of new buildings as a public housing project to accommodate these families who, under the auspices of the new program, could not find adequate housing in the open market due to lack of sufficient income or displace­ ment by governmental action. 11. Apply to the Community Facilities Administration for funds to mo­ dernize schools, roads, increase hospital facilities and extend sewer and water services to the newly emerging commercial, industrial and residential locations beyond the city limits; this would probably be done' in cooperation with surrounding county governments or, perhaps, under a regional program inaugurated and directed by the State. 3 12; Inaugurate a system of fiscal encouragement for upgrading of pro­ perty; such as, a tax freeze for residential and commercial property assessments for 3 or 5 years whenever a property owner has made sub­ stantial improvements to the structural or functional value of the pre­ mises; tax penalties for properties under code enforcement on condem­ nation whenever compliance has not been made within a reasonable time limit; exemption from all municipal taxes or fees on transfer of pro­ perties to or from the Housing Pond: permission to post all or part of property improvement costs (under code compliance) as deductible from local taxation, and reasonable tax exemptions for new industries or ser­ vice facilities willing to relocate to or near the city. J D D After the mayor received these recommendations he called a town meeting and gave everybody who cared a copy of the report in ad­ vance. At the meeting, one out of every four people present objected to about 3 of the 12 recommendations; as it always happens on such oc­ casions, some of the objections were well founded, esp. from the view point of the opponent, others were made because of "principle", pre­ judice or ignorance of pertinent facts, One lawyer, speaking for a num­ ber of his clients who were absentee landlords having substantial in­ vestments in rental properties, objected to the rigid and accelerated code program because its execution would place undue hardships on his clients (the record shows that some old lady yelled: "they can afford it!"). A retired judge mentioned that condemnation procedures would be illegal and that the municipality would have to get state legislation passed to authorize such a program; a local architect objected to the Guidance Center that could compete with service he was able and will­ ing to render (barded His Honor: "for a fee, of course!"). One real estate man suggested that housing certificates would put "dog tags on - 42 - I �I f poor people" and that the housing pond would take away business op­ portunities from legitimate investors--at which point the mayor retor­ ted that this was exactly what the pond was meant to do whenever legi­ timate or illigitimate speculators planned to use distress conditions to buy up properties for a song or foreclose on delinquent owners without mercy. A local lender questioned the wisdom of a mortgage pool and pretended that his organization was more than willing to make all the sound loans on sound properties that were submitted to him--which pro­ voked some hecklers in the audience to shout "oh, yeah?" His Honor replied that the Pool would only consider loans on marginal properties to borderline applicants not eligible for customary lending procedures and he thought that this lender would bethe first to partake in the Pool, esp. since the higher risks were matched by higher yields and, per­ haps, added loan insurance. As might have been expected, several people objected to urban renewal and, particularly, public housing and the city treasurer excitedly pronounced that those tax proposals would bankrupt Twilighttown and, furthermore, there was no money avail­ able, anyway, to pay for all these "foolish new ideas". When he had fin­ ished, the mayor jumped up, all red in the face, and shouted that he re­ sented the implication that he was trying to bankrupt the city and that plans had been made already to finance the proposed innovations out of new taxes, municipal bond issues, and federal contributions. When it was all over, His Honor summarized the results and stated that 3 out of 4 people liked 9 out of 12 points and that the report, therefore, was accepted by a substantial majority. Before the opposition could get or­ ganized, he proposed that the name of Twilighttown be changed to Dawn City and with almost unanimous approval of that motion everybody rolled up his or her sleeves and went to work. ta Now, some of you may call these recommendations drastic, ra­ dical, even despotic; perhaps they are. But, then, look at the misery, the filth, the crime, the lack of good education and opportunity in Twi­ lighttown: is all that perferable to taking some bold and radical steps for the good of the whole community? Should they let sound judgement and hope of progress be marred by narrow-minded prejudice or sanc­ timonious promises? In all sincerity, did the people of Twilighttown have a choice--or, to put it more realistically, do WE have a choice at all? Naturally, you may say, things in your community--wherever it may be--are quite different from Twilighttown. This means, statistics may differ, motivations may change, objections may come from other sources for different reasons--but the facts that cause these problems willalways bethe same: Dilapidated housing, insufficient incomes, lack of suitable financing, indifferent citizenry, lax or weak municipal man- - 43 - I �I - agement, unscrupulous landlords, careless tenants, and widespread ig­ norance about remedial facilities and programs available today. Add to this the understandable tendency among many older citizens and com­ munity officials to live in the past and distrust the future, and you have a comprehensive list of reasons why youare here today and why others gather almost weekly in other cities throughout the land to worry about similar situations and problems. Now let's look at those 12 commandmentsagain since they seem to present some of the answers you are looking for. First of all, you will have noticed that most of them suggest actions to be taken on the local level, by local forces, with local resources. There are only a few items that would require State or federal help. This is a natural and logical approach for, the problems we face are lodged in the community, causedby the community, sufferedby the community: they should there­ fore be solved primarily through the resources of the community pro­ vided, however, that these resources can be properly marshalled, stim­ ulated, assessed, and organized for the common goal. With people and cities being what they are, this is not often feasible because thoughts, feelings, principles and intentions vary from man to man, house to house, neighborhoodto neighborhood. These very often honest and deeprooted discrepancies and contrasts foster procrastination, indecision and opposition that waylay reforms and prevent progress. 1 J Some communities, under mounting pressure, sought a way out of the dilemma by reaching for federal help through the urban renewal machinery which is, in essence, a compulsory prescription for all sea­ sons and sicknesses. Many of its features serve a worthwhile purpose and could remedy many of the urban ills with which we are concerned. In the case of existing housing, however, the pills don't work so good and the reasons for that are inherent in the composition of the remedy that requires identical application of identical treatment for the most diversified conditions, prescribes unrealistic requirements for ill-e­ quipped people and communities, or concentrated heavily on fringe benefits without touching the core of the illness. The same, inciden­ tally, goes for some other federal programs that propose to help com­ munities and housing. Generalities, vague accusations? Let's look at a few cold facts I In conservation or rehabilitation project areas, each property left standing must comply with a set of project standards. These stan­ dards are set high above most minimum code levels and require sub­ stantial outlays on the part of owners often neither willing nor able to upgrade their properties that much; for those who are, and have to re­ port to mortgage financing or loans under F. H. A. regulations, the credit and income eligibility rules are so strict and rigid that only upper middle income families with a clean credit backgroundand a good-sized - 44 - �I J I equity in their property can qualify forF. H. A. financing. Quite obvious, those projects were started in the first place because there was not enough of these affluent proprietors in evidence to keep a neighborhood in good shape. And this is not the only difficulty. One of the characteristics of a declining urban neighborhood is the unending variety of deficiencies, the everchanging degree of deter­ ioration, the hopelessly entangled financial andeconomic circumstances among dwellings and dwellers, and the widespread inability or unwill­ ingness of property owners to comply with higher standards. It must be understood that in such a conservation area there exist, from the very outset, roughly three levels of " standards". There is, first of all, the 20% or more of "sub-standard" structures which under any cir­ cumstances--since they violate existing codes--must be improved; it may safely be assumed that, for the great majority of these owners, attainment of minimum code standards would cause the ultimate sacri­ fice, if it can be done at all, while any upgrading above these minimum standards goes well beyond their ambition and capacity. Secondly, there is the remaining 80% of properties which, although not assumedly in violation of mimimumcode standards, do not present attractive or sound enough characteristics to be considered on a par with the third level, the "minimum project standard". For the second group of owners, the cost of reaching that mandatory third level is most likely prohibitive. Yet, under the rules of any conservation program they must comply or they, like the first group, will lose their holdings. Then there remains a rather small minority of dwellings and owners ordinarily conforming to project standardsand therefor e unaffected by any mandatory require­ ments. ] By thus establishing a set of property requirements which are, almost facetiously, called "minimum conservation standards", the Ur­ ban Renewal Administration, in fact, established maximum standards which were in the majority of cases either not practical or not obtain­ able. This is responsible for the greatest amount of criticism and op­ position urban renewal has encountered in the past. Unless this idea is either abandoned or drastically brought down to where dollars and dwellings can be sensibly correlated, the function of urban renewal as a corporate and compulsory over-all cure for deteriorating neighbor­ hoods is doomed a failure. The evaluation of U. R. A. 's conservation program should pot be interpreted as a wholesale indictment of the principle to treat deter­ iorating areas as a federal project. There are certain types and degrees of neighborhood deterioration which need a corporate solution, primar­ ily because of an element of urgency and because of a special and sig­ - 45 - �8 II' nificant interest, on the part of the whole community, in that partic­ ular area. The type might best be definedas a " singular purpose" area: an accifhnulation of structures keyed to one major resource such as, for example, a university, a hospital, a government agency, a commercial center, or a residential section of special historic or ethnic value that ought to be preserved "in style" as a societal asset. Any area of diversified or contrasting housing and population characteristics is a very poor objective for corporate conservation treatment. The past record of achievement or, better, frustration in suchattempts should be sufficient evidence to support this view. Heter­ ogeneous neighborhoods should not be "conserved" as such in the first place; they should be changed by the normal processes of private endeav­ or and municipal planning. It has been shown on several occasions that municipal conservation programs, in a small area, can be accom­ plished at about 10% of the cost of an urban renewal project. Results may not be as perfect or as conspicuous as a (successful) renewal pro­ ject, but they should be adequate for the area and a commensurate in­ centive for further community growth. At this point, let me touch on another vulnerable concept; the defining of a project boundary. Urban renewal has consistently shown a tendency to establish project areas as extended as could possibl-y be justified "by the book". This tendency is dangerous and unsound. The social and economic effects of any urban renewal project are deep- reach­ ing and substantial; they uproot families and businesses; they destroy old and traditional ties and responsibilities; they change property values and create many personal and financial tragedies. Such effects should be kept to a minimum by establishing project boundaries containing only the absolute minimum of geographical area requiring such treatment. It is a fact that sound renewal project activities have a radiation effect on their surroundings that tends to encourage and, often, enforce up­ grading of adjacent sections to keep in line and properly connect with the new improvements. Although this effect does not usually reach far into adjacent territories--or, certainly, never far enough--its impact on the immediate vicinity is inescapable and would most probably cover any area that, under present customary procedure, might unnecessarily be included in the establishment of a project area boundary. Also, citizen participation from within a highly "eligible" project area will always be positive and facilitate approval; whenever "fringe areas" are included in a proposed project, opposition and controversy mar and de­ lay many project objectives to the detriment of the entire undertaking. Finally, here is one more illustration that pinpoints the lack of true intent and purpose inan important part of our national housing pro- 46 - J L �a E gram. The 1964 Housing Act, in its original version, contained 59 in­ dividual items of proposed legislation: only five of them were related to existing housing; the rest had reference to land planning, project de­ velopment, condominiums, vacation cottages, higher priced homes. Little was devoted to the amelioration of the defective housing inventory owned or occupied by moderate or lower income groups. In fact, even where such advantages were offered, they were usually tied in with re­ newal project areas or public housing where the federal bureaucracy could keep a watchful eye on the run of eventsand the activities of local officials. This same spirit prevents communities that do not have an urban renewal program from obtaining the benefits of 221-d-3 low interest mortgages for moderately priced apartment buildings, or from having public housing accommodations for marginal income families or displacees--although both categories exist in abundance in thousands of communities that do not need or want a workable program. This impo­ sition of federal controls as a prerequisite of assistance is responsible for much of the opposition to urban renewal. It looks as if the federal government does not trust the community to wisely administer its loan or grant programs --and, in some cases, that distrust may be justified; we should assume, however, that, as a rule, municipal government is as responsible and competent as a federal agency; probably, when it comes to local management problems, even more so. L1 J Thus, as things stand now, we cannot expect much federal sup­ port for our problems in intensive community growth--and we may just as well face up to it. On the other hand, we must take steps--and take them now--to rehabilitate deficient housing, to rejuvenate blighted neighborhoods, to obtain long-term financing for not-so-safe risks, esp. for the millions of families that are emerging from financial dispair or occupational handicaps under their' own power. They, together with the modest income home owner and the family displaced by new roads, schools, and other public undertakings, need "adequate" and "afford­ able" housing; if we can not help them obtain it, they will be thrown right back into the ranks of the slum dwellers and the undesirables from whence they came. Can we, in the age of progress and prosperity, allow that to happen? There is an answer, only one answer, to this question--and it is a clear and emphatic "NO"! I said in the beginning that there are a thousand answers to our questions and problems. Let me add to this one message: to study, formulate and interpret these answers for the individual community takes a great deal of knowledge, time, patience and sacrifice on the part - 47 - �of those who must do the job: the community officials. But, more than anything else, it takes what I may coin as the "3 I's: Initiative, Imag­ ination and Integrity. " Those who qualify for these requirements will become the unsung heroes of Tomorrow, the real pioneers of Progress and the founding fathers of an era that will have to search in museums and history books for the story of Twilighttown, U. S. A. - -and may God bless them in their mission; - 48 - ____________ �ROSTER OF ATTENDANCE Name Address Position Airey, Marion King's College Wilkes-Barre, Penna. Exec. Sec'y Development Ofc. Allen, Mrs. Edward C. Junior League of Wilkes-Barre Bear Creek, Penna. Member Armstrong, F. T. City Parking Authority Wilkes-Barre, Penna. Member Atterbeary, Rev. Whaley J. Mayor's Advisory Council Wilkes-Barre, Penna. Clergyman Ayers, Rev. Jule First Presbyterian Church Wilkes-Barre, Penna. Clergyman Baker, Myron Sordoni Enterprises Vice-President of Hotel Sterling, Wilkes-Barre, Penna. Public Relations- Barrett, Mary King's College Wilkes-Barre, Penna. Librarian Bartow, R. J. Dept, of Public Welfare 16 North Main Street Wilkes-Barre, Penna. Executive Director Bell, Fred, Jr. Housing Authority-Wilkes-Barre 20 Carlisle Street Wilkes-Barre, Penna. SecretaryTreasurer Bierly, Betty Kanarr Greater Wilkes-Barre Real Estate Board 61 West South Street Wilkes-Barre, Penna. Realtor Bierly, Mrs. Rufus Human Resources Committee, League of Women Voters Chairman Blier, Bernard B. Northeast Pennsylvania Industrial Development Comm. Chamber of Commerce Building Scranton, Penna. Executive Director �! 1 i I I (J u j Bohinski, Alois Luzerne County Planning Commission Member Wilkes-Barre, Penna. Brockman, Stanley J. Junior Chamber of Commerce Wilkes-Barre, Penna. Member Bromfield, Forrest Luzerne County Housing Authority 56 West Union Street Wilkes-Barre, Penna. Member Brown, Mrs. Carl N. Luzerne County Federation of Women's Clubs 80 Second Street Kingston, Penna. Representative Caley, George E. Nanticoke Chamber of Commerce 38 East Main Street Nanticoke, Penna. Ex. Director Caverly, Noel B. First National Bank Shickshinny, Penna. President Cochran, Mrs. William Home Builders Auxiliary Assoc. 62 Virginia Terrace Forty Fort, Penna. Treasurer Cohen, Dorothy Family Service Association 7 3 West Union Street Wilkes-Barre, Penna. Executive Director Condo, Raymond Penna. Department of Commerce Scranton Life Building Scranton, Penna. planning Technician Costello, Mrs. A. Home Builders Auxiliary 66 Chestnut Street Swoyersville, Penna. Member Cronin, John Penna. Power &: Light 15 Water Street Pittston, Penna. Co-ordinator Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce Franklin Street Wilkes-Barre, Penna. Secretary : J1 ) �Crosby, J. M. N. E. Penna. National Bank and Trust Company 67-69 Public Square Wilkes-Barre, Penna. Vice President Csala, Gottfried Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Penna. Architect Cunningham, James V. ACTION-Housing, Inc. Associate Director Pittsburg, Penna. DePolo, Henry Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Member Daron, Mrs. D. Home Builders Auxiliary Overbrook Road Dallas, Penna. Member Durkin, Eugene Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Member Earley, Mrs. Charles Woman's Club of West Pittston 215 Wyoming Avenue West Pittston, Penna. Member Evans, Jones WBAX Wilkes-Barre, Penna. News Director Farley, Dr. Eugene Wilkes College Wilkes-Barre, Penna. President Farrell, James P. Urban Redevelopment Authority First National Bank Wilkes-Barre, Penna. Site Manager Ford, Elizabeth T. Redevelopment Authority First National Bank Building Wilkes-Barre, Penna. Administrative A ssistant Fox. Walter R. N. E. Penna. National Bank and Trust Company Wilkes-Barre, Penna. Assistant Vice-President �Furman, Mrs. Nell Greater Wilkes-Barre Real Estate Board 25 West Market Street Wilkes-Barre, Penna. Realtor Gerdes, Merl A. , Jr. Bell Telephone Co. 53 Public Square Wilkes Barre, Penna. District Manager Gilbert, Walter J. State Health Center 71 North Franklin Street Wilkes-Barre, Penna. Supervising Sanitarian Good, William A. Housing and Redevelopment Division Penna. Department of Commerce Harrisburg, Penna. Chief Goodman, Mrs. Mary League of Women Voters R. D. #1 Plymouth, Penna. Member Haas, John H. Workshop 22?. Inc. Washington, D. C. President Haydock, Nicholas J. Pennsylvania State Employment Service Wilkes-Barre, Penna. Regional Director Hleiselberg, Edward Luzerne County Planning Commission Wilkes-Barre, Penna. Director Holl, John H. Redevelopment Authority Wilkes-Barre, Penna. Howells, Benjamin F. Nanticoke Housing Authority City Hall, Nanticoke, Penna. Executive Director Isenberg, Mrs. Paul League of Women Voters Wilkes-Barre, Penna. Member Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian 1 I II I Rehabilitation Officer �Kaufman, Pearl Lewith & Freeman Wilkes-Barre, Penna. Real Estate Broker Kramer, Horace W. Wilkes-Barre Redevelopment Authority Wilkes-Barre, Penna. Chairman Krammes, Therold Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Penna. Regional Sanitarian Krauss/Mrs. George M. YWCA 40 West Northampton Street Wilkes-Barre, Penna. Executive Director Landemesser, Mrs. Dorothy Lashford, Edgar J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Penna. Executive Vice-President Lippi, Ettore J. 260 Pierce Street Kingston, Penna. Architect Loch, Frank J. Pennsylvania Gas and Water Co. 30 North Franklin Street Wilkes-Barre, Penna. Long, Joseph Redevelopment Authority Wilkes-Barre, Penna. Member Me Cahill, Peter J. Redevelopment Authority of the City of Philadelphia 2619 South 19th Street Philadelphia, Penna. Project Coordinator Me Cartney, Mrs. Agnes T. Carbon County Planning Commission Courthouse, Jim Thorpe, Penna. Mulhall, John Wyoming Valley Sanitary Authority Wilkes-Barre, Penna. Executive Director Vice Chairman �Greater Wilkes-Barre Junior Chamber of Commerce Wilkes-Barre, Penna. Vice-President Myers, j. Robert Pennsylvania Power &: Light Co. 901 Hamilton Street Allentown, Penna. Senior Commun­ ity Planning Consultant Niehoff, Walter H. Pennsylvania Economy League, Inc. 706 First National Bank Bldg. Wilkes-Barre, Pennsylvania Director of Research O'Donnell, Thomas Jr. Housing Authority of the County of Luzerne 866 South Franklin Street Wilkes-Barre, Penna. Vice Chairman O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeastern Bank Building Hazleton, Penna. Executive Director O'Karma, Henry D. Wilkes-Barre Redevelopment Authority Wilkes-Barre, Penna. Executive Director Pearlman, Dr. William Wilkes-Barre Board of Education 71 W. River Street Wilkes-Barre, Penna. President Murdock, George W. I ■ J' Phillips, John i Phillips, William Sr.. Redevelopment Authority of Philadelphia 5 301 Haverford Avenue Philadelphia, Penna. Pugafch, Melvyn T.. Real Estate Consultant ■. Baltimore, Maryland Radkiewicz, John F. Bellante and Clauss, Inc. Bellante and Clauss Bldg. Scranton, Penna. I I I fl Principal Planner ��I Splinter, A. M. R. C. A. Crestwood Park 77 East 8th Street Wyoming, Penna. Splinter, Mrs. A. M. R. C. A. Crestwood Park 77 East 8th Street Wyoming, Penna. Stocker, Donald N. Pennsylvania Power & Light Co. 901 Hamilton Street Allentown, Penna. I Teller, Stephen A. .. . 181 North Franklin Street Wilkes-Barre, Penna. Teller, Mrs. Stephen A. 181 North Franklin Street Wilkes-Barre, Penna. Wall, Dr. P. J. Redevelopment Authority Wilkes-Barre, Penna. I Manager of Photocell ' -i Engineering Manager, Area Developm ent Attorney Member WARM Broadcasting Company Scranton, Penna. 0 u ol Waskell, Earnest City Hall Wilkes-Barre, Penna. Director of F inane e Whitesell, Howard Box 127 Dallas, Penna. Builder Williams, Wilmer L. Murray Dilley Streets Forty Fort, Penna. Builder Wood, Walter C. Wilkes-Barre City Schools 81 North Washington Street Wilkes-Barre, Penna. Superintendent Young, Mrs. J. W. Real Estate Miners National Bank Building Wilkes-Barre, Penna. Realtor 6??C5 �£2 J I Cl I nij DI J Cl J Hi Cl Cl p :■ I �■■■ ' i r lOOOlLDlTfl WILKES COLLEGE LIBRARY J 1 I * E 3 I A q ■ •G : fl I ■ I « 1 G 3 = ! �I i 2; lL r � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Fourth Annual Community Growth Conference, 1964 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1964 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/1499be83c188d2024f4e7b2ceec9288a.pdf c961b57b6d460eb643cdbfa748c2c4b7 PDF Text Text SURVEY OF INFLUENCES ON WOMEN'S VOTING BEHAVIOR Archives \O2 1963 INSTITUTE OF MUNICIPAL GOVERNMENT ? Wilkes College Wilkes-Barre, Pennsylvania �SURVEY OF INFLUENCES ON WOMEN'S VOTING BEHAVIOR 1963 IMP­ INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES T k 155 <? vj (, INTRODUCTION Did women elect Eisenhower and Kennedy? can be found on both sides of the question. Political pundits Whatever the answer, the r women's vote is held a vital and decisive factor in elections in the United States. It was repeatedly stated during the Presidential campaign of I960 that John F. Kennedy drew large crowds. These crowds had a special quality. Women of all ages seemed to predominate them. Per­ haps the size of the crowds might be ascribed to the Kennedy personal- ity and an indefinable quality that especially made women want to see him and show friendliness toward him. Were these women in every economic and social strata of American life? Many observations were made on the types of women who appeared in these crowds during the political campaign of I960. This survey was undertaken not as an attempt to discover how women voted in the I960 election. It was merely an attempt to discover some of the influences on their voting behavior in the I960 Presidential campaign. It should be remembered that the assessment of the media A of communications, speeches of candidates, and the personal traits of $ candidates as they appear Co the voter is actually subjective with the voter. Hence, the study of the two groups of women voters in this sur- vey has its limitations in appraising those factors. A group of two hundred married women were selected for this �survey, one hundred of whom were union members' wives (UMW) and one hundred of whom were businessmen's wives (BMW). The names of the respondents were obtained from a list of union members of a labor organization and from a list of members of a women's organization, both organizations with offices in Wilkes-Barre, The subjects interviewed covered a geographical area extending from Forty-Fort Borough on the north to Newport Township on the south, a distance along the axis of the Valley approximately 15 miles, including about a dozen municipalities. For obvious reasons, identified. neither of these organizations can be publicly No attempt was made to exclude or include any particular person on either list. The only determination made at the time the name was selected or at the time of the interview related to whether the person was married. The names of single and widowed members from the list of the women's organization were withdrawn, and in similar fashion, the same people were excluded from the labor organization's list. Whilethe subjects for the interview were chosenat random from the two lists, caution must be exercised in considering either of these groups as representative of union members' wives or businessmen's wives. Responses of those interviewed were identified only according to the two categories stated. The interviewers were four upperclassmen in an advanced poli­ tics class at Wilkes College. Two students interviewed the union mem'b bers' wives, and two students interviewed businessmen's wives. The interviewing was done during the month of November immediately fol- 2 - �lowing the I960 election. The five questions were read to the women, and each in turn was asked to choose an answer from a limited list of responses. The results have been tabulated by questions. A further break­ down of the responses in relation to the other questions in the survey was also made but only for purposes of class discussion. This latter tabulation is not presented in the survey in order to keep the writing to a reasonable length. However, some comments on the breakdown of responses in relation to other questions are made where they appear to be significant in understanding the political attitudes of women. results were evaluated in percentages. All Unfortunately, while these do describe relative differences, they do not tell us whether those dif- ferences are significant. For certain questions, a lower percentage might be more significant than a higher percentage for other questions. Viewed in the light of a small-scale analysis of voting patterns, certain limited conclusions can be drawn from the data. A study such as this cannot measure any subtle or veiled factors that underlie political behavior. Hugo V. Mailey, Director Institute of Municipal Government - 3 - �QUESTION 1 Question 1: "What do you think does the best job of educating the public about Presidential candidates?" The respondents were given a choice of seven factors in soliciting their answers to the above question--newspapers, churches, schools, political clubs, radio, TV, and the candidates themselves. Some of the respondents stated that they thought other factors did the best job of educating the public. These are marked with an asterisk. The reader is reminded that the question did not ask what factors af­ fected the respondent, but father which factors the respondent thought affected others of the public. RESPONSES TO THE FIRST QUESTION Factor U. M. W. B. M. W. Total Newspapers 17. 0% 46. 0% 31. 5% Churches 3. 0% 1. 5% 3. 0% 1. 5% Schools Political Clubs Radio T. V. 55. 0% 30. 0% 42. 5% Candidates Themselves 22. 0% 19. 0% 20. 5% *A11 1. 0% 0. 5% ^Magazines 1. 0% 0. 5% *Party workers__________ . . . . *Not included in survey form 1. 0% 0. 5% - 4 - �The three factors which received the most emphasis among the 200 women were TV, newspapers, and the candidates themselves, in that order. Apparently, the women thought both media of communica- tions played a significant role in educating the public about the candi­ dates in view of the fact that almost 75% ranked these two factors first and second. Since these are the major media of communications, this is not an unexpected result. TV and newspapers as factors might be even more significant if the candidates themselves were not seen in person, but appeared to the voters only through TV, newspaper pictures, or news comments. Judging from the responses to this question, it would appear that UMW emphasized seeing, whereas BMW signified reading. Caution should be exercisedin concluding that UMW prefer to see whereas BMW prefer to read in view of the phraseology of the question. Moreover, it is only a speculative conclusion that the BMW were not influenced strongly by the TV debates in the I960 campaign. This conclusion could be reached only if there is a significant difference in the educational level between the two groups, which was not contemplated in the survey. Among the UMW, the largest number (55. 0%) said that TV did the best job of educating the public about candidates, followed by the candidates themselves (22. 0%), and newspapers (17%). The wives of the businessmen, on the other hand, changed this order: newspapers ranked first (46. 0%), TV ranked second (30. 0%), third (19. 0%). - 5 - and the candidates themselves �In breaking down this composite and considering the inter-rela­ tion of the responses to this question with those of the other questions, many interesting correlations were observed. A majority of all three groups of BMW {those emphasizing newspapers, TV, and the candidates themselves as the educating force) claimed to have made up their minds politically and tended toward political independence and little influence from their husbands. Whereas the BMW who stated that the newspapers did the best job of educating the public on the Presidential candidates showed no marked choice as between faith and hope in their candidates’ political speeches, those BMW -who stated that the candidates themselves did the best job inclined toward faith, and the group that preferred TV were in­ clined to have complete faith. Perhaps, further analysis might reveal an educational and intellectual difference between the BMW preferring newspapers on the one hand and the BMW preferring TV and the candi­ dates themselves on the other hand. All three BMW groups expressed a preference for ability ever experience and sincerity. The respondents were offered no criterion for judging any of the qualities. It is significant, too, that none cf the BMW who felt that newspapers were the important educating factor chose personality as the most important personal attribute in a candi- date, which might suggest that candidates project their personality vi­ sually rather than through the impersonal media of print. 6 - �A substantial number of UMW, no matter which educating factor they chose, felt that no outside influence interfered with them in making up their minds politically. The wives who thought that newspapers did the best job of educating the public were slightly more intense toward this political independence. The UMW who stated that the political candidates did the best job of educating the public had stronger faith in their candidates' speeches than those who preferred TV or newspapers. One possible interpreta­ tion from this correlation could be that these UMW had already made a decision regarding their presidential choice. Or, this could mean that such impersonal educating factor s as TV and newspapers are not as con- duciveto building faith in candidates as the very candidates themselves. Both the group of UMW who believed that the candidates did the best job of educating the public and the group which preferred TV as the significant educating factor agreed that sincerity was the most important quality in a candidate. Surprisingly enough, among those UMW who pre­ ferred newspapers, experience was the quality emphasized rather than sincerity. - 7 - �QUESTION 2 Question 2: "Who helps you mostin making up your mindpolitically?" In the same manner as the first question, five factors or re­ sponses were offered to the women to choose from. These five factors were: father, mother, husband, friends, and others. Two additional factors, "independent decisions" and "can't answer," were not included in the survey form but were offered as responses by a substantial number of women. In quite a number of instances, the interviewer was skepticalabout the "independence" as deduced from the tone of theinter- view. Nevertheless, the interviewer recorded the answers as the res- pondent s gave them. RESPONSES TO THE SECOND QUESTION U. M. W. B. M. W. Total Husband 18. 0% 23. 0% 20. 5% Friends 1. 0% 2. 0% 1. 5% Others 2. 0% 15. 0% 8. 5% 79. 0% 59. 0% 69. 0% 1. 0% . 5% Factor Father Mother ^Independent Decisions *Can't Answer * Not Included in Survey Form - 8 - �Although the form provided no opportunity for the women to indi­ cate that no one assisted them in making up their minds, a large majority (69. 0%) insisted that they made their own decisions. If assistance was sought, most women fromboth groups stated that it came from their husbands (20. 5%). Both the UMW and the BMW placed independent de­ cision first and husbands second. In this, there was agreement, al- though the political independence was more pronounced among the UMW than among the BMW (79. 0% to 59. 0%). Both the BMW who made up their own minds politically and those who admitted that their husbands helped them to make up their minds agreed that newspapers did the best job of educating the public. The greatest difference between the two groups of BMW--those who expressed political independence and those who relied on their husbands-- related to the amount of faith the women placed in their candidates' speeches. The politically independent BMW expressed about equal faith and hope in the candidates' speeches, whereas the BMW who relied on their husbands had more hope than faith. While both the politically in- dependent and those who sought their husbands' advice among the BMW group felt that ability was the most important quality in the candidate, the more pronounced feeling for ability was found among those who leaned on their husbands on political matter^. A near majority of the UMW who claimed to have made up their own minds politically stated that TV did the best job of educating the public and a lesser number said that the candidates themselves were - 9 - �responsible. Newspapers were placed last by this group. group of UMW--those who listened to their husbands The second ranked the edu­ cating factors as follows: Newspapers, radio, candidates. An even half of the UMW who consulted their husbands on poli- tical matters had complete faith in their candidates' speeches. Both the politically independent UMW and those who wefre advised by their husbands felt that sincerity was the most important personal quality to look for in a candidate; and, in descending order, these same women selected experience, ability, personality, anil fairness. - 10 - �QUESTION 3 Question 3: "Did you have faith in your candidates' political speeches ^V In giving the women a choice of four responses on this question, the objective was to ascertain the degree of faith that the women had in the speeches of their political candidates. RESPONSES TO THE THIRD QUESTION Response U. M. W. B. M. W. Total �(34. 0%), as had complete faith in.the speeches of the candidates (36.0%). On the other responses there was relative agreement between the groups. Among the UMW, an equal division was found between thosehaving some faith and those having more hope than faith (20.0%). There was a larger percentage of UMW than BMW who had no faith at all in the speeches of the candidates (12. 0% to 5. 0%). The largest group among the BMW were those who did have faith in the political speeches of their candidates, although only slightly more than those who had "more hope than faith." Basically, these women showed little difference in their choice between newspapers and TV, as to which medium did the best job of educating the public. A majority of these women said that no one helped them to make up their minds politically and that ability was the most important quality in a candi­ date. Both the BMW group which had more hope than faith and the group that had only some faith in their candidates’ political speeches claimed that the newspapers did the best job of educating the public about the Presidential candidates, that they made up their own minds on political matters, and thatability was the most important per sonal quality in a candidate. Those BMW who had more hope than faith leaned slightly more on their husbands and were more emphatic in selecting ability in the political candidate. A majority of the UMW in the first three groups on a preceding table (who had some degree of faith) thought that TV did the best job of own minds. - 12 - Only the UMW �who had some faith in the political speeches of their candidates selected per sonality as the important quality, whereasthe others chose sincerity. It could be that those UMW who had only "some faith" were relatively uninfluenced by facts and ability. About the only new aspect that emerges from the breakdown of this question was the fact that some in the UMW group who had complete faith in their candidates' speeches felt that the churches played some part in educating the public. This question was not pursued further to associate the respondent with church membership. - 13 - �QUESTION 4 Question 4: "What personal qualities did you look for in a can­ didate?" The aim of the fourth question was to determine, if at all possi­ ble, the personal quality used by the women in selecting apolitical can­ didate. The women were offered a choice of six personal qualities by which they could judge the potential of a political candidate. The six personal qualities were experience, ability, sincerity, personality, fair­ ness, and maturity. Two additional possibilities offered by a few women are marked by an asterisk in the table which follows. RESPONSES TO'THE FOURTH QUESTION Personal Quality U. M. W. B. M. W. Experience 23. 0% 16. 0% Ability 16. 0% 60. 0% 38. 0% Sincerity 38. 0% 14. 0% 26. 0% Personality 11. 0% Total 19. 5% 5. 5% Fairness 9. 0% 1. 0% 5. 0% Maturity 2. 0% 6. 0% 4. 0% 2. 0% 1. 0% 1. 0% 1. 0% integrity 1. 0% *A11 The composite total showed that no one personal quality is the single criterion uised by the 200 women in selecting a candidate for the Presidency. on ability (38. 0%) The women placed the most emphasis followed by sincerity (26. 0%) and experience (19. 5%). Substantially fewer women showed a preference for personality, fairness, maturity. and integrity. - 14 - �A comparison of the two groups shows a considerable divergence of opinion concerning the qualities desirable in a Presidential candi­ date. Of the three most-favored qualities, the BMW showed an over­ whelming preference for ability (60. 0%), with almost equal numbers, but far less, choosing experience (16.0%) and sincerity (14.0%). The UMW, on the other hand, placed least emphasis on ability (16. 0%) and most on sincerity (38.0%) among the three qualities most selected, Not one of the 100 respondents in the BMW group selected personality, whereas this quality ranked with ability in the UMW group. It is note­ worthy that some of the qualities listed as choices lend themselves to visualization (personality) while others do not (experience). No matter what quality the BMW preferred in the candidate-- ability, experience, or sincerity--they all agreed that the newspapers did the best job of educating the public. The most politically independent of the BMW were those who ranked sincerity first. A sizeable number among those BMW who preferred ability admitted to influence by their husbands. All the BMW groups, no matter the personal quality which they preferred, had some degree of faith in their candidates’ speeches, although the BMW group which ranks sincerity first revealed quite a number with "more hope than faith. " An interesting’paradox on this question involves the same group of BMW who are most influenced by the ability of their candidate and yet have more hope than faith in those same candidates, who conducted this survey wondered how they voted. - 15 - The students �The UMW who said that they looked for sincerity as the most important quality agreed with the other groups which chose experience and ability that TV did the best job. A very large majority of all three groups of UMW--sincerity, experience, and ability--insisted that they made up their own minds politically. The UMW groups preferring ex- perience and sincerity had complete faith in their candidates’ speeches. While a majority of the UMW who felt that ability was the important per sonal quality had complete faith in their candidates' speeches, about a third of them had only some faith. Those of the UMW who said that personality was the most im­ portant quality did present one difference. Not one of the women of this group selected newspapers as the best medium for educating the public. The main bulk of opinion was evenly split between TV and the candidates themselves. - 16 - �QUESTION 5 Question 5: "Did you vote in the I960 election? From the 200 women interviewed, the bollowing statistics based on the responses were compiled: RESPONSES TO THE FIFTH QUESTION Response U. M. W. B. M. W. Yes 90. 0% 97. 0% 93. 5% No 10. 0% 3. 0% 6. 5% Total With respect tovoting in the I960 Presidential election, both the composite total and the breakdown of each group show that the voting participation of both groups was not similar to the voting participation of the nation as a whole, since 93.5% of the women interviewed claimed to have voted, whereas the national average was about 64% However, the high voting participation by both theUMW and the BMW is supported, in part, by the Luzerne County voting participation. Of the total of 197,407 who were registered to vote in the I960 election in Luzerne County, 173,709, or almost 88% did cast a ballot. While there was a 7.0% difference in the voting participation between the BMW and the UMW, the voting participation of both groups is exceedingly high. Strong political implications can be deduced if the voting participation of both groups of women is as high as indicated in this survey. - 17 - �SUMMARY In a survey of two hundred women, one hundred of whom were BMW, a number of findings can be made ior in the I960 Presidential election. remembered about this survey. concerning their voting behav- However, several points must be There was no attempt to go into depth on any of the questions. As a matter of fact, a great many of the women interviewed expressed surprise that so simple a survey could actually prove anything. Indicative of this lack of detail was the failure of the survey to go into any depth concerning at least the second question. It is doubtful whether so many women actually did make up their own minds politi- cally. This doubt was very aptly borne out by the woman who claimed to have made up her own mind and then turned to her husband to inquire whether he had had faith in "their" political candidate. The inherent shallowness of the survey left to provision for a case such as this and should be remembered when the results of this survey are read. With regard to the factor that did the best job of educating the public about the Presidential candidates, it would appear that UMW feel that the public prefers to see whereas BMW feel that the public would rather read to obtain their knowledge of their candidates. be inferred from the above It should not that the respondents themselves chose to read or chose to see. On the question oi how political decisions were arrived at, there was substantial agreement between the two groups in that the vast maj- reached independent political decision. ority claimed that they groups, husbands ran a very weak second. - 18 - In both �Responses showed that a majority of the women polled did have faith, complete or qualified, in the candidates’ speeches, with a greater number having unqualified faith. Businessmen's wives had less com­ plete faith than union-members' wives. No one personal quality is the criterion used in selecting a can­ didate. A comparison of the two groups shows a considerable diver­ gence of opinion concerning the qualities desirable in. a Presidential candidate. Of the three most favored qualities, businessmen’s wives showed an overwhelming preference for ability and no preference at all for personality, whereas union-members' wives placed no decided em- phasis on any particular quality, although sincerity was selected by most women. From the extremely high numbers of women who claimed to have voted in the last election, it can be seen that the sample of women sel- ected for this survey was not truly representative of the population on a nation-wide basis. And yet, these women might have been representa- tive of Luzerne County voters who showed remarkable Jiigh voting par­ ticipation. The comparative percentages for all questions suggest that most of the women treated these questions independently and did not recognize inherent inconsistencies or to a voting decision. contradictions in their responses relevant For example: If you think your candidate has the ability, but you mistrust his sincerity, then wha The students concluded that attempts to ascertain th. determin­ ant of the responses as to personal qualities lead to no conclusive evi- - 19 ~ I �dence, indicating that this may be an area of subjective judgment, the person deriving from his preferred medium that conclusion which he wants to derive. This is supported by the fact, for example, that of those who chose sincerity, the UMW judged their candidates mostly on the basis of what they saw on TV, whereas the BMW who favored TV for the most part were impressed by the candidates' ability. Thus, from watching the same medium, the two groups derived highly diver­ gent impressions. It is difficult from the above results to make any positive state­ ments on the feelings and attitudes of the women toward the American political process. Some students got the feeling that one reason for less than half of the total women queried having faith in the political speeches of their candidates was because they were withholding their judgments until some later date after election. If the reader does read skepticism into the data, then it does appear that the BMW group is perhaps more skeptical of political speeches than the UMW group. In view of the fact that more than a fourth of the women polled stressed hope rather than faith in the political speeches of their candidates could support that these women are not quite convinced about their own candidates during a campaign. Candidates and party leaders might find some of the data useful in waging political campaigns. In examining the answers of the UMW who claimed to have made up their own minds politically, almost a maj­ ority stated that TV did thebest job of educating the public, and a lesser - 20 - 63-180 �number said'fhat th6 candidates themselves were responsible. . News­ papers were placed last by this group, thus completely reversing the selections of the BMW. The UMW who expressed independence were more trustful in their candidates1 political speeches. This difference in choice of media is an interesting area for further investigation by party managers. Accepting the survey results at face value, reservations im­ plicit, the question that persistently nagged the students was whether they could draw the inference that women are exerting an independent influence on politics and whether they should be reckoned as a political force of their own. - 21 - �IDDDlSlbOD mirp; r.miFfiF i irrar? �I \sX i 1 V 7 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 Survey of Influences on Women's Voting Behavior, 1963 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1963 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/ea992853dab06975b0cf4b7b3bb6f9f2.pdf 3eab7f58b6a876a7b7e47e4fa532db19 PDF Text Text f'. ■; , I gj !=J MERGER STUDY u g OF Ei KINGSTON AND PRINGLE ■1 ■ = i j BOROUGHS 1! 1003 apCHIVES TS332 !' L6K5 Ji BBT8TUTE OF MWIML 8OVEMJ3EF3T WILKES COLLEGE WILKES-BAME, FMSYLOm / h �0 0 0 O' �I V I c MERGER STUDY OF 5 KINGSTON AND PRINGLE IL BOROUGHS £ i § IE ■i 'ir ■fl 1963 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �ARCHIV6S : T5 232. L % KiT I on C\ d I �II d. I TABLE OF CONTENTS 1 8. INTRODUCTION a I. Historical Background II. General Government, 11 ni. Police Protection. 20 IV. Fire Protection. 29 V. Street Department 41 VI. Health and Sanitation 54 VII. Recreation. 64 VIII. Planning 71 !a IX. Miscellaneous Expenditures 80 I X. Revenue Structure and Indebtedness 82 XI. Schools 94 XII. Summary. 122 Appendix A. 133 Appendix B 134 Appendix C 135 I fl ■ 1 i i B 6 Q & I 0 r; b c 1 iii 62613 �I t i INTRODUCTION 1 Following public discussion regarding possible merger of Pringle and Kingston, both Borough Councils requested the Institute of Munici- pal Government of Wilkes College to undertake a study of the basic cost 2 factors involved in the merger of the two boroughs. This study is limited to a review of the existing structure of i 1 government in each borough, and the services currently rendered by a' ! & £ each borough to its citizens. It is followed by an estimate of the prob­ able services, costs, and potential revenue involved should the two r-' I 0 R e. h.; 1 VE XJ boroughs merge. No attempt is made in this study to measure the ad- ministrative efficiency of the services now provided in the twoboroughs. The basic material presented herein was gathered from official reports and per sonal interviews with responsible borough officials whose word has been accepted as reliable. Certain assumptionshave been made from the material and data. Li E These were made by the Institute of Municipal Government and are be­ lieved to be reasonable. Therefore, conclusions based upon the factual I R c I information developed are those of the Institute. The study has deliberately skirted the political considerations which oftentimes weigh heavily in the potential merger of municipal units of government. D i 1 �I I I It is the firm belief that the study does provide sufficient and comprehensive basic information for the use of the responsible citizen J in considering the matter of potential merger of Kingston and Pringle I without any political involvement. P I E r L R 1e £ ■ I 1 Acknowledgements are made to Mr. Willis Pettebone, Secretary of the;Kingston Borough Council; Mr. Martin Galletti, Secretary of the Pringle Borough Council; Mr. Robert S. Dew, Assistant Superintendent of the Luzerne County Schools; Mr. J. Stuart Weiss, Secretary of the Kingston School Board; Mr. Edward Heiselberg, Director of Planning, Luzerne County Planning Commission, all of whom assisted materially J in this pioneer effort in Wyoming Valley to appraise the potential of 0 merger. LLI a I Sg . I Hugo V. Mailey, Director Institute of Municipal Government Wilkes College 3 L di 1 I ii �1 I I r k T CHAPTER I HISTORICAL BACKGROUND I 1 King ston I About 1770, Kingston and Pringle, along with several other present day boroughs, formed a tract of land on the right bank of the Susquehanna River known as "Forty Township. " Historically, this name was derived from the forty original settlers from Connecticut who 8 established a settlement in Wyoming Valley. This informal de signa- tion was later superceded officially by naming the tract Kingston Town­ 0 ship. Jn 1830, a movement arose among the people living in the vicinity of what is now Kingston Corners to have this area incorporated as a J I L !! borough. The proposal, however, was defeated because of opposition from the rest of the township. As the population increased with the in- flux of more settlers, the movement to incorporate this area as a bor- ?! ough gained new impetus. 2 El ’ is IS This time the movement was successful, and, with a population of 598, Kingston was incorporated by court de­ cree on November 23, 1857. Since its incorporation, Kingston has annexed the former bor- ough of Dorranceton through a popular referendum held on July 19, �I f I 1921. A later attempt to annex Kingston to Wilkes-Barre failed at an election on November 2, 1926. Pringle The history of Pringle follows much the same path as that of Kingston. In February, 1837, Thomas Pringle, an early settler from New York State, purchased a large farm located partly in the present borough of Pringle and partly in the present borough of Kingston. The J bulk of the farm was centered around what is now Pringle Street. With the passage of time, a small settlement developed around Pringle's farm and came to be known as "Pringle Hill. " Til J development also took place adjacent to "Pringle Hill" and A similar became known as "Cooper Hill. " In March, 1906, Pringle Township was created by court decree J in a final division of Kingston Township. In 1912, a petition was pre­ sented to the Court by the inhabitants of "Pringle Hill" and "Cooper ■ Hill, "requesting incorporation as a single borough. As a result, a new borough was created by court decree on January 17, 1914. The new borough was named Pringle in honor of Thomas Pringle upon whose farm c the village of "Pringle Hill" developed. 2. AREA AND LOCATION jj Kingston and Pringle are adjacent boroughs in the northeastern u - 2 - �ttempt to annex Kingston to Wilkes-Barre failed at an mber 2, 1926. >ry of Pringle follows much the same path as that of bruary, 1837, Thomas Pringle, an early settler from purchased a large farm located partly in the present ;le and partly in the present borough of Kingston. The was centered around what is now Pringle Street. passage of time, a small settlement developed around and came to be known as "Pringle Hill. " o took place adjacent to "Pringle Hill" and A similar became in :r Hill. " , 1906, Pringle Township was created by court decree on of Kingston Township. In 1912, a petition was pre- □urt by the inhabitants of "Pringle Hill" and "Cooper ; incorporation as a single borough. As a result, a new eated by court decree on January 17, 1914. The new led Pringle in honor of Thomas Pringle upon whose farm 'ringle Hill" developed. 2. AREA AND LOCATION and Pringle are adjacent boroughs in the northeastern - 2 - �ft J portion of Luzerne County, located in the center of Wyoming Valley, Both boroughs are part of a tract of land extending from the northwest bank of the Susquehanna River to the foot of the surrounding mountains! I If i 8 8 -■ I 1 a Kingston includes an area of about 2.2 square miles, whereas Pringle comprises an area of approximately . 5 of a square mile. There la no natural physical separation existing between the two boroughs. Pringle is bordered by Courtdale Borough to the north, Luzerne Borough on the east, and Edwardsville and Larksville Boroughs to the gSlngston is' bounded by Wilkes-Barre City to the south,. Luzerne Forty Fort Boroughs to tha oast, and Edwardsville Borough to the According to the I960 census, Kingston, the larger of the two, bad a population of 20,261 inhabitants, with Pringle at 1,418. 3. TRAFFIGARTERIES Throe U, S, routes passthrough Kingston* and twoU. S, routes 0. B gnoo through Pringle. U. S. route 11 enters'Kingston from the south- west, and follows Wyoming Avenue to Forty Fort Borough line, continu­ ing in a northeasterly direction. Routes 309 and 118 enter the borough from the southeast, fol- 8 0 E L' lowing Pierce Street to Wyoming Avenue. They continue along Wyoming Avenue to Union* Street, where they, turn in a northerly direction leav­ ing the borough at the Erie-Lackawanna railroad crossing. As routes - 3 - �309 and 118 leaveKingston Borough along Union Street, continuing to the northwest, the combined routes are on the boundary between Pringle and Presented below is the population trend for Luzerne Count' Kingston, Luzerne Boroughs. The State Highway Department has had under consideration a 1940 Cross-Valley Link from the Dallas road (U. S. routes 309 and 118) to the major expressways on the east side of Wyoming Valley. Several 441,518 20,679 2, 000 Lua. Co. Kingston Pringle % % Change Change I960 392,241 21,096 1,727’ -11.2 2.0 -15. 8 -11. 5 - 4.0 -17. 9 I960 345,972 20,261 1,418 noted from the data above that the population of Luze roads have been suggested to alleviate the congestion from the Dallas It is road. One route which has been proposed for the Link would begin just north of the junction of U. S. 309 and 118 with the Erie-Lackawanna County has constantly decreased from 1940 to I960. 11.2% from crease amounted to The per cent 1940 to 1950 and 11. 5% from 19? Railroad at Kingston then follow a southeasterly direction in the area I960. of Vaughn and Lathrop Streets, thence through the rather thinly urban- ized northeastern section of Kingston Borough across the River. Kingston1 s population trend did not follow that of Luzerne C< ed in 1950 over 1940 by 2% and the deci Anin that the population increas other proposal would have the Link start just west of the Erie-Lacka- wanna Railroad, proceeding in a southerly direction paralleling the .ounted to only 835 or 4%. between 1950 and I960 ami Pringle's population trend declined more than the Cow of 15.8% between 194 railroad past the Narrows Shopping Center, then easterly just south of Pringle experienced the Gateway Shopping Center and over the proposed new bridge across i960 and a the River. a population decrease 17. 9% decrease between Whereas the population 4. POPULATION CHARACTERISTICS 1950 and i960. in the t decrease for Kingston 418 or ab< year period between 1940 and I960 has been only 1940 and 682 persons, or approximately 1/3 of its 194 Pringle has lost Knowledge of population characteristics is basic to understanding the needs of the people and the services which local governments must offer. lation. The greater Wilhes -Barre with a density of 1,091 f°r area contains i960. King ston - 5 - 4 - about 150 squa: has an area of a �and 118 leave Kingston Borough along Union Street, continuing to the hwest, the combined routes are on the boundary between Pringle and Presented below is the population trend for Luzerne County, Kingston, and Pringle from 1940 through I960. srne Boroughs. The State Highway Department has had under consideration a 1940 s-Valley Link from the Dallas road (U. S. routes 309 and 118) to najor expressways on the east side of Wyoming Valley. Several s have been suggested to alleviate the congestion from the Dallas Lua. Co. Kingston Pringle sad at Kingston then follow a southeasterly direction in the area ighn and Lathrop Streets, thence through the rather thinly urban- lortheastern section of Kingston Borough across the River. proposal would have the Link -11. 2 2. 0 -15. 8 1950 Change I960 392,241 21,096 1,727 -11. 5 -4.0 -17. 9 345,972 20,261 1,418 It is noted from the data above that the population of Luzerne One route which has been proposed for the Link would begin just of the junction of U. S. 309 and 118 with the Erie-Lackawanna 441,518 20,679 2, 000 % % Change County has constantly decreased from 1940 to I960. The per cent de- 1950 and 11. 5% from 1950 to crease amounted to 11.2% from 1940 to I960. Kingston1 s population trend did not follow that of Luzerne County An- start just west of the Erie-Lacka- Railroad, proceeding in a southerly direction paralleling the td past the Narrows Shopping Center, then easterly just south of eway Shopping Center and over the proposed new bridge across in that the population increased in 1950 over 1940 by 2% and the decrease 835 or 4%. between 1950 and I960 amounted to only than the County's. Pringle’s population trend declined more of 15.8% between 1940 and Pringle experienced a population decrease 1950 and a 17. 9% decrease between 1950 and I960. er. 4. POPULATION CHARACTERISTICS Knowledge of population characteristics is basic to understand­ needs of the people and the services which local governments er. decrease for Kingston in the twenty Whereas the population I960 has been only 418 or about 2%, year period between 1940 and of its 1940 popuia1 Pringle has lost 682 persons, or a; lation. Wilkes-Barre area contains about 150 square miles The greater for I960. Kingston has an an area area of about 2.2 with a density of 1, 091 - 4 - - 5 - �I 5 s square miles with a density of 9,209.5 persons per square mile. PrinI gle with approximately 5/10 of a square mile in area has a density of I population of 2,664.1 persons per square mile. This population densi- ty and the extent of open land indicates relatively greater development I possibilities in Pringle than in Kingston, other factors being equal. The age and sex distribution of the population of the two bor­ 1 oughs, presented below, is significant in the estimation of future mu[ £ r nicipal service requirements. ■ PRINGLE KINGSTON r Age Group Under 5 years I 8 i! II r Male % Female Total % Male Female Total 728 712 1,440 7. 1% 68 59 127 8.9% 5-14 years 1,520 1, 518 3, 038 15. 0% 130 159 289 20. 4% 15-24 years 873 1, 108 1, 981 9. 8% 96 115 211 15.0% 25-34 years 824 1, 000 1,824 9. 0% 79 79 158 11. 1% 35-44 years 1, 124 1,409 2, 533 12. 5% 94 125 219 15.4% 45-54 years 1, 628 1, 865 3,493 17. 2% 113 97 210 14. 8% 55-64 years 1, 508 1, 824 3, 332 16.4% 55 45 100 7. 1% 65 - and over 1, 080 1, 540 2, 630 13. 0% 50 54 104 7. 3% TOTALS: 9, 285 11,576 20, 261 100. 0% 685 733 1,418 100.0% SOURCE: U. S. CENSUS - I960 I I I I I I I I I I I I I I I I I ft I ! The table above indicates that Kingston's population is grouped more heavily in the 35 to 64 age group. Kingston population is over 35 years of age as of the I960 census. - 6 ■ _____________________________________ Approximately 60% of the I I I �J About 15% of the population is in the age group 5 to 14 - elementary and i a density of 9,209-5 persons per square mile. Prin- n junior high-school age. nately 5/10 of a square mile in area has a density of I >4. 1 persons per square mile. This population densi- By comparison less than 45% of the Pringle population was over 35 years of age at the time the I960 census was taken; the percentage p< of open land indicates relatively greater development in the age group 5 to 14 years inj about 1/5 of the total population of ringle than in Kingston, other factors being equal. 0 nd sex distribution of the population of the two bor- Pringle. While Pringle may be as old a community as Kingston, never- theless the population data seem to indicate that there is n below, is significant in the estimation of future mu- younger element in Pringle than in Kingston. n squirements. % F emale T otal 712 1, 518 7. 1% 1,440 15. 0% 3, 038 % Male Female Total 68 130 59 159 127 8. 9% 289 20. 4% 1, 108 1, 981 9. 8% 96 115 211 15. 0% 1, 000 1, 824 9. 0% 79 79 158 11. 1% riv 0 s ■! 1,409 2, 533 12. 5% 94 125 219 15. 4% 1, 865 3,493 17. 2% 113 97 210 14. 8% 1,824 3, 332 16.4% 55 45 100 7. 1% 1, 540 2, 630 13. 0% 50 54 104 7. 3% 11,576 20,261 100.0% 685 733 1,418 100.0% study. 5. i Q POPULATION AND HOUSING It is necessary to break down the population and dwelling units in both Kingston and Pringle in order to more clearly understand municipal needs and services. i C The information on population and housing by wards in both bor- oughs is presented in the table bn the following page: iL n ii 3 9 1: 1ENSUS - I960 above indicates that Kingston's population is grouped :he 35 to 64 age group. 3 Approximately 60% of the - 7 on is over 35 years of age as of the I960 census. - 6 - This information is sig- nificant in considering school needs and school problems in any merger i n r V PRINGLE KINGSTON a .larger I- �h n 1 a density of 9,209.5 persons per square mile. Prin Population and Housing nately 5/10 of a square mile in area has a density c i4.1 persons per square mile. This population densi of open land indicates relatively greater developmei ringle than in Kingston, other factors being equal. nd sex distribution of the population of the two bor Kingston Ward Ward Ward Ward Ward Ward Ward I960 Population 1 2 3 4 5 6 7 below, is significant in the estimation of future mu squirements. Le I960 Housing 2, 400 1,.723 2, 251 2, 299 3, ; 925 3, 448 4, 215 781 572 678 776 1,285 1, 168 1,420 2 0,261 6, 680 1, 418 416 2 1, 679 7, 096 :y in p r.s. 35 Pringle :b > PRINGLE KINGSTON % Female Total Male Female Total Ward (1 and 2) Grand Total SOURCE: U. S. Census Report - I960 712 1,440 7. 1% 68 59 127 1, 518 3, 038 15. O7o 130 159 289 The above table reveals that the wards in Kingston vary in popu- 1, 108 1,981 9.8% 96 115 211 lation. It is likewise apparent that the total population of Pringle is less 1, 000 1, 824 9. 0% 79 79 158 than any of the 7 wards of Kingston 1, 409 2, 533 12. 5% 94 125 219 1, 865 3,493 17. 2% 113 97 210 1, 824 3, 332 16. 4% 55 45 100 kt rs 6. LABOR AND INDUSTRY Kingston Borough includes a balance of residential, commere> :o cial, and manufacturing activity. 1, 540 2, 630 13. 0% 50 54 104 11,576 20,261 100.0% 685 733 1,418 The manufacturing base of the borough is comprised primarily of apparel, food, tobacco, textile, wood products, aircraft parts, and 3ENSUS - I960 At present there are no mining operations other miscellaneous items. above indicates that Kingston's population is group :he 35 to 64 age group. Approximately 60% of t carried on in Kingston Borough. At the close of 1962, a .d a ,d the largest employer in the Borough was on is over 35 years of age as of the I960 censt - 6 - - 8 - I �•j the General Cigar Company, Inc.,which employs over 900 people when Population and Housing I960 Population working at full capacity. This firm employs a high percentage of female I960 Housing workers. 2, 400 1„723 2, 251 2, 299 3,925 3, 448 4, 215 781 572 678 776 1,285 1, 168 1,420 J 2 0, 261 6, 680 ■ Kingston has recently zoned a large area for heavy industry in the Kingston Industrial Park, with ready access to two railroad . spur.s. I I According to the 1961 Industrial Census of Pennsylvania, pared by the Pennsylvania Department of Internal Affairs, there are 35 'I 1, 418 416 I 2 1, 679 ital 7, 096 i Census Report - I960 i etable reveals that the wards in Kingston vary in popu- wise apparent that the total population of Pringle is less 2 i j wards of Kingston £ 6. LABOR AND INDUSTRY Borough includes a balance of residential, n' ifacturing base of the borough is comprised primarily manufacturing firms in Kingston employing 3, 600 people. NUMBER OF EMPLOYEES NUMBER OF EMPLOYERS 0-25 26-50 51-100 101-200 201-300 301-400 401-500 ,.501-1, 000 11 5 1 5 5 2 4 2 3, 600 employees 35 employers Of the total 3, 600 employees, commer- cturing activity. pre- there were 1, 993 male workers and 1, 607 female workers. n There are no manufacturing industries in Pringle, according to 0' the 1961 Industrial Census of Pennsylvania. , tobacco, textile, wood products, aircraft parts, and 7. KINGSTON-PRINGLE MERGER At present there are no mining operations cus items. 3 igston Borough. :>se of 1962, 3 the largest employer in the Borough was Considering the historical background, area, and location, .and general population characteristics, the two boroughs of Kingston and L -9- - 8 - J J �I Pringle would appear to be a unified community. 3 There appears to be .5 no underlying economic or social factor that might tend to continue a CHAPTER II GENERAL GOVERNMENT division should the two towns merge. As a matter of fact, historically speaking, both communities were really part of a larger tract called Kingstown Township, and merger would merely serve to reunite what .1 .1 councilmen. That this should be done is quite apparent from the data on population by wards. The corporate powers of Kingston and Pringle Boroughs are iS was once a single township. A Kingston-Pringle merger would present Kingston with a timely opportunity to reappraise its system of electing I J $ vested in an elected Council, a Mayor, and other elected or appointed officers. The Council is the hub around which all borough activities revolve. It passes ordinances, levies taxes, appropriates money and is responsible for all administration except police, which is therespon- ' I If it is not accomplished, it will serve only to sibility of the Mayor. perpetuate the unrepresentativeness which has developed as a result of 1. the increase and shift in population in Kingston over a number of dec­ J 3 ades. TOTAL EXPENDITURES General government expenditures for both communities for selected years are found in the following table. General Government Expenditures 'j •I Y ear 1961 I960 1959 1958 1957 1956 1955 Kingston $58,937.13 60, 432. 48 44, 163. 70 43, 421. 17 39,694.37 37, 924.85 30,658.20 Pringle $2, 946. 98 3, 346. 61 2, 565.81 2, 342.62 4,468.00 2,525.00 2, 797. 00 General government expenditures for Kingston Borough have been increasing at a fairly steady rate. -10- c -Il­ li I |t These expenditures in Pringle �I t have been a little more erratic. Unusual fluctuations in expenditures Kingston such as Pringle in 1957 and Kingston in I960 are largely due to pur- The mayor, elected by popular vote for a four-year term, is the chases of minor equipment or unusual legal and engineering fees incurred during that year. c chief executive officer of the borough. According to the Code, the For example, in 1957 Pringle purchased a salary of the Mayor may be fixed up to $3,000 in boroughs having 20, 000 new stoker and made extensive repairs to the borough buildings at a cost of $1, 000. . •> I ! 1 or more inhabitants. The salary of the Mayor is $2, 400 per year. Kingston is divided into seven wards. One councilman is elected As seen from the table, the cost of general government in Kingfrom each ward. Each councilman receives an annual salary of $1, 200, ston has increased approximately 92% from 19o5 to 1961, whereas it at the rate of $100 per month. ’ I This is the maximum amount allowed actually decreased about 5% for Pringle from 1955 to 1961. under the Code for boroughs of 10, 000 or more inhabitants. 2. expenditure for councilmen's salaries for 1961 was $8, 300 instead of GENERAL GOVERNMENT EXPENDITURES FOR 1961 $8, 400 due to a one-month council vacancy caused by death. The items and their amounts, listed below, were extracted from I the 1961 Kingston Borough Financial Report and the 1961 Pringle Bor- From time to time, additional clerical helper a part-time stenographer is employed. ough Auditor's Report for 1961. ITEMS KINGSTON PRINGLE Mayor Councilmen Secretary Treasurer Auditors Clerks Solicitor Other Legal Expenses Engineering Services Office Materials &: Supplies Salaries, Wages - Janitor - Boro.Bldg. Materials and Supplies - Boro.Bldg. Repairs - Boro. Bldg. Telephone Rent of Offices or Buildings Tax Collection $ 2, 400.00 8, 300.00 4, 800. 00 300.00 782. 50 1,212.50 3, 590. 91 220.69 229.00 1, 953. 59 3,401.20 290.49 67 9. 87 878.22 3, 300. 00 5,956.14 20,642.02 $58,937.13 $ Miscellaneous TOTAL The total Other than the elected officials, Kingston employs a full -time 300.00 300.00 269. 63 240.00 This amounted to $1, 212. 50. Borough Secretary to perform many of the routine administrative duties :l I equired in daily borough business. His tasks include: keeping finan­ cial records, making payrolls, handling complaints from citizens, and 300.00 200.00 15. 00 77. 39 preparing an agenda for the Council meetings. The Borough Secretary received a salary of $4, 800 in 1961. 1 20. 83 38. 50 The Treasurer performs the usual functions and receives a set salary of $300 per year. Kingston utilizes the services of elected auditors who earned 456.22 729. 41 $2, 946. 98 $782.50 in 1961. - 13 - - 12 ■ i �I - li ■ j rental of a portion of the Chapin Lumber Company Warehouse for the Normally, the Solicitor is on a retainer of $2, 434 per year. storage of public works equipment. The Borough Solicitor received a total of $3, 590. 01 for legal services rendered to the Borough in 1961, his regular retainer plus additional £ The cost of tax collection of $5, 956. 14 includes not only the tax collector's commission, but also supplies and the premium on his bond. compensation for extra work. The tax collector's commission was $4,951.64; premium on his bond Engineering services are provided by a Borough Engineer who was $699. 12; and other expenses amounted to $305. 38. is compensated for his work on a fee basis or at a rate of $5 per hour. Janitorial services for the present Borough offices located on 8 lector's commission is 1% during discount period, and 3% thereafter. the second floor of the Hoyt Library building are performed by a full- Insurance and premiums paid on officials' bonds are included under the item of miscellaneous of $20, 642. 02. time janitor, responsible only for the offices occupied by the Borough officials. sub-items included under miscellaneous are: His earnings for 1961 were $3,401.20. Office Materials and Supplies, which includes expenditures such as advertising, printing, and postage, amounted to $1,953. 59. The item of $290. 49 is solely for supplies for the offices and building. During the past year, expenditures of $679.87 were incurred The tax col- Among some of the utilities--$2, 149. 44; social security--$5, 820. 20; workmen's compensation and casualty in- ] il surance--$10, 303. 10; general insurance coverage--$1,701.77; and capital outlay of $293. 51. Pringle for repairs for the Borough Building. Utilities are notincluded under Pringle Borough is divided into two wards and three voting dis- this item, but are listed under Miscellaneous. Telephone expenses for Kingston include all telephones used for general government and administrative purposes, except the police. I 1 tricts. Seven councilmen are elected from the Borough at large and serve without compensation. The Mayor receives a salary of $25 per month or $300 per year. The item of $878. 22 also includes all official Kingston Borough calls The Borough Secretary receives an annual salary of $300 and made by councilmen on their home phones. performs the usual secretarial functions. The expense of $3, 300 for 1961 involves the payment of rent to The Borough Solicitor is on a retainer of $300 per year with the the fire companies for the housing of fire equipment and vehicles and Borough paying for all legal notices and advertisements. - 14 'll! ft' - 15 - Other legal �i i is expenses amounted to $200 for 1961. mally for receiving fire alarm calls, police calls, and other emergency calls. The Treasurer is compensated by Council on a commission basis 16 which amounted to $269. 63 for 1961. The cost of tax collection of $456.22 includes commissions, premiums on the tax collector's bond, and $50. 00 for supplies. Three elected auditors earned a total of $240 for 1961. His com- mission was set at 5% for 1961 on a duplicate of $8, 556. 42. Pringle has no full-time employees engaged in any administra­ Pringle expended substantially lower.sums for insurance in the tive activities, nor does it engage any additional clerical assistance. amount of $301. 33. J Office materials for 1961 amounted to only $77. 39. Insurance payments have been listed under mis­ cellaneous, divided in the following manner; $212.93 for workmen's compensation, $48. 30 for casualty insurance, $30 for the Treasurer's The Pringle Borough Building contains the Council meeting room, bond, and $10 for the Solicitor's bond. Mayor's office, and Police Station. A custodian living on the second KINGSTON - PRINGLE MERGER floor of the Borough Building receives free rent, heat, and electricity for janitorial services performed in the building. The Borough pays for all janitorial supplies. The custodian is also on hand to receive any telephone messages and relay them to the proper officials. Also, the custodian sounds the fire alarm should a Borough fire be reported by telephone. The basement garage houses the Pringle ambulance. The combined expenses for building repairs and supplies for 1961 amounted to only $59. 33. 3 It is obviously difficult to estimate whether or not any savings a will accrue in the general operation of borough government after mer- 3 1 I Kingston has undertaken the construction of a new $80, 000 bor- ough building intended to house the police station, street department floor of the Hoyt Library building. In the event that merger is con- II sumated, the citizenry of both Kingston and Pringle will have a single No telephone expense is listed for Pringle because the Borough ■n maintains the police phone at the home of the Chief of Police, and there- ■11 fore this item is found under another section of this study. A free tele­ n phone is provided in the Borough Building for emergency use, nor- cipality with a small one. office, and other general government offices now located on the second Utilities for the Borough Building are included under miscellaneous --an amount of $416. 60. ger in view of the fact that the proposed merger involves a large muni- borough building with a number of municipal offices for their convenience. li The present Pringle public will have ready access to full-time borough personnel prepared to serve them, instead of the part-time I services which they now receive. - 16 - 17 - �I ’i I i be that the merged boroughs may elect seven ccuncilmen at large so The general government expenditures of Pringle of $2, 946. 98 can be eliminated by merger. that the $8, 400 figure remains after merger. A single treasurer, one secretary, a make Pringle a part of the 1st Ward, so that the present number of single solicitor, and one set of auditors will be required in the merged borough. A single mayor will constituted. officers. Another alternative is to councilmen remains at seven, with the total figure of $8, 400 set aside eplace the two for the boroughs as now I for councils' salaries following the merger. No additional expenditures will be required for the above ■,8 Moreover, the present expenses for Pringle legal work and In considering the net effect of merger, the amount of additional engineering services can be absorbed into the present Kingston budget. expenses and/or savings may not necessarily offset each other since A summary of the total amount of borough taxes collected in the the Pringle insurance program has undoubtedly been limited in scope. two communities and the tax collection costs as a percent of total col- With the exception of workmen's compensation for volunteer firemen, the Pringle insurance expenditure could be eliminated. lection for 1961 is presented below: Total Borough Taxes Collected * Kingston Pringle $388,966.95 7, 822. 87 Total Collection Cost to Borough $5, 826. 83 456. 22 I i Collection Cost as Percent of Total Collection 8 1. 5% 5. 8% * Includes taxes for prior years T The costs of tax collection for 1961 represented 1.5% of the total J J 1 borough taxes collected for Kingston, and 5.8% for Pringle. Presuming that Kingston's tax collection commission policy is continued, a possi- On the pre­ sumption that the Pioneer Fire Company in Pringle will continue in ser- vice, workmen's compensation payments should not exceed $225.00. Because Pringle does not carry any public liability insurance, this in- surance expenditure is likely to increase to approximately $1,400. 00. Premiums for the tax collector's bond may increase by about $2.0. 00. Other insurance coverage, such as the truck insurance and officials' bonds, can be discontinued. The Kingston general government expenditures after merger ble savings of approximately $330 might conceivably be realized in tax should include the following additional expenditures and amounts: $125 collection costs if the two boroughs merged. Savings on tax collector's for public liability, $225 for workmen's compensation, $25 for supplies, supplies and office expense will be negligible. and $25 for an increase in tax collector's bond. The item of expense of the salaries of the councilmanic body is The present general governmental expenditures for Kingston one that would not increase as a result of merger. One possibility may •I - 18 - {III and Pringle, Kingston 15 I. $58,937.13 and for Kingston after merger, are presented below: Pringle Kingston after Merger $2,94b.98 $59, 337. 00 19 - �CHAPTER III In an overall consideration of borough spending, police protec- POLICE PROTECTION tion in 1961 represented approximately 7% of the total general fund expenditures in Pringle, whereas 16. 5% of the total borough expenditures The police force of every borough is charged with avast number in Kingston were for police protection. of functions. Its chief task, of course, is to enforce the laws and the The following table represents a summary of the above informa­ ordinances of the State of Pennsylvania and the borough, and in general tion on a per capita basis. to preserve the peace. 1. TOTAL EXPENDITURES Police expenditures for the two boroughs for the six-year period from 1955 to 1961 are presented below: Kingston 1961 I960 1959 1958 1957 1956 1955 $83,706. 81, 519. 80, 503. 76, 460. 74, 501. 66, 058. 66, 276. 20,261 1,418 Kingston Pringle Pringle 74 00 00 00 00 00 00 Percentage of Total Gen. Fund Expend. $83,706.74 636. 97 16. 5% 7. 0% Cost Per Capita . $4.13 .45 * This does not include capital outlay costs. Police Protection Expenditures Years Population Total Police Protection Expenditures* Reduced to a per capita basis, police protection expenditures $636.97 630.87 423. 00 513.00 362.83 444.00 580. 00 in 1961 were $4. 13 for Kingston and $.45 for Pringle. So that there may be no misunderstanding with such comparative data, it must em­ phatically be stated that police protection in Pringle is only a parttime service which would naturally result in.-a lower per capita cost. Police protection expenditures over the six-year period from 2. POLICE PROTECTION EXPENDITURES FOR 1961 KINGSTON AND PRINGLE 1955 to 1961 have shown a fairly steady increase from year to year for Kingston. In this period the expenditures for Kingston have increased approximately 26. 3%, or $17,430.74. During the same period, ex­ penditures for police protection in Pringle increased 9. 8%, or $56.97, although a year to year comparison would shew fluctuations. - 20 - The following expenditure figures were taken from the 1961 Kingston Financial Report and the 1961 Pringle Borough Auditors' Report. �i i ITEM Chief Assistant Chief Patrolmen Special Police Supplies Uniforms Veh. Maintenance and Repairs Gas and Oil Traffic Signal System Radio Call System Telephone Other Kingston Pringle $ 4, 809. 32 $360.00 180.00 61, 162.77 9, 780. 00 280. 48 45. 31 I I 1 3 8 6 18 r 1 Chief Desk Officers Patrol Officers Traffic and Beat Officers TOTAL 8. 00 (r The Police Department work schedule consists of a 48-hcurweek with the patrolmen working six consecutive days with two days off. 1, 362. 96 1, 724. 26 3, 330. 70 200.48 667. 66 333.80 $83,706. 74 I Prior to March, 1962, the police worked seven days with the eighth day off, except for every sixth week when the officer had both Saturday and 88. 97 Sunday off. Approximately 760 man hours per week are logged in police $636.97 protection, divided into 704 man hours for beat and motor patrol, and The expenditures for police protection for both boroughs do not 56 man hours for supervision and administration. lend themselves to easy comparison, for the $83,706.74 represents money expended for a full-time police department, whereas the $636. 97 expended by Pringle Borough in 1961 was for a part-time police personnel operating without Borough equipment. In 1961, the Police Chief received $4, 809. 32 The total police 1 11 salaries paid to patrolmen amounted to $61, 162. 77. A new pay schedule based on longevity movements for the Police Department was adopted for the last half of 1961. The schedule, a part of the newly adopted structure, classification, and pay plan follows: Kingston Kingston Borough maintains a fulle-time police force with a chief and 17 officers. II Police Salary Schedule (As of July, 1962) At present there are no part-time police officers as- signed; however, an auxiliary police detail of 26 men is available in times of emergency. These men are trained in police work and are only called to duty by direct action of the mayor. 13 The present breakdown of the Police Department is as follows: Chief 9 Patrolmen 5 Patrolmen 1 Patrolman 1 Patrolman 1 Patrolman 18 @ @ @ @ @ Kingston $ 5, 000. 00 36, 000. 00 19, 500. 00 3, 800. 00 3,700. 00 3, 400. 00 $4, 000 $3, 900 $3, 800 $3,700 $3, 400 Total: $71,400.00 Expenditures for supplies and uniforms for 1961 amounted to - 23 - - 22 - I �1 L J a I 5 $280. 48 and $45. 31 respectively. primarily for synchronization of the traffic signals. I I The Kingston Police Department provides a desk officer 24 hours The vehicular equipment of the Kingston Police Department cona day. The Police Department employs an RCA 3-way FM Radio Call sists of two motor patrol cars and one police motorcycle with a side- car. I A patrol car is usually retained for a period of two years. The 5 u System between Police Headquarters and the patrol vehicles. The total radio equipment is valued at approximately $1,500. It is also important CT patrol cars are purchased on an alternate basis with one new car being to note that the Fire Chief's sedan is also equipped with a two-way radio purchased every year. 0 The vehicular equipment for the Kingston Police Department is listed below: Police Department Vehicular Equipment Original Value Insurance Value New or Purchase Used Date Item_________ 1961 Chevrolet Police Sedan $3, 137. 00 $3,130.00 New 8/61 I960 Ford Police Cruiser Sedan "J" $2, 600. 00 $2, 000. 00 New 6/60 1957 Harley-Davidson Police Motorcycle with sidecar $1,627.00 $ TOTAL (3) $7,364.00 $5,930.00 800. 00 New i i! i □ I tuned to the police frequency. the maintenance and repair of the radio call system, which is approxi- mately ten years old. A police telephone equipped with a red light is located on Kingston Corners. Several burglar alarms, including the Kingston National Bank, are connected directly to Police Headquarters to provide more adequate protection. I I 2/57 In 1961 a total of $200. 48 was spent in Policemen are also paid for work performed in a private capacity such as special traffic patrol in shopping areas. For this service, the private party requesting the additional police service compensates the a The total amount spent on gas and oil was $1,724.26 and the a amount on vehicle repairs was $1, 362. 96, for a total of $3, 087. 22 for the operation of the three police vehicles. individual patrolmen at a rate of $1. 50 per hour for a minimum of four hours. This money is not paid to the individual patrolmen but to the Department to be apportioned through the payroll. tional pay for police work amounted to $9,780. The daily average patrol mileage is 221. 6 miles between the two motor patrol vehicles. In 1961 this addi- Also included in this amount was compensation for emergency police called out on extra duty. II A traffic signal system helps to expedite the flow of traffic Pringle Borough does not own any police vehicles. through the Borough. Last year the expenditures amounted to $3,339 00 - 25 - - 24 - i! Members of �t a to the police department use their own vehicles for police business, and •' a are not reimbursed for mileage or expenses. J DJ CAPITAL EXPENDITURES FOR POLICE DEPARTMENTS 3. breakdown of offenses by FBI classifications is made by the Pringle . a 5. io motor equipment and $1, 302 for traffic signals. Pringle had no capital expenditures for the police department. POLICE ACTIVITY If 111 Kingston The Kingston Police Department maintains a detailed reporting system patterned after the Uniform Crime Reports advocated by the i 11 The Department investigated over II con1, 500 incidents and complaints, with the great majority of offenses I sisting of traffic accidents and violations of traffic ordinances and the I Federal Bureau of Investigation. No police. The capital expenditures for Kingston for 1961 were: $1, 536 for 4. majority of these were traffic violations and disorderly conduct. Pennsylvania Motor Vehicle Code. POLICE STATIONS AND-DETENTION FACILITIES The Kingston Borough Police Station and the Chief's office are located on the second floor of the Independent Engine Company fire house. The detention facilities consist of five cells and a general detention area located in the basement of the building. Although a portion of the Pringle Borough Building has been set aside for police department use, the majority of the work is performed from the Chief's home. The Pringle Police Department maintains a twocell lock-up in the Borough Building. 6. KINGSTON-PRINGLE MERGER Should the two borough police forces be combined as a result of merger, it would be reasonable to believe that the complete Pringle expenditure of $636. 97 could be eliminated. Pringle On the basis of the available data concerning the number of ar- According to the 1961 report of the Police Chief of Pringle Borrests and complaints, the police function of Pringle could be absorbed ough, a total of 368 calls was answered by the Borough police. These by the presently constituted and manned police department of Kingston. calls consisted of requests for assistance, emergencies, and disturb- For the present expenditure for part time police protection, better proances. It should be noted that the Pringle Police Chief is presently a Deputy Sheriff for Luzerne County and performs additional police work in that capacity. A total of 73 arrests was recorded for 1961.. The I tection on a full time basis could be provided by the Kingston depart­ ment. - 27 - 26 - �1 1 a a 6 CHAPTER IV a FIRE PROTECTION a Calculated at the present cost of patrolling Kingston streets of Fire protection is one of the few municipal services still per­ $81. 21 per mile, merger of Kingstonand Pringlewould meanan expend­ iture of about $200 for the more densely populated Pringle streets. formed on a volunteer basis in the United States. In the Commonwealth It is not contemplated that other items under police protection will be af- 3 of Pennsylvania as a whole, there are only about six boroughs with paid ac full-time fire departments, while there are over 1, 900 active volunteer fected in any substantial way. In 1962, the Kingston Borough Council assumed the entire cost an 0 i In view of the fact that Pringle school children do not cross any heavily traveled streets, merger should entail no additional 1. I year period from 1955 to 1961 are presented in the following table: Fire Protection Expenditures Merger of Kingston and Pringle will effectuate a net savings of I $436 and at the same time provide the Pringle residents with full time police protection. The present police protection expenditures for Kingston and Pringle, and for Kingston after merger are presented below: Pringle $83,706. 74 $636.97 TOTAL EXPENDITURES Fire protection expenditures for both communities over a six- a. expense for school crossing guards. Kingston Both Kingston and Pringle have volunteer fire depart-: ments. of compensating the school crossing guards, amounting to approximately $11,000 a year. fire companies. Y ear Kingston Pringle 1961 1960 1959 1958 1957 1956 1955 $67, 430.47 63,722. 00 60,194.00 56, 972. 00 48,683.00 45,587.00 47, 587.00 $1, 193. 31 1,466. 00 602.00 331.00 281. 00 219.00 1,218.00 Kingston after Merger During the six-year period from 1955 to 1961, Kingston fire $83, 906. 74 protection expenditures have shown an increase of 41.6%, increasing at an average rate of 5 1/2 % each year. 1 Pringle fire protection expenditures during the same period evidenced irregular fluctuations. Expenditures were under $1, 000 for four of the years--1956 through 1959. * -29- 28 - �(■ 2. FIRE PROTECTION EXPENDITURES FOR 1961 The following table represents a summary of fire protection ex- The following expenditures were extracted from the 1961 King- penditures for 1961 for the two boroughs. ston Financial Report and the Pringle Borough Auditors' Report of 1961. fl Total Current Operating Cost - 1961 Fire Protection Expenditures - 1961 Salaries and Wages Materials and Supplies Vehicular Maintenance and Repairs Gas and Oil Fire Alarm Systems Fire Hose and Couplings Minor Equipment Other Maintenance and Repairs Contribution to Volunteer Companies Hydrant Rental and Supplies Other Expenses Maintenance of Fire Stations TOTAL $50, 950. 76 312,24 1,444. 94 526. 99 742. 87 125.11 589. 61 1. 13 8,205.11 3,312.53 19. 18 1, 200. 00 $67,430. 47 3 Pringle Kingston $ Kingston Pringle Average Cost Cost Per Per Alarm Capita Answered -1961 $67,430,47 1, 193. 31 $3. 32 . 84 $322.63 238.66 Cost as % of Total Gen. Fund Expenditures 14. 7% 9. 2% L The difference in per capita costs stems from the fact thatPrin- 6. 00 17. 07 0 577. 60 gle's fire protection is 100% volunteer, whereas Kingston has a volunteer system with paid drivers. 3. 232.64 360. 00 Kingston : i $1,193.31 PERSONNEL - SALARIES AND WAGES Kingston Borough fire companies maintain 12 paid drivers and 3 3 paid chiefs. The total salaries and wages paid to fire department pers onnel in 1961 amounted to $50, 950, 7 6. This total also included pay­ ments to volunteer members while engaged in fighting a fire. Fire protection expenditures in 1961 were $67,430.47 for Kingston and $1,193. 31 for Pringle, a total of $68,623. 78 for both boroughs. In 1961 the Fire Chief received a salary of $4,742. This amount Under Kingston's fire protection expenditures, the item listed was divided evenly between the Fire Department expenditures and the as contribution to volunteer companies for $8,205. 11 consists entirely expenditures for Building Regulation since the Fire Chief had acted as of state money received as a grant from the State Foreign Fire Insurance Building. Inspector. Fund. Pringle lists the State grant from Foreign Fire Insurance as con- the Fire Department expenditures since building inspection has been tributions to the volunteer fire fighting unit. The figure for Pringle, In 1962 the salary of the Fire Chief was paid from assumed by the Health and Sanitation Department. He now has the full responsibility of supervising all volunteers and paid drivers. however, consists of $132. 64 of State money and a yearly donation of The two Assistant Chief s each received a salary of $468 in 1961, $100 for the total of $232. 64. -30- I 1 - 31 - �La These men are not under civil service, and are Pringle Borough has one volunteer fire company, the Pioneer. selected, in fact, by the engine companies, and are subject to approval The company is manned entirely by volunteers, with the Borough only or a total of $936. 8 by the Council. The volunteers are supervised by a Chief who is elected by the mem- The paid fire truck drivers are under the civil service rules and regulations of Kingston Borough. bers. They are on duty at all times to take The Pioneer Fire Company consists of 78 active volunteer mem- The paid drivers operate on a 42-hour workweek with six days of duty and the 1 bers who pay $3 dues annually. Other sources of income for fire com- pany expenditures include carnivals and social affairs and soliciting of following two days off. Borough residents for contributions. The volunteer fire fighting units--Independent and Columbian-have a force of 12 paid fire truck drivers. The Independent Company The drivers receive $320 per month or $3, 840 annually. I 4. :I has 8 assigned to it and the Columbian has 4 paid drivers. The Volunteer,.firnmenane paid.$l. 50 per.hour ^anly when.actually engaged To be eligible for pay, volunteer firemen must be EQUIPMENT Kingston The Kingston Fire Department equipment is owned by the Bor- total salaries for the 12 paid drivers for 1961 amounted to $46, 080. in fighting a fire. Neither the Chief nor the volunteers receive any compensation from the Borough for their work. equipment to the scene when an alarm is turned in. The volunteers proceed to the scene directly and meet the equipment there. contributing toward accident and health insurance for the volunteers. ough. The equipment consists of: No. 1 Engine Company (Independent) 1 750-gal. pumper 1 65-ft. aeriel ladder truck No. 2 Engine Company (Columbian) 1 put on duty by either the Fire Chiefs or the paid drivers. Each company has an active list of 30 paid volunteers. 750-gal. pumper Because there are several high buildings in the commercial dis- Pringle trict surrounding the Independent Engine Company, the 65-foot aerial Because the Pringle Fire Department is 100% volunteer, the 1961 ladder truck is housed there. expenditures of $1,193.31 include only 5 items. Generally, Borough The original value and the insurance value of the fire depart­ Council expenditures have been for hose and minor equipment. - 32.-- ment vehicular equipment are listed on the following page. _ 33 _ �r Date Purchased Original Value Insurance Value New or Used 1943 Mack Pumper Fire Truck (750-gal. ) $ 8,201.00 $ 5,_500. 00 New 6/43 1938 Mack Pumper Fire Truck (750-gal.) 7,837.00 4, 500. 00 New 12/38 1949 American LaFrance Aerial Ladder Truck (65-foot) The equipment consists of: I $ 28, 700. 00 18,000.00 New 9/49 1961 Ford Sedan (Fire Chief) 2, 571. 00 2, 570. 00 New 8/61 TOTAL (4) $47,309. 00 $30, 570. 00 Expenditures for vehicle manintenance and repairs, and gas and Original Value 1935 Ford Pumper Fire Truck (500-gal.) were the following capital outlay expenditures in 1961 which are not listed in the itemized list under fire protection: TOTAL Date New or Used Purchased New None 1935 Only liability insurance is carried by the company. Maintenance, repair, and gas and oil amounted to $23. 07, part i of which was for a community ambulance. Pringle Borough had no capital outlay expenditures for fire pro­ I I tection in 1961. 5. FIRE ALARM SYSTEMS Both Kingston and Pringle employ the Gamewell Fire Alarm Capital Outlay Costs - 1961 Motor Equipment Other Major Equipment $1, 996. 96 The fire truck has no insurable value. oil for all fire department vehicles amounted to $1, 971. 93. In addition to ordinary expenditures for fire protection there Insurance Value Kingston $1, 661.00 2, 284. 88 $3,945.88 System in reporting fires. The Independent Engine Company in Kingston answers four alarms in Edwardsville Borough under an agreement between the two communities. This agreement was brought about because of the posi- Pringle The Pioneer Fire Company owns all the fire-fighting equipment. tion of the railroad, since a long freight train could isolate part of Edwardsville from its fire company. The same is true of part of King- The company pays for all equipment repairs, supplies, and material. The Botbugh merely furnishes the company with insurance coverage on the equipment and pays for the gas and oil. ston. Expenditures for maintenance and repair of the Kingston Fire Alarm System for 1961 amounted to $742. 87. tures were listed for Pringle in 1961. -34- «35- .. No fire system expendi- �6. FIRE HOSE AND HYDRANTS At present, the police department is located on the second panies. floor of the Independent Engine Company. The amount of fire hose presently maintained by Kingston is: 150 feet of 3-inch hose 6, 400 feet of 2 1/2-inch hose 2, 600 feet of 1 1/2-inch hose be relocated of the new municipal building, the police department will in it. The Columbian Engine Company leases its second floor to a Masonic lodge. Maintenance expenditures amounted to $1, 200 for 1961. Expenditures for fire hose and couplings for Kingston in 1961 amounted to $125. 11. However, upon completion In Pringle all expenditures incurred in maintaining the fire station are paid by the Volunteer Company out of its funds since the fire Pringle maintains: company owns the fire house. 1, 500 feet of 2 1/2-inch hose 1, 000 feet of 1 I/2-inch hose. 8. WEST SIDE MUTUAL FIRE ASSISTANCE In 1961, Pringle Borough spent a total of $577. 60 for new hose The Columbian Engine Company is the headquarters and base and couplings. As established by the standards of the National Board of Fire Underwriters, both boroughs maintain two sets of hose--one set on the equipment, and the other set at the fire station. The sets are inter­ station of a seven-municipality fire communications network for mutual assistance in fire fighting. Both Kingston and Pringle are members of this communications network. changed after a fire, or after periodic tests. 9. AMBULANCE SERVICE There are 162 fire hydrants in Kingston, and 16 in Pringle. Both Both Kingston and Pringle have community ambulances which communities pay the same rental rate of $20 per year for each hydrant. Hydrant rental and supplies for Kingston in 1961 amounted to $3,312.53. The sum of $360 for hydrant rental and water supply in Pringle was paid have been purchased through contributions of private citizens. In Kingston, a 1957 Cadillac ambulance is housed at the Columbian Engine House. from the light and water fund. a 1947 The Pringle Borough Ambulance Association maintains MAINTENANCE OF FIRE STATIONS Rent is paid to the Kingston fire companies for housing the equipment since both fire stations are presently ownedby the individual com- Ford ambulance which is housed in the Borough Building basement gar­ age. -37- .36- �k' 10. KINGSTON - PRINGLE MERGER Formulas have been established by the National Board of Fire Underwriters for determining the number of pumper, hose, and ladder companies, and the types of equipment required for adequate fire pro­ tection for municipalities. Standards, generally considered to be maxi­ mum standards and met by few communities, are based on the total population, the number, type, and distribution of buildings. i i' I bl 1 population of over 20,000, for an average of 10, 000 people per fire company. Merger will reduce this population average to about 7,000 per fire company. Moreover , the proximity of the Pioneer Fire Company of Prin- gle to the proposed extension of the Kingston Industrial Park affords increased fire protection for this whole section. Direct r esponsibility and unity of command in fire protection in the me:rged borough will replace the agreement for mutual fire pro- The formula for cities under 50, 000 is as follows: .85+0. 12 (P) The formula results for the two communities individually is 4.30 pumpers compared to 3.45 pumpers for the two communities com- 6 I1 tection between the two boroughs. According to the standards for hose set by the Fire Under- writers, each company should have 2 sets of 1, 000 feet of 2 1/2-inch hose--one set on the fire vehicles and one on the racks. Since the King- bined. Therefore, the merged borough would require 3 pumpers to ston fire companies have 2, 400 feet of 2 1/2-inch hose in excess of the meet the formula requirement--an obvious inherent operating economy minimum, and since Pringle has 500 feet less than the desired minimum, resulting from merger. I One ladder company is required in municipalities with five or more buildings which are at least three stories or higher. the combined departments, if merged, have 1,900 feet in excess. In view of this excess, no expenditure need be incurred for the purchase Since there are in Kingston well over 25 such buildings, the ladder company now in I of hose. The problem of low water pressure in Pringle is presently under Kingston should be retained. study by the Pennsylvania Gas and Water Company, and until such a As a result of merger, Pringle residents will be given more adequate protection by fire companies with paid drivers. Merger will study is completed no determination can be made as to the proper number of fire hydrants in Pringle or Kingston. also offer the Kingston residents the services of a fire company now Paid fire truck drivers must be employed in order to place the serving only 1,418 people. The two Kingston fire companies serve a -39- 38;- _ �f I CHAPTER V Pioneer Fire Company on an identical operational level with the two Kingston companies at the salary schedule below, adopted in the summer of 1962. STREET DEPARTMENT Many times public opinion measures the success or failure of local government in terms of the condition of a community1 s streets and $3, 400 $3, 500 $3, 650 $3, 750 $3, 863 to at at at at start the end the end the end the end of of of of the cost to maintain them. 6 months the second year the third year the fourth year The physical condition of streets serves as effective advertising for good or bad. Streets in disrepair bring costly wear and damage to vehicles. In view of an expenditure of approximately $15, 000 annually for wages for paid fire truck drivers, the Kingston Borough Council should not embark on this phase of the fire protection program in any haste and without the exploration of possible economies in other phases of fire protection. The responsibility for the upkeep of State highway routes between curb lines rests with the Pennsylvania State Highway Department, al- though the curbs are the responsibility of the borough. The two bor oughs have a total of approximately 5. 2 miles of State highway. Of the total street mileage of 42.75 miles, the two boroughs are responsible The amount of $1, 193. 31 now listed under fire protection in the Pringle budget can be completely eliminated. for the care and maintenance of 37. 55 miles of borough streets. The only items which should be incurred by Kingston after merger are the salary for the assistant fire chief and the fire hydrant rentals. Expenditures for such items as vehicle maintenance and repair, gas and oil, contributions to 1. The total street and highway expenditures, which include the State Highway Aid Fund, for the six-year period from 1955 to 1961 are presented below: volunteer companies, materials and supplies, and maintenance of the fire station can be easily absorbed into the Kingston budget. The net Street and Highway Expenditures Year Kingston Pringle 1961 I960 1959 1958 1957 1956 1955 $106,166 159,402 109, 681 107, 687 122,809 104, 235 87,252 $ 6, 784 10,598 16,402 6, 354 17,624 5, 259 5, 473 savings for the merged borough should therefore be about $365. The present expense for fire protectionfor Kingston and Pringle, and for Kingston after merger are presented below: Kingston Pringle $67, 430.47 $1,193. 31 -40- Kingston after merger $68, 258.47 TOTAL EXPENDITURES Source: Bureau of Municipal Affairs (Pennsylvania Local Gov­ ernment Statistics) -41 - �I i During the period from 1955 to 1961, Street and Highway ex­ Pringle penditures have fluctuated from year: to year due mainly to the vari- The Pringle Borough Street Department is responsible for the ance in the number of projects started or completed. upkeep of 4. 4 miles of Borough streets of which approximately 82% are Street and Highway expenditures over the years have been the ! largest single item of expenditures for Pringle Borough and the second I largest for Kingston, representing 16% of the total general fund expend­ paved with macadam or oil and chips, 8% are unimproved dirt roads, 6% are brick, and 4% are cobblestone construction. About 30% of the- borough streets (1, 3 miles) have sidewalks, while only 24% have curbs. itures for Kingston and 40% for Pringle in 1961. West Union Street, or United States Route 309* represents ap-2. TOTAL STREET MILEAGE proximately 0. 2 miles of state highway in the Borough. One side of The total street mileage in Kingston and Pringle is listed below: Union Street, however, is located in Pringle Borough while the other Kingston Pringle side is in Luzerne Borough. Total Miles of Borough Streets Total Miles of State Highway 33. 15 5. 00 38. 15 4. 4 0. 2 4. 6 Due to increased traffic over Grove Street between Edwardsville Borough and Luzerne Borough, there has been a desire expressed by Kingston local residents to have the State assume responsibility over this thorThe Kingston Street Department is normally employed in the oughfare. Should the State decide to take over Grove Street, this would maintenance and repair of the 33.15 miles of borough streets. It is sig­ add approximately 0.9 miles of state highway to Pringle Borough, Bring- nificant to note that all of the streets in Kingston Borough are paved and ing the total to 1. 1 miles, reducing the borough responsibility to 3.5 approximately 65% of the streets have curbs, gutters, and sidewalks. The sidewalks vary from 5 to 6 feet, and a standard 6-inch curb is used. J miles. 3. COMPARISON OF PER CAPITA COST In addition to the borough streets, there are over 5 miles of The following table represents a brief summary of street and State highway running through the Borough. The principal streets mainhighway expenditures for both boroughs in 1961: tained by the State are Wyoming Avenue, Market Street, Pierce Street, Union Street, Bennett Street, Northampton Street, and a portion of Rut­ ter Avenue. -43-42- I �No. of Borough Street Miles Kingston Pringle 33.15 4. 40 1961 Total General Fund Expenditures $71, 073. 75 3,575.97 Based on a jper capita cost, Average Cost per Sq. mile 1961 % total Gen. Cost Fund ExPer Capita penditures $2,144.00 1,541.94 $3.50 2.52 15. 5% 39. 8 street and highway expenditures from the General Fund were $3. 50 for Kingston and $2. 52 for Pringle i King it on The Street Department works under the supervision of the BorS . | oughEngineer, who is responsible for seeing that roads, street sewers, u drains, and dikes in the borough are properly surveyed and located, D in 1961. planning all new work or alterations, and submitting reports to Council. The Kingston Borough Engineer is compensated for his work on a fee basis. In addition, the Borough employs a full-time assistant en­ In 1961, the approximate cost per street mile was $2, 144.00 gineer to handle matters of an administrative nature in the Borough for Kingston and $1, 541. 94 for Pringle. Engineering Department. Not included in the total street and highway expenditures for Engineering services expenditures in 1961 amounted to $229, discussed in an earlier section on General Govern­ Kingston in 1961 was a capital outlay of $15, 560. 40 for the purchase of ment. new equipment. The Street and Sewer Commissioner received $4,800 in 1961. 4. TOTAL EXPENDITURES FOR 1961 The Street Department employs a work force of 13 to 14 full-time men The following expenditures were extracted from the 1961Kings- in addition to the Street Commissioner or Superintendent of Streets. ton Borough Financial Report and the Pringle Borough Auditor's Report : i I for 1961: Street and Highway Expenditures - 1961 $ 4,800.00 57, 401. 64 242. 14 4,776. 61 2, 143. 08 1,234.63 Pringle per hour. $ The total wages paid to the Street Department personnel in 1961 amounted to $57, 401, 64. 477.00 1,069. 50 214. 78 102.85 166.33 1,132.00 17. 53 131.98 264.00 A total of $4, 776, 61 was spent in the maintenance and repair of I the operating equipment of theStreet Department in 1961. Expenditures for gas and oil were $2, 143. 08; for other maintenance expenses, I' 475. 65 $71, 073. 75 In 1961 all Street Department personnel, excluding the Superintendent, were paid on an hourly basis ranging between $1.40 to $1. 50 Kingston Salary of Superintendent or Engineer Work Foreman Wages (Street Labor) Materials and Supplies Maintenance of Equipment and Repairs Gas and Oil Contract Fees Purchase of Tools and Minor Equipment Rentals Snow Removal Other Operations and Maintenance Additional part-time labor has been hired dependent upon the workload. -45- $3, 575. 97 1 i �>< Pringle $475. 65; and for tools and other equipment, $1, 234. 63. Pringle Borough Street Department is under the jurisdiction of All public works equipment is presently housed in a portion of a council member who serves as Street Commissioner without compen- the Chapin Lumber Company warehouse, which is leased to theBorough. sation. The rent, listed under General Government Expenditures, amounts to $270 per month, or $3,240 per year. This is based on the rental of 9, 000 square feet of space at the rate of approximately three cents a to five persons, including a work foreman, who are employed for peri­ J ods ranging from one day to several weeks. The Street Department personnel normally confine their work square foot per month. to streets, curbs, and stormdrains with the exception of providing gar- The equipment used by the Street Department is listed with its bage collection throughout the Borough once a week. original and insurable value: All Street Department employees, including the work foreman, Kingston Street Department Vehicular Equipment 1961 International Dump Truck 1958 Ford Dump Truck -" JO 111 New or Date Used Purchased Original Value Insurance Value $4,491.00 $4,480. 00 New 8/61 3, 094. 00 2„ 000. 00 New 5/58 1955 International Pickup Truck 1, 404. 00 900.00 New 8/55 1953 Ford 1 1/2 Ton Truck 3, 411. 00 400.00 New 6/53 1952 Ford 1 1/2 Ton Truck 3, 341. 00 400. 00 1948 Chevrolet Pickup Truck 1, 294.00 200.00 1937 Dodge Paint Truck 1, 066. 00 200.00 1961 Elgin Street Sweeper 12, 500. 00 12,500.00 New 8/61 1948 Elgin Street Sweeper 9,405. 00 2,000.00 New 1948 3, Oil. 00 1,500.00 $43,017. 00 $24,580.00 Worthington Compressor TOTAL (10) The number of Street Department personnel varies from three are paid $.75 per hour. The total wages paid to Street Department per- sonnel was distributed between the General Fund and the Highway Aid 1 Fund, $1, 069.50 from the General Fund and $668. 25 from the State Highway Aid Fund, for a total of $1, 7 37. 75. JT1 I The work foreman is responsible for the supervision of the ■ street workers and reports directly to the Street Commissioner. work foreman received $942 in wages in 1961, $477 from the General Used 10/49 Fund and $465 from the Highway Fund. Expenditures for materials and supplies was $790. 10 in 1961. A total of $102. 85 was spent in 1961 for the maintenance and repair of the Borough truck. Gas and oil expenditures in 1961 amounted to $166. 33. -47- -46- The �1 11 i ity rates established under the rules of the Pennsylvania Public Utility Contracting fees consist of payment for work performed by private contractors in construction, repaving, or resurfacing Borough Commission. The cost includes the cost of the fixture, the installation, 1 and the maintenance of the lights. streets. In 1961, a total of $2, 610 was spent in Pringle for contracting Street Lighting expenditures for the two boroughs from 1955 to I fees. 1961 are shown below: Should additional public works equipment be needed, the Borough j Council makes provision for the short-term rental of equipment and 1 operator from private construction contractors or the Luzerne County Road and Bridge Department. Street Lighting The total expenditures for rentals in Pringle amounted to $153.98 for 1961. This amount included $119. 98 paid to the Luzerne County Treasurer for county road equipment and 0 ■ $34. 00 for other rentals. This truck is used for all public works activities within the Borough. It has no insurable value. 5. Kingston 1961 I960 1959 1958 1957 1956 1955 $25,207.56 24,971.36 24, 248. 78 23, 479. 30 21,455. 93 23, 309. 43 23, 136. 01 III expenditures for 1961. Street Lighting Current Cost of Street Lighting 1961 [H Included in the powers of a borough is that of providing street lights and making regulations for their protection. Luzerne Electric Division of the United Gas Improvement Company, which furnishes e- lectric power to both residential and commercial customers, provides street lighting and maintains the lamps for the boroughs. The charges for Street Lighting are in accordance with the util- --48- $1, 022. 90 1, 782. 09 1, 121.64 2, 694. 68* 4, 300. 00 *: 2, 836. 00* : 3, 885. 00* The following table presents a brief summary of street lighting 1 STREET LIGHTING Pringle * Amount includes payment on unpaid bill from previous years. Pringle Borough owns and maintains one single piece of equipment, a used 1946 Chevrolet 1/2-ton dump truck. Year Kingston Pringle $25,207.56 1, 022. 90 Average Cost per Street Mile $660. 74 232.47 Cost per Capita $1. 24 . 72 Total . Np.. of Lamps 553 25 Average Cost per Lamp $45.58 40. 91 Both Boroughs use a special fund for street lighting expenditures. Kingston street lighting is paid from a special light fund exclusively for street lighting on the basis of a special one mill tax levy. A special �6 2 KINGSTON-PRINGLE fund has been established for Pringle to cover all electric and water Kingston has embarked on a street improvement program of expenses on the basis of a five mill levy. permanent repaving and resurfacing a number of well-travelled Borough The following table indicates the present number of street lights i by lamp size for both Boroughs: 1 Number of Lights by Lamp Size streets on an annual schedule. As of the end of 1962, completed at a cost of $37, 229. 55. 9 streets were This program can be expected to continue after merger to include the 4. 4 miles of Pringle streets, but Lamps Kingston Pringle only after the construction of sewers and the paving, grading, and cur- I, 000 Lumen Incandescent ir 4,000 " . tr 6, 000 it II, 250 " TOTAL 74 270 1/2* 153 1/2** 56 553 2 23 1/2* bing of existing streets is completed. With a large portion of Pringle Borough on the side of a hill, the 111 25 rapid run-off of rain water will pose surface drainage problems. Rain *The Borough pays for 1/2 lamp cost for a street light on a Borough boundary. water is normally channelled along both sides of the streets in open cob­ **Fourteen (14) of these lights are classified as half-night. blestone ditches, eventually flowing into Toby Creek. ' <T? 6. - STREET -CLEANING 0 Street cleaning is conducted in Kingston on a regular weekly schedule with the operation of two street sweeping machines. The two neering study, it is impossible to estimate the costs of the extensive improvements that will be required. ! i fit, the Borough can assume part of the cost and assess the balance !l( against the owners of the abutting properties, using one of three pro- cleaned more frequently due to the larger volume of traffic and accumu- cedures. u The Pringle street budget of $6, 784. 00 canbe completely elimi- Street Cleaning in Pringle is sporadic, depending upon the need nated. or condition of the streets. No definite schedule is followed; the street Since only about one-quarter of the Pringle streets are curbed, the cost of cleaning of Pringle streets can very easily be absorbed in crew is occasionally dispatched to problem areas. the Kingston budget. n “50“ If the Kingston Council feels that the improvements will be partly of general and partly of specific bene- main business thoroughfares, Wyoming Avenue and Market Street, are lation of debris. Without an engi- 0 J (Ill ill1 0 r51» �i i Based on efficient utilization of the personnel in the Kingston 8 The special electric and water fund levied by Pringle will be Street Department and the mileage which must be properly maintained, eliminated as a result of merger, and the street lighting expenditure of the merger of Kingston and Pringle would not necessitate any new per- $1, 022. 00 transferred to the special one mill levy for street lighting le- sonnel. The present Kingston work force of 13 full-time employees, excluding supervisory members, is more than adequate to maintain a total of 37. 55 miles for the combined boroughs, since it represents an average of only 2. 9 miles per employee. i I I Kingston equipment inventory should not be affected by merger. Efficient use of present Kingston equipment, a regular replacement program, and proper equipment: maintenance should preclude any addi- tional expenditures for equipment or maintenance with the addition of It is not likely that the $790.10 for materials and supplies ex-. pended by Pringle couldbe eliminated, and probably increased to main- il! 1! However, a full-time street department uti- lizing modern equiprrient should be able to get a better return on those tax dollars. The present street department expenditures for the.two Boroughs, and the estimated expenditures for Kingston after merger are presented The proper maintenance of streets is a requisite to the growth As a result; of the merger, the Pringle residents can look forward to a street program that no small community can af­ ford because of the limited finances. sis of the 1961 lighting system would total $26, 228. 46. tain the streets properly. 4. 4 miles to Kingston street mileage. of undeveloped land. vied by Kingston. The street lighting cost for both Boroughs on the bs- iT below as a guide. 0 If $110,154,. 13 includes the present Pringle amount for materials and supplies and the State Highway Aid.. The construction and reconstruc- Kingston tion of present Pringle streets is an investment that will repay Kingston in new developments and eventually new tax revenue. The estimated Kingston amount after merger of Total General Fund State Aid For the imme­ $106,166. 00 71, Q73.75 35,082.25 Pringle $6, 784. 00 3, 575.97 3, 208. 03 diate present there will be available $6,784. 00 for the Kingston Street Department, which will provide a better service for both Pringle and Kingston residents. =53-. -52- 'I Kingston after Merger $110,154.13 71, 863. 85 38,290.28 �8 J J CHAPTER VI because the health function was voluntarily surrendered to the State De- HEALTH AND SANITATION partment of Health in 1959, and expenditures for garbage collection and The administration of health laws, ordinances, and regulations in Pennsylvania boroughs may be accomplished by one of four methods f of administration: a health officer responsible to the borough council; a borough board of health; the county health department; or the State s A borough may voluntarily surrender the ad- 1 ministration of the health functions to the State Department of Health. n Department of Health. There are no expenditures shown for Pringle in I960 or 1961 fr disposal are included in the Street Department expenditures. 2. The expenditures for the present 5-member Board of Health in Kingston for 1961 were: Salaries and Wages Materials and Supplies The State then assumes all expenses of health administration in the borough. BOARD OF HEALTH Total However, the sanitation function remains the responsibility $3, 680. 99 299,59 $3, 980. 58 The 5 members - consisting of 2 physicians, a dentist, a phar- ■ of the borough. macist, and a plumbing contractor - receive no compensation for their 1. TOTAL EXPENDITURES services. The total health and sanitation expenditures for Kingston and The Board of Health reported 522 cases of communicable diseases in the Borough in 1961. There were 68 inspections made by ■ Pringle over a six-year period between 1955 and 1961 are listed below: Health and Sanitation Expenditures Year 1961 i960 1959 1958 1957 1956 1955 Kingston $62,083 63, 167 62, 337 53, 795 47, 589 46, 559 46,617 ■ 0 shops, and restaurants. Pringle nel. In 1961 the expenditures in the above table represented approxi- mately 14% of all borough expenditures. -54- Plumbing per- In 1962, plumbing and building inspection functions were as- I n in signed to one officer, receiving a salary of $4, 200, who also served as the full-time secretary to the Board of Health. The part-time health officer, also responsible to the Board of Health, received a salary of Much of this increase is due largely to the purchase of additional equipment and the hiring of additional person- coffee mits issued in 1961 totaled 166. Health and Sanitation expenditures for Kingston have increased over 33% from 1955 to 1961. cafes, A total of 23 milk dispenser licenses and 228 children's health certificates were issued during 1961. $—85 265 278 265 250 the Health Officer in 1961, 64 of which were of bars, nf $1, 700 per year. -55- �1 L L 3. disposal of garbage and refuse are maintained solely for the 6, 680 L GARBAGE AND REFUSE COLLECTION AND DISPOSAL Three methods are used by municipalities for the collection of dwelling units in the Boroughs. L refuse and garbage: private collector dealing directly with the house­ The following equipment is assigned to the garbage collecting and disposal operation indicating its original and insurable value: holder but regulated by the Council, private collector under contract to Garbage Collection and Disposal Vehicular Equipment Council, and collection by municipal employees. Kingston employs the ;113 Kingston 1961 Brockway Garbage Truck Garbage and refuse collection and disposal costs increased from HI $19,387 in 1955 to $27, 468 in 1961 in Kingston, for an increase of $8, 081. I960 Caterpillar Traxcavator w/bucket - Model 955 1959 Chevrolet 2 1/2 Ton Dump Truck In 1961 Kingston spenta total of $27,468 on refuse collection and disposal. The total wages paid to personnel involved in garbage collection and disposal amounted to $24, 532. 69 in 1961. iture does not include capital outlay of $12, 200 for Total (3) This expend- I J the purchase of a new closed garbage truck for the collection of refuse. The whole operation of the Kingston on by a crew of 10 men. is presently carried New or Used $12,200.00 $12,200.00 New 8/61 20, 395.00 15,000.00 New 10/60 4,100.00 3,000.00 New 4/59 $36,695.00 $30,200.00 In the past, Kingston Borough utilized both an open dump in EdWardsville and the Wilkes-Barre incinerator for the disposal of its gar- bage and other refuse. Because of the unsanitary condition of the open dump and the prohibitive cost of using the incinerator in Wilkes-Barre Sanitation Department, in­ volving both the collection and disposal of refuse, Date Purchased Insurance Value Original Value third method. ($20, 000 annually), Kingston adopted the landfill method in 1953. j There are 3 men assigned to the closed gar- A 12 acre tract was purchased in the eastern portion of theBor- bage truck, 4 men on an open truck, and 3 men at the disposal site - ough in the 5th ward on Church Street. one of whom operates the equipment at the disposal site. a cost of bulldozer with a bucket front for compacting the refuse at The annual salary of the equipment operator is $4,000. at the disposal site The remaining 9 employees receive $3, 682 per year. Garbage and refuse collection is provided by the borough weekly basis, operating Monday through Saturday. No bage is collected or permitted at the disposal site. _-56- on a I 1 commercial gar- The collection and The site was equipped with a $11, 000. An average of 5 loads of refuse is trucked to the site daily by the two borough collection trucks. It is estimated that the area will serve as a refuse disposal site for at least 2 years. Pringle HI . .... Expenditures for Pringle for garbage collectionand disposal are -57- �Li included in the Street Department expenditures and not under Health or Sanitation. L Therefore, it is not possible to accurately assess costs to garbage and refuse collection. i Only an estimate can be made using 0 wages of the Street Department employees as a basis of computations. t Using such a basis, the annual expenditure for garbage and refuse col- lection in Pringle was about $400 in 1961. $26,189.81 123.33 2, 108. 72 1, 535.78 671. 13 6. 00 $30,634.77 Total The $26, 189. 81 paid in salaries and wages in 1961 included both In Pringle, garbage collection and disposal are provided on a weekly basis by members of the Street Department. Salaries and Wages Materials and Supplies Maintenance of Plant Equipment Electric Power Other I I All garbage and refuse are trucked to a private dump in Forty-Fort Borough where the the regular crew of 8 men who maintain the sewerage system and also the extra personnel employed on a part-time basis. The following equipment is assigned to the Sewer Department: Sewer Department Vehicular Equipment rate for disposal is $1. 50 per load. Private collectors operate in both. Boroughs to collect ashes^. Equipment Original 'Value Insurance Value New or Used 1958 Flexible Sewer Cleaning Equipment $1,750.00 $1,200.00 New 5/58 1958 Flexible Sewer Cleaning Equipment 1,750. 00 1,200.00 New 5/58 1958 Flexible Sewer Cleaning Equipment 4, 586. 00 3,600.00 New 12/58 1955 Dodge Power Wagon 2,800,00 1,500.00 New 10/55 $10,886.00 $7,500.00 Date Purchased They are paid by the householder, the cost dependent upon the number and size of the containers. 4. SANITARY SEWERAGE SYSTEM In Kingston, the maintenance of the sanitary and storm sewers I are handled by a Sewer Department, which maintains approximately 38 ■I miles of sanitary sewers and 21 miles of storm drains. Dwelling units Total (4) or business establishments are connected to one of these receiving con- Several streets in Pringle are sewered, including Grove Ave- 1J duits for sewage disposal. The cost of maintaining the Kingston sewerage system increased nue, Herbane and Broad Streets, and may even be connected to the n from$23, 552 in 1955 to $30, 635 in 1961, for about a 20% increase over Kingston sanitary sewer system. Official records do not indicate if the this period. Pringle residents or Pringle Borough Council have ever paid Kingston 0 The following table shows sanitary sewer expenditures for Kings- in 1961: for the service. -58- -59- �5. SEWAGE DISPOSAL The sewage which is carried through the sewerage system in I ough, and in this capacity Kingston received a total of $5, 440. 47 for 1961 from the Federal Government for the joint project. Kingston is conveyed to outfalls along the Susquehanna River and dumped A total of $21, 132. 38 was spent on flood control during 1961. into the River. The Sanitary Water Board has exerted considerable Two men are regularly employed for the maintenance and operation of pressure over the last 20 years on many Wyoming Valley communities, the flood control project and are salaried at $153. 44 semi-monthly or including Kingston, to abate the pollution. In 1950, the Kingston Coun$3, 682 per year. cil did engage a sanitary engineer to study the feasibility of a sewage disposal plant for Kingston and Edwardsville. D The following equipment is assigned for use by flood control After preliminary dis- personnel: cussions with several West Side communities, plans for a sewage disFlood Control Vehicular Equipment I posal plant were dropped. In 1962, the feasibility of a joint project for 14 communities a- I Original Value Insurance Value $3,000.00 $2,250.00 New 4/59 3, 192. 00 2,200.00 New 7/56 $6, 192. 00 $4, 250. 00 New or Date Used Purchased long both the East Side and West Side was again reviewed by many com1959 Willys Pickup Truck munity representatives. In the latter part of 1962, Kingston became a participating member of the Wyoming Valley Sanitary Authority, crea- ted by 14 municipalities for the purpose of treating domestic sewage, industrial wastes, and mine acid water. On the basis of one represent- ative per 15, 000 population or fraction thereof, Kingston is represented by 2 members appointed by the Council under the provisions of the Mu­ nicipal Authorities Act. 6. i I I I 3 1956 International Tractor and Mower Although the impounding basin on Toby Creek is in Pringle, there are no expenditures for flood control in Pringle, nor is the Borough re­ sponsible for any flood control project. 7. KINGSTON-PRINGLE MERGER FLOOD CONTROL It is not expected that the expenditures for such activities as Construction of the flood control system in Kingston, initiated in 1937, was finally completed in 1950. sewage disposal and flood control will be affected by merger. Operation and maintenance of theFlood Control System are carried on jointly with Edwardsville Bor- IJ While the merger of Kingston and Pringle will result in more inspections to be made, and more licenses, certificates, and permits -60- 0 -61;-.. �J ii to be issued, the additional activity caused by 1, 418 people would ne- cessitate only a negligible expense to the Board of Health. L I The merger ofKingstonand Pringlewill mean that the 7 workers 5 on the refuse trucks will have 418 additional dwelling units to collect 5 8 from, making a total of 7, 098 in the collection system, for a 6% increase in collection. A review of collection routes should be under- taken with a view to economy. It may be possible to absorb the addi­ tional households under the present staffing. No additional equipment should be required to collect the garbage and refuse from Pringle res- idents. The landfill site is already adequately manned with personnel s proximately $400 for garbage collection can be utilized more effectively by Kingston, representing a saving to the merged boroughs. The present expenditures for health and sanitation for Kingston and Pringle, and for Kingston after merger are presented below: Kingston Pringle $62,083.00 $62,083.00 i I to handle the additional refuse from the Pringle residents. It is difficult to estimate what additional expense will be incurred regarding the Pringle sewerage system. I An accurate engineering sur- vey is necessary to determine the extent and the condition of the Prin­ gle sewerage system. The Kingston Council must give serious thought to the discontinuance of the use of septic tanks in Pringle if it is desirous of avoiding health problems in the future. The addition of 1,418 people to the Kingston sewer collection system will increase the number of sewer renters to the Wyoming Val- ley Sanitary Authority, thereby helping to reduce theper.household cost for all renters, including Kingstonians. Merger will offer the Pringle residents a complete health service and a sanitation service on a full time basis. The expenditure by the Pringle Street Department of ap- .. -62,-r Kingston after merger -63' •• �J r Li s Unusual fluctuations in expenditures, such as in 1951, are due largely to the purchase of new or additional recreational equipment, or for repairs. J CHAPTER VII 2. RECREATION KINGSTON RECREATION EXPENDITURES FOR 1961 The recreation facilities of Kingston consist of playgrounds, While both Boroughs maintain a recreational program, the ad- ministration and financing differ considerably in the two Boroughs. In 1961, recreational activities came under the jurisdiction of the Borough Council in Kingston, whereas the same activities were conducted by a TOTAL EXPENDITURES Recreation expenditures for both communities for selected year s are listed in the following table: Recreation Expenditures Year Kingston 1961 I960 1959 1958 1957 1956 1955 $8, 990. 48 8, 102. 00 9, 386.00 7, 660. 00 6, 700. 00 5, 747. 00 473.00 B 1“ Pringle There are no recreation expenditures for Pringle since the Bor- Kingston has a total of 13.6 acres of recreational areas of which 4 acres are school playground and playing fields. There is no community swimming pool, although an organiza- tion has initiated plans for the construction of one for 1963. i community organization on a volunteer basis in Pringle. 1. playing fields, and wading pools. I I I I I I The following table represents recreational expenditures for Kingston for 1961: $7, 467.21 820.34 538.18 164.75 Salaries and Wages Materials and Supplies Repairs to Property Equipment $8,990.48 Total The expenditure of $7,467.21 for salaries and wages includes not only compensation of $5,350.00 for the director and instructors, but also $2, 117. 21 for personnel to ready the playgrounds for the sum- mer season. The salary schedule for the playground staff of the Kingston Rec- I reational Program is as follows: ough Council does not sponsor a recreation program. Recreation expenditures for Kingston have increased at a steady rate since the expansion of the Borough recreational program in 1956 ..-65-. -64- ■ �There are no charges for any of the Kingston recreational fa$ 1 Recreation Director @ $450 14 Instructors @ $350 450. 00 4, 900- 00 alities, nor are donations solicited to finance public recreational ac- $ 5, 350. 00 Total tivitie s. The Kingston Borough Recreation Program was administered by Pringle a part time Recreation Director employed by the Borough Council for Pringle Borough Council does not sponsor any recreational pro-, eight weeks during the summer months from June 15 tp August 30. 3 The gram, nor does it allocate funds for any recreational activity. recreation director is paid a salary of $450 and the playground instruc- The Pringle Civic Club, a private organization of about 50 Prin­ ters are paid $350 each for the 8-week period. gle citizens, has constructed a wading pool and playground with volunteer Repair and maintenance of playgrounds and equipment have been labor on the Pringle School District property adjacent to the borough provided by employees of the Street Department. Records are main- building on Evans Street. The land is leased by the School District to tained on the man hours required for such work, and the costs were the Civic Club for $1. 00 per year. The playground and a soft ball field $211.21 in 1961. cover approximately 0. 4 acres of land. The Borough maintains and operates seven playgrounds, one in All expenses incurred in operating the playground and other re­ each ward, equipped with swings, slides, teeter-totters, and other playcreational ectivities, including the water supply for the pools, are borne ground equipment. Three of the seven playgrounds are equipped with by the Club and are paid for out of the Club's treasury. wading pools. Expenditures, Each playground is staffed with two qualified instruc- amounting to approximately $300 per year, include only supplies and tors to insure a well-rounded program for the children. other incidentals, for all maintenance is provided by the membership The names and locations of the playgrounds, with a notation on on a volunteer basis. the wading pool, are listed below: 1st Ward---- Pringle Street Playground (Pringle St. and Korn St. ) * 2nd Ward---- R. Levy Playground (Schuyler Avenue) * 3rd Ward---- Stegmaier Playground (Wyoming Ave. and Price St. ) 4th Ward Scanlon Field (Wyoming Ave. and Bennett St. ) 5th Ward Tioga Playground (Tioga Ave. and Dorrance St. ) * 6th Ward---- L. S. Reese Playground (Bowman Ave. and Dean Court) 7th Ward---- Third Avenue Playground (Third Avenue Elementary School) *The three playgrounds preceded by an asterisk have wading pools. 66- All equipment is the property of the Club. The playground staff consists of club members who volunteer their services to watch the children during the hours when the play­ ground is open. ••• �L The recreational program in Pringle now supported on a volunteer basis The Pringle Civic Club finances the recreational program through membership dues of $1. 00 per year. In addition, families whose chil- dren use the playground facilities and pool are expected to donate $1. 00 per season. should be made a part of the joint Council-School District recreational 3 3. KINGSTON- PRINGLE In the Fall of 1962, the Kingston School Board and the Kingston Council created a 5-member Recreation Board for the Borough with the thought of continuing the recreation program on a joint basis in order to take advantage of the reimbursement from the Department of Public Instruction of the Commonwealth. to commence in the summer of 1963. The joint program is expected Had the joint arrangement ex- u B ii I I I I isted in 1961, the Kingston Borough Council would have assumed just the cost of equipment, supplies, and repairs of $3, 640. 48. Kingston has followed the policy in the past of locating the play- grounds by wards, I I regardless of the size or population of the wards. Whether such a policy has worked to the best interests of the children Oftentimes, playgrounds must be located wherever land is available, which seems to have been the case at times ■j u in Kingston. dm The Pringle playground should be continued after merger in order to accomodate the children in the vicinity of the playground. -68- The maintenance expenditure will at least approximate the $300 presently spent by the volunteer organization, and may even be higher if Pringle playground is to be placed on a comparable level with other playgrounds. In view of the fact that Kingston follows a no-charge policy in defraying recreational program expenses, public solicitation is likely to be discontinued. The merger would afford the children of Pringle the services of a well-trainedcorps of instructors, capable of providing the instruction and leadership in a recreational program. A volunteer organization would be replaced by full-time trained workers, so essential to a suc- cessfully diversified recreational program. The most significant advantage for the Kingston citizenry re- I of the Borough is debatable. This would mean the addition of 2 recreational instructors, supervised by the Borough recreation director. The Club solicits donations in the Borough on a house- to-house canvass and sponsors raffles during the year. program. h suiting from merger is that it provides the open land so vital in any recreational program. Suitable open spaces of sufficient size have al- most disappeared in Kingston. elimination of one playground. The new Borough Building will mean the Many of the older schools in Kingston have very small yards; and yet, under ideal conditions the neighbor­ hood playground is the school yard. -69.. �An inventory of public recreation in Kingston shows 13. 6 acres CHAPTER VHI of both school playgrounds and playfields, and other recreation lands PLANNING as against a standard as set by the National Recreation Association of 122.4 acres. Kingston residents do make use of Kirby Park, contiguous to the Borough, consisting of 120 acres. Most of the Kingston deficien­ cy is in neighborhood parks and playfields which require about 2 acres and about 15 acres respectively. The most recent aspect of planning is its emphasis on the future and the intelligent guidance of community growth. correct many of the mistakes of the past, it can prevent their recur- rence. The 1961 expenditures for recreation for the two Boroughs are presented in the table below, along with the estimated Kingston recre- The absence of regulatory controls such as zoning and subdi- vision ordinances has brought about land use problems in many communities. ation expense after merger, assuming a joint Borough-School District program: Kingston $8, 990. 48 Though it cannot 1. BACKGROUND Kingston Pringle $300. 00 (volunteer) Kingston has had a zoning ordinance in effect since 1929. Kingston After Merger $3, 940. 48 - Borough Council A Planning and Zoning Commission of 5 members and a Zoning Board of Adjustment of 3 members have attempted to direct the development of the Borough. Presently, the Kingston Zoning Ordinance provides for the following classifications of land uses: General residence, first residence, heavy industry, light industry, and commercial. A plumbing code was adopted in 1924, five years prior to the enactment of the Zoning Ordi­ nance. Pringle Development is uncontrolled since Pringle does not have a zon­ ing ordinance regulating land use, or building codes regulating -70- con - �st-ruction or alterations. The table following illustrates the landuses in both Kingston and Pringle in terms of areas and percentage of total area. Land Use Inventory Pringle Kingston Acres % of Total Area % of Total Area 15 58 62 44 19.27% 15. 99 2. 96 0. 15 7. 53% 0. 51 0. 17% 28. 35 25.73 2. 62 1. 89% 1.72 0. 17 7. 63 2. 62% 0. 88 6. 75 . 30 2. 32 PUBLIC AND PUBLIC UTILITIES USES 175.41 11.70% 5. 18 1.78% INSTITUTIONAL USES 47. 02 3. 13% 21. 72 7. 45% OTHER USES 259. 20 17.29% 40. 33 13. 80% VACANT LAND 259.53 17.30% 150.35 51. 61% 14. 76 0. 98% 4. 19 1. 44% 1,499. 80 100. 00% 291. 34 100.00% RESIDENTIAL (Total) Single Family Two Family More than Two Family 531.61 382.14 116.14 248. 15 35. 44% 25. 48 7. 74 2. 22 COMMERCIAL 112.82 INDUSTRIAL (Total) Light Industry Heavy Industry Culm Banks, Stripping holes MIXED USES TOTAL AREA (Acres) TOTAL AREA (Sq. Miles) 2. 34 Source: Luzerne County Planning Commission ■ Acres 56. 46. 8. 0. 0. 45 �I and to the flood control levee is presently used by the Borough for a and Hudson Railroad tracks adjacent to Kirby Park. 6 The remaining land use in Kingston is light industry, approxi- The commercial district is located primarily in strips along both sides of Market Street, along the E Delaware and Hudson Railroad tracks in the 5th and 7th Wards, along Streets eastward to approximately Gibson Avenue is zoned light industry. road freight yards. h Pringle t, I Pringle, in contrast to Kingston, has several large tracts of land which are undeveloped, vacant, and useable for development. Valley View Acres runs along Elizabeth Street, which is an extension of Kemp Street. This plot, originally part of the old Pringle Coal Company, consists of 9.75 acres and presently contains several Pringle is about 0. 45 square miles of which approximately 48% homes. il Crestview Heights, referred to as the Songallia Plot and also uses of which 75% are single family homes. 3. Pringle t Eley Street, and in the area surrounding the Erie-Lackawanna Rail­ is developed. About half of the developed area is occupied by residential The strip along Rutter Avenue has been zoned commercial, and the area from the corner of Rutter and Lathrop G mating 1.72% of the total Borough area. sanitary land-fill operation. il VACANT LAND SI originally part of the Pringle Coal Company land, is a development of about 17.8 acres and runs parallel with Valley View Acres, with Cooper Street separating the two developments. No homes have as yet been Kingston constructed on this useable land. Relatively little undeveloped land is available in Kingston. The The third plot is located north of Evans Street reaching over to largest undeveloped tract lies along the dike in the 5th Ward along the back property lines of properties on Elizabeth Street, extending to Church Street, Rutter Avenue, Lathrop Street, and extends eastward to North Street in Courtdale, and over to Courtright Street. There is conthe dike along the Susquehanna River. It was originally zoned industrial, siderable rock structure in this 33. 1 acre plot. but (the westerly side) has been rezoned residential. A portion of this land A portion of 36 just south of North to Courtdale Borough is leased by the owner, acres was so zoned to make it possible for a private developer to conthe Glen Alden Corporation. There is no development on this land as struct a housing development for high middle income owners. The easterly portion of the tract, extending along Church Street -74- | I ) yet, although the fire station, borough building, recreation area, and an -75- �0 unused school building are located at the south end of the plot on Evans Street. The fourth plot is located south of Evans Street, bordering on the plot mentioned above, and extending along Grove Street from King- ston. This 9. 2 acre plot lies adjacent to land recently purchased by the Committee of 100 of the Greater Wilkes-Barre Chamber of Commerce for industrial development, Street in Kingston. located along the £ C The sixth and last area which is undeveloped in Pringle lies in [ a narrow corridor between Courtdale and Edwardsville, and extends t I westward to Larksville. and except for the North Street entrance is almost completely maccessible. Ii 4. FUTURE POPULATION AND ECONOMY It is difficult to estimate the future population of any single com- south side of Division It was with the thought of extending the industrial This section of Pringle consists of 20 acres munity. developed all of its available land space, If a community has area that'this 9 acre plot was purchased by the Industrial Fund from that community's population is not likely to increase to any great extent. Glen Alden Corporation. Conversions into more families per structure or redevelopment can The fifth plot is located on the westerly side of Division Street, which is the boundary between Kingston and Pringle. The Kingston side change this somewhat. Conversely, it a community has available land space, opportunity for population growth does exist. of Division Street has developed into an industrial site with a warehouse, It does not appear from the population estimates made by the Directly across Luzerne County Planning Commission that there is likely to be any tre- cigar factory, furniture factory, and similar uses. from the Kingston Industrial Park in Pringle is a 12. 6 acre plot, which mendous population growth on the West Side. abuts the Toby Creek Impounding Basin constructed by the Common- Kingston and Pringle as of other communities. This area runs from the Lehigh Valley Rail­ Population Projection 1950 to 1980 wealth of Pennsylvania. road north to Grove Street and west of the Impounding Basin. The State has under construction an enlargement of the Basin inorder to alleviate a flood problem in the area. The location of the basin and its expansion confine development to that land along Division Street extending to Grove Street in Pringle. While there is a large bank of culm and other mine wastes in this section of land, several homes are already located on it. -76- Kingston Pringle This will be as true of 1950 I960 1970 1980 21,096 1,727 20,261 1,418 21,800 1, 375 22,900 1,450 Source: Luzerne County Planning Commission �5. mission as its consultant in planning future growth. POTENTIALS OF LAND USE Over 400 acres of land are vacant or undeveloped in both Kings­ ton and Pringle. Although much of this land is scattered and already Each borough is required to pay pro rata its share of the cost of projects over a three- year period. Kingston's share of the 9 borough project is $10, 000, of divided into small lots, approximately 260 acres in Kingston and 150 which $7,500 is a grant by the Federal Government., leaving a total of acres in Pringle may be available for possible development. $2, 500 to be paid by Kingston. It appears that there is a potential of a tract of 36 acres inKingston (which does not include scattered vacant land) and 7 3. 5 acres in total cost of $1, 000, leaving $750 as a grant from the Federal Government. 8. Pringle for development of all needed uses within the next 10 years. In Kingston, the undeveloped area is already zoned and committed. In Pringle, from 10 acres to 55 acres might be classified residential and Pringle will be required to pay $250 of KINGSTON - PRINGLE MERGER The tools of planning mentioned previously can be used by both Such action Kingston and Pringle acting independently of each other. from 9 to 54 acres could be set aside as industrial (light or heavy), would lack the coordination so necessary on the West Side if future depending on the objectives of those who do the planning for the two bor­ growth is to be meaningful. oughs . plan cooperatively through the newly created West Side Planning Com6. TOOLS FOR DEVELOPMENT Already the area in Pringle along Division Street has been dotted with homes in spite of the fact that the Kingston Industrial Park is immediately across the street. This is the kind of mixing of uses that eventually becomes undesirable to all users. A land use plan combined with a sound zoning ordinance and adequate subdivision regulations would prohibit such mingling of future land uses. 7. However, the two Boroughs are going to WEST SIDE REGIONAL PLANNING mission. Where two or more communities plan as a single entity, their mutual problems lend themselves to easier solutions. If merger is effectuated, these solutions are more easily accomplished. Merger of Kingston and Pringle into one governmental unit would result in the payment of Pringle's share of the West Side Planning pro­ ject, a sum ($250. 00) which Pringle has already been assessed. The combined unit would pay the same amounts that each Borough now pays In 1961 both Kingston and Pringle joined seven other West Side communities to form the West Side Regional Commission. The Boroughs have entered into a contract with the Luzerne County Planning Com- -78- individually. �L CHAPTER IX MISCELLANEOUS EXPENDITURES The expenditures discussed in this chapter consist chiefly of insurance premiums and contributions made by the two borough councils. Smaller communities such as Pringle expend substantially lower sums' for both of these types of expenditures. 1. Miscellaneous Expenditures - 1961 Kingston Police Pension Fund Military and Civic Contributions Hoyt Library Pringle $9,009.65 1,100.00 22,999.92 $33,109.57 The $1, 100 amount expended by Kingston in 1961 were grants made by the Council to the West Side Veterans Association, Wyoming Valley G D D 8 8 2. KINGSTON-PRINGLE MERGER Merger of the two Boroughs would not affect any change on. I itures as contributions to the police pension fund, . to military and civic <1 I 1 1 Merger will not affect Kingston expend- organizations, and to the Hoyt Library, will remain the same. The importance of public libraries in any general scheme of education must not be overlooked. The Hoyt Library will provide the a- dults of Pringle with a ready means of keeping abreast of the times, and also enable the children to supplement the information gained from the regular courses of study. The money already expended by the Pringle officials for such as there is no expenditure to the police pension, whereas Kingston Council1 s ll contribution to the police pension fund was $9, 009. 65 in 1961. <1 Kingston Borough is unique in that it is one of seven municipal!- insurance can be more effectively used when commingled with substan- tially larger sums expended by a larger community like Kingston. The present expenditures for Kingston and Pringle and for Kingston after merger are presented below: ties in Luzerne County which supports a library service for its residents. 1928, was a gift from the operated on a budget of $29, 586 in 1961. the miscellaneous expenditures. Because Pringle does notmaintain a full time police department, established on January 1, ough Council is the primary source of income for the Library, which 1 Nurses Association, and the Christmas Light Fund. The Hoyt Library, is used as a library. An annual appropriation of $23, 000 from the Bor- I Kingston Pringle $33,109. 57 $33,109.57 Hoyt Estate and remains the property of Kingston Borough so long as it iM IG -80- Kingston after Merger -81- �CHAPTER X REVENUE STRUCTURE AND INDEBTEDNESS Kingston and Pringle have identical taxing powers. Under the Borough Code, boroughs are permitted to levy taxes on real estate and occupations, and taxes under Act 481 of 1947. 1. REAL ESTATE TAX The real estate tax is the principal source of revenue for both communities. The tax levy is made against assessed valuations of real estate set by the County Board of Assessors. These valuations are also used as a basis for County and School District taxes. The amount of revenue a borough derives from the real estate tax is largely dependent upon three main factors: the total assessed valuation of all taxable real estate in the borough, the tax rate or millage levied, and the percentage of the tax levied that is collected. A variation of 7. 3% is observed between the percentage ratios on assessed value to market value of the two boroughs for 1961. The average percentage ratio for boroughs in Luzerne County for 1961 was 30. 0%; and for all municipalities it was 34. 7%. The following table presents a comparison of assessment ratios and values over a six-year period from 1955 to 1961. -82- �3. TAX RATE changes. The tax rate is fixed by borough ordinance at the time the borBoth Kingston and Pringle are included among the 46 of Luzerne County's 73 municipalities which have taxable coal assessment valua- tions. In recent years, these valuations have been reduced considera­ li fj ough budget is adopted by Council. The total millage rate for borough purposes applied to both real estate and occupational valuations for the last seven years is as follows: bly and to some extent have reduced the total real estate valuations in Tax Rates both communities. The total certified assessed coal valuations for both 1955 1956 1957 1958 1959 I960 1961 17.7 21 18 21 18 21 18 21 19 21 20 21 20 21 Kingston and Pringle were set at $518, 937 and $7, 100 respectively for 1961. In 1955 these valuations were $766, 813 for Kingston and$22,91 3 Kingston Pringle From 1955 to 1961 the tax millage for borough purposes in Pringle. for Pringle. 2. has consistently been at 21 mills. In I960 and 1961 there was only a one OCCUPATION TAX mill difference between the two borough tax rates. Boroughs have the power to tax occupations under the Borough The 1961 total tax rate for both boroughs is composed of the folCode which states that all persons, professions, offices, and real pro­ owing specific levies: perty made taxable for County purposes may also at the discretion of General Borough Purposes (Mills) the Borough Council, be made taxable for borough purposes. The number of taxables, taxable valuation, and the amount of occupational taxes levied in 1961 for the two boroughs are shown on the following table. 18 1/4 16 1 5 Debt Total 3/4 20 21 Grouped under the special revenue fund for Pringle are street lighting and water expenditures, whereas the tax levy of one mill for Occupational Taxation - 1961 Number of Taxables Kingston Pringle Kingston Pringle Special Revenue Funds 11,013 710 the Kingston special revenue fund is for the street lighting. Taxable Valuation Occupational Taxes Levied $876,705 50,310 $17, 534. 10 1,056.51 4. TAX COLLECTION The following table indicates the amount of revenue collected for both boroughs from 1957 to 1961: -84- . �L Real Estate Taxes Collected (1957 - 1961) Y ear Kingston Pringle 1961 I960 1959 1958 1957 $356, 232 384, 297 348,480 358,998 351,918 $6,529 6, 878 7, 577 5,751 7, 971 Commonwealth of-Pennsylvania Department of Internal Affairs Local Government Financial Statistics 1957 - 1961 The average annual amount cf revenue produced by the real es- tate tax over the five-year period from 1957 to 1961 was $359,985 for Kingston and $6, 941 for Pringle. The amount collected in 1961 in King- ston was next to the lowest over the last five years. This 'is likewise true in Pringle. The collection trend in occupational taxation for both boroughs over a five-year period from 1957 to 1961 is indicated in the table below. L Li 0 n I) I I f I I Occupational Taxes-Collected 1957 - 1961 Y ear Kingston Pringle 1961 I960 1959 1958 1957 $14,520 15,470 12,911 13,452 13, 716 1$ 777 1,055 1,284 1,886 1„ 205 Commonwealth of Pennsylvania Department of Internal Affairs Local Government Financial Statistics 1957 - 1961 ,86-r I I 1 I > I g ,a I The average annual occupational tax collected in Kingston amounted to $13, 688 over the five-year period. During the same span, occupational tax collections in Pringle averaged $1,210 per year. The following table shows the success of the tax collection systern in both boroughs. The percentage of tax collections is presented in the column on the far right. Ratio of Tax Collection - 1961 Real Estate No. of Taxables Kingston Pringle 5, 083 404 Occupational No. of Taxables Kingston Pringle 11,013 710 Real Estate Tax Levied Real Estate* Tax Collected $402,119.73 7,499.91 $356,232.00 6,529.00 Occupational Tax Levied Occupational Tax 'Collected $17,534. 10 1, 056. 51 $14, 519. 93 776. 65 % Collected 88. 5 87. 1 % Collected 84. 2 73. 3 * Does not include taxes collected for previous years. Borough Tax Collectors’ Reports The data above indicate that both communities are similarly successful in collecting the real estate taxes levied: 88. 5% for Kingston and 87. 1% for Pringle. Kingston is more successful in collecting the occupational tax: 84. 2% to 73. 3%; and, yet improvement in collecting this tax is obviously indicated in both communities. 3 -87 -. �Tax collection is divided into four types of payments: those paid All of the revenue sources listed above are self-explanatory ex­ on a discount basis during a specified period; those paid on face value; cept grants and gifts. This source is in the form of State aid, exclusive those classified as penalty payments; and those paid for prior years. There is a strong indication from a tax collection analysis that a large majority of the taxpayers in both boroughs take advantage of the dis- count period. 5. OTHER REVENUE SOURCES Various other revenue sources with the total amount of receipts Li Li B B I of the liquid fuels money, and including mostly money paid to the mu- nicipalities for firemen's relief associations from the foreign fireinsurance tax. 6. INDEBTEDNESS An important factor to be considered in the merger of two boroughs such as Kingston and Pringle is the amount of indebtedness of for 1961 are listed below: each of the merging municipalities. Article II, Section 220, of the Other Revenue Sources - 1961 Pennsylvania Borough Code (1957) states with respect to merging bor- Source Licenses and Permits Fines and Forfeits Grants and Gifts Departmental Earnings Liquid Fuels Tax TOTAL Pringle Kingston $27,403.25 5, 649. 00 8,205.11 1? 835.00 30, 035. 59 $73. 127. 95 $ 120.00 372.00 1,162.64 2, 710. 35 $4, 364. 99 Licenses and permits and liquid fuels money from the Common- wealth of Pennsylvania are equally substantial sources of revenue for Kingston, whereas only the latter is a substantial source for Pringle. Included among the licenses and permits are: pave cut permit, sewer permit, poolroom permit, building permit, plumbers' license,.,and restaurant inspection fee. -88- 1 I 1 I 1 I I 0 H oughs,". . .all rights of creditors and liens shall be preserved, and all debits, liabilities, and duties, of either of such boroughs, shall attach to such new borough and be enforced against it." The Code states in effect that the new borough is responsible for all the indebtedness in­ curred by the merging boroughs. Kingston Indebtedness incurred during 1961 by Kingston consisted of a General Improvement councilmanic bond issue for $225, 000 and a tem­ porary loan of $230, 000. Bythe end of 1961, Kingston had paid $200, 000 on the temporary loan leaving a net debt of $30, 000 remaining. The Borough Council decided to retire this debt in 5 years at the rate of $6, 000 per year. -89- �0 The general improvement bond issue will extend over aten-year period with the bonds fully paid off in 1971. Payments on the bond is- A 3/4 (.75) mill tax levy for debt purposes and a sinking fund I have been set up to pay off the principal and interest of the bond issue. [I The total net debt at the end of 1961 was $212, 830. 23 and con- I I i sisted of the following: Temporary Loan Bonded Indebtedness $ 30, 000. 00 225,000,00 Total Sinking Fund Balance $255,000.00 -12,169.77 Total Net Debt $212,830.23 if Pringle During 1961 Pringle Borough madea final payment of $1, 000 on a temporary loan of $2,000 incurred in I960. This released the Borough from any debts incurred through loans. Pringle has no outstanding bonded indebtedness. Listed under unpaidbills for Pringle Borough in 1961 is $8, 805. 27 iT due the Pennsylvania Gas and Water Company for fire hydrant rentals and water supply over a number of years. When this is reduced to a in 1961, although this has been changed for 1963. 1 I I 1 I 1 !l I rely on the Luzerne County assessment program. At present, there is - .. ■ 1. a 7. 3% difference inassessment ratios between the two boroughs. How-'• ever, the Pringle real estate tax rate was one mill higher in 1961 than the Kingston real estate tax rate. Using a $10, 000 home, the tax thereon in the two Boroughs is computed below: Kingston: $10, 000 x 34. 8 $3, 480 X 20 $69. 60 Pringle: $10, 000 x 27. 5 $2,750 x 21 $57.75 Considering avariation in assessment ratiosand a difference in tax rates, the above data indicate that there is a difference in real es- tate taxes of $11. 85 on a $10, 000 home in the two communities. Assuming the 1961 conditions following merger, the Kingston 20 mill levy would be applied to the Pringle assessed valuation of $387,128. J The net effect of this would be a slight decrease of real es- tate tax levied in Pringle from $7,499. 69 to $7, 142. 56. Using the 1961 Kingston tax collection record, a revenue of $6, 285 would have been expected. per capita basis, it is $6. 20. -90- Both communities Value x Assessment Ratio = Assessed Value x Tax Rate - Tax No unpaid bills were listed for Kingston in 1961. The per capita debt for Kingston in 1961 was $10. 50. KINGSTON-PRINGLE MERGER Both Boroughs relied on the real estate and occupational taxes sue will amount to $25, 000 per year, payable on the first day of No- vember. 7. B An improvement of Pringle's occupational tax collection to -91- �Kingston's level could add an additional $110 to Pringle's potential rev- enue. It is difficult to estimate the additional amount of revenue to be expected from licenses and permits, although the most productive are likely to be pave cut permitsand building permits which should pro- duce at least $1, 000 annually at the present level of development in Pringle. taken in Pringle, after the completion of the necessary engineering sur- veys, a complete financial review and analysis will have to be made. : Because of theirfecent^chainge' in .the Kiingstdn; rate and assum­ ing the 1961 tax base, and applying the 1963 tax structure, the net ef- feet on the revenue produced by the merged unit can be estimated. Based upon an assessed valuation of $20,463, 114 and a tax col- While the unpaid bill of $8, 805. 27 appears substantial in the Pringle financial picture, <since it is only . 4 of a mill in the Kingston lection record of 88. 5 per cent, the 19 mill levy would produceapproxi- mately $344, 087 in real estate tax revenue. Based upon the present budget, it can easily be absorbed in the Kingston budget over a3-year 11,723 occupation taxables, a $5.00 per capita levy, with the Kingston and possibly 2-year period. collection rate of 84. 2 per cent, would produce approximately $49, 354. The 1961 revenue sources for Kingston and Pringle, and for Kingston-after merger are estimated below: Kingston Real Estate Taxes Occupational Taxes Other Revenue $356,232. 14,520. 73, 128. $443, 880. Pringle $6, 529. 779. 4, 365. $11,671. On the basis of available data for porperty transfers in Kingston and Pringle, the 1/2 of one per cent deed transfer tax could be expected to Kingston after Merger $362,517. 15,407. 78, 493. $456,417. produce approximately $7, 000 for the year. The total tax revenue would have amounted to $400, 441 assum- ing the previously mentioned conditions. Since the non-tax revenue has been estimated to be $78, 493 after merger, the total anticipated The tax structures of Kingston for 1963 will consist of the 'fbl- revenue would have amounted to $471,934 for Kingston after merger. lowing levies:: 19 mill real estate tax rate $5 per capita tax (Act 481) 1/2% deed transfer tax (Act 481) The levies proposed for 1963 were enacted with a two-fold ob­ jective: reduce the tax load on Borough real estate, and to produce additional revenue at the same time^ if capital improvements areunder- -92- -93- �CHAPTER XL SCHOOLS People are as: vitally; interested in guaranteeing to everyone the opportunity to secure an adequate position for his life work as they are III with academic, commercial, and vocational curricula available in the secondary school. Some students from bordering municipalities attend the Kingston school on a tuition basis. Pringle The Pringle School District is headed by a board of five direc- in providing vital municipal services. Some of the commonly accepted criteria that should be considered in the potential merger of school districts are: teachers' salaries, co­ tors elected at large, having overlapping terms of six years. Due ;to financial difficulties,, the Pringle School District was recently declared academic training, and supplemental services. "Distressed School District" and a Board of Control of three members in Pennsylvania, a board of education responsible for providing was appointed by the Court of Common Pleas of Luzerne County to man- curricular activities, educational services is entirely independent of the municipal authorities. It fixes its own tax rate, within the provisions of the qchaol code, and spends money as it sees fit. The tax collector, elected by the people, collects the school tax together with the borough, county and institution district taxes. But in so doing, he acts as an agent of the board of ed- age the district in conjunction with the local school board. Pringle School District is a fourth class district administered through the Luzerne County Superintendent of Schools for the Pennsyl- vania Department of Public Instruction. The school program consists solely of one elementary school with grades 1-8. ucation. 1. ORGANIZATION The secondary pupils are sent, on a tuition basis, to the neighboring school districts because of decreased enrollments and rising costs. These pupils attend Larksville, Kingston,.,Luzerne,..Wilkes Kingston The Kingston School District is managed by an unsalaried board of seven directors elected by popular vote for overlapping terms of six Barre, and the Wyoming Valley Technical Institute. 2. TOTAL EXPENDITURES Total school expenditures for the Kingston and Pringle School years. Kingston School District operates as an independent third class Districts over a seven year period are presented below: district under the jurisdiction of the Pennsylvania Department of Public Instruction. The school program is organized on the K-6/7-12 plan, -94- -95- �General Control expenditures include school board administra- School District Expenditures School Year Kingston 1960-61 1959-60 1958-59 1957-58 1956-57 1955-56 1954-55 $1,560,959 1, 395,809 1, 201, 742 1, 215, 090 1, 409, 262 1, 101, 602 1, 160, 196 Kingston's expenditure has shown Pringle $56,734 59,528 57, 014 64, 032 72, 517 44, 625 64, 008 an increase of over four hundred thou­ sand dollars from 1954 to 1960-61. No steady increase is observable SCHOOL EXPENDITURES FOR 1960-61 The table below gives a breakdown of the expenditures for King­ General Control Instructional Expenses Aux. Agencies and Coord. Activities School Plant Operation School Plant Maintenance Fixed Charges Debt Service Capital Outlay Other TOTAL $ 2. 6% as against 4. 4%. Instructional expense, the largest item in both budgets, includes teachers' salaries, library, textbooks, teaching supplies, and in-service training expenses. Whereas it is 60% of Kingston's total expenditures, This instructional cost also included payments made by Pringle to Kingston and other school districts for tuition. Public Instruction to include attendant services, health services, and Pringle pupil transportation. 41,775.59 942,451.88 $ 2, 506.00 44, 526. 42' 33,951.68 138, 761. 16 21, 163. 52 85,775.55 157, 236. 25 135, 190. 02 4, 654. 06 888.50 4, 890. 63 1, 397.57 2, 371.33 153.76 $1,560,959.71 portion of its budget for General Control than the Pringle School District, grouped under the new budget forms of the Pennsylvania Department of School Expenditures 1960-61 Kingston Kingston School District expends a much greater etc. Auxiliary Agencies and Coordinating Activities have been re­ ston and Pringle School Districts for 1960-61. Item tax collector, it is over three-quarters of the Pringle budget,, or 78%. from, the Pringle expenditures from 1955 to 1961. 3. tion, legal services, auditing, secretary's office supplies, treasurer, Whereas Pringle provides some of the services on a rather limited basis, such as part-time nursing service for $360 a year, the Kingston School District expends a substantial amount. School Plant Operation includes salaries of custodians, janitor supplies, fuel and utilities. Whereas this item of $4, 890. 63 (8%) is the second largest item in the Pringle School District Budget, the $1 38,,761 ..16 $56, 734.22 Note: Percentag_. ■ge -ratios used in the discussion of the breakdowi ------- /n of ex­ penditures are based on ratios of total expenditures, and not operating expenditures. (8%) is the third largest item in the Kingston budget. School Plant Maintenance includes head janitor, equipment re - placement, repairs, painting and other such maintenance activities. -97- -96- �D These amounted to about 13% of all expenditures for Kingston and only i 2% for Pringle. Fixed Charges include teachers' retirement, workmen's .com­ il Sources of Revenue -- 1960-61 pensation, F. I. C. A. , and insurance. These are state-mandated charges for both school districts. % of Total ) Kingston budgeted $157,236. 25 for Debt Service in 1960-61 while Pringle budgeted only $153.76 on her debt. At the end of the 1960-61 outstanding; Kingston, school year, Pringle had $323,782.81. Whereas the debt for Pringle is to a large extent tuition $42, 081. 70 and Pringle Kingston Amount Revenue - Local Sources Real Estate Taxes Per Capita (School Code) Per Capita (Act 481) Miscellaneous $749,240.11 TOTAL $923,713. 13 40. 8% 2. 6 3. 8 3. 2 47,135.41 69,661.41 57,676.29 50. 4% Amount $14,762.47 2, 343.28 1, 874.61 1, 523. 25 $20,513.61 % of Total 25. 0% 4. 0 3. 2 2. 6 34. 8% owed to neighboring districts for secondary school students, the ^Kingston -debt is for school improvements and renovations. The Capital Outlay expenditure in a school budget includes such items as the purchase of buildings, building sites, and new equipment (as distinguished from the replacement of old equipment which falls un- Revenue - State Sources Reimbursable Teaching $452,651. 31 Units Reimbursable Tuition 261.99 Units 85,987.77 Other State Aid $538, 901. 07 TOTAL 29. 4% $370,881.91 20. 1% Balance from Previous Year 904.07 0. 1% $ 2,403. 80 4. 1% GRAND TOTAL $1,834,400.27 100.0% $58,969.42 100. 0% $20,333.00 12, 447. 92 3, 271. 09 $36,052.01 61. 1% der School Plant Maintenance). Pringle has no Capital Outlay. Kingston expended $135, 190. 02 in 1960-61 largely for renovations. 4. REVENUE FOR 1960-61 The table on the following page represents the amount and source Other Sources of revenue for both Kingston and Pringle School Districts for 1960-61. The total Pringle School District revenue of $58, 969.42 amounts to slightly better than 3% of the total Kingston revenue of $1,834,400.27. o percentages x Note: In computing above,, all income ___ _ used. Ordinarily, "Other Sources" ( one has been (---time payment for insurance) and balances from previous years would not be used. The real estate tax levy represents 40.8% of the Kingston School District income, while real estate taxation in Pringle supplies one-fourth of the total school district income. -99= -98- �Both tax rate and revenue which a assessments bear directly on the amount of The Kingston School District real estate levy has consistently community can provide to support its educational sys- increased from 1955 to 1961. The Pringle levy has remained exactly tem. the same. The dollar amount of market value of real property in Kingston Because the Pringle 45 mill school tax was insufficient in 1962 to meet current expenses and adequately provide for debt service, is tremendously high when compared with that of Pringle. At first glance, this would merely appear to be the typical large-small community difference. the millage for school purposes was increased from 45 mills to 75 mills. Kingston School District levied a realty transfer tax under Act But this wide disparity becomes quite glaring when 481, beginning with the 1959-60 school year budget, which continues in put on either a population or pupil basis. effect. The table below shows market value of property on a per pupil Of the total of $56, 505. 62 in combined state and local revenue, basis and a- per capita basis: Kingston Pringle only 36. 2% was raised locally in Pringle in 1961. I960 Population Market Value M. V. Capita 20,261 1, 418 $57, 783, 000 1, 300, 800 $2, 851 917 No. of Pupils 3, 375 184 District raised 63. 1% or $923, 713. 13 of the combined state-local re­ M. V. / Pupil venue of $1,462,614.20. $17, 120 7, 069 Local tax rates should not be the only, means to measure willing- The table below shows a breakdown of local revenue source s from 1955 to 1961 for both Kingston School District and the Pringle School District: KINGSTON ness to provide needed school revenue. The amount of taxable property and the ratio at which this property is taxed also help to determine that; willingness. R. E. levy (mills) 45 45 45 45 45 45 45 tax (Act 679) $5. 00 5. 00 5. 00 5. 00 5. 00 5. 00 5. 00 The assessment ratios for Kingston and Pringle are 34. 8 and 27. 5 respectively. The effective tax rate, therefore, becomes 12.4 PRINGLE R. E. Year levy tax tax Ending (mills) (Act 679) (Act 481) 1961 40 $5. 00 $5. 00 I960 40 5. 00 5. 00 1959 35 5. 00 1958 34 5. 00 1957 34 5. 00 1956 34 5. 00 1955 32 5. 00 (R. E. = Real Estate. - Per Capita) I tax (Act 481) ~$4. 00 4. 00 4. 00 4. 00 4. 00 4. 00 4. 00 for Pringle and 14. 0 for Kingston. Since the reimbursement fraction for a school district is com­ ! piled by the Department of Public Instruction on the basis of property evaluation, the school district has no control over the amount of reim- J bursement. The higher the fraction, the greater will be the unit reim­ bursement received by the school district, and, therefore, the greater J 1 is the portion of the district's expense which will be borne by the State. -100- I I The Kingston School -101- �1 State payments to the Kingston and Pringle School Districts for 5. 1960-61 were based on the following fractions and quotients: INDEBTEDNESS At the end of the 1960-61 school year, the indebtedness of the Kingston Pringle Basic ASRF Subsidiary ARF Capital ARQ 0. 6498 0.8533 0.6359 0.8475 0.5873 0.8271 Kingston School District consisted of the following: (1) of the $350, 000 non-electoral improvement bond issue of 1957 there remained a bal- The formulas above account for Kingston School District's re­ ance of $245,000; (2) of the I960 improvement and fire hazard loan there remained the total of $55,782. 24 outstanding. ceiving from the State in 1960-61 a sum of $452, 651. 31 and Pringle Thus, at the end of the 1960-61 school year, the total indebtedSchool District's receiving $20, 333.00. ness of the Kingston School District amounted to $300, 782. 24. Both school districts receive reimbursable tuition payments for In this same period, the indebtedness of the Pringle School Dis- sending their students out to other school districts. Pringle received trict amounted to $42,081.70. This was not bonded indebtedness or a $12,447.92 in 1960-61 for sending its students to the neighboring school loan, but was caused by an operating deficit built up over a period of districts, whereas Kingston received only $261.99. years. Reimbursements are also made to school districts for vocational education, driver education, school nurse, health services, travel. In order to eliminate this operating deficit, the Board of Con­ trol appointed by the Department of Public Instruction increased the millage levied from 45 to 75 mills. vocational extension classes, handicapped children, homebound children, migratory children, and testing. Kingston does avail itself of many of these payments amounting to $85, 981.77 or about 12% of the total State aid, whereas Pringle School District receives $3, 271. 09 or about 8% of the total State aid.. Kingston does provide more of the above services than does Pringle. Other 1960-61 SCHOOL PLANT AND FACILITIES A summary of all school buildings, types of construction, pupil capacity, and number of rooms in the two school districts is presented in the table on the following page. Kingston At the present time, Kingston School District operates thirteen sources of revenue for the Kingston School District in amounted to $370,881.91, 6. the largest single item being in­ surance for fire damages to the high school auditorium and from tem­ school plants, nine elementary, one junior-senior high school, and three schools rented to the Wyoming Valley Technical Institute. schools occupy an area of approximately 9. 3 acres in the Borough. porary loans. -102- t The thirteen -103- �Schools in Kingston and Pringle 1960 - 1961 Use The average age of all school plants is 43 years. elementary schools are over 60 years at the present time. The junior" Age Prig, - Add. Type Construction Pupil Capacity Kingston Church Maple Rutter Third Chester Main Schuyler Loveland Pringle High Dorrance Auto Dorrance Penn Rooms B-C-D E E E E E E E E E J-S Wyo Wyo Wyo 60 60 60 7 .35 52 41 45 37 33 B/WI 1 " 1 B/MW2 B/M 3 B/M 3 B/WI 2 tt 2 II 1 B/M 3 B/M 3 -5- 11 72 51 S S S S S S S S S S 230 230 400 230 500 400 500 300 230 1, 170 7- 1-1 7- 1-1 10- 2-1 7- 3-1 15- 1-1 12- 1-2 15- 2-1 9- 1-1 7- 2-1 39-17-3 E 21 W senior high school building is slightly over 30 years old and is fire re­ sistant. Due to increased enrollment on the elementary level, primarily within the area of the 7th Ward, a new school, the Third Avenue Ele­ mentary, was constructed nineyears ago to meet the increased demands. Also, improvements were made to the Rutter Avenue Elementary School with the addition of more rooms. All Kingston school buildings used by public school children are M/M 3 S B/WI 2 O B/WI 2 O 1- 0-0 3- 3-0 2- 4-0 Pringle Pringle Three of the of brick construction with either masonry or wood interior. All of the schools have been rated suitable for 20 or more years use. Only three Kingston schools have been rated combustible. 1 S 200 6- 0-1 Two of the three schools (Dorrance Auto, Dorrance, and Penn) rented to the Wyoming Valley Technical Institute have been considered W -- Wood Frame B/M -- Brick on Masonry B/WI -- Brick/Wood Interior M/M -- Masonry on Masonry 1 -- Combustible 2 -- Semi-fire resistant 3 -- Fire resistant E — Elementary J-S -- Junior-Senior Wyo -- Wyoming Valley Technical Institute S -- Satisfactory and suitable for 20 or more years O -- Obsolete; should be abandoned for school purposes obsolete for normal school use. Total pupil capacity for Kingston in 1960-61 was 4, 190 in a B -- Regular classroom C -- Special purpose rooms D -- Auditorium, gym, or multi-purpose room Source: Luzerne County Planning Commission School Report potential of 138 classrooms for an average of slightly better than a 30 pupil per room capacity. The breakdown of the above total is 3, 020 elementary school pupil capacity and 1, 170 high school pupil capacity. Pringle At present, the elementary school on Evans Street is the only school plant operated by the district. This plant occupies an area of -104- -105- �I approximately 0. 5 acres. The building, over 21 years old, is a com- bustible wood frame structure with six regular classrooms and one and 8 as secondary pupils, and sent them out as tuition students to neigh - multi-purpose room. boring districts. The plant is considered to be satisfactory and usuable for 20 or more years. pils were classified as elementary pupils. In 1960-61, the structure had a pupil capacity of 200 pupils for During the 1960-61 school year, there were 2,278 elementary students and 1,097 secondary students fora total enrollment of 3, 375 an average of slightly better than 33 pupils per room. 7. Beginning in 1957, the Pringle 7th and 8th grade pu- students in the Kingston Schools. PUPIL ENROLLMENT The student enrollment taken at the end of the school year in June, for both school districts from 1955 to 1961, is presented in the During the 1960-61 school year 175 were employed on the professional staff, including a superintendent, supervisors, principals, and teachers. In that school year, there were 184 pupils enrolled with the following table: .KINGSTON Pringle School District. PRINGLE School Year Elem. Second. Total Elem. 1960-61 1959-60 1958-59 1957-58 1956-57 1955-56 1954-55 2, 278 2, 296 2, 281 2, 215 2, 226 2, 176 2, 181 1, 097 1, 054 993 994 1, 018 1, 057 1, 065 3, 375 3, 350 3, 274 3, 209 3, 244 3, 233 3, 246 115 128 125 118 106 114 109 Second. Total 69 67 75 64 105 107 105 184 195 200 182 211 221 214 It is apparent from the previous table that there has been sharp increase or decrease in pupil enrollment in either Kingston Of this total, 115 pupils were enrolled in the elementary school and 69 pupils were sent out on a tuition basis to the neighboring schools, as follows: Larksville - 37; Kingston - 21; Lu­ zerne - 7; and Wyoming Valley Technical Institute - 1. The instr uc- tional staff consists of four members, one of whom is a teaching prin- cipal. Each member of the Pringle faculty teaches two grades, with the principal instructing the 7th and 8th grades. On the basis of the above data for 1960-61, the pupil-teacher ratio is 1 to 19. 2 in Kingston and 1 to 28. 7 in Pringle. Pringle School Districts from 1955 to 1961. Pupil enrollment in King8. ROOM CAPACITY AND PUPIL ENROLLMENT ston has increased by 129 pupils, 91 of whom were elementary school When pupil enrollment in the two school districts is considered students. Pringle on the other hand shows a decrease of 30 pupils from in relation to room capacity in Kingston and Pringle, neither school 1955 to 1961, the largest decrease being in secondary pupil enrollment. district would appear to be overcrowded. Up to 1957, the Pringle School District classified students in grades -106- -107- �PRINGLE KINGSTON Elem. Second. Room capacity 3, 020 1, 170 4, 190 200 200 Pupil enrollment 2, 278 1, 097 3, 375 115 115 . Total Second. Elem. Total er ship, but also an opportunity for the students to display their art oh jects. The Pringle art program is a limited classroom program. AUDITORIUM. Available in every Kingston elementary building is a room that can be used as an auditorium normally providing the neces- The table indicates that the secondary school plant in Kingsto is nearer capacity than the elementary school buildings. sary safety features and auxiliary space. The auditorium in the King- It should also ston high school, one of the newest in the area, is available on a fee be noted that while there appears to be ample room capacity in King- basis for community use. The Pringle school building does have an ston in the elementary schools, this is not to say that there may not auditorium that was utilized in prior years as a high school gymnasium. necessarily be overcrowding in a particular elementary school in the BUSINESS EDUCATION. Borough, such as compelled the construction of the Third Avenue Ele- A program for business education offered on the high school level is provided by the Kingston school district for mentary School. training in the business field, and also for students who wish to acquire While Kingston has a 30 pupil per room capacity, the present skills in specific business areas. Commercial skills such as typewritaverage is slightly better than 23 pupils per room. Pringle has a 33 pupil per room capacity, and presently averages 20 pupils per room. 9. ACADEMIC PROGRAM AND CO-CURRICULAR ACTIVITIES cluded in the business education curriculum. The Pringle school sys- tern does not furnish a high school academic program. To evaluate the advantages of school systems, academic pro­ grams and facilities available to the students must be compared. ing, bookkeeping, stenography or shorthand, and office machine's are in-- The CAFETERIA. The high school in Kingston provides meals for the stu- dents at a nominal cost. Pringle elementary school students return Kingston school district is one of the few accredited school systems in home for their noonday meal. Luzerne County while the Pringle systemis not accredited. In the areas GUIDANCE. discussed below, the Kingston school district consistently offers a wide guidance and individual testing, working with the students. instructional and co-curricular service while Pringle does not. readily accessible to the students. ART. this service. The Kingston school district emphasizes the role of art in its A guidance staff is available in Kingston to provide case The Pringle school does not furnish elementary and secondary grades providing not only supervisory lead- -108- The staff is -109- �HEALTH SERVICE. The health service program of the Kingston school brary facilities, supported by both the Council and School Board. Prindistrict includes daily health inspections required on the part of the gle library material is limited to small classroom supplies and books. teacher in addition to the annual medical and dental examinations. In MUSIC. A comprehensive program in elementary and secondary music a_ddition, a full time nursing staff is available for first aid in isolating Fi including both choral and instrumental music under professional super­ those students who are ill or in need of rest. A properly equipped nurs­ vision is provided for the Kingsto:m children. es' room is furnished the staff. The Pringle service is limited to first The Pringle music pro­ gram is limited to classroom work and conducted solely by the class- aid care and a part time nurse for 18 days a year. room teacher. HOME ECONOMICS. A specific program is provided for the study of child development, home furnishings, family relations, meal prepara- tion, and home management for the high school students in Kingston. Since the Pringle school system only provides an elementary education, this activity is not part of the educational program. INDUSTRIAL ARTS, In Kingston, and may continue in the 11th arid 12th grades at the Wyomirig Valley Technical Institute. PHYSICAL EDUCATION. A physical education program for all elemen- tary and secondary students under a competent staff is a regular part of the Kingston program. Indoor and outdoor sports are conducted on an intra-mural and inter-scholastic basis. The Pringle program is limited in staff and supervision. the student may prepare for an in­ dustrial background in the 8th grade, 1 The Pringle SCIENCE. In both the fields of biology and general science, laborato- ries are provided by Kingston for the study of the sciences. in these laboratories are the normal safety features necessary for the tuition students: are limited to the high school part of the program. proper study of the sciences. KINDERGARTEN. basis in the elementary grades in Pringle. A child's first exposure to the education process is Included Science is taught on a limited textbook. very important to the development of the child. A kindergarten program TEACHERS' LOUNGE. is presented in the seven elementary schools in Kingston. ston buildings as a restroom between classes and as a study room to There is no A teachers' lounge is available in all the King- kindergarten in the Pringle school building. prepare for succeeding classes. LIBRARY. for its four teachers. The Kingston High School, well equipped with currently use- ful materials, maintains a close working relationship with the individual classroom teachers. The Kingston students may also use the Hoyt Li- -110- Pringle provides no similar facility �10, KINGSTON - PRINGLE MERGER formula: Pennsylvania, when two communities merge, the separate 133 Units school systems become one unit automatically because of the action. X $500 X . 6517 SARF $43,338 A Joint Board of Education would be created for the operation of The councilmanic action would proceed under the provisions of the Borthe Kingston-Pringle Joint School District. In the case of a school join- ough Code, and the school merger would proceed under the provisions ture entered into by the Kingston and Pringle School Districts, the sepof the School Code. ar ate School Boards of the two districts remain in existence. There are three possibilities which might be considered by the Borough Councils and the School Boards of the two communities. has its merits, Each The third possible course of action would also delay the merging of the two communities until after a union school district has been cre- and considering them in their proper time sequence ated from the separate Kingston and Pringle School Districts.. The rea- could mean the maximum benefits to the citizens of Kingston and Pringle. The first possible course of action would involve merely merging the two communities, requiring no separate action by the School Boards. After the merger of the two communities is consumated, the Kingston School Board, faced with problems arising from the merger, would han- son again is to permit the Kingston School District to avail itself of the reimbursement provided by the Commonwealth for entering into a union or merged district. A supplementary reimbursement at the rate of $800 per teaching unit for approximately 133 teaching units could mean about $69, 340, using the following formula: die them as ordinary municipal growing pains stemming from an in- 133 Units creased population of 1,418. The second possible course of action would be to delay the merg­ ing of the two communities until after the School Boards of the two communities have had an opportunity to enter into a jointure provided for in the School Code. This would allow the Kingston School Board X $800 X . 6517 SARF $69, 340 In the case of a union district, a single school board for both Kingston and Pringle will be elected on an at-large basis in the two communities. Either of the two schedules below could be followed in order to to benefit five the citizens of Kingston and Pringle every advantage for added from the jointure reimbursement under the School Code. A supplemenState revenue: tary reimbursement at the rate of $500 per teaching unit for approxi- mately 133 teaching units could mean about $43, 338, using the following -112- (1) Formation of a school jointure, followed by formation of a union district, followed by merger of the two communities. �(2) Formation of a union district, followed by merger of the two communities. in 1960-61, and the precise salary for which the Kingston School Board Therefore, the Councils and the School Boards of the two com­ will have to provide will depend on when the jointure or merger is con- Tuition payments made by the Pringle School .District to the munities should consult each other and arrive ata mutually acceptable sumated. progress schedule in order to protect against any loss of available State Kingston School District will be eliminated since all secondary school reimbursement monies. pupils in Pringle will attend the Kingston school. The school district after the merger of the two communities would remain an independent third class school district with an unsala- dents on the present level, an increase of at least $2. 57 per pupil can be expected, in addition to the present level of Pringle spending of ned board of seven directors elected at large. In reviewing the potentials of merger, the possible elimination of certain Pringle expenditures must be considered. $888.50. Whether or not school plant operation and maintenance costs If the two school districts enter into a jointure, the Pringle School Board would continue in operation and the present expenditures may very well continue possibly be higher. If Kingston were to extend its auxiliary services to Pringle stu- would remain the same or increase would depend on policy decisions of the Kingston School Board. Retention of the Pringle elementary school building for the first year or two may be dictated by citizen attitude, and A substantial part of the Pringle general control expenditure would be eliminated in the case of a union district, with the detailed study of the reassignment of pupils. However, continued use of the Pringle building will be affected by the policy of the Kingston exception of Tax Collector’s commission. School Board. If discontinued, over $6,200 in savings would be realized. The two largest items in the Pringle instructional expenditure Presuming the abolishment of the Pringle elementary school for 1960-61 were teachers' salaries and tuition payments. salaries were $21, 100 of the total expenditure. teachers, Teachers' Three of the PringL including the teaching principal, have reached their mandated maximums. state - Moreover, the teaching principal and one of the teachers are within several years of retirement, so that in a few years they can be replaced by aprofessional employee at the minimum The fourth member of the Pringle teaching staff salary. buildings after merger, the children in Pringle might attend the Pringle Street School in Kingston, where the pupil capacity is 230 pupils. When the present Kingston enrollment or 142 is combined with the Pringle pu- pil load of 90 elementary pupils, the building is slightly over the pupil capacity. The 7th and 8th grade students presently in Pringle would attend the junior-senior high school in Kingston. was at the $4,100 level -115- -114- �If the Pringle Street School were utilized, every Pringle student would be within 20 to 25 minute s walking distance of the school building, normally not considered an unreasonable walking distance. Transpor- assumed by the Kingston School by the time of merger and must be Board. A factor which may dictate the closing of the school building in Pringle by the Kingston School not of such proportion that it cannot be absorbed in the Kingston budget. tation reimbursement by the State is not likely in view of the fact that the walking distance is within :the 1 1/2 mile proviso of the School Code. The amount remaining, however, is One item of expense not discussed previously is related to the joint Council-School Board recreation program stages. which is in the formative The School Board will assume the financial responsibility for Board or by the Kings ton-Pringle Joint amounted to $5, 350. instruction- and supervision, which in prior years Board may be the reimbursement offered by the State for the closing of the Pringle playground, If the Recreation Board adds 2 instructors for unnecessary schools. it will mean an increase It is not likely that such items as retirement and social security as part of the fixed charges in the Pringle School Budget can be elimi­ nated or even decreased if .the Pringle into the Kingston School system. employees are.to be assimilated The items mentioned will be lower only after retirement of some of the Pringle professional employees. The Pringle School Budget only shows $157. 76 appropriated for debt service in spite of the fact that $42, 081.70 was outstanding. Pringle School Board, in conjunction with the The Board of Control, has al- ready taken steps to retire the debt by an increase in the tax rate from of $700 to $6,050, all or part of which may be reimbursable by the Department of Public Instruction. Applying the 40 mill real estate in 1961 to the assessed valuation in Pringle, the 45 mill Pringle levy. the same amount Kingston can expect to receive approximately in the Pringle budget from the Act 679 and the Act 481 taxes. In calculating the reimbur sement, it should be noted that at pre- resident elementary units do include grades 1 through Instruction has agreed to assist in reducing the debt by making annual 8 (including the 7th and 8th grades). may be retired by the time merger is consumated, and while some of the Pringle school debt is owed to Kingston for tuition of Pringle secon­ dary students, nevertheless some portion of it may still be outstanding -116- The total expected from both taxes should be about $4, 200. sent, the Pringle as much as 50% of the total amount the revenue produced only about $1, 900 less than would have been approximately $12, 850, or 45 mills to 75 mills. At the same time, the State Department of Public contributions toward that end. While school tax rate used by Kingston After merger, the resident:units, 1 through 6 (grades 7 and 8 attached to Kingston, will include grades are included in the secondary units). Using the pupil enrollment data and market value for 1960-61 for -117- �the combined districts, the revised fractions and/or quotients for 1960- the only way to provide time ago. It became quite obvious that this was 61 would have been as presented in the following table, along with the the children with a high quality education. fractions and/or quotients for the separate school districts for the same small school is a denial of the privilege Today, an education in a year: BASRF Basic Acc't Standard Reimbursement Fraction SARF .Subsidiary Acc't "Reimbursement Fraction of an acceptable education. CARQ Capital Acc't Reimbursement Fraction School districts with a low school popula- state tionmay even spend a funds are considered. 'n 1960-61 The amount spent is not defensible, and, with a acalimited staff of 4 or 5 members such as in the Pringle system, the Merged School District . 6654 . 6517 . 6053 Kingston . 6443 .. 6302 . 5809 Pringle . 8612 . 8556 demic or vocational programs as well as co-curricular activities canthat the educational program is not not be provide]!. So it is conclusive acceptable at whatever the cost. The money should be spent where more . 8364 Because of the tremendous difference in size between the two will be served by a better educational system. : i school districts, merger of the two will result in the fractions and/or Most people will admit that the teacher is the most important factor in providing an educational opportunity for children. quotient for the merged school district approaching the present Kingston But some- times there are not enough chhl dr en to demand a teacher for each grade. fraction and/or quotient rather than that of Pringle. If the 115 Pringle elementary students in 1960-61 the 2, 278 of Kingston, were added to the combined total would become 2, 393, still some 600 below pupil capacity. If the 48 Pringle secondary pupils were added to the Kingston 1,097 total, the combined total would be 1,166 secondary pupils, below the Kingston available pupil capacity, the Pringle students can be accommodated in the Kingston school Since ..new construction of school facilities is not necessary. The Pringle School District already sends its high school students to other school districts since the high school -118- b I was discontinued some This is the case with Pringle since each teacher instructs two grades. If such a school becomes part of a unified district, special teachers could be provided to enrich the educational program for the children. I I I I Only in this way can a community realize the value of a worthy teacher in an educational organization. Since the Pringle school system is now reduced to a single build- ing and that to the elementary level, it is obvious that the academic program and facilities are inadequate to meet the modern needs of the world today. The Pringle program is inadequate in all areas of academic endeavor and co-curricular activities in spite of the herculean perform-119- �Both Kingston and Pringle have been included in Administrative ance of its limited professional staff. One of the criticisms of taxpayers today is "taxation without Unit E, which embraces the boroughs of Courtdale, Edwardsville, Forty representation. " It is precisely this fact that currently exists when the Fort, Kingston, Larksville, Luzerne, Plymouth, Pringle, and Swoyers- Pringle School Board makes tuitioi>n payments to other districts. Merger ville. According to the estimates of the Luzerne County Planning Com- can remove this objection. While it may appear that all the advantages of merger lie on the side of Pringle, it cannot be denied that the Kingston School District will receive both local revenue and state assistance if merger of the school districts can be attained. 1, 000 pupils for the entire range from kindergarten to 12th grade, as­ suminguse of only those structures suited for at least 20 years service. By 1970, surplus czpacity will be 2, 300 pupils and by 1980 over 2,400. The supplementary reimbursements for jointure and union district are upwards of $43, 000 and $69, 000, re- spectively. capacity for more than mission, the West Side currently has a surplus The additional Pringle students in Kingston will increase It is with the idea of utilizing all suitable, available classroom space that the West Side Administrative Unit "E" has been recommended. While the creation of Administrative Unit E is not part of this the reimbursable teaching units which should provide at least the present Pringle $32, 780 in that this amount is calculated on a merger,study, it has been lightly mentioned because if it is effectuated penalty factor for reimbursable tuition units. Only a larger school district such as King- ston can make the most effective use in the near future, the whole West Side can expect broad changes in the tax structure affecting schools in both Kingston and Pringle. ie of high quality so necessary in this area today. According to the Governor's Committee on Education, the old pattern of small districts must be replaced by much larger school dis­ tricts if Pennsylvania schools are to meet the challenges of the future. To this end, the School District Reorganization Act was enacted by the legislature in 1961. In conformity with the provisions of the Act, the Luzerne County Board of School Directors in cooperation with the Lu­ zerne County Superintendent of Schools Office into seven administrative units. -120- divided Luzerne County -121- �CHAPTER XII these unit costs can be reduced. One single unit of government for Kingston and Pringle would be SUMMARY able to finance many of the Pringle capital expansion programs, espe- The object of this survey is to provide information on which merger can be evaluated. Ordinarily, in any study of this kind the empha- cially those of a continuing nature, on a pay-as-you-go basis , and thus J avoid costly interest payments attached to capital expansion through sis would be on savings that would result from a merger of two com- munities of similar size. bond issues. Savings may not necessarily accrue in the broad diversified financial base has a greater amount of finaricial flexi- general operation of borough government after merger if the proposed bility than does the smaller unit of government. T merger involves a large municipality with a small one. While it is possible that a single local government for Kingston and Pringle could affect certain economics, the more significant fact is that a single unit of government would result in more service per tax Generally speaking, a larger unit of government with a BACKGROUND ■ Considering the historical background, area, and location, and general population characteristics, the two Boroughs of Kingston and Pringle would appear to be a unified community. dollar. The benefits to be derived from comprehensive planning are obvious. Without a governmental wall to impede and deter a wider ap- proachto governmental problems, solutions can be arrived at in a much There appears to be no underlying economic or social factor that might tend to continue a division should the two towns merge. Historically speaking, both com- munities were really part of larger tract called Kingston Township, and. merger would merely serve to reunite what was once a single township. more expedient and economic manner. Most governmental services have a certain number of fixed costs GENERAL GOVERNMENT As the size of an area increases or the number of people served in­ creases, the fixed cost per work unit generally decreases. Therefore, Since Kingston has undertakenthe construction of a new $80, 000 Borough building which will house the police station, the street depart­ the larger community is in a better position to furnish many services ment 'office, and other general government offices, the citizenry of at lower unit costs than are the smaller towns. both Kingston and Pringle will have a single; building for their conve- In many instances, by combining the small and the larger towns and enlarging the service area, nience. The Pringle public will have the services of full time Borough -123- -122- �personnel prepared to serve them, instead of the part-time employees The police protection expenditures of Kingston and Pringle com- which now comprise the Borough workers. Merger would result in a single mayor, treasurer, secretary, tax collector, solicitor, and one set of elected auditors. If economy is bined of $84, 343. 71 would be reduced to $83, 906. 74. FIRE PROTECTION the sole consideration after merger, and it should be, a 7-man council can be retained to act as the legislative body for the merged Boroughs.. Small communities like Pringle cannot afford an adequate insurance program against all types of risks. Merger will afford the tax­ Fire protection in both municipalities is provided by volunteer fire companies with only Kingston employing paid fire truck drivers'! under a civil service system. Merger will give the Pringle residents fire protection by fire companies with paid drivers on a round the clock payers and property owners the kind of protection consistent with mo- basis. The proximity of the Pioneer Fire Company to the proposed ex dern day practices and standards. tension of the Kingston Industrial Park will help to ease the zresponsi- The general government expenditures of Kingston and Pringle bility of protection on the Kingston Fire companies. The -agreement combined of $58,581. 11 would be replaced with an estimated expendi- for mutual fire protection between the companies of the two Boroughs ture of $59, 137. 00. will be supplanted by the unity of command located in the Kingston Fire Chief. POLICE PROTECTION No additional expenditure should be incurred for hose or fire The police function in Pringle could be absorbed by the presently constituted and manned police department of Kingston. For the present expenditure for part time police protection, better protection on a full time basis could be provided at a reasonable cost. The money now ex- pended by Pringle could therefore be more efficiently utilized by Kings- ton Borough Government. equipment as a result of merger. The Kingston Borough Council should explore all areas of economy and savings before placing the Pioneer Fire Company on an identical operational level with paid fire truck drivers. The fire protection expenditures of Kingston and Pringle combined of $68, 623. 78 would be decreased to $68, 258. 47. -124- -125- k �STREET DEPARTMENT The present street department expenditure of $106, 166. 00 for Based on efficient utilization of the personnel in the Kingston the two Boroughs combined is estimated at $110, 154. 13 after merger. Street Department and the mileage which must be maintained, the mer- HEALTH AND SANITATION ger of Kingston and Pringle would not necessitate any new personnel. In -spite of the additional paper work and inspections relating to Nor should the present Kingston equipment inventory be affected by the activities of the Board of Health, merger will result in negligible merger. expenses. While merger will result in a 6% increase in garbage and As a result of merger, the Pringle residents can look forward rubbish collection, the present Kingston work force and equipment to a street=program that no small community can afford because of the should suffice. limited finances. The construction and/or reconstruction of Pringle If merger is effectuated, the Kingston Borough Council should streets is an investment that will repay Kingston in new developments give serious thought to the elimination of the use of septic tanks in and eventually new tax revenue. Pringle if it is desirous of avoiding any health problems in the future. For the present, a full time Kingston Street Department utiliz- ing modern equipment should be able to get a fair return for the present An immediate engineering survey must be undertaken to ascertain the 1 condition of the Pringle sewerage system before any long range plans Pringle expenditures on streets. can be made for the whole Pringle area. The special electric and water fund levy now used by Pringle Pringle residents can expect to benefit from the Kingston health would be replaced by the Kingston special one mill levy for street light - and sanitation services -which are now either inadequately furnished or ing. not furnished at all. The prospect of constructing a sewerage system.. Without an engineering study, it would be hopelessly impossible in Pringle connected to a Kingston system will enhance property values. to estimate the costs of extensive street imporvements that may be It is because of just such a service to property leading to new residen- needed to upgrade the streets to the Kingston level. tialand industrial development that should cause the Kingston Council to Ljl look into the future with some assurance of added revenue. -127-126 �I The present health and sanitation expenditures of both Pringle and Kingston combined amounting to $62, 083. 00 will remain at the same the accessibility of the Kingston sewerage system, but also because the amount. Kingston government has the potential capacity to assure developers of providing the necessary service to property, for that growth in the RECREATION i Pringle areas. The Kingston School Board and the Kingston Council created a Kingston would have to assume the $250 obligation that the Bor- 5-member Recreation Board to take full advantage of State funds rn? jointly providing a full program of recreation. ough of Pringle has incurred with the Luzerne County Planning ComThe recreational pro­ gram in Pringle, supported on a volunteer basis, can be incorporated mission. it into the joint Kingston Council-School District program. MISGELLANEOUS EXPENDITURES The Pringle volunteer organization now sponsoring the recrea Merger of the two Boroughs would not effect any new changeon tion activities will be replaced after merger by a full time, well trained the miscellaneous expenditures for the police pension fund, contributions group of instructors, capable of offering instruction :=and leadership. to civic organizations, and the Hoyt Library. The most significant advantage for the Kingston citizenry resulting from The importance of public libraries in progressive communities merger is that it provides the open land so vital in any good recreation intent on providing the best in education facilities for both children and program. Pringle people and property will also provide a share in the tax base to carry on a well rounded recreation program. P adults cannot be overemphasized. n old, will be quite fortunate in being able to utilize the facilities of an The Pringle residents, young and enlarged and expanded Hoyt Library. The present Kingston recreation expenditures of $8, 990. 48 will While Pringle expends no funds for library service, its people will assist in supporting the Library decrease to $3,940.48. with tax funds after merger. PLANNING The Kingston miscellaneous expenditure of $33, 109. 57 will reMerger of Pringle and Kingston would make for the continued planning for new development already initiatedby Kingston with the adop­ tion of the early zoning ordinance. Merger would greatly accelerate the development of the undeveloped sections of Pringle -128- main the same. ftdJ. I j not only because of. -129- �1 I revenue Assuming the 1961 tax structures of the two Boroughs, Kingston could have expected a slight decrease in revenue from real estate taxes because of the lower millage in Kingston, After improvement of Pringle's occupational tax collection, Kingston's level could increase slightly this 1 Formation of a union district, followed by merger of the two c ommuniti e s. 2. The councils and the school boards of the two communities should confer and arrive at a mutually acceptable progress schedule in order to protect against any loss of State reimbursement monies. The school district, as a result of the merger of the two com- source of revenue. On the basis of information concerning other sources of revenues such as licenses and permits, merger should provide at munities, would remain an independent third class school district with a board of seven directors elected at large. least $1, 000 at the present level of development in Pringle. It appears that no new construction would be necessary to ac- The expected revenue for Kingston under the 1961 tax structure commodate the Pringle students in the Kingston schools, even after the would have been $456,417. after merger. elimination of the Pringle school building. Pringle has an unpaid bill of $8,^805. 27, amounting to . 4 of a mill. Kingston shoiild be able to absorb this amount over several years. If the two communities are merged, certain duplicated expenditureswillbe eliminated, such as general control expenses, plant opera- Kingston has a bonded indebtedness of $212, 830. 23. tion, etc. Combined, the two communities had an indebtedness. amounting It is assumed that provision will be made for the present Pringle teaching staff. The Pringle operating deficit accumulated in the to $221,635. 50 at the end of 1961. past may substantially be reduced or completely eliminated prior to merger. SCHOOLS If merger of the two communities is feasible, either of two: schev dules could be followed in order to give the citizens of Kingston and Pringle every advantage for added State revenue: 1. Formation of a school jointure, followed by formation of union district, followed by merger of the two communities. After merger the tax revenue for the ’Kingston School District will be increased by substantially the same amount as presently in the Pringle budget. Supplemental reimbursements will be forthcoming for merged districts. An adequate educational program in -131-130- all areas of academic en- �I 1 J 1 deavor andco-curricular appendix a activities will be available to the Pringle stu- dents only after merger. Since the Pringle School District is not making FINANCIAL ANALYSIS the moat effective use of state and local money, it is completely illogical to tetain the present systems. BOROUGH GOVERNMENT BEFORE AND AFTER MERGER The valid startirig .point toward h Estimated Expenditures full realization of the right of educational opportunity for children is 1961 Expenditures merger with the Kingat:on School District. Operating General Government Police Protection Fire Protection Street Department Health and Sanitation Recreation Miscellaneous Pringle Kingston $ 58,937.13 83, 706. 74 67, 430. 47 106, 166. 00 62, 083. 00 8, 990. 48 33,109.57 $420, 423. 39 $ 2, 643. 98 636. 97 1, 193. 31 6, 784. 54 $ 11, 258. 80 Real Estate Tax Occupational Taxes Other Revenue Sources Kingston Pringle $356,232 14,520 73, 128 $443,880 $ 6,529 779 4, 365 $11,671 Indebtedness Kingston Bonds Unpaid Bills ..-132.- $212, 830.23 $212,830.23 - 133 - $ 59, 137.00 83, 906. 74 68,258.47 110,154.13 62, 083. 00 3, 940. 48 33,109.57 $426,589.39 Estimated Revenue 1961 Revenue Source Kingston after Merger Kingston after ■ Merger $362,517 15,407 77,493 $456,417 Pringle Kingston after Merger $8,805.27 $8,805.27 $212,830.23 8, 805.27 $221,635.50 �I APPENDIX B PROCEDURE FOR MERGER The procedure for the merger of Kingston and Pringle is outlined in the Borough Code, Sections 215-222: 1. The Councils of Kingston and Pringle may of their own initiative enter into a joint agreement for the merg­ er of the Boroughs, setting forth their boundaries, their wards, and anyfinancial adjustment that needs to be made. 2. If each Council is requested in writing by at least 10 per cent of the voters of each Borough, the Councils must endeavor to enter into such an agreement. 3. If the Councils are unable to enter into such an agreement within 60 days after each Council has been petitioned to enter an agreement, at least 10 per cent of the votes of each Borough may petition the Court of Quarter Sessions, which may draw up the agreement. 4. After the merger agreement is drawn by either the Councils or the Court of Quarter Sessions the question of merger is placed on the ballot for the voters. 5. If a majority of the voters are in favor of merger in each Borough, the Boroughs are merged as set forth in the agreement. - 134 - �/ APPENDIX C ADVANTAGES PRINGLE 1. Increased governmental services 2. Elimination of inadequate services 3. Benefits of full-time personnel 4. Greater financial flexibility 5. Greater educational opportunities 6. Long range economies I I ■ KINGSTON I I 1. Wider tax base 2. Additional fire protection 3. Available land for residential and industrial development 4. Long range comprehensive planning 5. Additional State money 6. More effective use of tax money -135 - �100011.0153 MILKES COLLEGE LIBRARY c D 0 0 0 o| u �n 0 cn u 4 H n L 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 Merger Study at Kingston and Pringle Boroughs, 1963 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1963 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/b6eaf8d891f1737bb028c0930ed50a23.pdf bd9dce2233baa879f628d67773222fc0 PDF Text Text �FOREWORD Early in 1962, a question arose over the actual preparedness of bothlocal political subdivisions and industries in Luzerne County in case of an attack against the United States. The Public Services Committee of the Greater Wilkes-Barre Chamber of Commerce created a Civil De­ fense Sub-Committee to study Civil Defense preparations by industries and political subdivisions. As a result, a questionnaire was proposed to sample the preparations of the industries and the political subdivi­ sions. The results of the survey are presented as two different studies one for industry, and the second for political subdivisions. The chief purpose of this study was to determine the capabilities of local government in the Luzerne County area to cope with a major disaster in this nuclear age. eS' No attempt was made in any way to mea- sure the efficiency of existing plans or preparations. It is hoped that collection and compilation of the data obtained will provide an inven­ tory for review and appraisal of the whole program of local civil defense I preparedness in Luzerne County. The Institute of Municipal Government is indebted to all thoselocal political subdivisions whose response made this survey possible. In addition, the Institute wishes to acknowledge the able assistance of Mr. Nicholas H. Souchik, Administrator of the Luzerne County Civil Defense Council, and the members of the Civil Defense Sub-Committee of the Public Services Committee. Hugo V. Mailey, Director Institute of Municipal Government �CHIVE S vJ o~ L(o TABLE OF CONTENTS I. Introduction. 1 II. Organization and Administration 4 IB. Personnel and Equipment. 14 IV. Exp enditur e s 22 V. Summary. 30 July 1963 Institute of Municipal Government Wilkes College Wilkes-Barre, Pennsylvania 62581 ________ �I. INTRODUCTION The primary objective of Civil Defense in the United States is the survival of the nation and its people in the event of a nuclear attack. The goals of Civil Defense are two-fold: (1) education of the public and (2) preparation for an emergency or natural disaster. The details of a Civil Defense Program may change with the mo­ difications in the kinds of weapons that might be launched against the United States, but the essential elements and goals of the program re- main the same. Basically they consist of a warning system to alert the civilian population to an imminent attack; a system of shelters equip­ ped and provisioned to furnish protection against those effects of an at­ tack for which protection is feasible; and a system to provide training and equipment so that the survivors can monitor the effects of the attack and carry out the tasks of decontamination, fire-fighting, rescue, and reconstruction necessary1 to restore a functioning society. Civil Defense is a function of government* The Federal Civil Defense Act places the responsibility for CD jointly on the Federal Gov­ ernment and the States. The nation is divided into large areas :com- prising several states apiece, which, in turn are subdivided into in­ dividual states. states are further reduced into regions, regions into counties, and the counties into sectors composed of cities, townships, and boroughs. Thus, there is a lengthy chain of command, but a clear- ly defined one. 1 �Pennsylvania has created a State Council of Civil Defense to de­ velop a comprehensive plan and program for the civil defense of the Commonwealth and to provide for the protection of life and property un­ der both attack and natural disaster conditions. Luzerne County Civil Defense is concerned with anarea of 892 square miles and a total popu­ lation of approximately 350, 000 people. The Susquehanna River divides the County and Wyoming Valley in half. The greatest part of the County population is centered in the Valley, with, however, a few municipalities in the mountain areas, no­ tably Hazleton, a city of about 32, 000 in the mountains to the south of Wilkes-Barr e. A major concern of Civil Defense in the County is the evacuation of the core city, Wilkes-Barre, with a population of 63, 551. Central City, Wilkes-Barre - covering an area from South Street to North Street and Pennsylvania Avenue to River Street - is a very congested area. If a nuclear attack occurs during normal working hours in the Central City area, evacuation difficulties would be compounded,, for there is an average of 76,092 daytime occupants compared to only 3, 690 night-time residents. A tremendous amount of planning will be required to take care of the public in a.daytime situation, and a great deal of coordination for a night-time emergency. Another matter of concern to Luzerne County Civil Defense is the fact that many people from the New York and Philadelphia metropolitan areas would be evac­ uating toward this area and local Civil Defense would' have to.take care of them. - 2 - �1 In 1962, a questionnaire devised by the members of the CD Sub­ committee of the Public Services Committee of the Greater WilkesBarre Chamber of Commerce and Mr, Nicholas H.. Souchik,. Luzerne: County CD Administrator, was sent to the mayor or commissioners of 73 political subdivisions in Luzerne County. Only 27 ( about 37%) of the subdivisions contacted responded to the questionnaire, entitled "Local Political Subdivision Disaster Preparedness Survey." The larger muni­ cipalities were among those which returned the questionnaire so that about 200, 000 or 60% of the County population is included in this report. While the percentage of responses to the governmental survey is almost equal to that of the industrial preparedness survey ( about 37% to 39% respectively), there is still no accurate information on CD from 46 municipalities with a total population of 141,293. As with the industrial preparedness survey,’, if is regrettable that local officials have taken so little interest in CD activities. The questionnaire was constructed to sample three main areas in Civil Defense through a series of 29 questions. Those areas sam­ pled were organization and administration, personnel and equipment, and expenditures. - 3 - �ORGANIZATION AND ADMINISTRATION II. Civil Defense Director. All local Civil Defense organization and administration revolve around the office of the Civil Defense Director. The Civil Defense Director is a public servant. The Luzerne County Civil Defense Director has been appointed by the Governor on the re­ commendation of the County Commissioners. Local CD Directors are appointed by the Governor upon the recommendation of the executive of­ ficer or governing bodies of cities, boroughs, towns, and townships. Q: "Has your Civil Defense Director re­ ceived his appointment from the Gov­ ernor of Pennsylvania?" Yes - 26; No - 1 ( Hollenback Twp. ) Of the 27 political subdivisions responding, all the local CD Di­ rectors, with the exception of Hollenback Township which had a tempor­ aryacting director at the time of the survey, received their appointment from the Governor of the Commonwealth. Staff Personnel. The local CD Director is responsible not only for organization, operation, and administration of his unit, but is re- quired to have an Operational Plan designating the objectives of his organization. He must appoint a staff of specialists for all emergency services,..whose duties will be to assist him in training, planning, and operations for tests and emergencies. The question below seeks to de- termine if the local CD Director has a complete staff within the most important areas of Civil Defense. - 4 - �Q: Does your local Civil tor have a complete the following:" a. ) Communications b. ) Control Center Personnel c. ) Engineering d. ) Evacuation e. ) Fire f. ) Mass Care 11 Defense Direc­ staff, including g. ) h. ) i. ) j. ) k. ) l. ) m. ) Medical Police Public Relations Radiological Rescue Survival Transportation STAFF ASSISTANTS YES 14 14 10 8 21 14 14 25 7 13 16 7 18 Communications Control Center Personnel Engineering Evacuation Fire Mass Care Medical Police Public Relations Radiological Rescue Survival Transportation NO 13 13 17 19 6 13 12 2 19 14 11 20 9 As is evident from the table above, manylocal CD Directorshave staffing in fire and police activities. There is an indication of lack of staffing for such activities as Evacuation, Survival, and Public Rela­ tions. Two (Freeland and Laurel Run) listed no one as staff personnel for the CD Director. Only three municipalities (Avoca, Dallas, and Nanticoke) indicated by their replies that staffing in all phases of CD is provided for the CD Director. - 5 - �The next question sought to de- Contact With Local Agencies. termine if regular contact had been established by the local CD Direc­ tor with other community agencies since such coordination is essen­ tial to an emergency plan. Q: "Has regular contact been established by the local Civil Defense Director with local industry, local schools, sector civil defense directors, and County Civil Defense?" The responses were as follows: CONTACT WITH OTHER AGENCIES NO 21 11 11 6 YES 6 16 16 21 Local Industries Local Schools Sector CD Directors County Civil Defense From the above table, it appears that very few local Civil De­ fense Directors maintain any contact with local industries, which would undoubtedly fill avital role inany disaster. Approximately one-third of the responding political subdivisions answered this question in the af­ firmative. Sixteen of the political subdivisions claimed cooperation with the local schools and Sector Civil Defense Directors. Of the sixteen, the majority were the more populous municipalities such as Wilkes-Barre, Hazleton, Nanticoke, Kingston, and Plains Township. Cooperation with the Luzerne County Civil Defense Control Cen- ■ ter presents a rather dark picture. Even though more than two-thirds - 6 - �of the responding political subdivisions were in contact with County Ci- vil Defense, the forty-six unanswered questionnaires must be taken in­ to account. When the six negative responses are combined with the forty-six municipalities failing to respond to the questionnaire, a total of fifty-two local political subdivisions are not in contact with County Civil Defense, an important link in CD organization throughout the Uni­ ted States. The Local Governing Body and Civil Defense. Civil Defense is an organization of volunteers solely for the purpose of training, educa- tion, and preparation in the event of a disaster or national emergency. It is generally agreed that all aspects of Civil Defense should be non­ partisan, adhering to the theory that those organizations free from poli­ tics are more effective. Q: "Are members of your political sub­ division governing body and employ­ ees, members of Civil Defense?" Yes - 13; No - 14 The responses indicate that about half of the twenty-seven muni­ cipalities have a CD organization which is interlaced with the govern- ing political body; Wilkes-Barre, Kingston, and Plymouth indicated no interlocking membership, whereas Hazleton, Nanticoke, and Plains Township replied that their public officials are part of the CD organization. One advantage of such a relationship is that the governing body can be informed on CD activities by its own members. - 7 - On the other �hand, it does place the CD organization in the political arena. Often, however, the local governing body has found it difficult to find volun­ teer CD Directors or personnel. Continuity of Government and Preservation of Records. In ac­ cordance with Civil Defense Directives and the Luzerne County Survival Plan, all local political subdivisions are required to pass the fol­ lowing: A resolution on a relocation site for their local govern­ ment in the event an evacuation is ordered or the pre­ sent area destroyed; A resolution on succession in their local government in the event the members of government are not available or lost in the attack; A resolution on the preservation of essential records in event of an attack. These resolutions should be passed by city, borough, and town­ ship governing bodies. It is the responsibility of every local CD Direc­ tor to advise and follow through to make sure his political subdivision's governing body pass the aboVe resolutions. The next question seeks to determine if resolutions have been passed by the local governing body concerning these vital areas. Q: "Has a resolution been passed by the governing body on continuity of gov­ ernment, succession, and preserva­ tion of vital records?" - 8 - �pending upon the circumstances involved. It must also be comprehen- sive enough to cover people1 living under widely different conditions. I I i It is of vital importance that local political subdivision emer- gency and CD plans be put in writing, if the plan is to serve as a guide i to action. The plan should contain a description of warning and emer- - 9 - �gency communication procedures, shelter locations, evacuation routes, emergency equipment, and similar information. Such a plan, to be pre­ pared by the local CD Director, must include plans of operation, pro­ gram and objectives of the local CD organization. As of July 1, 1962, both of the Federal Assistance Programs were made contingent on such a plan. Q: "Does your local Civil Defense unit have written emergency plans?" Yes - 5; No - 22 Obviously the 22 political subdivisions answering in the negative risk denial of participation in either of the federal assistanceprograms in the future unless a written plan is promulgated. Moreover, the lack of a written emergency plan does indicate a lack of concern for peoples' welfare in case of disaster. Survival in the case of enemy attack is highly dependent upon the organization of trained personnel. The basic organization in any CD operational plan is the survival unit. The survival unit is one of the es­ sential elements of our emergency plan. According to the Luzerne County Survival Plan, each local political subdivision should be divided into units of 100 to 500 residents, trained in the various aspects of first-aid and rescue work, with a definite geographical boundary and with clearly defined areas. 10 - ��counted m the "Yes" column. Undoubtedly, many difficulties will be encountered in putting a community's Civil Defense Plan into test ac- tion, but the important thing is to discover these difficulties before a real emergency, and appropriately revise and improve the local emer­ gency plan and operation. A test under genuine emergency conditions could be too costly. EDUCATION AND INFORMATION The public relations program of a Civil Defense organization is a most important factor in the survival of the local organization. The first step is to acquaint the local citizens with the CD organization, the local Control Center, and the local survival plans. Q: "Are regular meetings held by the lo­ cal Civil Defense units?" Yes - 13; No - 3; "No Response" - 1 Q: "Are Civil Defense meetings publi­ cized and open to the public?" Yes - 12; No - 13; "Sometimes" "No Response" - 1 1 Regular meetings are held by only thirteen CD organizations, while thirteen others do not hold regular meetings. division did not respond. One political sub­ Only twelve of the thirteen municipal organi­ zations who do hold regular meetings open them to the public. ��/ PERSONNEL AND EQUIPMENT Trained personnel is a major requirement of any CD organization and the key to successful operation and execution of emergency plans. No organization can operate efficiently with untrained personnel. Con­ trary topopular belief, exceptionally large organizations are not neces­ sary, but a hard core of well-trained personnel must be readily available in time of disaster or national emergency. The question below deals with the number of personnel trained in the various phases of Civil Defense within each political subdivision: "How many Civil Defense Personnel have been trained in the following?::" a. b. c. d. ) ) ) ) Communications Fire First Aid Mass Care Police f.) g- ) h..) Radiological Monitoring Rescue Control Center Personnel The table on the following page contains information of CD per­ sonnel arranged by political subdivisions. - 14 - ��The total number of trained Civil Defense personnel listed by 22 of 27 reporting political subdivisions was 3, 568. Five political subdi- sions (Dallas, Freeland, Laurel Run, Nanticoke, and Nuangola) did not answer the question. The total number of trained personnel arranged according to function appears as follows: First Aid Police Fire Radiological Rescue Mass Care Control Center C ommunications 1, 096 730 521 349 247 237 206 182 Hazleton lists the largest number of trained personnel (1,534), with Wilkes-Barre a distant second (434). However, the totals may ap­ pear to be deceiving as in the case of First Aid. For example, Wilkes- Barre and Hazleton account for 215 of the 349 Radiological personnel and Hazleton alone accounts for 132 of the 186 Control Center personnel. Seven political subdivisions (Ashley, Duryea, Hazleton, Kings­ ton Township, Plains Township, Sugar Notch, and Wilkes-Barre) lis­ ted trained personnel in all eight areas. Training for civil defense personnel for the remaining fifteen municipalities was spread out over many phases of civil defense. A large number of the smaller communi­ ties indicated either no personnel or only Fire and Police Departments. Although training in First Aid ranks highest (1, 096), fire and police are the most frequently listed. Wilkes-Barre does not list any fire or mass -16 �care personnel, nor lias it included its entire police force. If police and fire were included, the nurriber of trained CD personnel in WilkesBarre would nearly equal that of Hazleton. Training in first aid, police, fire, emergency health rcare, mass care, and home protection measures is provided without charge to the political subdivisions by Luzerne County instructors. While it may be difficult to measure the adequacy of trained CD personnel in Luzerne County municipalities, it is apparent that local governments in this area have a paucity of trained people with the possible exception of first aid, police, and fire. - 17 - �EQUIPMENT Equipment which functions properly is the backbone of any Civil Defense organization, for without it a local CD unit is virtually helpless in this age of modern weapons and technology. Warning System Perhaps the first and most important governmental function in any CD or emergency plan is to alert the civilian population so that the necessary survival steps can be taken. Some type of effective warning system must be constructed which is both operational and reliable. Therearetwo types of warning devices presently in operation in Luzerne County. The first, a bell and light system, operates from the County CD Control Center to various political subdivisions which have a bell and light system. The second device is the appropriate signal, whistle, or siren to notify the general public. Q: "Does your political subdivision have: a. ) a bell and light system? Yes - 8; No - 19 b. ) Sirens for warning?" Yes - 20; No - 7 Wilkes-Barre, Hazleton, Nanticoke, Plymouth, Plains, and Warrior Run answered both parts of the question in the affirmative, while Dennison, Fairmount, Hunlock, Hazle Township, and Laurel Run responded to both parts in the negative. - 18 - ���to clear up the inconsistency, it was discovered that some municipalities utilize the municipal building, the police station, or the fire station as the control centers, even though they are not specifically designated as control centers. The results of the table above indicate that it will be difficult for many of the Control Centers to maintain lines of communicationbecause of the lack of equipment. A large number of Control Centers will lack power and supplies in case of an emergency. I - 21 - �IV. EXPENDITURES Act #6 of the 1951 Session of the Pennsylvania General Assembly provides local political subdivisions with the power to raise and spend money for Civil Defense. In addition, the Federal Government did set up a system of Matching Fund or Surplus Property Programs by which the individual political subdivisions could participate, provided certain requirements are fullfilled. For the fiscal year 1963, the Federal Gov­ ernment curtailed all Matching Fund Programs with the exception of shelter supplies, warning devices, and radiation instruments. Q: 11 What amount was budgeted for Ci­ vil Defense in 1962; '61, '60, and '59?" The amount budgeted for Civil Defense by political subdivisions for selected years is found in the table on the following page. - 22 - �AMOUNT BUDGETED FOR CIVIL DEFENSE (Last Four Years) Subdivision 1962 AshleyAvoca Conyngham ii Donations" Dallas Dennison 250 Dupont 400 Duryea Fairmount Freeland 1500 Hazleton Hazle Twp, 96 Hollenback 50 Hughestown Hunlock Huntington 150 Jackson 500 Kingston Boro 500 Kingston Twp. Laurel Run 1000 Nanticoke Nuangola 500 Plains Plymouth Sugar Notch Warrior Run 6500 Wilkes-Barre 1300 Wright TOTALS $12,746 1961 1960 100 500 400 500 3524 500 1900 1750 6224 1500 1500 1500 6000 96 50 :96 96 384 100 500 500 150 500 500 300 100 1000 500 300 2800 500 500 200 1700 3500 3200 8, 946 10,570 - 23 - TOTALS 650 1650 500 900 13,200 1300 4, 996 $37,258 �The total amounts budgeted for Civil Defense over the last four years by all Luzerne County municipalities reporting in this survey are as follows: 1962 1961 I960 1959 - $12,746 8, 946 - 10, 570 4,996 Totale $37, 258 This adds up to a total of $37,258 expended by Luzerne County municipalities over the four-year period or an average of $.13 per ca- Appropriating the largest amount budgeted by pita during the period. any reporting subdivision over the four-year period was Wilkes-Barre City ($13,200), 1959. even though this City listed no amount budgeted for Duryea ($6,224) and Hazleton ($6,000) follow, with the remain- ing municipalities listing considerably lower amounts. Twelve of the twenty-seven reporting municipalities listed no money budgeted during the four-year period. Dallas was unique in listing only "donations" to finance CD activities. Budgets of remaining fourteen 'political di­ visions ranged from $100 (Dennison and Hughestown) to $2,800 (Nanti­ coke). In 1962, Wilkes-Barre budgeted the largest amount ($6, 500) for Civil Defense among the reporting municipalities. Fifteen politi- all for CD in 1962, although Dallas cal subdivisions budgeted no funds at of the remaining twelve political subdid accept "donations."' Budgets to $1, 500 (Hazleton) for 1962. . $50 (Hughestown) divisions ranged from - 24 - ��Of the twelve reporting subdivisions which budgeted for Civil Defense in 1961, only four (Dennison, Hollenback, Huntington, and Jackson) listed no purchases or expenditures during this year. These four originally budgeted $1, 196 for Civil Defense purposes, but spent no money for Civil Defense. The remaining eight .subdivisions spent $6,461. 11 of $7,750 budgeted to them or approximately 85% of the amount budgeted. The following table lists only those twelve political subdivisions which budgeted money for Civil. Defense in 1961 indicating the amount spent and/or items.pur chased. ACTUAL CIVIL DEFENSE EXPENDITURES 1961 Amount Subdivision Dennison Dupont Duryea $ None . 140. 00. 1,272,35 Hazleton 980.6& Hollenback Hughestown Hunting ton Jackson Kingston Twp. Nanticoke None . 50. 00. None . None . 274. 60 143.48 Plains Twp. Wilkes-Barre TOTAL 100.00 3, 500. 00 $6,461. 11 - 26 - Purchase None Police Badges Radio System for Auxiliary Police Rescue Truck Equip­ ment, Office Supplies None Police Equipment None None Gonset radio and maps Electric services, trucking, postage, printing, batteries for alarm system . Police Insurance Sirens and Auxiliary Police Equipment �/ \ While a variety of purchases was made for Civil Defense, the largest sum was spent for police equipment. The support of the local governing body to the CD Director is a very necessary item of Civil Defense. Funds must be allocated for the; at all in a proper manner. Q: "Is your Civil Defense Director al­ lowed expenses for office supplies, travel, etc. ?" Yes - 4; No - 23 It is evident that it is not the policy of most municipalities to permit such expenditures for the CD Director. The four political sub­ divisions responding in the affirmative were Hazleton, Kingston, and Nanticoke. Hollenback, Amounts were not requested in the question- naire. As stated previously, both Matching Funds and Surplus Proper- ty were important benefits in Civil Defense for the local political subdivisions. Equipment purchased under the Matching Fund Program is jointly owned by Local, State, and Federal Governments, and is period- ically subject to inspections to determine its operative and training value. Q: "What equipment has been purchased under the Matching Fund Program since 1955?" . . euuip"xent purchased by the fifThe following table is a list Ot I teen political subdivisions since I �1 \ MATCHING FUND EQUIPMENT PURCHASED SINCE 1955 Subdivision Equipment Purchased Ashley-----Avoca-------Conyngham Dallas-------Dupont-----Duryea ------ Equipment for auxiliary police, fire truck Siren Fire Engine Pumper - Fire Department Alarm System Two-way radio communications system, auxi­ liary Police equipment Rescue Truck Radio Helmets, raincoats, flashlights, badges Siren, cots, first aid, two-way radios, masks 3 gonset radios, 2 warning sirens Siren signal system, two-way radio, recurring charges on radio, crash truck, pumps Police uniforms, badges, raincoats, boots ■ 300 feet of fire hose ■ 3 sirens, auxiliary police equipment Hazleton----------------Hollenback------------Huntington------------Jackson ----------------Kingston Township Nanticoke--------------- Plains-----------Warrior Run Wilkes-Barre Fifteen of the twenty-seven reporting political subdivisions pur - chased emergency equipment under this program. ment varied: The type of equip- four communities purchased fire equipment; five pur- chased police ei Q: "What equipment has been purchased throughthe Surplus Property Program since 1955?" The following table lists the purchases by political subdivisions under the program: - 28 - �SURPLUS PROPERTY EQUIPMENT PURCHASED SINCE 1955 Subdivision Equipment Pur chased DupontDuryea- 2 typewriters, radio receiving set Auxiliary police equipment, two-way radio maintenance Blanket material, ropes, other material (sic) , Socks, wire, rope Fire ’ extinguisher, lights, cots, boots, stove, other material Emergency lighting plant -Auxiliary police equipment First aid equipment, hospital beds, stretchers, wearing apparel, helmets, canvas other equip­ ment Hazleton---Hughestown Hunlock------ Jackson-------Plymouth-----Warrior Run Only eight municipalities purchased emergency equipment under this plan as compared to 15 under the Matching Fund Program. Five of the eight also bought equipment under the Matching Fund Program, whereas the remaining three (Hughestown, Hunlock and Plymouth) did not. Once again, the equipment purchased varied, ranging from wear- ing apparel, blankets, and ropes, to an emergency lighting plant. A total of eighteen of the reporting political subdivisions (2/3 of the respondents) purchased equipment through one of the two pro­ grams. of both programs were Dupont, DurThe five that made use yea, Hazleton, Jackson, and Warrior Run. - 29 - �SUMMARY Consideration of the facts surrounding the problems of plan­ ning for a major disaster must be based on the concept of survival - survival in the face of a devastating thermonuclear attack upon the United States. An erroneous impressionis that Civil Defense is an organization which is established separate from the local government, and that such an organization would confront an emergency only with an army of vol- unteers. Nothing could be further from the truth. Civil Defense as de- fined by Federal Law, consists of ". . . all those activities and measures designed or undertaken to minimize the effects upon the civilian popu­ lation caused or which would be caused by an attack upon the United States. . . " All activities, therefore, which tend to minimize the ef­ fects upon the civilian population, caused or which would be caused by an attack upon the United States, are Civil Defense activities. This survey sampling three vital areas of Civil Defense among the 7 3 local political subdivisions in Luzerne County reveals deficiencies in activities that are the responsibility of local government. While have staffing in fire andpolice activities many of the local CD Directors as evacuation, survival, and public relations. local agencies, especially local Cooperation with other contact with the Luzerne County Civil Defense Control Center, is almost non-existent. This is evidenced by �the fact that 52 of 7 3 local political subdivisions in the County are notin contact with County Civil Defense. The County unit is an extremely-im­ portant link in CD organization throughout the United States. Trained personnel is a major requirement of any Civil Defense organization. Although 3, 568 trained personnel were listed for all po­ litical subdivisions responding, a large number of the smaller commu- nities indicated either no trained personnel or listed only Police and Fire Departments. Wilkes-Barre, a city of 63,551 people, listed no mass care personnel. It is apparent that local government in Luzerne County has a paucity of trained personnel, except in such phases of Civil De­ fense as First Aid, Police, and Fire. Although most of the responding municipalities have a warning 1 system many of the local officials of these municipalities expressed a feeling of inadequacy about their own system. Twelve of twenty-seven local political subdivisions have established some type of controLcen- ter for disaster operations, and yet only three were considered ade­ quately protected from fallout. Moreover, many lack essential emer- gency equipment to operate efficiently. A review of expenditures by all reporting municipalities for 1961 Civil Defense activities reveals that of the amount originally budgeted, only about 72% was for the purchase actually expended. Expenditures have gone largely of Civil Defense equipment through either the Federal Surplus Property or the Federal Matching Fund Programs. While a va- riety of purchases were made, the majority of purchases were for police and fire equipment. �10001553^ WILKES COLLEGE LIBRARY Civil Defense is concerned with the responsibility and adequate planning on the part of each level of government, of each industrial plant, and of every citizen to be able to deal with emergencies as they arise. Indications are that some problem areas of Civil Defense may have changed since this survey was undertaken, according to official's of the County Civil Defense organization. However, there is need for review and improvement of the Civil Defense Program among the local political subdivisions within the County if the municipalities are to pro­ tect the populace within their borders. V I 62581 I - 32 - �I I I ■■ - v- v 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 Local Political Subdivision Disaster Preparedness Survey, 1963 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1963 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.