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5TITUTE OF MUNICIPAL GOVERnMEUT
VJiltws College
Wilkes-Barre, Pennsylvania
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LIBRARY SERVICE
FOR
EDWARDSVILLE
ID
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1962
INSTITUTE OF MUNICIPAL GOVERNMENT
Wilkes College
Wilkes-Barre, Pennsylvania
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�TABLE OF CONTENTS
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INTRODUCTION
Libraries
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II.
Minimum Local Requirements - Local Libraries
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in.
Establishment of Local Libraries •
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IV.
Financial Resources for Local Libraries •
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1.
2.
3.
a.
b.
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VI.
Appraisal for Edwardsville.
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Independent Library . . ,
Contract Library Service.
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Osterhout Library
Hoyt Library . . .
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A.
B.
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1.
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Administration of Libraries
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Basic Aid . . . .
Equalization Aid
V.
1.
2.
a C-.
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private gifts
local governmental bodies
state government
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Joint Operation
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Recommendations
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Summary of Expenditures and Income
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Appendix A
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Appendix B
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Appendix C
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Appendix D
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INTRODUCTION
This survey wasbegun at the request of the Borough of Edwards-
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ville and the School District for the express purpose of obtaining inform-
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ation relating to the establishment of a community library in Edwards-
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ville.
The request resulted from the availability of a sizeable building,
the former Peoples' National Bank, for utilization as a public library.
Of paramount importance was the cost to the community, hence several
alternatives were explored in providing library service to the people
of Edwardsville. The first would make the library an independent com -
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munity organization; the second would provide for affiliation with the
established Osterhout Library or Hoyt Library; and the third would es-
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tablish a joint library with Kingston.
The Institute sincerely appreciated the
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cooperation of Mr.
Alphonse Hojzempa, Supervising Principal of Edwardsville School Dis-
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trict; Mrs. Cecilia Walker,, librarian at Hoyt Library in Kingston; and
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Miss Elizabeth Hesser, librarian at Osterhout Library in Wilkes-Barre.
A special word of appreciation must be given to Mr. Joseph H.
Myers, Advisory Services Supervisor of the Pennsylvania State Library,
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and Mr. Andrew D, .Armitage, Library Development Assistant,
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both
of whom read the draft and made constructive comments on the study.
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Hugo (y.. Mailey, Director
Institute of Municipal Government
Wilkes College
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i.
LIBRARIES
The importance of a local library cannot be overestimated.
Its
vast resources of knowledge for students, businessmen, retired folk,
and intellectually curious citizens can contribute immeasurable to the
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growth of the community.
No community is complete without one.
To
deny a library to citizens, especially young citizens, is to limit the op-
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portunities of the citizen and the community in the years ahead.
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The Commonwealth of Pennsylvania has begun an intensive effort
to improve state, county, and local libraries.
For example, the State
Library is now in the process of increasing the number of volumes in
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its collection, expanding the interlibrary loan services to local areas,
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and coordinating an extension program with regional libraries through-
out the state.
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Now that the state has taken the initiative to develop the
libraries of Pennsylvania, the local communities must cooperate in this
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venture and exert a positive effort.
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As an intermediate stepbetween State and local libraries, region-
al library centers will be developed to coordinate state library facilities
withlocal library demands. These district centers will be respositories
for many books not available at the local level. They will also promote
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and coordinate all library service in their particular area. Their value
as resourceand reference centersis inestimable. They are a most es
sential link in library administration from the State to local government.
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MINIMUM FOR LOCAL LIBRARIES
Each small library should have at least 6, 000 volumes of currently useful materials in the collection.
Reference resources of the
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local library should include at least the 20 titles on the "List of Mini-
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mum Reference Sources for Small Pennsylvania Libraries." The additions to the collection in a small library should be at a rate of 500
volumes per year and, where possible, at the rate of one-tenth volume
per capita annually.
Reference materials should be available whenever the library is
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open, by a library assistant with in-service training,
Additional and
inter-library loan service should be available from the district library
center.
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Staffing the local library should be on the basis of one full time
person for every 3, 500 persons served, and no local library should be
open less than 20 hours per week including evening hours.
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The library
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should be administered by a trained, preferably salaried, staff.
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Wardsville,
with a population of 5,700,
Ed-
should have two librarians,
the accepted standard being one librarian per 3, 500.
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The Pennsylvania State Survey estimates that the very smallest
library needs a budget of at least $4,000 yearly for a community of
2,500 people or less, in which 1/2 mill times market value plus the
maximum state aid (both basic and equalization) would total $4, 000 or
less.
Such an amount would not be applicable to a borough as large as
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Edwardsville.
If a community does not have the financial resources
to provide this sum, the money that is available should be used to contract with the district library for bookmobile service. At a cost of $15
per service hour, a small community could contract for bi-weekly visits
That many of the local libraries in
of one hour each for $400 a year.
Luzerne County are deficient can easily be observed by examining Appendix A.
However, included as Appendix B is a yearly estimate of library
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expenses for a 30 hour work week.
nity of 5, 000 inhabitants.
This budget would cover a commu-
The total annual budget amounts to $11,540,
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but this figure can be lowered by reducing salary, maintenance, and
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travel expenses.
Librarian and book expenses should not be decreased
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unless absolutely necessary, especially while building the collection.
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A budget in this amount would cost $1. 99 per capita for the residents
of Edwardsville Borough.
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III.
ESTABLISHMENT OF A LOCAL LIBRARY
There is one limitation in the Library Code on the establishment
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of a public library.
This restriction is that no library is to be con-
structed where a free library already exists.
This restriction was de
signed to prevent the weakening of existing libraries by using public funds
to establish competing libraries in the same locality. Since no other free
library privately controlled exists in Edwardsville, this prohibition will
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have no effect.
There have been three methods by which a local library may be
established in Pennsylvania:
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First, municipal authorities (county, city, borough, township)
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are authorized to establish libraries and to support them by tax and for
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appropriation.
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This can be accomplished by the simple expedient of
enacting an ordinance.
Second, libraries can also be established by a referendum. The
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referendum may be proposed by the governmental body, or if 3% of the
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voters petition for a referendum it must be held.
The authorizing of
action by local officials either by ordinance or referendum with a pro-
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vision requiring action on the part of the electorate seems a sound base
for initiating a library.
Third, a Board in a school district could formerly have estab
lished and maintained a library (23P. S. 2301).
This section is now
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repealed and school districts are defined as municipalities.
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Such a
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in Luzerne County, 6 do receive funds from school districts and7 receive
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funds from local government.
Prior to the enactment of the Library Code, school districts could
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contribute up to 1 mill on the assessed valuation of property (23 P. S.
2305 and 2307 of the Pennsylvania School Code), and the local govern-
mental council could contribute under P. L. 1143 of 1917 up to 2 mills
of the assessed valuation of taxable property.
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Under the new Library Code, a municipality can make appropri-
ations to a library from either current revenue or out of monies raised
by the levy of special taxes, specifically for a public library, whether
the library has been established by deed, gift, or any other provision.
The appropriations for maintenance shall not annually • exceed a sum
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equivalent to 3 mills on the dollar on all taxable property of the munici-
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pality.
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Therefore, Section 401 of the Library Code specifically repeals
both the sections of the Public School Code which authorizes the 1 mill
tax levy and P. L. 1143 of 1917 which authorizes boroughs to levy the
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2 mill tax.
If the county levies a special tax for the support of a public library,
an additional tax is not to be levied upon those residents of a municipality
which already appropriates funds or levies a tax for the support of a
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library within the municipality.
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supercede the county tax.
In that case, the municipal tax would
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While all income from the special 3 mill levy must be used for
the support and maintenance of the local library, this limit is not intended
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to preclude other appropriations for library purposes which the munici-
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pality or school district may desire to make.
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The municipality's officers may submit to the voters at any general or municipal election the question of establishing or maintaining a
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library and must submit such question, if petitioned for by three percent
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of the number voting at the last preceding generator municipal election.
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At such election, the question of establishing an annual tax not to exceed
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three mills on the dollar on all taxable property shall be submitted.
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The rate of tax so voted shall be an annual tax rate until another
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vote is taken to change the rate.
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For example, if the voters of a bor-
ough approved a two mill tax levy for library support, the council could
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subsequently levy an additional mill without submitting the question to
and getting the approval of the voters.
Third, state aid is available to local libraries through Act 188 of
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the 1961 Legislature, otherwise known as the Library Code.
The pur-
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pose of the State aid is to raise the level of library service in Penn-
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sylvania.
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The two types of state financial assistance are: (A) Basic
Aid and (B) State Equalization Aid.
(A) BASIC AID.
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To be eligible for state aid, local libraries
must meet two requirements:
They must submit plans for the use of
state funds and make a specified financial effort.
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It is important to understand that the state grant is not a free
gift.
Local communities are expected to assume the major responsi-
bility for financing their own local libraries, and;the state money is
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merely in the nature of an incentive for the improvement of local libraries.
Therefore, in order to be eligible for the state grant, minimum financial
effort of expenditures mu st be incurred by the local library. This amount
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is below the minimum level recognized as adequate to carry on an ef-
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ficient local library program, and far short of the national standard.
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is merely intended as a beginning.
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It is estimated that the average community library will receive
initially in State Aid approximately 25% of its expenditures.
This per-
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centage will slowly decrease through the years to perhaps 10% since local
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library expenditures must be increased under the Library Code while the
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State subsidy remains almost constant.
The plans are subject to approval by the State Librarian on the
basis of regulations promulgated by the Advisory Council on Library Dev-
elopment.
Libraries will have five years to achieve the standards, with
extensions granted if necessary.
The technical effort requirements are: an initial qualifying local
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financial effort for libraries; mandated schedule of increased local sup-
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port for 5 or 10 years; a desired standard of library expenditures; maxi
mum state aid for achieving the standards or goal, and a reduced amount
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for failing, and no state subsidy if a minimum effort is not met.
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The basis for determining the financial effort is the library ex-
penditures from locally raised funds.
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The locality must made a mini-
mum financial effort to support library service in order to qualify for
state aid.
If this amount equals or exceeds the equivalent of either $1
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per capita in the library's service area or 25£ per $1,000 of property
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market value, whichever is less, the state aid will be 25£ (maximum)
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for each person living in the area served but may be less, subject to
specific appropriations.
As a matter of record, a 7 l/2£ standard is presently used for
fiscal year 1962-63 by the State in making appropriations since the
State Library budget was limited in the first year of operation.
In succeeding years local library support must be increased ac
cording to a rigid mandated schedule if the local library is to continue
to qualify for maximum state aid:
1st
2nd
3rd
4th
5 th
succeeding
succeeding
succeeding
succeeding
succeeding
year .- 20%
year - 40%
year - 60%
year - 80%
year-100%
By the end of the sixth year, and thereafter, local library support must amount to either $2 per capita or 50£ per $1, 000 of market
value, whichever is less, which is double the original minimum.
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State
Aid may not exceed a maximum of 25 £ per capita.
Financial effort is measured by the total annual expenditure of
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the local library, no matter the source of the income. All cash receipts
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of a local library, whether derived from a local library tax or appro-
priation from Municipal Authorities, which are expended for annual pub-
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lie library operating costs are allowable as local financial effort.
The following points must be borne in mind:
(a) Tax funds from the local taxing authorities are included. That
proportion of county library appropriation which derives from county funds
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shall be includedbiit exclude that proportion deriving from State funds.
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(b) All gifts of money and the monetary value of gifts of books,
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supplies, or other operating materials if these were specifically pur-
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chased for the library.
(c) The value of voluntary labor contributed to the library will
not be allowable as part of the local financial effort.
(d) Any income which derives from endowments or investments
except that income invested to increase the endowment or investment.
(e) Income from rental of meeting rooms or facilities may also
be counted as part of the financial effort.
Rental fees for books may
count only if the library makes available to its patrons an equivalent or
larger quantity of free materials of a parallel nature.
(f) Annual non-resident fees from
non-tax payers may be
counted as part of the financial effort.
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(g) Library expenditures for rent paid to a landlord, where the
building is owned by one of the members of the board of directors as a
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private individual, but not where the rent is paid to the Library1 s board
of directors as a corporate body.
(h) Free utilities,
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supplies, and/or janitorial services from
either municipal or any other source may be counted if the service can
be converted to a monetary value.
(i) The amount of capital expenditures included within the local
financial effort may not exceed 10% of the library's total of the library's
total operating expenditures.
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Such expenditures include construction,
equipment, furnishings, mortgage payments, and reconstruction costs.
(j) Funds expended for repayment of cashloans made to the lo-
cal library in anticipation of income may not be included as part of the
local financial effort.
Failure to achieve the required local effort
results in a reduced state payment. If the failure is below the minimum
financial effort of $1 per capita or 25£ per $1, 000 market value, then
state aid is eliminated entirely.
(B) EQUALIZATION AID.
communities,
the Library Code also provides for equalization aid
extra state money for libraries with low property values in relation to
their population service areas.
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To further help less financially able
As many as half of the 400 public
libraries in the State might be eligible for this kind of assistance.
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Where a library qualifies for state aid with a financial effort
of less than $1.25 per capita residing in the service area, additional
state aid shall be given such library.
This amount shall be the dif-
ference between $1. 25 and the per capita value of 1/2 mill times market value of taxable property.
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V.
ADMINISTRATION OF LIBRARIES
The officers of a local library established after June,
1961,
under the provision of the Library Code shall be exclusively adminis-
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more than 7 members appointed by the municipal officials, who shall
also fill any vacancies which may occur. Where the municipality maintains or aids in the maintenance of a local library established by deed,
gift. ora testamentary provision, it shall be sufficient if the municipal
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tered by a Board of Library Directors composed of not less than 5 nor
officers appoint the majority of the members of the Board of Library
Directors. However, if the local public library has been created under
Section 401-406 of the Library Code, (appropriation of the 3 mill library
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tax levy), then the municipal officers shall appoint the complete Board
of Library Directors.
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The first directors shall be appointed so that one-third are ap-
pointed for one year, one-third for two years, and one-third for three
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years.
All appointments to expired terms shall be for threeyears, and
all members shall serve until their successors have been appointed.
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No member of the board shall receive any salary for his services.
The board of library directors shall organize upon appointment
and elect a president, secretary, and treasurer from its membership
and such other officers and agents as the board may deem necessary.
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The treasurer shall give bond to the municipality with satisfactory
surety in such amount as the board may determine.
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It will be the duty of the Board of Directors of the library to
make a report, annually, to municipal officers (council and school dis-
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trict); and the expenditures of the treasurer shall be audited as are
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other municipal expenditures.
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State Library.
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A copy of such report shall go to the
The Board of Directors shall make such reasonable rules and
regulations as are necessary for the library.
The Board shall accept
property, donations, or gifts by deed or bequest.
It may purchase,
lease, or rent land or buildings to use for a local library, andmake.
such alterations as may be necessary. A municipality may by resolution
or ordinance purchase or appropriate private property for library use.
If 5% of the voters petition the municipal authorities to submit the ques
tion of executing a bonded indebtedness for purchasing grounds and/or
erecting buildings for library purposes, the officers must submit the
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question to the voters.
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Libraries shall be exempt from all county, borough, school and
poor taxes (including head taxes) even if some part of the building yields
rentals, providing that the receipts are used for library purposes.
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APPRAISAL FOR EDWARDSVILLE
The general citizenry, municipal officers, and the school board
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directors in Edwardsville can consider several possibilities in providing
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general public library service. In any of the alternatives, such factors
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as local financial effort, state aid and equalization aid, and costs of
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establishment and operation must be weighted objectively.
The three
alternate methods providing such a service are:
(1) To operate an independent Edwardsville library with its own
Board of Library Directors, located either in the former
bank building or in one of the vacant stores on Main Street;
(2)
Borough appointed Board of Library Directors contracting
for library service;
(3) To operate on a joint basis with a contractual arrangement
for library service with either Hoyt or Osterhout Library.
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INDEPENDENT LIBRARY
The important factors to be considered in the establishment of
a local, independent library are: (1) local financial effort; (2) library
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site; and (3) state assistance.
FINANICAL EFFORT. In the following table, an estimate is presented of
the local financial effort required to qualify for state aid which must be
made by the citizenry of Edwardsville.
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1962- 1963
5, 711
A.
Population
B.
Market Value of Taxable Property
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C.
First. Year Initial Financial Effort
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$10,964,700. 00
$2,742. 17
1/4 mill
or
$5,711. 00
$1 per capita
Annual Increases in Financial Effort over Five Year Period
$2,742.17
3, 290.60
3, 839. 04
4, 387.47
4, 935. 91
5,482.35
1 st year
1st succeeding year
2nd succeeding year
3rd succeeding year
4th succeeding year
5th succeeding year
E.
Financial Effort
1/2 mill
$ 5,482.35
or
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$11,422.00
$2 per capita
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LIBRARY SITE.
The State Library Report states that a local library
should be available to all residents within 15 or 20 minutes by driving
or by public transportation.
The two possibilities for the location of
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anindependent public library in Edwardsville are a vacatedbank building
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at Main and Hillside Streets, the main intersection in Edwardsville,
and possibly a vacant store along Main Street in the vicinity of the for-
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mer bank building.
a.
Utilization of Bank Building
The former bank building has been made available for occupancy
due to the fact that the quarters of the Peoples' National Bank of Ed
wardsville have been moved to the Narrows Shopping Center on Wyoming
Avenue in Edwardsville.
The approximate purchase price of the for-
mer bank building is upwards of $25, 000.
A number of internal renovations will be necessary to convert
it into an operational library.
The stone building was constructed in
1907 and measures 90' x 30'.
It is complete with air conditioning and
a coal-fired hot water system. It is estimated that the building has been
heated for approximately $480 per year.
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regarding the cost of utilities in the past. There is ample storage space
and shelf space in the basement.
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No estimate has been made
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of the vacated bank building.
removed.
Marble shelving and counters must be
Sufficient overhead lighting must be installed since the two
ceiling chandeliers will not be adequate for reading purposes.
arrangement of shelving.
For lower heating costs, the 22 foot ceiling
should be lowered by installing a falss ceiling, and a sprinkler system
should be added for maximum safety.
would run more than $375.
Adequate shelving along the wall
The complete cost of these renovations is
likely to mean an expenditure of over $2, 000.
This does not include
other furniture such as tables, chairs, card catalogue cases, lending
desk,
work desks,
book trucks,
magazine racks,
dictionary stand,
atlas cases, etc.
Presented below is an estimated annual expenditure of an independent Edwardsville library based on the utilization of the former
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get of $4, 000 and one of $11,340.
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ITEMS OF
EXPENDITURES
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Renovations
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Several
radiators on the West Wall need to be relocated to provide for a better
Peoples' National Bank Building.
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The bulk of the renovations will be required on the first floor
Shown is a minimum operating bud1 st YEAR
$4, 000 Budget
(Plan IA)
$11,340 Budget
(Plan IB)
$2,000
$2,000
Debt Service
2, 500
2, 500
Operational
4, 000
11,340
$8,500
$15,840
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It should be noted that the renovation expense is only a first year
expense and will not appear in budgets of the succeeding years. It should
be borne in mind also that state aid will continue only if local financial
effort increases by the formula discussed earlier, which in essence is
a compelling factor to increase subsequent library budgets. Therefore,
while it might be possible to establish a library on a $4, 000 operational
budget, this amount must be increased in order to receive state aid.
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An independent library serving 5,711 people should aim at a
minimum book collection of 15, 000 volumes and a staff of 2 people, each
working 20 or 30 hours weekly, assisted for a few hours weekly by stu-
dent assistants.
This would require about 3, 000 square feet of space.
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Utilization of Vacant Store
The second possibility is the use of a vacant store in the general
area of the vacated bank building.
It is estimated that a vacant store
along Main Street in Edwardsville will rent for $40 to $75 a month
depending upon the size and the location of the building.
Minor renova
tions and shelving, lighting, and other miscellaneous expenditures would
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probably run the initial outlay to over $1, 000.
The cost of rental of a
store front will be substantially lower than the costs of debt service
retirement because of the purchase of a vacant store. A minimum operating budget of $4, 000 and one of $11, 340 are used.
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1st YEAR
ITEMS OF
EXPENDITURE
$4,000 Budget
(Plan HA)
$11, 340 Budget
(Plan IIB)
Renovations
$1,000
$ 1,000
Annual Rent
900
900
Operational
4, 000
11, 340
$5,900
$13, 240
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STATE ASSISTANCE.
The Governor's Budget for the 1962-63 fiscal
year does not contain the maximum rate of State Assistance provided by
the Code, at the rate of 25£ per capita. Because this was only thebegin
ning year of State Library Assistance, an estimated $475, 275 was pro
vided for all local libraries in the state, for an average payment of only
7 l/2£ per capita.
Basic Aid
a.
In the table which follows, Basic Aid is presented to give some
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indication of State Library Funds which will be available to Edwardsville
as a potential source of revenue:
BASIC AID
Population
5, 711
25 £ per capita
$1,427.72
(library code)
7 l/2£ per capita
$
(1962-1963)
b.
428.33
Equalization Aid
The equalization aid will be paid if the equivalent of 1/2 mill
amounted to less than $1. 25 per capita.
In this case, the State would
make up the difference so that presumably all areas in the State would
have a minimum basic expenditure of $1. 25 per capita.
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In the table which follows, Equalization Aid which might be avail able to Edwardsville is presented:
EQUALIZATION AID
$5,482. 35
1/2 mill x market value
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5,711
Population
Min. Local Effort after
5 yrs. (per capita)
$
. 96
2
State Equalization - $1. 25
per capita
$
1. 25
2
Equalization Rate
$
. 29
Equalization Aid
$1,656.19
2
2
The potential state assistance available to Edwardsville from the
two sources of state funds is set forth in the table below.
The current
rate of 7 l/2£ per capita is used for the Basic aid.
]
TOTAL STATE ASSISTANCE
1962-1963
Ll
L
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Basic Aid
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Equalization Aid
11
11
$
TOTAL
428.33
428.33
1, 770.41
1, 656.19
$2, 198.74
$2, 084.52
The Basic aid could go to 25£ per person within a year or two, in
which case the total state assistance in the fiscal year 1963-64 would be-
come $3, 083. 94.
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$
�SUMMARY-INDEPENDENT LIBRARY
It seems clear that the operation of an independent Edwardsville
Library operated by a community Board of Library Directors, whether
in the former bank building or in a vacant store along Main Street, would
be a rather expensive facility for the Edwardsville taxpayer.
The following presentation is a summary of estimated expendi
tures, total state assistance, together with the amount that must be lo
cally contributed under the various plans should Edwardsville consider
an independent library.
Plan LA
Estimated
$8,500.00
Expenditure
Total State
2,084,52
Assistance
Local
$6,415.48
Contribution
Plan IIB
Plan IB
Plan HA
$15,840.00
$5,900.00
$13, 240. 00
2,084.52
2,084,52
2,084.52
$13,755.48
$3, 815.48
$11,155.48
Since the minimum financial effort that Edwardsville must raise
in order to secure State Assistance is $2,742.17, and since the local
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contribution that must be raised to operate an independent Library under
any of the four plans previously discussed is above the minimum finan
cial effort of $2,742. 17, it is quite apparent that the Edwardsville tax-
payer will have to contribute more than the minimum financial effort
f
under all four plans.
It should be restated that only plans IB and HB will really pro
vide adequate library service for the Edwardsville public.
In order to
raise the needed revenue to operate, an independent Public Library in
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Edwardsville under these two plans, at least $2 per capita, or a one mill
tax rate on the market value of taxable property will be necessary.
B
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�2.
CONTRACT SERVICE
.Library Service can be provided for the Edwardsville citizenry
by the established Board of Library Directors contracting for library
service with either the Osterhout Library of Wilkes-Barre or the Hoyt
While there are a number of alternatives of pro-
Library of Kingston.
viding service through the Osterhout Library on a contractual basis,
there is only one alternative of providing library service through the
Hoyt Library.
The same three factors considered in :the.'establishment ;
of a local, independent library will have to be considered in contracting
for library service.
There factors again are: (1) Local financial ef-
fort; (2) Library site; (3) State assistance.
A.
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FINANCIAL EFFORT.
OSTERHOUT LIBRARY
If Edwardsville desires to provide library ser-
vice from local funds only, without accepting any state funds, the re
quirement of local financial effort does not apply.
If Edwardsville is
desirous of seeking state funds, a local financial effort will have to be
made. Presuming Edwardsville considers seeking State Aid,
■
the first
year's financial effort would be the lower figure mentioned earlier, or.
$2,742. 17, and the financial effort at the end of five years would be
the lower figure, also mentioned earlier, or $5, 482. 35.
LIBRARY SITE.
Four possible plans can be considered by Edwardsville
if the Board of Directors of a proposed Edwardsville Public Library
contracts with the Osterhout Library; utilization of the former.
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bank
�building, utilization of a vacant store, utilization of Osterhout facilities
in Wilkes-Barre, and utilization of Osterhoutfacilities in Wilkes-Barre
combined with one afternoon a week service in Edwardsville.
a.
Utilization of Former Bank Building
If the Board of Directors of the contemplated Edwardsville Pub
lic Library contracts with the Osterhout Library to create a branch Li
brary in the former bank building, the conversion and renovation costs
to the building will run about the same amount (or $2, 000) as if anindependent community librarywere established. And if theBoard ofDirec-
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tors purchases the former bank building, the debt service charges will
remain the same as mentioned earlier (or approximately $2, 500).
Representatives of theOsterhout Library have estimated that the
annual operating expenditures for an Osterhout Library Branch in Ed-
wardsville would run about $6, 500.
(See Appendix C)
The estimated first year expenditures of an OsterhoutBranch in
Edwardsville in the former bank building are presented below:
Plan III A
$ 2,000
Renovations
Debt Service
2, 500
Library Contract
6, 500
TOTAL
$11,000
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�b.
Utilization of a Vacant Store
If a vacant store along Main Street is used as an Osterhout Li
brary Branch in Edwardsville,
it is estimated that the expenditure
would be only slightly less than if the former bank building were used.
The estimated first year expenditures of an Osterhout Branch
in Edwardsville in a vacant store front are presented below:
Plan TUB
Renovations
$1,000
Annual Rent
900
Library Contract
6, 500
TOTAL $8,400
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c.
Utilization of Osterhout Facilities in Wilkes-Barre
If the proposed library service for Edwardsville were to be pro
vided by Osterhout, with the residents of Edwardsville going to the main
Osterhout Library in Wilkes-Barre, the cost of rental and maintenance
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of a library site would be completely eliminated.
The only cost for li
brary service would then involve the library contract.
An approximate estimate of this contract, based on 75f per capita,
would be $4, 283. 25.
The estimated first year expenditures of utilization of Osterhout
services at the main library in Wilkes-Barre are presented below:
Plan in C
Library Contract
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$4, 283. 25
��Directors for Edwardsville, whether Edwardsville established its own
Independent Library or contracts with the Osterhout Library in WilkesBarre.
Based on the 1962-1963 State Library Budget, Edwardsville could
receive $428. 33 in Basic Aid.
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Since Edwardsville expenditures after 5
years would amount to less than $1. 25 per capita, Edwardsville would be
entitled to Equalization Aid. As mentioned in a previous section, this aid
!!
would amount to $1, 656. 19.
]l
The total State Assistance for library service in Edwardsville
would therefore amount to $2, 084. 52, based on the 1962 tax equalization
tables.
SUMMARY - OSTERHOUT LIBRARY
Presented below is a summary of the four possible plans if the
Edwardsville Board of Library Directors should desire to contract with
!
the Osterhout Library. The summary is the presentation of the estimated
expenditures, total state assistance, and the amount that must be locally
contributed by the Edwardsville taxpayers.
Plan III A
Plan III B
Plan III C
Plan III D
Est. Expenditures
Total State Aid
$11,000.00
2,084.52
$8,400. 00
2, 084. 52
$4, 283. 25
2,084,52
$4,408.25
2,084.52
Local Contribution
$ 8,915.48
$6,315.48
$2,198.73
$2, 323.73
It should be remembered that the minimum financial effort that
Edwardsville must raise in order to seek State Assistance is $2,742. 17.
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�The local contribution that must be raised under plan IIIA and IILB is
above the minimum financial effort; therefore, the Edwardsville taxpayer will have to contribute more than the minimum financial effort.
However, the amount that must be contributed locally under plans HIC
and IXID is less than the minimum financial effort which must be raised
in Edwardsville.
If the Edwardsville Library Board seeks and receives
State Aid, it will be required to expend the full amount of state aid and
the local funds.
While contracting for library services with the Osterhout under
plan HIC may have merit because of reasonably low expenditures, the
main Osterhout Library on South Franklin Street in Wilkes-Barre is too
far away from Edwardsville to provide adequate and convenient service.
B.
HOYT LIBRARY
Library service might also be provided for Edwardsville on a
contractual basis with the Hoyt Library in Kingston, which is within 25
minutes walking distance of every Edwardsville resident.
The same
factors of (1) Financial effort; (2) Library site; and (3) State assistance
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are considered in the section that follows.
FINANCIAL EFFORT.
The previous sections under Independent Library
and under Contract Library Service with Osterhout dealing with financial
effort would apply if Edwardsville decides to contract with Hoyt Library
for library service.
The first year's minimum financial effort is
$2,742. 17, increased at the end of five years to $5,482. 35.
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�LIBRARY SITE. Since the representatives of the Hoyt Library expres sed
no interest in establishing a separate library branch of the Hoyt Library
in the former National Bank Building or in any vacant store on Main
Street in Edwardsville, primarily because of the immense financial expense involved, only 2 alternative plans are considered. Therefore, the
public of Edwardsville could use; (a) the complete Hoyt facilities in
Kingston; or (b) Hoyt facilities combined with one day library service
in Edwardsville.
Both of these arrangements would completely elim-
inate the purchase or annual full-time rental and maintenance of a li-
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brary center building in Edwardsville.
Hoyt Facilities in Kingston
According to the representative of the Hoyt Library, library
S '
service could be provided to the Edwardsville public on a contractual
!
basis for the beginning year cost of $2, 800.
This amount is set forth
below as a separate plan.
Plan IVA
Library Contract
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b.
$2,800.00
Hoyt Facilities and Local Service
The optional possibility in contracting with the Hoyt Library of
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Kingston would be for the Edwardsville residents to use the complete
facilities of the Hoyt Library in Kingston as stated above.
Additional
library service to those Edwardsville people unable to reach the Hoyt
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�Library would be provided one day a week by a staff member of the Hoyt
in a vacant store.
This limited service beginning with one afternoon a
week would be increased with each increase in local financial effort and
renewals of contract. Such a limited service could probably be provided
for less than $125 a year.
This is set forth below as a modification of
the previous plan:
Plan IV B
Library Contract
Rent
125
TOTAL
STATE ASSISTANCE.
$2,800
$2, 925
The two forms of state assistance--Basic Aid
and Equalization Aid--have been discussed under a previous section.
The same two forms of assistance areavailable to a contemplated Board
of Library Directors for Edwardsville, if Edwardsville contracts with
the Hoyt in Kingston.
Based on the 1962-1963 State Library Budget, Edwardsville could
receive $428. 33 in Basic Aid. Since the Edwardsville library expendi
ture after 5 years would amount to less than $1. 25 per capita, Edwards
ville would be entitled to Equalization Aid. As mentioned in a previous
section, this aid would amount to $1, 656. 19.
The total State assistance for library service in Edwardsville
would therefore amount to $2, 084. 52.
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ESTIMATE OF ACTUAL COST.
L
A clear picture of the estimated ex-
penditure, total State assistance, and the local contribution by Edwards
ville taxpayers will indicate that these two alternate plans are the least
expensive for Edwardsville.
Plan IVA
Plan IVB
Estimated Expenditures
$2,800.00
$2,925.00
2,084,52
2,084.52
State Assistance
$
Local Contribution
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715.48
$
840.48
To determine what it will actually cost Edwardsville, it will be
necessary to review the Hoyt Library requirements for State Assistance,
assuming that the Hoyt Library applies for state assistance. If the Hoyt
Library continues to service only the Kingston citizens, it will not have
to increase its expenditures to remain permanently eligible for State
Assistance. But if it adds Edwardsville to its service area, it becomes
obligated to increase its expenditure of local money, until it equals or
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exceeds a total of 1/2 mill for the total population of both boroughs.
This amount will be $34, 373. 90, divided into $5,482. 35 for Edwardsville (1/2 mill) and $28,891.55 for Kingston (1/2 mill).
This would
mean that over a five year period the total expenditures would have to
increase $4, 825. 00, with a minimum rate of $965. 00 annually.
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The increase for the larger Kingston-Edwardsville service area
must be spread over a five year period as prescribed by the Library
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Code.
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It was suggested by the representative of the Extension Division
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of the State Library that during the first year for which the Hoyt Li
brary sought aid on behalf of Edwardsville, the Hoyt Library might be
willing to accept a payment of $601. 26.
In addition, the Hoyt Library
would receive State Assistance of $2, 084. 52. The schedule of increases
for Edwardsville are presented in the table below:
Edwardsville
Local
Contribution
$
1 st year
2nd year
3rd year
4th year
5th year
6th year
601.26
1,452. 00
2,302.00
3,152.00
4,002.00
4, 852.00
.
State
As sistance
T otal
$2,084.52
2,084.52
2,084.52
2,084.52
2,084.52
2,084.52
$2,685.78
3, 536. 52
4, 386. 52
5, 236. 52
6, 086. 52
6, 936. 52
This schedule of increases would mean that the library service
for Edwardsville would not cost the 1/2 mill multiplied by market value
until the third year.
In the sixth year, the final amount of $4, 852. 00
would be approximately $630 less than the 1/2 mill requirement of
$5,482.45.
It is the general optimistic opinion that by the sixth year.
the State assistance for Edwardsville would be approximately $3, 000
yearly.
The sum of $4, 852. 00 in local money combined with the State
assistance of $2, 084. 52 would compensate the Hoyt Library for an
amount of $6, 936. 52. If the State assistance increases to approximately
$3, 000 annually, the Hoyt Library can then expect approximately$7, 80.0
for Edwardsville in combined local money and State assistance.
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SUMMARY - HOYT LIBRARY
It is apparent that the local contribution under Plans IVA and
0.
IVB is less than the minimum financial effort that the Edwardsville local
library will be required to expend to receive state assistance.
III
such local contribution is less than the minimum financial effort, the full
[J
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When
amount of state assistance and local funds must be expended.
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If it is to
be an expenditure of approximately $7, 800 for Edwardsville in combining
local money and state assistance, best results for library service can
be achieved by contracting for use of the Hoyt Library facilities.
1
1
£
Unless the branch service under Plan IVB is to give service at
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least 20 hours weekly, afternoons and evening, it will be an inadequate
investment and questionable economics in that it may tie up several thousand currently useful books for only several hours a week.
The same
books might receive fuller circulation by Edwardsville people if they used
the Hoyt facilities in Kingston.
3.
JOINT OPERATION
More and more municipalities are turning increasingly to inter-
jurisdiction agreements to solve problems they cannot cope with alone.
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Such cooperation is often less expensive and more efficient. At the same
time municipalities are finding that they need not give up their political
independence or community identity.
As was mentioned earlier, it is possible for two municipalities
to unite in establishing and maintaining a free public library and under
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joint action.
fl
Edwardsville and Kingston could enter into a joint agree
ment for the operation of a single library.
Since the Hoyt Library in Kingston is a well established library
which has been in operation since 1928, receiving funds from both the
I
Kingston Borough Council and the Kingston School District, it is not likely
that the Board of Directors of the Hoyt Library would consider the
creation of a joint board.
I
Ordinarily the creation of a joint board com-
posed of members from two or more communities is more practical if
none of the participating communities has library facilities.
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Then the
participating communities will be making an equal contribution toward
the establishment of such a joint board.
Any form of joint action in this
instance would be construed by Kingston citizens as diminishing indepen-
dence in the operation of their own library.
Therefore, no exploration
was even made of the possibility of this type of joint action in providing
for library facilities for the citizenry of Edwardsville.
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�VII.
RECOMMENDATIONS
Since Edwardsville presently offers no public library facilities, the
municipal authorities should make provision for such a service to
the people of Edwardsville.
Such a library service can be authorized by either the school board,
borough council, or both jointly by the appointment of a board of
library directors.
To be adequately financed, the library service should be financed
under the provisions of the Library Code, which permits up to a
special 3-mill levy on taxable property and provides for state finan
cial assistance.
Of the three alternative plans of providing library service for EdWardsville - Independent, affiliation with an established library,
and joint library service - the second, or affiliation, is the more
feasible plan.
The affiliation with the Hoyt Library in Kingston under Plan IVA is
the least expensive and the most convenient for the Edwardsville
public, in that it makes accessible a large, well-equipped book and
magazine collection as well as an experienced staff.
The use of the former bank building in Edwardsville,
either as a
library site for an independent agency or as a branch of the Hoyt
and Osterhout Libraries, would not be practical or economical over
the years.
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�EXPENDITURES AND INCOME
SUMMARY OF
Plan HI A
■
ITEMS OF
EXPENDITURES
(Plan LA)
$4000 Budget
(Plan IB)
$11,340 Budget
(Plan IIA)
$4000 Budget
(Plan BB)
$11,340 Budget
Renovations
$2, 000. 00
$2, 000. 00
$1, 000. 00
$1, 000. 00
Debt Service
2, 500. 00
2, 500. 00
Operational
4, 000. 00
11, 340. 00
4, 000. 00
1-1, 340. 00
900. 00
900. 00
,1
Rent
$2, 000. 00
$8, 500. 00
$15, 840. 00
$5, 900. 00
Revenue- Total
State Aid
$2, 084. 52
$2,084.52
$2, 084. 52
Local
Contribution
6,4 15.48
13,755.48
3, 815. 48
Minimum Local
Effort
$2,742.17
$2, 742. 17
$2,742.17
Plan IV B
Plan IV A
$1, 000. 00
$
900. 00
$
125. 00
125. 00
6, 500, 00
6, 500. 00
$4, 283. 25
$4, 283. 25
$2, 800. 00
$ 2, 800. 00
$11, 000. 00
8,400. 00
$4, 283. 25
$4,408.25
$2, 800. 00
$ 2, 925.00
$2, 084. 52
$2, 084. 52
$2, 084. 52
$2, 084. 52
$2, 084. 52
$2, 084. 52
8,915.48
6, 315.48
2,198.73
2, 323.73
715.48
840. 48
$2, 742. 17
$2, 742. 17
$2, 742. 17
$2,742.17
$2,742. 17
$2,742. 17
$13, 240. 00
$2. 084. 52
11, 155. 48
$2,742. 17
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Plan ID D
Plan HIC
2, 500. 00
Contract
TOTAL
Plan HI B
- 38 -
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APPENDIX A
ANNUAL BUDGETS FOR LUZERNE COUNTY LIBRARIES
1961
(1)
(2)
(3)
(4)
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Popu
lation
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Total
Expend.
Per Cap. .
Expend.
Total
Income
(6)
(5)
School
District
Share
(7)
Total
Tax
Funds
Local
Gov't
Share
Library
Bk. Mountain
Hoyt
Mill
$ 14, 834
$ .74
$ 20,992
$ 1,300
$ - 0
19,906
$ 1, 300
Includes Dallas B. , Dallas T. , Kingston T. , Franklin T. , Lake T. , Lehman T. , Jackson.T. , Ross T.
20,261
29, 553
1.46
29,515
3, 500
37,868
21,750
.57
20,649
- 0 Includes Nanticoke, Hanover T. , Newport T. , Nuangola B. , Hunlock T.
23, 000
- 0 -
26, 500
0
NO REPORT
Pittston
12,407
Plymouth
10,401
1, 920
. 18
2, 623
West Pittston
6, 998
2, 517
. 36
3, 048
Wyoming
7, 293
500
0
1,200
1,700
500
500
NO REPORT
Hazleton
32,239
32,788
1. 02
31,751
28,150
1,750
29,900
Wilkes Barre
63, 551
136,919
2. 15
132,839
20,413
10,000
30,413
�APPENDIX B
Estimate of Library Budget for Community of 5, 000 based on a 30 hour week.
Librarian
.........................
Pension provision at 6% of salary. . .
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Clerical Assistant (1/2 time) .
1, 200
500 volumes purchased, plus
10 periodicals . . . .
1, 600
Encyclopedias and reference books
250
Binding
250
Quarters
Maintenance
(at $250 per month) .
1
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3, 000
Supplies
600
Travel
100
Insurance
100
TOTAL
SOURCE:
Library Service in Pennsylvania
Volume II - Supplement
Pennsylvania Library Association
Adjustment for 30-hour week
- 40 -
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$ 4,000
240
$11, 340
($1. 99 per capita)
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APPENDIX C
OSTERHOUT LIBRARY BRANCH IN EDWARDSVILLE
Estimated Expenditures
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Librarian, wages and benefits
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$3,375
Assistants
646
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Janitorial (2 hrs daily)
590
Utilities
219
Library Supplies
(books, binding, etc. )
1, 420
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Miscellaneous
(furniture, insurance)
250
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TOTAL
$6,500
B
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APPENDIX D
MINIMUM REFERENCE SOURCES FOR SMALL
PENNSYLVANIA LIBRARIES
STATE LIBRARY
Department of Public Instruction
Commonwealth of Pennsylvania
1.
Juvenile Encyclopedias
a. Britannica Junior, Latest edition
b. Compton's Pictured Encyclopedias. Latest edition
c. World Book. Field Enterprises. Latest edition
2.
Adult Encyclopedias
a. Americana. Latest edition
b. Colliers Encyclopedia. 1961
Encyclopedia Britannica. Latest edition
3.
Statesman's Yearbook.
4.
Statistical Abstract of the U. S.
Supt. of Documents
5.
Almanacs
McGraw-Hill (paper)
a. Information Please. Latest edition.
b. World Almanac. Latest edition. N. Y. World Telegram (paper)
Bulletin Almanac. Latest edition. Phila. Evening Bulletin (paper)
Recommended for libraries in the Phila. Area for its
coverage of local information, -will not take the place of
either a or b
6.
U. S. Postal Guide
Directory of Post Offices.
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Latest edition.
St. Martin's
Latest edition.
Su.pt. of Documents.
Robert's Rules of Order.
Latest edition.
Scott Forsman
1956
2nd ed. Wilson,
1948
7.
Robert, Henry.
8.
Douglas, G. W. American Book of Days.
9.
Etiquette Books
a. Post, Emily. Etiquette. 10th edition. Funk, I960
b. Vanderbilt, Amy. Complete Book of Etiquette. Rev. edition
Doubleday, 1958.
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10.
Unabridged English Dictionaries
a. Funk and Wagnails. New Standard Dictionary of the English
Language. Funk 1952
b. Webster's new 20th Century Dictionary 2nd edition, World 1958
3rd edition, Merriam 1961
11.
Roget's International Thesaurus.
12.
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Standard Handbooks for Secretaries
a. Hutchinson, L, D. Standard Handbook for Secretaries
7th edition McGraw-Hill, 1956
b. Taintor, Sarah. Secretary's Handbook
8th edition MacMillan, 1958
13.
Benet, William.
14.
Books of Quotation
a. Bartlett, John. Familiar Quotations
13th edition rev. Little, 1955
b. Stevenson, B. E. Home Book of Quotations,
Modern. 9th edition Dodd, 1959
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edition Crowell, 1959
Reader's Encyclopedia
Crowell, 1955
Classical and
15.
World Atlas
c. S.
s. Ambassador World Atlas 2nd edition 1961
a. Hammond. C.
b. Goode, John P. Goode's World Atlas Rand McNalley I960
16.
Who's Who in America.
17.
One Volume Encyclopedias
a. Columbia Encyclopedia. Latest ed. Columbia University Press
b. Lincoln Library of Essential Information. 2 Vol. Frontier Press, 1959
18.
Scientific References
a. Van Nostrands Scientific Encyclopedia 3rd ed. Van Nostrand, 1958
b. The Book of Popular Science. 10 vol. Grolier I960
The Harper Encyclopedia of Science. 4 vols Harper 1962
d. McGraw-Hill Encyclopedia of Science and Technology. 14 vols.
McGraw-Hill, I960
19.
Pennsylvania, Guide to the Keystone State.
20.
Booklist and Subscription Books Bulletin.
21.
Children's Catalog and supplements. ' 10th. , 1961 Wilson
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Rev.
Latest edition.
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Marquis
Oxford, 1940
A. L. A.
Annually
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22.
Standard Catalog for Public Libraries and supplements 4th ed. Wilson, 1958
23.
Fiction Catalog and Supplements.
24.
Pennsylvania Industrial Directory. Supplements
Free to Pennsylvania Libraries
Write to: Bureau of Statistics
Department of Internal Affairs
Harrisburg, Pennsylvania
25.
Pennsylvania Manual.
F ree.
7th ed.
I960 Wilson
Pennsylvania Property and Supplies.
Latest edition.
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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
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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.
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Institute of Municipal Government and Institute for Regional Affairs
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1958-1980
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Title
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Library Service for Edwardsville, 1962
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
1962
Format
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PDF
Type
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Publication
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Wilkes University retains copyright of this publication.
-
https://omeka.wilkes.edu/omeka/files/original/0d0a0a64116573ea36f7d6b047238820.pdf
8ff96b21a8ce1949c940f504df86d710
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CIVIL SERVICE
RULES AND REGULATIONS
FOR THE
BOROUGH OF KINGSTON
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CIVIL SERVICE
RULES AND REGULATIONS
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Institute of Municipal Government
Wilkes College
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ARTICLE I.
DEFINITION OF TERMS
Section 101.
Definitions. Unless otherwise expressly stated,
the following words and phrases, wherever used in these rules and
regulations, shall be construed to have the meaning indicated herein:
T
Certification - The submission to the appointing authority of
names taken from the eligible list.
1
Chairman - The Chairman of the-Police and Fire Civil Service
Commission of the' Borough of Kingston, Pennsylvania.
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Commission - The Police and Fire Civil Service Commission of
the Borough of Kingston, Pennsylvania.
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Council - The Council of the Borough of Kingston, Pennsylvania
which is the appointing authority.
Eligible - A person whose name is recorded on a current eligible
list or furlough list.
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Eligible List - The lists of names of persons whopassed any ex
amination for a particular position in the Police or Fire
Departments.
Furlough List - The list of persons who were laid off from posi
tions in the Police or Fire Department because of a re
ductionin the number of officers in the Police Department
or Fire Department.
Probationer - An officer in the Police or Fire Department who
has beenappointed from any eligible list, but who has not
yet completed his work test period.
Reduction in Rank - A change to a different position or rank
which results in a decrease in salary; provided, however,
that a decrease in salary without a change to a different
position or rank shall not constitute a reduction in rank.
Removal - The permanent separation of a police officer or fire
man from the Police or Fire Department.
Suspension - The temporary separation of a member of the Police
or Fire Department from his position.
Secretary - The Secretary of the Police and Fire Civil Service
Commission of the Borough of Kingston, Pennsylvania.
Borough Secretary - The Secretary of the Borough of Kingston,
Pennsylvania.
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article
n. THE COMMISSION
201.
Officers.
The Police and Fire Civil Service Commission
of the Borough of Kingston, Pennsylvania, on the first Monday of each
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even numbered year, shall elect one of its members as the Chairman,
one Vice Chairman, and one as Secretary.
If the first Monday is a le-
gal holiday, the meeting shall be held within twenty-four (24) hours
following Council organization.
202.
The Chairman, or in his absence,
Duties of Chairman.
the Vice Chairman, shall preside at all meetings and hearings of the
Commission, decide all points of order or procedure and perform any
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duties required by law or these rules.
In the absence of a member,
temporary assignments shallbe made by the Commission member pre
siding.
203.
Duties of Secretary.
The Secretary shall carry onatthe
direction of the Commission all official correspondence of the Com
mission, send out all notices required by law and .these rules of pro-
fl
cedure, keep a record of each examination or other official action of
3
the Commission, and perform all other duties required by law, by these
fl
rules and by the Commission.
204.
Meetings.
Except for the biennial organization meeting,
all meetings shall be held either at the call of the Chairman, or at the
call of two members of the Commission.
F
=
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At least twenty-four (24)
hours written notice of each meeting shall be given each member. The
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�Commission shall have the discretion to determine whether meetings
shall be open to the public except that no rule or regulation of the Com
mission shall beadopted at other than a public meeting, and except when
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otherwise provided for in these rules.
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205.
Quorum.
A quorum shall consist of two members, and
all actions of the Commission shall have the concurrence of at least two
members.
206.
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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 meeting
(c) Communications and Reports
207. Minutes. The Secretary shall keep minutes of the Com
mission's proceedings showing the vote of each member upon question,
or, if absent or failing to vote, indicating such fact.
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��stitute mechanical experience.
Each applicant shall be medically fit
for the performance of the duties of a police officer, of good moral
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character, and licensed to operate a motor vehicle in the Commonwealth
of Pennsylvania.
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In the case of a foreign-born applicant, evidence sat
isfactory to the Commission shall be produced showing the person to be
a naturalized citizen.
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305.
General Qualifications - Applications for Patrolman II,
E
Sergeant, and Chief.
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each applicant for a position in the Police or Fire Department, all ap-
In addition to meeting the qualifications fixed for
plicants for the position of Patrolman II, Sergeant, Chief of Police, and
Fire Chief shall:
71
(a) Have been continuously employed in the police or fire ser
vice for at least:
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(1) Patrolman II
(2) Sergeant
(3) Chief of Police
(4) Fire Chief
2 years (Police Department)
5 years (Police Department)
7 years (Police Department)
7 years (Active member of
volunteer fire company either
as paid employee or volunteer)
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(b) Have satisfactorily completed an in-service training pro
gram for police or fire officers or have graduated from a rec
ognized police or fire academy or school, and trained at first
opportunity at Borough expense and
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(c) Have demonstrated an ability to carry out orders from superiors, and
(d) Demonstrate a working knowledge of police or fire science
and administration, and
(e) Demonstrate an ability to deliver and supervise the work of
subordinates, and
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(f) Have received at least a grade cf 11 satisfactory" on his latest
service rating; provided that an evaluation of the experience,
training, general background, and such other records of per
formance of the applicant, at the discretion of the Commission,
may be substituted for the service rating.
306.
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Investigations of Applicants.
An investigation of the char -
acter and reputation of the applicant may be made by the Commission
and may include credit reports and reports of investigations from recognized agencies.
■3
307.
J
Filing Applications.
Applications for any position in the
Police or Fire Department may be received at any time, during nor-
mal business hours, in the. office cf the Borough Secretary, and by such
□
other offices and officers as the Commission may designate.
The re-
ceipt of such applications shall be subject to the following conditions:
3
(a) No application received after 12:00 noon on day that is four
teen (14) calendar days prior to the date fixed for the written
examination shall be considered for such examination unless
otherwise provided in the notice and
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(b) An application shall become void one (1) year after the date
upon which it was received.
308.
s
Recording Applications.
The office of the Secretary of the
Borough shall review each application, upon receipt, for the purpose of
determining that such application contains no minor errors or omissions.
s
Any application containing minor errors or omissions shall be returned
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to the applicant for correction. The Secretary of the Borough
shall
date, number, and record, in the order of receipt, all applications free
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of minor errors or omission. An application, once recorded, shall bea
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��ARTICLE IV. ANNOUNCEMENT OF EXAMINATIONS
401.
Public Notice.
Public notice of the time and place of every
examination, together with the informationas to the position to be filled,
shall be given by publication in the official newspaper of the Borough.
The public notice shall be published at least three (3) weeks prior to an
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examination and a copy of the notice shall be posted on the bulletin board
in the Borough Municipal Building.
Additional public notice by publica-
tion, posting, or otherwise may be given at any time at the discretion of
the Commission.
402.
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Notice of Examination. In addition to the public notice, the
Secretary shall give written notice to each qualified applicant as follows:
(a) By mailing or otherwise delivering to each applicant qualified
for a medical examination, a notice which shall include the name
of the medical examiner, and the date, time, place and duration
of the examination.
(b) By mailing or otherwise delivering to each applicant notice
which shall include the date, time, place and duration of the writ
ten and oral examinations.
Every notice shall be mailed or otherwise delivered at least three (3)
□u
days prior to the date fixed for examination.
Only applicants receiving
notices, to report for any examination shall be permitted to participate
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in such examination, and each applicant shall present his notice to the
examiner before he shall be examined.
Failure to report for any ex-
amination in accordance with the instructions contained in the written
notice shall disqualify the applicant, except that in the case of medical
examination, the applicant, with the prior approval of the medical ex-
p
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aminer designated in the notice, may fix another date and time for such
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�examination; provided however, that any such date or time shall be with
in the period fixed for medical examination in Section 403 of these rules.
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403.
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Scheduling Medical Examinations. No medical examination
shall be scheduled less than twelve (12) days, nor more than twenty-eight
(28) days from the date fixed in the public notice for a written examina-
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tion.
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HEIGHT
5' 8"
140
145
150
155
160
165
170
175
180
185
5' 9"
5' 10“
5' 11"
6’
6' 1"
61 2"
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MINIMUM
WEIGHT
6' 3"
6' 4"
6' 5"
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
BLOOD PRESSURE:
PULSE PRESSURE:
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503.
MAXIMUM
WEIGHT
180
185
190
195
205
210
220
225
230
235
lbs.
lbs.
lbs.
lbs..
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
CHEST MEASUREMENTS
EXPANDED
MINIMUM MOBILITY
37
38
38
39
40
41
42
43
44
44
1/2 in.
in.
1/2 in.
1/2 in.
1/2 in.
in.
in.
in.
1/2 in.
1/2 in.
2
2
2
3
3
3
3
3
3
3
1/2 in.
1/2 in.
1/2 in.
in.
in.
in.
in.
1/2 in.
1/2 in.
1/2 in.
Systolic maximum 135; Diastolic 90;
15 to 50
Report of Medical Examiner.
The Commission shall fur-
nish each medical examiner with forms upon which the medical exam-
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iner shall state the bodily and mental condition of each
applicant. The .
statement of each examination shall be submitted to the Commission
within five (5) days after the date of examination.
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504.
Rejection of Medically Unfit Applicants.
If the medical
fa
examiner shall deem any applicant medically unfit for performance of
0
the duties of a police or fire officer because of any bodily or mental de
fect, whether or not the defect shall be specifically stated as a cause for
rejection in the statement of medical requirements, such applicant shall
be rejected and a brief statement of the reasons for rejection shall be
entered in the report of his medical examination. Insofar as practicable,
however, the medical examiner shall determine the medical fitness of
an applicant by adhering to the statement of medical requirements.
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505.
Re-examination of Medical Fitness.
Each applicant eli
gible for certification to the Council for appointment to any position in
the Police or Fire Department shall be instructed by the Secretary, be-
fore being certified, to inform the Commission of any illness or injuries
requiring the attendance of a physician or requiring hospitalization, and
of any surgical operations that shall have occurred after the original
medical examination.
If, in the 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 name shall be certified for appointment.
Any
such further medical examination shall be performed at the expense of
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the Borough by a regularly appointed medical examiner.
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�ARTICLE VI.
601.
WRITTEN AND ORAL EXAMINATIONS
Examinations for Patrolmen and Firemen.
(a) The examination for the position of Patrolman and Fireman
shall consist of the following two parts:
(1) A written examination which shall include a general police
or fire aptitude test, an intelligence test, per sonality profile,
and such other written tests as the Commission may, from
time to time designate, and
(2) An oral examination
(b) Each part of the written examination and the oral examination
shall degraded on the scale of one hundred (100) per cent and shall
be weighted as follows:
0
(1) For the written portions of the examination, total of sev
enty (70) points, (aptitude 50, mental maturity 10, and per
sonality 10), and
(2) For the oral examination, a total of thirty (30) points. The
sum of the weighted score shall not exceed one hundred (100)
per cent.
602.
Examinations for Patrolman II, Sergeant, Captain, and Chief.
(a) The examination for the position of Patrolman II, Sergeant,
Captain, Chief of Police and Fire Chief shall consist of three parts,
namely:
(1) A written examination which shall include a test of police
or fire knowledge and performance, an intelligence test, and
such other written tests as the Commission may, from time
to time, designate, and
(2) An oral examination, and
(3) An evaluation of the service ratings or performance re
cords of the applicant.
(b) The examination shall be graded on a scale of one hundred
(100) per cent and shall be weighted as follows:
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(1) For the written portions of the examination, a total of
seventy (70) points, and
(2) For the oral examination, a total of twenty (20) points,
and,
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(3) For the evaluation of the service ratings or performance
records of the applicant, a total of ten (10) points.
The weight assigned to the test of police or fire knowledge and perform-
r
ance in the written portion of the examination shall be greater in an ex-
■
amination for Captain than in an examination for Sergeant, and greatest
3
in an examination for Chief of Police or Fire Chief.
In every case, how-
ever, the total weight assigned to the written examination shall be a total
of seventy (70) points.
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603.
Passing Grades.
The minimum passing grade for an ex-
amination for the position of Patrolman or Fireman shall be a score of
seventy (70) per cent on every portion of the examination.
The minimum
passing grade for an examination for the position of Patrolman II, Sergeant,
Captain, Chief of Police or Fire Chief shall be a score of seventy-five (75)
per cent, and each applicant for any such position shall score at least sev-
enty (70) per cent on each part of the examination. Every applicant for the
position of Patrolman or Fireman who receives a score of at least seventy
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(70) per cent, and who is entitled by law to additional credit for service in
the Armed Forces of the United States shall have his score adjusted ac
cordingly.
Applicants claiming veterans' preference shall submit satis-
factory proof of service and honorable discharge whenever the Commission
shall so demand.
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604.
Notice of Applicant's Grade.
When the grading of each ex-
amination is completed, the Secretary shall give each applicant written
notice of his grade.
605.
Ineligibility for Future Examinations for Six Months.
applicant fails to
If an
obtain a passing grade in any examination, he shall not
be eligible for a subsequent examination for any position in- the Police ' or
Fire Department of the Borough for a period of six months.
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606.
Administering Examinations.
The Commission may desig-
nate the Institute of Municipal Government of Wilkes College,
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Civil Service Commission of the Commonwealth of Pennsylvania, any other
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the State
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recognized examining agency, or any qualified person to act as examiner
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for the written examinations.
The Commission shall reserve the right to
accept or reject, in whole or in part, the recommendations of the regular-
■1
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ly appointed examining agency. The oral examination and the evaluation of
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the service or performance record of any applicant shall be the responsi
,'in
bility of the Commission; provided, however, that the Commission may
designate, from time to time, such persons qualified to evaluate perform-
1
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ance or service records, as are considered necessary to assist in such
examinations and evaluations.
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prepare a statement of instructions and rules for the conduct of written
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examination in accordance with the instructions of the Commission, and be
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responsible for enforcing the rules of conduct for written examinations.
607.
Conduct of Written Examinations.
The Commission shall
examinations. The regularly appointed examiner shall carry on each such
608.
Penalty for Improper Conduct. Should any applicant be found
guilty of any act tending to defeat the proper conduct or the result of any
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examination, his name shall be removed from any eligible list resulting
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from the examination and the applicant shall not be permitted to make any
future application for any position in the Police or Fire Department.
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ARTICLE VII.
701.
ELIGIBLE LISTS
Preparation of Eligible List.
As soon as possible, after
the completion of each examination, the Secretary shall prepare an eli-
gible list upon which shall appear the name of each applicant who received a passing grade in the examination.
The names on the eligible
list shall be arranged, from the highest to the lowest, in the order of
the final weighted score received by each such applicant.
The eligible
list shall be filed in the office of the Borough Secretary, and a copy
posted on the bulletin board in the Borough Municipal Building.
702.
Breaking Tie. Scores.
When two (2) or more qualifying
applicants shall receive the same final weighted score, the order in
which the names of such persons shall appear on the eligible list shall
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be determined by their scores on the part of the examination assigned
the greatest weight.
In the event that two ,’.Z) or more qualifying ap-
plicantsalso receive identical scores on the part of the examination as-
signed the greatest weight, the order of listing shall be determined by
the order in which the applications were numbered for recording purposes.
703.
Life of Eligible Lists.
In no case shall any eligible list
remain in effect for a period of more than one (1) year from the date of
its preparation.
Date of preparation refers here to the actual com
pilation of the list which is to take place no more than 60 days after the
receipt of the request from council calling for the establishement of
same.
17 -
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704.
Furlough Lists. Whenever the Council causes a reduction
in the numbers of police officer s or firemen, the Commission shall pre
pare and maintain a list of the names of all such furloughed officers,
together with the position held by each such officer at the time of fur
lough.
The names cn the furlough list shall be arranged, from the
greatest to the least, in the order of the length of service of each fur-
loughed officer in the Police or Fire Department of the Borough.
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�ARTICLE Vm.
801.
CERTIFICATION AND APPOINTMENTS
Filling Vacancies.
When a vacancy is to be filled in the
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Police or Fire Department, the Council shall submit a written request to
the Commission for certification of eligibles. In making the request, the
3"
Council shall state the title of the position to be filled and the compensa
tion to be paid.
802.
Furlough List to Fill Appointments.
Upon receipt of a re-
■
quest from the Council, the Commission shall first certify the names of
J '
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 Com
mission shall certify from the top of the list that number of names equal
to the number of vacancies to be filled.
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 shallcertify names from the
eligible lists.
The Council shall notify the Commission of any vacancy
which is to be filled and shall request the certification of a list of eligi
bles.
The Commission shall certify for each existing 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.
804.
Removal of Names From Furlough and Eligible Lists.
In
addition to the other reasons stated as grounds for removal in these rules,
�the name of any person appearing on a furlough list or an eligible list
shall be removed by the Commission if such person:
(i
(a) Is appointed to a position in the Police or Fire Department of
the Borough, or
II
(b) Declines an appointment to a permanent position in the Police
or Fire Department of the Borough, or
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(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
1
(d) Indicates availability for appointment and is appointed to fill
a vacancy but fails to report for duty at the time prescribed by
the Council, unless, in the opinion of the Council, such person
can show good and sufficient reasons for failing to report.
JJ
The name of any person on any eligible list also shall be removed by the
i n
Commission if he is three (3) times certified for consideration for ap-
pointment 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 for which he has qualified.
805.
Appointment Procedures. Whenever the name of any person
is certified to the Council from either the furlough list or the eligible list,
the person shall be immediately notified of his certification by either cer-
I
tified or registered mail. The notice shall include the title of the position
p
and the compensation to be paid, and shall also state that the person cer-
I
tified make a written reply within seven (7) days from the date of mailing
such notice.
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�806.
Probationary Period.
All original appointments to any
position in the Police or Fire Department of the Borough shall be for a
probationary period of six (6) months. The Chief of Police or Fire Chief
■
shall investigate the adjustment, performance, and general acceptability
J
of each probationer under his supervision to determine whether such
"I
probationer is fully qualified for permanent appointment.
The Chief of
Police or Fire Chief shall make a report on the performance and con
10
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duct of each probationer at the end of the second month of the probation
ary period, at the end of the fourth month of the probationary period, and
finally not less than ten (10) calendar days nor more than fifteen (15)
calendar days beforethe next regular meeting of the Council immediate
ly preceding the end of the probationary period. Each final probationary
report shall include the recommendation of the Chief of Police or Fire
Chief either to retain or to reject the probationer.
be submitted in writing to the' Council.
Each report shall
Within five (5) calendar days
after the regular meeting of the Council immediately preceding the end
of the probationary period, the Council shall notify the Commission,
in writing, of its decision to retain or reject the probationer.
The
Commissioner,
de
in turn,
shall notify the probationer
of . the
cision of the Council on or before the date of the close of his probation-
ary period.
In the event that the person named to the position of Chief
of Police or Fire Chief, is a probationary appointment, the Burgess or
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�Council shall designate one (1) person to evaluate the performance and
conduct of the Chief in the same manner, and subject to the same pro
cedures, as that established for all other persons in the Police or Fire
Department of the Borough.
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ARTICLE IX.
901.
SUSPENSIONS, REMOVALS AND REDUCTIONS IN RANK
Procedure.
Whenever any police, officer or fireman
in
the Borough is suspended, removed, or reduced in rank, the specific
0
charges warranting each such action shall be stated in writing by the
appointing authority.
The charges shall be stated clearly and in suf
ficient detail to enable the person accused to understand the charges
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made against him and to answer to them.
As soon as practicable, the
statement of charges shall be filed in duplicate with the Commission,
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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 cr by certified or registered mail.
902.
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Demand for Hearing.
Any police officer or fireman sus-
pended, removed or reduced in rank may file with the Commission a
■
written demand for a hearing.
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Such written demand and any statement
of written answers to the charges made against the personaccused 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
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period fixed by the law, the Commis sion shall grant a hearing to any per
[
son accused who complies with the provisions of this section. Each such
I
hearing shall be open to the public unless the person accused, when
making his written demand for a hearing, requests that such hearing be
closed.
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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
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(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.
904.
Oaths.
All testimony shall be taken under oath. The Chair-
man, or in his absence the Vice Chairman, shall administer all oaths.
1
905.
S
Subpoenas.
The Chairman,
or in his absence the Vice
Chairman, may compel the attendance of witnesses and the production of
records and papers pertaining to any hearing.
However, upon the writ-
ten request of the person accused or of any person making charges, the
Chairman, or in his absence the Vice Chairman, shall order the attend-
J
ance of any witness or the production of any pertinent document; pro-
I
vided that such written request is filed with the Secretary within five (5)
p
b
calendar days from the date appearing on the notice of the hearing.
906.
Hearing Procedure.
Each hearing shall be conducted in the
following manner:
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(a) The Chairman shall state the general purpose of the hearing,
and
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(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 officer, and next
(c) The Secretary shall read any written reply of the person ac
cused, and next
(d) The Chairman shall afford each person making charges, or
his counsel, an opportunity to make any further statement in sup
port of the charges and to produce any witness, and next
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(e) The Chairman shall afford the person accused, or his coun
sel, an opportunity to question or cross examine any person mak-
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�ing charges, and to question or cross examine any witness produced by such person, and next
(f) The Chairman shall afford each person making chargesan op
portunity to examine the person accused, and next
(g) The Chairman shall permit each person making charges, or
his counsel, to make a summation, and next
(h) The Chairman shall afford the person accused, or his coun<
sei, an opportunity to produce any witness and to sum up> the
defense.
The Commission,
at any time during the course of the hearing, may
question or cross-examine any person making charges, the person ac-
cased, and any witness.
907.
Decision of the Commission.
Within fifteen (15) calendar
days after the hearing, the Commission shall issue its decision in the
form of a written order approved by at leasttwo (2) members of the Commission.
The written order shall include all findings of fact.
If, during
the public hearing, opposing facts are presented, the Commission shall
include in its written order its decision as to the correct facts.
The
findings and decision of the Commission shall be certified to any person
making charges, to the accused officer, and to the Council.
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�ARTICLE X
1001.
Inspection, in General. Except as otherwise provided in this
Article, all of the records of the Commission shall be open to the public
and available for inspection during normal business hours.
A member of
the Commission, or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspec
tion of any record of the Commission.
1002.
Character and Reputation Reports.
All reports of investi-
gations and inquiries into the character and reputation of applicants shall
be kept in the strictest confidence, and shall not be open to inspection.
1003.
Inspection of Examination Materials.
All examination ma-
terial shall be confidential and shall not be open to general public in
spection.
Any examined applicant may inspect his examination papers,
provided that:
(a) He makes a written request to the Commission within seven
(7) calendar days from the date of mailing of the written notice of
his grade, and
(b) He receives the written consent of the Commission to inspect
his examination papers, and
(c) He makes his inspection within five (5) calendar days from the
date of the mailing of the consent of the Commission.
The Commission shall not consent to the request of any examined ap
plicant to inspect any written examination paper which may be used in any
subsequent written examination that may be scheduled within ninety (90)
calendar days following the date of receipt of the written request.
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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-
ber of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall require the examined
applicant to produce the letter indicating the consent of the Commission
and he shall limit the inspection by the examined applicant to only those
examination papers indicated on the letter of consent.
No examined ap
plicant shall be permitted to inspect any examination papers other than his
own, nor shall he be permitted to make any written notes while he is in
specting any examination paper.
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�ARTICLE XI.
1101.
AMENDMENTS
Amendments.
The Commission, with the approval of the
Council, may, from time to time, amend any part of these rules and reg
ulations.
The foregoing rules and regulations, which are in accordance
with the powers granted by the Civil Service Sections of "The Borough
Code," Secs. 1165-1190, enacted by the General Assembly of the Com
monwealth of Pennsylvania and in accordance with the authority granted
by the Council of the Borough of Kingston,
Pennsylvania,
are hereby
adopted by the Civil Service Commission of the Borough of Kingston,
Pennsylvania on
March 30
, 1962
Charles J. Kistler M, D,
Chairman
(Signed)
William A, Roberts
Vice Chairman
(Signed)
R. J, Kopicki
Secretary
(Signed)
Approved by the Council of the Borough
of Kingston, Pennsylvania, on May 24
1962
•
____ Frank O'CnrinplI. .Tr.
President of the Council
ATTEST:
Willis J. Pettebone
Borough Secretary
58785
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
Description
An account of the resource
Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company.
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government and Institute for Regional Affairs
Date
A point or period of time associated with an event in the lifecycle of the resource
1958-1980
Rights
Information about rights held in and over the resource
Wilkes University retains copyright of these publications.
Format
The file format, physical medium, or dimensions of the resource
PDF
Type
The nature or genre of the resource
Publications
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Civil Service: Rules and Regulations for the Borough of Kingston, 1962
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
1962
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/3dbf9a407339bdbf533e3ed752a194ac.pdf
2fc9a163fbb105404d16abbc81c6454c
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�FOREWORD
Most people want to improve themselves. With good leadership
and a practical program, the average responsible citizen will work en
ergetically for a better community. A time-tested program shows that
intelligent use must be made of the answers to four questions: What do
we want? What do we have? What do we need in order to get what we
want? How do we get what we need?
Experience shows that communities with the greatest degree of
self-reliance do mostwith the facts on the four questions above because
they are best informed and stimulated.
A community must be realistic about the expenditure of its time,
energy, and money. Forethought and sound planning will lower the cost
of community growth.
It was the opinion of all those who attended the COMMUNITY
GROWTH CONFERENCE last year, that the exchange of ideas relating
to the pressing problems of our area constantly brings to life problems
which cause concern among responsible community leaders. The Second
Annual- COMMUNITY GROWTH CONFERENCE again brought together
civic-minded people who looked realistically at our area. One of the
themes that keeps recurring through many discussions is that commu
nity growth is a partnership between the government send the individual.
The sponsors of the Second Annual COMMUNITY GROWTH CON
FERENCE want to take this opportunity to extend a sincere word of
thanks to the Pennsylvania Power and Light Company, whose financial
assistance not only made the conference a community success but also
contributed measurably to the planning and arrangements.
$
Hugo V.’ Mjailey, Director
Institute of Municipal Government
Wilkes College
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TABLE OF CONTENTS
F oreword.
ii
Program.
iv
Sponsor s
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Opening Remarks by Dr. Eugene S. Farley.
1
Welcome Remarks by Frank Slattery.
2
"What Are The Keys to Community Growth?" by Emmet M. Molloy.
3
Introductory Remarks by Mrs. Claire Hart Cummings.
10
"What Local Government Can Do To Promote Community Growth:
Municipal Services" by David Walker..............................................................
11
"What Local Government Can Do To Promote Community Growth:
Educational Services" by Dr. George Young...............................................
16
Introductory Remarks by Wilbur Shorts.
22
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"What the Individual Can Do To Promote Community Growth: Community
Attitude and Appearance" by David Bogdanoff
. 23
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"What the Individual Can Do To Promote Community Growth: Citizen
Action" by Edwin H. Folk..............................................................................................
29
Introductory Remarks by Andrew A. Hourigan, Jr
34
"Community Growth: A Partnership" by John P. Robins
35
Roster of Attendance
Registered But Not In Attendance
iii
�SECOND ANNUAL COMMUNITY GROWTH CONFERENCE
if.
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SEPTEMBER 26, 1962
PROGRAM
IiC
Chairman:
12:00 noon
Luncheon
Crystal Ballroom
Chairman: j_Dr. Eugene S. Farley, President
Wilkes College
Frank Slattery, Mayor
{fecome:
City of Wilkes-Barre
"What Are the Keys to Community Growth?"
Topic:
Emmet M. Molloy
Speaker:
Manager, Area Development
Pennsylvania Power & Light Company
First Session
2:00 p. m.
Stark Hall, Wilkes College
Chairman:
Topic:
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Speakers:
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Second Session
3:30 p. m.
Stark Hall, Wilkes College
Chairman:
Topic:
Speakers:
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Mrs. Ethel A. Price, Director
Department of Streets
City of Wilkes-Barre
11:30 a. m.
Registration
Mezzanine, Hotel Sterling
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5:30 p. m.
Cocktails
Dinner
6:30 p. m.
Wilkes College Commons
Thomas Garrity, President
Greater Wilkes-Barre Real Estate Board
"What Local Government Can Do to
Promote Community Growth"
Municipal Services:
David Walker, President
Walker & Murray Associates, Inc.
Educational Services:
Dr. George Young, President
Surface Process Research and Develop
ment Corporation
Wilbur Shorts, President
Home Builders Association of N. E.
Pennsylvania
"What the Individual Can Do to Promote
Community Growth"
Community Attitude and Appearance:
David Bogdanoff, President
Jefferson Valley Corporation
Citizen Action:
Edwin H. Folk, Executive Director
Citizen's Council on City Planning, Phila.
Parlor C, Hotel Sterling
Chairman:
Topic:
Speaker:
iv
Andrew A. Hourigan, Jr. , President
Greater Wilkes-Barre Chamber of Commerce
"Community Growth: A Partnership"
John P. Robins, Executive Vice-President
Old Philadelphia Development Corp.
��■
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WHAT ARE THE KEYS TO COMMUNITY GROWTH
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by
Emmet M. Molloy
Manager, Area Development
Pennsylvania Power & Light Company
Through this Second Annual Community Growth Conference, you
again have an opportunity to look realistically at your area and also to
look objectively at your past efforts and future plans. By initiating and
sponsoring this Conference, the Institute of Municipal Government of
'W'ilkes College has done your area a great service. It deserves, and I'm
sure will receive, your continued support.
Mr. Webster defines a conference as "a formal consultation or
discussion; interchange of views; also, a meeting therefore." I'd like to
take this a step farther. A Community Growth Conference is a gathering
of important people - capable, dedicated, and sincere individuals who,
through formal discussion and interchange of views, decide that some
thing can and SHALL be done! This is your purpose; this is why you are
here.
"What Are The Keys to Community Growth?" Simply stated in
two broad categories, they are: (1) Community Planning, and (2) Indus
trial Development. Before we discuss these keys, however, we must
discuss another key - one from which the others are, in part, molded.
This is the Master Key to any community's growth - a well-informed
active citizenry.
There is nothing particularly new in this idea of an "informed"
community. But how many of us actually take the gospel of community
growth to the people.
How many of us have spoken for example to an
anti-zoning committee or a "Let1 s-Preserve-Our-Wooded-Area-AndLet-Industry-Build-On-The-Other-Side-Of-Town" group?
Mostly, we talk to ourselves. To groups who ALREADY believe
in our Testament of Planned Community Growth; too often we use con
ferences and speaking engagements as "a place where we talk about do
ing something instead of doing it. “ But not until we inform, educate, en
lighten, if you will, the people - the individuals of a community - will
we acquire the Master Key. And without this Key, none of the other keys
will work effectively. Only the Master Key has the notches to turn the
tumblers of public ^interest, _dcsire, _enthusiasm, and action! You'll note
the first letter of interest, desire, enthusiasm, action spells IDEA. .. .
certainly a key factor in community growth.
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Before we go any farther, I think it would be well if we examine,
briefly, this phrase "community planning.11 Whatis community planning?
Many definitions have been advanced, but the variety is largely due to a
choice of words rather than to a disagreement on the heart of the matter.
Fr
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Basically, community planning is a process of thinking ahead
which takes into consideration all aspects of community life. The pur
pose of the planning process is to prepare for future growth and develop
ment. It's the process of planning which provides communities with a
means to correct the errors of the past, to prevent current errors, and
to hold future misjudgment to a minimum. The planning process pro
vides for coordinatedand guided growth of the physical, social, cultural,
and economic segments of a community or area. Through this process,
you also provide for the economic and social activities of your commu
nity to be arranged in a compatible land pattern.
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Planning coordinates the various self-interests in the community,
creating a unified effort rather than have opposing forces competing for
people's time and money.
The unprecedented shifts of population which have taken place
within most of the communities of our area during the last ten to fifteen
years have served to emphasize the urgent need for intelligent and in
spired planning of our urban communities.
Unplanned development and growth have not always resulted in
the most appropriate land use and frequently have not provided the best
or most desirable environment in which to live and work. The average
citizens, however, are seldom aware that anything is wrong with the
growth and development of their community. They frequently feel that
traffic does jam up too often. ... or that some of the older and more di
lapidated areas should be eliminated or rejuvenated. ... or that more
automobile parking is absolutely necessary. ... or that a new industry
might be desirable! But generally, they are not likely to have any great
awareness of the degree to which poor physical planning or failure to
plan may have affected their time, economic success, or personal con
venience and living enjoyment. It is most essential that such awareness
be established as quickly and as completely as possible. It is only then
that we can expect anything to be done about planning for orderly com
munity growth and economic development.
It is significant also to note that the impact of community and in
dustrial development is not limited to corporate boundaries. The in
creased number of cars and trucks, and the new express highways have
made distances between communities shorter and shorter. The people
of one community work in the industries and shop in the stores of other
communities and vice versa. Communities are notisolated entities, and
physical planning needs not only to be considered on the basis of
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the boundaries of a community, city, or town, but also on an area or re
gional basis.
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Community Planning encompasses such items as improved roads
and streets, more classrooms and teachers, larger police and fire de
partments, adequate water, sewerage, recreation, shopping, and trans
portation facilities as well as availabe industrial sites. An industry
considering your community as a plant location possibility will certainly
take a long lookin each of these categories. And your community should
"be prepared." That is exactly where community planning comes in.
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All of us like to boast of the fact that we live in a clean, attrac
tive community. The same is true of industry. Industry desires at
tractive surroundings, not only for its physical plant but also for its em
ployees. Therefore, industry places great stress on the physical appear
ance of a community.
It wants to know the status of a community's
residential sections - are homes neat, trim and clean - do they show
pride of ownership? What is the condition ofe the community's streets
and are they kept clean? Is the central city shopping center attractive,
modern and well-lighted? Is the community free of extensive slum
areas ?
No matter howattractive the individual site may be or how induc
ing the terms, the community of which it is a part will tip the scales for
or against its selection. Industry is looking for a community whose ap
pearance is conducive to clean, healthy, wholesome living and working
conditions.
Community betterment and development are not only vital factors
in attracting industry but they also contribute to a community's growth
and prosperity in other important aspects as well. They help to attract
new and retain present residents by offering them comfortable living
conditions such as clean, attractive squares and parks, well-lighted
streets, health, sanitation, and recreation facilities, all of which con
tribute to a high standard of living.
They provide jobs for young people
and thus give them good reason for wanting to stay and invest their youth
and energy in their hometown. They foster community pride which often
sparks citizens to assume greater civic responsibility.
Consequently, it is quite obvious that the community which is go
ing to succeed is the one which is going to do a good job of improving its
general appearance and providing the best possible social, cultural, and
civic environment.
The sqqqnd' key is very, muqh like the first. Industrial develop
ment is, in fact, a Siamese twin to community planning. They are joined
by nature and are difficult, if not impossible, to separate. A prime func-
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tion of community planning is to prepare for industrial development and
any industrial development committee MUST consider prior community
planning.
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Industrial development is not an easy task. In many instances
attempts have met with considerable success. In others, plans have re
mained unexecuted for lack of cooperation between the various commit
tees and communities whose joint actions would have been required to
make such plans effective. In other instances, good faith and a desire
to cooperate have been defeated by such obstacles as failure to use available resources.
Thus, we know that industrial development success cannot be
easily accomplished. However, the advantages to be gained appear to be
well worth your sincerest efforts. We know this.
The results of a study made by the Economic Research Depart
ment of the U. S. Chamber of Commerce point out what 100 new factory
workers mean to an area, namely,
” 74
296
112
51
107
$590, 000
4
$360, 000
$270, 000
more
more
more
more
more
more
more
more
more
workers required in other businesses
people
households
school children
passenger cars registered
personal income per year
retail establishments
retail sales per year
bank deposits "
A very large part of the industrial payroll, perhaps 90 per cent or more,
passes through the commercial mechanism of the community. Only a
minor fraction of this direct $590, 000 payroll may leave town through
mail order purchases or be spent on trips, etc.
1
Not only the factory workers but also the local merchants, pro
fessional men and others who eventually get their share of the original
payroll spend most of it locally for labor, services, and supplies. Per
haps 60 per cent of the original $590, 000 payroll turns over a second
time locally, 40 per cent a third time, and so on in diminishing percent
ages on successive turnovers.
Thus we can see that a plant employing 100 men generates a local
gross business of nearly one million dollars annually!
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To achieve maximum results in industrial development requires
detailed long-range planning, imaginative and aggressive promotion, and
the ever present, endless, and devoted hard work of many citizens.
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Fundamentally, three kinds of action are needed to increase in
dustrial payrolls. One is to aid your community's existing industries.
You can do this by providing room for expansion, extending the same
feeling of friendship that you would toward interested "outside" com
panies and working with existing industries in helping them to expand
their markets.
11
The other two involve the action needed to induce "outside" indus
tries to locate in your community. You cando this by providing informa
tion about your community's industrial advantages to firms, and taking
steps to remedy conditions that make your community less desirable as
a manufacturing location.
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Now, it's quite difficult, if not impossible, to sell your commu
nity to prospective industries unless you are aware of what you have to
sell. Therefore, the first requisite for launching an industrial develop
ment campaign is to prepare a careful evaluation of your community. . . .
to take an inventory of your community's assets and liabilities.
The specific factors to be considered in a community survey vary
somewhat from community to community, of course, but in general you
will need to know the answers to questions companies consider in choos
ing manufacturing locations. You should knowhow your community rates
with respect to markets that are accessible. ... transportation facilities
. . . . fuel, power and water. . . . political climate, including taxes. . . . fi
nancial resources. . . . sites and buildings available
materials.. . .
waste disposal. . . . special resources such as training and research fa
cilities and intangible factors, including civic, social, and cultural ad
vantages.
Any "community inventory" should include a local labor survey.
While industry is interested in knowing such things as markets, trans
portation, etc. , they are equally interested in the people of your commu
nity. The general attitude of the local citizenry and public . officials
toward new industries, the available labor supply, and the labor "cl-imate" all have a decided effect on the selection or non-selection of
a community.
What industry wants most is to be wanted. It wants to be wanted,
not just by the mayor and city council, the Chamber of Commerce, or
some other small group of people - but by the entire community. Here I
cannot stress too heavily the importance of a well-informed, enlightened
citizenry. Local indifference and hostility can exact a heavy penalty be-
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cause industry seeks and has the right to expect the most favorable oper
ating conditions possible. The damage that can be done during chance
meetings of a prospecting industry's representative and local citizens who
"run down" or decry their community is enormous. WELL-INFORMED
CITIZENS ARE COMMUNITY BOOSTERS!
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So the industrial development key to community growth, as with
the community planning key, is dependent on the Master Key. It is vital
that all the citizens of a community participate in the development and ad
ministration of programs for industrial development. This takes a con
tinuing, day-to-day leadership - your leadership!
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Let's take a look backward. It wasn't too many years ago that
many people believed that the Wilkes-Barre area was all but buried.
Fortunately there were many of you who knew better. . . . and did some
thing about it.
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Much has been accomplished in the Wilkes-Barre area in the way
of community growth and development. The results of an active leader
ship and a concerned public are here for all to seel
The many accomplishments made, and great forward strides taken
by the Wilkes-Barre area bear witness to an area thatis indeed alive. . ..
both physically and mentally.
Since 1955 there have been five highly successful industrial
development fund campaigns with almost four million dollars raised
($3,922,07 6). The campaign of last year exceeded its one and a half
million goal by over $200, 000 ($202,076). This is indeed an enviable
record.
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From 1955 through July of this year, 42 new industries located
here and six expansions were reported. These 48 industries have created
job opportunities for 7, 679 peopleand best estimates indicate these people
are earning or will earn about $27, 900, 000 annually.
The Wilkes-Barre area erected the first industrial buildings in the
East on a speculative basis.
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The Wilkes-Barre area established the first and largest commu
nity-owned industrial park in Central Eastern Pennsylvania. Now widely
known as Crestwood Industrial Park, it has served as a model for many
other industrial parks.
The Wilkes-Barre area early recognized the need for training lo
cal people in the various technical fields and prepared the first program
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�of its kind in Central Eastern Pennsylvania. This program was put into
effective use through the splendid cooperation of Wilkes College.
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The Wilkes-Barre area has been the site of another noteworthy
project - the highly respected and most successful Labor-ManagementCitizens Committee. This was another first in Central Eastern Pennsyl
vania. Because of its truly remarkable record, other communities here
and throughout the country are adopting the Wilkes-Barre program almost
identically.
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Yes, the Wilkes-Barre area has a truly enviable record. It is
a dynamic area! It is like a child whose growth stopped Lbrie'f|ywhile
his body adjusted itself and since has matured and grown still taller.
You know all these fine accomplishments. But who else does? So
once again we return to the Master Key.... to our well-informed, active
citizenry.
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You should be encouraged aboutrecent past activities. You should
be encouraged to speak before as many groups as possible. You should
make every effort to inform and enlighten the indifferent and the hostile.
You should then, in turn, encourage them to also talk up the many assets
of the Wilkes-Barre area. You should encourage talks to people outside
the area - your progress here has been too good and too outstanding to
allow the knowledge of it to remain here within your own minds.
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Communities, being human institutions, always respond: tocforedfuj.,
enterprising, imaginative, and intelligent leadership. Mediocre leader
ship, on:the other hand, will attract only the careless, the unanimated,
and the indifferent.
With able leadership at the helm, community potentialities can be
visualized and projects guided so that advancements on a civic scale will
be more satisfactory than if adjustments are allowed to follow their natural
course. When a community uses its progressive leadership as a spring
board to stimulate interest, action, and teamwork among its citizens, the
whole town becomes alive. When you inform and utilize your elected offi
cials, businessmen, union leaders, professional people, and workers, who
all have a vital stake in your community's growth and improvement, then
your community vibrates with enthusiasm.
Your Master Key is working.
You will open the doors to even
greater economic development and community growth.
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WHAT LOCAL GOVERNMENT CAN DO TO PROMOTE
COMMUNITY GROWTH: MUNICIPAL SERVICES
by
David Walker, President
Walker & Murray Associates, Inc.
The topic assigned is rather an interesting one, and may be re
stated as follows: "What Local Government Can Do to Stimulate Growth
in This Period of Great Growth. " One of the things that government
must do is to understand its own problems. This is not always as easy
as it might sound. Understanding the problems of local government to
day is no longer restricted to police activity, removing garbage, paving
streets, and providing other certain features of government that have
been old shop for a long, long time.
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Local government, along with state and federal government, faces
many, many different opportunities and challenges than it did just a few
years ago. In fact, local government has moved into a position where
it must make its contribution to the sum total of American growth in
such a way that it has to undergird the growth of the state and the nation.
I am convinced that unless there is a strong local government there can
be no really strong state or federal government because it is essential
that the good come up; it cannot be successfully superimposed.
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Good government at the local level is often the subject of mis
understanding. You might appreciate how this misunderstanding can
happen. One such happened on the fifth hole of my own country club.
A foursome came up to the fifth tee, where there was a gentleman hit
ting a ballabout nine feet in front of the markers. In the foursome was
a member of the club's golf committee. He went up to this gentleman
and said, "Now look, this is a gentleman's club. You must be a new
member, we don't know you too well. These markers are here for a
specific purpose. The rule is crystal clear, you hit either at or behind
the markers. If you hit in front of them you are cheating only yourself.
It is like cheating in solitaire." He continued to lecture this fellow, and
whenhe ran down, ::the gentleman said, "I have three things to say to you:
First, it is none of your business where I hit a golf ball; secondly, I
don't like you; and third, this is my second shot. "
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Well, local government today is having its second shot at an un
derstanding of what you do to promote golf: they have to be a little ahead of the markers. If they aren't, they will suffer from the competi
tion of the towns which are a little bit ahead. It would be presumptuous
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�on my part to stand here and talk to you about efficient police work, or
how you go about doing a really good job of collecting trash and garbage,
or how you set up your own codes and administer them, because there
are people in this room who, I am certain, have a great deal more tech
nical knowledge of how these things are accomplished than I ever will
have. But I do think that I can talk to you about what I think is essential
for growth--a characteristic which, if local government does not have
it, it must acquire. This is the moral and political courage to face the
opportunities and the challenges of today.
Let us look at our local political subdivisions. In your own mind
you can recall certain sections of your own town which desperately
need understanding, sympathy, and attention. Regardless of how wealthy
a political subdivision may be, thirty-five years of two major wars and
a major depression have polluted these towns, cities, and boroughs to
show the effect of the absence of private capital investment. In this
great section of the country, there is also the problem of a dying or at
least a sick industry. This has, therefore, compounded the problems
and unlatched the challenges of local government.
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Atmosphere is probably one of the most important and essential
characteristics in a government that is desirous of a growth program.
This type of atmosphere creates faith and demonstrates a willingness
of the people to assign objectives when acting as public officials. If you
do a good job, the results will be well worth the effort. I hesitate to
say this, but one of the essentials of good local government desiring
growth is an attitude and an atmosphere on the part of those holding of
fice that the next generation is indeed more important than the next election. If this is true, then you must outline a program of objectives.
One of the objectives must be the rebuilding of the physical plan
of the political subdivision to the point where it will produce the kind of
tax portfolio that will permit the local governing body to operate on a
sound economic base. In many cases it is not only a refurbishing of the
existing physical values, but also the restoration of those values which
by obsolescence have been slowly becoming a liability on the tax port
folio rather than an asset. This means having the moral and political
courage, for example, to embrace a comparatively new program such
as urban renewal or redevelopment.
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I am not going to talk to you about the details of that program.
However, in capsule form, urban renewal is nothing more than a law
that was created in the interest of the elimination of slum and blight.
It is to provide land to be offered to private enterprise on a competitive
basis with the land outside the land-locked physical boundaries of a po
litical subdivision--a city, town, or borough. Yet this is only one-half
of urban renewal. The other half is the most important part and the
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partin which we have not made the progress we must make. It is a ve
hicle for carrying forward the rehabilitation of existing values, thus
bringing about a new mortality for the homes, commercial, and indus
trial units that already exist within the physical and political boundaries
of towns. While this program is just about a decade old, we have not
yet found any adequate answers to the problem of rehabilitation. We
have had a great deal of conversation but very little performance. This
is because we have not yet convinced local government and private fi
nancing groups that it is a worth-while endeavor. Not only for the good
that it develops, but also it is a worth-while endeavor within the frame
work of the private enterprise profit system. There is no doubt in my
mind that this will come about. It may take us a little longer because
we still do what we do by trial and error. We have no magic wand of a
totalitarian decision and ultimatum.
The next thing that local government must do if it wants to grow
is to recognize its great responsibility to be active in the field of sewer
and water. It is best to begin evaluating not only for this decade but
also for the next.
They must know where and how they will acquire
these very essential public facilities. As I go up and down Pennsylva
nia, in county after county the one thing that strikes me as requiring
immediate attention is this problem of good water, clean streams, and
sewage disposal. As our population grows the problems grow. Even
thoughthis may not require an immediate decision in the council cham
bers, nonetheless local officials have this constant problem before them
if the city or town they represent is to grow.
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I think the next thing that local government must do if it is to grow
is to recognize that we must weld a greater partnership at every echelon
between the public and the government. We can no longer assume that
behind a bureaucratic desk at the local, state, or federal level is an an
swer to all of the problems. Unfortunately, the people behind these
desks simply do not have the ability or the understanding necessary to
advance the kind of daring, bold planning required for the cities, the
towns, the boroughs, and the states to grow. Only by a combination of
the private citizen and the public official can you get the kind of a team
that is able and willing to face the kind of a game that has to be played
in this field of growth. We know our population is growing, but we don't
know exactly where. The record today shows cities are losing popula
tion and suburbia is gaining it in great numbers. But I would suggest
an examination of the word suburbia. Itmeans anarea which surrounds
an urban core. An urban core is an important practice in mental ex
amination. If the urban core (the little town, the little city, the big
town, the big city, the borough, whatever it is that serves as a core),
is permitted to remain cancerous and sicken, there is a very good
chance that the child suburbia may well prove to be a delinquent. It is
incumbent on the local officials that the core remain healthy, and that
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they present to succeeding generations the same kind of opportunities
that we want to believe can be found in our core political subdivisions.
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I think that local government, if it is interested in growth, must
be interested in a greater participation in all of the programs which are
being devised almost daily for accepting the challenges of today. These
programs do not come about by reason of governmental desires to con
trolpeople. They come about rather because there has been a constantly
growing recognition of the need. Urban renewal, area redevelopment
plans, or the rest of these things have not come about by a magic wand,
nor did they come about yesterday. They came about because there was
a growing recognition that these problems existed, and that someone had
to find some method of alleviating if not eliminating the adverse impact
that these problems had over the life of the community.
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Participating in these programsis essential if for no other reason
than a practice, a practice in the way of life that this country needs.
Local government should never be afraid to participate in these pro
grams. We should recognize that when we wanted to make this country
a great maritime power, we welded a partnership of government and
private enterprise. We did the same when we wanted to push our com
munications system westward. We did the same when we wanted to es
tablish our passenger service when we wanted to travel back and forth.
We did the same when we wanted to become a great power in aviation.
Thus, the forming and welding of a partnership of government and pri
vate enterprise is nothing new in this country nor something that should
startle anyone. It should be accepted on the basis of the objectives that
must be met.
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One of the objectives that must be met is an understanding of
where we are in the world today. As Secretary of Labor and Industries
and as National Commissioner for Urban Renewal, I enjoyed two very
wonderful experiences. One was having the delegations from the free
and undecided peoples of the world to my office and desk; the other was
a reaction of how truly great this country is, where its basic strength
is, and where it will remain. These delegations that came from the
free peoples of the world were naturally interested in our material aid.
This was inevitable because they were the have-nots of the world, but
they were just as interested in the kind of thing that made this country
great--the spiritual kind of thing, the idea that made this country great.
And when you get around in this country, and see, particularly this
industrial miracle which is Pennsylvania, you begin to realize that what
makes it great are people in local political subdivisions, people in towns
and cities and boroughs and farms and what have you, in other words —
people. Local government must have a crystal clear understanding that
the greatest asset of government at any level is the people within that
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political subdivision. Included is a combination of their ability, and
their determination to get ahead with the problem at hand.
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Local government today is one of the great undergirding factors
that keeps this nation strong. That we will grow or prosper will not
depend on what is superimposed either at Washington or Harrisburg.
Our progress willultimatelybe assessedby what emanates from WilkesBarre, Scranton, Hazleton, or you name the city. Never has there been
a successful superimposing of other ideas of faith or confidence. This
faith and confidence must come from within, and it will come from with
in when local government and local citizens have a real understanding
of the challenge.
The challenge that we face today in a world market of ideas is a
real one, and only our collected ability and determination will meet
that challenge and prove that our way of life is the way of life that people
should want and will seek.
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WHAT LOCAL GOVERNMENT CAN DO TO PROMOTE
COMMUNITY GROWTH: EDUCATIONAL SERVICES
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Dr. George Young, President
Surface Process Research and Development Corporation
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In this part of the first session, I would like to briefly explore
with you one aspect of the responsibility of our local government and
its citizens to foster and develop those educational services that can
create an effective climate for community growth. When Hugo Mailey
invited me to discuss this topic, I spent some time in assessing the role
that our local schools and colleges were currently playing in the com
munity. While many problems do indeed exist--these for the most part
are well recognized--and, at least in part, aggressive attempts are be
ing made for their solution.
Rather than enumerate present educa
tional requirements--an area that should be familiar in detail to most
of you---- 1 wouldlike to discuss certain requirements of the near future
as they may be dictated by changes occurring in our national purpose
and in our national economy. These changes---- either directly or in
directly---- will eventually reflect on your responsibilities as commu
nity leaders. Since our company is playing a direct role in a part of
this change as a technical advisory group to one of the service organi
zations, I have a special interest in the topic as it applies to our area.
Certainly, we are not strangers to change nor to adapting to it.
Indeed, our country has been a leading force in promoting advancement
and progress.
Yet, in this decade we find ourselves in a position of
vicissitude that is unique. Since the mid 1950's we have been caught,
up in a series of events involving a rapidly accelerating race for tech
nological superiority. The winning of this race has become a primary
objective of our national government and of our major industries. These
facts are evidentto all. However, what is perhaps not fully appreciated
by many local officials and community leaders is the implications in
volved. The rate at which technical progress is being forced upon us
by both government and industry---- of necessity if we are to remain ahead in the race for technological superiority---- and the unprecedented
magnitude of the expenditures involved are presenting new challenges
to local governments to keep their communities participating in a fair
share of the growth of the national economy.
Currently, the federal government is spending vast amounts of
money in an effortto accelerate our space program. Even larger sums
are being ear-marked for highly complex projects designed to bolster
our national defense. Space exploration and military programs, al-
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ready ranked as major industries of the country, hold every promise to
grow considerably larger. Private business, prompted in part by the
government, also is finding itself in a similar competition. New in
dustries of a highly technical nature are being created to meet govern
ment demands and to capitalize on the progress made in the government
programs.
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Here we may inquire, what does this change in national purpose
imply for the majority of communities, like Wilkes-Barre, that are not
now engaged in space research or major military programs? What we
observe occurring in Massachusetts, Texas, and California today is the
precursor to a vast increase in technological growth to be experienced,
by this country---- a change that will occur throughout the country as
government programs expand and as industry seeks greater technologi
cal sophistication. Those communities that can attract forward-looking
industries and provide an integrated approach to technical progress will
enjoy affluence. Those communities that cannot meet this challenge may
well have to contend with a second-class economy.
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In brief---- either we will attract those industries and activities
that play some role---- direct or indirect----- in this effort to achieve
technological superiority or we will not receive our full share of the
national economic pie.
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The order of magnitude of expenditures for technological pro
gress and the rate at which it is being achieved and integrated into our
industrial potential are beginning to have a profound influence on our
economy. For example, this year nearly one billion dollars in govern
ment funds for space and military programs will be poured into the in
dustries and universities of the Boston area. Houston, Texas will ex
pand rapidly with the establishing of a new manned space craft center.
Many California communities will continue to grow and to enjoy an ex
panding economy as over a quarter of the government funds for space
and military programs are awarded to technical firms and universities
of that state. Indeed, such governmental and industrial programs de
signed to achieve technological superiority for the United States are al
ready producing major population shifts and pronounced changes in the
requirements for employment in those communities in which they are
centered.
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Now, how do we compare as a state and as a community with the
national average in this effort? In the last fiscal year this state re
ceived 3. 6% of all military procurement contracts and something less
than this ofthe total research and development effort---- some700 million
dollars in all. According to the population distribution we should have
received almost double this amount---- approximately 1. 4 billion dollars.
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This should be a warning that Pennsylvania--particularly Northeastern
Pennsylvania---- is deficient in some very basic areas. Wilkes-Barre,
based on its population, should have received---- either directly or in
directly---- some 11 million dollars in government funds for space or
military procurement and research---- if we were participating equally
in the national effort for technical progress.
This is nota suggestionthatthere should or will be an equal dis
tribution of government funds to all areas
however, we seem to be far
enough from the national average to have cause for concern---- concern
because business activity and growth appear to be paralleling the dis
tribution of these federal funds---- both being greatest in those forward
edge communities where money, brains, and skilled manpower are lo
cated. We are concerned not so much with the number of industries we
are attracting, but the type.
Now let us turn our attentionto the role educational facilities can
play in furnishing two of these three elements---- brains and skilled man
power---- judged necessary to meet the challenge of this age.
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First, consider our local colleges. We are going to require a
considerable amount of help from our colleges---- and they from us----in the future. If we are to succeed in effective community growth, they
must furnish much of our basis of technical strength and certain of those
elements of leadership that will be necessary. One critical need that
can be served by our colleges is that of establishing areas of technical
specialty and of encouraging research and development activity. As an
example of what research and development potential can mean to a com
munity, the following are excerpts from the New York Times concerning promotional advertisements for the Pittsburgh and Boston areas.
"Electrifying Change in Boston---- a report on research
and development". "The economic vitality of Greater
Boston is due to many factors, not the least of which
is its pre-eminence as a center for research and de
velopment".
"Research and development facilities and a strategic
location lead to expansion by Westinghouse".
"They
(Westinghouse) are located in the heart of a group of
prominent colleges and universities---- ideal climate
for research and development".
On a somewhat smaller scale, this community must furnish a similar
climate. We should enable Mr. Malloyto employ similar copy for PP&L
ads about our area. It is certainly a tribute to the astuteness of the ad-
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ministration of Wilkes College that such a need has been recognized and
thatthe new Wilkes College Research Center will be under construction
this fall. The need cannot be overemphasized for this facility in pro
moting the interests both of Wilkes College and of our community.
Another area---- perhaps an obvious one----- in which we will re
quire help from our colleges is in providing a local source of the scien
tists, the engineers, and the business personnel our community willrequire. I believe it will be essential that an expanded graduate program
in the sciences and possibly a complete four-year engineering curriculum
be offered---- when feasible for our colleges to do so-----if we are to ob
tain needed technical per sonnel to attract aggressive new industries and
to encourage the growth of our present industrial complex.
Now the crux of our topic---- How can local government encouragethe establishment of these educational endeavors necessary to com
munity growth? Faced withmany other problems, suchas meeting their
share of the anticipated increase in college enrollment, the require
ments of providing leadership in research and development activities
and of increasing their facilities for technical education will place an
added burden on the already heavy financial load carried by our col
leges. In promoting educational programs that will directly benefit the
community as a whole, local college officials should be able to call for
---- and expect to get----- community financial support. One possible ap
proach that has been extremely effective in other cities---- and might
well be effective in our case---- is the establishment of an industrial
college fund raising committee to seek financial support for certain col
lege programs from local industry. If such a committee were judged
desirable for our community, local government could be a major factor
in assuring---- through direct influence, both personal and political----the support and prestige and thus the effectiveness of this group.
Effective research and development potential and aggressive
programs in science and engineering as might be established by our lo
cal colleges could contribute greatly to an ideal climate for community
growth. However, many other elements are also needed.
Quoting again from the newspaper clipping pertaining to the
Boston area---- after referring to the hundreds of scientific and engi
neeringfirms---- "andlittle wonder, when one considers thatthe Greater
Boston area has more than 32, 000 scientists and engineers whose ef
forts are reinforced by some 363,000 skilled technicians. " How many
really skilled technicians does the Wilkes-Barre area train each year?
This then is another type of educational facility which we might
consider---- our technical high school and our associate degree programs.
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�The level of competence required of a modern skilled technician ex
tends beyond that offered in our present technical high school training.
Yet, there would appear to be certain advantages to having such train
ing a part of that program. Several approaches are possible in attempt
ing to provide education and specialized training for an elite group of
highly skilled technicians.
One might propose the integration of the
roles of both the present technical high school and the associate degree
program of the local Penn. State Center into a single six-year course.
This approach would appear to offer the most effective use of the com
bined facilities and would give a unity of direction to the task of educat
ing and training skilled technicians. Another approach might involve
extending the present technical high school training through a combina
tion of higher level courses and of an industrial cooperative program
similar to the kind which has worked so successfully at the: college level
in engineering---- a cooperative program involves spending part of the
academic year working in selected industrial groups in the specific area
of specialized training. Such a program---- which might be a five-year
course---- if effectively supported by industry, could provide for students
both high level training and incentive to master more advanced courses.
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Whatever approach to this problem of providing skilled techni
cians is suggested by the Superintendent of Schools, it probably will'be
necessary that the level of training be considerably above what is pres
ently being offered and in a larger number of technical areas. Again,
how can local government help? In this case, much more direct action
is possible. Complete non-partisan support of the Superintendent of
Schools in endeavors that are commonly agreed to benefit the commu
nity and securing financial support for bold experiments in education
at the state as well as the local level are obvious measures. Again, a
better acquaintance betweenlocal government and local industries could
be important---- if an industrial cooperative program were established----in securing industrial cooperation.
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I have discussed only the two of our several educational facili
ties that should be most directly involved in a community effort to share
in the technical and economic growth of the nation. Needless to say the
other facilities---- high schools, adult education, and retraining pro
grams---- will have to keep pace.
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In summary---- these are the major points I would like to emphasize:
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Certain rather basic changes are occurring in our economy
as a result of the national effort to remain ahead in the race
for technological superiority.
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��INTRODUCTORY REMARKS
Second Session
Wilbur Shorts, President
Home Builders Association of Northeastern Pennsylvania
Thus far this afternoon, we have approached this major problem
of Community Growth from a broad base, and then we looked at two
specific phases of the over-all problem.
But quite often, we hear
people say, "They ought to do something." However, if one presses
the issue and asks for a definition of the word "they" the answers are
usually very vague. And about ninety-nine times out of one hundred,
the person who made the statement never includes himself in the "they."
This condition points out one of the purposes of this Community
Growth Conference. Not only are we interested in what official and
semi-official agencies can do about it, but we should also be concerned
with what we as individuals can do about it.
As Home Builders, my organization has long been concerned with
community appearance in a specific way--the types of homes that we
build. Therefore, our next two panelists should provide some helpful
hints as to what we, as individuals, can do in the area of Community
Growth--both from the viewpoint of attitude and how to take action.
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�WHAT THE INDIVIDUAL CAN DO TO PROMOTE COMMUNITY
GROWTH: COMMUNITY ATTITUDE AND APPEARANCE
by
David Bogdanoff, President
Jefferson Valley Corporation
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It is very easyfor me to getup and make a speech in Westchester
County asa builder because atthe snap of a finger I can getup and make
a rip-snorting speech about the lack of social orientation in our planning
program, in our zoning, and in our restrictive regulations. These are
producing a band of isolation around New York City which is preventing
the middle-income growing population, elderly people, and young family
formations, from finding necessary home sites or homes in the suburb
an areas.
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Our communities have all reached this point in this suburban ring
around New York City, which by the way has undergone a tremendous
growth impact over the last decade. Our communities are looking for
this well-defined type of polite industry and office researchlaboratories
such as IBM, Union Carbide. The bidding gets a little tighter, a little
less obvious perhaps when you get below the level of Union Carbide.
But they are very interested in taking the tax assessables without tak
ing the housing problem of the people who will work in these industrial
establishments. They want to avoid the problem of school taxes and
the problem of congested areas. They want to avoid the entire problem
of community growth in terms of a growing community encompassing
the entire zoning pattern, encompassing the entire broad spectrum of
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In the New York City area we have the reverse of your problem.
At least, temporarily, we have the reverse of your problem. In the
New York City metropolitan region, we have a population of 16 million
with an anticipated growth of an additional 6 million by 1985. This
growth ata time when we know that the major cities in their process of
renewal must lose a half-million people from their impacted congested
areas. We know that this growth is going on, and when we meet at com
munity growth conferences, such as this, the interesting part of the
discussion, on the part of most of the agencies other than the builder
such as myself, is, "How can this growth be prevented?", "How can
this growth be diverted to us in terms of tax assessables?" We want
the polite industries which our planning commissioner, Cy Shulman,
hasdefinedas "those whose buildings are all underground, whose people
come into the buildings by tunnel, and whose products are used right
within the building so that they need no trans-shipment. "
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�the population that makes up an American city. So it's easy for me to
have won the reputation in Westchester County of being an interesting,
perhaps insane, type of maverick who is willing to walk into a commu
nity or to workin a community with the hope of developing a more com
prehensive approach, suggesting a more intelligent long-range approach,
or jokingly teasing the supervisor of an adjoining community as to his
exclusiveness.
Buthere in Wilkes-Barre your problem is the problem of a com
munity that wants to grow.
Your problem is a community which is
heroically, or has already heroically, adjusted to the dying out and the
moving out of your one major industry--the coal industry, and your de
termination to overcome this situation and to redevelop your industry
and in the process to redevelop the community.
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So, I am placed in the embarrassing position, although a very
happy one, of not being able to fight you--I have to work with you. I
have to prove that, having fought in my community for what you people
are doing, perhaps I know a little bit about the business of how it might
be done. I think you had better be the proof of that after I get through.
Suffice it to say that driving through the area seeing this determination
and listening to the previous speakers has been an extremely exciting
experience up to the moment.
I wouldliketo gointo one aspect of community growth which, per
haps, has not been touched on by the other speakers.
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The subject matter that I would like to touch on is, "What kind of
a community do you want to have grow?" You see, you have a commu
nity. Wilkes-Barre is a community, I imagine today of some 60 thou
sand people.
Interestingly enough, our Jefferson Valley Project, in which we
are working a seven-hundred acre area, was a cooperative approach to
planning a forty-two-hundred acre area. We felt that the ultimate de
velopment of this forty-two-hundred acres would be the development of
a rather comprehensive community in a strategic location of West
chester County. We financed through the town the planning study for
the eventual development not only of our own seven-hundred acre area,
but of the overall community. This was a community which was 20%
developed at the time that we got into it, and we achieved the coopera
tion of the town of Yorktown in developing this planning study. It was
20% developed. Wilkes-Barre, which is just slightly larger than our
forty-two-hundred acres, is 80% developed. In our 20% situation we
have to do new construction for the other 80%. In Wilkes-Barre, to a
great extent, you have to renew a great part of the 80% which came be
fore you.
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It is about the reverse of the coin. We're assuming the growth
which is coming in. You people are preparing for the future growth and
also in the process are trying to redo your community in such a fashion
as to provide more amenities, more aesthetics, generally better living
for the community at large and a more attractive community for indus
try to come into.
The question then is: What type of a community? What approach
to this community can we develop which gives us any guarantees that
after we go through a renewal effort we have not produced an alternate
drabness which may already exist? What guarantees have we that our
new subdivisions will not produce what many of our subdivisions in the
metropolitan region have produced--a virtual desecration of the land
that was there before the subdivisions came in, sea on sea of multi
colored roofs, practically no open space, practically no recreational
areas in lands which were virgin lands not more than 10 or 15 years
ago?
I think an examination of the kind of community the people in
Wilkes-Barre and the environs of Wilkes-Barre want to have is a pre
requisite to the planning and to the ultimate execution and development
or redevelopment of the area. I do notintend to develop any philosophic
approach as to what constitutes an ideal community. Nor shall I attempt
to define an ideal community. Perhaps we have come to this point in
our experience as a nation and in our condition as people where the ap
proach to anything that we want to do is an approach which rejects
poverty, drabness, and mediocrity as a condition to our existence.
Where poverty, drabness, and mediocrity do exist: (1) a new social
spirit has to be developed which denies it, which takes steps to change
it, which makes plans to renew an area which engenders this kind of
depressed spirit; and (2) the plans that are engendered for the recon
struction, renewal, or new development are plans where the amenities
of living and where the designing criteria are in the direction of build
ing a community which makes us proud as well as comfortable. This
is no difficult taskalthough it might sound like the most high-sounding,
silly idealism.
In our little community in Jefferson Valley we are building the
least expensive homes in the metropolitan area. These homes range in
price from about $18,000 to $21,000, which strangely enough for the
metropolitan area is the cheapest in terms of single family housing that
is available, unless you go down to Idlewild airport.
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Nevertheless, the community that we developed there was able to
win the national subdivision awardfor I960 as the best subdivision in the
country. The interesting corollary is that we most probably did our
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work more cheaply than any other subdivision that I know. We ap
proached the land with a respect for the land. We approached the home
that was going to be placed on the land with a feeling that a home should
belong to the land and should fit into it. We also felt that we shouldn't
slice off the mountain to put a flat piece of house on it, we shouldn't
build up a mountain in order to get a high view, but we should roll with
the punches and design with what God gave us and see how it turned out
in the end. In this particular case, it turned out rather well.
This type of approach in Wilkes-Barre is the most natural thing
in the world. The one thing that you have least of, in the undeveloped
areas, is flat land. In these rolling contours this type of approach is
the easiestwayto develop good subdivisions andto develop communities
that people will be proud of. In order to approach either subdivision
planning or renewal, one thing is of the utmost importance: the realiza
tion that the old laissez-faire philosophy of our country no longer exists
in the construction industry nor should it be allowed to exist in the con
struction industry.
In a discussion with Wilbur Shorts justbefore lunch, he told me of
the amount of work the members of the local home builders group are
doing with the various planning agencies. This is a very good move.
It is indicative of the fact that we as builders realize that we are exist
ing and working within a competitive framework.
Butin any industry, and especially in the building industry, if you
allowit to operate under its own standards and withonlyits own controls,
the tendency under strong competition is that every one reduces down
to the lowest denominator. Everyone is forced by competition to the
operating standards and techniques of the most marginal and the poorest
of buildings. The net result of this condition is there must be zoning,
planning, and building codes. The communities must assume leader ship
in planning ahead of the growth program so that newly developed neigh
borhoods are protected in their creation as well as in the future. Also,
the aesthetic pattern created is something known in advance.
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Therefore, the interaction between the builders and the planners
on the question of setting up zoning standards and zoning regulations
and planning commissions in this area is most important in protecting
the nature of the communities that will develop. But there is a second
factor that I would like to dwell on, and that is the question of the City
of Wilkes-Barre itself.
Obviously there are not likely to be any subdivisions or any exten
sive amount of single-family building because of the lack of land. In
the City of Wilkes-Barre there is a wonderful opportunity for a renewal
and a redevelopment which does not exist in very many places.
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: Firstly, the people are not under the pressure of a terrific hous
ing shortage which exists in so many other areas that are impacted
either by new industries coming in or by general growth problems de
veloping all around them. You are not forced to operate in a situation
where it is practically impossible to relocate one family while you tear
down buildings and make room for a renewal program. You can work
more calmly, and you can work more leisurely.
Secondly, you have a much broader area in which to operate be
cause there is a spread in many different sections of the community of
the residue of old periods of housing that goes back into the nineteenth
century. You have a broader program of work and a broader approach
to community renewal than exists in most communities.
There has been a tendency in many of the renewal programs in
our area to accept the economics of the program as the major factor,
or to forget what the community is going to look like after the old one
has been torn down and the new one erected. This could become one of
the greatest crimes of history.
The renewal program so ably described by Mr. Walker gives us
an opportunity which we may have only once in a lifetime. In the re
development of some of the depressed areas, the end result produces a
new spirit of vitality through its architecture, through its social orien
tation, and through the attitude of the people who are going to live there
or work there. This new spirit of vitality is a combination of planning
consultant, architect, builder, and community leader, and it breathes
new life into the community.
This spirit of vitality is not a drab low income housing project,
or a drab middle-income housing project, or a drab F. H. A. project,
or a new factory. It is possible for this community because of the num
ber of tools available in federal housing, and in grants of one sort or
another. It is possible for this community to come out with an end re
sult that would produce a vital Wilkes-Barre. I am sure this is the in
tent and desire of this assemblage.
But this means that you must
approach renewal with that spirit, you must get your architects working
with it, and you must go down to some of the agencies already mentioned.
We had the pleasant experience in New York recently of telling the gen
tleman in the agencythat if we have to produce bad architecture because
he wanted a $27. 00 rental and would not accept a $27. 50 rental, then
either the regulations would have to be rewritten or he would have to
find another developer. We were extremely happy to find that the regu
lations were rewritten. To be accused of bad architecture in a govern
mental agency is almost as bad as being a personal friend of Billy Sol
Estes.
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�Let me conclude with this statement. This group, obviously,
represents the higher echelon of the spirit of Wilkes-Barre. If the
feeling that has been expressed in this Community Growth Conference
is indicative, and there exists the possibility of this spirit filtering
down to the people, then tremendous things can be done. They cannot
be done unless this spirit filters down to the people. Accomplishments
cannot be made unless they become something that the people demand.
The statement made concerning the rejection of poverty, medioc
rity, and drabness is something that the entire community has to feel.
When they feel it, a dynamic political leadership is created, and with
dynamic political leadership the results in renewal programs, in com
munity growth programs, and in generally achieving the ends that people
have been searching for are usually tremendous.
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�WHAT THE INDIVIDUAL CAN DO TO PROMOTE
COMMUNITY GROWTH: CITIZEN ACTION
by
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Edwin H. Folk, Executive Director
Citizen's Council on City Planning, Philadelphia
The topic of this session is what the individual can do to promote
community growth from the aspect of citizen action. Frankly, the indi
vidualcan do very little to promote if he remains an individual, strikes
out on his own path, avoids contact with others, avoids organization,
and avoids getting into situations where he may have to sacrifice some
of his own individuality for a better organized approach to the problems
of community growth. For example, there was a supreme court deci
sion in New Jersey not too many years ago in which a township zoning
ordinance was thrown out because it had established a rather large mi
nimum lot size for lots in new developments. In fact, the minimum lot
size was larger than the largest lots than in the township.
The court
simply could not understand why the residents of this township felt
themselves so inadequate that they had to have only better people there
in the future. There is a lesson in that.
Although I have been executive director of the Citizens' Council
on City Planning in Philadelphia for only six months, the organization
is known nationally as one of the truly responsible and effective citizen
organizations for urban planning in the country.
I cannot take credit
for this, it belongs to my predecessor Aaron Levine, whom many of
you may have heard before.
It would be possible to discuss the or
ganization at great length.
It represents the work that has been done
over the past 20 years by some of the outstanding citizens of Philadel
phia (and some of the not so outstanding citizens) who have devoted
time and effort to promoting a better under standing of community planning--what it is about, how it is done, and the necessity for rapping
the knuckles of those planners who sometimes get out of line.
There are some lessons in the Philadelphia experience that are
worthwhile noting and I would like to mention just a few of them to you.
First of all, when the Citizens' C ouncil on City Planning in Philadelphia
was organized in 1943, Philadelphia was perhaps the least respected
major city in the United States. I had just come from Youngstown, Ohio,
where the vaudeville actors used to announce that the first prize would
be a week's vacation in Youngstown, and the second prize would be two
weeks' vacation in Philadelphia.
These gags would not mean much in
Philadelphia any more, because people are demanding of their govern
ment a better level of service, they are demanding of themselves a
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�higher level of performance, and they are demanding of their planners
answers to their problems instead of panaceas--beautiful pictures and
the like.
In 1943 a group of young lawyers organized a small group whose
sole purpose at the time was to get a planning commission organized
and to see that the planning commission was adequately staffed and had
an adequate budget. This was not an easy job. These men, who were
probably called young radicals or something of the sort, faced a very
difficult situation--government in Philadelphia was at an all time low
ebb. The city was disorganized, public services were at an extremely
low level.
While industry had not yet moved out, it could hardly wait
until the war was over and materials were released so that it could move
to the suburb or the south or anywhere but Philadelphia.
This group
found that it had remarkable success in getting established as an ade
quate planning commission in about six months.
It also had what was
considered at the time a substantial budget.
Having accomplished their immediate goal, the fir st reaction was:
Now that that job is finished, let's do something else and not worry about planning. Some of the more intelligent members felt that if a citi
zen organization is to be effective, and if planning itself is to be effec
tive, citizens cannot simply set up a planning agency and then ignore it.
The planning agency, particularly in the 40's (even today if we scratch
very deeply), was considered just a little bit foreign to our traditional
concept of government. Here are specialists who are telling us what is
wrong with us, who are giving us guidance on what we should do, or who
are pushing us around. Although it receives much lip service, we still
do not like the term planning when we are given the pinch.
This group decided to organize a program of trying to continually
explain to the public what planning is about; trying to carry through to
community organizations the work that the planners were doing; and
explaining the work in order to make planning a real and vital issue in
local communities.
Basically, the approach was to take to city hall
community groups which had planning problems, and to take to the com
munity groups the city officials who were doing the planning.
In 1952, approximately nine years after the city planning agency
came into being, there was a great change in the government of Phila
delphia.
A group of young and rather vigorous men came into office
with ideas of how government should be operated, and how planning
should be done.
These people brought in to the city a top flight group
of city officials who were recruited from wailing cities across the coun
try that had lost their traffic engineers, water department heads, and
the like to Philadelphia.
In addition, the new home rule charter was
adopted. Thus, in 1952, Philadelphia government was brought into the
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�twentieth century for the first time.
The planning effort was taken out
of the purely physical, beautiful and picturesque civic center design
school of planning and placed into active planning.
One of the major accomplishments in the 1952 charter amendment
was the establishment of our capital program and our capital budget.
Today we have a very highly developed system of capital budgeting for
a six-year period which tries to guarantee: that the government re
sources are used properly; that we get the improvements we need when
we need them; that the extra luxuries are brought along in reasonable
time and are provided only when they appear to be essential.
One of the key factors in the effectiveness of the city planning
operation and of the capital program has been an effective continuing
review of the capital program itself.
Each year the Citizens' Council
holds a series of 40 to 100 luncheon meetings during the summer months
at which we review every project that is proposed for construction in
the city of Philadelphia for the coming six years.
This normally re
quires that the citizen members work extremely hard going out to the
community to find out what these projects are and what effects they will
have on the city.
In pulling together the eventual report they become,
as the mayor of Philadelphia says, the city council's secret weapon or
number one weapon to use against the planners.
We start out promoting planning
Here we have gone full circle,
and we end up criticizing planning,
This is another aspect of citizen
organization. Although you begin by promoting planning, if you are not
careful, the planning operations may grow further and further away
from the real problems.
As a result citizen organizations become
critics, promoters, and educators in the field of planning.
The expe
rience in Philadelphia is one that may or may not be generally appli
cable throughout the country.
All cities do not have a citizens' council on city plannihg, since
not every city needs one.
Every city does need an organization made
up of individuals, of community organizations, neighborhood associa
tions, garden clubs, civic leagues, the business community, and in
dustrialists. This organization is to promote an understanding of plan
ning, to criticize plans that are made, and to point the way to the plans
that are needed in the community. Specifically, there are a few things
that could be done by an individual who is interested in theproblemof
community growth, community development, and community planning
and who feels that citizen organization is an answer to this problem.
There are a few things that our organization has learnedthat I
would like to pass on to you. First of all, it is absolutely essential that
people who become involved in a citizen's organization learn aboutthe
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real problems of the city.
A typical citizen's organization is usually
started to oppose something or when something is going wrong.
How
many citizen organizations do you know that have been started to fight a
shopping center in a residential district or to oppose the development of
a new subdivision of so-called substandard homes or a garden apartment
. project? This is normally the way citizen organizations get started and
this is normally the reason that they do not get very far. It is very
difficult to keep up steam against something. Sooner or later the deci
sion is made on a basic issue that has brought the group together. The
organization then disintegrates unless it can get into the real problems
of the community and start learning about them. It is not an easy opera
tion, since it is not easy to learn what is going on in the community.
The one place not to go to find out what is going on in the commu
nity is the city planning office.
Planners are concerned today with
problems of the city as they see them rather than as they really are.
To learn about city problems, go to the planning director's office and
talk to him awhile and also talk to the planning commission. However,
concentrate more on the operating department heads of government
You may discover rather frightening things at this level: which sewers
flood when the rain is one-half inch, one inch, or two inches; how many
streets are unpaved in the poorer areas of town; and where police serv
ices are not provided after certain hours of the day because it is too
dangerous for the police to go in.
Then go to the politicians. There has been a tendency to overlook
the role of the politician right down to the precinct leader, and the ward
leader, overlooking the knowledge they have of the localized community
problems. We tend to forget that the politician cannot live very long on
theory. He has to do something that not many of us would like to do very
often, and that is have our selves voted on every four years or every two
years, depending upon the election period, Think about that for a while.
Would you every two years want to have your name put up for approval
or disapproval? It is a tough proposition and as a result these people
know a lot about their community. They may not have a broad view, but
they do have a depth view of specific immediate problems.
After you have consulted with the city officials and the politicians,
go to organized community groups and to the neighborhoods.
Find out
what they feel their problems are. Talk to people.
You will probably
finda much higher degree of sophistication and knowledge of real prob
lems in your community than we professionals have a tendency to be
lieve the public has.
lems,
large.
After you have devoted all the time you can to studying the prob
organize.
Organize yourself into a civic group, be it small or
Discuss your problems with others. You will soon find that you
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are not alone in this--there are many of these organizations.
Every
where you turn there are groups thinking and studying problems.
The
danger in this is that there are many groups that are discussing prob
If you find a feeling in your community
lems without studying them.
that problems must be solved and that your approach is not being used
by the government and planners, organize a citizen's committee for
planning and development. As you do this, be sure it is not all people
There is a great temptation to set up a group in which
like yourself.
everyone agrees with everyone else, There is nothing more futile than
this kind of group.
The strength of the Citizen's Council on Planning in Philadelphia
lies in a group cross-section of our community.
We are dominated by
no single group. We have achieved a balance of industry representation,
a surprising group of professionals who are interested, including plan
ners in and out of government, community workers, social worker s, and
just plain interested citizens.
When the group is assempled, try to get adequate technical staf
fing. This costs money. Where are you going to get the money that you
need to carry out this program without selling out your soul to those
who give the money? This is not an easy job, but a formula can be
found.
A typical approach used in most cities in the early days is to try
to get money from Red Feather agencies, United Fund, or groups of that
type. Quite often they show an interest in this kind of activity.
But in
the city I just left, Youngstown, Ohio, we were able to raise a fund of a
quarter of a million dollars for such an organization in the period of two
months without any solicitation. We wondered what would have happened
if we had asked people for money.
They are on a second drive now to
see what will happen.
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Finally, when you are organized, set your goals. Know what you
want to do, demand the highest level of performance from yourself.
Sound programs of community development do not filter down to the citi
zens. They start at the citizen level and work their tortuous way up to
the government officials who are often slow to react to community lea
ders and who have too often refused to react to the problems that con
front them day by day.
Unless individual citizens in a community are
informed, alert, agressive, and willing to work, programs developed
at the top are going to look great only on paper.
As such, they will
provide an excellent record and the historians of the future on the fu
tile efforts that many of our cities made to save themselves in this won
derful decade of the 60's.
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INTRODUCTORY REMARKS
Dinner Session
Andrew A. Hourigan, Jr., President
Greater Wilkes-Barre Chamber of Commerce
Once again, the Chamber of Commerce is more than happy to
Not only to act as
participate in the Community Growth Conference.
sponsor s, but also to have a large representation of our membership
participate. Since the Fir st Annual Community Growth Conference, the
Chamber has continued, with renewed vigor, to seek a healthy, diver
sified economy.
Most everyone is familiar with the term Community Growth.
Today we have identified and discussed a few of the many aspects of
the problems involved.
The topic of the speaker this evening pro
vides a springboard for summarizing many of the ideas discussed today,
since emphasis must be placed upon teamwork.
Our speaker is eminently qualified to discuss this approach. He
has spent quite a few years in the field of urbanrenewal and redevelop
ment. He has been able to observe community growth from the point of
view of a representative of citizens' organizations, and from the local,
regional, and state governmental levels. His observations are bound to
be worth noting, since they stem from a wide area of experience.
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COMMUNITY GROWTH: A PARTNERSHIP
by
John P. Robins, Executive Vice-President
Old Philadelphia Development Corporation
One of the things that strikes anyone looking at the world round
about is the rapidity of change in our times. We see great cities in ef
fect change their face before our very eyes.
Areas which were fami
liar are suddenly razed and rebuilt. Great industries, which were once
a reliance economically of millions of people, suddenly become sub
sidiary reliances and are even sometimes pulled right out from under
us. We see a shifting in the economy, a shifting in the areas of growth
within our state, within our nation and it happens with amazing rapidity.
Another thing, we see these amazing technological changes which come
one upon the other.
It took generations to get us from the steam en
gine to the piston engine.
Now, in a few short years, we leaped from
the rocket to outer space in what seems like yesterday.
We find, then, that one of our great problems is our organiza
tional ability, our sociological ability, and our psychological ability
to adjust has to be speeded up to accommodate these changes.
Obvi
ously, we sometimes have the changes upon us before we have either
foreseen them or before we really understand their effects. Therefore,
there is a greater need for speed, a greater need for comprehension, a
greater need for technical skills, and a greater willingness to do new
things, to try new things, to take many calculated risks that perhaps we
would have been unwilling to accept more than a few years ago.
We also see in the world about us phenomena new in our time of
increasing urbanization. Of course, you have a great urban community,
yet you are sometimes unaware of it.
Certainly the census figures
don’t quite illustrate it. Actually, Lackawanna County, Luzerne County,
Schuylkill County, and Northumberland County form very much of a
metropolitan urban center although it is fractionated in many, many
municipalities.
That is true in the Philadelphia and the Pittsburgh
areas as well. The core city tends either to be stable in population or
lose population while the growth spreads in a great concentric ring
around it. Philadelphia for instance has only two million people now in
its core city and more people than that in the eight counties which com
prise its metropolitan region. And this phenomenon of urbanism is not
one that is restricted to the United States.
In fact, we are probably
more able to cope with the change than many other nations across the
world.
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The countryside in so many places is being virtually depopulated
and the drift of the unemployed, the unemployable, and the marginally
employed to great city centers is one of the dangers and difficult phe
nomena of our times. I grew up thinking that Mexico City, the capital
of the repulic of Mexico, was a city like Pittsburgh of about six or
seven-hundred thousand people.
A look at the present figures indi
cates six million, with one-eighth of the population of that entire nation
now concentrated in the one city of Mexico and in the federal district
which surrounds it.
In Calcutta, India, another phenomenon among
cities, the people come in from the countryside to the point where half
a million people actually have no homes and live in the streets home
less.
But in that tropical climate they are somehow able to endure-they don't live, they endure.
And you find this in Rio de Janeiro, you
find it in the cities of even more developed countries like Canada where
the growth is in Montreal and Toronto, the metropolitan centers, while
the rest of the country largely remains only stable, if that.
So we have a phenomenon that is international and therefore ap
plies to all human kind. And the question is: what can people do about
it? What can you do to anticipate change, what can you do to work
against the future, what can you do to try to meet the challenges of
this very complicated society which often seems to be slipping out of
human control?
The evidence is that people can do a great many things, in fact
the evidence right here in Wyoming Valley tends to prove that, A hundred years ago an observer who came to this valley would have said
that it lived on coal, on anthracite coal.
The only reason that it had
become developed and thickly populated with a million people was be
cause of this great storage of energy that took place so many millions
of years ago and was suddenly a profitable item for human use. If this
energy had not been stored under these folds of hills, then perhaps this
would have been a region of limited population, of small country towns,
of marginal hill farming, of timber something like our Poconos, or
something like the country in Sullivan Country to the west of you which
was never really thickly populated. But because of this great resource,
an urban civilization grew up around it.
Thenover a period of time this great resource slips out and what
happens? A hundred years ago what would have happened probably is
that the valley and the area, having been, deprived of its economic base,
would have simply over a span of time largely disappeared as a center
of population. Under this stern economic compulsion of unemployment,
the lack of funds, the lack of resources, out-migration would have
And you can
seemed to be the thing, and it would have slipped back,
The famous Virginia City, Nevada,
see it in western mining camps,
or in the Sierras in California, which were places in the gold rush
where ten-thousand people lived, are now shacks, ghost-towns, nothing
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left.
And that could have happened here.
However, today we now have a highly organized society which re
fuses to let such things happen again in our times.
And by the energy
of the people here, by the investment which was made here by them,
by the accumulated resources that were husbanded over the years, by
the diversification that took place, by the vast amount of state and
federal funds, drawn from the whole fabric of our society, that comes
in various forms such as public works, public employment, unemploy
ment compensation, soldiers' dependency benefits, and public assis
tant grants, a whole stratum is put under the economy which prevents
total collapse or prevents the classical kind of change. Instead it gives
And that is
you breathing time, it gives you living time to rebuild.
what you have done, and done most successfully under very great dif
ficulties.
The point would be, however, that this is a continuing problem
and while the problem in this area has been an older one, it is not a
problem, unfortunately, in any way unique nor will it be unique in the
future.
Cities like Pittsburgh, for instance, or Detroit had been the
symbols for heavy industry which have almost been the monuments of
our society--wealth, strength, and vigor.
Today they are faced with
an analogous problem. Steel, automobiles, and the other things which
we make and could make in great volume no longer require the labor
force that they once did. Consequently, even the Pittsburgh district or
the great city of Detroit is faced with an economic change that it will
have to come to grips with.
We have seen these shifts in our own time, and they are veryreal.
What can you do about the thing? One, you can try to anticipate. That
doesn't often happen. Being human beings, we are only concerned with
what happens next week, what happens next month, and perhaps what
happens next year.
People in public office and people in private busi
ness like to make the best of what they have rather than foresee the
worst.
The result is a tendency to some drift and some acceptance.
"We'll meet that issue when we come to it. " And so you can't com
petently predict that people will always anticipate their troubles. Nor
mally we wait till the troubles are at least largely upon us before we
are compelled into action.
But we have found that there are very good bases for action. By
bringing together the full strength of local government, state govern
ment, federal government, private enterprise, and people who feel and
believe and understand what is almost a mystic of working these things
together, then you can overcome these changes just as rapidly as they
come upon you.
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The whole history of evolution has been simply this--in the long
history of the world many, many species have arisen,, accommodated to
an environment, and when the environment changed, that species be
came extinct. That is why we have no more dinosaurs, that is why we
have no more mammoths, that is why we have no more flying reptiles
and many other things that once inhabited the earth. Conditions changed
and they could not change.
Today the fundamental law is that this is a period of great change.
When the times change, we must learn how to change with them and
change very rapidly. Now we do that in two ways. One is by knowing
that we can change our environment. In other words by realizing what
more advances are to come and what can be done with them, then by
setting about in common energy and common alliance to do something
with them.
I can give you a recent example.
For many, many years, the
Delaware River to your east has been divided by the states of New
Jersey, New York, Pennsylvania, and Delaware.
There was no co
ordination in its development.
Many people realized that much more
water would have to be husbanded although we were husbanding water..
The watershed should be improved and made clean by stopping pol
Also, we had great recreational resources that we weren't
lution,
using, and we had great industrial potential in this raw material--this
We had floods in the spring and hurricanes in the fall which
water,
caused loss of life and millions of dollar s in property damage. And yet,
by our weaknesses in our governmental and social fabric; by disputes
between Philadelphia and New York State; by disputes in the Pennsylvania
and New Jersey legislatures; and by disputes between the people who
thought that the federal government ought to be kept out and the people
who thought it ought to come in, nothing really was accomplished and
the drift that had occurred over generations continued.
Finally, we learned something.
We learned that it was possible
to bring the four states of this valley into a common agreement and we
learned that the states should not regard the federal government as an
enemy or as an opponent.
We learned that the federal government
should not regard the states as inefficient, incapable, or unconcerned
with the public interest.
As a result, in an amazingly short time (due
to very good leadership in the four governors' offices, in the Secretary
of the Interior's office and in Congressman Walter, Senator Clark, and
Senator Scott) we were able to get a compact through which binds us
all together for the next hundred years.
Then, by almost automatic
renewal, we will perpetually develop this resource and make it a great
asset to the areas which it is by nature created to serve.
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Incidentally, we are about to do this very same thing in WilkesBarre.
Mayor Slattery has been very active in this and so has Con
gressman Dan Flood.
We are about to attempt the very same thing on
the Susquehanna.
The Susquehanna is the largest undeveloped great
river valley water resource in the eastern United States.
And if you
take a map of Pennsylvania, and superimpose on that map the areas of
chronic unemployment, the areas of least economic development, the
areas with the most economic problems, it almost follows the Susque
hanna Valley north of Harrisburg with the exception of a small area
Now we are
around Pittsburgh, the Johnstown-Uniontown district,
about to put together the same kind of an interstate federal compact with
Its purpose will be the developsome variations in detail and form.
ment of this river valley, the purification of the water, the utilization
for flood protection, and development of the recreation potential, just
as we did in the Delaware.
Next month, the representatives of Penn
sylvania, New York, and Maryland will be meeting to take the first
real steps toward actually writing a compact agreement between the
states and the federal government.
If we have the same under standing, the same knowledge, the same
willingness to understand other peoples' needs and points of view, I see
no reason why that compact can't just whip through the legislatures and
whip through the Congress. It can be an established entity serving the
peoples of this valley again for human perpetuity.
And that can come
about if you people, and people like you throughout this valley, under
stand it and support it and make your thoughts known.
In the Susquehanna Valley we have a somewhat different situation
It is a very interesting one from
than we had in the Delaware Valley.
a technical point of view--the Susquehanna is an undeveloped river.
The Delaware is perhaps an overdeveloped river in the sense that the
population of its valley is the most dense in the United States. It serves
New York City for water supply--one third of its water supply comes
from the Delaware.
It serves Philadelphia and some twenty-two mil
lion people depend on that relatively small river with its basin of twelve
thousand square miles for the most essential element for existence
next to the air we breathe. In the Susquehanna we have a great surplus
of water.
We also have a great surplus of opportunity.
By under
standing it, by planning for it, and by developing it we can create a
new potential, a new inducement for growth within this valley and all
the tributaries of the river.
This would mean a great deal to Penn
sylvania because 80% of that river valley lies within our boundaries.
This is just an example.
Great progress has been made in Pittsburgh by bringing the eco
nomic forces and the political forces of that city together.
The very
face, the whole appearance of the city, the growth of the city has been
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manifestly up-lifted and the end is not yet in sight.
If you would like
to come down to Philadelphia one of these days, I would like to show
you what the old Philadelphia Development Corporation is doing to make
a new Philadelphia. However, we are trying to husband the old. Phila
delphia is a unique city in the United States in that much of our colonial
life has been preserved there in memento.
We have buildings which
are real treasures today since they are two-hundred to three-hundred
years old.
We are trying to preserve them, giving to them a flavor
and from them getting a flavor and an interest which will be of concern
to all America.
But in the meantime, we are trying to remake the whole of center
city Philadelphia on a basis where we all understand whatwe are trying
to do. It is clearly outlined by the planning commissioner, it is known
by the city council, the citizens of the city know it, the business in
terests of the city know it, and the potential investor knows it.
We
are taking the area of center city Philadelphia, William Penn's old
town, from the Delaware Valley to the Schuylkill River and from South
Street to Spring Garden Street, which is thirty blocks east-west and
about a mile north-south.
This will be through a combination of city
funds, state funds, federal funds, funds derived from revenue bond
issues (those things that pay themselves out, such as parking facilities
and transportation facilities), and private investment. It is beyond any
question that we will have a billion six-hundred million dollars of in
vestment in center city Philadelphia in the next ten years. It is sched
uled, it is happening, and it is visible before you.
These things could end in panaceas. I wouldn't wantyou to believe
for a minute that the human condition is such that we will ever solve all
of our problems. Everytime we do something, we find another problem
that is there to solve from it. Pittsburgh, with its dramatic gold trim
angle, with its new development in its old district, with its famous arena
with the open roof, with the great growth of the University of Pittsburgh,
with the committed resources of so many great corporations that are
there, it still has before it the serious problem that it is enlarged and
has a shrinking of its economic base and of its employment base.
Philadelphia, with all the growth both in the city and in the suburbs,
has before it the problem of bringing into the full stream of the city's
life a population which is newly arrived largely from the south, which
is newly organized, which is not well educated, which does not have the
same skills per capita or per ratio as the population as a whole.
We
have to bring these people up with us to make a city, and this is per
haps the greatest urban problem.
So, you always have problems. If Wyoming Valley tomorrow had
full employment, if everybody here had a good job and good wages (as
we all want everybody to have), and if investment was coming and you
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�were booming, you would find then that you had the problems of growth
just as California does.
In other words, Governor Brown is going to
have a hard time in the next four years dealing with growth problems.
We have a problem in Pennsylvania of dealing with the problems of ad
justments to change and so do they.
So the human condition is such
that perfection and utopia are not to be found upon this earth.
But the
drive towards perfection and utopia we can find within ourselves as we
work to solve these complex, fascinating, and perfectly soluable pro
blems that are before us.
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Address
Position
Airey, Marion (Miss)
King's College
Wilkes-Barre, Pa.
Amann, Otto R.
Bureau of Community Development
Department of Commerce
Harrisburg, Pa.
Supervisor of
Special Projects
Arnold, Thomas
King's College
Wilkes-Barre, Pa.
Instructor
Ayers, Rev. Jule
First Presbyterian Church
Wilkes-Barre, Pa.
Clergyman
Ball, Edward
Wilkes-Barre Planning
Commission
Wilkes-Barre, Pa.
Director
Baltimore, David M.
W B R E - T V
Wilkes-Barre, Pa.
Vice President
Balz, Joseph
King's College
Wilkes-Barre, Pa.
Instructor
Barr, Edward P.
Chamber of Commerce
Shamokin, Pa,
Secretary
Barrett, Mary (Miss)
King's College
Wilkes-Barre, Pa.
Librarian
Bell, Mrs. George T.
League of Women Voters
Wilkes-Barre, Pa.
Bellano, William
Glen Alden Corporation
Ashley, Pa.
President
Bierly, George W.
Wilkes-Barre Center
Penn State University
Director
Bogdanoff, David
Jefferson Valley Corporation
Briarcliff Manor, N. Y.
Bogdanoff, Muriel
Jefferson Valley Corporation
Briarcliff Manor, N. Y.
�Bohinski, Al
Luzerne County Planning Commission
Wilkes-Barre, Pa.
Boyd, William W.
Security Mutual Life Insurance
Company of New York
Vestal, New York
Brockman, Stanley J.
Junior Chamber of Commerce
Wilkes-Barre, Pa.
Brotter, Marvin
Bellante & Clauss, Inc.
Scranton, Pa.
Burdon, Kenneth A.
Northeastern Pennsylvania
National Bank & Trust Co.
Wilkes-Barre, Pa.
Calinski, Peter
Bureau of Employment Security
Nanticoke, Pa.
Carmon, Raymond R.
Pennsylvania Economy League,
Incorporated
Wilkes-Barre, Pa.
Casper, Robert L.
Lewith & Freeman
Wilkes-Barre, Pa.
Comerford, Michael B.
Pennsylvania Department
of Commerce
Scranton, Pa.
Conners, W. J.
Bell Telephone Co.
53 Public Square
Wilkes-Barre, Pa.
Conyngham, John N.
Eastern Pennsylvania
Supply Company
Wilkes-Barre, Pa.
Corcoran, Richard P.
Bureau of Employment Security
Wilkes-Barre, Pa.
Corgan, Catherine
Osterhout Library
Wilkes-Barre, Pa.
Costello, Angelo (Mrs.)
League of Women Voters
66 Chestnut Street
Swoyerville, Pa.
Vice-President
Realtor
Librarian
�Cronin, Richard J.
Greater Wilkes-Barre
Chamber of Commerce
Wilkes-Barre, Pa.
Secretary
Csala, Gottfried P.
Northeast ChapterAmerican Institute of
Architects
54 Public Square
Wilkes-Barre, Pa.
President
Csala, Gottfried P. (Mrs. )
League of Women Voters
356 South River Street
Wilkes-Barre, Pa.
President
Cummings, Claire Hart
Greater Wilkes-Barre
Real Estate Board
Wilkes-Barre, Pa.
Secretary
Cummings, Robert H.
Bell Telephone Co.
210 Pine Street
Harrisburg, Pa.
Staff
Supervisor
Day, Asa L. Jr.
Scranton Chamber
of Commerce
Scranton, Pa.
Vice-President
Decesario, Angelo
King's College
Wilkes-Barre, Pa.
Dempsey, Jack
Wyoming, Pa.
Mayor
Demshock, M.
Hazle Township
Supervisor
Dietterick, Gordon S. (Mrs. )
Luzerne County Federation
of Women's Clubs
Kingston, Pa.
Diffendafer, John A. (Mrs.)
Dallas Junior Women's Club
R. D. #4
Dallas, Pa.
Dreier, Anthon B.
Redevelopment Authority---Nanticoke
37 North Market Street
Nanticoke, Pa.
Earley, C.A.
Pennsylvania Power and Light
Company
15 Water Street
Pittston, Pa.
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Eck, Frederick J.
Northeastern Penn. National
Bank &: Trust Co.
67-69 Public Square
Wilkes-Barre, Pa.
Vice- President
Edwards, Vivian P. Jr.
Northeastern Pennsylvania
National Bank & Trust Co.
Scranton, Pa.
Vice-President
Farley, Eugene S.
Wilkes College
Wilkes-Barre, Pa.
President
Gawat, Louis
Nanticoke Area Joint
School District
Tilsbury Terrace
West Nanticoke, Pa.
Gilbert, Walter J.
Pennsylvania Department
of Health
71 North Franklin Street
Wilkces-Barre, Pa.
Good, William
Bureau of Community
Development
Department of Commerce
Harrisburg, Pa.
Goodman, Mary T. (Mrs. )
League of Women Voters
R.D. #1 Plymouth, Pa.
Gothier, Robert U.
Scranton Redevelopment
Authority
202 Mears Building
Scranton, Pa.
Harter, George W.
Northeastern Pennsylvania
R. A. D. Agent
Penn State University
Courthouse
Tunkhannock, Pa.
Haydock, Nick
Pennsylvania State
Employment Service
13 East South Street
Wilkes-Barre, Pa.
Supervising
Sanitarian
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Luzerne County Planning
Commission
Franklin Federal Building
44 West Market Street
Wilkes-Barre, Pa.
Heiselberg, Edward (Mrs. )
League of Women Voters
70 Summit Road
Mountain Top, Pa.
Henry, William A.
Bureau of Employment Security
13 East South Street
Wilkes-Barre, Pa.
Hesser, Elizabeth
Osterhcut Library
Wilkes-Barre, Pa.
Hiscox, Harvey
Miner's National Bank
38 Maffet Street
Wilkes-Barre, Pa.
Hodgson, Ray
Pennsylvania Power & Light
Company
Wilkes-Barre, Pa.
District
Manager
Hourigan, Andrew Jr.
Chamber of Commerce
Wilkes-Barre, Pa.
President
Ireland, Bill
Luzerne County Planning
Commis sion
44 West Market Street
Wilkes-Barre, Pa.
Jenkins, Stanley G.
Bell Telephone Co.
53 Public Square
Wilkes-Barre, Pa.
Jones, Loren E. (Mrs.)
Woman's Club
103 Luzerne Avenue
West Pittston, Pa.
Justin, John
I. L. G. W. U.
6 South Washington Street
Wilkes-Barre, Pa.
Kahn, Lawrence
I. L. G. W. U.
6 South Washington Street
Wilkes-Barre, Pa.
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Director of
Planning
Heiselberg, Edward
Head Librarian
President
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Kanarr, Betty
61 West South Street
Wilkes-Barre, Pa.
Realtor
Kazmerski, Sylvester
Scranton Chamber of Commerce
Chamber of Commerce Building
Scranton, Pa.
Secretary
Kluck, C. R.
Pennsylvania Department
of Health
383 Wyoming Avenue
Kingston Pa.
Kramer, Horace E. (Mrs. )
League of Women Voters
YWCA
Wilkes-Barre, Pa.
Krauss, George M. (Mrs. )
Wilkes-Barre YWCA
40 W. Northampton Street
Wilkes-Barre, Pa.
Kresge, Martha Patras (Mrs. )
League of Women Voters
91 Tripp Street
Forty-Fort, Pa.
Krimmel, W. H.
Dallas Township
Laux, Robert W.
Robert W. Laux Agency
Realtor s -Insurance
First National Bank Building
Wilkes-Barre, Pa.
Lechman, Thomas E. , III
Luzerne County Redevelopment
Authority
560 Miners Bank Building
Wilkes-Barre, Pa.
Chairman
Lex, Louis, Jr.
Pennsylvania Department
of Commerce
Harrisburg, Pa.
Regional
Representative
Line, Marie C.
League of Women Voters
Wilkes-Barre, Pa.
Loughlin, John (Mrs. )
Committee on Education
Plymouth Civic Club
Center Avenue
Plymouth, Pa.
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Chairman
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Kubinski, William R.
Redevelopment Authority of
the City of Nanticoke
37 Market Street
Nanticoke, Pa.
Meixell, Carrie (Mrs.)
Deague of Women Voters
137 Carey Avenue
Wilkes-Barre, Pa_
Meunch, Mary (Mrs.)
Tom Hart Real Estate
Re: Claire Hart Cummings
Wilkes-Barre, Pa.
Milton, Harry
I. D. G. W. U.
6 South Washington Street
Wilkes-Barre, Pa.
Montz, Curtis (Mrs. )
Junior Deague of Wilkes-Barre
58 East Vaughn Street
Kingston, Pa.
Nash, H. D.
Penn. Power & Kight Company
600 Darch Street
Scranton, Pa.
Niehoff, Walter H.
Penn. Economy Deague Inc.
706 First National Bank
Wilkes-Barre, Pa.
Morris, DavidS. (Mrs.)
Plymouth Women's Civic Club
Plymouth, Pa.
Nesbitt, Abram (Mrs.)
Nesbitt Hospital
Dallas, Pa.
O'Hara, James E.
Redevelopment Authority
Hazleton , Pa.
O'Hara, Vincent T.
Chamber of Commerce
Pittston, Pa.
O'Karma, Henry
Redevelopment Authority
Wilkes-Barre, Pa.
Executive Director
Olszewski, Peter Paul
Redevelopment Authority
Wilkes-Barre, Pa.
Solicitor
President
President
Member
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Otto, Herman L.
Community Research Center
Wilkes-Barre, Pa.
Director
Park Oliver
First National Bank of Boston
Boston, Mass.
Coordinator of
Urban Renewal
Paterson, Sally (Mrs.)
Tom Hart Real Estate
Re: Claire Hart Cummings
Wilkes-Barre, Pa.
Patterson, Irvin C.
Redevelopment Authority
Nanticoke, Pa.
Executive Director
Pediggo, Josephine
Osterhout Library
Wilkes-Barre, Pa.
Librarian
Peters, Fred J.
Bureau of Employment Security
49 South Main Street
Pittston, Pa.
Manager
Pfeiffer, Mildred (M.D. )
Planning and Evaluation Division
Department of Health
Harrisburg, Pa.
Director
Reynolds, Joseph III
Glen Alden Corporation
Ashley, Pa.
Attorney
Riso, Adrian
W B R E - TV
62 South Franklin Street
Wilkes-Barre, Pa.
Program Director
Robins, John P.
Old Philadelphia Development
Corporation
Philadelphia, Pa.
Executive
Vice-President
Roche, Rev. Frank CSC
King's College
Wilkes-Barre, Pa.
Instructor
Rodda, Paul M.
Society of Architects
11 West Market Street
Wilkes-Barre, Pa.
Rhodda, Paul M. (Mrs.)
Junior League of Wilkes-Barre
Dallas, Pennsylvania
Public Affairs
Chairman
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Roth, Dick
Luzerne County Planning Commission
Franklin Federal Building
Wilkes-Barre, Pa.
Roushey, Ray E.
Roushey, Smith & Miller
Engineers and Architects
Engineer
Savage, William
Glen Alden Corporation
Ashley, Pa.
Real Estate
Agent
Schmitt, Carl J. Jr.
Planning Commission
Wilkes-Barre, Pa.
Member
Schrey, Ralph
Luzerne County Planning
Corqmission
Wilkes-Barre, Pa.
Senior Planner
Shaffer, Louis
Bennett Building
Wilkes-Barre, Pa.
Attorney
Shapel, Col. Louis
Glen Alden Corporation
Ashley, Pa.
Vice-President
Shedlarski, Joseph G.
Shedlarski-Son Builders
Forty Fort, Pa.
Builder
Shoemaker, John
Planning C ommis s ion
Wyoming, Pa.
Member
Shorts, Wilbur L.
Home Builders Association
Luzerne, Pa.
President
Sieskb, Joseph P.
Chamber of Commerce
Nanticoke, Pa.
Sites, Edwin A.
Redevelopment Authority
Pittston, Pa.
Smith, Leroy A.
Housing and Home Finance
Agency
Urban Renewal Administration
Solfanelli, Guy A.
Bureau of Employment Security
13 East South Street
Wilkes-Barre, Pa.
Executive Director
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Sunder, M.
Hazle Township
Vacante, Frank
King's College
Wilkes-Barre, Pa.
Walker, David M.
Walker & Murray Associates, Inc.
Chamber of Commerce Building
Philadelphia, Pa.
Watte, Norman W.
Human Relations Commission
Fidelity Bank Building
Chester, Pa.
Weller, Lester W.
City Hall
Shamokin
Westgate, Paul
Redevelopment Authority
Wilkes-Barre, Pa.
Wicks, Edward B. (Mrs.)
Luzerne County Federation of
Women's Clubs
West Pittston, Pa.
Wisnewski, Frad(Mrs.)
93 Maltby Avenue
Swoyerville, Pa.
Wood, Walter C.
City Schools
Wilkes-Barre, Pa.
Superintendent
Young, George (Dr.)
Surface Process Research and
Development Corporation
Dallas, Pa.
President
Ziegler, Robert C.
Pennsylvania Economy League
Wilkes-Barre, Pa.
Research
Associate
Supervisor
Mayor
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Van Keuren, Charles Jr.
Pennsylvania Power & Light
Company
Hazleton, Pa.
Williamson, J. R.
Carbon County Planning Board
Weatherly, Pa.
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REGISTERED BUT NOT IN ATTENDANCE
Name
Address
Position
Bigler, Tom
W N E P - TV
Scranton, Pa.
Blier, Bernard
Northeast Pennsylvania Industrial
Development Commission
Scranton, Pa.
Executive
Director
Boltz, Edward J. Jr.
Miners National Bank
Wilkes-Barre, Pa.
Vice-President
Brominski, Bernard C.
Luzerne County Court of
Commop Pleas
Swoyerville, Pa.
Judge
Darte, Alfred
Wilkes-Barre, Pa.
County Assessor
Golden, Gene E.
Lackawanna County Planning
Commission
Scranton, Pa.
Member
Jacoby, Milton
67 5 Wyoming Avenue
Wyoming, Pa.
Planning
Commissioner
Lip ski, Joseph
23 Third Street
Wyoming, Pa.
Planning
Commission
Meixell, William (Mrs.)
League of Women Voters
Wilkes-Barre, Pa.
Payne, Marion
Wilkes-Barre, Pa.
Price, Ethel A.
Wilkes-Barre, Pa.
City Commissioner
Ruckno, George L.
Home Builders of
Luzerne County
Forty Fort, Pa.
Builder'
Slattery, Frank
Wilkes-Barre, Pa.
Mayor
Sordoni, A. J. Jr.
Sordoni Enterprises
Forty Fort, Pa.
62580
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MILKES COLLEGE LIBRARY
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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.
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Institute of Municipal Government and Institute for Regional Affairs
Date
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1958-1980
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Title
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Proceedings Second Annual Community Growth Conference, 1962
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government
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1962
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PDF
Type
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Publication
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Information about rights held in and over the resource
Wilkes University retains copyright of this publication.
-
https://omeka.wilkes.edu/omeka/files/original/3598dd8ff2802917a6b88a48e710be9f.pdf
799ded5a317d70339cdf6b10f443effd
PDF Text
Text
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FORTY FORT, PENNSYLVANIA
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CIVIL SERVICE
RULES AND REGULATIONS
FOR
FORTY FORT,
PENNSYLVANIA
1963
Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
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Secretary - The Secretary of the Police and Fire Civil Service
Commission of the Borough of Forty Fort, Pennsylvania.
Borough Secretary - The Secretary of the Borough of Forty Fort,
Pennsylvania.
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ARTICLE II.
201.
THE COMMISSION
Officers.
The Police and Fire Civil Service Commission
of the Borough of Forty Fort, Pennsylvania, on the first Monday of each
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even numbered year, shall elect one of its members as the Chairman,
one Vice Chairman, and one as Secretary. (If the first Monday is a le-
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gal holiday, the meeting shall be held the first day following. )
202.
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Dutie s of Chairman.
The Chairman, or in his absence,
the Vice Chairman, shall preside at all meetings and hearings of the
Commission, decide all points of order or procedure and perform any
duties required by law or these rules.
In the absence of a member,
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temporary assignments shall be made by the Commission member pre
siding.
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203.
Duties of Secretary.
The Secretary shall carry on at the
direction of the Commission all official correspondence of the Commission, send out all notices required by law and these rules of procedure,
keep a record of each examination or other official action of the Com
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mission, and perform all other duties required by law, by these rules
and by the Commission.
204.
Meetings.
Except for the biennial organization meeting,
all meetings shall be held either at the call of the Chairman, or at the
call of two members of the Commission.
At least seventy-two (72)
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hours written notice of each meeting shall be given each member.
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Commission shall have the discretion to determine whether meetings
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The
�shall be open to the public except that no rule or
regulation of the Com-
passion shall be adopted at other than a public meeting, and except when
otherwise provided for in these rules.
205.
Quorum.
A quorum shall consist of two members, and all
actions of the Commission shall have the concurrence of at least two
members.
206.
Order of Business.
The order of business of all meetings
of the Commission shall be as follows:
(a) Roll Call
(b) Approval of minutes of previous meeting
(c) Communications and Reports
207.
Minute s.
The Secretary shall keep minutes of the Com-
mission's proceedings showing the vote of each member upon question,
, indicating such 'fact.
or, if absent or failing to vote
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ARTICLE III.
301.
APPLICATIONS
Applications Form.
No person shall be admitted to an
examination for a position in the Police or Fire Department of the Bor-
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ough of Forty Fort, Pennsylvania, until after he shall have filed, on the
official form prescribed by the Civil Service Commission, a sworn ap-
plication giving such information as the Commission may require. The
official application form and all potation, references, and statements
appearing in it are incorporated by reference into these rules and reg-
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ulations and shall be as much a part of these rules as if they were fully
described herein.
302.
Availability. Application forms shall be available to all
interested persons in the office of the Borough Secretary, and from the
Secretary of the Civil Service Commission.
303.
Age Qualifications.
At the time of application, no appli-
cant for any position in the Police or Fire Department shall be less
than twenty-one (21) years of age, and no applicant for the position of
patrolman or fire truck driver shall be more than forty (40) years of
age.
Each applicant shall present satisfactory evidence of his date of
birth.
304.
General Qualifications-All Applicants. Each applicant for
any position in the Police or Fire Department shall be a male, a citizen
of the United States, and shall have graduated from an accredited high
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school or have an equivalent education, such as a General Education and
Development equivalent or an accredited correspondence sbhool. Each
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applicant shall be medically fit for the performance of the duties of a
police officer or fire truck driver, of good moral character, and li
censed to operate a motor vehicle in the Commonwealth of Pennsylvania.
In the case of a foreign born applicant, evidence satisfactory to the
Commission shall be produced showing the person to be a naturalized
citizen.
305. General Qualifications-Applications for Patrolman and Chief.
In addition to meeting the qualifications fixed for each applicant for a
position in the Police or Fire Department, all applicants for the posi-
tion of Chief of Police shall:
(a) Have been continuously employed in the police service for
at least 5 years.
(b) Have satisfactorily completed an in-service training pro
gram for police officers or have graduated from a recognized
police academy or school, and trained at first opportunity at
Borough expense and
(c) Have demonstrated an ability to carry out orders from su
periors, and
(d) Demonstrate a working knowledge of police science and ad
ministration, and
(e) Demonstrate an ability to deliver and supervise the work of
subordinates, and
(f) Have received at least agrade of "satisfactory" onhis latest
service rating; provided that an evaluation of the experience,
training, general background, and such other records of perfor
mance of the applicant, at the discretion of the Commission,
may be substituted for the service rating.
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���instructions contained in the written notice shall disqualify the applicant,
except that in the case of medical examination, the applicant, with the
prior approval of the medical examiner designated in the notice, may
fix another date and time for such examination period; provided, how
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ever, that any such date or time shall be within the period fixed for
medical examination in Section 403 of these rules.
403.
Scheduling Medical Examinations.
No medical examina-
tions shall be scheduled less than twelve (12) days, nor mor e than twenty one days from the date fixed in the public notice for a written examination.
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�ARTICLE y. MEDICAL EXAMINATION
501.
Appointment of Medical Examiners.
The Commission
shall, from time to time, appoint one or more medical examiners to
make all medical examinations required by these rules.
502.
Medical Requirements.
Every applicant for appointment
to any position in the Police or Fire Department shall submit, at his
expense, to a medical examination and shall meet the minimum medical
requirements established by the Commission before he shall be permit
ted to take any written or oral examination. A statement of the medical
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requirements established by the Commission shallappear in the official
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application form and a copy of such statement of medical requirements
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shall be filed in the office of each medical examiner.
Every applicant for the position of patrolman or fire apparatus
operator shall demonstrate his ability to pass thefollowing physical re-
quirements:
(a) He shall show no physical conditions orrmedical history which
in the opinion of the physician should be cause for rejection.
(b) He shall demonstrate at least 20/20 corrected vision in each
eye.
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(c) His height,
weight, blood pressure, and chest expansion
shall fall within the following general limits:
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�HEIGHT
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5'
5’
5'
5'
5'
6'
6'
6'
6'
6'
6'
MINIMUM MAXIMUM
WEIGHT
WEIGHT
7"
8"
9"
10"
11"
135
140
145
150
155
160
165
170
175
180
185
1"
2"
3"
4"
5"
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
175
180
185
190
195
205
210
220
225
230
235
lbs.
lbs.
lbs.
lbs.
lbs.
lbs.
lb s.
lbs.
lbs.
lbs.
lbs.
CHEST MEASUREMENTS
EXPANDED MINIMUM MOBILITY
37
37- 1/2
38
38- 1/2
39- 1/2
40- 1/2
41
42
43
44-1/2
44-1/2
in.
in.
in.
in.
in.
in.
in.
in.
in.
in.
in.
2-1/2
2-1/2
2-1/2
2- 1/2
3
3
3
3
3- 1/2
3-1/2
3-1/2
in.
in.
in.
in.
in.
in.
in.
in.
in.
in.
in.
Blood Pressure: Systolic Maximum 135; Diastolic 90
Pulse Pressure: 15 to 50
Normal Serology
Normal Urinalysis
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Subsections (b) and (c) above shall be used as general guides for the
medical examiner.
503.
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Report of Medical Examiner.
The Commission shall fur-
nish medical examiner with forms upon which the medical examiner
shall state the bodily and mental condition of each applicant. The state
ment of each examination shall be submitted directly to the Commission
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within five (5) days after the date of examination. It is the responsibility
of the applicant to return the results of the physical examination to the
Secretary of the Commission.
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504.
Rejection of Medically Unfit Applicants.
If the medical
examiner shall deem any applicant medically unfit for performance of
the duties of a police or fire officer because of anybodily or mental de-
feet,
whether: or not the defect shall be specifically statedas cause for
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�rejection in the statement of medical requirements, such applicant shall
be rejected and a brief statement of the reasons for rejection shall be
enteredinthe report of his medical examination. Insofar as practicable,
however, the medical examiner shall determine the medical fitness of
an applicant by adhering to the statement of medical requirement.
505.
Re - examination of Medical Fitness.
Each applicant eli-
gible for certification to the Council for appointment to any position in
the Police or Fire Department shall be instructed by the Secretary of
the Commission, before being certified, to inform the Commission of
any illness or injuries requiring the attendance of a physician or requiring hospitalization and of any surgical operations that shall have
occurred after the original medical examination. If, in the judgment of
the Commission, there shall havebeen any change inthe 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
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further medical examination before his name shall be certified for ap
pointment.
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�ARTICLE VI.
601.
WRITTEN AND ORAL EXAMINATIONS
Examinations for Patrolman and Fire Apparatus Operator.
(a) The examination for the position of Patrolman and Fire Ap
paratus Operator shall consist of the following two parts:
(1) A written examination which shall include a general po
lice or fire aptitude test, an intelligence test, personality
prpfile, and such other, written tests as the Commission may,
from time to time, designate, and
(2) An oral examination.
(b) 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, a 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 scores shall not exceed one hundred
(100) per cent.
602.
Examinations for Police Chief.
(a) The examination for the position of Chief of Police shall con
sist of three parts, namely:
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(1) A written examination which : shall'.inclucle a: test of .po
lice knowledge and performance, an intelligence test, and
such other written tests as the Commission may, from time
to time designate, and
(2) An oral examination, and
(3) An evaluation of the service ratings or performance rec
ords of the applicant.
(b) The examination shall be graded on a scale of one hundred
(100) per cent and shall be weighted as follows:
(1) For the written portions of the examination, a total of
fifty (50) points, and
(2) For the oral examination, a total of twenty(20)poirits, and
(3) For the evaluation of the service ratings or performance
records of the applicant, a total of thirty (30) points.
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603.
Passing Grades.
The minimum passing grade for an ex
amination for the position of Patrolman or Fire Apparatus Operator
shall be a score of seventy (70) per cent on every portion of the exam
ination.
The minimum passing gradefor an examination for the position
of Chief of Police shall be a score of seventy-five (75) per cent, and
each applicant for such position shall score at least seventy (70) per
cent on each part of the examination.
Every applicant for the position
of Patrolman or Fire Apparatus Operator who receives a score of at
least seventy (70) per cent, and who is entitled by law to additional
credit for service in the Armed Forces of the United States (5 points for
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service and an additional 5 points if disabled) shall have his score ad
justed accordingly. Applicants claiming veterans' preference shall sub
mit satisfactory proof of service and honorable discharge whenever the
Commission shall so demand.
604.
Notice of Applicant's Grades.
When the grading of each
examination is completed, the Secretary shall give each applicant 'writ
ten notice of his grade.
605.
Ineligibility for Future Examinations for Six Months.
If
an applicant fails to obtain a passing grade in any examination, he shall
not be eligiblefor a subsequent examination for any position inthePolice
or Fire Department of the Borough for a period of six months.
606.
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Administering Examinations.
The Commission may de-
signate the Institute of Municipal Government of Wilkes College,
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the
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State Civil Service Commission of the Commonwealth of Pennsylvania,
any other recognised examining agency, or any qualified person to act
as examiner for the written examinations.
The Commission shall re-
serve the right to accept or reject, in whole or in part, the recommen
dations of fee regularly appointed examining agency.
The oral exam-
(nation and the evaluation of the service or performance record of any
applicant shall bo the responsibility of the Commission; provided, how*
ever, feat fee Commioaion may designate, fromtinie to time, such per-
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oono qualified to evaluate performance or service records, as are con-
oidorod nocoooary to aoalot in such examinations and evaluations.
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prepare a otatoment of instructions and rules for the conduct of written
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and bo reoponoible for enforcing the rules of conduct for written exam-
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(nations.
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607. Conduct of Written Examinations.
QZgjralnationo.
Tho regularly appointed examiner shall carry on each
aueh cszasataattoa. in accordance with the instructions of the commission,
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The Commission shall
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�ARTICLE VII.
701.
ELIGIBLE LISTS
Preparation of
Eligible List.
the completion of each examination,
As soon as possible, after
the Secretary shall prepare an el-
igible list upon which shall appear the name of each applicant who
ceived a passing grade in the examination.
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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 Borough Secretary, and a copy post
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ed on the bulletin board in the Borough Municipal Building.
702.
Life of Eligible Lists.
In no case shall any eligible list
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remain in effect for a period of more than one (1) year from the date of
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its preparation.
Date of preparation refers here to the actual compi-
�ARTICLE VII.
801.
CERTIFICATION AND APPOINTMENTS
Filling Vacancies. When a vacancy istobe filled in the Po-
lice or Fire Department, the Council shall submit a written request to
the Commission for certification of eligibles.
In making the request,
the Council shall state the title of the position to be filled and the compensation to be paid.
802.
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Furlough List to Fill Appointments.
Upon receipt of a re-
quest from the Council, the Commission shall first certify the names of
those eligibles who were furloughed because of a reduction in force. In
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filling a vacancy from the furlough list, the Commission shall certify
the top name only. If more than one(l) vacancy is to be filled, the Com-
mission shall certify from the top of the list that number of names equal
to the number of vacancies to be filled.
803.
Removal of Names From Furlough and Eligible Lists/ In
addition to the other reasons stated as grounds for removal in these
rules,
the name of any person appearing on a furlough list or an eligi-
ble list shall be removed by the commission if such person:
(a) 'Is appointed to a position in the Police or Fire Department
of the Borough, or
(b)
Declines an appointment to a permanent position in the Po
lice or Fire Department of the Borough, or
(c) Fails to make written reply to the Commission within sev
en (7) calendar days from the date of 'mailing of a notice of
certification, or
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�(d) Indicates availability for appointment and is appointed to fill
a vacancy but fails to report for duty at the time prescribed
by the Council, unless, in the opinion of the Council, such
person can show good and sufficient reasons for failing to
report.
Nothing in this section, however, shall be construed as authorizing the
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removal of the name of any person on any furlough list or eligible list
who refuses or accepts a position of a lower rank than that for which he
has qualified.
804.
Appointment Procedures. Whenever the name of any per-
son is certified to the Council from either the furlough list or the eli-
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gible list, the person shall be immediately notified of his certification
by either certified or registered mail.
The notice shall include the ti-
tie 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.
805.
Probationary Period. All original appointments to any po-
sition in the Police or Fire Department of the Borough shall be for a
probationary period of one year. The Council shall notify the Commission, in writing, of its decision to retain or reject the probationer.
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�ARTICLE IX. SUSPENSIONS, REMOVALS AND REDUCTIONS IN RANK
901.
Procedure.
Whenever any police officer in the Borough is
suspended, removed, or reduced in rank, the specific charges war
ranting each such action shall be stated in writing by the appointing au-
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thority.
The charges shall be stated clearly and in sufficient detail to
enable the person accused to understand the charges made against him
and to answer to them. As scon as practicable, the statement of charges shall be filed in duplicate with the Commission, and within five (5)
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calendar days of such filing, the original copy of the statement of charg
es shall be delivered to the person accused either by personal service
or by certified or registered mail.
902.
Demand for Hearing.
Any police officer suspended, re
moved or reduced in rank may file with the Commission a written de-
mand for a hearing.
Such written demand and any statement of written
answers to the charges made against the person accused shall be filed
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no later than ten (10) calendar days from the date upon which the state-
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ment of charges were personally served or mailed.
fixed by the law, the Commission shall grant a hearing to any person
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hearing shall be open to the public unless the person accused, when
Within the period
accused who complies with the provision of this section.
Each such
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making his written demand for a hearing, requests that such hearing
be closed.
903.
Notice of Hearing.
Notice of the date, time and place for
each hearing shall be given in the following manner:
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(a) By either per sonal 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.
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904.
Chairman
Oaths.
All testimony shall be taken under oath.
The
or in his absence the Vice Chairman, shall administer the
oaths.
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Subpoenas..
The Chairman, cr in his absence the Vice
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the Chairman, or in his absence the Vice Chairman, shall order the at-
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tendance of any witness or the production of any pertinent document;
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Chairman, may compel the attendance cf witnesses and the production
of records and papers pertaining to any hearing.
However, upon the
written request of the person accused or of any person making charges,
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.
906.
Hearing Procedure.
Each hearing shall be conducted in
the following manner:
(a) The Chairman shall state the general purpose of the
hearing, and
<b> The Secretary, upon direction of the Chairman, shall
read the written charges against the person accused
together with the record of action taken against such
officer, and next
(c) The Secretary shall read any written reply of the person
accused, and next
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(d) The Chairman shall afford e.achperson making charges,
or his counsel, an opportunity to make any further state
ment in support of the charges and to produce any wit
ness, and next
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(e)
The Chairman shall afford the person accused, or his
counsel, an opportunity to question or cross examine,
any person making charges, and to question or cross
examine any witness produced by such person, and next
(f)
The Chairman shall affcrd each person making charges,
or his counsel, an opportunity to examine the person
accused, and next
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(g) The Chairman shall permit each person making charges,
or his counsel, to make a summation, and next
(h) The Chairman shall afford the person accused, or his
counsel, an opportunity to produce any witness and to
sum up the defense.
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Counsel for the Commission shall be provided by the
Borough Council
The Commission,
at any time during the course of the hearing,
question er cross examine any person making charges,
may
the person ac-
cused, and.any witness.
907.
Decision cf the Commission.
days after the hearing,
Within thirty (30) calendar
the Commission shall issue its decision in the
form of a written order approved by at least two (2) members of the
Commission.
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The written order shall include all finding of fact.
during the public hearing,
If,
opposing facts are presented, the Commis
sion shall include in its written order its decision as to the correct
facts.
The findings and decision of the Commission shall be certified
to any person making charges, to the accused officer, and to the Council.
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��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
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the specific examination papers that may be inspected.
Before any
member of the Commission, or any person designated by the Commis-
sion,
permits any inspection of examination papers,
he shall require
the examined applicant to produce the letter indicating the consent of
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the Commission and he shall limit the inspection by the examined ap-
plicant to only those examination papers indicated on the letter of consent.
No examined applicant shall be permitted to inspect any exam-
ination papers other than his own,
nor shall he be permitted to make
any written notes while he is inspecting any examination paper.
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�ARTICLE XI.
1101.
AMENDMENTS
Amendments. The Commission, with the approval of the
Council, may, from time to time, amend any part of these rules and
regulations. The Commission shall be notified in writing of all amend
ments pertaining to all rules and regulations made by Council.
The
foregoing rules and regulations, which are in accordance with the pow-
ers granted by the Civil Service Sections of "The Borough Code," Secs.
1165-90, enacted by the General Assembly of the Commonwealth of
Pennsylvania and in accordance with the authority granted by the Coun
cil of the Borough of Forty Fort, Pennsylvania, are hereby adopted
by the Civil Service Commission of the Borough of Forty -Fort,
Penn
sylvania on February 4, 1963.
George Taylor, Sr, (signed)
Chairman
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(signed)
Hugh B. Hughes
Secretary
(signed)
Approved by the Council of the Borough
of Forty Fort, Pennsylvania on May 9, 1963.
Robert L, Taylor
President of the Council
ATTEST:
Walter Rickertt
Borough Secretary
ft
Robert V. Peters
Vice Chairman
62579
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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.
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Institute of Municipal Government and Institute for Regional Affairs
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1958-1980
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Title
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Civil Service: Rules and Regulations for the Borough of Forty Fort, 1962
Creator
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Institute of Municipal Government
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1963
Format
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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/438ebc91ef1085b43d7c94077da222fb.pdf
ccb3b86715e1209d8510cb990988d924
PDF Text
Text
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CIVIL SERVICE
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FOR THE
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LUZERNE, PENNSYLVANIA
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CIVIL SERVICE
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RULES AND REGULATIONS
FOR
LUZERNE, PENNSYLVANIA
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- s. FARLEY LIBRARY
VII KES UNIVERSITY
'VI! KFS-BARRE, PA
1963
Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
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archives
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ARTICLE I.
DEFINITION OF TERMS
Section 101. Definitions. Unless otherwise expressly stated, the
following words and phrases, wherever used in these rules and regula
tions, shall be construed to have the meaning indicated herein:
Certification - The submission to the appointed authority of names
taken from the eligible list.
The Chairman of the Police Service Commission of
Chairman
the Borough of Luzerne, Pennsylvania.
The Police Civil Service Commission of the Bor
Commission
ough of Luzerne, Pennsylvania.
Council - The Council of the Borough of Luzerne, Pennsylvania
which is the appointing authority.
Eligible - A person whose name is recorded on a current eligible list or furlough list.
Eligible List - The lists of names of persons who passed any ex
amination for a particular position in the Police Department.
Furlough List - The list of persons who were laid off from posi
tions in the Police Department because of a reduction in the
number of officers in the Police Department.
Probationer - An officer in the Police Department who has been
appointed from any eligible list, but who has not yet com
pleted his work test period.
Reduction in Rank - A change to a different position or rank which
results in a decrease in salary; provided, however, that a de
crease in salary without a change in a different position or
rank shall not constitute a reduction in rank.
Removal - The permanent separation of a police officer from the
Police Department.
Suspension - The temporary separation of a member of the Police
Department from his position.
Secretary - The Secretary of the Police Civil Service Commission
of the Borough of Luzerne, Pennsylvania.
Borough Secretary - The Secretary of the Borough of Luzerne,
Pennsylvania.
GO153-
�ARTICLE II.
THE COMMISSION
201. Officers.. The Police Civil Service Commission of the
Borough of Luzerne, Pennsylvania, on the first Monday of each even
numbered year,
shall elect one of its members as the Chairman, one
Vice Chairman, and one as a Secretary.
(If the first Monday is a legal
holiday, the meeting shall be held the first day following. )
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202.
Duties of Chairman. The Chairman, or in his absence, the
Vice Chairman,
shall preside at all meetings and hearings of the Com
mission, decide all points of order or procedure and perform any duties
required by law or these rules. In the absence of a member, temporary
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assignments shall be made by the Commission member presiding.
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203.
Duties of Secretary.
The Secretary shall carry on at the
direction of the Commission all official correspondence of the Com-
mission, send out all notices required by law and these rules of proce
dure, 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 Commission.
204.
Meetings. Except for the biennial organization meeting,
all meetings shall be held either at the call of the Chairman, or at the
call of two members of the Commission.
At least seventy-two (72)
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 Com-
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mission shall be adopted at other than a public meeting, and except
when otherwise provided for in these rules.
205.
A quorum shall consist of two members, and all
actions of the Commission shall have the concurrence of at least two
members.
206.
Order of Business.
The order of business of all meetings
of the Commission shall be as follows:
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(a) Roll Call
(b) Approval of minutes of previous meeting
(c) Communications and Reports
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Quorum.
207.
Minutes. The Secretary shall keep minutes of the Commis
sion's proceedings showing the vote of each member upon question, or,
if absent or failing to vote, indicating such fact.
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ARTICLE III.
301.
APPLICATIONS
No person shall be admitted to an ex-
Application Form.
amination for a position in the Police Department of the Borough of
Luzerne, Pennsylvania until after he shall have filed,
on the official
form prescribed by the Civil Service Commission, a sworn application
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giving such information as the Commission may require.
302. Availability. Application forms shall be available to all in
terested persons in the office of the Borough Secretary.
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303.
Age Qualifications.
At the time of application, no appli
cant for any position in the Police Department shall be less than twenty-
one (21) years of age, and no applicant for the position of patrolman
shall be more than thirty-five (35) years of age.
Each applicant shall
present satisfactory evidence of his date of birth.
304.
General Qualifications
All Applicants.
Each applicant
for any position in the Police Department shall be a male, a citizen of
the United States, and shall have completed at least the tenth grade of an
accredited high school or have an equivalent education.
Each applicant
shall be medically fit for the performance of the duties of a police
officer, of good moral character, and licensed to operate a motor vehicle
in the Commonwealth of Pennsylvania. In the case of a foreign-born
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applicant,
evidence satisfactory to the Commission shall be produced
showing the person to be a naturalized citizen.
305.
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General Qualifications - Applications for Chief.
In addition to meeting the qualifications fixed for each applicant for a
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�position in the Police Department,
all applicants for the position of
Chief of Police shall:
(a) Have been continuously employed in the police service
for at least 5 years, and
(b) .Have satisfactorily completed an in-service training pro
gram for police officers or have graduated from a recog
nized police academy or school, and trained at first
opportunity at Borough expense, and
(c) Have demonstrated an ability to carry out orders from
superiors, and
(d) Demonstrate a working knowledge of police science and
administration, and
(e) Demonstrate an ability to deliver and supervise the work
of subordinates.
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306.
Investigation of Applicants. An investigation of the charac
ter and reputation of the applicant may be made by the Commission and
may include credit reports and reports of investigations from recognized
agencies.
307.
Filing Applications.
Applications for any position in the
Police Department may be received at any time, during normal business
hours, in the office of the Borough Secretary.
The receipt of such appli-
cations shall be subject to the following conditions:
(a) No application received after 12:00 noon on a day that is
fourteen (14) calendar days prior to the date fixed for the
written examination shall be considered for such ex
amination unless otherwise provided in the notice and
(b) An application shall become void one (1) year after the
date upon which it was received.
(c) A filing fee of $10. 00 shall be posted by the applicant.
This fee is to cover costs of administering the written
examination.
308.
Recording Applications.
The office of the Secretary shall
record each application and shall date, number, and record in the order
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of presentation all applications. An application, once reported, shall be
a public record and shall not be returned to the applicant.
309.
Disqualification of Applicant.
The Commission shall not
examine any applicant who lacks any of the prescribed qualifications unless, in the judgment of the Commission, it can be reasonably presumed
that the applicant shall have acquired the necessary qualifications prior
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to the date of a possible certification from the list of eligibles produced
as a result of the examination.
310.
Penalty for False Statement.
applicant in the official application shall contain no falsification, omission
or concealment of material fact. Should investigation disclose any willful
mis-statement, falsification or concealment with respect to an application:
(a) The application shall be invalid and the applicant shall
be disqualified from examination, or
(b) If the applicant shall have been examined, the name of
such applicant shall be removed from the eligible list,
or
(c) If the applicant shall have been appointed, such willful
mis-statement, falsification or concealment shall con
stitute grounds for dismissal from the Police Depart
ment.
No person who shall make willful false application shall be permitted to
make any future application for any position in the Police Department of
the Borough.
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The Statements made by the
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ARTICLE IV.
401.
ANNOUNCEMENT OF EXAMINATIONS
Public Notice.
Public notice of the time and place of every
examination, together with the information as to the position to be filled,
shall be given by publication in a newspaper of general circulation in the
Borough.
The public notice shall be published at least three (3) weeks
prior to an examination and a copy of the notice shall be posted on the
bulletin board in the Borough Building. Additional public notice by publication, posting, or otherwise may be given at any time at the discretion
of the Commission.
402.
Notice of Examination.
In addition of the public notice, the
Secretary shall give written notice to each qualified applicant as follows:
(a) By mailing or otherwise delivering to each applicant
qualified for a medical examination, a notice which shall
include the name of the medical examiner, and the date,
time, place and duration of the examination.
(b) 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 by certified mail at least five (5) days prior
to the date fixed for examination.
Only applicants receiving notices to
report for any examination shall be permitted to participate in such ex
amination, and each applicant shall present his notice to the examiner
before he shall be examined.
Failure to report for any examination in
accordance with the instructions contained in the written notice shall dis
qualify the applicant, except that in the case of medical examination, the
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applicant, with the prior approval of the medical examiner designated in
the notice, may fix another date and time for such examination; provided,
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�however, that any such date or time shall be within the period fixed for
medical examination in Section 403 of these rules.
403.
Scheduling .Medical Examinations.
No medical examination
shall be scheduled less than twelve (12) days, nor more than twenty-one
days from the date fixed in the public notice for a written examination.
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ARTICLE V.
MEDICAL EXAMINATION
Appointment of Medical Examiners.
501.
time to time,
The Commission from
shall appoint a medical examiner to make all medical ex-
aminations required by these rules.
502.
Medical Requirements. Every applicant for appointment to
any position in the Police Department shall submit, at his own expense,
to a medical examination and shall meet the minimum medical require
ments established by the Commission before he shall be permitted to
take any written or oral examination.
A statement of the medical re
quirements 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.
Every applicant for the position of patrolman shall demonstrate
his ability to pass the following physical requirements:
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(a) He shall show no physical conditions or medical history
which in the opinion of the physician should be cause for
rejection.
(b) He shall demonstrate at least 20/40 uncorrected vision
in each eye.
(c) His height, weight, blood pressure, and chest expansion
shall fall within the following limits:
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HEIGHT
MINIMUM
WEIGHT
MAXIMUM
WEIGHT
CHEST MEASUREMENTS / .
EXPANDED MINIMUM MOBILITY
5'
5’
5’
5'
6'
6'
6'
6'
6'
6'
140 lbs.
.145 lbs.
150 lbs.
155 lbs.
160 lbs.
.165 lbs.
170 lbs.
175 lbs.
180 lbs.
185 lbs.
180 lbs.
185 lbs.
190 lbs.
195 lbs.
205 lbs.
210 lbs.
220 lbs.
225 lbs.
230 lbs.
235 lbs.
37- 1/2 in.
38
in.
38- 1/2 in.
39- 1/2 in.
40- 1/2 in.
in.
41
42
in.
in.
43
44-1/2 in.
44-1/2 in.
8"
9"
10"
11"
1"
2"
3"
4"
5"
2-1/2 in.
2-1/2 in.
2-1/2 in.
in.
3
in.
3
3
in.
3
in.
3-l/2in.
3-1/2 in.
3-l/2in.
BLOOD PRESSURE: Systolic Maximum 135; Diastolic 90;
Pulse Pressure: 15 to 50
Variations from the above physical schedules may be permitted
at the discretion of the Civil Service Commission based on the physical
examination of the applicant.
503. Report of Medical Examiner. The Commission shall furnish
medical examiner with forms upon which the medical examiner shall state
the bodily and mental condition of each applicant.
The statement of each
examination shall be submitted to the Commission within five (5) days
after the date of examination.
It is the responsibility of the applicant to
return the report of physical examination to the Secretary of Commission.
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504.
Rejection of Medically Unfit Applicants.
If the medical ex
aminer shall deem any applicant medically unfit for performance of the
duties of a police officer because of any bodily or mental defect, whether
or not the defect shall be specifically stated as cause for rejection in the
statement of medical requirements,
such applicant shall be rejected and
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�a brief statement of the reasons for rejection shall be entered in the report of his medical examination.
505. Re-examination of Medical Fitness. Each applicant eligible
for certification to the Council for appointment to any position in the
Police Department shallbe instructedby the Secretary of the Commission
before being certified, to inform the Commission of any illness or in
juries requiring the attendance of a physician or requiring hospitalization, and of any surgical operations that shall have occurred after the
original medical examination.
If, in the 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 further medical exam
ination before his name shall be certified for appointment.
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ARTICLE VI.
601.
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WRITTEN AND ORAL EXAMINATIONS
Examinations for Patrolman
(a) The examination for the position of Patrolman shall
consist of the following two parts:
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(1) A written examination which shall include a general
police 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.
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(b) Each part of the written examination and the oral ex
amination shall be graded on the scale of one hundred (100)
per cent and shall be weighted as follows:
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(1) For the written portions of the examination, a
total of eighty (80) points, (aptitude 60, mental matu
rity 10, and personality 10), and
(2) For the oral examination a total of twenty (20)
points. The sum of the weighted scores shall not ex
ceed one hundred (100) per cent.
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(c) Each applicant shall pay the fee for the examination.
602.
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Examinations for Police Chief
(a) The examination for the position of Chief of Police
shall consist of three parts, namely:
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(1) A written examination which shall include a test of
police knowledge and performance, and intelligence
test, and such other written tests as the Commission
may, from time to time, designate, and
(2) An oral examination, and
(3) An evaluation of the performance record of the
applicant by the mayor.
(b) The examination shall be graded on a scale of one hun
dred (100) per cent and shall be weighted as follows:
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(1) For the written portions of the examination, a
total of sixty (60) points, and
(2) For the oral examination, a total of twenty (20)
points, and
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(3) For the evaluation of the performance record of
the applicant a total of twenty (20) points.
603.
Passing Grades.
The minimum passing grade for an ex
amination for the position of patrolman shall be a score of seventy (70)
per cent on every portion of the examination.
The minimum passing
grade for an examination for the position of Chief of Police shall be a
score of seventy-five (75) per cent, and each applicant for ; any such
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position shall : score at least seventy (70) per cent of each part of the .
examination.
Every applicant for the position of patrolman who re
ceives a score of at least seventy (70) per cent, and who is entitled by
law to additional credit for service in the Armed Forces of the United
States shall have his score adjusted accordingly.
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Applicants claiming
veterans' preference shall submit satisfactory proof of service and
honorable discharge whenever the Commission shall so demand.
604.
Notice of Applicant's Grade.
examination is completed,
When the grading of each
the Secretary shall give each applicant
written notice of his grade.
605.
Ineligibility for Future Examinations for Six Months.
If an applicant fails to obtain a passing grade in any examination, he
shall not be eligible for a subsequent examination for any position in
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the Police Department of the Borough for a period of six months.
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606.
Administering Examinations. The Commission may desig-
nate the Institute of Municipal Government of Wilkes College, the State
Civil Service Commission of the Commonwealth of Pennsylvania, or any
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other recognized examining agency, to act as examiner for the written
examinations.
The Commission shall reserve the right to accept or re
ject, in whole or in part, the recommendations of the regularly appointed
examining agency.
The oral examination and the evaluation of the ser-
vice or performance record of any applicant shall be the responsibility
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of the Commission.
607,
Conduct of Written Examinations.
The Commission shall
prepare a statement of instructions and rules for the conduct of written
examinations.
The regularly appointed examiner shall carry on each
such examination in accordance with the instructions of the Commission,
and be responsible for enforcing the rules of conduct for written exami
nations.
608.
Penalty for Improper Conduct. Should any applicant be found
guilty of any act tending to defeat the proper conduct or the result of any
examination, his name shall be removed from any eligible list resulting
from the examination and the applicant shall not be permitted to make
any future application for any position in the Police Department.
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ARTICLE VIL
701.
ELIGIBLE LISTS
Preparation of Eligible List.
As soon as possible, after
the completion of each examination, the Secretary of the Commission
shall prepare an eligible list upon which shall appear the name of each
applicant who received a passing grade in the examination.
The names
on the eligible list shall be arranged, from the highest to the lowest, in
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the order of the final weighted score received by each such applicant.
The eligible list shallbe filed in the office of the Borough Secretary, and
a copy posted on the bulletin board in the Borough Municipal Building.
702.
Breaking Tie Scores.
When two (2) or more qualifying ap-
plicants shall receive the same final weighted score, the order in which
the names of such persons shall appear on the eligible list shall be de
termined 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 tassigned the greatest weight, the order of listing shall be determined by
the order in which the applications were numbered for recording pur-
poses.
703.
Life of Eligible Lists
In no case shall any eligible list
remain in effect for a period of more than two (2) years from the date
of its preparation.
Date of preparation refers here to the actual com-
pilation of the list which is to take place no more than ninety (90) days
after the receipt of the request from council calling for the establish
ment of same.
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704.
Furlough Lists.
Whenever the Council causes a reduc
tion in the number of police officers, the Commission shall prepare and
maintain a list of the names of all such furloughed officers, together
with the position held by each such officer at the time of furlough.
The
names on the furlough list shall be arranged, from the greatest to the
least, in the order of the length of service of each furloughed officer in
the Police Department of the Borough.
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ARTICLE VIII.
801.
CERTIFICATION AND APPOINTMENTS
Filling Vacancies.
When a vacancy is to be filled in the
Police Department, the Council shall submit a written request to the
Commission for certification of eligibles.
In making the request, the
Council shall state the title of the position to be filled and the compen
sation to be paid.
802.
Furlough List to Fill Appointments.
Upon receipt of a re-
quest from the Council, the Commission shall first certify the names of
those eligibles who were furloughed because of a reduction in force.
In
filling a vacancy from the furlough list, the Commission shall certify
the top name 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.
803.
Certification from Eligible Lists.
If no furlough list ex- .
ists or if the total number of vacancies cannot be filled from the available names on the furlough list, the Commission shall certify names
from the eligible list. The number of available eligibles certified from
the eligible list shall exceed by two (2) the number of vacancies to be
filled from such eligible list.
If there are less than three (3) available
eligibles on the eligible list, the Council may select from such lesser
number of available eligibles, or may request the Commission to hold
another examination.
804.
Removal of Names from Furlough and Eligible Lists.
In
addition to the other reasons stated as grounds for the removal in these
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�rules, the name of any person appearing on a furlough list or an eligible
list shall be removed by the Commission if such person:
(a) Is appointed to a position in :the Police Department of
the Borough, or
(b) Declines an appointment to a permanent position in the
Police Department of the Borough, or
(c) Fails to make written reply to the Commission within
seven (7) calendar days from the date of mailing of a notice
of certification, or
(d) Indicates availability for appointment and is appointed
to fill a vacancy but fails to report for duty at the time prescribedby the Council, unless, in the opinion of the Council,
such person can show good and sufficient reasons for fail
ing to report.
805.
Appointment Procedures. Whenever the name of any per-
son is certified to the Council from either the furlough list or the eli
gible list, the person shall be immediately notified of his certification
by either certified or registered mail.
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The notice shall include the
title of the positionand the compensation tobe paid, and shall also state
the person certified to make a written reply within seven (7) days from
the date of mailing such notice.
806.
Probationary Period.
All original appointments to any
position in the Police Department of the Borough shall be for a proba-
tionary period of six months.
The Chief of Police shall make a report
on the performance and conduct of each probationer at the end of the
sixth month of the probationary period. Final probationary report shall
include the recommendation of the Chief of Police either to retain or to
reject the probationer.
Council.
Report shall be submitted in writing to the
Within five calendar days after the regular meeting of the
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�Council immediately preceding the end of the probationary period, the
Council shall notify the Commission, in writing, of its decision to retain or reject the probationer.
The Commission, in turn, shall notify
the probationer of the decision of the Council on or before the date of
the close of the probationary period.
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�ARTICLE IX.
901.
SUSPENSIONS, REMOVALS, AND REDUCTIONS IN RANK
Procedure.
Whenever any police officer in the Borough is
suspended, removed, or reduced in rank, the specific charges warrant
ing each such action shall be stated in writing by the appointing authority.
The charges shall be stated clearly and in sufficient detail to enable the
person accused to under stand the charges made against him and to answer
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them.
As soon as practicable, the statement of charges shall be filed in
duplicate with the Commission, 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 regis-
tered mail.
902.
Demand for Hearing.
Any police officer suspended, re
moved or reduced in rank mayfile with the Commissiona written demand
fer a hearing. Such written demand andany statement of written answers
to the charges made against the person accused shall be filed no later
than seven (7) days from the date upon which the statement of charges
made were personally served or mailed.
law,
the Commission shall grant a hearing to any person accused who
complies with the provision of this section.
Each such hearing shall be
open to the public unless the person accused, when making his written
demand for a hearing, requests that such hearing be closed.
903.
Notice of Hearing.
Notice of the date, time and place for
each hearing shall be given in the following manner:
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Within the period fixed by the
�(a) By either personal service or by certified or regis
tered mail to each person making charges and to the per
son 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.
904.
Oaths.
All testimony shall be taken under oath.
The
Chairman, or in his absence the Vice Chairman, shall administer the
oaths.
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905.
Subpoenas.
The Chairman,
Chairman, may compel the attendance
of witnesses and the production
of records and papers pertaining to any hearing.
However, upon the
written request of the person accused or of any person making charges,
the Chairman or in his absence the Vice Chairman, shall order the at-
tendance of any witness or the production of any pertinent document;
provided that such written request is filed with the Secretary within
calendar days from the date appearing on the notice of the
five (5)
hearing.
906.
Hearing Procedure.
Each hearing shall be conducted , in
the following manner:
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(a): The Chairman shall state the general purpose of the
hearing, and
(b) The Secretary, upon direction of the Chairman shall
read the written charges against the person accused to
gether with the record of action taken against such offi
cer, and next
(c) The Secretary shall read any written reply of the per
son accused, and next
(d) The Chairman shall afford each per son making charges,
or his counsel, an opportunity to make any further state-
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or in his absence the Vice
�ment in support of the charges and to produce any witness,
and next
(e) The Chairman shall afford the person accused, or his
counsel, an opportunity to question or cross examine any
person making charges, and to question or cross examine
any witness produced by such person, and next
(f) The Chairman shall afford each per son making charges
an opportunity to examine the person accused, and next
(g) The Chairman shall permit each person making
charges, or his counsel, to make a summation, and next
(h) The Chairman shall afford the person accused, or his
counsel, an opportunity to produce any witness and to sum
up the defense.
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The Commission, at any time during the course of the hearing,
may question or cross examine any person making charges, the person
accused, and any witness.
907.
Decision of the Commission.
Within thirty (30) 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
Commis sion.
The findings and decision of the Commission shall be
certified to any person making charges, to the accused officer, and to
the Council.
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Right of Appeal.
The person suspended, removed, or re-
duced in rank shall have immediate right of appeal to the Court of Com-
mon Pleas of Luzerne County in the manner provided by law.
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�ARTICLE X.
1001.
INSPECTION OF RECORDS
Inspection in General. Except as otherwise provided in
this Article, all of the records of the Commission shall be open to the
public and available for inspection during normal business hours.
A
member of the Commission or any person who may, from time to time,
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be designated by the Commission, shall be present at all times during
any inspection of any record of the Commission.
1002.
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Character
and Reputation Reports.
All reports of in-
vestigations and inquiries into the character and reputation of appli-
cants shall be kept in the strictest confidence, and shall not be open to
inspection.
1003.
Inspection of Examination Materials.
All examination
materials shall be confidential and shall not be open to general public
inspection.
Any examined applicant may inspect his examination pa
pers, provided that:
(a.) He" makes a written request to the Commission within
seven (7) calendar days from the date of mailing of the
written notice of his grade, and
(b) He receives the written consent of the Commission to
inspect his examination papers, and
(c) He makes his inspection within five (5) calendar days
from the date of the mailing of the consent of the Commis
sion.
Before any member of the Commission or any person desig
nated by the Commission,
papers, he shall
permits any inspection of examination
equire the examined applicant to produce the letter
indicating the consent of the Commission and he shall limit the inspec-
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�tion by the examined applicant to only those examination papers indica-
ted on the letter of consent.
No examined applicant shall be permitted
to inspect any examination papers other than his own, nor shall he be
permitted to make any written notes while he is inspecting any examina
tion paper.
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�ARTICLE XI.
1101.
AMENDMENTS
Amendments.
The Commission, with the approval of the
Council, may, from time to time, amend any part of these rules and
regulations.
The foregoing rules and regulations, which are in accord-
ance with the powers granted by the Civil Service Sections in "The
Borough Code, " Secs. 1165-90, enactedby the General Assembly of the
Commonwealth of Pennsylvania and in accordance with the authority
granted by the Council of the Borough of Luzerne, Pennsylvania, are
hereby adopted by the Civil Service Commission of the Borough of
Luzerne, Pennsylvania on December 11, 1962.
Arthur Craze
Chairman
(signed)
John Connolly, Jr.
Vice Chairman
(signed)
Peter J. Bendick
Secretary
(signed)
Approved by the Council of the Borough of
Luzerne, Pennsylvania on January 2, 1963.
Nevin L. Gorki______
President of the Council
ATTEST:
William Pacalavich
Borough Secretary
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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
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Wilkes University retains copyright of these publications.
Format
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PDF
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Publications
Text
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Dublin Core
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Title
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Civil Service: Rules and Regulations for the Borough of Luzerne, 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/76839978d5ba46486853b031dbb19c92.pdf
5210c87ee1f1585f3262b920874719b4
PDF Text
Text
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PROCEEDINGS
THIRD ANNUAL COMMUNITY
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GROWTH CONFERENCE
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WOES COLLEGE
WOLL.ES-BAIRIRE, PMSYLVAM
��PROCEEDINGS
THIRD ANNUAL COMMUNITY GROWTH CONFERENCE
SEPTEMBER 25, 1?63
WILKES-BARRE, PENNSYLVANIA
Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
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FOREWORD
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A major problem facing many communities in the United States
today is rapid and, to a large extent, uncontrolled growth. Although
recognized as a major problem, it does not necessarily apply to all
sections of the United States, specifically to Northeastern Pennsylvania.
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The theme of the THIRD ANNUAL COMMUNITY GROWTH CON
FERENCE was the need to rehabilitate the older community. The core
city which is usually the older community faces specific problems in
trying to meet competition from outlying areas. It is necessary for the
older community to try to discover solutions to the more practical prob
lems of the area.
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The first step to the solution of the problems is to isolate and
identify the problems. It is the opinion of the participants in the first
two Community Growth Conferences that the Conferences themselves
contributed much to identifying problems. A number of these problems
were discussed at the THIRD ANNUAL COMMUNITY GROWTH CON
FERENCE by representatives of areas that have faced problems similar
to ours. These comments should be helpful in the solution of these
problems.
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The sponsors of the THIRD ANNUAL COMMUNITY GROWTH
CONFERENCE would like to extend sincere thanks to the First National
Bank, the Hanover National Bank, and the Miners National Bank, all of
Wilkes-Barre, without whose financial assistance the Conference would
not have been possible. Because of the attitude, enthusiasm and interest
displayed, this Conference will be but the third of many.
Hugo V. Mailey, Director
Institute of Municipal Government
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TABLE OF CONTENTS
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F or eward
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Program
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Sponsors
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Introductory Remarks by Thomas H. Kiley
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Welcome Remarks by Frank Slattery,
2
"The Need to Rehabilitate the Older Community.
3
Introductory Remarks by Wilbur Shorts
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Survival of the Central Business District by Paul F. Miller
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Introductory Remarks by John P. Sammon.
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Land Values As Affected by Urban Renewal by Martin. L. Steiger
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Introductory Remarks by Mrs. Edward B. Wicks.,
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Measurement of Community Renewal Needs by Erastus Corning III
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Introductory Remarks by Hussell E. Gardner
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Private Enterprise: A Partner in Rehabilitation by Fred Forman
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Roster of Attendance
Registered But Not In Attendance
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THIRD ANNUAL COMMUNITY GROWTH CONFERENCE
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SEPTEMBER 25, 1963
PROGRAM
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11:30 a. m.
Registration
Mezzanine, Hotel Sterling
Chairman:
Mrs. Ethel A. Price, Director
Department of Streets
City of Wilkes-Barre
12:00 noon
Luncheon
Crystal Ballroom
Chairman:
Thomas H. Kiley, President, Greater
Wilkes-Barre Chamber of Commerce
Frank Slattery, Mayor, City of Wilkes-Barre
The Need to Rehabilitate the Older Community
William Rafsky, Executive Vice President
Old Philadelphia Development Corporation
Welcome:
Topic:
Speaker:
2:00 p. m.
Panel Session
Chairman:
Topic:
Speaker:
Chairman: Robert Harvey, Vice President, Greater
Wilkes-Barre Real Estate Board
Topic:
Effect of Urban Renewal on Land Values
Speaker:
Martin L. Steiger, CAE
Philadelphia Board of Revision of Taxes
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Chairman:
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Topin:
Speaker:
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Mrs. Edward B. Wicks, President
Luzerne County Federation of Women's Clubs
Measurement of Community Renewal Needs
Erastus Corning III, Assistant Manager
Urban Renewal Department
First National Bank of Boston
5: 30 p. m.
Cocktails
Parlor C, Hotel Sterling
6: 30 p. m.
Dinner
Chairman:
Topic:
Speaker:
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Wilbur Shorts-, President, N. E. Pennsylvania
Homebuilders Association
Survival of the Central Business District
Paul F. Miller, Development Coordinator
City of Lancaster
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Russell E. Gardner, Vice President
Committee of 100, Inc.
Private Enterprise: A Partner in Rehabilitation
Fred Forman, Treasurer
Midtown Holding Corps. , Rochester, N. Y.
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SPONSORS
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American Institute of Architects - Northeast Chapter
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Board of School Directors - Luzerne County
Community Research Center
Greater Wilkes-Barre Chamber of Commerce
Greater Wilkes-Barre Junior Chamber of Commerce
Greater Wilkes-Barre Real Estate Board
Home Builders Association of Northeastern Pennsylvania
Institute of Municipal Government
League of Women Vbters
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Luzerne County Boroughs Association
Luzerne County Federation of Women's Clubs
Luzerne County Planning Commission
Luzerne County School Board
Pennsylvania Economy League - Central Division
Pennsylvania School^Directors Association
Susquehanna River Basin Association
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West Side Regional Planning Commission
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Wilkes-Barre Planning Commission
WilkeS-Barre Redevelopment Authority
Wilkes- Barre Wyoming Valley Merchants Association
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��WELCOME REMARKS
by
Frank Slattery
Mayor of the City of Wilkes-Barre
Ladies and Gentlemen: A mayor quickly learns that it takes all
kinds of things to make up a city -- a physical city. But most of all, it
takes all kinds of people. As the mayor of this city, you will believe me
when I say that we have all kinds of people in Wilkes-Barre. Fortun
ately, we have many dedicated people -- those who want to see the City
grow and flourish; not only financially or economically, but also cul
turally. Based on the theory that man cannot live by bread alone, there
are many things which have to be done to make this theory valid. There
fore, it is a genuine pleasure for me as mayor to welcome you, who re
present those that are dedicated -- both from this
area and other
areas of the State --to the Conference and to the city and to Wilkes
College.
What you represent is a wonderful thing. The City of WilkesBarre is proud to welcome you here -- to welcome you warmly and
sincerely. I know that the speakers and representatives will make this
Conference an outstanding success.
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THE NEED TO REHABILITATE THE OLDER COMMUNITY
by
William L. Rafsky, Executive Vice President
Old Philadelphia Development Corporation
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The older communities in our nation have only two choices: ei
ther they must revitalize and rehabilitate themselves physically, or they
must die.
It is no longer possible to stand still because the forces of
obsolescence and deterioration will erode the foundations of our com
munities and will bring about an eventual demise.
There is no inher
ent guarantee that a city is assured of maintaining its vitality.
Even
cities which are blessed naturally, such as seaports or those with re
sources such as coal, have found these advantages insufficient to pro
tect themselves against deterioration. Changing technology and chang
ing fashions bring about changes in our economic and social lives which
require adjustment.
A city, therefore, must continue to have a meaningful purpose.
It must perform some function, and most important, it must be able to
meet the needs of its population. In this regard, civilization would in
dicate that urbanism has built-in attractions and tends to be an accepted
way of life.
Both ancient and modern civilizations reveal extensive popula
tion movements from rural and agricultural areas to the city.
The
question, however, is to what cities do people go? Why, for example,
do Southern Italians by-pass Naples to go to Rome? Why did the move
ment beginning with the mid-19th century to the American West result
in a concentration of population in some cities while others declined?
To answer these questions requires, in my judgment, the need to iden
tify the role of a city.
The community must then be organized to ful
fill this purpose, to develop the underlying ideas, and in this way to
enhance the city. One of the most effective tools which has been devel
oped in this country to achieve this goal is urban renewal. In this con
text, urban renewal is not merely redevelopment and slum clearances
but represents total community mobilization.
Involved is the achieve
ment of the desirable place to live, full opportunity to work, and at
tractive facilities for leisure time.
American cities do not have a choice to start as completely new
cities. We cannot do what Brazil is attempting in building a new capitol
in the hinterlands --Brazilia, or what Pakistan is attempting, to add a
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new community--Islamabad--to an existing city. The challenge to Am
erican cities is that they must rehabilitate.
In the rehabilitation ap
proach, every possible emphasis should be given to save whatever is
useful and to restore and remodel so that they fit in with new develop
ments of a sound economic basis. This standard, however, should not
result in any fear to tear down structures when necessary. We must
recognize that there is need to have new development at all times to
keep growing.
In fact, we have found in Philadelphia that the new sets
off the old even better.
Obviously, such new construction should be in
line with the overall objective.
The community's program, to be successful, must be all en
compassing and a balanced one.
All aspects of urban economics and
living must be taken into account and programs developed in all of these
areas. In considering a program for the community's economic better
ment, the leaders should begin by identifying what strengths exist and
what is the potential to develop.
For example, one community might
concentrate on industry, others on developing trade and tourism, others
on raw materials.
In Philadelphia, we have recognized the need for industrial .de-_
velopment because of the employment opportunities presented and becarree of the availability of skilled labor.
Our programs including in
dustrial development and redevelopment have ^resulted ' in de'tthxg up
industrial parks that can compete with the best in the nearby suburbs.
Government powers are used to improve land so that we have the suf
ficient acreage usually available and in unbuilt suburban land areas,
but not in the city itself.
The Philadelphia program also provides key financing help.
This fiscal assistance is in the form of low interest loans sponsored by
a non-profit corporation which is exempt from the Federal income tax.
This financial aid as well as other parts of the industrial program re
cognize that we can still use many of the older manufacturing plants
such as loft buildings.
They are made available to firms just getting
started and others which require a very low rent. By improving loading
and off-street parking facilities as well as clearing up the mixed zoning
in the area, such loft buildings become attractive for industrial use.
-Another major concern in economic development is retail shop
ping.
In Philadelphia, we are working with center city merchants to
make their shopping streets more attractive, and in one case, IMarket
Street East, to develop a unique shopping center which can more than
hold its own against suburban competition.
At the same time, we re
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cognize that neighborhood shopping areas have to be improved in order
to hold people within the city. In addition in Philadelphia, the impor
tance of the downtown area not only for the city but for the entire ec
onomic strength of the region is reflected in our program. Redevelop
ment is providing opportunities for new office buildings, wholesale cen
ters, and cultural activities. These are being supported by improved
transportation and off-street parking.
Finally from the economic aspect, programs are being devel
oped to expand our port, airport, and Convention Hall, in order to at
tract more business to Philadelphia.
The city's residential improvement program is the one which
had the earliest start and as a result, much progress has been made.
Through slum clearance, a number of cancers have been wiped out, and
new housing ranging from public housing for low income families to
high-rise apartments have been provided.
Even more significant, however, is the newer program to main
tain existing neighborhoods which are essentially sound but which are
beginning to show the early signs of blight. By encouraging property
owners to repair their buildings and by government providing improved
facilities, old neighborhoods are being revitalized.
In Philadelphia, we also recognize the need to preserve our his
torical heritage. The programs initiated not too long ago have already
produced results in restoring historical buildings particularly in the
area around Independence Hall, the famous "Society Hill. "
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As part of the balanced program in Philadelphia, urban renewal
aid has been made available to key institutions such as universities,
hospitals and museums.
This facet of the program recognizes that
without institutions which provide the .flavor and the excitement of urban
renewal, that a community is not fully exploiting its potential.
Three major universities in our city all agreed to drop plans for
suburban campuses and to remain within the heart of the city on a pledge
by City Government that land areas would be made available.
Shortly, the redevelopment agency will undertake the development
of a cultural c&nter adjacent to the famous Academy of Music.
Government, of cours-e, has a more direct role to play in. the re
building and rehabilitation of the community. Not only are playgrounds,,
schools, libraries, and health centers essential for modern-day living-,
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butthey also encourage people who live nearby to maintain and improve
their properties. In Philadelphia, these programs are carried .out
through a very carefully planned financial program well within the debt
limit.
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Because transportation is necessary to tie together the various
developmentsand to encourage movement and communication within the
city, a good deal of the program effort in Philadelphia has been in this
field. Philadelphia has pioneered in providing subsidies for mass tran
sportation so that ridership on commuter lines has greatly increased.
In addition by use of city government borrowing power, both subways
and railroads have obtained new equipment which also increased riding.
Now in co-operation with the other counties in Southeast Pennsylvania,
the mass transportation system will be unified and expanded through a
regional authority.
Highways, however, cannot be neglected.
Philadelphia has
pushed ahead in developing a highway network and with off-street park
ing in strategic locations.
No program of this magnitude can’be carried out withoutproblems and difficulties. Inherent in our governmental structure is that
its jurisdiction is confined to official boundaries 'while living, working
and transportation operate in a larger region. The competition for in
dustry, the multiplicity of governmental units all tend to retard the pro
gram and make it less effective. Some progress, however, is being
made in the Philadelphia metropolitan region through a Regional Con
ference of Elected Officials.
A community rebuilding program inevitably causes displacement
and hardship. It is impossible to satisfy everyone. The greatest dif
ficulty, however, has been encountered in relocating large families and
small businesses. New government aids particularly in the latter cate
gory, are necessary to alleviate serious hardship.
For the community rehabilitation operation to be a success, it
is necessary to have a combination of government leadership, citizen
support, private investment in government'■sponsored activities, anda sound planning concept. With this type of organization, the com
munity will find that the rebuilding not only stops the decline but pays
off in many ways.
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In Philadelphia, for every dollar of government funds an aver
age of better than five dollars of private capital has flowed into the pro-
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gram. After eight years of active operation, we are able to say that no
tax increase is necessary to continue and enlarge government services.
The greatest contribution, however, is in improved conditions for Our
citizens and the providers of greater opportunities for work .and play.
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INTRODUCTORY REMARKS
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Wilbur Shorts
President, Northeastern Pennsylvania
Homebuilders Association
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It is a very real pleasure for me as President of the Northeastern
Pennsylvania Home Builders Association to present the next panelist
whose topic is, "The Survival of the Central Business District."
In the rehabilitation of an older community, particular attention
must be paid to the core area, the central business district. There is
no more important field in the whole subject of land economics than
the central city.
The out-migration of shops and businesses into shopping centers
attests to the well known fact that the central business district has not
successfully coped with its problems. The central business district
has either ignored the new role it must play in the city of the future, or,
if it has understood this new role, it has been negligent in responding.
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It gives me a great deal of pleasure to introduce Mr. Paul F.
Miller who will speak on, "The Survival of the Central Business Dis
trict. "
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SURVIVAL OF THE CENTRAL BUSINESS DISTRICT
by
Paul F. Miller
Development Coordinator
City of Lancaster
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Since the end of World War II, the American landscape has
undergone many changes. These changes have been the subject of books,
movies, magazine articles, and speeches by so-called experts. The
continuing growth in population, coupled with increased incomes and
changing technologies, have combined to exert new pressures on urban
growth. To the extent that changes have occurred, the new suburbs
portray best what we apparently want, need, and can afford. The old
city core, on thfe other h^nd, portrays what we were. Obviously, the
downtown suffers by comparison with suburbia in terms of what we want.
Empty stores, crowded streets, lack of parking space, old buildings, unattractive residential, warehouse and industrial zones around
the downtown all dissuade us from using downtown the way we would like
it to be used.
The title of this talk, "Survival of the Central Business District, "
clearly indicates that we commonly believe that changes in recent years
have hurt the downtown and that the downtown must react to current
changes if it is to survive. It is probably a very fair statement that,
unless the downtown offers us the thljmgs we want within our changing
society, then the downtown will not survive. Certainly the downtown
has remained static and does not reflect our collective desires to the
same extent as the shopping center does.
Remembering, therefore, that the downtown cannot survive in
the static, stagnant sense, our concern should be with the type of change
that should occur within the Central Business District that will allow
the Central Business District to survive as the economic and social
nucleus of its tributary region.
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Although all literate Americans are continually reminded of the
changes wrought by the invention and common use of the automobile,
we probably do not fathom the extent to which the automobile has changed
our existence in so many different ways. Within the last one-half cen
tury, man has moved from the pedestrian scale to the automotive scale;
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and this change in scale parallels, in terms of cumulative impact, the
relative decline of the downtown.
As an illustration of the different scales, appreciate the extreme
differences between the pedestrian architecture of the Victorian Age
with the automotive scale architecture of today. The Victorian Era was
the era when man walked to work, to church, to shop, to visit, and,
hence things were compact and architecture was oriented to the scrutiny
of a man walking two to three miles an hour past any given structure.
In the pedestrian scale of things, then, one could appreciate the fine
detail on stone and wood and glass and brick on the fronts of buildings.
At a pace of three miles per hour, one had the opportunity to appreciate
such detail.
On the automotive scale, however, the uncluttered, contem
porary look reflects the view point of an auto-borne society traveling
at 35 miles per hour and up.
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Visualize, quickly, the contrast in shape, size and detail of
the typical downtown blockwith the shopping center. The shopping center
being, thus far, a much less permanent institution than the downtown,
reflects our more recent tastes and desires; but a shopping center,
too, has changed.
Shopping centers have been around long enough to permit some
comparison and contrast between the earlier editions and the most
recent centers. Even to the untrained eye, it is evident that most early
shopping centers were often crude in planning, style, and material.
These earlier shopping centers catered too much to the single factor of
convenience and not enough to the comfort and wants of the shopper.
The newer form of shopping center (such as Cherry Hill) moves beyond
the satisfaction of convenience of access, and excites the participation
of the customer. The air-conditioned mall, with its many attractions,
a more pleasing appearance, and other elements combine to result in a
second-generation shopping center which appears to have blended the
best of the pedestrian and the automotive scales.
The more recently built shopping center, then, exemplifies a
beneficial blend of the convenience of the automotive scale and the int
erest of the pedestrian scale. The new shopping center is a more com
plex thing in which the shopper is confronted by stores and activities
much more varied than those of earlier shopping centers. The theatre,
birds, flora, kiosks and exhibits have been added in the shopping center
not only to attract the customer but also to hold himand to make his stay
in the’shopping center an impressionable experience, one that he will
want to repeat. This is just the kind of commercial environment that
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the shopper should experience in the Central Business District. The
convenience of access and the year-around, air-conditionedmall have,
given the second generation of shopping centers a competitive edge over
the downtown commercial complex.
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The proliferation, of shopping centers tends to weaken any indi
vidually established center. The great majority of shopping centers,
therefore, do not have the atmosphere of permanency that is true of the
downtown. Further, the proliferation of shopping enters in the sub
urban areas of maximum growth, where zoning and thoroughfare planning
are often at a minimum, also results in congestion during peak hours.
This congestion appears to be getting worse and defeats the very sig
nificant matter of convenience, upon which the shopping center, to a
large extent, is based. For those areas of uncontrolled growth, then,
convenience of access becomes more a matter of distance than a matter
of an easy driving experience.
Many downtown promotion campaigns have featured"permanency"
of the downtown in an attempt to maintain or recapture the loyalty of
shoppers. The "100% Corners" within the downtown can shift over the
period of decades, from one block to another, but the downtown will
stay the downtown over a period of centuries. It is very important,
therefore, that the potential shopper be reminded of the uniqueness and
reliability of the downtown as a shopping and cultural complex.
We should note here that the shopping center is,not a total enemy
of the downtown, not are we implying that there is a life-and-death
struggle between the shopping center, on the one hand, and the Central
Business District on the other. What concerns us is that the downtown
maintain adequate vitality to keep its role as the socio-economic focus
of the regional matrix. It is apparent that the shopping center, situated
as it is on the growing fringe of urban areas, will continue to increase
its relative share of an urban area's total retail spending. However,
despite the relative decline in the retail potential of the downtown, it,
nonetheless, should be vital enough to experience continued, absolute
increase in sales so that individual businesses and, hence, the total
retail complex, maintain an aggressive position and higher physical
standards. In those communities where the Central Business District
is not experiencing, in general, an annual increase in absolute sales
(discounting inflation), the evidences of declinebecome apparent--build
ings are not physically maintained, vacancies occur, non-retail estab
lishments rent stores once occupied by retail firms, business collect.-ively lacks the aggressiveness to develop adequate off-street parking,
declining tax assessments--these all' are part of the story of decline
occasioned by the Central Business District's retail degeneration.
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Communities across the country have planned for downtown re
generation that have varied in magnitude, nature and implementation.
Some communities are of the opinion that the provision of an express
way to the downtown is the most significant benefit that the downtown
can receive, whereas others seem to think that the provision of offstreet parking is the single, most important approach.
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What is important is that the total problem of thedowntown be
appreciated before a campaign of downtown regeneration begins. The
problems of physical and economic obsolescence that so apparently
plague the Central Business District have also wrought their toll upon
the balance of the community. Older residential, commercial and in
dustrial areas surrounding the Central Business District, too, have
been scarred by the change from the pedestrian to the automotive scale.
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The shopping center is both the bane and hope of the downtown.
Suburbanization of population since World War II has occasioned the
growth of shopping centers within convenient access of the sprawling
suburbias across the country. The shopping center, therefore, is a
very logical development and one which will stay, and one which will
change. The shopping center siphons off spending from the total append
ing pool of the region1 s population and, hence, cuts into the sales poten
tial of the downtown. However, to the extent that the older, obsolete
downtown can borrow from the more successful attributes of the newer
shopping centers, that is the ext ent to which the downtown can reflect
our population's wants and desires, and can look forward to a revitali
zation.
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What is important to understand, then, is that the downtown
suffers from the blight that too often surrounds it. To the person
traveling downtown, the "grey" neighborhood surrounding the downtown
becomes an obstacle to overcome; and, hence, these "grey" neighbor
hoods detract from the desirability of living, working, or passing time
in the downtown.
The entire community, then, is the problem, not just the downtown. Planning for the downtown's revitalization, can, perhaps, occur
in isolation, but such revitalization can only occur best and permanently
if downtown revitalization is the result of the community's revitalization.
Comprehensive planning is the broad program we first must establish}
and this program must reflect what we are and what we want to be.
New neighborhoods must be created around the downtown through
renewal's two aspects of clearance and rehabilitation. Downtown Wash
ington, D. C. , is benefiting from the gigantic redevelopment project,
known as the "Southwest Project," in which thousands of new apart-
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�ment units are being built in the former slum shadow of the Capitol.
The rehabilitation, primarily through private initiative, of the Capitol:
Hill, Foggy Bottom, and Georgetown neighborhoods also serves to en
velop the commercial downtown of Washington in a gradually improving
series of neighborhoods strengthens the commercial potential for art,
theatre, restaurants and other similar activities in the downtown. The
atmosphere in these developing neighborhoods also serves to create
an environment of desirability that will, hopefully, permeate the com
mercial downtown as well.
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Here I would like to add a comment to those who are particularly
interested in the re-establishment of good residential neighborhoods
near the downtown. In Lancaster, as in many other cities, there are
many buildings of historical and/or architectural significance within
ready proximity of the commercial core. Without recourse to some
thing as dramatic as urban renewal, a program can be devised to in
terest people in buying up and improving interesting residential prop
erties which exhibit some unique character. Walking tours, newspaper
articles, radio and television shows, and urban renewal can all be used
to encourage the up-lifting of older, downtown residential neighborhoods
through historic restoration. The Lancaster Redevelopment Authority
engaged the services of Mr. Charles Peterson, F. A. I. A. , of Phila
delphia, to survey the architectural and historical significance of build
ings in three renewal projects. If we are successful in Lancaster in
preservingthpse structures of significance, we will also have stabilized
residential areas which, in turn, willhelp enhance the long-range health
and vitality of the downtown.
Althoughthe original thrust of urban renewal was in the direction
of residential redevelopment, an increasing emphasis is being placed
upon the use of urban renewal as the vehicle to effect the more dramatic
approach to the Central Business District's revitalization. This re
minds us of the dilemma faced by the downtown. On the one hand, the
basic and necessary approach of comprehensive planning is long-range
in most of its aspects and provides no quick adjustment to immediate
or even short-range problems.
The problems of obsolescence and the competition provided by
enveloping shopping centers have accumulated in maty communities to
such an extent that the downtown is becoming too weak to effect a re
surgence on a significant scale. Major downtown Urban Renewal pro
jects, then, although applicable in all communities, nontheless, are
a tool most appropriate in those communities where no time can be
wasted.
Marketability of land is the problem in those cities that have
"weak" downtowns. Will the proper developer actually be found, and
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will this developer be able to successfully develop new retail space,
the office building, the motel, and the new department store? This
question of marketability perhaps is more serious in smaller cities,
especially in the retail sector where the number and type of major retail
facilities are so much more restricted than in the larger cities. A very
surprising thing is that so many downtowns have had renewal projects in
the real estate market has been good and the project has been carried out
inmany cases, with a good measure of success. The real estate aspect
of downtown renaissance must be given priority so that the business firm
contemplating urban renewal land will be able to visualize financial gain
equal to or surpassing any alternative opportunity insuburbia.
Although downtown renewal is often used as a "crash" program,
every attempt must be made to relate the planning and renewal program
in a continuing way and in such a way that planning is clearly the mother
of renewal, and not vice versa. In Lancaster our downtown planning
program has clearly preceeded renewal action. The model and report
on the "Downtown 1980 Study" were well publicized and, as a result,
specific projects were generated.
Where the model showed a large parking structure, there is one
today. Our city’s largest department store, Watt & Shand, joined forces
with the Redevelopment Authority and as a result of this non-federal
renewal project, a 700-car garage was built as well as first floor com
mercial space. Although this parking structure has been opened for a
very short time, its success is insured and.retail stores within a twoblock radius report that sales are consistently up and that some cus
tomers havebeen seen for the first time in five or six years. A further
measurement of the impact of this parking facility is to be had through
the park and shop validation system. Here is a clear-cut example of
comprehensive planning giving birth to a specific project which from
every indication will have a substantial impact upon the continued via
bility of downtown Lancaster.
The "Downtown 1980" plan also suggested urban renewal in the
second block of North Queen Street. Most interesting is the way that
urban renewal has come about in this specific part of Lancaster's central
business district. A group of businessmen founded the Central Lancaster
Development Corporation which paid for design and market studies for
that part of the downtown suggested by the "Downtown 1980" plan for
renewal.
The Central Lancaster Development Corporation worked
closely with the City Planning Commissionand the Redevelopment Auth
ority with the result that the North Queen Street Redevelopment Project
has been certified, preliminary planning approval has been given, and
a Final Urban Renewal Plan is in preparation.
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The Central Lancaster Development Corporation is a prime ex
ample of the type of cooperation that can exist between government and
private enterprise in this serious and continuing business of downtown
resurgence. Both government and business stand to lose much if the
central business district declines, and it is obviously appropriate that
a partnership should occur in this situation. This business-government
cooperation has occurred in many cities, such as Pittsburgh, Philadel
phia, and several others.
It is evident, then, from the experience of Lancaster in the last
few years, that comprehensive planning can effectively spawn major
downtown projects through both private and public initiative. Urban
Renewal, as one of the major ways to implement plans, permits massive
economic response to the challenge of shopping center competition.
The shopping center has been especially successful in competing with
the downtown because it represents the collective action of many ten
ants within a unified parking and architectural scheme. An individual
store in the downtown can modernize and expand and help strengthen the
downtown; the urban renewal project, however, provides the downtown
with the same unified approach of many tenants that one finds in the sub
urban shopping centers.
Further, urban renewal in the central business district presents
an opportunity to provide those people-oriented activities and things
that are part of the pedestrial scale. The best examples of these peopleoriented things are found in the air-conditioned mall environs of Mid
town Plaza in Rochester, Northway Mall in Pittsburgh and Cherry Hill,
east of Camden.
By rebuilding into the downtown those features that delight and
attract us, we will enhance the ability of the central business district
to attract a fair share of the regional retail dollar. The customer and
businessman both have the alternative of doing business in suburbia or
in the central business district. A massive effort must be launched
and maintained to continually improve the downtown as the better alt
ernative for shopping, recreation, investing, working and living.
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In this presentation, we have repeated the theme that the prob
lem of the central business district results from changes affecting our
habits and wants within the framework of the metropolitan community.
The central business district must adjust physically to new habits and
to new competition. This physical readjustment must accommodate
both the convenience of access demanded by the automotive scale and
the interest and intimacy of the pedestrian scale.
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The survival of the central business district is a matter that
demands continuing care and not just intermittent interest. As part «f
our continuing care for the health and wealth of the central business dis
trict, we must recognize that our attention should be directed to the
proper planning of the entire metropolitan area. Suburbia, too, has its
problems and these problems are becoming more and more apparent as
earlier suburban buildings experience physical and economic obsol
escence.
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We face, then, a total program which demands newer forms of
metropolitan-governmental cooperation from which, in turn, we will
have an environment which will best enable us to maintain the vigor and
delightfulness of the new central businessAdistrict.
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�INTRODUCTORY REMARKS
by
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John P. Sammon
Wilkes-Barre Real Estate Board
Continuing the theme of the Conference, there are a number of
questions that arise from the point of view of my organization, the
Greater Wilkes-Barre Real Estate Board. In appraisals we are con
cerned with the effects of urban renewal both in the renewal area and
the surrounding areas. Another question that presents itself is, "Does
urban renewal pay for itself in terms of land value?"
Our next speaker has been in an excellent position to critically
examine these questions since the City of Philadelphia has had a num
ber of major urban renewal projects. I am sure that he can inform us
as to the effects of urban renewal on the City's tax structure.
Ladies and Gentlemen, may I present to you Mr. Martin L.
Steiger of the Philadelphia Board of Revision of Taxes who will discuss
the topic, "Land Values as Affected by Urban Renewal. "
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�LAND VALUES AS AFFECTED BY URBAN RENEWAL
by
Martin L. Steiger, C. A. E.
Supervising Assessor
City of Philadelphia
If I may, I would like to make several observations before pro
ceeding with the topic assigned to me.
It is my assumption that I have been asked to address this group
this afternoon so that a tax assessor's approach to the problems created
by urban renewal might be presented inan effort to explore the question
as fully as possible,,
Some of you may ask "What does an assessor know about such
he apply that knowledge?" As to the
intricate problems and how can
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first part of the question, a. properly trained and qualified assessor
should be well informed particularly since his job requires that he be
in daily contact with various real estate developments in his particular
locality.
Concerning his application of knowledge he possesses, it
should be born in mind that, although trained in the modern techniques
of real estate appraisal, his objective differs from that of the usual real
estate appraiser. A tax assessor is engaged in mass appraisals in
tended to result finally in an equal distribution of the tax burden in his
community. The average appraiser, on the other hand, is ordinarily
concerned with an individual parcel of real estate, the appraisal of which
is often influenced by the purpose for which it was made, whether it be
for estate taxes, insurance, condemnation, investment, etc.
Although their approaches to value may be similar, their results
will frequently differ. The purpose of an appraisal can very well have
an effect on the result in addition to which, factors that affect values
may or may not be given the same consideration by appraisers and as
sessors.
Nevertheless, my discussion of the effect of urban renewal upon
land valuations will reflect my thinking which has been influenced con
siderably by exposure to the changing city from whence I come.
Land owners and prospective purchasers of land in urban areas
have become more and more concerned with the future of our cities.
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Except in locations where blight has already set in and city plan
ning has not as yet caught up with it or funds for redevelopment are
committed to other projects, several significant types of land develop
ment exist as important factors in the future progress of the older
American cities.
One which has been and will continue as animportant considera
tion, so long as suitable land areas are available, is the continued de
velopment of remaining vacant land zoned basically for residential use.
The population explosion and the flight to the suburbs have been offset
partially by the erection of attractive new homes in pleasant surround
ings located in outlying areas within city limits. It must be admitted
that the certainty of continuing city services, fairly steady tax rates,
existing and modern school systems, good public transportation, and
forward looking government planning will all play an important part in
braking the onward rush to the suburbs.
These comments quite naturally tie in with a second type of land
development. This is the vast program of redevelopment and renewal
that has taken hold so vitally in many of our cities today. Rot and
decay, so evident in the older sections of the American city, has crea
ted a fight for existence. Unless this cancer can be removed to permit
the healthy tissue of redevelopment to take its place, the cause can "be
a hopeless one.
What does all of this mean to the taxpayer and property owner
generally? All of us must be prepared to pay the piper for the multi
million dollar projects already completed, under way, and proposed.
In order to silence critics of so vast a program, these takings and con
demnations have been justified as being necessary for the public wel
fare. To encourage private enterprise many sales have been consum
mated by the taking authorities to private investors. These resales
have disclosed sales prices frequently below the cost involved in pub
lic expenditures. Therefore, one would be justified in assuming that
such sales do not represent market value but a form of governmental
subsidy to private enterprise for participating in these tremendous pro
grams. These sales should be carefully analyzed by assessors and
appraisers alike.
As a native of Philadelphia, I can illustrate more clearly by re
lating some of the experiences we have had in our city. Every time an
other area is publicly designated as a redevelopment area, a movement
out of the neighborhood commences, followed by the inevitable wave of
vandalism. This situation is such a difficult one that it threatens to be
come an ever-increasing problem to our public safety departments.
Property values in areas immediately adjacent to these projects have
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decreased during the transitional period because infestation of slum
areas beyond their perimeters has spread evenbefore old buildings can
be demolished. Even years after completion some of the damage to
surrounding neighborhoods has not as yet been overcome. There are
certain redevelopment areas where this problem has been partially
solved by the taking only of scattered properties within the designated
areas and replacing them with modern housing, creating open space
such as parks and recreational regions, and frequently setting aside
land for commercial, industrial, and institutional organizations already
located there. In the homes that are not taken, the owners are per
mitted to remain, providing approved rehabilitation plans are agreed to
and subsequently carried out.
Two of our outstanding government-sponsored projects are the
Society Hill Development and the large section of southwest Philadelphia,
known as Eastwick.
The Society Hill project, located east and south of Independence
Hall, is withina mile of center city. The Commonwealth of Pennsylvania
and the Federal Government both cooperated to acquire land between the
Benjamin Franklin Bridge to the north and the Delaware River, east of
Independence Hall, where the Independence Mall is now in the final stage
of completion.
One of the trouble spots encountered here was the old DockStreet
wholesale produce market, where the bulk of the city's supply of fresh
food was handled. To acquire this area, it was necessary to assemble
other land near the southern extremity of the city, where city dumps
were filled in to provide a site for the relocation of the produce market.
This has become one of the most modern food distribution centers in
the country.
In keeping with the historical significance of this original old
city, dating back long before the Revolution, residences in the area per
mitted to remain under this program are required to undergo restora
tion to their original form, only as to their exteriors. Where owners
did not consent, they were threatened with the loss of their properties
by condemnation.
New colonial type and contemporary homes have
been erected or rebuilt and others to be completed shortly are selling
from $25,000 to in excess of $50, 000 each. A multiple-story apartment
house on Washington Square is now ready for occupancy and several
more have been started. All new construction has been in the hands of
private developers.
The other development, known as Eastwick, for which land was
taken by the Redevelopment Authority, comprises over 2500 acres of
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land on which may sub-standard homes had been located. Most of the
area was vacant ground, frequently inaccessible and unavailable for use
because most of it was below sea level, in an area adjacent to our Muni
cipal Airport. Several years ago the U. S. Department of Engineers
conducted a dredging operation of our rivers, from which silt was re
moved and transported by lengthy pipelines to this area, thereby raising
the level to a point where utilization in this new program became possi
ble. This project required 11 million cubic yards of fill.
All of this land has been turned over to a group of private building
firms which are in the process of creating an entire community con
sisting of 10, 000 new homes, shopping centers and schools, in addition
to making provision for future industrial expansion. Its estimated popu
lation will be 60, 000 persons. The target date for completion was 10
years.
The most dramatic of all of our renewal programs, however,
has been the now-famous Penn Center development, which was made
possible by demolition of the old "Chinese Wall," a name long agogiven
to the viaduct that carried the Penna. R. R. tracks into the old Broad
Street Station, formerly located in the heart of the city. It is an ex
cellent example of privately controlled and financed urban renewal.
The railroad has maintained control and has refused to sell or lease
land thus made available, unless the proposed improvements would con
form with its own development plan, approved, of course, by the local
authorities.
Except for a change in a portion of the original plan when the
city decided to acquire one segment for City Hall Square beautification
purposes, most everything has proceeded according to that plan. Since
1951, when the land was cleared, there have been erected 3 office build
ings with two more now under construction, a combined modern garage
building and underground bus terminal, the Sheraton Hotel, and two
high-rise apartment houses.
Those of you who have been to Phila
delphia lately may have had the opportunity to see the underground
improvements which have become one of our center city attractions.
On the lower level, which is the extension of the concourse leading to
the Penna. R. R. Suburban Station Building, beautiful shops of all kinds
have been opened, affording the opportunity to shoppers to stroll about
protected from weather and traffic, in very attractive surroundings.
It is anticipated that as a result of the renewal and development
programs referred to in this discussion, the City of Philadelphia will
not increase its realty tax rate for some years to come. The city fathers
feel confident, at least for the moment, that enough additional tax rev
enue will result to more than offset the added cost of local government
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to be expected in the immediate future. Not very many cities have had
the advantage of the fortunate set of circumstances that have come our
way, but it is proof positive that our big cities will be around for some
time to come.
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INTRODUCTORY REMARKS
by
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Mrs. Edward B. Wicks
President, Luzerne County Federation
of Women's Clubs
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In an older community it is not too difficult to say that com
munity renewal is necessary. However, it is sometimes difficult to
determine the priorities that should be assigned in either renewing or
rehabilitating any particular section. It is a vexing problem and one
that may often provide a great deal of controversy among varying seg
ments of the community.
Even among the business, political, and civic leadership the
amount or extent of renewal may not be readily agreed upon.
Planners and others have devoted quite a bit of time in recent
years developing a set of criteria. Recently, the City of Wilkes-Barre
was designated as a demonstration project to determine methods that
may be employed by a community in evaluating its urban renewal needs.
The First National Bank of Boston undertook this study and our next
speaker was an integral part of this study.
Therefore, it is a pleasure to present Mr. Erastus Corning III
who will discuss a phase of this study entitled, "Measurement of Com
munity Renewal Needs. "
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MEASUREMENT OF COMMUNITY RENEWAL NEEDS
by
Erastus Corning III.
Assistant Manager
Urban Renewal Department
First National Bank of Boston
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Few people today doubt that urban blight is a serious problem
which besets most of our nation's communities, and few people are
unaware of the massive local, state, and federal program of urban re
newal which for nearly fifteen years has been attacking the housing and
environmental deficiencies which have encouraged many of our neigh
borhoods to remain blighted or to become more blighted. Many cities
have consistently been in the headlines because of the good or badqualities of their particular urban renewal programs, and the average citizen
or public official is aware of this; he is, however, all too often lacking
in an understanding of the relationship which exists between existing
blight, plans and programs to remove blight, and the finished product
of redeveloped land or rehabilitated buildings.
While nearly anyone can have a vague or specific feeling that
blight exists in a given community, it is not always so easy to answer
the questions of what theblight should be replaced with, how this should
be done, and where to start. The latter question, where to start, can
be so imposing as to discourage those who might otherwise support
active participation in community development activities.
How is it
possible to measure the need for renewal in a community with many
blighted areas, and how is it possible to determine in a reasonable
manner which blighted areas need remedial treatment the most? One
way which The First National Bank of Boston has found useful in its
studies of municipal financial structure and in the preparation of fiscal
programs is a modified version of the cost-benefit analysis called the
land use revenue and expenditure (LURE) study.
The LURE study is a method of comparing different parts of a
city with each other in order to determine their inter-relationships in
terms of municipal revenues and expenditures. These inter-relationships are expressed as dollars of municipal expenditures and munici
pal revenue attributable to particular areas of a city. Totals of ex
penditure and revenue are usually developed for the latest fiscal year
of the city for which complete financial data are readily available.
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The first step in the study is to divide the city into land use
sections which are simply small areas, normally of less than neighbor
hood size, which are used for generally the same purpose throughout.
This purpose can be residential, commercial, industrial, or the land
may be vacant. Areas used for the same general purpose, such as resi
dential, will be further differentiated from adjacent, sections where the
use is the same but where the type or quality of that use is different.
Thus, a single family residential area, a two-family residential area
in good condition, and a two-family residential area in run-down con
dition, would comprise three distinct land use sections, even though
the general use is the same. An older city with five to ten square miles
of land might be expected to have between forty and eighty of these land
use sections, with the exact number depending on the historical growth
patterns of the community.
When the sections have been outlined, their areas in acres can
be determined, and the actual task of computing revenues and expendi
tures can begin. Where a particular municipal expenditure can be pin
pointed in a given land use section, such as the location where fires
have taken place, where arrests were made, or where major street
construction took place, it is a simple matter to assign the cost to that
section. Where other municipal costs are not so obviously attributable
to one section rather than another, it is necessary to distribute the cost
among the different sections using a proportional method which allots
a certain amount of the cost to a section depending on a variable, such
as the total population in the section, the total assessed valuation, or
some other factor. The same procedure is followed in determining the
amount of municipal revenue which came from an individual section.
Where an item of revenue can be exactly located, for instance, the
amount of real estate tax collected from a section, this is done; where
this is impractical, a logical proportional method is used to achieve a
reasonable approximation of the total revenue accruing from each of the
sections.
In this manner, the computation of the total municipal expendi
ture and total municipal revenue over a year is determined on a section
by section basis throughout the entire city. When the totals are arrived
at, they are divided by the number of acres of taxable land in the sec
tion, in order that the figures used for comparison will be in terms of
dollars of revenue or expenditure per net acre. When this is done, the
smaller of revenue or expenditure per net acre may be subtracted from
the larger, to find out if the section is deficit (expenditure exceeds rev
enue) or surplus (revenue exceeds expenditure). At this point, the sec
tions may be ranked from most deficit per net acre to most surplus per
net acre. This information can be portrayed most effectively on a map
with different shades of red and blackused to denote varying degrees of
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�the deficit or surplus condition.
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The information assembled and processed in the course of the
LURE study is now in usable form, and may be integrated with the neigh
borhood analysis portion of the city's planning efforts. This permits
environmental features to be considered in conjunction with the economic
or fiscal criteria used in the LURE study, and makes it less likely that
decisions will be based on too narrow an approach. If the dollars and
cents facts have been prepared and presented in a logical form, it will
be possible, through further analysis, to determine what section char
acteristics appear to bethe likely causes of the deficit or surplus con
dition. For instance, one section may have a disproportionate amount
of police arrests or fires, and the course to preventive measures may
be fairly clear. Another section may be simply under-assessed and not
paying its fair share of municipal revenue, and some sections may at
the time of the study have large numbers of school children among their
residents, and this .may cause the section to appear deficit. This latter
caseindicates the importance of a thorough searchto uncover the under
lying cause of the deficit or surplus condition, because being deficit in
itself doesnot meananything "bad" abouta section, anymore than being
surplus is necessarily "good" in more than an economic sense. The
reasons and causes for the condition, rather than the condition alone,
are what will reveal the good or bad qualities.
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The LURE study serves several useful purposes. One of the
most important of these is that it gathers together in an understandable
form a measure in dollars and cents of the cost to the city represented
by blighted areas. In some cities, the most heavily blighted land use
sections may have municipal expenditures per net acre of as much as
$5,000 to $10,000 greater than the municipal revenue per net acre. The
most heavily deficit sections are clearly those which will merit a closer
examination and extensive field study to determine if the situation is
such that remedial action will be necessary or if the deficit condition is
brought about by factors which in themselves are not undesirable. If
the situation is found to be undesirable, examination of the facts assem
bled in the course of the LURE study may indicate the most appropriate
method for correcting deficiencies. Improved police protection, more
active fire prevention programs, or urban renewal are examples of the
types of remedial action which the LURE study may suggest as worth
while. The specific nature and character of blighted areas is high
lighted by this kind of analysis, and this in turn can be a valuable guide
to the corrective activities which should be considered.
A second major purpose of the LURE study is to rank different
areas of the city in a priority rating schedule which will show which
areas, for a given set of criteria, are "worse" than others and by how
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�much. This indicates which areas need the closest kind of further study
and appraisal, which areas are sound and likely to remain so, which
areas are sound but need strengthening action to keep them that way,
and which areas need little more than continued enforcement of existing
ordinances to maintain their present value to the community. While
this priority rating is not the entire answer to the question of where to
begin, it is a start in the right direction in that it tells what areas are
a burden to the city, as well as just how much of a burden they are.
These, then, are the areas which will get further attention from the
planners, city officials, and others who have an interest in the com
munity's future. In this way, the LURE study can be thought of as a
hand which points the way to the answer without telling exactly what that
answer will be.
The third major use for the findings of the LURE study is to be
found in the manner in which the results of the study are assembled and
presented. The deficit-surplus map and the narrative description of
land use sections falling in particular neighborhoods can serve as vital
tools in the communication by city planners to public officials and to
private citizens of what the condition of the city is today, and what will
be necessary if it is to reach some desired goal tomorrow. In a graphic
manner the strengths and weaknesses of a community can be portrayed
by this study; these strengths and weaknesses can be described in terms,
dollars and cents, which are understandable to all. This kind of com
munication is all-important if plans are to be met with public approval’
and if they are to be understood, accepted, and supported by the city's
official bodies.
Three main uses emerge from the LURE study, which is a com
parative analysis of the interaction of land use and municipal revenue
and expenditure. These uses are as a tool to measure and describe
the cost of blight, as a tool to establish priorities and methods of treating
blight, and as a public relations tool that can help to communicate what
the planner is thinking to the public and to public officials. Intelligently
used, the LURE study can be a useful aid to those who are planning the
city's future and who must make valid decisions about different sections
of the city.
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��PRIVATE ENTERPRISE: A PARTNER IN REHABILITATION
by
Fred Forman
Treasurer, Midtown Holding Corporations
Rochester, New York
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Ladies and gentlemen, a few years ago Midtown Plaza was dev
eloped in Rochester, New York. It is both a real estate development
and a shopping center. And Midtown is more. It is a symbol of faith
in the future of downtown. It is an example to all of the country's cities
suffering deteriorating downtowns. But first and last it is a dream come
true. Bigger than life, heady with praise, Midtown Plaza is the boast
of every one of the 1, 300, 000 residents of the nine-county Rochester,
New York, trading area. And this city of quiet civic pride is a shouting
town today.
Midtown was born in the imaginations of the officers of two of
Rochester's leading downtown stores, McCurdy & Co., and the B.
Forman Company. Gilbert J. C. McCurdy, his brother, Gordon W.
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to put Midtown on paper. In his plan he included a 2000-car garage, but
put it underground on three sub-levels, leaving the acreage above ground
for the Plaza.
Proceeding with Midtown meant taking a great risk: construction
costs would be great and the whole project would be contingent on the
City's willingness to allocate funds for street modifications and the
building of the municipal Midtown underground garage. We could not
be assured that the City Council would go along with the Midtown plan.
Compounding the risk was the fact that the land to be acquired
for Midtown was in 17 separately-owned parcels. We hadn't the right
to buy and condemn the property as the municipality could, so it was
necessary to buy the property in secret and avoid a skyrocketing of
prices. Many times the project bogged down in legalities and many
times the great gamble seemed a losing proposition.
We kept our faith in Midtown and in ourselves, and worked hard
to realize our dream. We dismissed our idea with the Mayor, City
Manager, and Chairman of the Planning Board so we could see whether
it would fit in the plans the City had for the future.
It was necessary for us to invest our own money in this project
because our stores could not wait for the City, State, and Uncle Sam to
build for us. As an example of the slow process of obtaining state or
federal funds, I have here a photostat of a newspaper article which
appeared in the TIMES UNION of August 8, 1951. The headlines read,
"Report Outlines Plans to Develop Front Street. " Front Street was an
area slated for rehabilitation. Just yesterday Mayor Gillet announced
that he thinks the Federal Government is finally contributing its share
of $7 million for the Front Street area, which had been promised for 15
years. We couldn't wait that long to build up Rochester's downtown
shopping area.
Since it was obvious that great sums of money were needed for
the whole project, a plan was arranged with the City which is beneficial
for all concerned. The contract we finally settled upon called for the
City to build over our plaza's 2000-car garage and to close Courtland
Street. The City received an easement to our land in exchange for the
rights to it. Our seven acres of land were turned over to the City for
$1. 00 per year for 100 years.
The City built the garage for approximately $8 million. It didn't
cost much more (about $60 more per car) than the garages the City had
built above ground. Eventhough the dynamiting and digging were expen
sive, the City saved money since it did not have to purchase and condemn
the land.
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Midtown Plaza, "The Nation's Showplace," is the largest down
town business and shopping complex under one roof inAmerica. Anchor
ing the south portion is the 18-story Midtown Tower with its 13 . floors
of business offices and the 4-story hotel and Top of the Plaza Restaur
ant above. Rising 251 feet above the ground, it is Rochester's highest
building and first skyscraper in 30 years. More than 1 million feet of
retail space is accessible from the Plaza Mall.
Most of the 40 new shops and services on the Mall and Terrace
levels are open for business and the remainder are f&st abuilding. The
McCurdy and Forman stores are integrated with the Plaza Malland Ter
race. The new Rochester Telephone building is accessible from the
Plaza.
Midtown Tower provides 18, 500 square feet of working space
on each floor, with a total of about 260, 000 square feet. The Tower
contains 1120 specially-designed windows, three feet wide and six and
one-half feet high, a unique size which emphasizes the verticality of the
building and dramatizes its height. Six automatic elevators serve the
office and restaurant areas of the Tower. A seventh serves the hotel
exclusively. The first-floor lobby of the Tower building opens into the
Midtown Plaza Mall, which is approximately 300 feet long and 115 feet
wide, with an "IS" section 100 feet long and 80 feet wide.
The Mall, 60 feet high and supported by 18 columns, ties to
gether the McCurdy and Forman stores, the Tower, and 220,000 square
feet of new shops and services on the Mall and Terrace. In addition to
the stores opening into it, the one-acre Mall features a unique Sidewalk
Cafe which seats 130 persons. Planters of tropical foliage, and 40 other
movable planters heighten the Mall scene.
A "floating" cantilevered staircase at the northeast end of the
Mall rises above a unique reflecting pool lined with imported Italian blue
glass mosaic tile. Underwater lights impart an amber hue to the pool's
fountains.
The dominating element of the Mall is the 28-foot high "Clock
of the Nations," designed and built exclusively for this huge "village
square. " Cylinders of the clock open on the hour and half-hour to reveal
animated scenes of 12 nations. Marionettes in native dress dance to the
music of the lands depicted.
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All of Midtown is air conditioned and heated. The single airconditioning system, serving the Tower, Plaza, Mall, the Forman store,
and the new telephone building, is located on the third floor of the Tower
building. It is one of the largest steam absorption systems in the world,
with a rating of 2100 tons of cooling capactiy.
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�Under the Midtown complex is the metered 2000-car municipal
garage. It is ventilated throughout, with a change of air every two min
utes. Closed circuit television and elaborate electrical equipment in
sure safety, a smooth flow of traffic, and orderly parking.
When Midtown opened in April of 1962 the second largest bank
in Rochester, the Security Trust Company, announced that it would
build a new main office in back of Midtown Plaza. The land was pur
chased for $1,600,000. The 14-story building will open next spring.
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About two months later the Union Trust Company bought the
entire block on which they are situated, and are now in the process of
building a 16-story motel. Across the street from Midtown a 240-room
hotel, assessed at $2, 200, 000, will accommodate 160 cars in its base
ment garage.
In the past few weeks Zerox purchased some of the land in order
to build their executive headquarters, which will be called Zerox Square.
From their plans, which I have seen, it looks as though the building
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means to the City and County taxpayers. As an announced $15 million
project, it is expected to add roughly $8 million to the assessment rolls
based on the City's equalization rate of 55%. Since the combined City
and County rates are approximately $40 per thousand, this means new
taxes for the City, County, and School of about $320, 000 per year.
We think that Rochester will have, since the opening of Midtown,
about $18 million, not in new taxable assessments, but in actual dollars.
The new movement is to town.
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The City found that when it built the garages for our competi
tors, hundreds of thousands of dollars from the tax rolls were lost when
the buildings were demolished. When the land was condemned, the City
lost several hundreds of thousands of dollarsmoreintheassessed valua
tion of the land. In the case of Midtown, the City added our land, still
on the books, plus over $25 million in new taxable assessed valuation
from the property which we contracted to build above the land.
We have had opposition, disappointments, hurdles, and many
problems. As I've said, it has not been easy. One letter to the editor
of our local paper is illustrative of this fact. The letter was written by
the head of a prominent company. He wrote, "If I am right regarding
the impossibility of private investors profitably building, is the City
justified in going ahead with their part in this project with our money?
I feel that the City's investment of public money for this underground
garage would not economically be justified."
We read a lot about urban redevelopment and are absolutely
convinced that it is a great thing. But it can never work unless private
capital starts it. We feel that our project has been the salvation of
downtown Rochester.
This has come only from competition. It has made the people
who before this year were going out to the suburbs, come back down
town again. This does not mean that the suburbs are going to die--far
from it; there is still plenty of business for them. But we think that it
means that when people want to buy something of high quality, they will
come downtown to shop.
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��Costello, Mrs. Angelo
Home Builders Auxiliary
66 Chestnut Street
Swpyerville, Pennsylvania
President
Crosby, J. Muir
Northeastern Pennsylvania
National Bank &c Trust Co.
67-69 Public Square
Wilkes-Barre, Pennsylvania
Vice President
Csala, Gottfried P,
Eyerman - Csala & Associates
54 Public Square
Wilkes-Barre, Pennsylvania
Architect
Cummings, Robert
Bell Telephone Company
53 Public Square
Wilkes-Barre, Pennsylvania
Staff
Supervisor
Davenport, James
Chamber of Commerce
92 South Franklin Street
Wilkes-Barre, Pennsylvania
Secretary
Eck, Frederick J.
Northeastern Pennsylvania
National Bank &c Trust Co.
67-69 Public Square
Wilkes-Barre, Pennsylvania
Vice President
Edwards, J. C.
Bell Telephone Company
53 Public Square
Wilkes-Barre, Pennsylvania
Earnest, Frank
Chamber of Commerce
92 South Franklin Street
Wilkes-Barre, Pennsylvania
Vice President
Farrell, James A.
Urban Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Site Manager
Ford, Elizabeth T.
Redevelopment Authority
First National-Bank Building
Wilkes-Barre, Pennsylvania
Administrative
Assistant
�Vice
President
Gardner, Russell E.
Committee of 100, Inc.
92 South Franklin Street
Wilkes-Barre, Pennsylvania
Gerdes, Merl
Bell Telephone Company
53 Public Square
Wilkes-Barre, Pennsylvania
Gilbert, Walter J.
Luzerne County Health Center
71 North Franklin Street
Wilkes-Barre, Pennsylvania
Supervising
Sanitariah.
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Goldstein, Eugene
Planning & Zoning Commission
Kingston, Pennsylvania
Member
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Good, William
Housing and Redevelopment Division
Pennsylvania Dept, of Commerce
Harrisburg, Pennsylvania
Chief
Gra savage, William
Redevelopment Authority
First National Bank Building
Wilkes-Barre, Pennsylvania
Staff
Member
Gregory,, Mrs. Herbert P.
Woman's Club of West Pittston
302 York Avenue
West Pittston, Pennsylvania
Chairman of
Public Affairs
Harter, George W.
Rural Area Development
Pennsylvania State University
Courthouse
Tunkhannock, Pennsylvania
Agent
Haydock, N. J.
Penna. State Employment Service
32 East Union Street
Wilkes-Barre, Pennsylvania
Director
Heiselberg, Edward
Luzerne County Planning Commission
Franklin Federal Building
44 West Market Street
Wilkes-Barre, Pennsylvania
Director
Heiselberg, Mrs. Edward
League of Women Voters
70 Summit Road
Mountaintop, Pennsylvania
Member
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Heitzenrater, Paul R.
Sanitary Water Bdard
Pennsylvania Department of Health
Kingston, Pennsylvania
Regional
Sanitary
Engineer
Hopkins, Robert M.
Advanced Planning Bureau
Pennsylvania Dept, of Highways
Harrisburg, Pennsylvania
Planner
Humphrey, Donald
Real Estate Board
203 Delaware Avenue
Pittston, Pennsylvania
Member
Isenberg, Mrs. Ruth
League of Women Voters
Bennett Building
Wilkes-Barre, Pennsylvania
Member
Kacian, Stanley M.
Wilkes-Barre Merchants Assoc.
Northeastern Nat'l Bank Building
Wilkes-Barre, Pennsylvania
President
Kaufman, Pearl
Lewith & Freeman
16 East Market Street
Wilkes-Barre, Pennsylvania
Realtor
Kazmerski, Cy
Redevelopment Authority
P P & L Building
Scranton, Pennsylvania
Executive
Director
Kiley, Thomas H.
Chamber of Commerce
92 South Franklin Street
Wilkes-Barre, Pennsylvania
President
Kramer, Horace E.
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Chairman
Krammes, Therold
Pennsylvania Department of Health
Lacy, James
Lacy, Atherton & Davis
Hotel Sterling
Wilkes-Barre, Pennsylvania
Architect
Lashford, Edgar
Chamber of Commerce
92 South Franklin Street
Wilkes-Barre, Pennsylvania
Industrial
Secretary
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�Levy, Reuben H.
Wyoming Valley Sanitary Authority
Miners National Bank Building
Wilkes-Barre, Pennsylvania
Chairman
Lex, Louis, Jr.
Bureau of Community Development
Pennsylvania Dept, of Commerce
Towne House
Harrisburg, Pennsylvania
Regional
Representative
Livingstone, George M.
Pennsylvania Dept, of Health
Regional Office
383 Wyoming Avenue
Kingston, Pennsylvania
Regional
Sanitarian
Mailey, Hugo V.
Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
Director
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McCartney, Mrs. Agnes T. Carbon County Planning Commission
Court House
Jim Thorpe, Pennsylvania
McGraw, John
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Staff; Member
McNeilty, James W.
Redevelopment Authority
P P & L Building
Scranton, Pennsylvania
Member
Miner, Charles H. , Jr.
1400 Miners National Bank Bldg.
Wilkes-Barre, Pennsylvania
Attorney
Moyle, Harry
Miners National Bank
Wilkes-Barre, Pennsylvania
Assistant
Cashier
Nesbitt, Mrs. Abram
League of Women Voters
Bennett Building
Wilkes •■Barre, Pennsylvania
Member
Ogden, David
Bell Telephone Company
53 Public Square
Wilkes-Barre, Pennsylvania
District
Manager
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O'Hara, James E.
Redevelopment Authority
322 Northeastern Pennsylvania
National Bank Building
Hazleton, Pennsylvania
Executive
Director
O'Karma, Henry
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Executive
Olshefski, Peter Paul
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Solicitor
Otto, Herman L.
Community Research Center
Wilkes College
Wilkes-Barre, Pennsylvania
Executive
Director
Perkins, Clement
Planning Commission
City Hall
Wilkes-Barre, Pennsylvania
Chairman
Pfeiffer, Mildred (M. D. )
Planning and Evaluation Division
Pennsylvania Department of Health
Harrisburg, Pennsylvania
Director
Powell, Harry D.
Community Development
Pennsylvania Power & Light Co.
600 Larch Street
Scranton, Pennsylvania
Co-ordinator
Pugh, James
Wilkes-Barre Publishing Company
15 North Main Street
Wilkes-Barre, Pennsylvania
Rafsky, William
Old Philadelphia Development Corp.
211 South Broad Street
Philadelphia 7, Pennsylvania
Executive
Director
Riofski, A* ■ Francis
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
Research
Assistant
Roth, Dick
Luzerne County Planning Commission
Franklin Federal Building
Wilkes-Barre, Pennsylvania
Senior
Planner
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Rothstein, Alvin S.
Tom Hart Real Estate
25 West Market Street
Wilkes-Barre, Pennsylvania
Realtor
Roushey, RayE.
Pennsylvania Society of Professional
Engineers, Luzerne County Chapter
189 Market Street
Wilkes-Barre, Pennsylvania
F ounder
and
Past President
Rudolph, Mrs. Richard H.
Junior League of Wilkes-Barre, Inc,
499 Rutter Avenue
Kingston, Pennsylvania
Member
Sammon, John P.
Wilkes-Barre Real Estate Board
314 Lindon Street
West Pittston, Pennsylvania1
Member
Savadge, William
Glen Alden Corporation
101 Main Street
Ashley, Pennsylvania
Real Estate
Agent
Schrey, Ralph
Luzerne County Planning Commission
Franklin Federal Building
Wilkes-Barre, Pennsylvania
Senior
Planner
Shaffer, Louis
Chamber of Commerce
92 South Franklin Street
Wilkes-Barre, Pennsylvania
Shapiro, Charles
Merchants Association
24 South Main Street
Wilkes-Barre, Pennsylvania
Sharpe, Kathleen
Carbon County Planning Commission
Courthouse
Jim Thorpe, Pennsylvania
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Shedlarski, Joseph G.
67 Durkee Street
Forty Fort, Pennsylvania
Building
Contractor
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Shedlarski, Joseph, Jr.
67 Durkeet Street
Forty Fort, Pennsylvania
Building
Contractor
Shorts, Wilbur L.
Northeastern Pennsylvania Home
Builders Association
682 Bennett Street
Luzerne, Pennsylvania
President
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Member
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Shust, John
Mayfield, Pennsylvania
Sites, Edwin
Redevelopment Authority
Pittston, Pennsylvania
Executive ;
Director
Slattery, Frank
City Hall
Wilkes-Barre, Pennsylvania
Mayor
Steiger, Martin L.
Philadelphia Board of Revision
of Assessments and Taxes
302 Commercial Trust Bldg
16 South Broad Street
Philadelphia 2, Pennsylvania
Supervision
Assessor
Swartwood, J. E.
Sordoni Construction Company
45 Owen Street
Forty Fort, Pennsylvania
Tito, Thomas A.
WAZL
Hazleton, Pennsylvania
Tuhy, Philip R.
Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
Research
Associate
Ustynoski, James J.
Glen Alden Corporation
101 South Main Street
A shl ey, P enn sylvania
Real Estate Agent
Van Keuren, Charles W., Jr.
Pennsylvania Power & Light
Company
Cedar and Buttonwood Streets
Hazleton, Pennsylvania
Wall, Patrick (M. D. )
Redevelopment Authority
First National Bank
Wilkes-Barre, Pennsylvania
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Weiss, Aaron
46 East Dorrance Street
Kingston, Pennsylvania
Trustee
Wilkes College
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Wicks, Mrs. Edward B.
Luzerne County Federation
of Women's Clubs
14 Philadelphia Avenue
West Pittston, Pennsylvania
President
Wideman, Edward C. ,Jr.
E. C. Wideman & Sons
31 West Market Street
Wilkes-Barre, Pennsylvania
Realtor
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Williams, Rufus
Redevelopment AuthorityFirst National Bank
Wilkes-Barre, Pennsylvania
Wodaski, Edward
490 Horton Street
Wilkes-Barre, Pennsylvania
Wood, Walter
City Schools
Wilkes-Barre, Pennsylvania
Superintendent
Yenchko, Andrew
Redevelopment Authority
426 West 13th Street
Hazleton, Pennsylvania
Member
Yenchko, Joseph
Chamber of Commerce
426 West 13th Street
Hazleton, Pennsylvania
Member
Member
�REGISTERED BUT NOT IN ATTENDANCE
Axford, Herbert
Pennsylvania Department of Commerce
Darte, Alfred
Luzerne County Board for
Assessment & Revision of Taxes
54 Public Square
Wilkes-Barre, Pennsylvania
Chairman
Ireland, William
Luzerne County Planning
Commission
Franklin Federal Building
Wilkes "Barre, Pennsylvania
Senior Planner
Goodman, Mrs. Mary T.
Larksville Property Owners
Association
R. D. #1
Plymouth, Pennsylvania
Member
Leib, Matthew L.
12 East Broad Street
Hazleton, Pennsylvania
Morris, Mrs. David S.
Plymouth Women's Civic Club
29 Willow Street
Plymouth, Pennsylvania
President
Mulhall, John T.
1020 Susquehanna Avenue
West Pittston, Pennsylvania
Solicitor
Temple, Guy
Rural Areas Development
Pennsylvania State University
Courthouse
Tunkhannock, Pennsylvania
Agent
Welsh, R. J.
Times Herald
Norristown, Pennsylvania
Editor
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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.
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Institute of Municipal Government and Institute for Regional Affairs
Date
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1958-1980
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Wilkes University retains copyright of these publications.
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Proceedings Third Annual Community Growth Conference, 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
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PDF
Type
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Publication
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Information about rights held in and over the resource
Wilkes University retains copyright of this publication.
-
https://omeka.wilkes.edu/omeka/files/original/dde836d47d718971f681eb584c7f1759.pdf
2d6a0abf5eab8e9289aa2ac5b8cfdb38
PDF Text
Text
ARCHIVES
u/l <123.5
V/515
Wilkes College
Wilkes-Barre, Pennsylvania
<
J
�FOREWORD
Early in 1962, a question arose over the actual preparedness of
industries in Wyoming Valley in case of an attack against the United
States.
The Public Services Committee of the Greater Wilkes-Barre
Chamber of Commerce created a Civil Defense Sub-Committee to study
civil defense preparations by industries and by political subdivisions.
I
As a result, a questionnaire was proposed to sample the preparations
of the industries and the political subdivisions. The results of the sur-
vey are presented as two different studies - one for industry, and ithe
second for political subdivisions.
The chief purpose of this study was to determine the capabilities
‘A
of local industry to cope with a major disaster in this nuclear age.
A
attempt was made in any way to measure the efficiency of existing plans
or preparations.
No'
It is hoped that collection and compilation of the data
obtained will provide an inventory for review and appraisal of the whole
program of industrial disaster preparedness in Luzerne County.
The Institute of Municipal Government is indebted to all those
local industries whose response made this survey possible. In addition,
the Institute wishes to acknowledge the able assistance of Mr. Nicholas
j
H. Souchik, Administrator of the Luzerne County Civil Defense Council,
and the members of the Civil Defense Sub-Committee of the Public Ser
vices Committee.
Hugo V. Mailey, Director
Institute of Municipal Government
�4RCH|V£S
Ms X
|
INTRODUCTION
The Office of Civil and Defense Mobilization (now the Office of
Emergency Planning) recently published a pamphlet entitled "10 Steps
To Industrial Survival. " The Industrial Disaster Preparedness Survey,
a questionnaire sent to 100 major industries in Luzerne County,
based upon the pamphlet.
■
I
is
This report demonstrates how industries of
Wyoming Valley and vicinity meet the recommended OCDM standards
regarding their capabilities to cope with a major disaster.
Of the original 100 industries contacted, only 39 industries res
ponded. Several of these respondents did not complete the questionnaire
but repliedhy castigating CD (Civil Defense)an general and fallout shel
ters in particular. The low percentage of respondents may perhaps in-1
dicate a lack of interest or an apathy toward CD by the great majority of
industries in this area.
This attitude is regretable, since industry
would play a vital role in the event of a nuclear attack.
The following review of the questionnaire shows even more
strongly this lack of serious interest.
i -
62759
��material.
Such material is invaluable as a help in the saving of time
and work.
The plant program must be tied in with the local CD organ-
ization so that its plans will be coordinated with the community-wide
plan.
#7
"Has liasonbeen established with
the local CD organization?"
Yes - 9; No - 26
In many ways the emergency procedures within an industrial
plant are as comprehensive as the civil defense tests for an entire
community. In fact, the plant emergency plans should be linked dir ectly
to the community operational plan. In every national "Operation Alert"
many companies and plants have conducted full-scale exercises with
Such exercises not only
neighboring plants and with local government.
test the plant civil defense plan, but result in greater teamwork and co
operation in the entire community.
#36;: "Does the plant participate in local
exercises, tests, and drills ?"
Yes - 10; No - 26
It is quite evident that more than two-thirds of the respondents
in this survey have not placed the disaster or CD leadership in one person, nor have they established effective liason with the local CD officials and the local government organization.
This is unfortunate since
the Plant CD Coordinator is to the industrial plaht what' the CD Director
is to the community.
He is responsible for planning, organizing, and
�#6:
"Has an employment-management
plant defense advisory committee
been appointed?"
Yes - 7; No - 29
#38:
"Have the Plant CD Coordinator and
the Advisory Committee mflerribers
made full use of the assi stance and
guidanc e and industry def ens e avail
able through the local CD office?"
����#30:
"Has a member of the plant disas
ter group been appointed to assume
overall evacuation responsibilities ?"
Yes - 7; No - 28; "For Fire Only" - 1
Seven plants, therefore, have a written disaster plan, and seven
have appointed a member of the plant disaster group to assume overall
responsibilities.
Four plants answered both questions in the affirmah
tive; three others had a written disaster plan, but no one in charge of
evacuation; three others had a person in charge of evacuation but no
written plan. The remaining 26 answered both questions in the negative.
��Business organizations, unless prepared in advance, may be
without competent managing peraonnel in a great many of their opera
tingfields in disaster situations as a result of a nuclear attack. For. each
key position within the plant or organization, replacements should be de
signated in order of succession. Such planning is vital to the very exis
tence of the company or plant for re-establishment and continuance of
production after an enemy attack.
#33:
"Has a management personnel suc
cession list been developed?”
Yes - 10; No - 26
The majority of respondents answered this question in STEP 4
in;the negative. With so little advanced planning in replacement of per
sonnel, the majority of industries will take longer to resume normal
operations.
In critical times of disaster, weeks and months are too
long to wait for the restoration of the management sector of an economy.
STEP 5
PROTECT VITAL RECORDS AND DOCUMENTS
The remaining steps refer not to human lives, but to the survi-
val of the physical plant itself. Unless thorough proper protective mea-
��repairs.
Once formulated, the plan must not remain static, but must
constantly be revised to meet the changing needs.
#34:
"Has a damage assessment ^system
been, established?"
Yes - 4; No - 32
From the above response, the great majority of plants wilhnot
be able to assess their damage, much less repair or restore anything.
Ina natural disaster, emergency repair crews areusually available from
many outside areas.
In the event of an attack, however, outside assis
tance may not be available.
Therefore each plant must have its own
emergency repair crews.
STEP 7
PROVIDE PLANT SECURITY AGAINST
SABOTAGE AND ESPIONAGE
Although counteraction of espionage is primarily the responsi
bility of the Federal Government, industrial management is responsible
for protection of employees, plants, and processes from sabotage and
espionage.
Industrial sabotage is the most effective method that can be used:
to undermine a national defense emergency effort.
Espionage may be
rendered ineffective or made more difficult only by the application of
good protective measures.
A cost-conscious management may make
cuts in areas where it does not clearly understand the purpose or need
for the expenditure for security.
- 12 -
�Does the plant h;tave a physical
curity plan?"
Yes - 12; No - 24
One third of the respondees do have some type of security plan.
It should be noted that many of the industries surveyed do not work with
material or information vital to the security and defense of the country.
It was not the purpose of this survey to appraise the security plans of
management.
STEP 8
ESTABLISH INDUSTRIAL MUTUAL-AID ASSOCIATIONS
FOR CIVIL DEFENSE
The Office of Civil and Defense Mobilization regards the emergency operation plan of an industrial mutual-aid association as part of
the total emergency operation plan of local government.
An industrial
mutual-aid association for civil defense is an organizztion of industry
officials representing facilities in a particular area.
They are united
by voluntary agreement in order to assist each other with facilities,
equipment, and manpower as needed in time of disaster.
Every mem
ber plant of a mutual-aid organization should have a sound in-plant emergency procedure based on practical relations with private and public
protection agencies.
#22:
"Does the plant have mutual-aid com
pacts for survival actions with neigh
borhood plants?"
Yes - 11; No - 23
�The response to this question, although 2 to 1 in the negative, is
encouraging, indicating a move in the right direction.
The mutual-aid
organization, however, must be tried and tested with drillsand dry runs
to prove effective chiring emergencies.
STEP 9 (DECONCENTRATE CRITICAL PRODUCTION) and STEP
10 (DISPERSE NEW INDUSTRIAL PLANTS) were not covered by the
questionnaire.
■
- 14 -
�SUMMARY
Because of world tensions,
our vulnerability to attack, and the
great destructiveness of modern weapons, Armed Forces alone cannot
guarantee survival in case of
war.
The country must be capable of cu-
shioning the effects of an attack, and absorbing losses and dislocations.
Should normal efforts fail to preserve peace, recovery of the United
States following a nuclear attack could depend in large measure on how
thoroughly American industry has prepared to survive and to resume
production.
Organization for self-help, evacuation readiness, shelter pre
paredness, management succession, and emergency repair all present
a rather grim picture when related to industrial disaster preparedness
in Luzerne County.
Questions in these areas were answered heavily
in the negative showing little interest in CD on the part of local industry.
The responses to the questions on protection of vital records,
plant security, and mutual-aid compacts were generally encouraging,
although far from being satisfactory.
The only conclusion to be tnade iron, this survey ha. been emphasized throughout this report;
The great majority of industries in
Luzerne County are not prepared for disaster
siastic about becoming prepared.
and do not seem too enthii-
The low percentage of respondents
of those who did respond make this conclu—
and the negative answers
sion all too obvious.
- 15 -
�APPENDIX
a
In connection with the questionnaire, the respondents offered
conflicting reactions to civil defense.
Two typical viewpoints are ex-
pressed below:
1.
"The Board of Directors has adopted resolur
tions for continuity of management and resolutions
for designating alternate headquarters. These re
solutions are filed with the Federal Reserve Bank
of Philadelphia and New York areas.
A survey, made at out Main Office and branch
offices by representatives of the Civil Defense Or
ganization, revealed that the basements of buildings
with the exception of two, will provide adequate shel
ters for our employees.
We have instituted a program of photographing our records which have been classified accor
ding to their importance.
Our program is in its early stages and will be de
veloped in the very near future following recom
mendations of the Federal Reserve Bank, Ameri
can Bankers Association, Pennsylvania Bankers
Association and the Civil Defense Organization."
2.
"The reason for my failure to answer was sim
ply a tremendous feeling of rejection about the whole
questionnaire^ However,’ since you have made a
point of writing me the second time, you will note
that I have checked off "no" on every item and my
reason for this is that(if we ever
ever get
g involved in an
all-out shooting war Udiere nuclear weapons would
be used, I feel that all the: effort and time that we
would spendpreparing ourselves
- 5 would
would be
be a complete
waste and as a management orientated executive, I
do not like waste in any shape or form.
you can appreciate this.
- 16 -
I am sure
�I would like to spend all kinds of effort and
time on any program that could be devised to make
our world and our valley a place where questionnaires
of this kind would not be necessary. It seems to me
that if the same effort that has been expended on pre
paring this questionnaire would have been directed
in other channels, i. e. ; a disarmament plan, a cul
tural exchange plan,, a way of- selling more goods to
all nations, etc. , we would reap a much more favor
able harvest."
62?$9
- 17 -
�Mill
1000151370
hilkes college library
4
1
r
UA928.5
W5lf
62759
' "^CHIVES
�WILS GOLILEGE LIBRARY
i
ii
I
j
�
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
Description
An account of the resource
Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company.
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government and Institute for Regional Affairs
Date
A point or period of time associated with an event in the lifecycle of the resource
1958-1980
Rights
Information about rights held in and over the resource
Wilkes University retains copyright of these publications.
Format
The file format, physical medium, or dimensions of the resource
PDF
Type
The nature or genre of the resource
Publications
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Industrial 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.
-
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
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62581
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�
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Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
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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.
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Institute of Municipal Government and Institute for Regional Affairs
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1958-1980
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Local Political Subdivision Disaster Preparedness Survey, 1963
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Institute of Municipal Government
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1963
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Publication
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-
https://omeka.wilkes.edu/omeka/files/original/ea992853dab06975b0cf4b7b3bb6f9f2.pdf
3eab7f58b6a876a7b7e47e4fa532db19
PDF Text
Text
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MERGER STUDY
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KINGSTON AND PRINGLE
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WILKES COLLEGE
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MERGER STUDY
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KINGSTON AND PRINGLE
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1963
INSTITUTE OF MUNICIPAL GOVERNMENT
Wilkes College
Wilkes-Barre, Pennsylvania
�ARCHIV6S
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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
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62613
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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-'
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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
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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
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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
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£
■
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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
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Hugo V. Mailey, Director
Institute of Municipal Government
Wilkes College
3
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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
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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
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I
I
I
I
I
I
I
I
I
I
I
I
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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
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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
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|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
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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-
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- 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
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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
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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- .
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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
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n
I)
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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
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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.
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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.
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�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
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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
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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-
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�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,
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�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.
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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=
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�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.
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The Kingston School
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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
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�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
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Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
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Merger Study at Kingston and Pringle Boroughs, 1963
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Institute of Municipal Government
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1963
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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.
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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-
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�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
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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.
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Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
Description
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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.
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1958-1980
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Survey of Influences on Women's Voting Behavior, 1963
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Institute of Municipal Government
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1963
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Text
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GROWTH CONFERENCE
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PROCEEDINGS
FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE
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SEPTEMBER 30, 1964
WILKES-BARRE, PENNSYLVANIA
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Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
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ARCHIVES
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FOREWORD
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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.
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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.
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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.
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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
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TABLE OF CONTENTS
F oreword
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Program.
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Sponsor s
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Welcome Remarks by Ernest Waskell
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Welcome Remarks by Dr. Eligene S. Farley
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Introductory Remarks by Clement W. Perkins
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"The Housing Problem: Fact or Myth?"by William A. Good
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Introductory Remarks by Horace W. Kramer
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"Neighborhood Urban Extension--An Approach to Renewal"
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by James V. Cunningham......................................
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"Planning A Middle Income Rehabilitation Program
by Peter J. McCahill.............................
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Introductory Remarks by Mrs. Rufus M. Bierly
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"Some Problems Affecting Community Organization"
by William Phillips, Sr.............................
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"The Private Redeveloper and Moderate Income Housing"
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by Melvyn T. Pugatch..........................................
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Introductory Remarks by Reverend Whaley J. Atterbeary
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"Is There An Answer?" by John H. Haas
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Roster of Attendance
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�FOURTH ANNUAL COMMUNITY GROWTH CONFERENCE
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September 30, 1964
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PROGRAM
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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
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Remarks
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Topic:
Speaker:
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2:00 P. M.
Panel Session
Chairman:
Topic:
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Speaker:
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Topic:
Speaker:
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Chairman:
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Topic:
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Speaker:
Topic:
Speaker:
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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
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Clement W. Perkins, Chairman
Wilkes-Barre City Planning Commission
Frank Slattery, Mayor,
City of Wilkes-Barre ,
Dr. Eugene Farley, President,
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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.
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SPONSORS
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American Institute of Architects - Northeast Chapter
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Community Research Center
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Greater Wilkes-Barre Chamber of Commerce
Greater Wilkes-Barre Junior Chamber of Commerce
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Greater Wilkes-Barre Real Estate Board
Home Builders Association of N. E. Pennsylvania
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Institute of Municipal Government
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League of Women Voters
Luzerne County Boroughs Association
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Luzerne County Planning Commission
Pennsylvania Economy League - Central Division
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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
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WELCOME REMARKS
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by
Ernest B. Waskell
Director of Department of Accounting and Finance
City of Wilkes-Barre
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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.
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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.
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WELCOME REMARKS
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Dr. Eugene Farley, President
Wilkes College
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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.
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�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.
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�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.
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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.
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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
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�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.
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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.
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For these reasons, it is most encouraging to find this Commun
ity Growth Conference focusing its fourth annual session on housing.
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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.
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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.
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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.
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Such plans can be developed in any city in Pennsylvania that will
take on the job--and stick to it.
Four actions are necessary:
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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.
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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.
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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-
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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.
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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
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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.
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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.
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Wilkes-Barre has three important assets with which to carry
out the total housing program outlined.
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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.
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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.
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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
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�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.
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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.
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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.
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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.
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NEIGHBORHOOD URBAN EXTENSION--AN APPROACH TO RENEWAL
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James V. Cunningham, Associate Director
ACTION-Housing, Inc. , Pittsburgh
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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:
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Increasing the supply of good new housing in
good neighborhoods for families of moderate
income.
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Bringing about the modernization of older housing
and revitalization of aging neighborhoods.
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Establishing a research base for future housing
and urban renewal programs.
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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.
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�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
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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.
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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.
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ACTION BY THREE COUNCILS
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• 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.
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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
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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.
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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.
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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.
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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.
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RESOURCES AND SUPPORT
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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.
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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
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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.
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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.
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One purpose is to test the effectiveness of neighborhood-based
volunteer counselors in guiding the unemployed to training and jobs.
RETRAINING FOR JOBS
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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.
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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.
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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.
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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.
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PLANNING A MIDDLE INCOME REHABILITATION PROGRAM
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Peter J. McCahill
Project Coordinator
Philadelphia Redevelopment Authority
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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. "
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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
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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.
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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-
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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.
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I hope that- these remarks in regard to practical day-to-day
matters have been helpful.
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�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.
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�SOME PROBLEMS AFFECTING COMMUNITY ORGANIZATION
by
William Phillips, SiRedevelopment Authority of Philadelphia
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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
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time, it rivaled the Bible belt.. Not so anympre. It just doesn't package
well in polyethelene. )
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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
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�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.
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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?
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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..
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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.
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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.
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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-
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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.
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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.
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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.
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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.
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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.
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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.
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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.
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THE PRIVATE REDEVELOPER AND MODERATE INCOME HOUSING
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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.
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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.
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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
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�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
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�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:
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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
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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.
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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
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�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.
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�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.
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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.
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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
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lender, from preacher to teacher, and from neighborhood store to city
council.
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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.
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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:
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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.
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�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
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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.
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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.
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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
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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-
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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.
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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
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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
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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
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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.
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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
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�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;
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____________
�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
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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
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�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
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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.
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Phillips, John
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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.
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Planner
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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.
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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.
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Manager of
Photocell ' -i
Engineering
Manager,
Area Developm ent
Attorney
Member
WARM Broadcasting Company
Scranton, Penna.
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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
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Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
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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.
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1958-1980
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Proceedings Fourth Annual Community Growth Conference, 1964
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1964
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MAR 7 1966
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LIBRARY
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PROCEEDINGS
FIFTH ANNUAL COMMUNITY
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GROWTH CONFERENCE
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INSTITUTE OF MUNICIPAL GOVERNMENT
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WILKES COLLEGE
WILKES-BARRE, PENNSYLVANIA
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PROCEEDINGS
FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE
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SEPTEMBER 29, 19&5
WILKES-BARRE, PENNSYLVANIA
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Institute of Municipal Government
Wilkes College
Wilkes-Barre, Pennsylvania
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FOREWORD
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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.
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The Fifth Annual Community Growth Conference will be centered
about this theme--"The Rehabilitation of the Medium-Sized Urbanized
Area. "
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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.
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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.
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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
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TABLE OF CONTENTS
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F oreword
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Program ,
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Sponsors
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Welcome Remarks by Ernest Waskell
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Welcome Remarks by Walter Mohr
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Introductory Remarks by Ralph Frost
3
"Physical Aspects of Commercial Conservation" by Louis Sauer
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Introductory Remarks by Horace W. Kramer
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"Nonprofit Sponsorship of Housing - Pitfalls and Potentials"
by Joseph B. McGrath
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"Industrial Development Through Urban Renewal"
by Edwin Palumbo
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Introductory Remarks by J. Archbald Brooks
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"Image of the Valley - The Towns, The Rivers, The Ridges"
by Paul Bruce Dowling
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Introductory Remarks by Clement W. Perkins
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"Rehabilitation of the Old, Medium-Sized, Urbanized Area"
by Jesse Nalle
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Roster of Attendance
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�FIFTH ANNUAL COMMUNITY GROWTH CONFERENCE
September 29, 1965
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PROGRAM
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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:
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Remarks:
Topic:
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Speaker:
2:00 P. M.
Panel Session
Stark Hall 116
Chairman:
Topic:
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Speaker:
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Topic:
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Speaker:
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INTERLUDE
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Chairman:
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Topic:
Speaker:
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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:
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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
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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
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WELCOME REMARKS
by
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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.
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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.
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�WELCOME REMARKS
by
Walter Mohr, Director
Development Office
Wilkes College
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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.
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PHYSICAL ASPECTS OF COMMERCIAL CONSERVATION
by
Louis Sauer, AIA, Consultant
Philadelphia, Pennsylvania
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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.
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INTRODUCTORY REMARKS
by
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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.
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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.
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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.
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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.
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NONPROFIT SPONSORSHIP OF HOUSING
PITFALLS AND POTENTIALS
by
Joseph B. McGrath, Director
Local Development Services Division
The ACTION Council for Better Cities
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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.
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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.
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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.
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�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.
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�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,
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�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.
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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
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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.
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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?
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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.
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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
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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.
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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
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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.
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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
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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?"
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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. "
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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
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�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. "
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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.
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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,
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"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.
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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. )
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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. "
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�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.
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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.
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�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.
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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
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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
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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.
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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
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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.
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�INTRODUCTORY REMARKS
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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.
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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.
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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?
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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.
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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.
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FIG. 1 BASIC WYOMING VALLEY LANDSCAPE
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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.
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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.
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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.
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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
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FIG. 2 BASIC DESIGN ELEMENTS
OF WYOMING VALLEY
a
River
Ridges
Valley Floor
E
Commercial-Inst.
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Residential
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Local Roads
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Regional Roads
�mountains is the skyline of the area. Nothing can supplant this skyline,
nothing should interrupt the sight of it. (Fig. 3)
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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.
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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)
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�Town Square
3 VIEW TO THE MOUNTAINS
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6U + Slopes
0-‘% Slopes
Trails
FIG. 4
TRAIL SYSTEMS
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�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.
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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.
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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,
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�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.
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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.
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�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.
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REHABILITATION OF THE OLD,
MEDIUM-SIZED, URBANIZED AREA
by
Jesse Nalle, Assistant Director
Pennsylvania State Planning Board
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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.
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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.
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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.
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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
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�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
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�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.
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��". . . 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. . . "
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". . . 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.
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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
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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.
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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
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Committee on Economic Opportunity
of Luzerne County
66 North Main Street
Wilkes-Barre, Pennsylvania
Barrett, Mary
Librarian
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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
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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
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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
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�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
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�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
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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
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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
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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.
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Institute of Municipal Government and Institute for Regional Affairs
Date
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1958-1980
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Wilkes University retains copyright of these publications.
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PDF
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Publications
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Title
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Proceedings Fifth Annual Community Growth Conference, 1965
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government
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A point or period of time associated with an event in the lifecycle of the resource
1965
Format
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PDF
Type
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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
*
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REPORT
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INSTITUTE
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YOUTH OPPORTUNITY PROGRAM
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WILKES COLLEGE
WILKES-BARRE, PENNSYLVANIA
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REPORT
ON
INSTITUTE
FOR
YOUTH OPPORTUNITY PROGRAM
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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.
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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.
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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
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manpower development becomes a criterion of successful human development.
New public policy dictates that a systematic program be developed ■ from- these
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undereducated and culturally-deprived youth to assist them to find a meaning -
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ful role in our society.
The Department of Labor has been cooperating with state employment
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ages of seventeen and twenty-two who are not in school.
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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
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Working with these
young men and women presented a new kind of problem to these agencies, since
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agencies specifically to deal with the problem of unemployed youth between the
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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)
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(3) Member of a minority group;
(4)
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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
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economic planning to public manpower development policy and program. It is also
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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-
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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
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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)
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FUNCTIONAL CHART
OF
YOUTH OPPORTUNITY CORPS
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YOUTH
OPPORTUNITY
CENTER
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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
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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
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Advisory
Board
YOUTH PROGRAMS
GONOMIC OPPORTUNITY ACT
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Job Corps
Work-Training Programs
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EMPLOYMENT
Regular jobs
Part-time jobs
Summer jobs
Seasonal farm jobs
(5)
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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
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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.
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It was essential that the training program be a unified experience and
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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
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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)
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III. PROGRAM
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YOUTH OPPORTUNITY CENTER
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INSTITUTE
Wilkes College
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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
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4:00 p. m.
Assignment of Rooms
Sturdevant Hall
129 South Franklin St.
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6:00 p. m.
Dinner Meeting
Wilkes Dining Commons
75 West South St.
Objectives of Youth Opportunity Corps
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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.
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Monday - July 12
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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>
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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
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10: 00 p. m.
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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.)
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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)
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Monday - July 19
9:30 a. m.
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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
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EDUCATION OE UNEMPLOYABLE DISADVANTAGED YOUTH
1:00 p. m.
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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.
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Public School Responsibility
Mr. Al G. Ford, Assistant Superintendent,
Luzerne County Public Schools, Wilkes
Barre
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Identifying Educational Deficiencies
1: 00 p. m.
Rehabilitation
Mr. Tom Williams, District Administrator,
Bureau of Rehabilitation, Department of
Public Welfare, Wilkes-Barre
(9)
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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
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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:
)
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WORK IN MODERN AMERICA
Friday - July 23
9: 00 a. m.
A Sociologist's View
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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
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COUNSELING DISADVANTAGED YOUTH
Monday - July 26
9: 00 a. m.
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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
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Occupational Inventory and Future Labor Market
1:00 p. m.
Field Work--Interviews
Thursday - July 29
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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
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Friday - July 30
9: 00 a. m.
Examination for Credit
Miss Barbara Welliver, Instructor, Sociology
Department, Wilkes College, Wilkes-Barre
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Evaluation of Institute
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Mr. Joseph Kanner, Director, Testing Service
Guidance Center, Wilkes College, WilkesBarre.
Mr. Myer Freyman, BES, U.S. Department
of Labor, Washington, D. C.
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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.
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Presentation of Certificates
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Dr., Hugo V. Mailey, Director, Institute
Municipal Government, Wilkes College
(12)
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IV.
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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
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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-
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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.
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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
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new ways or behaving, or to test ways that have been suggested in the presentation
(13)
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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.
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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.
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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-
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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)
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pre-natal and post-natal care and numfeious other health problems of the culturally and economically deprived.
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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
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and private social agencies and institutions.
A careful review of the structure
policies, and procedures of such agencies provided the Youth Opportunity Center
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staff member with an insight into the reasons for dependency which oftentimes
negate efforts at rehabilitation.
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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.
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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-
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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
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training was crucial to the success of the Youth Opportunity Center.
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(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.
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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.
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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
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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.
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(16)
The vocational and
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technical training required in today's industrial process were considered by
the trainees with both those knowledgeable in the training and in the indus-
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trial management personnel.
F.
Poverty In Northeastern Pennsylvania
The changes in the local labor market passing from a single industry
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(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
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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.
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(17)
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V. SUMMARY OF REMARKS BY SPEAKERS
INTRODUCTION
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Mr. Melvin Finn - "Youth Opportunity Centers
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(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"
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Feeling for disadvantaged client
(2)
Unstructured groups
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Personalities of staff and clients
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GROWING UP IN POVERTY
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Dr. Joseph Klein. - "Childhood in Poverty"
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(1)
Origins of Poverty
(2)
Poverty affects child development
Dr. Robert Riley - "Childhood in Poverty"
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(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
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(3)
Moral poverty of disadvantaged youth
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(19)
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SOCIAL SERVICE AGENCIES
Dr. Eunice Clarke - "Role of the Volunteer Agency"
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(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
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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
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(20)
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EDUCATION
Mr. George Siles - "Identifying Educational Deficiencies
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(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)
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�WORK IN AMERICA
Dr. Jaroslav Moravec - "A Sociologist's View"
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(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
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(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)
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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
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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
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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
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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-
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nity, a variety of out-of-town authorities were brought in to the Seminars or
8
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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)
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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
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(25)
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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.
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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)
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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.
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(27)
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VIII.
CENTER DIRECTOR'S SEMINAR
On the Wednesday afternoon of the third week of the Institute a special
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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.
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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
!
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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
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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
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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.
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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.
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The seminar concluded
(29)
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IX. FIELD WORK
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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.
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Interviewer - (to client) "I understand you have not completed your schooling
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Interviewer - "Do you like your job?"
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Client - "I don't have a job now--I quit. "
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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)
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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.
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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."
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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. "
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Interviewer - "How did you get in this school?
Client - " The Employment Service sent me.
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Interviewer - "Then you are registered with the Employment Service. Did
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you ever take a test of any kind administered by the Employ-
ment Service? "
(31)
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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.
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Interviewer - "I expect
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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 -
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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 -
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I'm sorry--you've had your hands full since then, I know.
Yes sir, with these five children. ' Never worked.
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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)
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�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.
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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
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being administered an employment test, either specific or GATB.
Client was friendly, courteous throughout interview and seemed in-
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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
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was trained.
She needs pointers on reliability while on a job. She needs
occupational information and help.
Will report to Youth Opportunity Center.
(34)
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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. "
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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.
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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 -
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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)
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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. "
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SUMMARY
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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
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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-
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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.
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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.
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(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
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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
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LIiWB
Name
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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
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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
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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
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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. "
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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
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country." Discuss this statement interms of the expanding institution of
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Social Welfare.
towards Social Welfare services?
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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
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with the Youth Opportunity Center.
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(44)
�3.
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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.
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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
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2
1
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Interpretation
Outstanding Quality
High Quality
Acceptable Quality
Below Average Quality
Below Minimum for Credit
3
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Describe two different situations
(45)
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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.
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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.
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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.
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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)
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�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.
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(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.
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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
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we have got to accept.
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DO YOU FIND A CERTAIN AMOUNT OF CYNICISM?
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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
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which arose often in oral discussion.
Those who participated in the program were asked to make tentative
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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
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(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
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(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
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"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)
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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?
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Too low - 1
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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
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"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)
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(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 ?
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"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. "
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(60)
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XIII.
FINAL SUMMARY EVALUATION
]
The purposes of the final summary evaluation were (1) to provide
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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
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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
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A comparison of the two evaluations demonstrates that little change
took place in the generally favorable evaluations between the first and
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third week.
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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-
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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.
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saw more clearly the role that exposure to sensitivity training was intended
(61)
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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.
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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
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presentation,
Perhaps because of this excellence, some participants felt
that elimination of representatives of agencies would have enhanced the over
all program.
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(62)
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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.
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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.
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follow to give an indication of the attitude of the participants.
Scope and Goals of Program
(1)
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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"
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(3)
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(4)
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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"
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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
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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
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"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
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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
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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')
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Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980
Description
An account of the resource
Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company.
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government and Institute for Regional Affairs
Date
A point or period of time associated with an event in the lifecycle of the resource
1958-1980
Rights
Information about rights held in and over the resource
Wilkes University retains copyright of these publications.
Format
The file format, physical medium, or dimensions of the resource
PDF
Type
The nature or genre of the resource
Publications
Text
A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text.
Dublin Core
The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/.
Title
A name given to the resource
Report on Institute for Youth Opportunity Program, 1965
Creator
An entity primarily responsible for making the resource
Institute of Municipal Government
Date
A point or period of time associated with an event in the lifecycle of the resource
1965
Format
The file format, physical medium, or dimensions of the resource
PDF
Type
The nature or genre of the resource
Publication
Rights
Information about rights held in and over the resource
Wilkes University retains copyright of this publication.
-
https://omeka.wilkes.edu/omeka/files/original/e2f55c4adab47871cb714b922e8054f5.pdf
687b41b87c50179ce944c9bb958da355
PDF Text
Text
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ARCHIVES
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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.
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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.
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Dublin Core
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Title
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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
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Wilkes University retains copyright of these publications.
Format
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PDF
Type
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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.
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Title
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Wages and Salaries in Luzerne County Cities, 1965
Creator
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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
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WILKES
Wilkes-Barre,
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DEVELOPMENT PROGRAM
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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
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Section
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TABLE OF CONTENTS
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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
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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
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careers.
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This pattern is repeated throughout the country.
ment is now well over 5 million--twice that of 1950.
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U. S. college enroll-
By 1975, it will pass
8 million.
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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.
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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.
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Here in Northeast Pennsylvania we have our own special reasons for
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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.
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As an independent liberal arts college, with allegiance only to the
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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
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plant and facilities of the College through planned, orderly growth.
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purpose of this report is to share our findings with you and invite your
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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
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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.
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WILKES COLLEGE TODAY
Mr. Charles B. Waller
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Enrollment Growth
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1955
1965
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see. 55
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57
58
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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.
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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
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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.
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Growth in Selectivity
STUDENTS
2500
2000
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YEARS
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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.
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This trend has had a healthy affect on academic standards.
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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
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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
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may dictate a further rise in enrollment.
present high standards.
However, we intend to maintain our
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Serving the Community
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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
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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
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Government, one of the services provided by Wilkes College.
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Throughout
Luzerne and Wyoming Counties, public officials have come to the Institute for
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professional training in community renewal, budget handling, police manage-
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ment, fire fighting, civil defense, and many other phases of local government,
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Since it started in 1951, the Institute has trained 1358 area officials.
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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.
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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
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service--the Labor-Management-Citizens Committee.
Under Dr. Samuel
Rosenberg, chairman of the Wilkes Commerce and Finance Department, the
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committee brings together officials, personnel people, foremen and union
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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.
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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
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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.
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10.
Science Center.
I mentioned earlier the importance of the new
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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
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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.
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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
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One college-related function that everybody enjoys is the Fine Arts
Fiesta, now in its 11th year.
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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.
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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
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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
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grams. . .the Collegians Choral group, active throughout the years, appeared
before 5, 000 people in two days.
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Orchestra, organized by the College in 1951, put on a series of concert pro-
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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-,
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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.
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The Susquehanna River Basin Authority and
�13.
Financial Impact
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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
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Perhaps you never thought of a college as a source of cash income for
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the community.
Well, the above chart gives the story.
These are good
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figures to keep in mind when you hear someone complain that the College uses
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taxable property.
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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.
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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.
...
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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
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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
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first campaign conducted in 1937.
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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
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recall it, Dr. Marts advised Mr. McClintock of the gift of Conyngham Hall
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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
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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
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enlarged responsibilities and to greater opportunities.
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The cumulative effect of these campaigns has given the College assets
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of approximately $12, 000, 000 and the rate of growth has steadily accelerated
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so that in the past five years our assets have increased about $1, 000,000
annually.
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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.
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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.
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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.
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The Campus in 1965
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WILKES COLLEGE CAMPUS
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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
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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
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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
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campus development, but it offers greater opportunity for expansion than we
had thought practicable before their own plan for zoning was adopted.
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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.
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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.
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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.
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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
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*5,595,000
This chart lists plans and needs for the future, as recommended by
the Administration and accepted by the Board of Trustees.
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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.
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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
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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,
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I would like to go into this need in more detail.
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5
Library Needs
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BOOKS
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WE HAVE
SPACE FOR
70,000
300,000
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WE NEED
SPACE FOR
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WE HAVE
SPACE FOR
100 STUDENTS
WE NEED
SPACE FOR
600 STUDENTS
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For twenty years we have known that it would be necessary to acquire a
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new library.
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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.
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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
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reduced the seating space far below a minimum that is acceptable to the
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Middle States Association.
Without a new library we cannot maintain our
library services, and it is likely we will lose our accreditation.
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20.
At the present time we are increasing the use of the library in spite of
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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
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volumes whereas we should provide space for 300, 000.
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only 100 students whereas we should have seats for 600.
We have seats for
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21.
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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
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DICKINSON
GETTYSBURG
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MBWOT
SCRANTON
LEBANON VALLEY
UPSALA
This chart lists the books and periodicals in colleges that were
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comparable in size when these statistics were gathered.
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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
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The size of their collections indicates the inevitable
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growth that lies ahead.
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since these statistics were reported.
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for these colleges.
In fact, Wilkes has added more than 15, 000 volumes
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The Campus in the Year 2000
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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.
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college enrollments of the nation continue to double every ten years--this
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campus will not be excessive.
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economic developments in Northeastern. Pennsylvania our projections may
even prove to be too modest.
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If, as has been the case for two decades, the
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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%
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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.
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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 ?
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We were much encouraged by a survey conducted by our fund- raising
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counsel, Marts & Lundy.
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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. )
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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.
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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.
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The next
question we had to ask was: what kind of giving is required to raise this
amount ?
�25.
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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.
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In the
Range of
No. Gifts
Required
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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
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135,000
$1,500,000
You will notice that a small number of gifts in the upper ranges
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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
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of substantial gifts that will assure success.
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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.
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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.
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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
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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.
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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.
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APPENDIX A:
O"W!
SKETCH OF NEW LIBRARY
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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
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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.
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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
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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.