36 15 4132 https://omeka.wilkes.edu/omeka/files/original/01bfb682a644bb22c3ad88956af59d0b.pdf ab28193396099085e62d28b678c0938b PDF Text Text ■ /■- ‘k $,■ ;» I . ■ • V ■ ■ . ■ .... . ■ �•“"■“■MUUHMIUUIUIHHUWMIUJUB I. WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS I 1 I 1965 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania l l ------------------- 1; i -A'H'Mnso^S ■ '®ui'souq auoiAva ‘ t M umrapuan ! aaoNio i ; �337-^7 I l%5 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. The boroughs in Luzerne County are grouped g according to their I960 populations. Each borough is listed alphabetically z inl one of the five population groupings. Because specific job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be careful in making comparisons in pay scales. Public officials should keep ' in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, even those with the same titles. The footnotes at the end of the data are helpful in under­ standing the compensation paid by boroughs. It is not the purpose of this summary to pass judgment on existing municipal proctices in setting wage and salary rates in Luzerne County boroughs, nor to establish standards for compensation payments. It is merely an attempt to give the officials of the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government In •a fl r 71233 �—--———iimMMMiunBUJiiuuijjiiii elected officials Mayor Auditor Controller Councilman 2 Boroughs Over 10,000 Kingston Plymouth $2,400 1, 980 $1,200 300 $ 900 3 1, 320 Tax Collector 1% $1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort F re eland Luzerne Swoyer sville West Hazleton West Pittston 700 700 600 800 480 900 700 600 300 600 780 360 300 450 550 700 360 360 300 120 180 300 300 150 150 2, 040 110 375 3 140 250 150 5% 5% 2% 1, 150 3% 5% 1, 000 2% Boroughs 2,500 to 5,000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 180 100 25 50 150 750 240 100 2% 5% 5% 5% 1, 000 3, 000 5% 3% Boroughs 1,000 to 2, 500 C onyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 180 240 240 200 180 180 240 200 25 150 150 3 200 75 2% 2% 3% 5% 5% 3 1/2% 500 Boroughs under 1,000 Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 144 24 60 45 125 2 90 200 100 60 120 60 - 2 - 20 6 12 108 50 75 75 20 5% 5% 5% . 475 5% 258 400 155 I 1 ii �■-umumunramnuijuni mi mi general administration Secretary Treasurer Health Officer Building Inspector $1,792 218 $4,405 300 Janitor Boroughs Over 10,000 Kingston Plymouth $5,100 2, 600 5 $3,385 1, 200 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 200 1, 500 1, 376 1, 200 1, 200 1, 200 1, 500 1, 500 960 300 200 600 120 600 420 150 1, 800 2,700 720 480 1, 200 840 600 780 327 200 250 480 300 600 480 720 150 200 State State 600 State State State State 300 2, 600 480 1,764 2. 400 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming State State State State State State State State 50 300 200 600 480 420 300 200 3,1007 1, 200 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven State State 120 State 25 State 180 50 480 720 240 1, 200 BoroUghs Under 1,000 5 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 390 100 75 225 60 150 360 75 100 45 2% 50 2% 180 2% - 3 - State 30 State State State State 120 State 100 540 �PROFESSIONAL SERVICES Engineer 9 Solicitor Boroughs Over 10,000 Kingston Plymouth $4,674 400 Boroughs 5,000 to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 000 600 3, 300 1, 200 20?1 1, 800 $2,434 2, 270 1, 000 600 1, 245 1, 100 1, 200 1, 200 1, 000 1, 000 Boroughs 2,500 to 5, 000 I Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 1, 000 900 300 350 1, 500 1, 120 500 720 Boroughs 1,000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 100 100 400 600 125 500 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 300 50 50 100 50 300 150 - 4 - �"““““UMIMIMJLIBlBlJlIflEIllflffllllJIW public works Street Commissioner Equipment Operator. Laborer Boroughs Over 10,000 Kingston Plymouth Mechanic Truck Driver $3,67412 $3,385 1. 35/hr. 4, 082 $4,080 $3,385 1. 35/hr. Boroughs 5, 000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 150 4, 630 3, 18013 1.35/hr. 3, 352 4, 200 .85/hr. 1. 25/hr.' 1.46/hr. 1. 35/hr;.1.00/hr. 3, 352 1. 60/hr. 1. 40/hr. 1.35/hr. 2, 315 I.' 25/hr. 1. 46/hr. Il35/hr. 3, 352 1. 60/hr, 1. 40/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 900 1, 85/hr. . 1. 25/hr, 3, 260 1. 25/hr. 3, 150 1.30/hr. 2,700 1.60/hr, 1. 00/hr. 1. 15/hr. 1. 00/hr. 1.00/hr. 1. 05/hr.' L30/hr. 1. 30/hr. 2, 900 1. 60/hr. 1. 25/hr. 1. 15/hr. 1. 00/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 060 3, 060 1. 25/hr. 1. 00/hr. 1.00/hr. 1. 50/hr. 1. 35/hr. 1. 00/hr. 1.50/hr. '3,520 1. 00/hr. 1. 50/hr. .3, 520 •_ Boroughs Under 1,000 .90/hr. Courtdale J eddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 1.25/hr. 1.00/hr. 1. 00/hr. 5. 00/dly. - 5— 1. 20/hr. 1.25/hr. 6. 50/dly I �POLICE Police Chief Sergeant Boroughs Over 10,000 Kingston Plymouth $5,372 4,262 3, 863 Boroughs 5,OOP to 10,OOP Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 910 3, 900 4, 101 4, 000 3,18014 3, 600 4, 550 3, 912 2,712 4, 524 3,750 3, 600 360 3, 320 3, 140 3, 100 3, 100 4, 004 3,450 3,600 15 240 3, 060 3,276 3, 828 Patrolman $3, 849 3, 624 3, 600 3, 771 3, 500 3, 000 ,, 504 16 3. 985 3, 768 Boroughs 2,500 to 5, OOP Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 3,000 15 3, 918 1. 60/hr. 240 3, 200 2,620 . 720 . 95/hr Boroughs 1,OOP to 2, 500 Conyngham Hughestown' Nescopeck Pringle Shickshinny Sugar Notch White Haven 3, 840 200 4, 000 420 3, 000 2, 160 3, 280 150 100 l?15/hr. 180 1, 200 2, 160 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 600 12 60 250 ., 2541, 000 40 r 6 - 360 15 60 225 140 60 15 / shift 35 �""•uwimimmiiunuugiininiiiii Fire Chief Assistant Fire Chief Boroughs Over 10,OOP Kingston Plymouth $5,059 100 $ 612 Boroughs 5,OOP to 10,QQQ Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston -120 150 2.75/hr. 300 Paid Fire Truck Drivers $3,380 3, 624 75 3, 200 3,771 17 3, 200 17 240 250 •456 150 300 2, 900 Boroughs 2, 500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 2, 000 18 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuang ola Warrior Run Yatesville 96 420 1,96819 �iMwiniMunn footnotes Compensation for Mayor on a population basis is set forth in Section 1024 of the Borough Code. Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. CPA Daily rate j 5 6 Are handled through local banks. Plus living quarters Fire driver and custodian Receives free living quarters In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. 10 11 12 13 In almost all instances the Solicitor receives additional compensation beyond the retainer indicated in this survey. Daily Street Commissioner is classified as Assistant Street Engineer. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3, 120. 14 In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15 The Sergeant is classified as Assistant Police Chief. 16 Police are employed on a part-time basis. 17 The paid fire truck drivers have other jobs. 18 Plus $1. 00 an hour as a police officer, in addition to rent, light, and heat. 19 Plus living quarters. �I i SPEEDY binder ; : j OcssfiMlurWto 1 . GAYLORD BROS. Inc. 1 Syraeucn, N.Y. I ; Slcclrton, Calif. I luooiboia? WILKESCOLLEGE LIBRARY . t �H » � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1965 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1965 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/981025618a7a78f178ed8c5aa1b9b414.pdf ea0d9a374037d91d674019f9a26ddfd9 PDF Text Text ACADEMIC CALENDARS IN PENNSYLVANIA COLLEGES AND UNIVERSITIES ARCHIVES LB2361 !CWPV2j Wilkes College Wilkes-Barre, Pennsylvania �I I I I r I IS 10 A CA DEMI C CALENDARS IN Izi PENNSYLVANIA COLLEGES AND UNIVERSITIES In I in I lL I I I I n r r 19 6 6 I Wilkes College Wilkes-Barre, Pennsylvania 1 �U £>£ 6/ Jl 0 1.1 ACKNOWLEDGMENTS The Calendar Committee at Wilkes College wishes to thank those officials who furnished data on their academic calendars. assistance this survey would not have been possible. Without their The cooperation of the 87 institutions of higher education in Pennsylvania--univer sities, liberal arts colleges, state colleges, professional schools, and junior colleges--is greatly appreciated. The Calendar Committee is indebted to the Wilkes College InstiI tute of Municipal Government for preparing and mailing the question­ I L naire and tabulating the results. Questions with regard to any phase of this survey are welcome. Copies of the survey may be secured upon request. Li is Hugo V. Mailey, Chairman Calendar Committee I I 74318 �< J TABLE OF CONTENTS i s l I 1. Introduction 1 2. Length of Semester 4 3. Registr ation. 9 I 4. Instruction Week, 11 a 5. Length of the Class Period. 12 6. Vacation Policy. 13 7. Reading Period 17 1 I - i 8. Length of Course Examination 1 a 19 9. Final Examination Period. 20 (- 10. Time Interval Between Semesters 22 11. Baccalaureate and Commencement. 24 Summary 26 I J Appendix A--Colleges and Universities Responding Appendix B--Questionnaire on College Calendars LJ Appendix C--Guidelines Used in Calendar Making at Wilkes College J L �!'d F i. I INTRODUCTION ‘1 .. s The preparation of a college calendar may seem to be a simple matter. Although there may be substantial agreement among immediate colleagues and associates, there are diversified opinions in colleges I 8 6 regarding calendar construction or modification. Unfortunately, those who propose ideal calendars too frequently consider the effect upon the individual or minority, rather than the effect on the entire institution population. 'J I The history of college calendars goes back to Harvard, which used a four-term system. Terms were of unequal lengths and were separated by vacations of unequal lengths. The three-term systembecame £ 8 popular during the latter part of the last century. The quarter system, originating at the University of Chicago, had its greatest impetus during 1 World War I. The trimester plan (a misnomer) of sixteen weeks each I came into vogue during World War II. 1 11 s IS I 3 The two-semester plan was first initiated by the University of Michigan in 1856, resulting from the decline of students teaching during the winter months, a desire to equalize semesters, and the influence of German education philosophy. The mo st commonly used method of calendar making today among U. S. colleges and universities is the semester plan. Some of the fea­ tures of the early college calendars, such as recesses and other acti­ vities, are not even mentioned. It is probably safe to say that the elapsed time from the start of the semester to commencement ranged from 37 to 39 weeks. J �a 6 Q Q Today colleges are meeting many unprecedented problems. established patterns are undergoing a change. Old Wilkes is still a new­ comer on the American college scene. As a part of Bucknell University, ’3 many of its problems were those of the parent institution. When it be- came a separate, independent college, it was confronted with new and dJ I ffl m difficult decisions. One of these decisions was the adoption of a calendar policy. This included a careful consideration of the fact that its students fre- quently were required to finance part of their education by working while I still carrying a full academic load. n Vacation periods frequently provi- ded work opportunities sorely needed by these students. In these early years there was much trial and error and little continuity in calendar I making from year to year. 'D '■1 g ii 1 The fact that the faculty, department heads, and the Administrative Council participated in calendar making only created multiple conflicts. Recognizing the problems involved in establishing a calendar for the school year, the faculty in the fall of 1951 moved for the creation of a special committee to study the calendar. The committee ex- a amined all previous motions and adoptions in order to establish a policy J motions recorded in the minutes of the meetings of the faculty, the Ad­ a ministrative Council, and the department chairmen, and the less signifi- regarding the college calendar. But because of the many conflicting cant revisions made from year to year, it was necessary for the com- mittee to begin anew. - 2 - ��2. LENGTH OF SEMESTER Analysis was made of the replies from the questionnaires re- D i fl garding the length of the semester. It should be noted that institutions reporting are of various sizes in terms of student enrollment and are located in different parts of the State. No particular groupings as to size of institutions are made for the data on the length of the semester. I The following specific aspects of the data on this phase of the calendar are significant: I 3n i a J 1 li inclusion or exclusion of registration; inclu- sion or exclusion of final examination period; State law; the resumption of classes after Christmas; and the three- or four-term academic year.. A consideration of the length of the semester without considera- tion of the inclusion of a registration period and/or the final examination period would create the false impression that more days are designated for teaching than are actually utilized. a The table which follows shows the frequency with which thevarious semester lengths appeared together with the frequency of occur- rences of inclusion of registration days and final examination days; h | ■ - 4 - J �n n I Length Of Semester Frequency Of Occurrence ' Registration Included Final Exam Period Included 10 weeks (trimester) 12 weeks (quarter) 14 weeks 2 i i 2 2 2 5 2 0 14 1/2 weeks 1 0 0 13 - First 15 - Second 1 0 0 J 16 - First 15 - Second 1 0 0 I 15 weeks 22 6 8 16 weeks 20 10 17 16 1/2 weeks 1 1 1 16 - 17 weeks 1 0 i 17 weeks 5 1 1 15 to 18 weeks 1 1 1 17 - 18 weeks 1 1 1 12 11 11 90 days 6 5 5 83 days - First 87 days - Second 2 0 0 73 days - First 75 days - Second 1 1 1 67 days - First 72 days - Second 1 0 0 86 days - First 88 days - Second 1 0 0 5 months 1 1 1 i i J in J J J 18 weeks - 5 - �1 1 The most commonly used length of the semester among Pennsyl- 1 ( vania colleges is 15 weeks of classes. Of the 22 colleges that use a 15- a week semester, 6 include registration and 8 include the final examination a period. 1 Sylvania colleges is the 16-week semester, which 20 institutions have a in practice. The second most commonly adopted semester length among Penn- Of the 20, 10 include registration and 17 include the final examination period. State Law in Pennsylvania dictates the length of the semester at J the State colleges. The mandated length of the semester was stated in weeks or days, bearing in mind that Saturday mornings may be utilized 1. 3 as a teaching day. The Pennsylvania State colleges are required to pre­ a pare and submit a calendar to the Board of Presidents for approval. This is an annual procedure, although a few of the colleges have pre- 0 (J pared calendars for several years in advance. A calendar must include 180 instructional days, paralleling somewhat the calendars of the public schools. I The semester must have 90 days, including registration and final examination periods. The first day of the academic year is some- time after September 1 (some State colleges commence immediately after Labor Day) and the last day is not later than May 31. While several State colleges have adopted a calendar other than the two-semester system, it should be noted that these may be experi­ mental. - 6 - �1 I Listed below is the length of the semester with frequency of occurrences in State colleges: I 1 I II I :1 11 I I Length Of Semester Frequency Of Occurrence State Colleges 18 weeks 12 7 6 5 90 days Frequently, calendar makers at the various institutions frankly stated that the length of one semester of the year varied from that of the other semester of the same year. Usually, this variation amounted to one half or one week. Although many calendar makers expressed a feeling that a very short session of classes after Christmas is not educationally defensible except under unusual circumstances, the "lame duck" semester is some thing that colleges have learned to tolerate. A number of institutions simply accept the situation and plan a short and "long" semester, as indicated on the previous tables. Some of the comments made on the "lame duck" semester are: J. 1 I "Unhappy with the lame duck but have not found an an­ swer to it yet. " "Problem with the lame duck but starting earlier in the Fall is not acceptable. " "Problem because first semester is broken into segments with Thanksgiving and Christmas vacations. " L I' "Faculty will probably adopt the experimental calendar with shorter first semester, but by a small majority. " I ,'J - 7 �"We have eliminated the lame duck after Christmas and adopted 13 weeks first semester and 15 weeks second semester. It is popular with the students. The faculty is not happy with it. " ] 1 "Unless you can come up with a calendar that ends first semester including exams before Christmas, you haven't eliminated "lame duck. " We may very well change our calendar to accomplish this. " "We are in the process of revising our calendar to end the semester before Christmas. " The awkward "lame duck" semester can be avoided by: I I 1 I J 1. Starting the semester early enough so that it can be com­ pleted before Christmas. 2. Starting the semester late enough so that a substantial num­ ber of classes ( say 3 weeks) can be scheduled after Christ­ mas. There is no general agreement as to which of the above proce- �3. REGISTRATION No attempt was made in this short study to break down thevari- rr I ous components of pre-semester activities. Colleges and universities usually conduct an advance testing, social orientation, and registration prior to the first day of classes. Social orientation is aimed at intro­ ducing the entering student to the social life of the campus community. 11 Testing and registration of new students may include the admin- istering of placement tests for aid in counseling and the assignment of students to advanced courses. J Fall registration of new students is ac- complished during the summer. For the upperclassmen all the preliminaries to registration, J such as payment of tuition, application for readmission, and the like are usually completed prior to registration day. The purpose of the question relating to registration was to as­ certain whether or not the registration (usually 1 day) is included as J part of the "length of the semester. " The inclusion of registration and the frequency of occurrence are presented below: J Inclusion in Length of Semester Frequency of Occurrence No 45 Yes 39 - 9 - �It is obvious that the inclusion or the exclusion of certain non­ instructional activities will have abearing on the length of the semester as indicated below: Length of Semester I n I r 1 » 14 15 16 17 18 90 wk. wk. wk. wk. wk. day semester semester semester semester semester semester 1 Exclusion of Registration Period 2 3 11 3 10 5 4 19 10 2 2 1 Colleges that use a 15-week semester, the most commonly used in Pennsylvania colleges, do not include the registration period as part of the semester (19). I Inclusion of Registration Period An analysis of the data presented in the previous table indicates that those that do include registration day as part of the semester (39) are generally State colleges which use an 18-week or 90-day semester. J 'J T 1 T J (I - 10 - �4. INSTRUCTION WEEK Data dealing with the length of the class week should be related to the length of the semester. Ordinarily, the number of days (5, 5 1/2, or 6) utilized for instruction does not affect general calendar policy, but rather has its effect in maximum use of classrooms. Most institutions with a large commuting student population retain the 5-day week. Satur­ day morning classes are more readily acceptable to dormitory colleges and universities. The resistance to Saturday classes comes more from the students than from the faculty. The length of the instruction week and the frequency of occurrence in Pennsylvania colleges are found in the table which follows: Frequency Of Occurrence I 1 . Length Of Instruction Week 51 5 days 17 51/2 days 1 I a Freshmen - 6 (Hahnemann Sophomores - 5 Medical) Of the Pennsylvania universities and colleges reporting on this question, more than half retain the 5-day week. It is evident that 35 colleges and universities conduct classes on Saturday mornings. It is not clear, however, whether the 18 which in­ dicated that a 6-day week is used make full use of the whole day on Sat­ urday. - 11 �5. LENGTH OF THE CLASS PERIOD While the length of the class period may not be a problem at institutions of higher learning, especially the smaller ones, a serious problem of tardiness arises in situations where campus buildings are spread or are peripheral to the main campus. The length of the class period and the frequency of occurrence are indicated in the table below: F requency Of Occurrence Length of Period 62 50 minutes I I l1 11 50 minutes - MWF 75 minutes - TTh 1 Both 50 and 80 minute 1 50 minutes - MWF 80 minutes - TTh 1 52 minutes 1 53 minutes 1 55 minutes 5 one hour 4 70 minutes (3 terms) 1 75 minutes (3-12 week terms) 1 7 5 minutes (3 terms) 2 varies 1 12 - �VACATION POLICY Educational policy on vacations reflects not only the needs of the I academic program, but the needs of the students, the community, and church policy in religion-oriented institutions. I tern includes Thanksgiving, Christmas, Easter, and a Spring vacation. 11 I The usual vacation pat- Sometimes, the interval between semesters has been considered a vacation. Since this vacation is usually scheduled shortly after a Christmas vacation, the vacation between semesters is an anomaly in college calendar making. Many institutions have attempted, and some have succeeded in the elimination of this interim period between semes­ ters. The table below presents the number of days in the Thanksgiving vacation, if any, and the frequency of occurrence: J 1 day (Thursday only) 2 days (Thursday and Friday) 2 1/2 days (Wednesday 1/2, Thursday, Friday) 3 days (Wednesday, Thursday, Friday) 3 1/2 days (Tuesday 1/2, Wednesday, Thursday, Friday) 1 week 9 days Yes None 3 24 15 23 6 2 1 2 10 There are some Pennsylvania institutions which do not have a a a Thanksgiving recess at all (10). Most colleges allow either 2 days (24) or 3 days (23) with some compromising at 2 1/2 days (15). In the quarter system or the trimester system, the Christmas recess may be the end of the semester. 13 - !» Many replies frankly stated �that the length of the Christmas vacation varied from year to year de­ pending on where Christmas Day falls in the week. The information provided below is really predicated on generalizations and stated in ba­ n sic terms of minimums for a Christmas vacation. The table below shows the length of the Christmas vacation and the frequency of occurrence: Length of Christmas Vacation Frequency Of Occurrence 10 days and 2 weekends 12 to 14 days 13 days 2 weeks 15 days 16 days 2 1/2 weeks 21 days 3 weeks varies no classes after Christmas None 8 5 2 37 1 4 4 1 5 3 1 11 A majority of colleges in Pennsylvania on the two-semester sys- tern (37) provide for a minimum of two weeks before resuming classes in the following January. The practice of a Spring vacationbegan in Pennsylvania colleges ata time when college students were needed on the farm. Inrecentyears, the Spring vacation has been justified on the basis of dividing the Spring semester into even halves in order to relieve student strain and pressur e. One other consideration for the Spring vacation is predicated on the fact that the Easter holidays are not stabilized at the same time each year. - 14 - �The table below indicates the extent to which a Spring vacation is provided in the calendar of Pennsylvania colleges: Provision For Spring Vacation Frequency Of Occurrence None Varies with Easter recess (one week) Coincides with Easter recess Yes 40 1 22 13 Thereare only 13 Pennsylvania colleges that deliberately provide 1 I for a Spring vacation. In 7 of 13 instances, Good Friday is then listed as a day when classes are not held. The Easter vacation is the source of the greatest difference in calendar making among Pennsylvania colleges. There is not only wide variance in the length of the Easter vacation, but no general pattern as 1 to the Easter vacation policy. If the Easter vacation and the Spring vacation are considered to­ gether, as notedin the previous section (as one vacation), then 22 Penn- I J sylvahia colleges provide for such a vacation. It should again be noted from the previous section that 7 of 13 colleges which provide for a spring vacation dismiss classes on Good Friday. Neither of these above data included in the figures below on the length of the Easter vacationand the frequency of occurrence: 15 - �I I Length Of Easter Vacation Frequency Of Occurrence 2 days 31/2 days 4 days 5 days 51/2 days one week (no Spring vacation) 8 days 10 days 1 1/2 days 12 days 2 weeks 2 1 4 4 1 6 2 3 3 1 2 I a I I 1 I I Approximately one week seems to be the most common length used for Easter vacation. No attempt was made to ascertain how many days of vacation were allocated before and after Easter Sunday. It should also be noted that several Pennsylvania colleges (4) made attempts, though not particularly successful, to end the semester coindicentalwith the Easter recess. An analysis of the data also shows that several institutions provide for neither a Spring vacation nor an Easter vacation, but do excuse students from classes on Good Friday and Easter Monday. 1 - 16 - �1 I J I 7. I I 1 I 1 I I I 1 I I J ] I L G READING PERIOD A reading period is provided in many college calendars so that the student can properly assimilate his course work, or perhaps pur sue intensively and independently some particular aspect of courserequirements. As an example, Princeton University provides a reading period of approximately two weeks, subject to each Department1 s determination as to its proper use. It is apparent from this study that Pennsylvania colleges either do not provide for such a reading period or, if they do make such provisions, it is of very short duration. Frequency Of Occurrence Reading Period Yes No Occas sionally 29 54 1 In the table that follows, a breakdown of the "yes" replies indi­ cating the length of the reading period and the frequency of occurrence 't==1 shows that, where it is used, the reading period is of short duration: k I J I I l 1 J1 I’1 Length Of Reading Period Frequency Of Occurrence 1 day 2 days 2 1/2 days 2 to 4 days last day of classes no period stated 1 week 10 1 1 1 1 14 1 <1 II - 17 - �I 1 I A short interval does occur between the last day of classes and the first day of final examinations when classes end on Saturday and the final examinations begin on Monday. When the "yes" replies are rela­ ted to the instruction week, a reading period could then very well be a part of calendar policy. I I I I The following table shows the "yes" replies broken down by length of instruction week and frequency of "yes "occur- rences: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 15 3 10 In the consideration of the overall length of the semester, 18 of the 29 "yes replies to the reading period question included it as part of the semester. I J The following table shows a breakdown of the "no" replies on the reading period in terms of the instruction week and frequency of "no" replies: Length Of Instruction Week Frequency Of Occurrence 5 day week 51/2 day week 6 day week 35 13 6 - 18 - �1 I I J 8. LENGTH OF COURSE EXAMINATION SESSION Although the length of the course examination period may not be a part of the calendar policy of a college or university, but rather apart I 1 of curriculum policy, it nevertheless has abearing on certain aspects of calendar making such as length of final examination period, length of semester, and interval between semesters. The table below shows quite conclusively that Pennsylvania col- I leges prefer to limit the final examination to two hours or less, 50 of the colleges so indicated: i'J I I 1 I I J J J L J I I n Frequency Of Occurrence Time Limit 7 5 minute s 1 1/2 hours 90 minutes 100 minutes 1 hour and 40 minutes 1 hour and 50 minutes 1 5/6 hours 1 to 2 hour s 2 hours 2 1/4 hour s 2 1/2 hour s 2 to 3 hours (Depending on instructor) 2 to 3 hours 3 hours 1 to 3 hours 2 to 4 hours 3 to 4 hours L. I I - 19 - 1 2 1 1 1 1 1 1 42 1 2 1 2 22 1 1 1 since ��Length Of Exam Period Frequency Of Occurrence 3 days 4 days 41/2 days 5 days 5-6 days 6 days 1 week 7 days 7 1/2 days 7- 8 days 8 days 1 week or 8 days 81/2 days 9 days 8- 9 days 7- 9 days 2 weeks to 1 5 days 1 week to 16 days 8- 10 days 4 4 1 7 1 8 27 4 1 2 14 1 1 3 2 1 1 1 1 Inclusion in Length of Semester 1 4 1 4 1 5 18 1 1 1 7 1 1 0 2 0 1 1 1 The one week and 6-day final examination periods are the most commonly used by Pennsylvania colleges. Both of these lengths of final examination periods occur in 35 institutions. A total of 46 institutions incorporate the examination period into the length of the semester, which may range from 15 weeks to 1 8 weeks. - 21 ��1 Frequency Of Occurrence Length of Interval 1 day 2 days 2 1/2 days 3 days long weekend 3 weekdays 4 days 5 days 6 days one week 8 days 10 days Christmas recess (10-12 days) varies each year - 23 - 1 5 1 6 2 1 9 3 2 22 2 1 2 4 �BACCALAUREATE AND COMMENCEMENT It appears that the Baccalaureate and Commencement Exercises have been consistently an integral part of the pageantry of higher education in Pennsylvania colleges. Possibly the significance and the reli­ gious inspiration from the Baccalaureate Service may have diminished in recent years. No attempt was made in this study to ascertain the interval be­ tween the end of the final examination period and these two events. Rather, it was to ascertain whether or not the events are included in the calendar policy and, if so, whether or not the two ceremonies are conducted on the same day. The table below indicates the frequency of occurrence of these two events among Pennsylvania colleges. Replies Baccalaureate Commencement Yes No 59 23 84 2 Of the 23 institutions which stated that a Baccalaureate Service is not held, 12 are "State colleges where a counter to legal opinion. " eligious service may run Of the 2 State colleges which stated that a service was held, the Baccalaureate Service was called a "Dedication Exercise. " Because the observance of these two events require s considerable time and expense, and because many graduating seniors for various - 24 - _____ �I I I I I reasons prefer to forego the exercises, some institutions have attempted to schedule the two events on the same day. The next table provides the ■ I E frequency of occurrence indicating whether or not the two exercises are held on the same day. I L I L Yes (same day) 41 No (different days) 24 No particular day of the week is specified or favored among those I 41 "yes" replies which reported that the two services are a one-day I J J ' ' I affair. Most of those institutions which did not schedule the two events on the same day used two successive days, preferably Monday. I I I- ISI .. I I I L I I I - 25 - Sunday and �L SUMMARY While the survey does indicate absence of uniformity in college calendar making, it must be fully under stood that all institutions of higher -1 I education have their own problems and circumstances which dictate cer­ tain calendar policies. The survey shows that a variety of practicesand policies in calendar making exist in Pennsylvania colleges and univer si- I I I I I I ties. A very large majority of Pennsylvania colleges are on the semes- ter plan of two terms of either 1 5 weeks or 16 weeks, with a final exami nation period of approximately one week included in the length of the semester. Some institutions, recognizing the deficiencies of the "lame duck" semester, although educationally indefensible, have simply accep- c I 3 I □ I 3 I ted it. The colleges are about evenly divided about including registra­ tion day as part of the total length of the semester. Practice among Pennsylvania colleges seems to allow either 2 or 3 day vacations at Thanksgiving and at least 2 weeks at Christmas. There is no general agreement on an Easter or Spring recess, except that many combine the Easter and Spring vacations, usually for a dura- 0 I I tion of one week. Most Pennsylvania colleges do not provide for a final examination reading period, unless it can be assumed that a short weekend can be I utilized for this purpose. I I - 26 - �0 The final examination period among the State's collegesis about c a one-week period of two-hour sessions for each individual examination. While the interval between semesters has never been considered 0 a vacation, a one-week respite from classes is provided by a number of Pennsylvania colleges. It was rather interesting to find that Baccalaureate Service had I. been discontinued at approximately one quarter of the institutions reply ing to the questionnaire. I I An increasing number of colleges are com­ bining the Baccalaureate Service and the Commencement Exercise. I I L I I I I I I 27 �APPENDIX A COLLEGES AND UNIVERSITIES RESPONDING Albright College 2. Alioni College Allegheny College Alliance College Alverni College 6. Beaver College 7. Blessed Sacrament College 8. Bloomsburg State College 9. Bryn Mawr College 10. Bucknell University 11. Cabrini College 12. California State College 13. Carnegie Institute 14. Cedar Crest College 15. Chatham College 16. Chestnut Hill College 17. Cheyney State College 18. Clarion State College 19. Delaware Valley College of Science and Agriculture 20. Dickinson College 21. Dickinson School of Law 22. Drexel Institute of Technology 23. Duquesne University 24. Eastern Baptist College 25. Eastern Pilgrim College 26. East Stroudsburg State College 27. Edinboro State College 28. Elizabethtown College 29. Franklin & Marshall College 30. Gannon College 31. Geneva College 32. Gettysburg College 33. Grove City College 34. Gweynedd-Mercy College 35. Hahneman Medical College 36. Harcum Junior College 37. Haverford College 38. Holy Family College 39. Indiana State College 40 Jefferson Medical College 41. Keystone Junior College 42. King's College 43. Kutztown State College 44. Lafayette College 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. 55. 56. 57. 58. 59. 60. 61. 62. 63. 64. 65. 66. 67. 68. 69. 70. 71. 72. 73. 74. 75. 76. 77. 78. 7980. 81. 82. 83. 84. 85. 86. 87. Lebanon Valley College Lehigh University Lincoln University Lock Haven State College Lycoming College Mana Junior College Mansfield State College Marywood College Mercy-Kurst College Millersville State College Misericordia College Moravian College Mount Mercy College Muhlenberg College Penn Hall College. Pennsylvania Military College Pennsylvania State University Philadelphia College of Pharmacy and Science Philadelphia Textile Pierce Junior College Point Park Junior College Robert Morris Junior College Rosemont College Sacred Heart College St. Fidelis College & Seminary St. Francis College St. Joseph's College Scranton University Shippensburg State College Slippery Rock State College Susquehanna University Swathmore College Temple University Thiel College University of Pennsylvania Valley Forge College Villanova University Washington & Jefferson College Waynesburg College Westchester State College Westminster College Wilson College York Junior College �! APPENDIX B QUESTIONNAIRE ON COLLEGE CALENDARS I 1. Does your institution use a five or six day week? 2. What is the length of the semester? I 3. a. Is registration day included in number 2 above? b. What is the length of the exam period? c. Is this period included in number 2 above? Do you follow a policy of a reading period between the last day of classes and the first day of exams? a. Is this period included in number 2 above 4. What is the length of a class period? (Exclusive of labs) 5. What is the length of final exams (in clock hours)? 6. Do you have any stated policy as to the beginning of: Spring term - yes no Policy: I I I I b. 7. I I B I 8. Fall term - yes no Policy: Have you any stated vacation policy as to: a. Thanksgiving Recess b. Christmas Recess yes no Length c. Semester Break yes no Length d. Easter Recess yes no Length e. Spring Vacation yes no Length Does the policy of your institution provide for a Baccalaureate Service? a. A Commencement Service? b. Are the two Services held on the same day? �APPENDIX C GUIDELINES USED IN CALENDAR MAKING AT WILKES COLLEGE Semester Plan: Two semesters of equal lengths, if possible. Reading Period: At least 48 hours between last class and first examination Commencement: First Monday in June Baccalaureate: Sunday preceding Commencement Spring Vacation: None Christmas Vacation: At least one full week before Christmas to permit students to work during Christmas recess Thanksgiving Vacation: At least two class days Summer School: Two six-week summer sessions (day) and one eight-week summer session (night) between June Commencement and first day of Freshman Orientation, which comes the second week in September Freshman Orientation; One full week Beginning of Semesters: On Mondays rather than other days of the week; third Monday in September Registration: Two days at beginning of each semester Final Examinations: Six to eight days Recess after Vacation: Avoid just one or two days of classes at the end of the week, especially at the end of Christmas vacation. Memorial Day: No final examination to be scheduled Processing Grades; Maximum of 72 hours Intercollegiate Athletic Program: Integrate with other colleges and Wilkes College academic calendar in order to avoid disruptive effects 74318 �10001b023U MILKES COLLEGE LIBRARY I I I I I I . �01 Of ■ -j I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Academic Calendars in Pennsylvania Colleges and Universities, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8b4f877fad1370b0af1192e2fd090d24.pdf 3f062f42a385dd3eade794cb1e7c4f90 PDF Text Text | F 5w lOwftwxa !®<A' ^■La.Ov!>/ V ; ■ ' 1w ■■ ■ - .V ■ O< ‘.r- o . IB “RW SM: HII •< CWii*' ■:; ■'-"■'Vac - i, B®\r < ' 1 ■MmiB ______________________________ WAGES AND SALARIES IN LUZERNE COUNTY FIRST CLASS TOWNSHIPS XyX^K^I ’ ) s ■ ;>o-1- i w■ 00 "'c- M ■■ Xd ■ lAi X CD Ct •«' - i I -x$. I Ol co o o g: O CO '5~I ST V- 1 �ILKES CO! LEGE JUN 161966 LIBRARY i i WAGES AND SALARIES ! IN I i LUZERNE COUNTY FIRST CLASS TOWNSHIPS I - •/, ■ ’ ! LU t ■; 7 B: EUGENE SHE9DEN EARLEY LIBRARY. 1933 WILKES COLLEGE. Wl! KrS-BARRE, PA. J ■ 1966 INSTITUTE OF MUNICIPAL GOVERNMENT Wilkes College Wilkes-Barre, Pennsylvania �ARCHIVES 1966 WAGE AND SALARY SUMMARY In order to realistically prepare their budgets, local officials need detailed information since the establishment of fair and equitable compen­ sation for services rendered remains a continuing problem for municipal governments. Because specified job descriptions are not a part of this summary of the wage and salary data collected, local government officials should be care, ful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties in the various offices, even those with the same titles. It is not the purpose of this summary to pass judgment on existing municipal practices in setting wage and salary rates in Luzerne County town­ ships, nor to establish standards for compensation payments. It is merely an attempt to give the officials in the County a picture of pay rates for both elected officials and employees. Hugo V. Mailey, Director Institute of Municipal Government 77424 �r WAGES AND SALARIES FIRST CLASS TOWNSHIPS LUZERNE COUNTY Hanover Administrative & Elective Board of Commission Treasurer - Tax Collection Solicitor Newport $4 - 800.00 1 3 -1200.001 4, 000. 002 3, 840. 00 Clerical Secretary Auditor Health Secretary 4, 399. 92 10.00? 300. 00 Custodial 1, 200. 00 Fire Chief Assistant Chief Fireman Extra Driver^ 3, 797. 76 1, 200. 00 Health & Inspection Health Inspection Plumbing Inspection 3, 801.76 3, 905. 76 Police Chief Sergeant 4, 325. 76 3, 977. 76 $ 900.00 1,800.00 2,400.00 3, 600. 00 300.00 1.256 1,829.88 -2- Plains $ 800.00 1,700.003 1,500.00 3, 600. 004 Wilkes-Barre $ 600.00 1, 800.00 1, 500.00 900.00 200.00 1. 007 4, 008.00 3, 871. 36 3,786.90 3, 471.40 4, 488.00 4, 128. 00 4, 021.36 3, 786. 90 8 3, 450.00 2, 950. 00 �I Patrolman Part-time Police 1(1 Public Works Engineer U Road Inspection Road Supervisor Laborer Garbage Collector Utility Serviceman Truck Driver Flood Control Superintendent Sewage Inspector Sewage Laborer Hanover $3,829.68 Newport $4,008.00 Plains $3, 471.40 Wilkes-Barre $2,700.00 1,100.00 1,000.00 4, 049.76 4, 408. 00 1.25/hr. 3, 400. 00 3, 400.00 3, 224. 00 1.25/hr. 4, 020.00 4, 049.76 3,701.76 -3- 3, 871.36 1. 25/hr. 3, 564.28 1.25/hr.12 �I I HOURS Hanover Standard work week (hours) for administrative and clerical employees 40 Newport 40 1014 14 40 48 Plains 40 48 40 48 Standard work week (hours) for firemen Standard work week (Lours) for public works employees 40 48 Standard work week (hours) for police Wilkes-Barre 48 48 MILEAGE. ALLOWANCE Hanover Chief of Police $120.00 Newport None Plains None Wilkes-Barre None VACATION POLICY Hanover Less than one year 2 weeks Newport 2 weeks Plains 2 weeks Wilkes-Barre none 1 5 1-5 years -4- 5-10 years 10-15 years 1 5 and over ■ �■ OVERTIME POLICY Hanover Clerical salaried Newport salaried Plains Wilkes - Barre Public Works salaried Firemen salaried Police salaried sa-lar-ied salaried salaried salaried sarlari-ed salaried salaried salaried sala-r-i-ed salaried salaried Z? u--/7£ UNIFORM ALLOWANCE POLICY Hanover None Newport None Plains None Wilkes-Barre None WORKMENS COMPENSATION Hanover Yes Newport Yes Plains Yes Wilkes-Barre Yes -5- �7 X RETIREMENT PLAN Hanover Pension Police Newport Police covered Plains Police covered Wilkes-Barre Police covered Social Security covered PAID HOLIDAYS Hanover New Years Day, Memorial Day, July 4th, Christmas, and Easter Newport New Years Day, Memorial Day, July 4th, Christmas, and Easter Plains New Years Day, Memorial Day, July 4th, Christmas, and Easter Wilkes-Barre New Years Day, Memorial Day, July 4th, Christmas, and Easter SICK LEAVE Hanover no official policy'. Newport one week a year; cumulative to four weeks Plains fifteen days - up to thirty days Wilkes-Barre none -6- �. ----- “““•‘■F provides that only the newly elected commissioners <(3) 3), township C °mmissioners may be paid on the new compensation schedule-$l, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14. The day shift is a 10 hour shift; night shift is a 14 hour shift. 15. No full time personnel 774.24 - 7 - ______________________ �footnotes 1. The 1965 First Class Township Code provides that only the newly elected i i C°mmiSS\oners may be paid on the new compensation sche­ dule-$1, 200. 00 annually; the Code provides that those (4) whose term of office has not as yet expired will be compensated under the old salary schedule-$800. 00 annually. 2. The tax collector receives $2,400.00 as salary and $1, 600. 00 for collecting occupational privilege tax. 3. The tax collector receives a commission on taxes (2% rebate and during face period; and 5% during penalty period). 4. $800.00 as secretary; $2,800. 00 as clerk to Board of Commissioners 5. Auditors are paid $10. 00 per day, part time. 6. part time 7. part time 8. Wilkes-Barre City furnishes the township fire protection on a contractual arrangement basis for $7, 500. 00 annually. 9. Relieves during vacation 10. Called during emergencies 11. In those instances where no compensation is indicated for the engineer, he is paid according to time spent on specific projects. 12. road and sewer maintenance 13. called as needed 14 hour shift. 14. The day shift is a 10 hour shift; night shift is a 15. No full time personnel 774.24 - 7 - �■ < �njiiw loooitom WILKES COLLEGE LIBRARY . ,,m> .-er> ■ Pm i ro. ■ O»‘ �'L _- 2 “a � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County First Class Townships, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f8920c6d036c7ac57b7dc9873dcc3225.pdf 1ed7d2b339c36f05d37d5eabdb1144de PDF Text Text « 5*3 > X J o £E ■- CM r-co cd sor*(OCD0 . WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS ^Instituteof Regional Affairs'^ �_; I -....................■ .? .2. Syracuse. N. Y. ——•*-*«u.>aaiiHuiUliUmillUUUil I I I I I j i I I I I I I I I I i I I WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS UM s I i dp LIBRARY WILKES-BARRE PENNSYLVANIA I i F S. FARLEY LIBRARY WILKES UNIVERSITY KFS-BARRE. pa i i I : I 1967 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �.. 1 : Syrocujc, N. Y. • o cHIV E-S ^5^7 l%7 WAGES AND SALARY SUMMARY This is the third of a continuing series of compilations of wage, salary, and fringe benefit data for boroughs in Luzerne County. Because specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, eventhose with the same titles. The purpose of the Report is merely to present the facts rather then make a judgment on policy. The boroughs in Luzerne County are grouped according to their I960 population. Each borough is listed alphabetically in one of the five population groupings. Certain of the communities - Freeland, Exeter, Courtdale, Laurel Run, New Columbus, and Yatesville - did not report the wages and salary data at the time of publication of this Summary. 1 Hugo V. Mailey, Director Institute of Regional Affairs 81573 �•' ■ -!' — Syracuse, N. Y. ELECTED OFFICIALS Mayor 1 Councilman. 2 Auditor Controller Tax Collector $2,400 1,980 $1,200 300 $1, 0003 1, 320 $1, 500 1,200 Boroughs Over 10,000 Kingston Plymouth Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 700 700 600 300 600 150 150 550 5% 2% 1,700+4% 985 900 700 600 220 300 480 300 375 3 140 250 150 1,800+4 1/2% 2% 2%21 780 360 150 450 550 700 360 360 300 180 100 25 50 150 750 240 100 3% Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 2% 5% 1, 500 5% 1, 000 300 5% 3% Boroughs 1, 000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 180 240 240 200 180 180 200 200 25 150 150 200 3 75 75 54 2% 2% 300 6 12. 50 5% 5% 75 75 5% 400 300 5% 3 1/2% 500 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 24 90 200 60 120 -2- �7 Syracuse, N. Y. i mm mu iim itiu nai mil uti Hi II PHI Itll IItlIIH GENERAL ADMINISTRATION Secretary- Treasurer Health Officer Building Inspector $5, 623 2, 600 ..5 15 $1,880 218 $5,000 300 Janitor Boroughs Over 10,000 Kingston Plymouth $3,732 1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 600 1, 200 1, 500 1, 376 960 300 200 1, 780 1,200 1, 500 1, 800 120 600 420 150 State State State 2, 400 300 2, 808 2, 000 2, 700 720 600 1, 200 1,000 600 900 480 State State State State State State State State 100 250 200 300 State 300 630 960 Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 240 200 480 516 300 3,1007 1, 300 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 350 400 420 750 480 6 780 6 300 50 State State 120 State State 240 8 1, 200 1.45/hr. Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 75 150 360 __ 5 50 45 2% 180 30 State State 120 540 �JI'HLH BINDER ' - J V Syracuse, N. V. Boroughs Over 10,000 »«niiiiiiiiiiiimmi]i| mu iiHiiiiiimi mi PROFESSIONAL SERVICES Engineer 9 Kingston Plymouth Solicitor 10 $3, 000 400 $2, 434 2, 270 1, 000 1,050 840 1,000 1, 200 1, 500 1,200 1, 200 1,800 1, 500 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 800 Boroughs 2, 500 to 5, 000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 3.00/hr. 1,200 900 500 350 1, 500 1, 000 500 840 Boroughs 1,000 to 2, 500 100 Conygnham Hughs town Nescopeck Pringle Shickshinny Sugar Notch White Haven 200 750 600 125 420 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 50 100 100 300 -4- �1H1U1U1U1 PUBLIC WORKS Street Commissioner Boroughs Over 10,000 Kingston Plymouth Equipment Operator Laborer $5, 15511 4, 382 Mechanic $3,744 1. 50/hr. Driver $5,500 $4,250 1. 35/hr. Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 000 3, 690 4, 859 1. 25/hr. 1. 50/hr. 1.55/hr. 3,500 12 3, 900 5, 000 4,400 1.25/hr. 1. 25/hr. 1.90/hr. 1.60/hr. 4, 176 2, 900 2. 00/hr. 1.30/hr. 1. 45/hr. 2, 700 1. 75/hr. 1. 25/hr. 1. 15/hr. 1.40/hr. 1.10/hr. 1. 25/hr. 1.50/hr. 1. 50/hr. 1. 25/hr. 1. 25/hr. $9/day 1.45/hr. 2, 800 1.55/hr. 3, 900 1.70/hr. 1.60/hr. 1.45/hr. 1.60/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1. 50/hr. 3, 260 3, 600 1.25/hr. 3, 350 1.60/hr. 1.50/hr. 1.15/hr. 1.40/hr. 1.15 /hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 3, 060 4,500 13 1.50/hr. 1.75/hr. 900 4, 100 3, 060 1.50/hr. 1.50/hr. 1.50/hr. 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 150 1. 25/hr. $5/day 1. 25/hr. $6.50/day i �n ... . audlULUlUIUlUl POLICE Boroughs Over 10,000 Kingston Plymouth Police Chief $5,800 4, 562 Sergeant Patrolman $4,163 $4,80017 3, 924 Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort F reeland Luzerne Swoyersville West Hazleton West Pittston 3, 600 4, 440 4, 330 3,720 14 4, 100 5, 300 4, 632 4, 260 4, 120 4, 140 4, 000 3, 660 3, 3, 4, 4, 3, 740 4, 835 4,428 260 100 085 368 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 4, 560 3, 750 4, 000 600 4, 032 3,450 3,600 15 1.00/hr. 3, 320 4,400 3, 300 4, 200 3, 300 3, 220 4, 020 3, 600 1. 00/hr. 3, 200 4, 000 720 1.25/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 5, 200 250 4, 500 540 3, 900 200 15 15016 1. 25/hr. 240 1,08022 180/mo. 3, 120 3, 740 Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 60 60 60 670 720 -6- �■ .... 7 Syrcicujo, N. Y. ■MiumiiiiimiMmilillllffl Fire Chief Assistant Fire Chief Boroughs Over 10,000 Kingston Plymouth $5,800 100 $ 642 Paid Fire Truck Drivers $4,800 3, 924 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 300 150 2. 25/hr. 75 4, 140 4, 000 4, 55618 300 300 Boroughs 2,500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 150 200 12019 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 96 Boroughs Under 1,000 >. Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 480 2, 990 3, 150 3, 100 3,08820 �FOOTNOTES BoZghCode f°r May°r °n a P°pulation basis is set forth in Section 1024 of the 2- Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. 3- CPA 4- Daily rate 5-Handled through local banks 6. The offices of Secretary and Treasurer are combined. 7. Fire Driver and Custodian 8. Receives free living quarters 9- In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. . 10. 1 11. In almost all instances, the solicitor receives additional compensation beyond the retainer indicated in the survey. Street Commissioner is classified Assistant Street Engineer. 12. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3,120. 13. The offices of Street Commissioner and Chief of Police are combined. 14. In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15. Sergeant is classified as Assistant Police Chief. 16. A Patrolman is designated Lieutenant and receives $100. 81573 17-A Patrolman is designated Juvenile Officer and receives $4, 900. 18. 19. • 20. ' 21. 22. Paid fire truck drivers have other jobs. Plus $1. 00 per hour as police officer in addition to rent, heat, and light. Plus living quarters. Occupational Tax Collector in West $500. Pittston receives 2% with a maximum of This salary is for School Patrolman. One-half is paid by the School Board. �‘muiiMlltUHjimj ■ . > • �: .: ■ -■ T Syrocuio, N. Y. ~ Slocklon, Calif. HIM iDDOitoiaa WILKES COLLEGE LIBRARY ■ ■ ■ �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/f2a37e56aac3f153ba6121f2fc910080.pdf 93120ae61af60a3aa4c1f7d039ff19d4 PDF Text Text — i PROCEEDINGS SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE I I 1 I 11 p HIVES xmaxxxxxxxxxx i fl 6TH I " 1966 ) INSTITUTE OF MUNICIPAL GOVERNMENT WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I E L [ proceedings [ SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE E E E E I SEPTEMBER 28, 1966 E WILKES-BARRE, PENNSYLVANIA E L L 1 E Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania E E E 18703 �ARCHIVES FOREWORD c+k, I. I [ t t L L L 1J L 6 I I The renaissanee of Northeastern Pennsylvania may soon receive national attention. In major part, this renaissance will have to be dev­ eloped and sustained by citizen participation in public affairs and by an alert local government officialdom. Furthermore, there is considerable evidence that this great com­ plex of Northeastern Pennsylvania can grow at an accelerated rate in immediate year s ahead. But the size and certainty of this growth depend, in large measure, on the skill with which public officials plan and carry out public policies. Progress also depends upon informed, skilled and vigorous citizen leader ship--capable of under standing problems, inter­ preting significant facts to public officials, and influencing officials to modify policy in the light of the facts. Too many leader s today feel their way along to solutions because no preparation was made 10 to 15 years ago. These conferences are intended to provide an opportunity to thrash out ideas and to examine the broad range of alternatives in the approach to problems based on facts and understanding. The theme that was selected for the SIXTH ANNUAL COMMUNITY GROWTH CONFERENCE was: "Northeastern Pennsylvania--A Critical Look Into the Future. " Threeaspects of regional growth were presented at the panel sessions: political leadership, tourism as a second major industry, and tire manpower problem. The last is especially significant in view of the fact that Northeastern Pennsylvania is no more a high sur­ plus labor area. Anew formatwas attempted for this Sixth Conference which pro*vided for a summary of the morning sessions andaudience participation in the discussion of the problems in the afternoon. The consensus of the Planning Committee was that the Conference was successful beyond expectation. The format, which differed from past years, was probably the reason for the unexpected attendance. There seems to be good reason to continue this general approach next year. Among the suggestions presented were: keep topics of interest for the general laymen; and establish a separate technical panel. 76896 I ii ! �The Planning Committee of The Community Growth Conference would like to take this opportunity to extend a sincere word of thanks to the visiting experts, the local participants, to the exhibitors, and to the sponsors and contributors, whose assistance not only helped make the Conference a success but also contributed measurably to the planning. Hugo V. Mailey, Director Institute of Regional Affairs ��"Tourism/Recreation" Discussion Leader: Noel Caverly 60 "Industrial Growth & Manpower" Discussion Leader: John J. Dunn 62 Introductory Remakrs by Edgar Lashford 66 Northeastern Pennsylvania's Future--Planned or Unplanned" by Sidney Krakauer Roster of Attendance 67 69 ����I I INTRODUCTORY REMARKS by Dr. Eugene S. Farley President, Wilkes College On behalf of Wilkes College, I would like to welcome you to the Sixth Annual Community Growth Conference. For the sixth consecutive year, we have the opportunity of meeting together and discussing problems and solutions for our region. The theme for this conference, "Northeastern Pennsylvania--A Critical Look Into the Future, " Will pose some problems that must be approached with vision and determination. £ I £ I Our speaker this morning will discuss with us what is ahead for the next ten years. Mr. Epps is an economist at the Federal Reserve Bank of Philadelphia. He had, for some time, been very interested in regional economic problems. His academic background includes studies in sociology, economics, city planning, and regional science. He is currently studying development problems of middle-sized metropolitan areas of the Third Federal Reserve District of which Northeastern Penn­ sylvania is a very important part. J * I I i I 1 - ��E I E E b [ E E E I I ! I I I A s I suggestedbefore, the influence of the national economy should be in a positive dir ection during the coming decade. To appreciate this viewlet us turnback about three years to the original showing of success of the Northeastern "boot-straps" operation. Tothe eye it appeared that local initiative had begun to come into its own in encouraging corporate boards to come to Pennsylvania. In large part that was a true impres­ sion. However, a few national trends had begun whichfavored the North­ east. The most obvious of these is that the economy had become a bull. Businessmen everywhere were beginning to view the future as full of promise for growth and stability--the new economies had arrived which would bring sustained and continuous growth. In accord with this view and an expanding population, the bullish economy started into a capital investment boom. This was not a boom of the fifties with extravagant additions to capacity, but rather a gradual enlargement of plant and equip­ ment facilities. This new capital investment provided more than an opportunity to increase capacity and productivity, it allowed a shifting of location of productive facilities. Thus, the capital expansion that has begun has meant that the pool of industries that may be brought into the Northeast, or anywhere else, has increased. In a way then, the growing success of development efforts in this areahasbeen like the auto salesman of 1965--he soldmore carsbecause there were more prople wanting tobuy them. However, this same auto salesman has had a rough time of it in 1966 for less people have been looking for a new set of wheels. Similarly, a slow down in the capital expansion boom, or a speed up, will have an effect upon the success of local development work, though certainly will not determine such suc­ cess or failure. During this business expansion, the fastest growing segment of industry has been final goods production. The coterminous tendency of these corporations to seek dispersed sites for productionhas meant that all the middle sized metropolitan areas without previously large levels of industrialization have been able to benefit from the current boom in greater proportion than in other periods. An example of the growth I am speaking of is the television set producer. All of the parts that are assembled into the set canbe easily transported. So, anyplace is a good location. In the geographers gib, this is a "footloose" industry. This freedom of migration allows the plant to look for the better environment, where transportation is not so congested and where workers respect a good job. Thus, the plant goes to the middle sized area where a labor pool abounds, but where the distractions of the large old city are absent. That is, he goes to Nanticoke, or, like RCA, goes to Scranton. Thus, not only has the crop of migrating corporations been larger than usual, - 3 - �i. [ but also they have tended more toward the middle sized area than usual. So far, then, the bullish economy has been a boon to development of the Northeast. I L [ E S I r I 1 S I 8 It appears that these national trends of recent years will continue into the coming decade. The forces which have pushed capital invest­ ment recently should continue. A quick checkoff of the motives for capi­ tal investment in the coming decade include: (1) an expanding popula­ tion with rising incomes that means increased demands for goods and services; (2) rising labor cost which puts the pressure on the industrial­ ist to automate; (3) a continuing investment in research and develop­ ment which brings changes in manufacturing processes and invention of entirely newlines of products. Recent declines in the fertility rate sug­ gest that growth of population is slowing, however, an acceleration of income level growth should off-set the population slow-down to give a rate of expansion of consumption dollars about equal to that of the last five years. Signs for this next year are rather definite that the demands of labor for wage increases will be at a record high, and, judging from the past trends, the new highs of the coming year should be interpreted as only a sign of continued str ength of labor inbargaining for wage gains. Finally, the growth of research and development both in sheer size and in the diversity of industries in which it is active is a well known story; in the last decade alone expenditures for R & D tripled, and the general advance has been recession proof. Numerous science-based industries like chemicals report that their complete product lines have been replaced within a decade--that they are making many products today that they had not heard of five years ago. At this point there seem to be no signs of slowing in this competition for innovation. Thus, the general conclusion is that capital spending will continue to be strong; that the crop of in­ dustrialists looking for locations will continue tobe large, if not growing. The composition of the migrating industrialists is not so apparent. Will expansionbe in the "footloose" group, or in the group tied to specific resources, or specific sorts of labor pools, or specific supporting in­ dustries? We cannot be certain of the composition of industrial growth groups, however, the outstanding record of certain sorts of firms sug­ gests a few probable growth sectors. These are: a. Transport Equipment--especially in aircraft (45 percent projected growth, 1962-75) b. Electrical Machinery, equipment and supplies (42 percent projected growth, 1962-75) - 4 - 8 �c. Rubber and Miscellaneous plastics products (25 percent growth, 1962-75) d. Professional and Scientific equipment (44 percent projected growth, 1962-75) Chemicals (22 percent projected growth, 1962-75) I I I f [ [ I I I E3 I Of these selected industries, four are final products industries. Of these, transport, electrical machinery, and rubber are largely footloose--able to easily enter the Northeastern Pennsylvania Region. Thus, while we cannot be as certain of the continuing favorability of the com­ position of growth, prospects suggest that economic blessing will con­ tinue tobe on some of the industries which searchfor thebetter environ­ ment. These projections of the future decade inits relation to the North­ east have centered on what the nation's economy may have done for area development in the past. But new developments loom which suggest a few new kinds of impacts. The first is the effects of the future increase in discretionary income of the nation's population--the amount that the population has left to spend after covering the basic costs of housing, rent, and other essentials. Projections of the National Planning Associ­ ation conclude that the next decade will see about a three percent yearly increase in the average per capita income of the nation's population. Assuming that inflation wanes a bit, this increase in personal income should leave an increasing amount of dollars at the hands of the buyers to use as they please. It is on the base of this discretionary income that large industries are presently being constructed. Surely the techni­ cal thinkers originated color T. V. , but it was the free dollar of the new suburbanite that has made the industry thrive. The day is approaching when every home will try tobe something of an art gallery--the cultural boom. But just as discretionary spending can build an industry over night--can make phrases like "he stabbed her twenty-three times be­ cause he couldn't turn off the electric knife" almost believable--surely it can quickly wipe out grand industries. This is especially possible with Research and Development to think up the new objects of spending, and with mass media to organize the discretionary dollar. All of this says that we may witness a faster pace of "taste obsolescence" in the future. Towns built on a single industry, or a handful of industries, may find themselves with tenuous futures. Thus, diversity will be im­ portant. As developers choose industries for the Northeast, an eye to the possibility of large future taste swings would be appropriate. ! - 5 - I i �The second point is withregard to the service industry. In terms of jobs, this has been the fastest growing sector of the economy in recent years. Also, the crystal ball men suggest that it will be the major point in the future. Thus, if it is not possible to keep up in the services sector it may well be impossible to keep up with national employment growth rates, for these jobs represent some fifteen percent of all workers. Oddly enough, however, developers seldom mention services as an in­ dustry to attract. This lack of attention is not completely unwarranted, for most service jobs grow as a result of growth in the local population or business community. That is, to a large extent they are derivative growers. The local repair shop, the furnace cleaner, the community's private grade school, all of these must perform their service within a limited market area, and, therefore, expand only at the rate of additions to the ranks of the buyers in the local area. But some, notably higher education, can bring outside dollars into the region; can create jobs themselves. These are the ones which may be brought in; which require attention by developer s. I have not said enough about the service sector, but not much is known of its relation to regional development. I am afraid that I must resign myself to merely noting its importance. In the overview, then, the national economy appear s to be moving in a favorable direction for Northeastern Pennsylvania. The crop of industrialists seeking locations should continue to be large, and many will be looking for the middle sized metropolitan ar ea. What of the other influences on the region? An often noted asset for the future of the region is Interstate Routes 80 and 81. The relation of accessibility created by thesethreads of communication to the future of the region is well understood. The pos sibility for a proliferation of branch plants and suppliers along these routes is, if not freely discussed, at least optimistically apparent to every resident of the region. The potential for a major goods distribu­ tion and warehousing area in the region is more than just hoped for. I would only like to point to one result of these roads. Land speculation is wild in Monroe County. Farmers inSullivan County complain of an inability to purchase needed additions of land for their farms. The major force behind this increase inland values is the change of agricultural land to other uses--specifically, the second home, the vacationhome of theleisure seeking urbanites. The newroadsmake it possible for the smog sick to retire to their country homes for the week end. Increased leisure time gives the opportunity for these continu­ ing holidays. And, the increasing populationand consequent over-crowd­ ing of traditional week end and vacation points along the shore are forcing - 6 - �c r the population to seek the amenity of Northeastern Pennsylvania. These factors leading to the current rise in tourism and vacation homes will only increase in influence in the future. To give an idea of size of the second homeboom, we may note that between 1950 and I960 a little over eleven thousand such structures were built in the Northeast. r L This boom will increase housing construction, and thus create local jobs. But, even more dramatic will be the increase in the service and retail trades. The population of the second homesis peculiar in that it brings dollars to spend, but does not join the local labor force. Thus, it is a net gain to the market area. How big a gain? The part-time spenders resulting from the construction between 1950 and I960 were probably in the general magnitude of about twenty thousand. An indica­ tion of the impact of this population is the seven percent fluctuation in labor force of Monroe County between summer and winter in 1964, when tourism and vacationing are at respective highs and lows. But seven percent is probably an understatement of the jobs resulting from the part-time spenders, for they are present to some extentboth in the high and low season. ; 8 M IS L L p p The second home development is not entirely a blessing, how­ ever, nor is it completely assured. Uncontrolled development of rural lands for housing can destr oy the very amenity which is sought by the in­ migrating population. Too dense a development, or poor quality struc­ tures that promise tobecome rural slum, may quickly run the desirable lake front areas which are popular at this time. The programs of pur­ chase of land for state parks now in operation in the Northeast will help to insure that much open space is maintained; however, unless rigid standards are ubiquitously enforced on land development, some problems layahead. A second, and fairly evident problem, whichmay resultfrom tourism is a seasonality of employment. As permanent residents come to depend upon tourism for a year-around livelihood, a drive for winter utilization of resort areaswill be of extreme importance. Evidenced by the several ski-slopes, winter recreation is already found interesting. A s tourism spreads to the western counties of the Northeast, year around resort use will be more of a certainty as a result of the more severe winters. Even with the pitfalls of seasonality and possible harm to the natural assets of Northeastern Pennsylvania, tourism promises to be a growth area for the future. Also, as the owners of the second home age, many will follow their current hopes of retiring in the second home. Thus, some direct expansion of total population will probably result. R - 7 P �I In view of these several aspects of the future: a growing national economy, a large number of firms seeking the middle - sized metropolitan area, and the attraction of amenity for Northeastern Pennsylvania, what may we say specifically of the next ten years for Northeastern Pennsyl­ vania. Here, leadership becomes crucial. There can be little doubt that the achievement of growth in Northeastern Pennsylvania will occur in a competitive struggle with other metropolitan areas. The standing of the Northeast in this competition will be its future. In turn, its stand­ ing will be a function of the way its physical and social resources are developed by the community. ■ The major sorts of resources in the metropolitan competition will be: I a. a basis of service and subcontracting firms which maybe used by local manu­ facturing firms. These activities, like the machinery repair service, allow smaller manufacturers to cut cost and to decrease the amount of capital they need in order to produce. b. a well-developed transportation system, and industrial land near interchange spots on the transport system. c. urban amenities like the theater, special­ ized shops. d. natural amenity. e. labor force--the particular sort of labor force that will be important varies, of course, with the type of industry to be located. f. accessible market area--for the large number of local and region serving firms the size of the regional market is crucial. The Northeast is strong in.this respect for about one-third of the nation's popu­ lation is within two hours driving time. g- specific raw materials--inthe Northeast, forests are becoming a raw material of note. ] 1 a i a - 8 - �[ L C2 L E L E L I I I I 1 Certain of these are immutable. The size of market area in terms of population, the types of raw materials available, andthe extent of local service and subcontracting firms are all essentially out of the hands of local leadership--are the givens of the competition. The others may be managed to a greater or lesser extent. The trend is for industry to look for the better trained workers. Thus, a continued public concern with upgrading of the labor force is vital. The interstate highway program is making strides everywhere for a traditional solution to transportation. Also, everywhere culturaleducational complexes are being constructed. In order to keep in the next decade's competition, then, itwill be necessary to solve the tradi­ tional resource and amenity problems. What will it take tobe a standout? Science-based industry is the glamour sector; what will it take to attract the highly trained personnel of these industries? The population is gaining in income yearly; what sort of area will provide the environment for the new higher standards of living? Will just a little dressing up of the old town suffice? Some think not. About seventy "new towns" are being constructed today. Still slightly traditional, the new towns blend the waterways and green of the country into architecturally integrated housing developments. The maze of signs competing with traffic lights are gone; freeways, cul-de-sacs, andaesthetic controls have takentheir place. The town center is a mall, not a parking lot. The surrounding slums are gone, as low income hous­ ing is integrated into the housing districts. The industrial park is the only industrial land. Lights and pure air permeate the towns. While the "new town" move is still small, some of the industrial giants are looking into it as a possible investment. General Electric has announced plans to create "new prototype communities." Gulf Oil Cor­ poration and John Hancock Insurance have become involved in Robert E. Simon's Reston, the new town between Baltimore and Washington. I think thatwe may see new towns as the environment of the future. I think new towns maybe "where the growth is. " New towns may be the competition for Northeastern Pennsylvania. The far West with its quickly dwindling natural beauty has been the growth area of the past. With higher incomes, the population and the industry are certainly not going to I I - 9 - 1 I �stop seeking the good environment they found in the West. Thus, the good environment of the newtown may just now bebecoming the solution for combined urbanism and environment. L L i. What has this to say to the next decade in the Northeast? I believe it says that regional organization to protect the streams, air, and mountains will be crucial; that revamping of the urban cores must be major; and that a new town in the Northeast may be a necessity. That the newtown will be the growth stand out is not a certainty. But in a decade in which the United States is gaining strength, in which the economy will be booming, and in which man will reach the moon, there is good reason’ to believe that some new thoughts on the living conditions of man may be necessary. ■I ! S I 1 1 I 10 - I I _ �I a �[ POLITICAL LEADERSHIP--IMPACT & SOLUTIONS by AndrewS. Bullis, Assistant Director American Society for Public Administration Thousands of books have been written about political leader ship.. Carlyle regarded mankind as sheep and leaders as shepherds. Unfor­ tunately, some so-called leader s have not been shepherds. In terms of basic needs, political leaders are distinct from other prominent people, not in their desire for power, but in their sheer enjoyment of the whole process of politics. Although all political leaders seem to exude this characteristic, the similarities among those who have exercised political power ends here. I i i i j 1 I I 1 1 There are a number of concepts about political leadership that we might review in order to understand the type of leadership necessary in contemporary America. In a sense, these various concepts take us through periods of the political history of cities. Let us first consider political leadership as simply the ability to get elected and stay’in office. This type of glad-hander who has been bittenby the political bug is usually tempted to straddle the fence. Fence­ sitting in a hot political issue in a city has the convenient advantage of antagonizing very few people. This type of elected official is not out to alienate any potential voter. Only if he is positively certain that a ma­ jority of the voters take a stand on an issue will he take a stand. Then he may even take a strong stand. Political success for this kind of public official is merely getting re-elected election after election. He is loath to imperil his political image of being every thing to everyone. Only by surviving a number of elections are chances of rising to higher elective office improved for the fence- straddler. - 12 - �L Such apersonis a real liability to local government today. This view of political leadership is much too narrow. Today's government calls for outspoken and firm leadership on nagging problems. L 1 I I L I F [ I J J I A second view of political leadership revolves around allocating the spoils of political power. The old political boss obtained votes for re-election by performing favors which meant allegiance. Favors alone might not necessarily insure continuation in office, oppositionhad to'be eliminated. The wise political leader was one who could harness the ambitions of all the subordinates, workers, and hirelings. To success­ fully do this is an art. This kind of person does not hold court over a " political machine" but presides at the head of an organization. And while these modern day bosses cannot be counted on to produce votes with clock-like regularity, they still preside over the spoils created by those votes. Patronage and favoritism hold these machines together. They could be converted into botes and votes become jobs and contracts. Political office was sought strictly for the economic rewards, But the worth of favoritism has lessened. This view of leadership is much too negative. A third view of political leader ship is related to the political party and the various segments of the apparatus. A political party isdesignedto join together those of like mind. It wants to secure political power. The real basis of a political party at the local level is the committee, whether at the city or county level. It is at this level that prejudices are commandeered, favored, awarded, patronage distributed, and doorbells rung. The main objective of the political party is to win elections. So far in American government at the local level, the party apparatus has not been utilized for the attainment of community goals. Because the party leadership has confined itself to the narrow goal of winning elec­ tions, the leadership has not always lent its efforts toward community improvement. The last view of political leadershipis that of providing community­ leadership. The obligation of this kind of political leadership is the mo­ bilization of community resources to achieve community goals. Such a leadership must be able to identify all the resources available. This kind of leadership must harness all of the forces in a community toward community betterment. ! - 13 - I I �[ L J I 1 I £ I Ji [ I 1 If local governments are to survive in the face of today's rising national power, the weaknesses of local government must be corrected. The six inadequacies of local government are clearly stated in the Re­ port of the Committee for Economic Development. The summary of the recommendations of this Committee, while sound, are already attacked by a rear guardaction inlocal government circles. Solutions offered in the report are unacceptable to most people and most local officials. The reduction of the 80, 000 local units of governments by at least 80% is not likely to be accepted. Merging of small units will probably only come by legislative fiat. Progress in adopting some of the recom­ mendations will be irritatingly slow. Many solutionshave been suggested, studied, and put into effect in metropolitan areas. Among them are: Annexation--Oklahoma City; Consolidation- -Nashville; Metro Federation- -T or onto; and Contract System--Los Angeles. One of the most recent solutions to solve metropolitan problems and provide the essential leadership is the metropolitan cooperation movement which began in the Detroit area in 1954, and has since spread to the San Francisco Bay Area, the Seattle-Tacoma Area, the Los Ang­ eles area, the Atlanta Area, and the Philadelphia Area. None of the councils seem to have fully met its potential for political leadership on metropolitan problems. The key challenge remains ameliorating the parochialism that now exists and replacing the unimaginative leader ship with effective leadership. The roles of the councils as opinion leaders in regional affairs will have to be enhanced. Their future seems bright only if professional project management can be applied to major prob­ lems of intergovernmental scope. Each autonomous locality still must develop a unified executive within its own confines --city manager or strong mayor. I The Optional Charter Law in Pennsylvania gives Wilkes-Barre a tremendous opportunity to become the fir st large size city in Pennsylvania to become manager administered. New industry cannot help butbe at­ tracted by the efficient administration that should result from the man­ ager system. I The same single administrator concept is now being applied to county government in the United States, The more forward looking counties, such as Fairfax County in Virginia or Montgomery County in Maryland, now operate withan appointed professional manager to administer the multitude of affairs in county government. I I 1 - 14 - �L L I [ I I I I I r 1 1 1 i i i It is apparent that this kind of political leader ship is not restrict­ ed to those who head parties. It is most effective when community lead­ ership, party leader ship, and responsible governmental office are exer­ cised by the same person. Of course, this is the ideal. While it is difficult to find national bosses and sometimes state bosses, local government has been the happy hunting ground for the spoil­ ers and the looters. Boss Hague finally retiredin 1947. Citizen action finally dethroned Boss Pendergast in the 1940's. The Gas House Ring and Tammany Hall in New York City became symbols of our era in local government. The Shame of the Cities, written by Lincoln Steffens, pic­ tured the basic disease of local government in the United States. The unsound theory of local government was really the basic cause for bad local government. Checks and balances, short terms, rotation in office, small salaries, and the long ballot hilpedto produce inefficient government. The emasculation of the office of the chief executive was easily written into the charters of the times. Plural councils played havoc with governmental responsibilities. Even small clerkships were filled by election. The lack of responsibility was ocmpounded when their offices were made autonomous. No wonder many Americans justaccepted local government with a feeble shrug. An aroused citizenry began to take a new interest inlocal govern­ ment. The professional politician was forced toloosenhis strangle hold on municipal affairs. The Jacksonian Creed was replaced with a new theory and philosophy of local government, embracing such ideas as concentration of authority, the merit system and so forth. Greater confidence was placed in man elected to office. A new breed of mayor has emerged, exhibiting not only political skills but ad­ ministrative talents. The Model City Charter became the guide line for revitalizing local government. In many instances, the commisson form of government was displaced by either a strong mayor or a manager. The voters came to expect the mayor to be a civic leader and one who would concern himself with all questions affecting a community's well being. Voters came to require him to be a positive thinker and doer. And so American cities began to replace the bosses with such illustrious leaders and mayors as Allen of Atlanta, Cavenaugh of Detroit, Lee of New Haven, Tucker of St. Louis, Collins of Boston, Dilworth of Philadelphis, and Lawrence of Pittsburgh. �THE NEW REGIONAL ROLE FOR COUNTIES by Ronald M. Dick Field Service Representative National Association of Counties One of the major local government problems of our time is how to adjust our local democratic institutions to run-away technology, explod­ ing populations and the expanding expectations of our citizens. Our local governments are beginning to accommodate to techno­ logical change and are beginning to adjust to population increases. It is in the third area--the rising expectations of our citizens --that causes the greatest strain on local government institutions. How we adjust to this challenge will be the decisive factor in determining the future role of local government in the United States. A whole new class of Americans is just now coming to power. They are young, well educated and secure in their jobs. They are confidentwe will solve the major social and economic problems of our mod­ ern age. These new Americans are more prone to apply the rules of study and analysis to controversial issues. With respect to the bitter debate over private versus public power, for example, they are apt to ask for an "impartial survey by experts. " I I I They see little difference between private power stringently reg­ ulated by government or government power distributed by private enter­ prise. Our new Americans have a new set of values. They want healthy and beautiful surroundings. They want safe cars and safe highways. Our new Americans under stand civil rights and the need for responsibil­ ity. They strongly supportprograms to cure poverty, mental health and juvenile delinquency. They are university- oriented and believe increased culture, natural beauty, and education to be prime national goals. I 15 - �[ [ [ I [ [ [ I I I I. I Above all, the new American is all action. He loves results and not institutions. He demands clean water and air, and he does not care whether these come as a result of federal, state, local or private action, or all four working together. This new American is coming into state and local office and is beginning to make a "revolution" inlocal government structure and opera­ tions. Everywhere he sees evidence that problems must be solved on an areawide or regional basis, and everywhere he sees governmental frag­ mentation. In the State of Washington, for example, there are 1,693 separate taxing districts within only 39 counties. The new American is beginning to turn to his county or to a multi­ county arrangement to solve today's problems because he is realizing more and more that many of these problems require regional solutions. The rate at which the new American is turning toward the county for solu­ tion to regional problems is amazing. Since 1957, for example, the number of county employees in America has increased by 350, 000. This increase in employees exceeds the total number of people living in each of our three smallest states. In most urban and rural areas, the county offers the single best vehicle for the provision of regional services. Indeed, the county is the regional unit of government, designed to discharge basic governmental functions for the citizens of the entire county, whether they live in the cities, or in the rural areas. These functions generally include county record keeping, elections, administration of justice, education, law en­ forcement, penal administration, public welfare and property as ses sment and taxation. In recent times, the twin phenomena of rural depopulation and urban repopulation have placed additional responsibilities on the county.. Many counties now have authority for these functions: 1. 2. 3. 4. 5. 6. 7. 8. 9. Comprehensive areawide planning Economic development Library services Community colleges Community action programs against poverty Mental health out-patient clinics Civil defense Park and Recreation programs and facilities Mass transit I I I 16 - �[ [ E I 10. 11. 12. 13. Jet airports Police and fire protection Urban renewal Rural renewal The county is responding to regional pressures both within the county and outside the county. Within the county, the smaller sub-units are finding that they cannot respond to basic service needs and are in­ creasingly turning to the county to as sume functions that were previously exclusively municipal. These include services suchas water supply and sewage disposal. From outside the county, the federal government and, to a lesser extent, the states are urging regional responses to federal and/or stateaided activities such as planning and highway transportation I I [ I I I I I I I I In coping with regional problems in both urban and rural areas, the county offers five basic advantages. 1. Political Accountability In responding to regional problems it is important to note what may very well be the county's principal advantage as a regional unit of government and that is that it has political accountability. By political accountability we mean that all of the people within the county are repre­ sented on their county governing body and control the county through the election process. It is important to note that America is a nation of thirds. Onethird of our nation lives in rural areas; one-third in central cities; and the remaining one-third lives in the suburbs. We think it is absolutely vital to the future of American local government to bring these three back together again at the local level. The county is the vehicle to do this. If there is one over-riding concept that we would like to place in the minds of the American public, it is that the city person is as much a part of his county government as he is of his city government. He pays taxes to his county; he elects representatives to the county governing body; he is served by his county government and, in turn controls his county government. By the same token, it is extremely important to have rural people and suburban people understand that they also have responsibility for the county residents who live in the central city. 17 �V The day has long since passed when county officials can, or would even want to, be indifferent to central city problems--the problems as­ sociated with slums, poverty, crime and the whole host of difficulties that are associated with jamming large numbers of representatives of minority groups, the poor and the disadvantaged into central city areas. E E i L i il E [ [ [ I I I One case history illustrates the modern trend of functional con­ solidation of activities at the county level. The City of Syracuse, New York, for example, has pas sed on to its county government responsibility for public welfare, civil service, civil defense, sewage disposal, water supply andnow there are strong moves to have the county as sume greater responsibility for economic development, planning and other functions. The people who live in the city of Syracuse are content that when they pass responsibility for these things on to the county, they still have a voice in how these programs are to be administered through their poli­ tically responsible county officials. 2. Broad Tax Base A secondmajor advantage of the county is that ithas the broadest of the local government tax bases. It is important to keep in mind that a new factory, a shopping center, a high-rise apartment or a residence of a well-to-do person is taxed by the county whether it is physically located in the city, the suburbs or a rural area. The broader tax base will become increasingly more important as we, at the local government level, respond to the very costly human problems such as public welfare, juvenile delinquency, crime and mental illness. It has always been an old saw in local government that the people who live in suburan and rural areas of the county are getting a free ride at the expense of the central city resident. We doubt very seriously whether that is presently the case, and we certainly would predict that it will not be the case in the future. For example, Monroe County and its central city of Rochester, New York, completed a study and discover­ ed that because the poor who require the greatest amount of the high-cost human services are located in the central city of Rochester, the subur­ ban and rural taxpayer are paying a proportionately higher share of the total cost of running Monroe County than are the people who live in the central city. We believe that this disparity will, and probably should, increase because there is certainly nothing morefirmly ingrained in the American concept of taxation than that those who are most capable of paying, should pay the greatest share of the cost of running government. I I I 18 - �[ I Again, the national statistics are impressive in that they document the tremendous growth of county government. For example, from 1942 to 1962, county expenditures rose a staggering 536% and indebtedness rose 2073%. Citizens should keep these statistics in mind when they pointwith alarm atthe great increase in the level of federal (expenditures and debt. Actually, as these numbers indicate, the really great strains in the area of taxation are not coming at the federal level, but are con­ centrating at the state and local level. 3. I E li 1 C I I I 1 J Economy of Scale Still another advantage that the county possesses in dealing with regional problems in urban and rural areas is what might be called the "economy of scale. " We know, for example, that the Public Health Service says that itis notpossible to have an adequate public health service program in a community with a population of under 25, 000. We have every reason to believe that as we progress technologically and in other directions, to have an adequate health department we will have to have an even larger population base. And yet, the vast majority of our 100, 000 units of local government in the United States are far too small to provide public health services. Again, the smaller units of government are increasingly turning to counties to provide these types of services andwehave greatnumbers of city-county health department consolidations throughout the United States. We could go through a long list of other types of governmental activities that require alarge population base in order to be economically feasible. The whole new area of data processing, for example, lends itself admirably to a countywide data bank and processing unit to serve the county's internal municipalities, school districts and other local units. These same arguments of economy of scale also apply to countyw'ide tax assessing and collection, planning for urban renewal and, recently in the areas of water pollution control and water supply. Still another factor which is stimulating the growth of the county is the scarcity and high salaries needed to attract competent people in specialized fields such as urban renewal. In Allegheny County, Penn­ sylvania, for example, the county hires urban renewal experts andmakes their services available to the smaller towns and municipalities within the county. Perhaps the: most encouraging single development in the area of economy of scale is the so-called Lakewood Plan, by which smaller muni­ cipalities are allowed to contract with their county to provide local gov­ ernmentservices. Ibelieve that in Los Angeles County, California, there are some 1, 000 of these contracts in existence between municipalities. 19 - I �I i I As a matter of fact, we would like to predict ..hat one of the great new trends at the local government level is going to c.= in the form of a leaf stolenfrom the book of private enterprise. Private businesses, as a daily way of life, enter into hundreds upon hundreds of contracts. I suspect that this is the direction we are going to go at the local govern­ ment level if we are to respond to our new kind of problems. Again, perhaps an example in the State of Maine will illustrate the importance of the wider use of the county to respond to this problem of the economy of scale. There are two municipalities --one on each side of a river and with approximately equal populations of 15, 000 each. They have two separate fire departments at the municipal level and no fire protection on a full time basis in the rural areas. They have two separ­ ate municipal police departments in these communities and the comity maintains police protection in the suburban rural areas and on an over­ lapping basis within the two municipalities. Neither municipality nor the county has adequate planning, ade­ quate data processing systems or adequate building and zoning codes. Here is a natural place for the expansion of the role of the county to pro­ vide these services and regulatory functions. 4. I I [ [ I I s Areawide Jurisdiction The new American is discovering that the county1 s areawide juris­ diction is a vitally important asset in dealing with regional problems in both urban and rural areas. Again, to city the State of Washington, there arel,693 taxing dis tricts within the 39 counties. We ar e discovering that areawide jurisdiction is particularly important when we get into regula­ tory functions such as licensing; building codes; controlling of junkyards and billboards; traffic control; and sanitation codes and regulations. Itmakes no sense, for example, fora small municipality to enact a decent building code and then have an unscrupulous builder build just outside the jurisdiction of the city andput up a potential slum that one day will have to be dealt with at public expense. We are finding that it is much easier to enact and enforce areawide and countywide regulatory functions. It is important to keep in mind that nationally, in 75 percent of the standard metropolitan areas in the United States, the entire urbanized area is within a single county. An example of how one of these areas is solving its regional prob­ lems is provided by Nashville-Davidson County, Tennessee. At one - 20 1 �I I I time there were the usual two separate local governments--one for .the county and one for the city. And there were many problems: Several service functions were duplicated by the two governments. Citizens of the county did not enjoy certain services such as an adequate sewerage system. And taxes in both jurisdictions were not levied equitably. In 1963, after ratification by the voters of both the city and the county, the Nashville-Davidson County Metropolitan Government came into being. Now services to bothurban and suburban residents are provided more efficiently. There is no duplication of services such as police pro­ tection, hospitals, and zoning enforcement. Areawide planning for the entire county is now possible and master plans for land use, roads, and sewer systems are being developed. Taxes are being distributed more equitably and the citizenry is taking a greater interest in government now that he has a greater stake in how it functions. This new metropolitan form of government was possible because only one large central core city existed within the county. The metropolitan form of government cannot, however, solve the problem of urban or rural regional ar eas that spill across a single coun­ ty boundary, and here we have the newest phenomenon at the local level of government called regional councils of government. [ I [ [ [ I I I These are, and webelieve should forever remain, underthe ex­ clusive control of elected city and county officials who are directly ac­ countable to the electorate within the region. With the enactment of the newfederal "701" amendments, the federal government is now providing funds to get these councils or government started and they are beginning to spring up everywhere. It is also importantto note that there is a corresponding develop­ ment in rural areas in the form of legislation now before the Congress which is called the Rural Development District bill. NACO is strongly supporting this legislation, which would provide that in rural areas, the elected city and county representatives in a multi-county region could get together to form a development district (subject to approval by the state government) for the purpose of planning and, later, financing and con­ structing facilities and providing services. Thisis absolutely vital to the preservation of the good life in rural areas because without some sort of a regional approach in rural areas, it is totally impossible for tiny cities and small counties going it alone to provide the modern govern­ mental services, like technical schools, community colleges, hospital facilities, mental health facilities, and economic opportunity. - 21 - I . i �5. Closer Ties with Federal and State Government Finally, the county lends itself to a much wider regional role in the family of governments because it has the great asset of having much closer ties with the federal and state government. There are in existence atthistime, for example, some 250 federalaid programs that ar e avail­ able to county and municipal governments. It is obviously much easier for the states and the federal government to deal on a cooperative basis with 3, 000 counties in the United States rather than the total of 100, 000 smaller units of government. The county has been very successful in working in the federalstate-county partnership on programs such as the national agricultural program; road building and maintenance; and public welfare. We, in the National Association of Counties, make a very strong case that the whole question of federal aid in the United States is now largely an academic one. We appear to have reached some form of na­ tional concensus that if we are to come to grips with our problems, we must have certain national commitments, national standards and, above all, national financial participation. We suspect that the states' rights battle in the United States will take on a new, and in our opinion, much more meaningful form when we, at the state and local level, begin to demand and receive a much wider role in the formulation of national standards and, above all, in deter­ mining administrative rules and regulations with respect to national pro­ grams. It is also interesting to be in Washington, D. C. , and see that federal officials have, at long last, come to realize the simple truth that the United States of America is simply too large and too diverse to be managed from Washington, D. C. In nearly every agency, we see active efforts tobuild their programs on the basis of having them administered and coordinated at the community level. We would go a step further and make a strong prediction that the present system of 250 separate and distinct grant-in-aid programs will not long survive in its present form. We fully expect that in the very near future we will operate on the basis of each community in the United States making a long-range budget and expenditure program designed to meet local needs and national standards and that the federal government and the states will then resort to some form of block grants of funds to finance these locally generated programs. - 22 - �We must say, in all candor and frankness, that the great mass of American counties are not, at this moment, properly organized, financed or operated to adequately discharge the existing and envisioned expan­ sion of their governmental role. We have to keep in mind that the Ameri­ can county is 350 years old, and that we have had, in the United States, twice as much experience with county governmentas we have with a na­ tional government of the United States. Because counties are the oldest American government institution and because they were created in the past for an entirely different purpose than the ones now envisioned, we have perhaps the greatest amount of reorganization and revitalization ahead of us. The very best place to start is with a change of attitude at the state legislative level. For 350 years, the average state legislator has felt that his role with respect to city and county government was to serve as a policeman to prevent the cities and counties from over-expending money. The plain fact is that in 350 years, we have had very, very few city or county bankrupticies, but we havehada vast amount of state con­ stitutional and legislative hamstringing of local government officials. We would suggest that the state legislatures keep in mind that the average city and county official feels that he has a much more receptive audience for his problems from his federal representatives than he has had so far from his state representatives. We would suggest that the county be given the same home rule powers that have been given to the cities. The citizens of a county should have the right to adopt charters; they should have the right to institute local taxes; they should have the broad standards establishedby the state; and they should, in general, have both the fixed responsibility and the authority to finance them. We, in the National Association of Counties, would like to see a totally differ ent approach to the entire question of home rulefor counties and cities. It has traditionally been the state philosophy that a city or county can only do those things which they are specifically authorized to do by general law or local act. We would reverse the philosophy and allow a city or county to undertake to provide any service (subject to stand­ ards) that was not specifically denied to them by an act of the legislature or a constitutional amendment. We would like to make the case that it is our observation that those states in this Union which are generally considered to be the most progressive and the most viable units of state government are those in which the state has given the maximum amount of home rule to its local cities and counties. 23 �j I I I i G I I [ f ! I [ I I I 1 We appreciate that this is the subject of a separate panel, but in enumerating the things that are needed to reorganize and revitalize coun­ ties one of the top priorities, of course, is to find some way to get city and county governments into the mainstream of American taxable wealth. To most of us, this means that we must find some way to share in the proceeds of state and federal personal and business income taxes. I know that to a great many people the subject of county reorgani­ zation, structurally, is intensely controversial. While we as a national association have never taken an official policy stand with respect to the matter, it is my ownfirm conviction thatwe must have, in every county in the United States, an elected county executive or county mayor. This person should be electedat large, should have separate responsibilities from those of the county governing body, and in large counties should serve on afull-time basis, andin smaller counties on a part-time basis. We would go a step further and say that in every county in the United States, that elected executive should have an appointed, profes­ sionally trained county manager to handle the myriad of often technical and complex daily problems of administration. If a county is too small to have a full-time county manager, it is probably too small to function as a unit of government. It is no secret thatwe, who workat the county government level, have the world's worstpublic relations problems, next to the state leg­ islatures, and probably the reason for this is that it is not possible, in most cases, to personify the county (or the state legislature, for that matter) in the same manner that we can personify the administration of the state government and a city in the form of a single elected governor or a single elected mayor. I suspect that the citizen is so confused by the welter of officials he has to elect in a typical community that as a voter he becomes apa­ thetic and indifferent. This indifference could be changed quickly to en­ thusiasm if each community had a countywide election for county mayor or county executive. One of the outstanding traits of our new Americanis that he clearly understands that most things are interrelated. Because he is the first American to clearly understand this, he is much more interested in see­ ing thatcities, counties, states, the federal government and private busi­ nesses work cooperatively and harmoniously to solve each problem in relation to all of its related problems. - 24 - �L il L L i I L I [ f [ [ [ I I 1 I I'll give you a case in point: We know that if we burn solid waste, we create an air pollution problem. We know that if we dump solid waste along a stream bed, we create a water pollution problem. The new American expects that his local government will come up with sensible areawide plans to solve all of the waste disposal problems and their re­ lationships one with the other. To put it still another way, our new American believes in local governmental togetherness. Indeed, a very strong case can be made that the distinction between city andcounty governments is very rapidly disappearing in the United States. You certainly cannot tell the difference between the city and the county, based upon the functions they discharge because in most cases, they are identical or at least similar. . We expect thatwe are going to be busy at the city andcounty level far into the forseeable future, finding new and better ways for our city and county governments to work more cooperatively with each other and with the state and federal governments. In conclusion, we would like to return to our original theme, that the mostpressing local problem of our time is to adjust our local demo­ cratic institutions to the changing world in which we live and the chang­ ing attitudes of our citizens. We can think of no finer way of saying that than to quote from one of the great Americans of all time, Thomas Jeff­ erson, who in a letter to Samuel Kercheval, said: I am not an advocate of frequent changes in laws and constitutions but, laws and institutions must go hand in hand with the progress of the human mind. As (the mind) becomes more developed andmore enlightened, as new discoveries are made, new truths discovered and manners and opinions changed with the change of circum­ stances, institutions must advance also to keep pace with the times. We might as well require a man to wear still a coat which fitted him when a boy as civilized societies to remain ever under the regimen of their barbarous an­ cestor s. Asa spokesman of what is at once the oldest American local gov­ ernment institution and also perhaps the newest American local govern­ ment institution, I can say that we in county government look forward with high hopes. , - 25 - �L INTRODUCTORY REMARKS by I i i I [ DeWitt Smith, Chairman. Luzerne County Park and Recreation Board One of the major aspects of industrial growth that has been to a large extent ignored is that of tourism and recreation. However, for the past few years we have come to recognize the importance of this in­ dustry, in fact, promoting it to the point where we can call it the second major industry. Our panelists today have had a good deal of experience in work­ ing with the industry. Mr. Calhoun has done an exceptional job in pro­ moting the neighboring Pocono Mountains Vacation Bur eau. Mr. Hartung, as a consultant, has aided a number of areas in recognizing the impor­ tance of tourism and recreation. Their comments will be well worth noting as we take a critical look into the future. I i 1 i I I I il 1 - 26 - �8 TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY by John E. Calhoun, Executive Director Pocono Mountains Vacation Bureau i s [ I I I I I I I Being as sociated with an organization which has as its main pur­ pose the promotion of a resort region may sound like a "permanent va­ cation. " "A dream job" one TV announcer described my position as he related frequent visits to a wide range of Pocono resorts--"He promotes everything in the Poconos from the plush hotels and rustic inns to the world's most luxurious honeymoon resorts,” he related. This is all true. With no intent to restrain the imagination and dampen the en­ thusiasm of those who mightwish to pursue a similar endeavor, suffice it to say that, like any position, it has its functional r esponsibilities, its challenges and its proportionate share of problems. Our organization is promoting an industry that just five years ago was not even recognized as an industry. This was somewhat due to the lack of ability to clearly measure the scope of tourism and the im­ pact that it was having on the national and local economies. Recognition was also withheld by some community leaders because this new profit generator, tourism, had none of the smokestacks that are frequently associated with the term "industry. " Today, measurement of the bene­ fits, the results, the profits, is coming into clearer focus, sufficiently clear tohave our state authorities recognize tourism as the number two industry in Pennsylvania. Keeping in mind the conference theme, "Northeastern Pennsylvania--A Critical Look into the Future,11 I shall endeavor to project some hypotheses for the future. They will be based on existing or developing trends that we recognize as this growth industry, tourism, begins to have a significant economic impact on the four-county Poconos. I will touch lightly on our promotion techniques and their effectiveness. I will venture what our future promotion media will be. My distinguished colleague, Marlowe W. Hartung, will touch on tourism as it develops on the national scene. - 27 �Although we feel we are making a strong and successful effort on the local level, we must first acknowledge, with deep graditude, the effective efforts of those promoting tourism on the state and federal levels. The President's concern with the imbalance of payments -was an opportunity for all domestic travel interests to campaign for a "Dis­ cover America" or "See America First" program. The Vice President of the United States gave strong support to this campaign and made milli­ ons of Americans aware of their great heritage through television and other news media. The State of Pennsylvania has consistently recog­ nized the great potential in tourism. The Commonwealth has steadily increased its allocation of funds to the fifty-five officially designated Tourist Promotion Agencies throughout the state. The Travel Departm­ ent Bureau within the Department of Commerce has repeatedly raided the cause of tourism by offering advice and guidance on a broad range of tourist promotion matters whenever requested. i B t 0 ti The Poconos has been in the tourist business for nearly 1 50 years. We must acknowledge the advantage of a head start. Our region is bless­ ed with the name "Poconos" which, somewhat by plan, but as much by good fortune, gained the image as the mountain resort area with clean, crisp air; clear, pure water; hundreds of natural lakes; water falls and sparkling mountain streams. Add to this a few outstanding scenic vistas, good hunting, fishing, skiing and year 'round fun at a wide range of re­ sorts. In these few sentences youhave the me ssage that rather succinctly describes the Pocono Mountains resort region as we attempt to sellit to the public today. L [ Tourist promotion today is a sales job. The entire world is our competition! Jet flights to Europe, Bermuda, the West Indies, the Ori­ ent, Hawaii, all compete for the same tourist dollar. Right here in our own State there are areas that have the same natural splendors of na­ ture that we do. For the moment, the Poconos are probably geared to the merchandising of their product to a higher degree than most areas. This is largely due to certain promotion techniques agreed upon by the membership of the Pocono Mountains Vacation Bureau. Some of these techniques or principles of merchandising were agreed to in the early 1930's. Let's briefly review a few of them. [ I I I I ! Our advertising is supported mainly by membership dues contri­ buted at the relatively high rate of $10 per room. Advertising is mainly placed in metropolitan newspapers in the form of the familiar clfp-out I I I I - 28 - �I I I 1 coupon. With this media, advertising, we have elected to "fish where the fish are"--namely, New York, Philadelphia, Cleveland, Washing­ ton, D. C. and a few other larger cities near the Poconos. We have reached a position of financial strength whereby we can advertise every Sunday, all year 'round in selected newspapers, and thereby reap the benefit that such continuity of promotion offers. By prompt, central-office processing of inquiries, many of our resorts - -particularly housekeeping cottages this year - -were able to book reservations well in advance of the vacation date. I would predict that this type of advertising will be utilized for many years to come due to its high rate of conversion for our members. 8 Although newspaper advertising receives our largest slice of the promotion budget, we believe in the "Total PromotionProgram" concept. We areforever alert to new media that might mean newmarkets and new business. I I For the fir st time in our history we programmed a modest amount for radio advertising on the theory that our sophisticated society today requires that the "message" must be beamed to the prospect again and again and again. The value of radio advertising, like institutional ad­ vertising, canbe difficult to measure, i. e. cost per inquiry andnumber of conversions. However, we are inclined to feel that it complements the newspaper ads andprobably inspires a reaction the second, third or fourth time heard, if not the first. Repetition, of course, is a basic marketing principle, and it works. Although we are relatively new in the radio media, our budget allocation to radio is verylikelyto increase steadily. I I I Another element in our "Total Promotion Program" is paid pub­ licity provided by professional publicity counsel. It is estimated that over 80% of the material printed on the Travel page of your Sunday news­ paper is provided by paid professional writers not associated with the newspaper. We thoroughly subscribe to this principle for merchandis­ ing our product. Once again, it is another means of flashing the "Po cono Story" in front of millions of readers. It is emphasized that edi­ torials in newspapers or magazines have a much higher degree of "be­ lieveability" than do advertisements. Publicity counsel also provides guidance by professionals who, because they are not permanently em­ ployed by the local Tourist Promotion Agency, are in a positionto offer I I I - 29 - �sound objective guidance that can hardlybe equaled by associates closely tied to the organization. Without question, the services of professional publicity counsel will be required to an increasing extent as the com­ plexity of our society increasesand the need for astute guidance relative to personal contacts, promotion media, communication techniques in­ creases. Other elements in the Total Promotion Program of our organiza­ tion that have met a need and proven highly effective in merchandising the Pocono Mountains resort area include: participation in travel shows; volume distribution of color films on thePoconos; receptions for travel agents; conducted tours for travel editors and other VIP guests; opera­ tion of information centers to offer assistance to visitors; encouraging speaking engagements by officers of our Tourist Promotion Agency; and, wide distribution of promotion literature, among others. Now, let's look a bit more to the future. One of the revolutionary changes in society, and a very spectacular one, has been the increase in leisure time, and just as important, the availability of money to use this time for sports, recreation and travel. These new features of our society have provided the ingredients for a travel boom in America une.qualed in our history. This boom has plummeted the tourist industry into the second position in our State-after manufacturing, and to the third position in the world. The poten­ tial for the tourism/recreation industry is staggering! A recent survey of resorts in thePoconos indicated that the 1966 summer season was the best on record. Local banks confirm this by acknowledging that resort accounts are more substantial than ever. In­ creased business in Pennsylvania, related to tourism alone, was sharply up in 1966. State Park visitor s increased by the millions, gasoline usage was up an estimated 5 percent. Visitors to state historical sites in­ creased 49 percent in the 1964-65 fiscal year and unquestionably a sig­ nificant increase was recorded in fiscal 1966. Add to this the increase in mail inquiries for tourist information and request for informationat state information booths and you have a picture of the industry with an extremely bright future and no clouds in the sky. F I I Is the boom at its height? ALL the experts say NO. . The evolu­ tion in living habits, they contend, is not just a sign of local prosperity, but a way of life that everyone aspires to, that is, traveling, seeing, visiting, doing, and enjoying every moment of it. Americans, by nature, work hard. Most of us will agree that Americans also "play hard. " - 30 - 1' �May I inject a bit of Pocono fact to lend credence to the evolu­ tion that has taken place in one segment of our tourist industry in the Poconos? Since World War II, an extremely prosperous honeymoon business has been born in the Poconos. Pocono honeymoon resorts are renown for their luxury of accommodations and facilities. However, the point I wish to make here is that the most popular honeymoon resorts are the ones that can claim a very wide range of recreational activity including indoor swimming pools, bowling alleys, and toboggan slides with artificial snow. There is even one with a gymnasium sporting red carpeting on the walls. Indeed, there has been an evolution. Young people crave activity and organized recreation--whether on a honeymoon or a routine vacation. Pocono resorts are providing it. ■J Years ago the picture was different. There were few honeymoon resorts and resort hotels sported rocking chairs on the front porch. Perhaps tennis and golf were offered at the most elegant. Today, nearly all vacation and honeymoon resorts must have all sports and .recreational activity either "on the campus", or nearby to draw the business. o We briefly touched on tourism potential earlier. Let's sum up potential market briefly by reporting reliable statistics that are surpris­ ing to many of us: a. Over 80 million Americans took no trip of any sort last year. b. Only 35% of Americans took a vacation last year. c. An estimated 70% of Americans have never been in an airplane. D d. Sixty percent of us have never spent a night in a hotel. D Many of these statistics will change in the years ahead and there­ by lies much of our future growth in tourism. Money, interestingly enough, a recent survey indicates, is not the key problem. The prob­ lem is to develop ways to spur more Americans to travel more. .E E As a result of the most successful year in history, it is pre­ dicted that millions of dollars will be spent in the Poconos to expand L I ■ - 31 �accommodations and facilities. Substantial increases will be made in advertising and promotion budgets of resorts anxious to tap the expand­ ing and profitable market. But the largest single factor in the growth of tourism and recreation in Northeastern Pennsylvania will be the de­ velopment of the Delaware Water Gap National Recreation Area. The completion of the Tocks Island Dam on the Delaware River will hold the waters in a reservoir 37 miles long--stretching from the vicinity of Stroudsburg, Pennsylvania to Port Jervis, New York. This man-made lake will be the heart of a major new National Recreation Area in the Northeast. In addition to offering a wide variety of facilities for water sports, nearly 58, 000 acres of adjoining land in Pennsylvania and New Jersey will be preserved for the recreational enjoyment of the public. The completion date for the project is 1975, but efforts to expedite con­ struction might change this date to 1973. By that time, ten visitor des­ tination sites will have capacity for 123, 500 people at any given time. Land acquisition for the project has air eady begun. Actual construction will begin in 1967. New express highways will put Northeastern New Jersey and New York City within 1 1/2 hour travel time of the area and Philadelphia easily within a two-hour drive. It is reliably estimated that this recreational area will have 10,500,000 visits a vear. Expenditures by these new visitors (mostly for food and lodging) is estimated at $30, 000, 000 ann­ ually. Robert R. Nathan Associates, a research firm that prepared a study of the potential impact of the Delaware Water Gap National Recrea­ tional Area on its surrounding communities, estimates that commercial development outside the park, but in the immediate vicinity of access roads, will include between 40 to 80 restaurants, 50 to 95 transient lodg­ ing establishments, 25 to 50 filling stations and 35 to 60 miscellaneous shops and service firms. Distribution of this developmentbetween sides of the park will be roughly proportionate to planned recreation facilities, i. e. 1/3 in Pennsylvania and 2/3 in New Jersey. While all of the foregoing looks like a prosperous picture from a standpoint of the businessman, massive traffic jams and serious pollu­ tionproblems could develop if highway construction plans and health codes fail to keep ahead of the impact of this huge project development. Na­ than A ssociates, in their report of the impact of this huge project, cau­ tions that in the future changes ar e going to occur ona much larger scale, with greater frequency and in closer proximity to one another. I I I 32 - �B ■B ,-s J a 1 f8 Another regional attraction on the horizon is thePocono Interna­ tional Raceway. This project, slated for completion next summer, will feature a championship 2 1/2 mile oval, 3 mile road course, 3/4 mile oval and dragstrip. It will be the third 2 1/2 mile auto raceway in the United States. The other two are Indianapolis and Daytona. Many can hardly conceive that one resort region could be so fortunate to attract projects of the magnitude of the Raceway--only to be followed by the DWGNRA. All of this is certainly not without its problems. A great deal has been said about the tremendous growth prospects for tourism and recreation in this region of Northeastern Pennsylvania. Nothing has been overstated. The future, without question, is exciting. Planning for the future must be wisely undertaken to avoid intolerable problems. In this regard, oneof the most significant progressive moves in this direction was the recent recreation/tourism survey undertaken by the Economic Development Council of Northeastern Pennsylvania. The study, as I understand it, will include an evaluation of quality and an appraisal of the potential for expansion and development of facilities relating to recreation and tourism. Certainly, with 30, 000, 000 people living within a 100 mile radius of our area by 1975, the time to start serious planning to determine how an area may best take advantage of this long-term recreation/tourism boom is right now and the Economic Development Council of Northeastern Pennsylvania is to be commended for their foresight. In this case, it can truly be said that the future can be tremendous --for those who prepare for it. e .1 3 u L R I a ■* ! I ' j - 33 - �ta E H TOURISM/RECREATION--THE SECOND MAJOR INDUSTRY i by p E n IB IB IE E '£ 0 X ■ K 0 Marlowe W. Hartung, Jr. , President Marlowe W. Hartung, Inc. ■ pi First off, I ought to explain that the man from our organization with whom most of you have been most familiar, Don Wright, who was to speak here today, became so proficient at design work, that Penn State tapped him off our staff tobecome off-campus Art Department Head. Don now resides at Altoona, Pennsylvania, and is attempting to teach some of the practical and theoretical design applications which we used in plotting the future in the Fabridam Tourism and Recreational Impact Study for the State and Federal governments. The study looked at what the future might hold for Sunbury and the three county area-Northumberland, Snyder, and Union, if the proposed world's largest Fabridam was put across the Susquehanna River at that point. Don and our Marketing Director, Max Tipton, and our Research Assistant, Mrs. Lillian Bennet, are also familar to you for their work on the federal-state community rejuvenation pilot study being initiated at Jim Thorpe. Their study is a c ontinuing attempt at finding outwhat could happen if a depressed community were brought back to life first as a tourist mecca. The hope is that industry will follow. I certainly don't pose as an expert. I do consider myself a good student of human behavior and with more experience in tourism and re­ creation than most. The human behavior is what, if I were you, I'd be most interested in today. [ Your over-all theme here at the conference is a "Critical Look Into The Future." So if we are honest with ourselves, we ought to be critical. And being critical brings me right down to this subject of study­ ing human behavior. And I'm going to be talking now strictly about this human behavior as it relates to Tourism/Recreation, my assigned sub­ ject. - I 34 - ■ I �Today Tourism/Recreation is an infant. It's our second major industry but it's still an infant. Thus, it seems to follow that the be­ ginners in this business are still struggling to come up with business­ like sophisticated approaches to marketing their tourism/recreation facilities. This is so, right herein your own Northeast. Yet this does not need to be so! L E L It's easy to be planning in a correct marketing fashion. You start with the people you know are the vacationers or tourists you want. What do they seem tobe happiest with? What is the fare they seem to be moving toward fastest? Then look at what you have: E E E I I E I I [ What natural facilities best match the tastes of the prospective tourist? What commercial attractions seem to be most in demand? What creative activities best take the fancy of these travelers? Right there is your program of development and of promotion coming together for your short and long range tourist and recreational planning. One more thing to that proven success formula. Keep watching, keep records, keep comparing, keep evaluating, keep changing to meet the tastes and trends. For 14 years our firm has been in this market planning business, part of our group specializing in tourism and recreation, part of our group in industrial and manufacturing, and part in farm products and services. On the average, all except the tourism and recreational market, clients begin with the needs of the prospect in mind before the develop­ ment or promotion begins. I I I - 35 - �L L L L L L L I I ,TJ n LI LI I CJ (C3 ! I I In tourism and recreation, through Colorado, Wisconsin, and New England, we've seen--and here's where the critical part of your theme can come in--thousands of dollars being wasted because the area promotion or commercial resort hotel is aiming at customers they can't or shouldn't go after. They can't get 'em, or it's too costly to get 'em, or the offering can't equal the taste of the market. And this brings me right down to your own Northeast area. As I look at a map of the Northeast, I would trace a border down from the New York State line just east of Williamsport as far south as Sunbury. Then I'd go eastward through Shenandoah and Jim Thorpe to the New Jersey State line. Here in this blocked off section of Pennsylvania, I find part un­ developed but full of fantastically potent natural tourist and recreational development potential. Eagles Mereandall of its mountaintop splendor for nature lovers, coal mines of the tunnel, the strip and open pit type, white water of the Lehigh River at Jim Thorpe that has no equal in the East for canoeing, a French settlement at Asylum near Towanda that is a promoter's dream- another Williamsburg. And then down herein the East, we've got the four county Pocono Mountain Vacation Bureau and some 267 member resort hotels and motels. And here, as has been the case in older resort parts of Colorado and New England, your Pocono resort hotels are shooting at the hardest marketing target to hit and bring down. And it is tough, and getting tougher, to show a buck of profit as a result. These resort hotels--and I don't include all of them, maybe ten excluded--and this doesn't include the honeymoon resorts --without the plush accommodations and frantic sophisticated activity required are shooting at this jet set market. Look at what they're competing with: Bermuda for a week at $205 per person; Jamaica for a week at $260 per person; - 36 - I �L L L E 1 I I I ! I Skiing in internationally famous Italian resort country for two weeks at $449. That includes recriprocal housing and partying at several hotels and on sev­ eral ski slopes; A week at any of Aspen, Colorado's famous night life filled resort hotels at $450 per person Givena choice of going to any of these places, compared to spend­ ing a week at one single resort in the nearby Poconos, at a cost of $200 or $235, where would you think the metropolitan traveler who has saved up for a vacation would go? Look at this new vacationer. He and she are younger and be­ coming younger yearly. Their taste goes across the board from Bach inmusic to the Frug in dances. They' re at home in barefeet or tuxedos; in camp-outs or at formal parties. They are attracted to art nuovo-a recreation of the 1900's. They like to live frantically--or let's say they don't know how to live otherwise. They move fast and won't stay bound to one thing very long. And here's a big key to the inability of some resorts right herein the Poconos and the Rocky Mountains and New England to show a profit, or for that matter, to even keep the doors open. Too many of the older resorts continue to think they can getand keep vacationers for a whole week, and keep them happy with the usual swimming pools, TV, air conditioning in every bedroom, good food, shuffle board, special night time entertainment. They can't do it! This is why such old timers in Atlantic City, as the ChalfonteHaddon Hall, are now promoting themselves as a good place to stay while guests sight-see the area. They've seen the handwriting on the wall. They know they will go broke if they continue trying to buck the trend of the mass modern day tourist market. These people want to plan exciting things to do at exciting differ­ ent places during their week's vacation. And they have the time and the money to do it with. I - 37 �L L L I I I I I I I I I I If I were John Calhoun, and the PMVB, and you planners for the whole Northeast, I'd be carefully pointing at the changed mass market behavior patterns of tourism and carefully attempting to guide my hotels and motels to use their facilities for the short trip, the weekend vaca­ tion, the vacation-between-the vacation. And if I were you, I'd be help­ ing to organize my member hotels and motels into package plans that would get the excitement of the special deal or deals and reciprocity into the package. Ski tickets good at any of the eight ski areas, car rentals for people who fly into your Wilkes-Barre/Scranton airport so that they can get from an all-night party at Tamiment, to participation in white water kayaking on the Lehigh River or enjoy a quiet, romantic, lampiit evening of dining and walking by the river at the restored country cross­ roads hotel just above the site of Asylum. An exciting night for horse racing at Pocono Downs and another at the International Raceway. A day touring the Ashland Pioneer Tunnel, seeing the gigantic open pits with their giant walking shovels, and capping this off with an evening of old country Slav folk festival dancesand gourmet food served in the streets of Shenandoah. And I'd promote this with the dollars I am now wasting in trying. to compete on an individual resort offering basis, This is the kind of excitement, the kind of frantic mixed fare, priced at $350 a week that can compete today and tomorrow with a trip to Italy, or Jamaica, or Ber­ muda, or Colorado. Even if it loses to far away places, it will create more vacation dollars flowing from the nearby Megalopolis markets-vacation dollars that with old style--individual resort activity promotion you'd never get or will lose completely. Gentlemen, whether we like it or not, we older-timers, we had better learn that to swimabove water in this tourism market, we've got to swing. And luckily for you, here in the Northeast, you have the where withal to do it: the open country, the change of pace from night life to canoeing white waters. Really what you need to do is keep in mind the desires to today's vacationer and then reshape existing plans and make new plans and attractions to fit. Thank you. - 38 - �L L L L I I L E J I r I I INTRODUCTORY REMARKS by Roy C. Stauffer, Vice President Greater Pittston Chamber of Commerce Although Northeastern Pennsylvania has been designated in vary­ ing ways as a labor surplus area, we find that the picture is rapidly changing. So our topic "Industrial Growth & Manpower--Our Developing Problem" is quite pertinent. With our industrial growth we have gradu­ ally exhausted our supply of skilled manpower. We must, therefore, find a way to combat this problem. Our panelists today should provide us with an insight into the problem, how it developed, and what alternatives are available to us. Mr. Slater, as a representative of one of our local growth industries, has had to come to grips with this problem as had Mr. Thomas. Per­ haps, they can provide us with some insightinto the solution ofthis dev­ eloping problem. D I - 39 - I J �■M [ L L [ [ I I I I . I INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM by Robert Slater, Vice President Metropolitan Wire Goods, Inc. In the comments which follow I have deliberately avoided a spate of statistics. Not for want of supporting statistics, but simply because the listener finds them difficult to follow and absorb, and since they are readily available to anyone sufficiently interested in seeking them out. One need refer to only a single statistic, the level of unemployment for May, 1966 of 3. 8 percent released by the Bureau of Employment Security, to confirm the fact that we are at present in a "tight" labor market. The figure for the month of May is selected not because it is particularly low, butbecauseit is the latest figure available free of the distorting influence of students and others seeking summer employment. Several years ago while vacationing in Canada I had cause to stop at a historical monument. It was dedicated to those true and loyal citi­ zens whofought and gave up their lives in the war against the rebellious rabble. This isn'ta verbatim quote, butit is close enough. Itwas with a profound sense of shock, requiring some minutes to seep in, that I re­ alized that the"good guys" were the Canadian loyalists, while the villains of the piece were our own pioneer fathers. I had been taught that these men who sacrificed their lives had done sofor the most noble of causes, liberty and justice, yet here they were cast in the role of a rebellious rabble. Obviously then hero or villain, becomes pretty much one and the same thing depending largely upon one's personal point of view. Mr. Thomas has painted for you a bit of the picture of what we might call the yesterday, the today and some of the tomorrow of the econ­ omic life of the community in which we live. In many ways itis a pleas­ ing picture. If not the yesterday, at least the today and tomorrow. It is a picture of full employment, of a growing and vital economy, of op­ eration rebirth one might say. Surely a promising and a glowing picture. But is it? Or is it not, just a little, like the marker on Canadian soil which convinces neither side of what is necessarily good or bad. Can this total picture of a viable economy have within it its own seeds of de­ struction? - 40 - �L L [ L L L i i I [ I I I I l l I Let's look into our crystal ball, and take a peekinto the day after tomorrow. There are enough natural attributes in the area to make it very attractive to industry seeking a new plant site. It is conveniently located with relation to major port cities making low cost ocean shipping, in or out, readily available. The highway network makes truck trans­ port to the industrial heartland of the United States, a matter of a mere 24 to 48 hours. The country-side, except where blighted by man him­ self, is as beautifulas anywhere in the country. Individual communities have done, and continue to do, a remarkable job in upgrading and ex­ panding vital community institutions, hospitals, colleges, school systems, etc. Financial institutions, sensitive to the needs of the community, work in close harmony with other agencies to make capital readily available. Existing industries continue to grow, consistent with the growth of the national economy. Industrious Chambers of Commerce, still not satiated after the lean days of yester-year zealously pursuethe attraction of new industry. Jobs, and more jobs are created at an ever quickening pace. In fact, jobs are createdat a much faster pace than people to fill these jobs. The pendulum has swung from yesterday and its high level of unemployment, through today and its balance of jobs and people, into tomorrow with a shortage both of skills and numbers to fill existing jobs. Prospective industry faced with this situation shies away, look­ ing elsewhere no matter what other inducements might prevail. In pro­ fessional plant relocation circles the area is tagged as one tobe avoided. A tag, incidentally, that will still stick long after the original cause has been eliminated. Existing marginal industries, those engaged in highly competitive lines, which were the first to feel the manpower pinch quick­ ly defer any possible expansion plans. Quite the contrary greater re­ liance is placed upon sub-contracting work out of the area. Some find that even these reduced schedules are more than they can maintain, in the face of losses of key personnel, and close down their operations completely. Some employees thus released are readily absorbed into other companies. Some, particularly, the unskilled, the untrainable, the older worker find that there is no place for them to go. Thus in the face of a booming economy unemployment appears, and gradually begins to mount. Will we revert to the excesses of yes­ terday? Not very likely, but any loss of skilled personnel must sooner or later reflect itself in the inability to maintain work for the unskilled. - 41 - �L L L L p I I I I I I I I 1 Further marginal industries are needed to absorb marginal workers. Marginal industries are needed as the proving ground for youngsters leaving school each year, with little or no acquired skills, who can be most readily absorbed only into the very industries that are the first to feel the impact of the loss of skilled workers to other industries. This may sound inconsistent, but I submit to you as a truism of industrial life that without the ba sic nucleus of highly skilled worker s such as foremen, machinists, technicians, etc. , the far more numerous unskilled and semi-skilled workers cannot be supported. Deprive industry of these highly skilled few, and you destroy the job opportunities of the unskilled many. We will assuredly find ourselves in the strange postion of jobs going a-begging for men, while men go begging for jobs. Must this be so? The answer is that it need not be. Butin order to avoid it, matters cannot be left to chance. Is the picture I painted perhaps a little exaggerated? Perhaps. But if I have erred, I be­ lieve that I have erred in the direction where "an ounce of prevention is worth a pound of cure. " What then, if anything, can be done about it? First, let me say that as good a starting point as any would be the recognition that the training of skilled workers, and the availability of unskilled worker s is not just industry1 s problem. It is a community prob­ lem requiring a total community effort to find a suitable solution. As a case in point may I refer to a troublesome situation that prevailed only a few short years ago. In other parts of the country the WilkesBarre - Scranton - Hazleton area had a reputation as an area of a great deal of labor unrest. Deserved or not it was considered a "hot-bed of unionism" accompanied by much labor strife. It did not matter at all if this public image was completely erroneous. As long as it continued to exist the attraction of new industry was made difficult if not impos­ sible. I can tell you that our own experience when we decided to move into the area some nine years ago, as expressedby business associates was "why do you want to go looking for trouble?" This then was the image that prevailed. The community did not adopt the attitude that this was labor's problem. Correctly it recognized that it was a Community problem, and one of the many things done to correct the image was the establishment of the W. B. Labor-Management-Citizens Committee. Here were three large segments of the community working to erase an undeserved reputa­ tion--and doing it by deeds, not by words. - 42 - �L E E L I L [ 8 8 I I I I I Also when the economy of the community was rocked by a level of unemployment that exceeded the national average of the depression of the 30's, it was able to achieve today's industrial re-birth only because it became a total community effort. The same type of effort is demanded today if we are to cope successfully with the threatened manpower short­ age. A very important first step has beentaken both in Wilkes-Barre and in Scranton through the establishment of committees in each city to thoroughly investigate the situationand to come up with recommendations. You can never find the solution to a problem, until you first recognize that a problem exists. These two cities have taken the first step - that a problem does exist. Incidentally, I am a member of the Wilkes-Barre Manpower Study Committee, but let me make crystal clear that the opinions expressed here today are my own, and are not intended in any way - nor should they be interpreted - as an expression of the views of the committee individually or collectively. In any discussion of manpower needs, it is essential to draw a clear distinctionbetween a shortage of skilled worker s and the upgrading of skills, as opposed to unskilled workers which is largely a question of numbers. For some years our community, experienced a loss of the highly skilled worker. It is a relatively novel experience for us to be feeling a pinch in the available supply of unskilled workers. In either case it is extremely unlikely that the situation will remedy itself. If relief is to come it can come only as a result of a positive program with positive short term and long term goals. In the area of skills some steps have been taken to improve the situation, while others are in various stages of completion. These efforts are largely directed toward "training. " This is a very general word since "training" can take manyforms such as on the job training, formal training at specialized "tech" schools, business schools, colleges, etc., home study courses, and even "do it yourself" methods. Any and all of these canbe effective, but they must coordinate programs witha realis­ tic analysis of industry needs. It doesn’t make any sense for example, to graduate aclass of plumbers' helpers, if the existing need iffor elec­ tricians' helpers. There has to be a much closer liaison between the various educational institutions and industry. I I 1 - 43 - �L li [ [ I I I I I l l i l i i 1 Furthermore, if the. institutions have the responsibility of prop­ erly training these individuals, industry should have the obligation of absorbing them, once trained, into the work force in spite of fluctuating demands. The demands at any given moment may vary, but long range programs are usually more predictable. It is incumbentupon industry to adopt this view, consistent with their own projection of their needs, irrespective of the needs of the moment. It is not reasonable to expect thatpeople oncetrained, having completed a prescribed course of study will be content to wait for an indeterminate period of time for the call that will tell them to report for work. If they can't find immediate em­ ployment locally, we may be certain that they will seek it elsewhere. Further, depending upon the level of skill required, industry must be prepared to pick up the training from the point at which the schools leave off. For example, a good tech school will have courses on blue print reading, on tool design, onbasic mechanical engineering, on mach­ ine shop, etc. , but even upon completion of these courses, it would not be realistic to expect the graduate to be a full fledged tool and die maker. But if the basic training has been good, the job training should now take over from apprentice to journeyman. Speaking of apprentices, the unions, too, have more than a mea­ sure of responsibility in the success of the program. Some, notall, but some unions have rigidly restrictive practices with regard to the number, and conditions of employment of apprentices. Local unions have demon­ strated in the past, and I feel certain would continue to do so in the future, a responsiveness to the needs of the community. I feel that in this in­ stance a thorough discussion of "ground rules" would be beneficial, and would find a constructive response from the unions. While on the subject of the unions' role, I should like to refer to another aspect that could haveagreat bearing on job training. Mostunion contracts provide for a 31 day probationary period. Upon completion of the probationary period the employee is required tobecome a member of the bargaining unit with all contract benefits, and at this time, or shortly thereafter, he receives the prevailing rate of pay provided for by the contract. Under standably if employers are required to pay an established base, irrespective of experience, they will make every effort to find people with prior or related skill. I believe that this is one of the major deterrents in the employment of 18 and 19 year olds. Recognizing that we are speaking generally of a variety of industries with a variety of problems, it would be beneficial if graduated rates during the training period could be determined for each industry and accepted by the union. Even in unskilledand semi-skilled jobs, training periods may vary from days and weeks to periods encompassing many months. - 44 - �L L L I t I [ I I I j 11 l l I I I submit that if the parties to the contract could develop training periods consistent with the requirements of the specific jobs, and that during this period the trainee received wage increases at stated inter­ vals, consistent with his normal progres sion in acquiring the job know­ ledge, industry would be more inclined to expand opportunities for this age group. In a word, if it is agreed that job "A" requires 6 months of train­ ing in order to reach the accepted level of skill, experience, knowledge, etc. , thenhis salary increments should be spread over a 6 month period, bringing him from the hiring in rate to the base rate of the job over this period of time. Similarly if job "B" requires 12 months--or 3months-the rates would progress accordingly. We may assume that the base rates for such jobs would reflect the relative training required, so that in most cases the automatic increases would reach base within the pre­ scribed period of time. Most of this phase of training basically deals with training for the future. It does not answer the pressing and immediate need for highly skilled men now--at this moment. A suggested solution is simple--the execution is not. The solutionis simply to attract these skilled worker s, in the manner that we have used in the past to attract industry. Sell the community as a place to live. The natural beauty andits many other features certainly give a good P. R. man some good talking point. Offer inducements suchas subsidization of moving expenses, subsidization of rent for a prescribed period of time, such subsidies to be apportioned pos sibly between the industrial fund and the employer. Thesemay sound like extreme suggestions, but the very nature of the situation demands extremes. A good fisherman knows which bait to use for which fish. We must find the right bait in this case. Some of you may have noticed the classifiedad in the "Help Wanted" Columns of the New York Times sev­ eral weeks ago. I don't recall the exact copy, but essentially it read, "Are you fed up with, Hospital Strikes? Transit Strikes? Newspaper Strikes? Well if you are, why not investigate A nice place to live--A nice place to work. " i I I - 45 - �We must recognize that communities today are as much in com­ petition with each other for people, as for industry. The community that recognizes the problem and finds the solution to it, is the one that will continue to growand prosper, without falling apartat the seams. It may very well bethat, at least temporarily, most industries may find it nec­ essary to do what the garment industry did many year s ago. Recognizing that the tailor of old was dying out with his generation, the industry turned to "sectionalization. " It was much easier to train people for specific operations, than to attempt to train them for the full range of skills re­ quired. This may not be the ideal solution, but unfortunately any alter­ native seems to be like throwing the baby out with the bath water. If the problem of obtaining the skilled craftsman is great, I feel the problem of finding general worker s is, or threatens tobe, even great­ er. With the stroke of a pen a community can create a thousand jobs. Yet it still takes nine months to create a potential worker to fill the job, and then an additional twenty years or more to turn the potential into reality. A booming economy can create a variety of demands and dis­ locations, but thinking of people in terms of numbers or as a "supply" factor, we much recognize that this is one instance where supply cannot be made elastic to meet any demand. In the simplest of terms, ifwecannot increase the supply to meet the demand, then we must control the demand to keep pace with the supply. One factor is within our control, the other is not. Does this mean that all future industry expansion must stop? Not at all. It is almosta certainty that existing industry would, inany event, govern its expansion plans by availability of manpower. It is the only logical and sensible thing to do. The imbalance of jobs and people .is created primarily by the influx of new industry. Here industrial develop­ ment must walk a tightrope, ever trying to maintain a balance between jobs and manpower. Seekindustry only as long as there is an available pool of manpower --cease and desistwhen thejobsbegin chasing the men. If this is done intelligently, full employment can be maintained, without incurring additional costs by high turnover, and lower efficiency. An­ other possibility worth considering is to encourage new industry to bring in as much of their required workforce as possible. Evenif this should mean subsidizing moving expenses. Inits over all impact upon the econ­ omy of the community this could have very beneficial results --more people, greater total payroll, greater purchasing power, etc. Certain industries which, by their own special requirement, would necessarily bring in their own specialists, professionals, and technicians can and should be avidly sought. - 46 - �Li L L E E E I r i I i i r I I I My point is simply that we need not bring everything to a grinding halt. Quite the contrary, the economy can very well continue to flourish andtogrow. But--andit is a major but--considerably more planning and awareness of surrounding factors will need to enter into both short and long range programs. Admittedly trying to maintain a critical balance betweenjobs (demand) and people (supply) is easier said than done. Nei­ ther can be created at a moment's notice. We have not yet developed instant jobs, or instant people. But with proper planning imbalances can be confined within narrow limits, and generally for only relatively short duration. I submit that there is no other acceptable alternative. The very nature and peculiar relationship of industrial develop­ ment and the industrial developer with the business community (includ­ ing the bankers, lawyers, real estate people, consultants, builders, as well as the business firms themselves), requires that the industrial de­ veloper feel completely free to negotiate and promote as the various situations demand. It is a specialized work; in many cases it is an art rather than, a science, and for this reason its practitioner s must have the freedom to perform accordingly. It's interesting to see how other communities facing this same problem have reacted. Most communities, it must be admitted, have managed to avoid the problem through the simple expedience of refusing to recognize that a problem exists. Others have managed to make a virtue of necessity. One of the more interesting releases came to my desk inlate August from the state of Wisconsin, andis titled "The Man­ power Race. " The article candidly admits that the state is in a "man­ power bind," the quotes are their own. One paragraph neatly sums up the problem: In short, Wisconsin is engaged in a race to find, train and relocate manpower for its bustling industries. How Wisconsin fares in this race will be a factor in deciding whether Corporation X expands, whether Corporation Y can accept abig new contract, and whether Corporation Z moves in from another state. I I I 1 - 47 �L L L L L L [ I [ I I I I I I I If we substituted"Northeastern Pennsylvania" for " Wisconsin" wherever this word appears would it not apply to us with equal validity? Some steps taken canbe described at best as temporary stop gap measures. A Waukesha county plant encourages part time workers to pick their own work schedule; other s actively encourage "moonlighting. " A more constructive step is having full time personnel scouts ranging the country, as well as foreign countries seeking a variety of skilled worker s; the state has established 40 vocational and technical schools ofapparently excellent standards which work very closely with local industry; money available from the federal government under the manpower development training act hasbeenused to upgrade school and other training programs; the state's apprenticeship law, the oldest in the nation, is still going strong and local draft boards give apprentices the same consideration for deferment as they do college students. Wisconsin is still in the race for new industry, but it unabashedly lists city after city with a hard headed appraisal of the manpower situa­ tion, for example, Fond du Lac --Unfilled job openings exist in all occupational categories. Beloit--Demand for machine tool operators, welders, metal trades trainees and foundry laborers remain urgent. And so on city by city withouta single instance of an adequate labor sup­ ply. The tone is one of, "we are trying to correct the problem, but in the meantime, 'caveat emptor. Our local situation is no better and no worse than Wisconsin's, or for that matter most of the United States. The only question really is, do we recognize that a problem exists, and if so what will we do about it. Recall if you will my opening comments about the memorial marker in Canada. Given the same agreed upon set of facts some may be ex­ pected to say the situation is good, while others regard it as bad. My own views I believe are clear. What remains to be done is a matter meriting the highest considerations of the community. I J I I - 48 - �L L INDUSTRIAL GROWTH & MANPOWER--OUR DEVELOPING PROBLEM L L [ [ I I I I I I I I I I by John Thomas, Vice President Wesel Manufacturing Company Mr. Slater and I have been asked to discuss the industrial growth and manpower requirements of our area, acknowledging a basic problem --namely, manpower to meet the industrial growth. In this region, such a discussion might seem rather facetious to a layman not involved in per­ sonnel work, but it is definitely a problem that has arisen rapidly and must be met and solved. It is not my intention to spend a great deal of time discussing the past ten years, since all of us who have resided in this area are well aware of the problems which have been with us during andprior to this period. Basically, lintend to deal with the problem of manpower, how it has developed, the fact that it is aproblem right now, and finallyto question what this problem may develop into during the im­ mediate future. This morning we are meeting together to discuss the growthpic­ ture of our Community for the sixth time. In all six meetings, and in­ cluding the topics of the other sessions this morning, for the very first time the most basic and fundamental word has been injected into these conferences--Manpower. Why are we concerned with Community Gro­ wth? --because of the people in our Community. What is going to give us Community Growth? --people (not just capital investments). The very source of any Community is the Community itself--Manpower. With man comes the power for Community Growth. The second point I would like to draw your attention to is the fact that Mr. Slater and I are discus sion leader s for this particular sub­ ject. I believe that if you will review the topics and the people whodiscussed previous topics, you will find that, without exception, theseleaders represented governmental or service agencies. What am I driving at? In selecting people like Mr. Slaterandme, we as a community mind­ ed group are meeting the problem of Community Growth head-on. We are dealing with people who are involved in basic manufacturing indus­ tries, industries which buy labor and material locally and ship the fin­ ished product nationally and internationally, thus bringing wealth in the - 49 - �L F= L L L L L L I I I I I I I I ; I I form of money to our area. My discussion will require, then, that we keep in mind not the new plants that are building, nor the ones about to be built, but the people that will work in these plants-basic industry, as opposed to service industries and municipal agencies. The original wealth of our whole area from above Forest City down into Schuylkill County stemmed from Anthracite Coal. Today, mining has diminished to a fraction of its original importance. The direct re­ sult of this reduction is the reduction of wealth coming into our area. Atremendous job has been done by the various communities up and down the Valley in substituting new industry for mining, in fact, I believe the Company which I represent was one of the first to enter the area as a result of community effort, having moved from Brooklyn to Scranton in 1927, into anew building erected by the Scranton Lackawanna Industrial Development Company. The people who have been so community-minded took stock of our area and became probably the most dedicated and con­ scientious salesmen ever to have hit the road. They sold our area with every effort possible-they pushed the fact that Northeastern Pennsylvania is located in close proximity to major East Coast markets, the eastern seaboard, and, therefore, international trade. They sold our area on attractions that go with it, as well as warm, balmy summers. They sold our area on its fine transportation facilities, as well as its ability to supply the power and material requirements of a new industry. Fin­ ally, they sold our area on one basic point-Manpower. Even though the northeasternpart of Pennsylvania had been dubbed, (wrongfully so, inci­ dentally), a "tough union area, " it did in fact have a large volume of exceptionally good, highly productive workers. This specific point has been attested to be all companies that have moved into the area--the people of the Scranton/Wilkes-Barre / Hazleton area out-produce people in other areas performing similar work on similar equipment. We're back to our basic point - Manpower. This is the one essential basic factor that has enabled us to bring industry into our area and as a result, made these new industries happy to have come here. If this is the case, what's our problem? Frankly, our problem is that this exceptionally good labor force is all working. Let me quote the only statistics that I intend to cite. So that figures won't be debased by the influx of June students, I would like to compare May 1966 with May 1956. In May 1956, there were 10,200 unemployed, whereas inMay 1966, there were only 3, 900 unemployed, a reduction of 6, 300. This reduction occurred in conjunction with an 8, 300 person reduction in the - 50 - �i L L L L L L I I I I I I I I total available work force. At the same time, Manufacturing Industry totals have gradually increased from 32, 300 to 33.700 employees. At this point, let's make a few conclusions to bring us up to the present. During the past 10 years, manufacturing employment has made a gradual gain in total labor force, in spite of a reduced available labor market. At the lowest point during this decade, in 1958, manufacturing employment dr opped only to 29,800, while the total unemployment figure reached 16, 100 people. Therefore, one conclusion is apparent: that regardless of minor recessions, a certain consistency is effected by the producing industries. In other words, a high percentage of wealth is kept flowing into our area maintaining our economy on a level plane. This must be contrasted to an area entirely dependent on one major industry. When the major indus­ try slows, so does the whole economy, abruptly and swiftly. A second conclusion is found in inspecting the employment records of the service industries, except mining. As long as workprogresses in the producing manufacturing plants, the companies and businesses that service these plants also progress. During these years construction has held steady; wholesale and retail trade has increased its employment; finance, insurance, real estate and other service industries all showed a gradual improvement, continuing the economy level at a slight gain in conjunction with the manufacturing industries. The third conclusion I would like to draw at this point, and this is extremely important, is that the gradual increase in employment in the manufacturing industry has necessitated a revision in the type of la­ bor required. Up to approximately two year s ago, there was an adequate local supply of labor, both skilledand unskilled. Skilled labor for dura­ ble goods was available, infact, recruiters from other areas were still descending upon our area, taking good labor from Northeastern Pennsyl­ vania to work in areas in upstate New York, metropolitanNew Jersey and Connecticut or Philadelphia. Suddenly, during the summer of 1964, re­ quirements for skilled help developed--none, were available. Semi­ skilled and unskilled were still in plentiful supply. During the last few months what do we find? Even our semi­ skilled labor force has dwindled to a minimum and, in fact, even unskilled labor has become scarce. The unemployment rate for Lackawanna County I I I - 51 �K L E L L L [ [ [ r i i i I I fellto 3.8% during August of this year. This figure compares very favor­ ably with the 3. 7% national unemployment level, particularly when we realize that less than 10 years ago this figure was 15. 8% (1958). All this is good, there is no question about it. Our whole area has received some tremendous publicity concerning the job that has been accomplished in a relatively short time. Many of us here can remember the early Thirties in this area, when we had the highest per capita per­ centage of men working on the WPA Program of any other area in the Country. These memories we don't cherish, and we all hope they will never return. With the decentralization of employment from a single major industry to a great variety of smaller industries, we are protecting our area against the reoccurrence of the Thirties. As of now, however, everything is fine. Newindustries are start­ ing up; plans have been completed for others to come to our area and build new plants. Things have not looked as well throughout the whole Valley in along time. The men and the groups of people who have been working to bring industry to our area have done and are doing a terrific job. This being the case, then what1 s our problem? Why is it important to meet today to hear how well we are doing? Have you tried to hire any one lately? At this point, I can ask that question of any one. How successful were you in finding someone to take care of your lawn this past summer? Have you any idea where to find a good stenographer ? Talk to Pennsylvania State Employment Ser­ vice office and ask them to send over a bookkeeping clerk with at least ten years experience on top of his training. This condition, right now, today--not next year--is our problem. Where are the people coming from to man the new RCA plant in Scranton? Is the new Owens-Illinois plant going to be able to find an adequate labor supply when they have finished constructing their plant? A complete turnabout has happened rapidly at the employment offices. A few years ago there were a lot of applicants for jobs, skilled and unskilled, with few job opportunities. Now, they are either totally unqualified or at best, marginal. Our major problem, then, is how are we going to provide labor to man the increasing number of plants coming into our area? One way would be to tell the people who have left our area that there now is work available--and they can come back home. This won't work in terms of large numbers, for several reasons. One reason is money. Although we have made great strides in raising the wage scale of labor, with the i I 1 - 52 - �[ [ I i I L L 1 L I I I I I I I I I exception of the durable goods classification, where rates approach na­ tional level, we still have quite a way to go. These people working out of the area can't afford to come back. A second reason is that a great many of them have been away too long, Wilkes-Barre is no longer their home. They like Hartford, Bridgeport, Newark, Wilmington or when­ ever they are. They have bought homes, married (perhaps a girl from back home, perhaps not), raised families. Their roots have taken hold away from our area, and they no longer still want to come back. Some will return, but no great mass return will take place. There is another way to man the newindustries--pirate employees from existing plants. Just what does this accomplish? Nothing--It might permit employees to blackmail employers for more money or more fringe benefits. It will certainly not help our area, since there will be no great increase of wealth coming into the area with the new industry. We still can't rob Peter to pay Paul. The bestwayto bringhelp into the area is probablythe same way that was so successful in bringing industry into the area--sell the area and sell hard. This program is already under way by many groups, for example, these illustrations which will be placed in suitable areas by the Governor1 s Committee of Ambas sador s. This is fine and it should be pushed at an accelerated rate, because the reaction time and required momentum of a program like this is comparatively a long term project. Many states and urban areas are doing this very same type of adver­ tising--the competition for labor by areas is terrifically keen, further slowing down the reaction time for this type of program. We need relief right now--our need is immediate, and not next year or the year after, but now. Perhaps this dissertation has dismayed or at least puzzled many, since a discussion like this would not have been held as recently as two years ago--at that time there was no need. Ifthen, this needhas arisen in such a short time, is it going to accelerate in the near future? On this note, I will let you ponder these problems. The answers are not easily found. Inmy discussion, the complexities have been both general­ ized and minimized, so that the situation would not become clouded. A classic example of what could happen is represented by an economic explosion at the Studebaker Automobile Company. How many of you drive a Studebaker today? In 1946, Studebaker was the first company in the field to come out with a completely redesigned post-war model. The remaining manufactureres built their 1942 models with minor changes in grill andtrim. The new Studebaker was animmediate success. Every- - 53 - �one needed a new car--all cars were at least four years old--and it seem­ ed everyone wanted to buy a new Studebaker. Unfortunately, Studebaker could not meet tbe demand. People would not wait for delivery, tbey cancelled orders and bought their second choice model. Studebaker never regained its position in the automotive market. I Are we going to let this area reach for a goal that we have work­ ed hardfor, that of making this a highly successful productive area, only to fall short because we could not supply the manpower to fulfill our needs? I think we all certainly hope not. J L I [J I I II ai oi 0 1 i - 54 - �INTRODUCTORY REMARKS by Horace Kramer, Chairman Wilkes-Barre Redevelopment Authority Our speaker today is certainly no stranger to Northeastern Penn­ sylvania. Although he is from the Western part of the State, he was a very active President of the Pennsylvania League of Cities andhas come to recognize the many and varied problems facing urbanized areas. He was recently appointed the first Secretary of Community Affairs for the Commonwealth of Pennsylvania. His message today should give us food for thought especially in the light of the multiplicity of local governments in Northeastern Penn­ sylvania. I trust that he will provide us with some alternatives as to the elimination of the obstacles to our progress in Northeastern Pennsylvania. C E □ D IB a □ □ □ D ■ I I I I 1 I - 55 - �SAD PLIGHT OF OUR CITIES--HAVE THEY BECOME OBSOLETE? by The Honorable Joseph W. Barr, Jr. Secretary of Community Affairs Commonwealth of Pennsylvania Secretary Barr opened his remarks with an explanation of the new Department of Community Affairs which has been in operation since July of this year. He emphasized that the Department had been established to serve the rising needs of Pennsylvania municipalities who are increas­ ingly faced with problems of population growth, inadequate housing, in­ sufficient sewer and water facilities, lack of planning, and numerous other urban problems. The Department is being designed on a functional basis to provide a ready source of technical advice and funding programs to help resolve these complex situations. At this point the Secretary diverged to point up his own personal conviction--as well as that of the State Government--in the future of the city. While many in our society are currently finding it popular to "write off" the city as capable of redemption, he offered the premise that the city has historically presented the stimulus and indeed the spirit upon which our culture has been based. Referring to the writings of Leo Molinaro, Mr. Barr went on to explain that the "inner city" represented the core--indeed theheart--of urban commerce, enterprise, human energy, and aspiration, and must be preserved at all costs. I I 1 I In conclusion, Mr. Barr praised both the City and Wilkes College for their efforts in holding these annual affairs which bring together the many elements contributing to growthand opportunity in Greater WilkesBarre. He felt that Wilkes-Barre in doing this presented a fine example to other cities and that such a model of community participation should in fact be widely emulated by other communities. Summary by Leon E. Case, Jr. - 56 - �POLITICAL LEADERSHIP by William G. Goss, Chairman Luzerne County Commssioners Discussion Leader The primary responsibility of effective Political Leadership is to control and direct the energies of the party apparatus as it concerns the aims and goals of the area as a whole. Responsible and effective Political Leadership embraces the im­ portant Triangle, namely--Community Leadership, Party Leadership and Governmental Leadership. County Political Leader ship has Political Accountability. By this is meant that all communities within ths County Unit are represented. It is because of this representation that the local municipalities look more and more to the County for Leadership on a Regional Basis. The County is the best vehicle for the coordination of all Regional Services. This is particularly true of the Regulatory Functions. They can be more easily administered and better controlled because of the County's closer ties and constant liaison on the State and Federal levels. I I The Luzerne County Redevelopment Authority is presently de­ monstrating a Politically responsible County led effort in its direction and coordination of the Laurel Run Mine Fire Project. This in response to a plea from the local official for both financial aid and professional leadership andadvice. The Authority, because of its close liaison with the State and Federal Department of Mines, was able to guide the local unit in their compliance with the stringent and complex laws governing this type activity. I Efforts are continually being made to adjust the County Govern­ ment to the technological revolution now taking place throughout the I I I - 57 �country. The following activities are cited as part of the county involve­ ment. A new Data Processing Center has been established that will shortly be expanded to include a computer system. The Department has already processedall the records of the Assessors Office. For the first time in the history of the County Government the tax bills for the muni­ cipalities as well as the school districts are prepared and computed on a uniform tax bill. The Data Processing will be programmed to include every department in the County Government and will also be offered to the various townships and boroughs for their accounting and record keep­ ing. The Luzerne County Zoning and Planning Commission has been created. The importance of this action and some of the activities show the great service being rendered to the electorate. 1. Lackawanna-Luzerne Transportation Study Identified and measured land use data from Nanticoke to Duryea and from Back Mountain to Mountaintop, and worked with County Data Processing Center in summarizing data in form needed. 2. School Study A project was undertaken on several of the proposed ad­ ministrative districts of Luzerne County. Two of the school districts have received a report of this study. 3. Recreation and Tourism The Planning Commission has cooperated with the Tourist Committee of the Greater Chamber of Commerce in the preparation of a brochure for tourists. 4. I R Municipal Relations The Commissionprepares radio and television messages, and makes appearances at various civic and social clubs and interested groups. Staff member s of the Commis sion are also serving on Chamber committees in connection with a warehouse distribution center for the County, highways, education and appearance. - 58 - �11 5. Comprehensive Planning and Development The County Planning Commission has contracted with a number of boroughs and townships to help them in the preparation of com­ prehensive plans, zoning ordinances, capital improvement programs to indicate how their physical needs could be financed. The County aided in the establishment of the Community College program for this area. There were also provisions made for the finan­ cial support of the local regional educational television outlet. A move has been made to provide for the services of a Public De­ fender for the first time in the history of the county. This is, of course, with the continuance of our Probation Office, Juvenile Detention Home, Juvenile Office and the Luzerne County Prison. The County is overcoming the traditional negative conception of local Political Leadership. The present leadership in Luzerne County is fully meeting all the new and complex demands that are being made on the county unit. - 59 - I J �TOURISM/RECREATION by ■ Noel Caverly Luzerne County Planning Commission Tourism and recreation are definitely related to the economic development of any community. The unmatched natural beauty, countless historic shrines, and the increasing ease of access to the area from the greater metropolitan centers of the east point out the potential of tourism and recreation as a growth industry. The Pocono area has been in the tourist business for 150 years and has been geared to marketing recreation since the early 1930's. Certain proven marketing techniques developed for the Pocono area might well be followed on an area wide basis in Northeastern Pennsylvania. The market is virtually unlimited because of the attraction of the new Del­ aware Valley recreation area as a most potent factor in the systematic planning for future development. I I I I I I I Organized planning to exploit the developed resources of North­ eastern Pennsylvania in tourism requires a surrender of a provincial outlook for the economic good of the area. Only through common effort can the many forms of recreational activity that will attract the rec­ reation minded by provided for those who want to spend an entire vaca­ tion in one area. The need for regional unity is obvious. Mr. Calhoun, the Executive Director of the Pocono Mountains Vacation Bureau, sug­ gested that the organized planning could be centered in some agency like the Economic Development Council. One of the main points that was stressed in both the morning and afternoon sessions was the total promotion program concept which really made use of all of the media of advertising. It was continually stressed that the only way that promotional budget allocations can be beneficially spent is through the employment of profes sionals in the field. Such professional publicists are not only able to use all of the promotion­ al media, but can conduct tours fortravel editors andean make the per­ sonal contacts that are ever so vital in promoting an area. - 60 - �Since the lack of money and the lack of roads is no obstacle to travel out of the large metropolitan center s of New York and Philadelphia, all of Northeastern Pennsylvania can expect huge traffic jams and ser­ ious pollution problems. All of the participants at the tourist and rec­ reation session emphasized and re-emphasized the need for planning now. While the future is bright and exciting for tourism in Northeastern Pennsylvania, if itis unplanned itis likely to frustrate the growth thatwe anticipate for the future. Mr. Hartung, who has been in the professional tourist business for more than a decade, stressed the fact that a whole recreation pro­ gram must be conceived around the need of the prospective tourists: some want to fish, some want to hike and horseback ride, some want to rest, and honeymooners are in a class by themselves. Complete recreation programs must be planned for the younger generation of tourists. Special night time entertainmentis amust. The behavorial patterns of the young vacationist, whether it is during winter or summer,must be considered by those who are now planning for the tourist trade of Northeastern Pennsylvania. One aspect of tourism which can be the most beneficially explored in Northeastern Pennsylvania is the weekend trip to the Mountains. Over any given year, as much money may be spent over fifty-two weeks as would be spent during the summer seasonfrom Memorial Day to Labor Day. The Board of Commissioners of Luzerne County are vitally inter ested in recreation. The Park and Recreation Board, chaired by A. DeWitt Smith, has taken great steps toward giving Luzerne County a park system second to none. The Planning Commis sions of Luzerne, Carbon, and Lackawanna Counties together with the Northern Tier Planning Com­ mission have published reports calling attention to the importance of recreation. The Economic Development Council of Northeastern Penn­ sylvania has underway an inventory of recreational facilities in this whole region. Tourist Promotion Agencies have been established in Luzerne and Lackawanna Counties. The brochures andliterature of these organ­ izations would seem to indicate that there are many possibilities for tourism in this area. Again, only through the combined efforts of all of those who now are contemplating the development of Northeastern Pennsylvania for mass recreation can the whole area be properly developed. - 61 - �INDUSTRIAL GROWTH & MANPOWER by John J. Dunn, Director Youth Opportunity Center Discussion Leader It is difficult to spell out the individual contributions of such a large and devoted group. To infer, in any manner, the relative import­ ance of any one person in so co-operative an enterprise as this would be an act of great presumption. The topic of manpower and industrial growth was capably chaired by Mr. Roy C. Stauffer with Mr. John Thomas, Vice-President, Wesel Manufacturing Company, and Mr. Robert Slater, Vice-President, Metro­ politan Wire Goods, Incorporated, as featured speakers. Both speakers presented most interesting and factual information on these subjects. The afternoon summation session was conducted by John J. Dunn, Dir­ ector, Wilkes-Barre Youth Opportunity Center, as discussion leader. During these sessions, it was agreed that what people do for a living and how they do it depends on the size and needs of the job to be served. The educational and skilled level of workers, scientific dis­ coveries and application in industrial technology, changes in the organ­ ization of business functions and tasks, and the shifts in demands for goods and services. I I It was pointed out that recent years have seen dramatic technical breakthroughs and molecular miracles have been performed in research laboratories to produce the materials to withstand the rigors of the nuc­ lear and space age. Materials that are also extremely useful in earthbound endeavors, the quest for perfection in measuring instruments, sensing devices to explore the outer space as well as the inner space, secrets now locked in the heavens above and the earth and ocean below pays off even in improving ways of refining oil, mining coal, producing steel, making television sets and appliances or processing food. - 62 - �L L I L I 1 L I I L L I 1 I I [ We are also in the midst of a revolution in management techniques. The electronic computer, the hallmark of automation, has been accom­ panied on the business and industrial scene by the trend toward a "Sys­ tems" approach. This means that all activities in an enterprise suchas production, warehouses, sales, finance, personnel and purchasing, are even more closely co-ordinated so that an organization can reach its goals with least effort and at least cost. Therefore, in many places of business, this means drastic changes in business. Itwas emphasized that social, economical and technical changes are altering the nature and kinds of jobs available in today's economy, new and different demands are being made on skillsand personal qualifi­ cations of workers of all ages. In the near future, workers will exper­ ience an average of three to four occupational shifts in the course of their normal working lives and so the process of vocational choice isbecoming one of continual adaptation to changing conditions and changing vocation­ al situations. In order to bring out certain specific points, the speakers mentionedthat right now our civilian labor force of over 75 million persons maybe separated into 11 different occupational groups: The semi-skilled workers make up the largest occupational category where about 13 million people today ar e engaged in assembling goods in factories. There arealmost 11 million clerical workers suchas persons who operate office machines and computers, while skilled worker s number about nine mil­ lion including skilled craftsmen, tradesmen, tool and die makers and instrument makers. Those in the professional and technical work, the fourth largest occupational group, include in their eight and a half million workers such highly trained personnel as teachers, engineers, physicians and lawyers. Proprietors, managers, people who are in business for themselves or manage the operations of commercial, industrial or public employers, total about seven and a half million. It is said there are al­ most seven million service workers whereas sales workers, about four and a half million strong, are found in retail and wholesale firms. The remainder are unskilled worker s who amount to a little over three and a half million, and service workers total about five and one-third million. Farming occupations total over two million and account for the remainder. From a local standpoint, two important features were explained to those in attendance, including the once-thriving silk industry.- Itwas - 63 - �1 I I 1 L L I [ revealed that throwing and weaving initially established in Luzerne County in 1886--80 years ago--was formore than a half century one of the most important employer s ofhelp here. In the midl920's, 52 mills employed approximately 12 thousand hands in communities extending from Nanti­ coke, Plymouth, Hazleton, Wilkes-Barre, and Kingston to the many towns in upper Luzerne County. Early 1941 reports anthracite area throwing mills accounted for 75 percent of the silk thrown in the United States. Presently, seven mills working in silk employ about 200 hands. Dark days for the silk industry was forecast Friday, August 1, 1941 when the U. S. Government placed a freeze on silk. It was like­ wise revealed that statistics show that dark days for the anthracite coal industry was between 1950 and 1966 at which time employment decreased from 34. 5 thousand employed workers toapproximately 3. 3 atthe present time. It was further explained that there are presently about 129.000 persons gainfully employedin Luzerne County anda like amountin Lacka­ wanna County; and if the turnover rate remains as it has in the past, it will be necessary to find ways andmeans of recruiting between eight and ten thousand employees for replacement purposes during the next year. At the same time, local industries will be making expansion plans. In this area, manufacturing industries employ approximately 51,600 employees, whereas services producing industries employ 61, 800 persons and would lead us to believe that the Luzerne County area is a greater services producing area than a manufacturing area. The statis­ tics from 1950 to the present time reveal that non-manufacturing or ser­ vices producing industries employed 93 thousand in 1950 and decreased to the extent that they presently employ 51.6 thousand persons. During this same period, manufacturing industries increased employment from 38 thousand to 51,600 persons, and it definitely demonstrates that manu­ facturing industries are increasing. Itwas concluded by those in attend­ ance as well as those who participated from the audience, that greater emphasis should be placed on the subject of manpower and should be in­ cluded in future conferences as this is the first time thatmanpower has been injected into these conferences. Current statistics show that recent manpower requirements in Luzerne County industries will have a demand for 5,900 new workers coupledwith normal replacement needs and encourages a major recruit­ ment and training program, emphasizing thatwe should place more and - 64 - �I I L I I I 1 I y I 1 J I I 1 I 1 1 I 1 I greater importance on male employment in this ar ea. To cite aconcrete example, Mr. John Thomas of the Wesel Manufacturing Corporation men­ tioned that when his organization was contemplating moving from Brook­ lyn, New York, to Scranton, Pennsylvania, as a result of a series of con­ ferences with L. I. F. E. , and other organizations, he emphasized that itwas they ( L. I. F. E. ), who "sold us onmanpower, noton the geograph­ ical location, or type of plant we might obtain, but on manpower alone. They stres sed that the people of this area can out-produce workers from other areas producing similar items, and we are in accord with this state­ ment as a result of our own experience. We concur, further, that the people of this area not only can out-prcduce firms producing similar products, but also at a lower rate. " It was generally agreed that every attempt be made to make known our needs on a state-wide or possible, on a national basis through public relations media and advertisements in national magazines, etc. , and that this type of program is needed right now or it will escalate in the future. It was also unanimous with the group that a greater amount of marginal industries are needed in the Northeastern Pennsylvania area to absorb a greater amount of marginal workers and should be included as part of a positive program of the Wilkes - Barr e/Scranton manpower committees whose primary efforts may be confined with planning to lo­ cate new industries in this area. It would also be advantageous to have Lackawanna and Luzerne major industry agree on a uniform training rate in order to attract younger employees and eliminate any possible piracy between employers. Finally, employability services which will utilize all available local re sources to bring an individual to maximum employability should be given priority consideration, employability services that will be en­ hanced by the use of, co-operation with, and development of services in the area of health, education, and welfare, housing, rehabilitation, and any other service organization or community resource which may improve the .mplo'/;. “'ility of an individual. - 65 - �INTRODUCTORY REMARKS by Edgar Lashford, Executive Director Greater Wilkes-Barre Chamber of Commerce The concluding speaker of this Sixth Annual Community Growth Conference is an individual who is certainly well acquainted with North­ eastern Pennsylvania. Coming here a few years ago with one of our newer industries, he immediately became an active member of the com­ munity. He made every effort to become acquainted with the problems of our area. Unfortunately for us and fortunately for him, he was promoted in the corporation and has left the area. However, because of his activity andbecause of his vast experience, lam sure that he can provide us with the type of challenge that will be necessary for the identification and possible solution to present and future problems. - 66 - �NORTHEASTERN PENNSYLVANIA'S FUTURE-- PLANNED OR UNPLANNED by Sidney Krakauer, Vice President Pall Corporation When I received the invitation to address the Sixth Annual Com­ munity Growth Conference, I greeted it with mixed emotions. First, it would give me an opportunity to visit old friends and acquaintances and second, to see what progress had taken place. The first Community Growth Conference was held the same year that my corporation arrived here. In the few years that I. was here, I had the occasion to meet many of you, even though I did not have the op­ portunity of attending previous conferences. My experiences here led me to believe that I could tell you in no uncertain terms what should be done to make this area attractive to people and to industry. I had really planned to give you hell! ! ! But I am amazed. I have really been inspired by what I heard today at this sixth Conference. I would never have thought that so many community minded people from all walks of life could be assembled in one place to learnhow you can improve and rehabilitate the area. What's more, from my conversations with many of you today, you are not just wishfully dreaming. You appear determined to raise the status of the area to the outside world. It would be a real genuine accomplishment if you changed your attitude to a more positive one. Butyouhave acted. The results of your earlier work of the last decade and a half are really beginning to pay off. You have plans for the future-- zoning, subdivision control, plans for industrial development, a network of roads, consolidated school districts, an improved employment picture, a stability in population, plans for rec­ reation, and many others. Perhaps as importantas any of your accorn- - 67 - �I i I u I I I plishments, you are taking care of the multitude of mining scars left abandonedby stripping operators. Your county and city redevelopment and renewal programs are beginning to show a new face to visitors to this region. You are certainly to be congratulated for all this. The really important change that must take place is the change in attitude. You must thinkin terms of offering the best in all areas. Cor­ porations are not only interested in physical facilities, it extends far beyond mortar and bricks. There are other areas that need improve­ ment--education and government particularly and should not be pushed aside. I can only leave you with one or two thoughts. Keep up the work toward development of the area. Your workis not yet completed. Sec­ ondly, plan, plan, and plan some more--but as a region. Notas Wyoming Valley or Wilkes-Barre. The network of roads bring people to North­ eastern Pennsylvania and not to Wilkes-Barre. Industry is not going to come to Wilkes-Barre, but to Northeastern Pennsylvania because of the assets that the region has. Therefore, planning for the whole region is imperative. I need not tell you that a planned region will be more at­ tractive than an unplanned one. I see a bright future for Northeastern Pennsylvania--certainly a much brighter one than I found when I first came to the area. 1 I 1 1 I I I i I 1 - 68 - 76896 �ROSTER OF ATTENDANCE Name Affiliation Position. Ayers, Reverend Jule First Presbyterian Church 83 South Franklin Street Wilkes-Barre, Pennsylvania Minister 11. Bacon, Allen E. Acting Director L I Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Baker, Myron Sordoni Enterprises Hotel Sterling Wilkes-Barre, Pennsylvania Public Relations Barr, Joseph W. , Jr. Department of Community Affair s Harrisburg, Pennsylvania Secretary Bohlin, Peter Q. Wyoming Valley PreservationCommittee 182 North Franklin Street Wilkes-Barre, Pennsylvania Chairman Brennan, Paul Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Officer Bromfield, Forrest Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Brooks, J. A. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President - 69 - �11 I 1 I I I Brotter, Marvin A. 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Brown, Mrs. Carl N. Luzerne County Federation of Women's Clubs 80 Second Avenue Kingston, Pennsylvania Member Bruno, Joseph First Federal Savings and Loan Association 12 East Broad Street Hazleton, Pennsylvania Member Bullis, Andrew S. American Society for Public Administration 1329 Eighteenth Street, N. W. Washington, D. C. A ssistant Director Butera, Peter Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Executive Director King's College History and Government Department Wilkes-Barre, Pennsylvania Professor Cadden, Paul Bureau of Employment Security 32 East Union Street Wilkes-Barre, Pennsylvania Manager Calhoun, John Pocono Mountains Vacation Bureau 1004 Main Street Str oudsburg, Pennsylvania Executive Director Callahan, John 7 Marion Terrace Wilkes-Barre, Pennsylvania Engineer Buzinkai, Donald I. 1 I I I 1 II I �Carling, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A ssistant Director of Operations Case, Leon E. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Executive Director ! Caverly, Noel Member I I Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Chapin, E. G. , Jr. Chapin Lumber Company 695 Wyoming Avenue Kingston, Pennsylvania Owner / Manager [ Colby, Carroll D. Welfare Planning Council 66 North Main Street Wilkes-Barre, Pennsylvania Executive Director Condo, Raymond Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania C ommunity Development Director Connors, John P. Redevelopment Authority of the City of Pittston Room 202, Kehoe Building 49 South Main Street Pittston, Pennsylvania Assistant Director Corcoran, Richard P. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania A ssistant District Manager Cronin, John C. Pennsylvania Power Light Cedar and Buttonwood Streets Hazleton, Pennsylvania C ommunity Development Coordinator I I I I I I I I �Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Csala, Gottfried P. Eyerman-Csala & Associates 54 Public Square Wilkes-Barre, Pennsylvania Architect Davidson, John S. Scranton Division-Pennsylvania Power & Light Company 507 Linden Street Scranton, Pennsylvania Vice President Decker, Robert G. The First National Bank of Wilkes-Barre 11 West Market Street Wilkes-Barre, Pennsylvania Vice President Dick, Ronald M. National Association of County Officials 1001 Connecticut Avenue Washington, D. C. Research A ssociate Dollase, Dallas A. Bureau of Community Development Johnson Building 19 South Second Street Harrisburg, Pennsylvania A ssistant Chief of Planning Dougherty, Anthony G. State Lodge Fraternal Order of Police 28 East Jackson Street Wilkes-Barre, Pennsylvania Officer Duddy, Thomas M. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Officer Dunleavy, Anthony J, Walker & Murray Associates, Inc. Room 1503 121 South Broad Street Philadelphia, Pennsylvania Director of Urban Renewal Programs I 1 I [ I I I I I I I I I �Dunn, John J. Youth Opportunity Center 13 East South Street Wilkes-Barre, Pennsylvania Director Earley, Charles A. Pennsylvania Power Light Company 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Ecker, Francis G. 187 Blackman Street Wilkes-Barre, Pennsylvania Wilkes-Barre City Fire Chief Edwards, Vivian, Jr. Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Vice President Epps, Richard Third Federal Reserve District Tenth and Chestnut Streets Philadelphia, Pennsylvania Economist Farley, Dr. Eugene S. Wilkes College South River Street Wilkes-Barre, Pennsylvania President Farrell, James A. Housing Authority of the City of Wilkes-Barre 33 Marlborough Avenue Wilkes-Barre, Pennsylvania Executive Director Flanagan, Mrs. Jean Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Secretary Ford, Miss Elizabeth Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Administrative Assistant Fox, Walter Pennsylvania Department of Health Stroudsburg, Pennsylvania Supervising Sanitarian I I [i I I I R I I �I I I Franceski, BenjamiaA. First &: Farmers National Bank 815 Main Street Forest City, Pennsylvania President Garmon, L. E. Radio Corporation of America Mountaintop, Pennsylvania Employment Manager Gates, Elliott H. Greater Tamaqua Chamber of Commerce 804 East Hazle Street Tamaqua, Pennsylvania Executive Director Goss, William G. Luzerne County Commissioners Luzerne County Court House Wilkes-Barre, Pennsylvania Chairman Gothier, Robert Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A s sistant Director of Programming Good, William A. Department of Community Affairs Johnson Building 19 South Second Street Harrisburg, Pennsylvania Chief Housing and Redevelopment Division Hartung, Marlowe W. M. W. Hartung, Inc. 30 Keller Avenue Lancaster, Pennsylvania President Haydock, N. J. Pennsylvania State Employment Service 32 East Union Street Wilkes-Barre, Pennsylvania Manager Heiselburg, Edward Luzerne County Planning Commission Room 822, I. B. E. Building Wilkes-Barre, Pennsylvania Director of Planning Heiselburg, Mrs. Mae 7 0 Summit Road Mountaintop, Pennsylvania League of Women Voters �Hoblak, William Harvey's Lake Executive Committee 66 Lakeside Drive Harvey's Lake, Pennsylvania Secretary Huk, John, Jr. Planning Commission-Council 124 Butler Street West Wyoming, Pennsylvania Chairman Javer, Frederick M. 117 Lakeside Drive Harvey's Lake, Pennsylvania Member Jones, Mrs. Benjamin Yeager Avenue Shavertown, Pennsylvania Junior League Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Sanitarian Kearney, Edward F. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Small Business Assistant Program Director Kepner, Fred Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant for Elementary Curriculum King, Hugh Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kluck, C. R. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania A ssistant Regional Sanitary Engineer Krakauer, Sidney Pall Corporation 30 Sea Cliff Avenue Glen Coue Long Island, New York Vice President �Kramer, Horace E. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Chairman Kramer, Mrs. Horace 21 Mallery Place Wilkes-Barre, Pennsylvania League of Women Voters Krammer, Therold E. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Sanitarian Krauss, Mrs. George Y. W. C. A. 40 West Northampton Street Wilkes-Barre, Pennsylvania Executive Director. Lacy, James O. Lacy, Atherton & Davis Hotel Sterling Wilkes-Barre, Pennsylvania Architect Landers, Alfred W. Pennsylvania Power & Light Company 901 Hamilton Street Allentown, Pennsylvania Community Planning Consultant Lashford, Edgar Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Director Leib, Matthew, Jr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Vice President Leib, Matthew, Sr. First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania President Llewellyn, Mrs. Thomas 704 Main Street Avoca, Pennsylvania Woman's Club of West Pittston �Machmchick, George J. King's College Wilkes-Barre, Pennsylvania Coordinator of Public Events Maier, Martin Regional Planning Commission Court House Towanda, Pennsylvania Planning Director Malley r Dr., Hugo V.. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Director McCarthy, George Wright Township Planning Commission 399 South Mountain Boulevard Mountaintop, Pennsylvania Secretary McCartney, Mrs. Agnes C a rb on C ounty Pl anning Commission Court House Jim Thorpe, Pennsylvania Director McCormack, Jerome Scranton Chamber of Commerce 426 Mulberry Street Scranton, Pennsylvania Executive Secretary McDonald, John O. , Esq. Luzerne County Planning Commission I. B. E. Building Wilkes-Barre, Pennsylvania Member McGee, James J. Lackawanna County Planning Commission Court House Annex 506 Spruce Street Scranton, Pennsylvania Director of Community Programs McLaughlin, M. J. Radio Corporation of America Mountaintop, Pennsylvania Personnel Manager Miura, Howard Wilkes-Barre City Planning Commission City Hall, Room 42 Wilkes-Barre, Pennsylvania Director of Planning �II 1 I I I I I I I I 1 I I 1 I 1 I I I Moses, Anthony, Esquire Charter Study Commission Blue Cross Building Wilkes-Barre, Pennsylvania Chairman Mueller, Frank Pennsylvania Power and Light 36 North Main Street Wilkes-Barre, Pennsylvania Vice President Mullin, Gerald M. Mullin and Lonergan Associates 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Planning Consultant Mullen, Leo P. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Planning Assistant O'Donnell, Thomas, Jr. Housing Authority of the County of Luzerne 506 First National Bank Building Wilkes-Barre, Pennsylvania Member O'Malley, J. J. First Federal Savings and Loan Association of Wilkes-Barre 23 West Market Street Wilkes-Barre, Pennsylvania President Owens, Elaine Housing Authority of the City of Wilkes-Barre 184 McLean Street Wilkes-Barre, Pennsylvania Secretary Peel, Joseph Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to Super intendant in Secondary Curriculum Peters, Fred J. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Local Office Manager �Pomeroy, John Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania Project Coordinator Poerio, Carlo R. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Officer Powell, Harry Pennsylvania Power and Light 507 Linden Street Scranton, Pennsylvania Community Development Coordinator Price, Ethel Department of Public Safety City Hall Building Wilkes-Barre, Pennsylvania Director Radkiewicz, John F. Lackawanna County Planning Commis sion Court House Annex 506 Spruce Street Scranton, Pennsylvania Director Robinson, Mrs. John, Jr. Junior League R. D. #4 Dallas, Pennsylvania President Rothstein, Alvin S. Alvin S. Rothstein Real Estate Kirby Avenue Mountaintop, Pennsylvania Realtor Salvitti, Anthony L. Walker and Murray Associates, Incorporated Room 1503 121 South Broad Street Philadelphia, Pennsylvania • Project Director Schaar, Mrs. Mary First Federal Savings and Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania Treasurer and Comptroller �Schneiderhan, Robert J. Commonwealth Telephone Company 100 Lake Street Dallas, Pennsylvania Commercial Development Assistant Schultz, Harold Candeub-Cabot and Associates 436 Wyoming Avenue Scranton, Pennsylvania Planning Consultant Schwartz, Harvey Walker and Murray Associates, Incorporated 121 South Broad Street Philadelphia, Pennsylvania Community Renewal Planner Sharpe, Kathleen Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Administrative Assistant Shedlarski, Joseph Forty Fort Planning Commission 67 Durkee Street Forty Fort, Pennsylvania Chairman Sherwood, Robert Greater Tamaqua Chamber of Commerce 129 West Broad Street Tamaqua, Pennsylvania Tourism Chairman Shoemaker, Myron Endless Mountains Association Lacyville, Pennsylvania Pre sident Sites, Edwin A. Pennsylvania Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Regional Supervisor Slater, Robert Metropolitan Wire Goods, Inc. North Washington and George Avenue Wilkes-Barre, Pennsylvania Vice President Smith, DeWitt Luzerne County Park and Recreation Board 15 North Main Street Wilkes-Barre, Pennsylvania Chairman 1 I I �Snowdon, Mrs. Harold, Jr. Junior League R. D. 5 Shavertown, Pennsylvania Member Snyder, William G. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Solfanelli, Guy A. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania District Manager Stauffer, Roy Greater Pittston Chamber of Commerce 25 Grand View Drive Pittston, Pennsylvania Second Vice President Swaback, James Pennsylvania Gas and Water Company 30 North Franklin Street Wilkes-Barre, Pennsylvania Staff A ssistant Sweitzer, Richard 200 Bridge Street Towanda, Pennsylvania Planning Director Thomas, John Wessel Manufacturing Company 1141 North Washington Avenue Scranton, Pennsylvania Vice President Toth, Ronald Redevelopment Authority of the City of Scranton Mears Building Scranton, Pennsylvania A dministr ative A ssistant Troxell, Mrs. F. D. League of Women Voters 1320 Wyoming Avenue Forty Fort, Pennsylvania Treasurer �I I I 1 I I I Tucker, Richard A. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Urban Renewal Representative Tuhy, Philip R. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania A ssociate Director Wall, Dr. Patripk J. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Treasurer Wilson, Mimi Economic Development Council of Northeastern Pennsylvania 403 First National Bank Building Wilkes-Barre, Pennsylvania Public Information Director Wilson, Robert C. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania A ssociate Executive Director Williams, Rufus G. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Accountant Williams, Thomas B. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Site Manager �REGISTERED BUT NOT IN ATTENDANCE Name Affiliation Durkin, Eugene F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Vice Chairman Long, Joseph F. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank. Building Wilkes-Barre, Pennsylvania Assistant Secretary O'Brien, John M. West Ward Savings & Loan Association 26 South Market Street Shamokin, Pennsylvania Executive Vice President O'Hara, James E. Redevelopment Authority of the City of Hazleton 322 Northeastern Building Hazleton, Pennsylvania Executive Director Ridall, Hugh M. , Jr. Redevelopment Authority of the City of Wilkes-Barre 426 First National Bank Building Wilkes-Barre, Pennsylvania Member Schmitt, Carl J. , Jr. Planning Commission of the City of Wilkes-Barre 198 North Main Street Wilkes-Barre, Pennsylvania Member Smith, Donald D. Roushey, Smith & Miller Partner 189 Market Street Kingston, Pennsylvania I I Position �■’ | r- I J h i i �I ■■ 1D001L020D WILKES COLLEGE LIBRARY rj 1 I I ■ ■T n I n 11 I I I I j J �■ j u j ' 1I 1 ] J f - j I l' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Sixth Annual Community Growth Conference, 1966 Creator An entity primarily responsible for making the resource Institute of Municipal Government Date A point or period of time associated with an event in the lifecycle of the resource 1966 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/7573d674b50885dc6483ebb546861aa1.pdf 114a73b8236542e246cf7bab1ca92762 PDF Text Text I J 1 WML ®MT a n a 3 a I a j a a ] fvig's J]|JS1543 I ~I 1552 J | W67 a 1 ffl [ L WILKES COLLEGE WILKES-BARRE, PENNA. �] ! 1 ANNUAL REPORT 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Penna. �ARCH IVES 1513 155^ I3G7 PREFACE During 1967, the newly created Institute of Regional Affairs engaged in an expanding range of activities. This Annual Report to the President and the Board of Trustees of Wilkes College sum­ marizes and reviews the significant activities over the past year. This report will certainly reaffirm the credence that the Institute supports the processes of change in Northeastern Pennsylvania which certainly are the interests of the local leaders of the region. Hugo V. Mailey Director Institute of Regional Affairs J J 83254 �I 1 A. CONTEMPORARY MISSION OF COMMUNITY SERVICE In the last thirty years, Northeastern Pennsylvania communities experienced a state o£ economic decline with corresponding high unemployment. Only in very recent years has this region made any progress in economic development. Having met this challenge successfully by building a stable and pro­ gressive economic foundation, it is essential that the region turn its attention J ■I -J I I I I to a broader, more comprehensive, and more balanced approach to development which will tap a wide range of resources in such a way as to provide the essential amenities of community life for people of the region. In making this sophisticated evolution from a posture of stressing economic rebirth to one of consciously providing a balance of amenities for community living, it is essential to maintain a broad problem-solving orientation, rather than a nar- row or fragmented program orientation. This approach combines the physical, economic, social, and human elements of planning and development in a comprehensive and balanced approach to communities as organic units. Moreover, these same communities which have gone through an economic transformation face drastic readjustment to the stern realities and the demands of an urbanizing society, not as acute as in larger metropolitan cen- I ters, but nevertheless, just as painful. The onrushing transition from a re­ Q latively simple agrarian set of conditions to the highly technical and bafflingly complex conditions of urban life call for vigorous and alert response from local 1 institutions, be they governmental, educational, economic, or social. IJ i �I 1 1 I In this kind of setting, what is the role of an institution of higher education? It would seem that all aspects of knowledge have their institutional re- flections in three missions for college or university: to acquire knowledge through research; to transmit knowledge through teaching; and to apply know­ i I I I I ledge through public service. Assuming that public service is a modern mission of institutions of higher learning, can the research and teaching resources of a small college such as Wilkes be tapped to better understand and control our urban environment? Can a small college provide "urban agents" to deal with the complex problems of this whole region? mitments? Is it presently structured to assume urban com- Are there limits to engagement in community conflict? Can the universities and colleges that undertake these extension operations use the same system of academic rewards for staff as they use in so-called line departments? i The challenges of today are particularly pointed to a college that has a mandate to serve the community. If "community, " once predominently rural, has changed in location, ethnic composition, economic activity, and needs for services, a college must accommodate accordingly if it wishes to remain a relevant and progressive force. Although every college exists primarily to provide education and to sponsor research, it is also a community institution bearing all the responsibilities this fact implies. Furthermore, community affairs have an impact on any college even as the development of a college af- 3 u fects the community. The nature of a given urban area, the structure of the college, the disciplines of its staff, the philosophy of its president--each colors the outcome of commitment to community affairs. 2 IP, �. I I Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development because its faculty leaders believe that the College's expansion and development are inextricably linked to the fortunes of the community and the region. . The Institute of Municipal Government formed in 1951 out of a mutual desire of town and gown to work with one another for the advantage of both had I I I as its fundamental purpose to try to help make American democracy stronger by guaranteeing the semi-autonomous structure of American local government, so long as it could retain the capacity to solve its own problems. Many inno­ vations in local government in the area had their beginnings at workshops and conferences sponsored by the Institute. Planning, which has been undertaken by the County and most Luzerne County communities, together with redevelopment, was first proposed in this region at a meeting of local officials dating back to 1953. I 1 a il (I I? The fruits of a 1955 Conference on Redevelopment, are beginning to be manifested with considerable progress being made through adoption of redevel­ opment programs in Pittston, Wilkes-Barre, Nanticoke, and other Luzerne County communities. Greater Wilkes-Barre's plan for greater industrial harmony is a plan of positive action--a plan that may well serve as a guide for other communities or areas which may share such a reputation or for those communities or areas that want to maintain and improve an already healthy industrial climate. A part of this plan includes a Labor-Management-Citizen's Committee initiated through the Economics Department of Wilkes College and in collaboration with the Greater Wilkes-Barre Chamber of Commerce. 3 �The objective of the Committee is aimed at doing something about the area's reputation of troubled labor-management relations, and thereby remov- ing the false impression sometimes attached to the area in the minds of many 1 I i I industrialists, and other citizenry alike, in the other sections of our country. To establish a climate for industrial progress, and recognizing a special need of the industrial community, the College has pioneered a management training program under which special classes were organized for personnel in industry, commerce, and banking. This program has been offered since the early 1950's to both large and small firms of Wyoming Valley who have long expressed a need for sound "tailored-to-problem" personalized service train- I I I I ! ing for foremen. The two-fold purpose of this program has been to develop specific management techniques and to broaden the worker's understanding of the economic system of which he is a part. Many national concerns have since adopted its principles for the training of company employees for super­ visory positions in other sections of the country. In I960, an Area Research Center was established on the campus to coordinate the many economic studies that had been done prior to its establish- J 1 ment. Older studies were updated and new ones initiated. In 1965, the Area Research Center was phased out and replaced by the Economic Development Council of Northeastern Pennsylvania, a broad-based citizen organization for all of Northeast Pennsylvania. The Psychology Department has assisted in the establishment of a I- 8 mental health workshop for the clergy of the area. The Education Department has cooperated with the secondary schools officials of the County through the Anthracite Institute for Development of Schools. 4 �i I [ I I Both the Education Department and the Guidance Center have cooperated with the principals and guidance directors in setting up seminars, conferences, and workshops. Quite a number of Wilkes College faculty and administration members are active officials of many social welfare organizations - the College President on a hospital board, the Dean of Academic Affairs as President of the Family Service Association, the Chairman of the Political Science Department as the Chairman of the County Housing Authority board, and many others too numerous to mention serve in community organizations and governmental offices. The commitment by the College in community affairs was duly recog­ nized in I960 when the Ford Foundation funded the Institute of Municipal Govern­ ment, the Area Research Center, and a Labor-Management Office. This finan­ cial support generated even more interest on the part of the Wilkes College I I I i' B I I r faculty members to seek community involvement. There appears to be a growing realization that responsiveness to the urban environment calls for total across-the-board commitment. An isolated department devoted to urban affairs appears to have limited impact upon a college as a whole. While ostensibly patterned after the traditional agricul- tural extension operation, the urban umbrella proved much too large for restriction to any single approach. Indeed, a semantic jungle surrounds the term "urban" -- the sociological and economic implications of the word "rural" have been relatively clear, but somehow "urban" has come to mean "all that is not rural. " B 0 The Institute of Regional Affairs formed in 1966 is intended to be a multi-purpose college organization which views regional problems as belong5 �I ing to no simple academic discipline, but rather as a contempory phenomenon spilling into many disciplines. The very creation of the Institute is proof pos­ itive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences -economics, education, psychology, government, sociology -- but also those experts in the region who can lend their talents to teaching, information, re­ search, and consultation. The Council of the Institute of Regional Affairs is a cross section of the social sciences and College administrative officials. The creation of the Institute of Regional Affairs is really the natural integration of prior activities in which many members of Wilkes College social science faculty have engaged for over twenty years. It will assure the coordination of these varied efforts and help to better I ! understand and resolve complex and contemporary problems. It is the specific manifestation of the College's response to the challenges of urbanization. Its mission, then, is to provide meaningful assistance to Northeastern Pennsylvania communities and organizations in such a way as to enhance their capacities to respond effectively to the challenges of growth and change. 1 The Institute of Regional Affairs would appear to have three basic interrelated goals: ---- to help the College relate effectively to a constantly changing urban 1] society. ■ -----to help the component communities of this region to develop a 5 greater capacity for dealing with urban problems and guiding urban develop- 1 ment; and, 6 �--to help contribute generally to the development of knowledge of urban society and the processes of change, and to methods of applying this knowledge. By utilizing this approach, the Institute of Regional Affairs intends to operate as a catalyst to stimulate and induce positive community responses to needs, responsibilities and opportunities. The result of this approach is an Institute of Regional Affairs which devotes most of its technical efforts toap- plied research on a local basis, deals with the "nuts and bolts" operating problems of the communities of the region, and seeks to infuse some new understanding of urban phenomena. The traditional rewards of promotion and academic recognition are still based upon scholarship, research, and professional association, rather than upon service functions performed by the new breed of academicians whose extracurricular labor is extension work in the field. In making full commit- ment, Wilkes has considered the work in the Institute of Regional Affairs as equivalent to teaching hours. Whenever College personnel have engaged in adult extension work, either the teaching load has been reduced, or extra compensation has been paid. The decision has always been an individual matter between a department chairman, the President, and the teaching member. The setting of limits to engagement in community conflict has never been a critical issue to Wilkes College faculty members. Programs have never been abandoned because of fear of involvement, even though at times action programs may have been postponed until a time was more propitious. In the case of the College, it was always looked upon as a neutral forum where ideas 7 �I could be exchanged and programs instituted outside a partisan political frame- work. In trouble-plagued communities, programs are conceived not as ends in themselves but as a means to the larger end of community development. Rather, the College (through the Institute of Regional Affairs) has been drawn into a continuing role of helping to develop and to implement urban programs. The work of the Institute of Regional Affairs can be viewed as an in­ vestment that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures more deeply into complex community and area problems. ! I I 8 �s I B. i ii EDUCATION AND TRAINING The primary function of the Institute of Regional Affairs is to continue to provide a broad range of courses, seminars, conferences, and studies I pertaining to urban affairs for the municipalities of Northeastern Pennsylvania. I J I I i . I j I J' I These programs have as their purpose assisting the development of an enlight- ened leadership for the region and to improve their awareness of urban pro- blems. Only through better understanding of methods and practice can public officials and leaders of private and voluntary organizations successfully discharge their responsibilities and master today's complex problems. The training which the Institute of Regional Affairs provides is the basic occupa­ tional education which is so often lacking. Over the years many specific courses have been offered to public per- Pi I L 1 sonnel relating to their particular specialty. These courses are non-credit, non-degree, educational opportunities, varying from 5 to 24 sessions in length © I I during the academic year. The number and variety of courses will vary from year to year depending upon the demand. I, IN-SERVICE TRAINING COURSES FOR LOCAL GOVERNMENT PERSONNEL Beginning with a total of 29 public officials in 1951, the enrollment r 0 in courses for public employees and public officials reached a new high in the 1966- 1967 year when 467 qualified for Certificates of Attainment. Over a sixteen year period more than 2, 240 individuals completed the course re- quirements and received Certificates. 9 �r J E i I Courses offered to local public officials during the past year were the following: E I. < I II. POLICE Basic Police Procedure b. Small Arms c. Auxiliary Police d. Police Report Writing FIRE b. c. d. I r in. ASSESSING a. Rural Assessment IV. MINOR JUDICIARY a. Criminal Law V. 8 ! ■ I E E Municipal Fire Administration Fundamentals of Fire Fighting Fire Ground Attack Auxiliary Fire VI. CIVIL DEFENSE Shelter Management b. Civil Defense Adult Education c. Basic Rescue for Civil Defense d. Civil Defense for Local Government e. Civil Defense for Local Directors f. Light Duty Rescue g- Radiological Monitoring h. Medical Self-Help Control Center Operations OTHER a. b. c. d. Borough Councilmen and Township Commissioners Community Planning Elements of Purchasing Street Maintenance IJ 10 �1 I I ! I I I From time to time a variety of courses have been offered to supervisory personnel and junior executives in industry, and to the personnel of banking and other institutions. Such courses may be planned either by the or- ganization seeking the course or by the college staff. In 1966-1967, enrollees from savings and loan associations received Certificates of Attainment. II. TITLE I COMMUNITY SERVICE PROGRAMS The Institute received federal funds under Title I of the Higher Edu­ cation Act of 1965 for the conduct of continuing education. ■ | The Institute of Regional Affairs conducted three projects under this program which were really in the nature of training activities: fe=>‘ A. Principles of Purchasing with the following objectives: 1 u 1 b [ a. centralized purchasing by local governmental officials b. cooperative purchasing by local governmental units c. certification for local officials in conjunction with the n t d V B National Institute of Governmental Purchasing The Board of Commissioners of Luzerne County have centralized all purchasing. 8 B NIGPO. Moreover, his efforts have been rewarded by his election as Presi- dent of the Pennsylvania Governmental Purchasing Agents Association. Is B. L! The County Purchasing Agent secured certification as a IE d IE Joint Communications System for Luzerne County with the objec- tive of securing joint community action on a communications system. Meet­ ings were held for those interested in a central communications system in Luzerne County. These meetings were co-sponsored with the Public Ser- vices Committee of the Greater Wilkes-Barre Chamber of Commerce. n 11 Such �1 1 i a communications center could link together in a mutual aid network all of the emergency systems on which the welfare of the communities depend. C. Community Leadership Seminar. The purpose was to provide an opportunity for the leadership of many civic and community agencies to ex- amine a broad range of alternatives in the approach to regional problems. The six-session Seminar was intended to help community leaders to qualify themselves for more effective contributions to local public affairs. III. SPERRY & HUTCHINSON LECTURESHIP PROGRAM The foundations Lectureship Program of Sperry & Hutchinson Com­ pany is intended to enrich college curricula and to strengthen the sponsoring institution in its community activities. Wilkes College was one of 39 institu­ tions to receive grants for 1966-1967. The lectures under the program were published by the Institute of Regional Affairs in book form. The lecture topics and speakers were: "Changing Values in Today's Metropolis" by Dr. John Middleton, Chairman All University Department of Anthropology Graduate School of Arts and Sciences New York University "The Political and Governmental Response to Metropolitanism" by Dr. Alan K. Campbell Professor of Political Science and Director of Metropolitan Studies Program Maxwell Graduate School Syracuse University 1 12 �R I i I I 3 "New Directions for the City's Economy" by John H. Nixon, Director Area Development for the Committee for Economic Development IV. i c c I I I I KEYSTONE JOB CORPS TRAINING INSTITUTE In January 1967, the Institute of Regional Affairs conducted a three- week, pre-service training institute for counselors and administrative staff of the Keystone Job Corps Center operated by the Radio Corporation of Ameri- ca. The purpose of the seminar was to introduce the personnel of the newly created program to some of the many and varied kinds of sociological, psychological, and other problems that they might encounter in dealing with unem- ployed female youth between the ages of 16 and 21. There were 17 members of the Keystone Job Corps Center who received Certificates of Attainment upon completion of the three-week program. (d I, v.. COMMUNITY GROWTH CONFERENCE The Sixth Annual Community Growth Conference, co-sponsored with other community organizations, was held in September 1966 and was intended to acquaint local officials and the general public with emerging issues in pub­ lic affairs, centered on the theme, "Northeastern Pennsylvania -- A Critical Look into the Future. 11 The topics discussed at the Conference included: Poli­ tical Leadership - Its Impact; Tourism/Recreation - A Second Major Indus­ try; Our Manpower Problem of Industrial Growth; Sad Plight of Our Cities - 13 �5 E E E I I I E I I ! Have They Become Obsolete; Northeastern Pennsylvania's Future - Planned or Unplanned. VI. . A short course on "Chemical Testing for Intoxication" for police instruc­ tors was held by the Public Service Institute of the Department of Public Instruc­ tion in conjunction with the Institute of Regional Affairs. I The eight-hour, one- day course was intended to qualify instructors to administer chemical tests for intoxication and to assist police officers in testifying in court. Wilkes-Barre was one of the 5 areas in the Commonwealth selected as an instruction site. VII . u ■ I CHEMICAL TESTING WORKSHOP FOR BETTER ENVIRONMENT The Institute of Regional Affairs cooperated with the Regional Sanitari- an's Office of the Department of Health of the Commonwealth of Pennsylvania in setting up a one-day workshop for local sewage facilities inspectors. VIII. TAX CLINIC Although the Tax Clinic was not an activity of the Institute of Regional I & Affairs, facilities for this annual meeting were provided on the campus. IX. CONCRETE CITY When the Institute received from the Glen Alden Corporation a 40-acre site which is a former housing development known as Concrete City, valued at LI E upwards of $60, 000, it became possible to expand the training activities in the I fields of fire, police, civil defense, and of the varying units of the military ■ I'l 14 �8 i i I I I I parties in training is assisting the Institute to formulate plans for the construc­ I stallation of the fence. 8 I reserves and national guard. This will supplement the work done in the class­ room. At the present time, a special advisory committee composed of interested tion of facilities at the site. First priority was given to the installation of a fence around the imine- diate vicinity of the buildings to protect equipment stored in the buildings. The Board of Luzerne County Commissioners provided $3, 849. 00 and fire companies contributed the remaining $1, 100. 00 toward the cost of the in- The Luzerne Fire and Rescue Association and the Civil Defense Unit of Luzerne County have contributed many hours of labor toward the improvement and development of the training site. I I I I F ■ J'li ) 15 �ii i E i i I I I I I I I I I c. The Institute of Regional Affairs tries to keep public officials and those engaged in community work completely informed on urban and regional affairs. To this end, the Institute of Regional Affairs maintains a library and circulates a monthly newsletter. I. I LUZERNE COUNTY NEWSLETTER The purpose of the Luzerne County Newsletter originally was to keep local public officials informed of the varying methods successfully employed by communities throughout the United States in solving problems of manage- ment, personnel, and administration. A broad approach has now been adopted to include in its contents the fields of education, economics, and social welfare. It also calls attention to the services, instructions, courses and other activities of the Institute. Published monthly the Newsletter is mailed to approximately 1,750 interested community leaders throughout Northeastern Pennsylvania. The mailing list includes a roster of members from the follow- ing organizations: I INFORMATION Greater Wilkes-Barre Real Estate Board, Wilkes-Barre Clearing House Association, Northern Anthracite Bankers Association, First Class Township -- Luzerne County, Cabinet Commission on Economic Oppor- tunity, Newspaper &: Radio Stations of Northeastern Pennsylvania, Luzerne I • I County Congressional &: Legislative Representatives, University Bureaus of Governmental Research, Northeastern Pennsylvania Savings &: Loan Associa­ tions, Redevelopment and Housing Authorities of Northeastern Pennsylvania, r J 1 Hospitals &: Community Aid Centers of Luzerne County, Third Class Cities -- 16 �II i I I I I I I I 8 I Luzerne County, Boroughs -- Luzerne County, Second Class Townships -Luzerne County, Luzerne County School Boards, Home Builders of Northeastern Pennsylvania, Assessors of Northeastern Pennsylvania, Civil Defense Departments in Luzerne County, Police Chiefs of Northeastern Pennsylvania, Fire Chiefs of Northeastern Pennsylvania, Wilkes College Board of Trustees, Community Ambulance Associations, Planning Commissions of Northeastern Pennsylvania, Housing Authorities of Northeastern Pennsylvania, Friends of Wilkes College, American Institute of Architects of Northeastern Pennsylvania, and United Fund Organizations. IL LIBRARY The Institute also maintains a carefully selected library of contempor- ary printed materials in the social science fields. The library of the Institute, continuing to grow daily, now includes over 3, 500 publications. present time, one of the largest repositories of information and materials on B municipal administration in Northeastern Pennsylvania. J I or quarterly basis. □ | - ] J B _D I 5 p Pamphlets, reports, surveys, studies and 96 periodicals are received on a semi-monthly, monthly, In 1966, the Institute was awarded a 151 book planning library from the Pennsylvania Planning Association. This valuable collection of planning ma- terials was on display at the Annual Conference of the Pennsylvania Planning Association. When added to that already in the Institute, this material be- comes the most extensive planning library in Northeastern Pennsylvania. 1 R It is, at the 17 �i i Not only have interested community leaders made wide use of the li­ I I I g 8 8 I V I I! ■ - I I R I brary materials, but many undergraduate students who plan to go into the broad field of urban problems have had their first contacts in the fields by the utilization of the library materials for term papers and research projects. in. PENNSYLVANIA- •HORIZONS The Pennsylvanian serves as the official publication of the Pennsylva- nia State Association of Boroughs, the Pennsylvania League of Cities, the Pennsylvania Municipal Authorities Association, the Pennsylvania Association of Township Commissioners, the Pennsylvania Local Government Secretaries Association, and the Assessor's Association of Pennsylvania. This magazine reaches well over 15, 000 people interested in Pennsylvania local government. The bulk of these, of course, are elected and appointed local government offi- cials. "Horizons" is the four-page center spread of this monthly publication and that was originally the joint product of the institutes of local government of Pennsylvania universities -- Pittsburgh, Penn, and Penn State. The three institutes were organized into a loosely knit group called "Association of In- stitutes of Government of Pennsylvania Universities for the purpose of providing material for, and supervision over Horizons. Basically, there are three sections to Horizons: (1) the lead, editorial­ type article of about 1,000 words to be provided on a three-month rotating basis by the three participating institutes; (2) a second article provided by the editor fj which is usually a reprint of a speech or an article from another publication, 18 �ft I i I I 8 I I 8 I I severely edited, which seem particularly appropriate for the readership; (3) two or three "dot abstracts" which are summaries of books or reports in the field of public administration and are provided primarily by the Fels Institute. Horizons is an outstanding part of the magazine--The Pennsylvanian-- and because of its sponsorship, some things can be said or supported in "Hori­ zons" which could not be said or supported in other parts of the magazine. For this reason, it is useful as a separate publication in reprint form. In 1966, Penn State withdrew from the associated institutes and Wilkes College was invited as a replacement to participate in the organization and Con­ tribute to Horizons. Although the manpower of the Institute of Regional Affairs is limited, its staff has made its contribution on a quarterly basis. I I I I I I I 19 �a J i i i I 1 I I I I I I I I D. A third service of the Institute of Regional Affairs is special consulta­ tion made available to interested parties for the study of public issues. 8 I] I] 1 1 Con- sultative services are offered to interested officials, governmental and non- governmental. The assistance, both formal and informal, is provided and made possible because of the specialized resources and staff of the College. Such services include testing and counseling for public agencies; preparation of special management studies; and the study of general administrative problems. In the development of the Institute's program, the following criteria are used as guides in initiating or accepting consultative requests: 1. the significance of the problem to the development of Northeastern Pennsylvania; 2. the potential "multiplier effect" of the project; 3. the potential value of the project as a prototype for a similar service by other public and private agencies in community service; 4. I CONSULTATION the interests and competencies of the Institute staff and the availabil­ ity of special consultants to the Institute of Regional Affairs. Among the consultative services offered by the Institute over the year 1966-67 are the following: I. CONSULTING ACTIVITIES ABOLITION OF WARDS - EDWARDSVILLE - submitted report to Luzerne Coun­ ty Court appointed commission on the merit of at-large ward election for Borough Councilmen. 20 �£ I £ I 8 I I I I I I I I I •J i i ABOLITION OF WARDS - EXETER - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Bor­ ough Councilmen. ABOLITION OF WARDS - LARKSVILLE - submitted report to Luzerne County Court appointed Commission on the merit of at-large ward election for Borough Councilmen. EMERGENCY COMMUNICATIONS SYSTEM FOR LUZERNE COUNTY - initiated research and co-sponsored meetings with the Public Service Committee of the Greater Wilkes-Barre Chamber of Commerce; Luzerne County Commissioners; fire-chiefs; police chiefs; and civil defense directors for the installation of a Centralized Emergency Communications System for all of Luzerne County KIDDER PEABODY COMPANY - provided financial and general data to Kidder, Peabody & Company for the preparation of a prospectus for the $17 mil­ lion bond issue of the Wyoming Valley Sanitary Authority. HADASSAH - LEAGUE OF WOMEN VOTERS - assisted in the preparation and execution of a public program for the consideration of the public ques­ tion on the proposed Council-Manager System. LOWER LACKAWANNA SEWER AUTHORITY - provided consultation and admi­ nistrative services in the creation and establishment of the Authority composed of Old Forge, Taylor, Dupont, Avoca, and Duryea. UNIVERSITY OF THE PHILIPPINES - upon special request of the President of the University, provided a descriptive summary of the range and the scope of the In-Service training activities provided by the Institute, stressing the importance of the College and community relationship. TIME-LIFE BOOKS, INCORPORATED - supplies information and comparative data on Northeastern Pennsylvania to two representatives of Time-Life, Ezra Bowen and Sandra Albert. They are responsible for a publication on the Appalachia Region, which is part of a series on the United States. ADVISORY COUNCIL, DEPARTMENT OF COMMUNITY AFFAIRS - Director appointed by Governor Raymond P. Shafer and elected Vice-Chairman by the membership of the Council. This Council recommends areas for research in local government and assists the Secretary of Community Affairs in planning and guiding the recommendations made.to the Depart­ ment. SHICKSHINNY - assisted in the preparation of an ordinance for a system of re­ fuse and garbage collection, and the initiation of a sanitary landfill pro­ ject. 21 �I i I KINGSTON TESTING SERVICE - administered Fire & Police tests, June 1967; Firemen Test, June 1966; Police Test, June 1966 WILKES-BARRE CITY SCHOOL DISTRICT - administered Custodial and Clerk Typist examinations, January 1967. WILKES-BARRE CITY SCHOOL DISTRICT - assisted in the preparation of a resolution providing for a merit system for non-professional employees. I I 8 g I I I I i I JENKINS TOWNSHIP SEWER AUTHORITY - assisted in the preparation of an ordinance creating the Jenkins Township Sewer Authority. CLEAN-UP, PAINT-UP, FIX-UP CAMPAIGN - provided assistance to the Wyo­ ming Valley Improvement Council and held meetings with Public Services Committee of the Greater Wilkes-Barre Chamber of Commerce to initiate 1967 campaign. MODEL CITIES TASK FORCE - assisted in the preparation of an application to the Department of Housing and Urban Development for a grant to plan a comprehensive city demonstration program for the City of Wilkes-Barre. CHARTER STUDY COMMISSION - served as consultant and primary source for advice, information, and data for the Wilkes-Barre Charter Study Com­ mission. CITIZENS COMMITTEE FOR COUNCIL MANAGER - provided administrative services and directed 78 student volunteers to "get out the vote" on the Council Manager question. MANAGER SELECTION COMMITTEE - consultant to the committee formed to expedite the selection of a city manager for the City of Wilkes-Barre. II. CONFERENCES AND MEETINGS I REVISION OF PENNSYLVANIA CONSTITUTION - served as participant and panel­ ist on radio programs for revision of State Constitution. 8 SORDONI EXECUTIVES - discussed the survival of local government and its problems in the 21st century. SHAVERTOWN METHODIST CHURCH - reviewed the sewage problems of and possible solutions for the Back Mountain Area. 1 I 22 �i 1 I I I I I I I I MANPOWER CONFERENCE - attended in the Northeastern Pennsylvania Man­ power Conference. CONSERVATION FUND CONFERENCE - attended Title I Conference relative to exploring of Title I proposal. FELS INSTITUTE COLOQUIUM - participated in the conference "Urban Govern­ ment in the Decade Ahead: the Technological Revolution in Management" at the University of Pennsylvania. Members of the Institute staff have maintained membership and taken part in the functions of many community and state-wide groups. The institute has acted as co-sponsor of conferences with varying state-wide professional organi­ zations and national organizations and has accepted direct participation therein. Among them are such organizations as the Pennsylvania Municipal Finance Offi- cers Association, Pennsylvania Boroughs Association, Pennsylvania Planning Association, Local Government Center, American Society for Public Administration and Pennsylvania Department of Health. I I In addition to the Institute's consulting services cited above, both the Director of the Institute of Regional Affairs and the Associate Director have acted as personal consultants or in some capacity for local governmental bodies. I i Some examples are as follows: Director of the Institute of Regional Affairs as Executive Director of the Wyoming Valley Sanitary Authority. Director as Chairman of Luzerne County Housing Authority Associate Director as Lecturer for Public Service Institute I Director and Associate Director as consultants for Charter Study Com­ mission of Wilkes-Barre. I 23 �9 S I I I I I I E. RESEARCH The fourth area of activity of the Institute of Regional Affairs is that of research. The Institute because of its relation to both the College and the community is in a unique position to conduct a continuous research program. The research activity is usually connected with the educational programs of the Institute. Occasionally, other types of studies and reports may be under- taken under specific sponsorship. The purpose of the research is intended to contribute to the development of greater knowledge of the relationships between the different activities which together form a region. The Institute also interprets, evaluates, and applies theoretical research at the university level. c I L 8 The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of a specific municipality when they relate to such problems as reorganization of a police department, comparative costs of incineration and sanitary land- L fill, development of personnel records, or the feasibility of establishing a I L I & I L I public library. Other studies which have been undertaken by the Institute are occasionally Valley-wide or County-wide in scope. These have included such studies as a study of Local Political Subdivision Disaster Preparedness, the Use of Idle Cash Balances by Municipalities in Luzerne County, and continuing wage and salary surveys of cities, boroughs, and first class townships in Luzerne County. 24 1 �I t! i I I I I I I I 1 The Institute has also made studies for non-governmental organizations. For example, the Institute has done a special Audience Characteristic Study for the TIMES-LEADER EVENING NEWS. I. JOINT COMMUNICATION SYSTEM A major study completed in 1967 was the Joint Communications System for Luzerne County. This project was concerned with "protective?1 services , and especially fire, police, and civil defense. It was found that there is no con- sistent and established policy for the maintenance of emergency communications systems, but rather an unnecessary fractionalization of communications. Only a centralized communications center could link together into a mutual aid network all of the emergency systems on which the welfare of the people of Luzerne County depends. The need of a centralized emergency communica- tions system which would provide the inhabitants of Luzerne County with an effi- cient communications service is not only apparent to ensure safety and protect I property, but in times of crisis such an emergency communications system is decisive in survival. I I I The objectives of the study were: 1. To survey and evaluate in the form of an inventory the existing com­ munications equipment scattered throughout Luzerne County. 2. To consult with major communications equipment manufacturers to determine the feasibility of establishing centralized communications, which includes estimates as to needs, variety of equipment, and costs. 1 J 25 �1 •! J iJ I i I I I I The Institute of Regional Affairs is now in the process of setting up conferences and meetings with the Board of Luzerne County Commissioners and local governmental officials to implement the recommendations of the Report. II. ACADEMIC CALENDAR FOR PENNSYLVANIA COLLEGES AND UNIVERSITIES During the past year the Institute of Regional Affairs in conjunction with the Faculty Calendar Committee undertook a Study of Academic Calendars in Pennsylvania Colleges and Universities. I I n I I n I II 1 ill 26 �i I I I I I I I I I I i ■ I 1 i n 1! n III. STUDIES AND REPORTS A list of the Institute's publications from 1951 through 1967 includes the fol­ lowing: MUNICIPAL STUDIES AND REPORTS 1951-1967 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 1920. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. 33. 34. 35. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, and Sixth Annual Community Growth Conference Proceedings of Sanitary Landfill Conference Proposed Structure and Pay Schedule for Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County -- 1964, 1965, 1966, 1967 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Annual Report (1964) - Wyoming Valley Sanitary Authority Audience Characteristics - Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965. 1966, 1967 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County 1966, 1967 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Systems for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of Wyoming Valley Sanitary Authority - 1964, 1965, 1966 27 �i IV. PUBLIC PERSONNEL ASSOCIATION The Public Personnel Association prefers usually to provide its testing service directly to the government agency that will use the tests. i I In situations where the governmental agencies are small or are in the initial stages of growth, the value of the tests would be seriously reduced by inexpert planning, admini- stration, or interpretation. Since the Public Personnel Association does not maintain a field staff I '1 I to provide frequent or regular consultation service to agencies, it is advantageous for Public Personnel Association to cooperate with consultants in various parts of the country who are qualified to provide test planning, administration, and interpretation services. In this way, local government can benefit from sound test construction and proper test administration at reasonable cost. The Public Personnel Association, therefore, found it desirable to en­ ter into a cooperative service agreement with the Institute of Municipal Govern­ ment in October, 1961 for the Institute to provide the test services. Although wider use of the Institute of Regional Affairs testing service could be made, ! additional agencies are added every year. To date, Forty Fort, Kingston, Luzerne, and the Wilkes-Barre School District have entered into cooperative i I agreements with the Institute of Regional Affairs for the testing service. The availability of the testing service has opened up still another field for the Institute -- that of preparing rules and regulations wherever merit II systems are in force. I I: 28 �V. i CERTIFICATION OF THE INSTITUTE Philip Tuhy, Associate Director of the Institute, has had considerable background and experience in the field of planning. He was the Senior Planner for the Luzerne County Planning Commission and the Acting Director of Plan­ ning for the Wilkes-Barre City Planning Commission. At present he is acting as consultant for the Wilkes-Barre Planning Commission. I I I On April 1, 1967, he was inducted as an Associate Member of the Ameri­ can Institute of Planners, the national organization which establishes criteria and qualifications for planners in the field. Most community planners are en- gaged in either public employment or private practice. held by very few members of a college faculty. AIP certification is Mr. Tuhy is one of the few people with an advanced educational degree and also qualified by experience I and background in the field of community planning. His AIP membership strengthens these qualifications and thereby the Institute's broad field of opera­ tion in the field of research in community planning. I' I Because of the educational background and experience of Mr. Tuhy, the Institute of Municipal Government was originally certified as a qualified consulting organization by the Department of Commerce of the Commonwealth I of Pennsylvania. The Institute of Regional Affairs has filed data with the De­ partment of Community Affairs for recertification in the field of community planning, in place of the Institute of Municipal Government. V I l'! 29 �1 i I I I 1 I I F. EPILOGUE Measuring the benefit which the Institute of Regional Affairs has pro­ vided to the area is difficult because workable criteria for evaluation are lacking. The concept of an "urban agent, " which really defines the Institute, seems to be a viable one even though it is difficult to evaluate the results. Policies adopted, attitudes changed, educational meetings attended, or num- ber of activities completed may be inadequate measurements. Projects have influenced action; but, ultimate achievement depends upon the extent to which social scientists and educators possess the knowledge and means of communication which is appropriate to improve the quality of life. The ultimate purpose of the Institute in what was once a depressed area is to contribute to improving the quality of regional life. It can be said the Institute has effectively established and maintained communications and working relationships between Wilkes College and organizations and indivi­ I duals serving the immediate community and the region. This continuing and successful relationship may have been facilitated because the Institute I I has been separated from the regular college prescriptions. Thus, a tradi­ tional barrier of the "town and gown" type was eliminated. The Institute is in the community. I I It is, however, relatively free of restrictions because it is not of the community. The very fact that the Institute of Regional Affairs is both in the community but not of the community gives it tremendous lati­ tude for venturesomeness. 1! 30 �There are numerous indications that the work of the former Institute of Municipal Government and now the Institute of Regional Affairs has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, in Luzerne County, and in Northeastern Pennsylvania. A measurable indication can be found in the statistics below: INSTRUCTIONAL PROGRAM 1951-1967 I Year I Certificates of Attainment Awarded 1951 1952 1953 1954 1955 1956 1957 1958 1959 I960 1961 1962 1963 1964 1965 1966 1967 29 42 37 27 36 52 37 39 89 90 157 231 119 189 184 415 468 Public officials and community leaders have come to depend upon the Institute for its varied services and especially the instructional aspects of its work. The wide acceptance of the instructional program of the Institute is attested to by the fact that in 1967-68, 29 courses will be offered to local 31 �h public officials. 1 All of these short courses are co-sponsored with the Public Service Institute of the Department of Public Instruction. 1 Not included in the courses mentioned above are the many courses, meetings, workshops, and conferences for educators, middle management, business organizations, and L I I leaders in the public welfare field. Changing needs in today's complex society pose special problems for community leaders at all levels. Civic officials are faced with knotty prob­ lems of planning, community renewal, health, welfare, education, organiza- tion and management, and a host of other challenging areas. I I These often re- quire special skill, research, and broad knowledge of best practice. All too frequently they demand more time than can be spared from regular duties. In addition, governmental and non-governmental agencies are becoming in- I ■ creasingly aware of the wisdom of longer range planning and program studies, as well as the need for efficient administrative structure and procedure. Since the Institute has become a broad umbrella over the social sciences, I ■ It I I preliminary discussions are taking place to define the many projects to be undertaken by the various College departments under the auspices of the Institute. The following College faculty were brought into the activities of the In- stitute in 1967: Michael Barone Robert Capin John Chwalek Harold Cox Robert De Young Theodore Engel Eugene S. Farley Education Department Summer &: Evening School Registrar Guidance Center History Department Economics Department Economics Department President 32 J �Welton Farrar Eugene Hammer Joseph Kanner Economics Department Education Department Psychology Department & Guidance Center Political Science Department Dean of Academic Affairs Psychology Department Education Department Political Science Department Hugo V. Mailey Francis Michelini Robert Riley George Siles Philip R. Tuhy Steps must now be taken to bring even more of the faculty into the ever-increasing activities of the Institute. There is a possibility that many community organizations will want all types of action and research projects undertaken. It is the aim of the Institute of Regional Affairs to serve as a vehicle to help make research and action programs on urban problems a process of continuing data collection and analysis rather than relying, as in the past, on issuance of sporadic and single-shot reports. Only in this way can the "extension" approach be fully realized. Projects by members of the faculty may be undertaken for part-time or summer research. Research and action programs can then serve to encourage originality with only general requirements that the work deal with problems of urbanization. Already in 1967-68, the Institute has listed quite a number of on-going projects: HOUSING OPPORTUNITY STUDY - part of the Community Renewal Program for the planning of future housing projects and renewal programs in the City of Wilkes-Barre. lit 33 �POSITION CLASSIFICATION AND PAY PLAN FOR THE WYOMING VALLEY SANITARY AUTHORITY - Preparation of a plan for separate job descriptions and a merit increment wage schedule. COMMUNITY LEADERSHIP SEMINAR - Second year of a seminar on regional problems for community leaders. PREPARATION OF A MANUAL FOR VOLUNTEER FIREMEN - A manual bn the fundamentals of fire fighting. STUDY OF TAX EXEMPT PROPERTY IN WILKES-BARRE - A study to deter­ mine the extent of tax exempt property in the City. PREPARATION OF A MANUAL FOR BOROUGH COUNCILMEN - A manual for newly elected councilmen. B £ PUBLIC TRANSPORTATION - A survey of the transportation facilities in Lu­ zerne and other Northeastern counties with a view to utilizing the data to assist low income unemployed. IDENTIFICATION OF NEIGHBORHOOD GROUPS - A study of "voluntary neighborhood reserves" to determine the involvement of the poor in anti-poverty and related programs. SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE - Conference of interested citizens on the image of Northeastern Pennsylvania. UPWARD BOUND - A program intended to motivate able students who feel that college is beyond their reach. SYSTEMS DEVELOPMENT INC. - The offering of a prototype course for na­ tional instructional team, abbreviated course for state instructional teams, training course for local officers in conjunction with Bureau of Public Roads. The Institute of Regional Affairs does not have a full time staff to con­ duct any of its research and action projects. the " core staff, If any positions can be called it is limited to the Director and Associate Director, both of whom are in the Political Science Department and are engaged in the Institute's work on a part-time basis. I 34 �■ n However, the Institute is administratively independent of any of the n 8 0 0 ■a L academic departments. College. Its Director reports directly to the President of the This structure was deliberately designed to emphasize the Insti- tute's extension or extra mural orientation and to prevent its part-time per­ manent staff from being captured by pressures for teaching man hours and traditional academic interests. by the Institute. Herein, lies the secret of the success attained It is responsible to the President because of its specific mission. The Advisory Council of the Institute, which functions in a consulta­ tive capacity to the Director represents disciplines with competence and I g II interest in urban affairs, including political science, sociology, economics, psychology, and education. Both the "core staff" and the Council have appoint- ments in departments of the College. Since Northeastern Pennsylvania is blessed with an abundance of human resources and skills, the Institute is able to draw local leaders to assist in 1 Regional Affairs' activities. The summary below gives a picture of the success in bringing local talent within the Institute's orbit: a 15 instructors for the short courses 9 lecturers on specific subjects 27 community leaders who acted as chairmen, moderators , or leaders in workshops or meetings 13 professional staff members of governmental and commu­ nity organizations serving on planning committees. i s 35 �Associated with the "core staff" in 1966-67 was a staff of 20 capable students performing many of the tasks of the Institute on a part-time basis, divided as follows: 10 students, clerical 6 students, research assistants 4 students, combined clerical and library These students, who put in a total of 5, 596 student hours with the Institute, performed a wide variety of tasks such as typing, stenography, editing, assisting on action programs, and editing textual material for the short courses. It is expected that additional professional staff will be added on a tem­ porary basis to take care of large scale research projects or service work fi­ nanced by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-institute and part-departmental. This is the unique solution to the con- troversy of teaching and/or research or community service. In all of the activity that has been summarized, an overriding considera- tion is the fact that the Institute is first and foremost a service organization with a program of training, consulting services, publications, and research intended to assist the intelligent and capable public-spirited leader in facing the chang­ ing needs of today's complex society. Although the College does have immediate financial responsibilities and long-range educational commitments to its academic programs, it has become increasingly aware of the fact that community affairs have an impact on the College as the development of the College affects the community. 36 �8 a El I Just as some of the faculty have sought to work among community groups, E G p G G G u G so the community has sought out the services that the College could offer. It is no wonder then that the community at large has shared in the Institute's growth and has encouraged its development. The mutual desire of town and gown to work with one another for the advantage of both is not only a demonstration of teamwork between higher education and the region, it is an educational venture into the field of adult exten- sion education, wherein the College is acting in the role of "urban agent. " In representing the College as "urban agent, " the Institute of Regional Affairs has attempted to create the "tomorrows" from the work of "todays. " j IE i iI 3 IF 83254 37 �i REGIONAL affairs council John J. Chwalek, M. A. Guidance and Counseling J L □ II C G Harold E. Cox, Ph. D. Transportation Alfred S. Groh, M. A. Editorial Consultant Eugene L. Hammer, Ed. D. Education Hugo V. Mailey, Ph. D. Municipal Government Jaroslav G. Moravec, Ph. D. Sociology Robert Riley, Ph. D. Psychology Samuel A. Rosenberg,Ph. D. Economics Philip R. Tuhy, M. G. A. Urban Planning EXECUTIVE COUNCIL Robert S. Capin, C. P. A. Adult Education lE I 1 i u Eugene S. Farley, Ph. D. President Hugo V. Mailey, Ph. D. Director Francis J. Michelini, Ph. D. Dean of Academic Affairs �8 & I 3 L pi I G □ n i I n i I J t i: i n �11 I ' L Lt 1 1 E JI552 “1967 Wilke ~ Rte By Date ‘&cS£s.I"satate“£ 83254 Annual report, 1967. a Dj s 83254 JS1543 1552 1967 i a Bl ARCHIVBS * �■■■■■I dI WILKES UNIVERSITY LIBRARY J! I ] ■J J ’ I ■ j ! I 0 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/98cd466374c8b87d2cdeb93b5f802717.pdf 22bb85d34e919e22301d2733f2f52c40 PDF Text Text — I ! CDVDL SERVICE MIES AND REGULATIONS WILKES-BARRE CHY SCHOOL DISTRICT j LI* 1 1 I I fl CHIVES I JS155 I R8W682 i flLi 1967 J - 1 t ■ ■; INSTITUTE OF REGIONAL AFFAIRS WHCUES COLLEGE WILKES-BARRE, PENNSYLVANIA �MMUI I 111 1 1 1 1 CIVIL SERVICE RULES AND REGULATIONS OF THE SCHOOL DISTRICT OF THE CITY OF WILKES-BARRE 1 I I 1 I I 1 I 1 I 1 I I ’liJ I I I IE i! 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �■11 ARCHIVE S i| 1%7 II ij ARTICLE I 8|S GENERAL PROVISIONS I SECTION L Short Title. These rules shall be known and cited as the "CIVIL SERVICE RULES AND REGULATIONS OF WILKES-BARRE I I I I I I I I I I I I I I 1 I ' 1 I I I CITY SCHOOL DISTRICT" and these rules and any amendments thereto shall have the effect of law one week after their adoption. SECTION 2. Pur-ose. These rules are promulgated to the Au- thority vested in the Beard of Directors of the School District of the City of Wilkes-Barre under the Act of 1949 knewnas the "School Code" wherein inter alia the operation and administration of the district is solely with­ in the discretion and authority of the Board. The primary intent herein is to establish a merit system of employment for non-professional em- ployees of the School District and to achieve a more economical and efficient operation of the administrative departments of the School Dis- trict. These rules shall be liberally construed in order to effectuate its purpose. SECTION 3. Definition of Terms. Unless otherwise expressly stated, the following words and phrases wherever usedin these rules and regulations shall be construed to have the meaning indicated herein; Certification - The submission to the appointing authority (the Board of Director s of the School District of the City of WilkesBarre) of names taken from the eligible list. -1- 83253 �L I I Chairman - The Chairman of the Civil Service Commission of the Wilkes-Barre City School District. T E r 1 I r r G Commission - Civil Service Commission of the Wilkes-Barre City School District. District (School) - The School District of the City of Wilkes-Barre (a school district of the second class under the laws of Penn­ sylvania) which is the appointing authority. Eligible - A person whose name is recorded on a current eligible or furlough list. Eligible List - The lists of names of persons who passed any examinations for a particular position (other than profession­ al employees) in the Wilkes-Barre City School District. C Furlough List - The list of per sons who were laid off from positions in the School Districtbecause of a reduction in the num­ ber of employees of the School District. B Probationer - An employee in the District who has been appointed from any eligible list, but who ha snot yet completed his work test period. R L B B 'b -j ib b D Reduction in Rank - A change to a different position or rank which results in a decrease in salary; provided, however, that a decrease in salary without a change to a different position or rank shall not constitute a reduction in rank. Removal - The permanent separation of an employee from em­ ployment with the School District. Suspension - The temporary separation of an employee from a position with the School District. Secretary - The Secretary of the Civil Service Commission. School Secretary - The Secretary of the School District of the City of Wilkes-Barre. -2- �n r Q ARTICLE II THE COMMISSION r c c n p L SECTION 201. Officers, Qualifications, etc. The Civil Service Commission of the Wilkes-Barre City School District, on the second Tuesday of each December, shall elect one of its members as the Chairman, one Vice-Chairman and one as Secretary. Anyperson appointed as a member of the Commission shall be a citizen and legal p u n Lj c □ resident of the Commonwealth of Pennsylvania and the City of Wilkes- Barre for at least one year prior to said appointment. No person who within one year of appointment, or after appointment, has been an of- ficer of a political party shall be eligible to serve as a Commissioner. The Board of School Directors by majority vote may remove any member of the Commission for incompetence, inefficiency, neglect of duty, misfeasance or malfeasance in office, after notice of the chargesand an n opportunity of answer and defense at a public hearing. SECTION 202. i p Meetings of Commission. The Commission shall meet at least once each month after reasonable notice of time and place made by the Chairman. L Two members of the Commis sion shall constitute a quorum at any meeting. Chairman, or in R] L his absence the Vice-Chairman, shall preside at all meetings and hear­ ings of the Commission and decide all points of order and perform all Li dutie s. fr D -3- �CIVIL SERVICE RULES SECTION 203. Duties of the Commission. It shall be the duty of members of the Commission as a body: (1) To establish or record on the books of the Commis sion a com­ ii plete list of all the non-professional employees of the School District certified and furnished to it by the Secretary of the School District. This list shall detail all the facts of the employment’such as salary, length of service, job classification, age, work record and in fine all of the infer mation required of all personnel employedby the State, County or School District. This list shall constitute the basic employment list and will be implemented by job evaluation studies made by the School District and of which the results will be furnished to the Commission. (2) To formulate and establish lists of eligible per sons for future appointment to vacancies occuring in non-professional positions under the authority and jurisdiction of the School District and provide for rules for applications and examinations as set forth in Articles III and IV of these Rules and Regulations. (3) To recommend and certify to the appointing authority (the Board of Directors of the Wilkes-Barre City School District) the lists of eligibles at such times as may be appropriate and necessary. (4) On its own motion or upon request, as herein provided, in all cases of demotion, furlough, leave of absence, suspension and re- moval to conduct investigations, hold public hearings, render decisions -4- �I u ii on appeals and record its findings and conclusions. 11 11 (5) The only valid causes for the termination of employment of any of the non-professional employees in accord Section (541) of the Act of 1949 "The School Code", shall be; Incompetency, Immorality, Intern­ II perance, Cruelty, Willful and Persistent Negligence, Mental Derange- a ment, Subversive Activities contrary to the Laws of the United States I I 1 fl < I I I I I 1 I I I ft or this Commonwealth, Willful Violations of the School Laws of Penn- sylvania or the Rules and Regulations of the School District. (6) Retirement of all employees and conditions for the same shall be determined as of the ages set forth in Act 274 of 1939 providing inter alia for mandatory retirement at ages specified. (7) To establish mandatory provisions of non-politic al activity by employees which shall incorporate as its promises that no person holding any position in any political partymay also bean employee of the District and further that any political activity by any employee shall be grounds for removal. Any employee who happens to hold any position whatsoever in any political party must divest himself of such position within ten (10) days of the adoption of these Rules or be subject to suspen­ sion and/or removal from the School District position. (8) To administer and make effective the provisions of this Civil Service System, including those relating to the preparation and conduct of examinations, the preparation of eligible lists, the certification of persons qualified for einployment, the transfer, promotion, suspension, -5- �I 11 demotion, removal, furlough, leave of absence and resignation of em- ployees, the rating of employee's services, the requriing of health exami- II II II 11 I 1 1 I nations at the discretion of appointing authorities as a condition of initial or continued employment. SECTION 204. Legal Counsel. The Solicitor of the Wilkes-Barre City School District shall be legal counsel for the Commission. When- ever the Solicitor acts for the appointing authority in a particular pro­ ceeding, this Commission may appoint special counsel. SECT1ON 205. Duties of Secretary, Meetings, and Quorum: Duties of Secretary. The Secretary shall carry on at the direction of the Commission all official correspondence of the Commission, send out all notices required by law and these rules of procedure, keep a record of each examination or other official action of the Commission, and perform all other duties required by law, by these rules and by the I 1 1 I IJ I I Commission. Meetings. Except for the biennial organization meeting, all meet­ ings shall be held either at the call of the Chairman, or at the call of two members of the Commission. At least twenty-four (24) hours written notice of each meeting shall be given each member. The Commission shall have the discretion to determine whether meetings shall be open to the public except that no rule or regulation of the Commission shall be adopted at other than a public meeting, and except when otherwise pro- vided for in these rules. -6- �0 II a & !.l Quorum. A quorum shall consist of two members, and all ac- tions of the Commission shall have the concurrence of at least two members. 1 I 1 1 1 1 I I I 1 1 I I i Section 206. Order of Business. The order of business of all meetings of the Commission shall be as follows: (a) Roll Call (b) Approval of Minutes of previous meetings (c) Communications and Reports SECTION 207. Minutes. The Secretary shall keep minutes of the Commission's proceedings showing the vote of each member upon question, or, if absent or failing to vote, indicating such fact. �5 I I J ARTICLE III APPLICATIONS II Applications Form. No per son shall be admitted SECTION 301. to an examination for a non-professional position in the School District 11 II II of the City of Wilkes-Barre until after he or she shall have filed, on the official formprescribed by the Civil Service Commis sion; aswornappli- cation giving such information as the Commissionmay require. The of- ficial application form and all notation, references, and statements ap­ pearing in it are incorporated by reference into these rules and regulations and shall be as much a part of these rules as if they were fully de- I I I I I I I I 1 I I scribes herein. SECTION 302. Availability. Application forms shall be avail- able to all interested persons in the office of the School Secretary, and from such other offices and officers that the Commission from time to time, may choose to delegate. SECTION 303. Age Qualification. At the time of application, no applicant shall be less than Twenty-One (21) years of age, except in the case of clerks,, who may be Seventeen (17) years of age at the time of their application. Each applicant shall present satisfactory evidence of his date of birth. SECTION 304. General Qualifications. Each applicant for any non-professional position in the School District of the City of Wilkes- Barre shall be a citizen of the United States, and shall have graduated -8- �I II 1 II 1.1 froman accredited high school or have an equivalent education, such as a GED equivalent or an accredited correspondence school. Each appli- cant shall be medically fit for the performance of the duties requiredby II II II II 1 1 1 I I I 1 I I II I the Office, of good moral character. In the case of foreign-born appli- cant, evidence satisfactory to the Commission shall be produced showing the person to be a naturalized citizen. In the case of applicants for cus- todian I positions the requirement is that such applicants shall have completed the 10th grade in school and they do not need a high school graduate certificate. SECTION 305. General Qualifications - Applications for Higher- Grade Positions. In addition to meeting the qualifications fixed for all applicants for a general position as an employee of the School District of Wilkes-Barre, all applicants for advanced positions shall comply with such rules as the Commission may determine to be requisite for such higher positions. Said rules shall give consideration to length of service and length of experience within certain positions. SECTION 306. Investigations of Applicants. An investigation of the character and reputation of the applicant may be made by the Commission and may include credit reports and reports of investigations from recognized agencies. -9- �t I II 11 0 u 11 II I 1 I I 1 I SECTION 307. Filing Applications. Applications for any non- professional position in the School District of the City of Wilkes-Barre may be received at any time, during normal busines s hours, in the office of the School Secretary, and by such other offices and officers as the Commission may designate. The receipt of such applications shall be subject to the following conditions: (a) No application received after 12:00 noon on the day that is fourteen (14) calendar days prior to the date fixed for the written examination shall be considered for such examina­ tion unless otherwise provided in the notice and (b) An application shall become void one (1) year after the date upon which it was received. SECTION 308. Recording Applications. The office of the Seere- taryof the School District of Wilkes-Barre shall review each application, upon receipt, for the purpose of determining that such application contains no minor errors or omissions. Any application containing minor errors or omissions shall be returned to the applicant for correction. The Secretary of the School District of Wilkes-Barre shall date, number, and record, in the order of receipt, all applications free of minor errors I I I or omission. An application, once recorded, shall be a public record and shall not be returned to the applicant. SECTION 309. Disqualification of Application. The Commission shall not examine the applicant who lacks any of the prescribed qualifi­ cations unless, in the judgment of the Commission, it can be reasonably I I presumed that the applicant shall have acquired the necessary qualifica- tions prior to the date of a possible certification from the list of eligi-10- �bles produced as a result of the examination. SECTION 310. Penalty for False Statement. The statements made by the applicant in the official application shall contain no falsifi­ cation, omission or concealment of material fact. Should investigation disclose any mis-statement, falsification or concealment with respect to an application: (a) The application shall be invalid and the applicant shall be dis­ qualified from examination, or (b) If the applicant shall have been examined, the name of such applicant shall be removed from the eligible list, or I (c) If the applicant shall have been appointed, such willful mis­ statement, falsification, or concealment shall constitute the grounds for dismissal from the School District of the City of Wilkes-Barre. I I 1 1 I I -11- �u ARTICLE IV ANNOUNCMENT OF EXAMINATIONS I SECTION 401. Public Notice. Public notice of the time and place II B II II 1 1 I I 1 I I I of every examination, together with the information as to the position to be filled, shall be given by publication in the official newspaper of the City of Wilkes-Barre. The public notice shall be published at least three (3) weeks prior to an examination and a copy of the notice shall beposted on the bulletin board in the Administration Building of the School District. Additional public notice by publication, posting, or otherwise may be given at any time at the discretion of the Commission. SECTION 402. Notice of Examination. In addition to the public notice, the Secretary shall give written notice to each qualified applicant by mailing or otherwise delivering to each applicant notice which shall include the date, time, place and duration of the written and oral examinations. Every notice shall be mailed or otherwise delivered at least three (3) days prior to the date fixed for examination. Only applicants receiving notices, to report for any examination shall be permitted to participate in such examination, and each applicant shall present his or her notice to the examiner before he or she shallbe examined.. Failure to report for any examination in accordance with the instructions contained in the written notice shall disqualify the applicant. -12- III �6 11 I SECTION 403. ] Scheduling Medical Examinations. The time of the medical examination shall be within the sole discretion and judgment ■ I !l of the Civil Service Commission, with consideration being given to the date fixed in the public notice for a written examination. 1 [I » I 1 I I I I I I 8 I -13- �I 1 a I ARTICLE V MEDICAL EXAMINATION SECTION 501. Appointment of Medical Examiners. The Com- mis sion shall, from time to time, appoint one or more medical examiners I il II 11 I I I 3 I I I to make all medical examinations required by these rules. SECTION 502. Medical Requirements. Every applicant for ap- pointment to any non-professional position in the School District of the City of Wilkes-Barre shall submit, at his or her expense, to a medical examination and shall meet the minimum medical requirements estab­ lished by the Commission before he or she shall be permitted to take any written or oral examination. A statement of the medical requirements established by the Commission shall appear in the official application form and a copy of such statement of medical requirements shall be filed in the office of each medical examiner. SECTION 503. Report of Medical Examiner. The Commission shall furnish each medical examiner with forms upon which the medical examiner shall state the bodily and mental condition of each applicant. SECTION 504. Rejection of Medically Unfit Applicants. If the medical examiner shall deem any applicant medically unfit for per for- I I 1 mance of the duties of a non-profes sional employee because of anybodily or mental defect, whether or not the defect shall be specifically stated -14- �I I as a cause for rejection in the statement of medical requirements, such 1 I 1 I i I I I 1 I I I 1 II I i I applicant shall be rejected and a brief statement of the reasons for re- jection shall be practicable; however, the medical examiner shall deter­ mine the medical fitness of an applicant by adhering to the statement of medical requirements. SECTION 505. Re-examination of Medical Fitness. Each appli- cant eligible for certification to the School Board for appointment to any non-professional position in the School District of the City of Wilkes- Barresha.il be instructed by the Secretary, before being certified, to in- form the Commission of any illness cr injuries requiring the attendance of a physician or requiring hospitalization, and of any surgical opera- tions that shall have occurred after the original medical examination. If, in the judgment of the Commission, there shall have been any change in the medical fitness of any applicant, whether or not such change shall have been reported by the applicant, the Commission may require the applicant to submit a further medical examination before his or her name shall be certified for appointment. Any such further medical examina­ tion shall be performed at the expense of the School District cf the City of Wilkes-Barre by a regularly appointed medical examiner. -15- �I I II ARTICLE VI 1 WRITTEN AND ORAL EXAMINATIONS I SECTION 601. I bJ l! fl fl fl fl I 1 I I I I 1 I I Examinations for all Basic Non-Professional Po- sitions. (a) Examination fcr all basic or starting non-professional posi­ tions whether for janitors, clerks, stenographers, custodians, cleaning women, cr cafeteria worker s shall consist of the follow­ ing two parts; (1) A written examination which shall include a general aptitude test, an intelligence test, personality profile, and such other written tests as the Commission, may from time to time designate, and (2) An oral examination-.. (b) Only those candidates who shall achieve a passing grade on the written examination shall be eligible to take the oral examina­ tion. (c) Each part of the written examination and the oral examina­ tion shall be graded on the scale of one hundred (100) per cent and shall be weighted as follows: (1) For the written portions of the examination, total of seventy (70) points, (aptitude 50, mental maturity 10, and personality 10), and (2) For the oral examination, a total of thirty (30) points. The sum of the weighted score shall not exceed one hun­ dred (100) per cent. SECTION 602. Examinations for Higher Positions or Ratings. (a) Examinations for higher ratings or greater than starting posi­ tions shall consist of three parts; (1) A written examination which shall include a test of knowledge and performance in this particular position, an intelligence test, and other tests as designated; and -16- �(2) Oral examination; and 11 (3) Evaluation of service ratings and performance records of the applicant. 1! (b) The examination shall be graded on a scale of one hundred (100) per cent and shall be weighted as follows: J (1) For the written portions of the examination, a total of seventy (70) points, and I (2) For the oral examination, a total of twenty (20) points, and (3) For the evaluation of the service ratings or perfor­ mance records of the applicant, a total of ten (10) points. The weight assigned to the test of any position shall become great­ I er with the increase in the responsibility and rank of the position. I I I I I II -17- �I I B J : -1 I u l SECTION 603. Passing Grade. The passing grade shallbe seven­ ty(70) percent on every portion of the examination except that inthecase of the written examination for custodians, where the passing grade shall I I I I I I be sixty (60) per cent. I Months. All those who receive a passing grade on both the written and oral examinations and are veterans of the Armed Services with anHonorable Dischar ge shall be entitledto an additional 3 points credit. Proof of service must be made to establish veterans preference. SECTION 604. Notice of Applicant's Grade. When the grading of each examination is completed, the Secretary shall give each appli- cant written notice of his grade. SECTION 605. Ineligibility for Future Examinations for Six If an applicant fails to obtain a passing grade in any examina- tion, he or she shall not be eligible for a subsequent examination for any I I I I non-professional position in the School District of the C-ity of WilkesBarre for a period of six months. SECTION 606. Administering Examinations. The Commission may designate the Institute of Regional Affairs of Wilkes College, the State Civil Service Commission of the Commonwealth of Pennsylvania, any other recognized examining agency, or any qualified person to act sts examiner for the written examinations. I I I The Commission shall re­ serve the right to accept or reject, in whole or in part, the recommendations of the regularly appointed examining agency. -18- The oral exami- �i I J nationand the evaluation of the service or performance record of anyap- 0 licant shall be the responsibility of the Commission; provided, however, that the Commission may designate, from time to time, such persons I I '4 qualified to evaluate performance or service records, as are considered necessary to assist in such examinations and evaluations. SECTION 607. Conduct of Written Examinations I) T The Commis- sion shall prepare a statement of instructions and rules for the conduct I I I I I 1 I of written examinations. The regularly appointed examiner shall carry on each such examination in accordance with the instructions of the Com- mission, and be responsible for enforcing the rules of conduct for written examinations. SECTION 608. Penalty f'cr' Improper Conduct. Should any appli­ cant be found guilty of any act tending to defeat the proper conductor the result of any examination, his or her name shall be removed from any eligible list resulting from the examination and the applicant shall not be permitted to make any future application for any non-professional position in the School District of the City of Wilkes-Barre. ARTICLE VII I ELIGIBLE LISTS SECTION 701. Preparation of Eligible List. As soon as pos sible, after the completion of each examination, the Seer etary shall prepare an I I eligible list upon which shall appear the name of each applicant who re-19- �I I I I ceived a passing grade in the examination. The names on the eligible list shall be arranged, from the highest to the lowest, in the order of the final weighted score received by each such applicant. The eligible list shall be filed in the office of the School Secretary, and a copy posted on the bulletin board in the Administration Building of the School District. SECTION 702. Breaking the Scores. When two (2) or mor e quali- I I I I I I I fied applicants shall receive the same final weighted score, the order in which the names of such persons shall appear on the eligible list shall be determined by their scores on the part of the examination assigned the greatest weight. In the event that two (2) or more qualifying appli- cants also receive identical scores on the part of the examination assigned the greatest weight, the order of listing shall be determined by the order in which the applications were numbered for recording purposes. SECTION 703. Life of'Eligible Lists. In no case shall any eligi- ble list remain in effect for a period of more than one (1) year from the date of its preparation. Date of preparation refers here to the actual compilation of the list which is to take place no more than 60 days after I I I I I the receipt of the request fromthe School Board calling for the establish.- ment of same. SECTION 704. Furlough Lists. Whenever the Board of Educa- tion causes a reduction in the numbers of non-pr ofessional employees in any one of the general groupings such as custodians, administrative as- -20- �I sistants, etc. . then the Commission shall prepare and maintain a list of the names of all such furloughed employees, together with the position held by each such employee at the time of furlough. The names on the furlough list shall be arranged, from the greatest to the least, in the I order of the length of service of each furloughed non-professional employee in the School District. ARTICLE VIII 0 L 1 I I I I I I I 1 1 I I CERTIFICATIONS AND APPOINTMENTS SECTION 801. Filling Vacancies. When a vacancy is to be fil­ led in the School District of the City of Wilkes-Barre, the School Board shall submita written requestto the Commis sion for certification of eli- gibles. In making the request, the School Board shall state the title of the position to be filled and the compensation to be paid. SECTION 802. Furlough List to Fill Appointments. Upon receipt of a request from the School Board, the Commission shall first certify the names of those eligibles who were furloughed because of a reduction in force. In filling a vacancy from the furlough list, the Commission shall certify the top name only. If more than one (1) vacancy is to be filled, the Commission shall certify from the top of the list that number of names equal to the number of vacancies to be filled. SECTION 803. Certification from Eligible Lists. If no furlough list exists or if the total number of vacancies cannot be filled from the available names on the furlough lists , the Commission shall certify names -21- �fr om the eligible lists. The Board of Education shall notify the Com­ mission of any vacancy which is to be filled and shall request thecertifi- cationof alist of eligibles. The Commission shall certify for each exist­ ing vacancy from the eligible list the names of three (3) persons thereon, or a lesser number where three (3) are not available, who have received the highest average. SECTION 804. Lists. Removal of Names from Furlough and Eligible In addition to the other reasons stated as grounds for removal in these rules, the name of any person appearing on a furlough list or eligible list shall be removed by the Commission if such person: (a) Is appointed to anon-professional position in the School Dis­ trict of the City of Wilkes-Barre, or (b) Declines an appointment to a permanent non-professional position in the School District of the City of Wilkes-Barre, or (c) Fails to make written reply to the Commission within seven (7) calendar days from the date of mailing of a notice of certifi­ cation, or (d) Indicates availability for appointment and is appointed to fill a vacancy but fails to report for duty at the time prescribed by the Board of Education, unless, in the opinion of the Board 6f Ed-ucation, such person can show good and sufficient reasons for failing to report. Thejname of any person on any eligible list also shall be removed ’by the Commission if he or she is three (3) times certified for consideration for appointment and is not appointed. Nothing in this section, however, shall be construed as authorizing the removal of the name of any person or any furlough list or eligible list who refuses or accepts a position of a lower rank than that for which.'he 'or she has qualified. -22- �n n I I I I I I I I I I I I 1 I I I I I I SECTION 805. Appointment Procedures. Whenever the name of any person is certified to the Board of Education from either the furlough list or the eligible list, the person shall be immediately notified of his or her certification by either certified or registered mail. The notice shall include the title of the position and the compensation to be paid, and shall also state that the per son certified make a written reply within seven (7) days from the date of mailing such notice. SECTION 806. Probationary Pefriod. All original appointments to any non-professional position in the School District of the City of Wilkes-Barre shall be for a probationary period of six (6) months. The Secretary shall investigate the adjustment, performance, and general acceptability of each probationer under his supervision to determine whether such probationer is fully qualified for permanent appointment. The Secretary shall make a report on.the performance and conduct of each probationer at the end of the fourth month of the probationary period, and finally not less than ten (10) calendar days nor more than fifteen (15) calendar days before the next regular meeting of the Board of Educa­ tion immediately preceding the end of the probationary period. Each final probationary report shall include the recommendation of the Secretary either to retain or to reject the probationer. mitted in writing to the Board of Education. Each report shall be sub­ Within five (5) calendar days after the regular meeting of the Board of Education immediately preceding the end of the probationary period, the Board of Education shall -23- �notify the Commission, in writing, of its decision io retain or reject the probationer. The Commissioner, in turn, shall notify the probationer of the decision of the Board of Education on or before the date of the close of his or her probationary period. ARTICLE IX SUSPENSIONS, REMOVALS, AND REDUCTIONS IN RANK SECTION 901. Procedure. Whenever any non-professional em- ployee of the School District is suspended, removed, or reduced in rank, the specific charges warranting each such action shall be stated in writ­ ing by the appointing authority. The charges shall be stated clearly and insufficient detail to enable the person accused to understand the charges made against him or her and to answer to them. As soon as practicable, the statement of charges shall be filed in duplicate with the Commis sion, and within five (5) calendar days of such filing, the original copy of the statement of charges shall be delivered to the person accused either by personal service or by certified or registered mail. SECTION 902. Demand for Hearing. Any non-professional employee of the School District suspended, removed or re'duced inrankmay file with the Commission a written demand for a hearing. Such written demand and any statement of written answers to the charges made against the person accused shall be filed no later than seven (7) calendar days from the date upon which the statement of charges were personally served or mailed. Within the period fixed by law, the Commission shall grant a hearing to anypersonaccused who complies with the provisions of this -24- �section. Each such hearing shall be open to the public unless the person' accused, when making his or her written demand fora hearing, requests that such hearing be closed. SECTION 903. Notice of Hearing. Notice of the date, time and place for each hearing shall be given in the following manner: (a) By either personal service or by certified or registered mail to each person making charges and to the person accused, and (b) By mailing a notice to all other parties who have stated an interest in the hearing; provided, however, that any failure to give the notice required by this subsection shall not invalidate any action taken by the Commission. SECTION 904. Oaths. All testimony shall be taken under oath. The Chairman, or in his absence the Vice Chairman, shall administer all oaths. SECTION 905. Subpoenas. The Chairman, or in his absence the Vice Chairman, may compel the attendance of witnesses and the produc­ tion of records and papers pertaining to any hearing. However, upon the written request of the person accused or of any person making char­ ges, the Chairman, or in his absence the Vice Chairman, shall order the attendance of any witness or the production of any pertinent document; provided that such written request is filed with the Secretary within five (5) calendar days from the date appearing on the notice of the hearing. SECTION 906. Hearing Procedure. Each hearing shall be con- ducted in the following manner: -25- �I (a) The Chairman shall state the general purpose of the hearing, and (b) The Secretary, upon direction of the Chairman, shall read the charges against the person accused together with the record of action taken against such non-prcfessional employee, and next (c) The Secretary shall read any written reply of the person ac­ cused, and next iT (d) The Chairman shall afford each person making charges, or his or her counsel, an opportunity to make any further statement in support of the charges and to produce any witness, and next fT" I Lb (e) The Chairman shall afford the per son accused, or his or her counsel, an opportunity to question or cross examine any person making charges, and to question or cross examine any witness produced by such person, and next I ■J I (f) The Chairman shall afford each person making charges an opportunity to examine the person accused, and next I (g) The Chairman shall permit each person making charges, or his counsel, to make a summation, and next I (h) The Chairman shall afford the person accused, or his or her counsel, an opportunity to produce any witness and to sum up the defense. I r r i I I I r I I The Commission, at any time during the course of the hearing, may ques­ tion or cross-examine any person making charges, the person accused, or any witnas s. SECTION 907. Decision of the Commission. Within fifteen (15) calendar days after the hearing, the Commission shall issue its decision in the form of a written order approved by at least two (2) members of the Commission. The written order shall include all findings of fact. If, during the public hearing, opposing facts are presented, theCommission shall include in its written order its decision as to the correct facts. -26- �The findings and decision of the Commission shall be certified to any person making charges, to the accused non-professional employee, and to the Board of Education. ARTICLE X SECTION 1001. Inspection in Gener al. Except as otherwise pro­ vided in this Article, all of the records of the Commission shall be open to the public and available for inspection during normal business hours. A member of the Commission or any person who may, from time to time, be designated by the Commission, shall be present at all times during any inspection of any record of the Commission. SECTION 1002. Character and Reputation Reports. All reports of investigationsand inquiries into the character and reputation of appli­ cants shall be kept in the strictest confidence, and shall not be open to inspection. SECTION 1003. Inspection of Examination Materials. All exami­ nation material shall be confidential and shall not be opento general pub­ lic inspection. Any examined applicant may inspect his or her exami­ nation papers, provided that: (a) He or she makes a written request to the Commission within seven (7) calendar days from the date of mailing of the written notice of his or her grade, and (b) He or she received the written consent of the Commission to inspect his or her examination papers, and -27- �(c) He or she makes his or her inspection within five (5) calen­ dar days from the date of the mailing of the consent of the Com­ mission. The Commission shall not consent to the request of any examined appli­ cant to inspect any written examination paper which may be used in any subsequest written examination that may be scheduled within ninety (90) calendar days following the date of receipt of the written request. If the Commission consents to an inspection of any of the written examination papers by any examined applicant, it shall state in its letter of consent the specific examination papers that may be inspected. Before any mem­ bers of the Commission, or any person designated by the Commission, permits any inspection of examination papers, he shall require the exam­ ined applicant to produce the letter indicating the consent of the Comrnis- sion and he shall limit the inspection by the examined applicant to only those examination papers indicated on the letter of consent. No exam- ined applicant shall be permitted to inspect any examination paper s other than his or her own, nor shall he or she be permitted to make any writ­ ten notes while he or she is inspecting any examination paper. ARTICLE XI AMENDMENTS I SECTION 1101. Arnendments. The Commission, with the ap- proval of the Board of Education, may, from time to time, amend any part of these rules and regulations. The foregoing rules and regulations, which are in accordance with the powers granted by the School Code, en- -28- I �acted by the General Assembly of the Commonwealth of Pennsylvania and in accordance with the authority granted by the School District of Wilkes-Barre City , September 13, 1966. (Signed) David W. Kistler, M. D. President (Signed) Thomas F. O'Donnell, Vice President (Signed) Leonard A. Miller, Secretary- I I I I 83253 _ �loooiboias HILKES COLLEGE LIBRARY II 31 3I 3 I I U I La1 i J I I I I �- I !l 1 I lJ □H J j ] I u I i ' � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Civil Service: Rules and Regulations, Wilkes-Barre City School District, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8a1039d802e6c9648a65cebf4b4a9086.pdf 1c328d356e7c5faf1093d9de40e5e81b PDF Text Text uti I THE THE FOUNDATION, INC. LECTURESHIP PROGRAM i S i PROBLEMS OF CHANGE ■J: IN URBAN CENTERS fl .W, ; Hi I! □ O I S751 J ■I li ■ u= I INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA J ��I 1 J PROBLEMS OF CHANGE 1 i IN URBAN CENTERS I ■1 SPERRY & HUTCHINSON FOUNDATION 3 LECTURESHIP PROGRAM I1 I 1967 Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania I �MB* •PCh ’VEb 1 HTI53 S75I ]! THE S&H FOUNDATION LECTURESHIP PROGRAM The S&H Foundation Lectureship Program was established in I960 as part of the Sperry and Hutchinson Company1 s Program of Aid to Education. These lectures, in the field of public affairs and the social sciences, have a dual purpose: first, to enrich establishedundergraduateand graduate curricula by bringing public and scholarly experts into direct contact with faculties and students; second, to extend and strengthen the influence of the sponsoring school, through its constit­ uency and the nearby community, by the presentation of at least one pub­ lic lecture by each distinguished visitor. s In 1966-67, grants for visiting lectureships were made to thirtynine institutions. Six private universities and twelve state universities, thirteen private colleges and two state colleges, one state junior college, one municipal college, one service academy, one professional institu­ tion, and two programs with several institutions participating were bene­ ficiaries of the Lectureship Program. The lectures published in this volume were made possible by the Sperry and Hutchinson Company as part of its aid to the educational pro­ gram at Wilkes College. B 0 D aj I; i Lb 79100 IO ii �- e IS E '8 i I I a F LJ E 0 s E INTRODUCTION Change may take away from the city of the future the need to concentrate populations for production and consumption. But there may be values associated with city life important enough to mankind to make imperative the continued existence of the city. It is not the size of the city that makes the difference, but the level and intensity of cultural life within a geographical region. Moreover, as the role of government in providing goods and ser­ vices expanded, the capacity of the family to care for its own needs was scaled down. Our society has moved away from remedial measures to preventative measures and to emphasis upon optimal rather than upon minimal standards of social services. The implications of this new ori­ entation and redefinition of need in health, education, recreation, and welfare are far reaching especially since they become both social and political issues. What then, is the role of urban centers in the develop­ ment and implementation of new social standards? The organization of government in the metropolitan regions is a major problem of democracy. While everyone recognizes that with size we cannot have direct democracy but must move to representative insti­ tutions, people do so with nostalgic regret. We still measure big demo­ cracies with the yardstick of the town meeting and test their democratic validity by Jefferson. How can we develop a clear philosophy for large scale democracy instead of ending in frustration? The tests for ideal self-government in a large population wide-spread geographically, but knit together in a new structures web of economic, social, and communicational existence - must be radically differ ent from the tests for small scale democracy. The growth and decline of a city have an economical rationale. We must understand better the factors to which a city and region respond, the part played in the location of economic activity by resources, mar­ kets, and social overheads. The city is usually both economically deter­ mined and an economic determinant. The city is usually born in response to economic stimuli - a rich hinterland, concentration of natural re­ sources, the logical terminus of a transport network. But after reaching a certain size, the city grows of itself, becomes self-generating. It becomes a growth center, a magnet attracting to itself further growth. As one economic base for the existence of the city fades, can others take its place? iii ���CHANGING VALUES IN TODAY'S METROPOLIS by Dr. John Middleton, Chairman All University Department of Anthropology Graduate School of Arts and Sciences New York University I I I. A fundamental viewpoint of anthropology is that social groups and institutions are comparable, indeed that they maybest--perhaps only-be understood by comparative analysis. Obviously, all cities, like all men, are unique, in a certain historical sense; but, equally obviously, all are cases or types of a single phenomenon. Indeed, if we could not perceive patterns and structures behind the diversity, there would be no history, anthropology or any other social science. I take it, therefore, as basic that any city of this country is comparable to any other city, in any country and at any period of history. Clearly, the degree of com­ parability will vary: there arealways certain unique events and charactistics which determine the peculiarities of any city. But one of theweaknesses of so much of the usual study of urban problems has been pre­ cisely that we tend to see our cities in isolation, as though they had unique problems of their own. But, in fact, these problems are common to all cities. Letme give an example. I have done field researchin an African city, Lagos, Nigeria. It is a city of over a million people, in all, and comparable in size with many American cities. It is the capital of Ni­ geria which has over fifty million people. Its ethnic, racial composition is very heterogeneous, with several dozen tribal groups being represented in its population. There is remarkable variation inoccupation, income, education, marital stability, length of stay in the city, and so on. People live infamilies, of many different types according to tribal origins of the members, and above them there is a King, (whose traditional powers are today much diminished), an elected city government, factories, large and small business firms, churches, sects, markets, schools, bars, �J i .1? 1 I * ! i fl J 0 fl fl 0 marked form of organization is the association, a grouping of people of the same tribe, but of different class and residential area, occupation and education standards. They have social, religious, economic, and occupational functions, as did similar associations that were found in the earlydays of European and American cities. The as sociations ar e linked with the country areas, with much movement to and fro, and they pro­ vide the means by which new values and ideas from the city spread to the countryside, and also means by which values spread from the country­ side to the towns. The problems of Lagos are those of our own cities; poverty, crime, corruption, good or bad government, and so on. The main kinds of organization are similar to our own--family, neighborhood, factory, church, association, and the like. But they each have different degrees of importance in the everyday lives of the population, and by compari­ son of these with our own we can, I think, find some valuable leads to an understanding of our own cities. For me, then, Lagos and a Western city are very similar. Their cultures are different in the sense that American culture is different from Nigerian culture. . But we know that despite the cultural differences, the basic principles of social organization are similar. The question naturally follows; Is urban culture something different from non-urban culture, or is it a form of, or in some way an extension of, rural or traditional pre-urban cultures? I should say that urban culture has everywhere certain unique features, but these are the same differences as are found in the wider national cultures. That is to say, Lagos cul­ ture is a sub-culture of Nigerian culture, and New York culture is a sub­ culture of American culture. But beneath this level, all cities have simi­ lar basic principles of organization, whichare peculiar to urban systems. Cities are also comparable in their histories. We> can recog­ nize historical and universal phases of urban growth and development, from the first cities of prehistory to New York. We can see that certain factors make for stages in city growth. Some of these are external to the city--a changing environment, the appearance of trade routes and centers, and the like. Others are internal--the heterogeneity of popu­ lation in terms of its ethnic origins, or the development of banking and credit institutions and social groups to deal with such matters. We can observe the concomitants of the developmental phases; the growth of class or prestige structures of various kinds, the increasing dependence on central governmental agencies rather than on the family for welfare purposes, the growth of extra-familial but non-governmental -associations, and the like. With these go the social "problems" that loom so large in any modern city, but also in cities such as Lagos and those of the Middle Ages--delinquency, prostitution, drunkenness, crime, and psychological - 2 - fl �illnesses. There are some obvious dangers of interpretationhere. The evolutions of cities is never a single uniform process. But none the less, if we can observe a pattern in the historical growth of cities, and I think thatwe can, then the task of understanding the present and its problems, and perhaps those of the future also, becomes much easier. My point here is that we talk a great deal about the problems of "culture change" and "social revolution" in the city. But it seems clear that "social revolution" refers mainly to the moving from one stage of development to another. It is not a unique historical event that affects only New York and its surrounding urban centers, but something that affects all cities during their growth. These days the rate of growth is very fast, and the disruption of former ways of life is also very rapid, especially among those inhabitants who have recently moved into the city- whether New York or Lagos--from the surrounding hinterland and who have not yet adapted themselves to the many elements of the urban culture that is so new for them. However, the social problems that are such a feature of cities today are not due merely to disruption of traditional ways of life. Some are so, but there is far more to it than that. They are due also to the very nature of urbanism. I shall not try to define a "city" here. It is clearly more than a lot of buildings, streets, people and car s--although it is those things alone to many people such as traffic planners, sanitary engineers, and all too often to architects and city planners who should know better. We know that when we speak of a city we refer basically to an area of population of very high density, with permanent dwellings. Usually a criterion is that it is a center for trade or industry, or both. But many cities, such as those of West Africa, have a large proportion of their population mak­ ing their living from agriculture, so that occupation is not of much value as a criterion. I think also that we must extend the meaning of the word to cover an entire region. This, of course, has been widely recognized, and sociologists and other s speak of a metropolitan region. The earliest cities of which we know anything, and most of the mercantile pre-indus­ trial cities of the non-We stern world, were not and are not solidly built up areas of streets and houses. They extend into the surrounding country­ side. In the sense that we find in many African cities--there often over half of the population are farmers, who commute out to their farms be­ yond the suburbs, where they grow produce for sale in the city's mar­ kets. The limits of the "city" are rarely, perhaps never, the limits of its system of government, of taxation, or sanitation, or whatever may be the formal criterion for definition. Social ties, those of kinship, marriage, friendship, personal trade, and soforth, cross these bound­ aries, and many of our modern difficulties in city government arise from this discrepancy between formal and social boundaries. - 3 - �I, £ .L z I E (p J 2 0 Id 0 L c u 0 II I come now to the concept of "social values. " I think I may best approach this question by mentioning some of the problems of actual researchinto urbanism. It is clear that there are some areas of which we have a considerable knowledge, and there are others aboutwhich we are still very ignorant in any detail, although, since we live in cities we all have some experience of them. But experience of everyday life is notr alas, neces-sarily understanding of it. In some areas we have a great deal of knowledge. They are mainly those of directly ascertainable fact, such as matters of demography. We know such things as the age and sex composition of a city such as New York; we know details of the ethnic origins of its populations, of how long individuals and individual families have lived here andwhere they lived before; we knowhow much they earn and how much they spend, and so on. Butnote that our knowledge of these matters is almost all based on the assumption that the unit of study, of counting, is either the in­ dividual or the conjugal family or domestic unit. This is not to say, of course, that this is in any way methodologically or philosophically wrong. But I do think that it is in many ways inadequate as a means to under­ standing of urban culture. Aculture--by which I mean basically merely a way of life, in all its aspects--is not something individual. It is collective, belonging to a society or a community; which, indeed, it defines. A society, and a city is one form of society, is composed of a network of relations between persons. After all, one cannot actually see a society or a city, apart from its streetsand buildings. In many ways we may say that a society, the urban society also, is a construct of ideas and values held by the people who consider themselves and are considered by others to be its members. Here I come to the areas, not of knowledge, but of relative ignorance. We know a good dealabout the psychology of the city dweller, but again, almost always as an individual; we know very little indeed about the cultural values that mark off one culture or sub-culture from another, and which give its members a sense of identity and of unity visa-vis the outside world of which they are a part. We know a little of what members of one culture think of members of another culture. We know, of course, that they may like, or more usually dislike, them, and since we are all members of one culture or another we know what it is like to do this. What weknow solittle about are all the implicit, under­ lying ideas, symbols, values, ideals, notions of right and wrong, of good and evil, of honor and shame, and so on. We take them for granted be­ cause we ar e all socialized human beings who have to take them for granted if we are to live in any sense of security. We are here, essentially, dealing with what anthropologists study­ ing small-scale non-Western societies usually call religion. We us- - 4 - �z a L a i E a g a ra y a u > ually say that values are of two kinds, moral values and cosmological values; but I think there can be no real distinction made between them. They are basic to an understanding of any culture. The French anthro­ pologist, Marcel Mauss, wrote that the primary aim of anthropologyi:s to understand the systems that men construct in order to conceptualize their own experience, both that of their own social lives and that of the relation of society to nature. The basic unit of the religious system is the symbol. So that when we are studying values we are really studying symbolic systems in which men conceive of themselves in society and in the wider world. This may sound a long way from problems of munici­ pal government, but I think it is in fact very relevant to it. Men's values, aims, beliefs and so on may be both conscious. and unconscious. We know a certain amount about our conscious aims-, ambitionsand fears, although it is a gccd deal less than we like to think it is. But we knew very little about the unconscious values held by mem­ bers of various cultures in any part of Western society. I include under the rubric "unconscious values" such things as notions of space between people, between rooms in houses, and between houses and streets, and between different kinds of buildings; er they may include notions of pol­ lution and food habits; there are many other areas of ignorance which are obvious to us all. These are all elements in symbolic systems, and, be­ ing symbols--and, of course, social symbols held by aberrant individuals--they by definition symbolize something. Arguing from comparative studies of symbolic systems; we may say that they usually represent forms of social relations: those of power and authority, between young and old, between men and women, between members of different classes, and the like. Let me briefly say a little about the two examples I mentioned: space in housing and food. Many architects assume, like Le Corbusier, that a house is a machine to live in. It seems to me that nothing could be further from the truth. A house is a symbolic structure in which are expressed the complex patterns of authority between men and women, parentsand children; the relations between members of a family and the different networks of kin of the individual member s; and between the fam­ ily, its neighbors and the wider world of the class and prestige systems. The same applies to larger arrangements of residential areas and clus­ ters of houses and streets. If we analyze the social significance of food, we can see that choice of foodsis rarely made on rational grounds of health. Far more weight is given to foods as symbols of class status and ambition, of different roles of men, women and children, and the like. All societies recog­ nize certain foods as dangerous, highly prized or polluting; these foods mark changes in status thatany person goes through in the course of his - 5 - �J ,LJ 1! E 1 n s J J u IF J I y I? J .'I life. What I am getting at here is that these various symbols represent patterns of social relations and of change in those relations. These re­ lations vary from one community to another, even in the same city, rural community, or other group Ina tribal society, of the kind that anthropologists have tradition­ ally studied, all people conceive of their society in the same way, with perhaps slight differences between men and women and between young and old. But the population of a city, whether in this country or in Africa or Asia, is almost invariably extremely heterogenous in origin, with great variation in length of stay in the city, in occupation, wages, political power, and so on. One of the defining features of an urban society is that its basic form of organization is--it would seem has to be--a fluid one. It allows movement, both into and out of the city, from one part of it to another, from one occupation to another, and also up and down units in a ranked hierarchy of positions. This latter system is, of course, a central one in Western cities based on an industrial economy, and is the class system. There is no need for me to discuss this concept here, but concept it is--it is not a clearly definable structure, but is rather a con­ struct in men's minds by which they conceive of the world in which they live. It is fashionable in many circles to assume that there is some­ thing bad,or something undemocratic or old-fashioned, in a class system. But to say this is to misunderstand its nature. A class system is one of many kinds of social classification, of systems of values and concepts. It is subjectively defined rather than being an objective phenomenon. Peo­ ple regard class differences in different ways. In England, for example, which I know better than the United States, men tend to see the class system as consisting of two different and opposed groups--the "upper" and "lower" classes--whereas women see it as consisting of several levels. Men see it in terms of conflict, women as a system through which one should rise in class status. And again, people who call them­ selves either upper or lower class tend to see the system as unchangeable and filled with conflict, whereas thosewhosay they ar e middle-class tend to assume movement as an integral part of it. In the United States the notions of class held in, say, Boston, the Midwest, the Deep South, or Southern California, are all very different from one another, as are those held by people of different racial affiliations. A very similar classification concept is that of race or ethnic group. There are, clearly, racial and ethnic affiliations, but their de­ finitions vary from one society to another (or even within a single soci­ ety) and there is certainly nothing very objectively correct or universal about them. Again, they are rather means by which people conceive their experience, and in terms of which they case their aspirations, am­ bitions and fears. - 6 - �I B D LJ R Fi F' I J :i I I u 0 n [‘L a IP g u III. I wish here to say something about social change. As I have said, it is continuous, and the conflicts and contradictions I have men­ tioned are a necessary part of it social change involves change in sys­ tems of values, and so individuals are caught up in continuous conflict in their values. Some social groups change as cities develop, others remain, ethers come into being as new kinds of groups. We know something about the general outlines of ccmnarative ur ban development: the increase in ethnic heterogeneity; the increase in the importance of achieved status in place of ascribed status; the necess­ ity of new forms of educations for new roles and skills, especially in an industrial society, which cannot be taught in the family and other small groups as was much pre-industrial education, the increase in social mobility, in both territorial and class and prestige terms, Yet, with these, many of the traditional needs have still to be met: the arrangement of marriages, socialization of children, care of the old, ways of conceiving human experience in ritual and myth, and the like. The tasks are always there, and social gr oups are formed in order to do them. They are not always done by the same groups, indifferent societies: the work of anthropologists on "primitive" societies has shown us that. In the West we have very few groups that have any permanence: we have the nation-state, and larger corporate groups such as businesses and coll­ eges. We do not have many others At the lower end of the scale we have the conjugal family, a very short-lived unit of a man, his wife and children, which ceases to exist as soon as husband or wife dies or leaves. In most societies of the world this small family is only a part of a wider family, the joint family of several generations, which is seen by its liv­ ing members as only part of an everlasting descent group founded by an ancestor. Such a group is concerned with ownership of land and live­ stock; it is a political unit, and a religious one; it is concerned with ed­ ucation of children, with arranging marriages, with care of the old and sick. Itis a close-knit, face-to-face group, giving its members a great sense of identity and security. Tradition is all-important, and heresy isnot tolerated. Knowledge of the outside world, m either space or time, is limited. Social morality is defined largely in terms of basic organization. For example, we find that if inheritance of rightsand property is through men alone, then legitimacy of children becomes important. Marriages tend to be arranged; divorce., adultery and extra-marital relations are frowned upon. If inheritance of rights and property is through women only, as it is in many parts of the world, then legitimacy in cur sense doesnot matter--a child is legal merely by having a mother. As a con­ sequence, we find that marriages areusually personal matters, divorce 7 �T3 ,L L I I E I E £ 0 is unimportant and easy, illegitimacy, adultery and extra-marital sex­ ual relations are not worried about. The missionaries in various parts of the world who found societies of the first type considered them as sex­ ually moral people; those who found the second regarded them as sexu­ ally depraved and immoral people. Yet presumably the individuals are the same kind of people in each case; I have worked among both types and could never see any real differences. I could mention many more examples of the relationship between moral values and social organiza­ tion--but the principle may be accepted as valid. In our own society, and in rapidly industrializing societies of the non-Western world, the family loses importance as an economic, poli­ tical or religious group. With earned rather than inherited wealth being important, the family becomes more like the second kind I have just men­ tioned. People must be mobile and must have ambitions as individuals. Specialists in education, politics and other fields take over from the family: they have to, since the skills needed to run our kind of society are so great that a family cannot provide them all. The basic principle of organization is no longer that of descent but is the fluid and competi­ tive class system. Inheritance becomes of little importance, and so does marriage and legitimacy. There is no longer a need for elaborate initiation into adulthood. The consequence, of course, is what we tend to think of a "breakdown" infamily str ength and in sexualand other mor­ ality. Individual people find that they cannot live their lives primarily as members of large family groups--unless they happen to be wealthy so that inheritance becomes important. We regard these developments as right and good, naturally: we recognize the freedom given to individ­ uals to decide their own choices. And we recognize also--or should do-the cost in psychological disturbance to those who cannot live without the sense of security given by stable social groupings. Our society is only one type out of many, and like all of them has its advantages and disadvantages. A city does not consist merely of large numbers of individuals: it is composed of many networks of relations, any one person holding many positions with regard to other people, and holding positions in many networks. I use this word here to refer to what might be called communities, except that a community has the implication of being amore clearly definable cluster of people than does network; I mean here to re­ fer to networks of people who are in one way or another in communica­ tion with each other. Some networks may have formal or informal struc­ tures and be clearly defined; others may not. These networks are in many respects the basic groupings of our society. The relevance of this to what I am saying today is that people accept various sets ofvalues, ideas, concepts, ideals, ambitions, hopes and so on; each set belongs to a particular network, and indeed is often its main defining criterion. Some of these networks and the values that q 0 - 8 - �i? Li' Li s 0 E Q j a 1 □ 9 i !■ f I K Uj go with them are clearly defined and fairly easily describable: those composed of members of a family or a neighborhood, or of a ward po­ liticalpartybranch, ofa particular church or sect, or ofa juvenile gang. Others may be less clearly defined and there may be little agreement aboutwhat are their aims, ambitions and values: examples arethe net­ works that comprise teenagers, or school drop-outs, or middle-aged women without much education, or people who read the same newspaper, or even people who hold various views about the world without ever be­ ing very clearly sure of the identity of others who may share those views. Much depends on the degree of recognition given to the network by the press and other outside agencies, much depends on numbers of mem­ bers, and on obvious factors such as degree of neighborhood affiliation or ethnicity. A person may, as I say, belong to many of these networks (he must, unless he is either insane or in prison), and he changes his act­ ual role from one to another according to a particular situation in which he finds himself. To some extent the sets of values which any one per­ son accepts mustbe fairly congruent, not too much at variance; but, as we all know, it is remarkable to what degree a person can maintain sets of values whichare often in logical or even actual conflict or contradic­ tion to each other. Many of these contradictions are, of course, situational--one should not kill, but may do so in time of war, and so on. Presumably, and I am not a psychologist, if the contradictions become too obvious then the per son concerned is overwhelmedby sense of strain, tension and frustration, and becomes neurotic or even insane. But we all have to suffer contradictions of this kind to some extent, unless we happen to be members of a very exclusive and all-prevasive network, such as a monastery. I am, of course, saying that a person behaves according to the values he may hold in any given situation; if they are too greatly at vari­ ance with a majority set of values held by the society at large, he may, if he acts upon them, be regardedas committing a crime or a sin. We might argue that often a criminal ora sinner, in this particular sense (and there maybe other kinds of criminal and sinner, Iwell realize), is aware of the fact thathe is acting against the majority values of a society but this is irrelevant to my argument here. But is is clear that oftena man may be unaware that he is behaving criminally or immorally; this is true especially when he is behaving correctly according to the set of values which he himself, his family and other networks, to which he feels himself particularly "bound, happen to accept. The sexual behavior of many lower-clas s immigrants and marginal groups is an obvious example. We may suggest that the greater the degree of disparity of sets of values, of cultures and sub-cultures, in a city, the greater is the I - 9 - �I a n n ! n 8 r 1 a Q LI likelihood of criminality or deviation from accepted moral norms of be­ havior. Now put like that it is often factually incorrect--there may be less criminality and delinquency in tight-knit communities with marked sub-cultures, such as the inhabitants of a Chinatown or a Jewish ghetto. We must add to it. The disparity becomes more significant the greater the degree of economic, social, or political interdependence between the members of these various networks. And this is particularly so if there is one, or are a few, generally accepted networks which have greater power than others, and whose values are therefore accepted as being jurally or morally the most acceptable and right, and those markedly different from them accepted as being worthless or wrong, by almost all members of the total society. The most obvious case of this situa­ tion, of course, is when the "networks" correspond to classes or sub­ classes, which are by definition closely linked into a single class sys­ tem and all share the same main set of values as to the nature of that system. Another point is that there are, in any system of sets of values such as I have mentioned, some areas where the values are ambivalent or uncertain, where the people who hold them would like to attain others or have considerable uncertainty as to the validity of their own values. I refer, as an example, to what is often said about -people who regard themselves as being "middle-class", who are ambitious to attain HigHp.-rclass status but find themselves in an ambiguous and uncertain role in a great many situations. We know that such people tend to have higher rates of suicide, and neurosis, in very general terms. They may not express the contradicitons in their roles so much in criminality (which they see as a primarily "lower class" activity), but they still provide difficult social problems for a city. When we say that people find their values are uncertain cr ambi­ valent, we are saying that they find it difficult to conceptualize their expreience. If we look at the work of the French anthropologist Claude L^vi-Strauss, we find that "primitive" societiesuse what theyfind about them in nature--the"bric-a-brac", the raw material of "bricolage"---in order to give meaning to the forms and organization of their society, their social experience. The simplest form of this is the religionknown as totemism, by which society and nature are brought together into a sin­ gle system. The control of any part of this system, by sacrifice or rit­ ual drama, is thought to give control of all its other parts. It also gives understanding of the whole. Levi-StraUss suggests that this is auniversal necessity, that all men have a need for classificatory order. This is as true of a city-dweller as of anyone else. But it would seem that the urban environment, by continually changing, in some way or other prevents a sense of order from being satisfied. We call this by many - 10 - �■' I. V. I tl. 0 Ll B L a L a 3 a ■Jj terms--rootlessness, shiftlessness, psychological isolation, and so on. There is not the spacehere to continue this argument, butitwould repay investigati on. J a 0 IJ g If the situations I have mentioned were in some way or other irrevocable, if by being inherent in any urban context they were unchange­ able, then of course we could do little or nothing about them. Certainly Iconsider that they ar e intrinsic to urban life. All known human societies have inherent conflicts and points of tension in them, which are dealt with in various ways--by jural acts, by the performance of ritual, by wars, and so on. It would take us too far afield to document this state­ ment here, but no society of which we know anythingis a stable one, with­ out internal stres s and conflict--the young grow older, the old die, men have ambitions and hatreds. There arealways change and conflict. But most small-scale pre-industrial societies have worked out adequate and satisfying means of resolving such conflicts. We have not yet got very far along this road in our cities and in the wider communities centered upon them. The very rate of development and growth has meant that there has not been time for generally acceptable solutions to have been worked out and tried; also the urban structure is a complex one, and solutions are all the more difficult for this reason. Much conflict and uncertainty arise in situations in which the .sets of values that compose sub-cultures are themselves indeterminate and ambiguous. Indeterminacy and ambiguity seem likely to be important especially in situations of rapid change and social mobility. Sothatrapid economic change and progress, for example, arelikely to lead to greater conflict in roles and to its expression in crime, delinquency, andneuortic behavior. We may assume that this kind of uncertainty will become more widespread. Besides uncertainty in the general structure of social re­ lations, there are uncertainties as to the basic roles of members of ur­ ban societies: the roles of old and young, men andwomen. As we know from anthropological research outside our own culture, even these basic roles are variable and defined differently from one culture to another, in the sense that they are differently related to occupation and specialization. As occupations become more and more specialized, people in marginal occupational roles not clearly linked to age and sex (and these roles be­ come ever more frequent) find themselves in an increasingly indeter­ minate position. They have no certain social personality, no firmly accepted values as symbols for their social experience and their social - 11 �B B E a E ni ID L B D 0 E l"l 1^ ini M fl 0 aspirations. An urban, "faceless", man becomes an individual, not a person. He has no social experience of any stability, and, as we all know sowell, must acquire one, or at least the signs of one, by whatever means he can, however, frustrating and destructive to his own sense of order and security this may be. The facelss men wear masks. I wrote above that we have not yet tried many solutions to these problems. But some have been tried in recent urban history, although not all have been deliberate or very conscious. Some are based on the premise that one canhardly quarrel with people whohold different sets of values if one does notcome into contact with them; hence the move from the center of cities to the suburbs. This is not, of course, the only re­ ason, nor even the main reason, why people move to suburbs, although it is certainly often an important and conscious one--to escape the threat of criminals, to escape what people see as education shared by children of different value-networks, and so on. But it is one obvious way of mov­ ing from one network to another. Similar is the historical attempt to put people of different values in different parts of the city, as today with immigrants from the south (whether white, Negro or American Indian) who come to a city such as Chicago. They may be forced into ghettoes, but they may also acquire security from their very segregation. Others have been in the political sphere--the alignment of party branches and party leaders with particular ethnic groups, so as to canalize discrepant values and ambitions through safer channels into a single overall politi­ calsystem. The same maybe said of religious sectarianism. I am here not referring to conscious, purposive action, but to the social functionof certain activities which may have quite different overt motives. One thing that we can do, although as yet we know very little about it except what our personal experience and hunches tell us, is to discover where are the points of possible and probable contradiction and what are the forms in which they are likely to be expressed. Here the whole field of social symbolism that I have mentioned becomes relevant, and it is here that we need more research, of a kind that is peculiarly suitable for anthropology. We also need research into some of the basic concepts I have mentioned. An example is the measurement of economic, social or poli­ tical interdependence between networks of people that I have suggested as a relevant factor in understanding the organization of a city. There is, of course, much work already done on this kind of problem, mainly by sociologists and psychologists. But too often the work has been ethno­ centric, referring only to particular American cities, and being of little value in understanding the universal processes or urban growth. I re­ turn here again to the question of what is the unit. It is not an individual, nor even an individual family, but the network, as I have called it. We 12 - ���r fl 0 0 In the case of economic activities, retail servicesand commer­ cial activities tend to follow their customers to the suburbs. Manufac­ turing moves outward, takingitstax base and its jobs with it as it sear ches for more space--space appropriate for a technology which demands a horizontal rather than a vertical production process. Remaining in the central city are personal and retail services for the new and remaining population, as well as highly specialized services (medical, legal, re­ creational, etc.) for the entire metropolitan area. In addition, the cen­ tral city has become the home for the central offices of America's major businesses. The net result of this shifting of economic activities is an absolute or, ^.t least, a relative decline in the economic position of the central city. D D E B Simultaneous with the shift in the location of economic activity, but often for quite different reasons, is a shifting in residences. The common picture of a central city of the very poor and the very rich, with a suburbia made up of middle- and higher middle-income people, isoversimplified but for the largest metropolitan areas, and particularly for those in the Northeast, it is basically true. Added to redistribution for income is an ethnic separation with central cities becoming increasingly populated by Negroes, while there is a relative decline in the subur­ ban Negro population. Social and Economic Interdependence and Governmental Autonomy I 0 a L J 3 S 0 n u This redistribution of economic activities and people has not eli­ minated nor even decreased the economic and social interdependence of metropolitan areas. People and goods flow back and forth throughout the area, and this economic and social interaction is the lifeblood of everyregion. Thus, all residents of a metropolitan area have a common interest in the social and economic health and vitality of the entire area. It is this common interest which has prompted many students of metropolitanism, as well as civic leaders, to suggest that overlying this area of economic and social interdependence should be a common govern­ ment-^ metropolitan government. Despite the believed rationality of this proposition, only two metropolitan-wide governments have been established in the United states. First, was the federated government for metropolitan Miami, with Dade County being used as the structural framework for the area-wide jurisdiction. Nashville and Davidson County followed the Miami example with an even stronger metropolitan govern­ ment created by a nearly complete consolidation of city and county. - 15 - �- lL Many efforts have been made to provide some kind of common governmental jurisdiction for other metropolitan areas, but all have failed. The failure normally has come at the referendum stage. Many explanations have been offered for this refusal of the voter to endorse metropolitan government, but perhaps Norton Long summarize s the rea­ sons as well as anyone when he says,. .". . .milch history, especially, where people have become accustomed to living under different govern­ ments with different values and resources, underscores the painful fact that common problems may do little more than produce common quar­ rels. "3 n The rejection of metropolitan government should not be taken as evidence that local governmental systems have notresponded in anyway to the realities of metr opolitanism, Many adaptations of the systemhave taken place. These adaptations range from informal agreements among governmental officials of adjoining jurisdictions to undertake coopera­ tive action, to the much more fundamental change of establishing a metro­ politan or nearly metropolitan-wide special districts for the performance of single functions. The function may be water supply, or sewerage dis­ posal, or transportation, or parks, to mention only a few. Ranging be­ tween these two types of adaptations are many others, including formal contracts among jurisdictions to provide jointly a common service, the contracting of one jurisdiction with another for the supply of -a service, the establishment of small special districts for the performance of par­ ticularfunctions in particular areas; as well as occasional annexations, a practice more common in the South than in the rest of the country. F LU nLi a a These adaptations do not necessarily move metropolitan areas in the direction of fewer governments or less governmental fragmenta­ tion. Many of them increase the amount of both functional and juris­ dictional fragmentation. In 1957 there were 17,984 governments in America's 212 metropolitan areas, in 1962 there were 18,442, an in­ crease of three percent. Even these figures, great as they are, omit many units of governments which the Census Bureau does not count be­ cause they are organized as dependent units, i. e. units governed by other governments. i i I Maintaining Basic Services J I The adaptations of this vast and complex system of local govern­ ment to the reality of social and economic interdependence has made it possible for the governments in metropolitan areas to continue to keep house. Water continues to flow, sewerage, although itmay lead to pollu­ tion, is disposed of, highways are built; and de spite traffic jams, cars and trucks do eventually get to their destinations. Policemen patrol, fires are - 16 - J �extinguished, public health is protected, welfare checks are mailed, and children, after a fashion are educated. Id U Ll n in Is this ability of the present governmental system to maintain servicesail that isneeded? Apparently the voters, inmost of America's metropolitan areas, believe it is. There are a few scholars who find a positive virtue in the present system. In their judgment it optimizes the range of choice open to people seeking particular combinations of public services and taxes. Is this housekeeping function a sufficient role for local govern­ ment? There is no right answer to this question. It is clear that if this is all local governments are able to do, certain consequences inevitably will follow. Some kinds of problems will simply not be solved and others will be pushed to other parts of the total governmental system for solu­ tion, primarily to the federal government, It doesappear that the hardware problems of metropolitan areas are, in part, being met. The difficulty lies much more in the social field. The concentration of the disadvantaged in the central citiesis one source of these problems. It has become abundantly clear that education and social services are increasingly difficult to provide with either adequate scale or adequate quality. The central cities simply do not have suffi­ cient tax resources to provide these services at a level needed to bring the disadvantaged into the mainstream of American society. To the ex­ tent that the present central city tax base must be depended upon to pro­ vide these services, adequate services will simply not be provided. 0 r L> E I r- ... ffi r L cj,1 I I i In addition to the difficulty of matching fiscal resources to ser­ vice needs, is the question of controlling and directing metropolitan growth and change. Under the present system there is no over-all plan­ ning for metropolitan areas. ’ There are,' indeed, metropolitan-wide planning agencies but they are only advisory. Without metropolitan­ wide planning controls the present dispersal of city population will con­ tinue. It is possible that this is as it should be, but the present system provides no choice. One result is the tremendous expense in providing government services, particularly capital plant. Sewerage systems, water systems and highway systems must follow the population. It has been caluclated, for the New Yorkmetropolitan area, that the capital cost of providing these public services for each new home in a suburban com­ munity is $16, 800 per home. Such cost would be reduced if a decision were made to promote and encourage compact communities. The issue, however, is not the relative merits of compact versus spread cities, but rather than the present governmental system does not provide means for the is sue even to be considered. The present system of government makes the spread city inevitable. - 17 - I �3 u G f—' L u pi L 0 U 0 i ■ a >pn n U J UJ u The Politics of Governmental Reorganization This inability of the present governmental system to meet the social and planning needs of metropolitan areas, raises the question of why local voters refuse to adopt a government structure which will at least increase the possibilities of these problems being met. There are genuine conflicts of interests within metropolitan areas anda majority of those who vote on reorganization proposals believe the present system serves their interests better than a new one would. Careful study of voting behavior in reorganization referendums indicate fairly well who opposes and who favors such proposals. $ Sub­ urbaninterests tend to oppose consolidation with the central cities. This is true particularly of suburban real estate developers and dealers, suburban newspapers and governmental officials in suburban jurisdiction. Within the central city there is also opposition. In many instances the central city mayor will oppose consolidation. If the political parties are active at the local level they will oppose or favor on the basis of the calculation as to their ability to control the newly created government­ al jurisdiction. Very often the central city Negro will see' the estab­ lishment of a broader jurisdiction as simply one more effort to dilute his political strength. About to acquire majority status in the central city, and just beginning to have his demands responded to by central city of­ ficials, he now sees the system about to be changed in a way which will reduce his political influence. Favoring consolidation are good government groups, including academic people, League of Women Voters, and other civic groups. Other support often comes from the area-wide media, that is the central city newspapers, and television and radio stations. Major downtown business interests often favor such consolidation, too. Of interest, but perhaps not of great importance, is the fact that metropolitan government has become a whipping boy of thepolitical right­ wing. They believe it to be a part of an alleged international Communist conspiracy. Speaking to those who champion metropolitan government, one publication of this political movement says: Their darling project of the moment is the es­ tablishment of what they call "metropolitan government" which they "sell" to the local citizenry under the false label of home rule. The greatestproject of 1958 is the creation of such a metro for the six counties surrounding and including Chicago. Their greatest achiev- 0 0 - 18 - �ement to date was the actual establishment, in May, 1957, of such a metro for Dade County, Florida in which the city of Miami is located. Perhaps the choice of the word Metro is coin­ cidental as a name for this type of regional government, since the underground railway which connects Moscow with its suburbs also is called Metro. The State and Federal Response .. 2 At the moment it appears that the forces opposing metropolitan reorganization are stronger than those favoring it. There are, however, responses in other parts of the governmental system which may affect this reluctance for change at the local level. Much of the adaptation to modern metropolitanismhas come at the federal level of government, and toalesser extentat the state level. States, in fact, have only reluctantly concerned themselves with the special kinds of difficulties created by metropolitanism. It may be argued, as Meyer son and Banfield do, that in the case of Massachusetts ". . . it is hard to see how the Common­ wealth (the state) can fail to become the equivalent for all practical pur­ poses of eight or more metropolitan governments. "7 Although this re­ mark is pointed to Massachusetts it is relevant to most states. The states do have responsibility for their local government systems. They have the power to assume functions which are now performed locally;, ^they could adapt their aid system to the facts of metropolitanism and they could adjust the boundaries of local governments to fit current realities. These powers and responsibilities have been exercised sparingly, if at all. In the case of state aid, state legislatures show, in general, a suburban bias. For example, the average expenditure in central cities is $185.49 per capita compared to $159. 83 per capita in suburban areas, a difference of $27. 66. Despite these differences in expenditure levels , state aid is higher to the suburban areas than to the central cities--a per capita state aid to suburbs of $23. 05 per capita, compared to $17. 84 per capita for the cities. The result, of course, is higher taxes on a per capita basis in the central city than outside the central city--$109. 07 compared to $85. 78--despite higher personal income levels in the sub­ urbs. 8 L J It appears that the earlier bias of state legislatures for rural areas has now been translated into a bias in favor of suburban areas. There was a time when such a rural bias was justified by the distrib­ ution of taxable resources. The wealth of the country was concentrated in the urban areas and if minimum levels of government service were - 19 - ��c c a to L L L 1 c 0 a a b 2 2 —. L Li ni 'J b a other s--added the requirement that the project for which aid was sought must conform to a general comprehensive plan for the entire area. In the Housing Act of 1966 this comprehensive planning requirement was generalized. After June 30, 1967 any local government jurisdiction seeking federal aid for physical improvements will have to advance its aid request through a metropolitan planning agency. In the words of the Act: All applications made after June 30, 1967 for federal loans or grants to assist in carrying out open space land projects, or for the plan­ ning or construction of hospitals, airports, libraries, water supply distribution facilities, sewerage facilities and waste treatment works highways, transportationfacilities, andwater development and land conservation projects within any metropolitan area shall be sub­ mitted for review to any area-wide agency which is designated to perform metropolitan or regional planning for the area within which the assistance is to be used. (Title II, Sec. 204). The provision in the 1966 Urban Development Act culminates a long effort by Senator Muskie to encourage metropolitan-wide planning. Although the Act does not require the regional planning agency to approve a local jurisdiction1 s application for grants, it can comment unfavorably onit and whenit does, the application goes back to the jurisdiction which originated it. When this occurs, the jurisdiction may either change the application to meet the criticisms or it may simply pass it on, with the unfavorable comments attached, to the appropriate agency in Washington. That agency, according to the Act, shall review the comments and recom­ mendations "For. the sole purpose of assisting it in determining whether the application is in accordance with the provisions of federal law which govern the making of loans or grants. " In other words, if there is no requirement for comprehensive planning in the specific federal grant program under which the local government is applying, the Washington agency has no legal power to consider the recommendations of the metro­ politanplanningagency. Even with this limitation, however, a significant power grant is made by this Act to anew metropolitan jurisdiction. Not only do many specific federal programs have comprehensive planning requirements but, even more importantly, the Act will result in the establishment of a permanent new metropolitan governing institution. This new agency will compete for power with other units and, on occasion, will win. □ - 21 Li 0 �j s a & ’ I 0 1 I li B ■ I It is not known, of course, what kind of policies such regional planning jurisdictions will adopt. They may try to slow down the dis­ persal of urban population and urban activities or they may simply try to produce a better arrangement. Their significance,’ however, doesnbt rest with the policies which they adopt, but rather with the fact that a jurisdictionwith power to make such decisions has been created. Since this jurisdiction will be directly related to the programs of the federal government, it will have the power inherent in that relationship. This encouragement by the federal government of region-wide planning is consistent with its recently adopted financial support of metropolitan areas of San Francisco, Los Angeles, Seattle, Detroit, Philadelphia, Atlanta, and Washington, with a moribund agency in the New York met­ ropolitan area. These councils are not real governments. They resemble more international organizations like the United Nations. Nevertheless, it is possible to foresee a bringing together of the regional planning agencies with these regional councils. Out of this combination might grow a gen­ uine new metropolitan-wide governmental jurisdiction. Who Speaks for Metropolitan!sm? - a This description of the current situation demonstrates beyond question that the most significant leadership role relevant to metropolitanism has been taken by the national government. Why should this be the case ? The functional problems involved are state and local responsi­ bilities. The state and local governments have long argued that the federal government has undermined them and, yet, by their own refusal to act they have prompted this new and vigorous role for the national gov­ ernment. Is there something inherent in the nature of American federal^ ism which dictated that policy, initiative must come more and morefrom the national government, or can this trend by reversed? a Is it likely, or even possible, that more initiative will be taken bythe state and local parts of the system? In otherwords, what is like­ ly to be the source of metropolitan leadership in the future? Will it be mayors, councilmen, county executives, or will itmore and more he the President, his burearcracy and Senators like Muskie, Kennedy, Clark, and Ribicoff? a Although there have emerged, at the local level, some central city mayors who have become spokesmen for cities, men like Lindsay of New York, Lee of New Haven, and Cavanaugh of Detroit, they do not ■ I' - 22 - J �[ : [ I I 1 J l! I flu I I L speak for their entire metropolitan areas. In fact, this partisanship on behalf of cities often leads them to take anti-suburban positions. As more and more urban counties adopt a new form of strong executive government, it is possible that the chief executives of these units will gain in power andinfluence and thereby provide some new met­ ropolitan leadership. But counties still perform a limited number of functions and in many cases tend to see their role as anti-city. The fact is that local governmental leaders within the present structure of metropolitan government will inevitably speak but for a part of the total area. Their constituency is limited and therefore their con­ cern is limited. Further, there are genuine conflicts of interest with­ in metropolitan areas and these conflicts are not completely a product of the fragmented governmental system. Differences and conflicts of insterest wouldremain even if there were a single governmental jurisdict­ ion. The middle-income suburbanite, for example, is never going to be enthusiastic aboutpaying taxesfor welfare purposes. His views willnot be altered by a change in the governmental system. A single constitu­ ency, however, would require the political leadership of the new unit to balance these interests and to develop out of them a policy compromise which is the least likely to prevent his reelection. He might, therefore, speak for this new interest atthe state and national levels. However, as long as the governmental system remains fragmented such a development of local metropolitan leadership is impossible. There are a variety of private inter e st groups within metropolitan areas which do have concerns that extend across jurisdictional lines. Occasionally these interests produce non-governmental area-wide insti­ tutions. In a number of cities, business groups have combined to pro­ mote the interest of the entire area. Their primary concern has been with physical redevelopment and transportation. They tend to have a downtown orientation and normally support the renewal of downtown areas. They are concerned, too, with efficient and effective movement of goods and, therefore, tend to aid in the development of an area-wide transportation system. It is out of groups like this that strong leader­ ship has developed in cities like Pittsburgh, New Haven, and perhaps to a lesser extent Boston. Through these groups some area-wide activities have found a voice. The re suit is often a development of area-wide policy eventhough there is no ar ea-wide government. The combination in Pittsburgh of the Mellon interests and Mayor Lawrence produced one of the most effective area-wide leadership groups in the country. Its role, however, appears to have been short-lived. - 23 - L �1 I I JS» J I; Si [ ■ p, Ji i B Many of these business-oriented groups have been debating re­ cently whether they should broaden their interests from physical rede­ velopment to include social problems. In some cases they have decided, after considerable debate and controversy, to reject such involvement. In other cities the issue is still a live one. It seems unlikely that this private section leadership can ever effectively replace governmental leadership. Private concern, inevita­ bly, will be only with those public sector activities that are directly relevant to their interests. Further, to be effective they must work through the regular governmental machinery. Since that machinery is fragmented its response will always be limited. Within the present system it seems highly unlikely that metro­ politan leadership will emerge at the local level. There will be sub­ urbanleadership, there will be city leadership, there will even be some private interest leadership which will have concerns that are area-wide. There is, however, no governmental institution available to bring these leadership groups together, to hammer out those compromises necessary to create a genuine area-wide public policy. ■ o J B i a a a J As already noted, the state level has not produced strong metro­ politanleadership. Itis possible that reapportionment will tend to move states in this direction but there is no guarantee that it will since the greatestincrease in representation will go to the suburbs, not the cities. Since the suburbs already have an advantage in state legislatures, this change may merely confirm and accentuate suburban favoritism. It is possible that state legislature s from cities and suburbs will come to see that they have at least some common interest. If this mix of coalition should develop, itis possible that a genuine metropolitan leader ship will emerge at the state level. Perhaps Meyersonand Banfield will eventually be proved right when they argue that the states are the natural govern­ ments of metropolitan areas. Governors, of course, have a state-wide constituency and there­ by provide abetter potential for metropolitan leader ship than state leg­ islators. Thus far, governors have notprovided this kind of leadership. Valiant efforts have been made by Brown of California and, to a lesser extent, Rockefeller in New York, but a state-metropolitan policy has not emerged in any state. There are state programs which are relevant to problems within metropolitan areas, but even these do not deal with the really difficult metropolitan concerns. State aid to education, for exam­ ple, has given little recognition to the need for massive aid to ghetto schools. States have shown small concern or interest for the problems of mass transit, or poverty, or urban planning, or local governmental organization. - 24 - �a r D r. c - c 0 n n o 0 i i f i. Other examples of state failure could be cited but these are suf­ ficient to illustrate that thus far, neither state legislator s nor state gov­ ernors have been able, nor apparently have they seen it as politically wise, to actas metropolitan leaders. Eventhough Banfield and Meyerson argue that "The Governor should be the chief executive in metro­ politan area matters . . . "9 they have not played that role. The chief response to metropolitanismhas come from the national government. Within that framework, chief initiative has been taken by the President. It is Presidents who have introduced urban renewal leg­ islation, mass transit legislation, open spaces legislation, airport aid legislation, and now, just this last year, comprehensive planning legis­ lation and model cities legislation. Congresshas modified and criticized but generally has accepted the presidential recommendations and some independent initiative has been shown within Congress. It was the Sen­ ate, for example, which provided the chief support and leadership, through Senator Muskie and others, for the comprehensive planning leg­ islation. Why has there been this federal willingness to move while states and local governmentshave been unwilling? A President has a national constituency. He is capable of balancing favorable interests andunfavorable interests in a way which makes policy innovation much easier than is true of the narrower constituentcies at the local and state levels. A President is capable of overlooking a pocket of opposition in a way that a local government official cannot, for the President can balance such opposition groups with favorable groups. Further, he does not neces­ sarily lose the support of any segment of the population on the basis of a single program or a single action. In contrast, a local official may lose support of a significant group by a single action. In the next election that group of voters may decide to vote against him on the basis of that one issue. Such voter reaction is much less likely at the federal level. Equally important is the flexability and productivity of the federal, revenue-producing system, based as it is on a progressive income tax. Despite this strength of the federal tax system, the major increase in fiscal burden in the United States since the end of World War II has oc­ curred at the state and local level. Their expenditures have increased by 128 percent in the last decade, while federal expenditures have in­ creased by only 25 percent. These increases at the state and local level have been necessary just to maintain traditional functions. The result is often tax politics rather than program politics. State and local political campaigns are very often arid debates about whether taxes are too high and who is re- - 25 - �■ sponsible for making them that way. In national political campaigns, much more emphasis is being placed on programs, and their worth, ra­ ther than the question of taxes, per se. It is a combination of all these factors which push metropolitan problems to the federal level. The people want the problems solved and state and local governments, for all the reasons given, cannot, or will not, respond. Consequently, the federal government has. Can this pattern be reversed? It cannot, unless a conscious effortis made to do so. Whether there is a demand with sufficient poli­ tical muscle for such a reversal is not clear. It seems highly unlikely, on the basis of past evidence, that local communities will, on their own initiative, create governmentalinstituticn s able to respond to area-wide problems. Adaptationswill occur, but it seems unlikely that new area­ wide institutions will be created unless incentives are provided by other parts of the governmental system. There is national concern, today, about the quality of state govern­ ments. National committees with foundation support to improve these governments have been created. Many states are moving in the direc­ tion of the adoption of new constitutions. Out of all this activity, a new role for the states may emerge. Reapportionment, although suburbanoriented, could help since it may improve legislative understanding of the interdependence of city and suburb. Itmight also provide governors with a better legislative base from which to lead. The national government may, itself, make a contribution to local initiative through its efforts to use its present aid programs to create area-wide local institutions. If the federal government takes the further step of providing general aid, as hasbeen advocated bythe Heller-Pechman Program, rather than just categorical aid, there will be created at the state and local level a fiscal flexibility which will make available the resources necessary to meet some of the emerging problems. The exact future political response to metropolitanism is by no means clear. Nevertheless, America is a metropolitan society and such a society will have problems which are metropolitan in character. Some part of the governmental system will respond. The nature of the Ameri­ can federal system will be determined by the character of this response. - 26 - ���NEW DIRECTIONS FOR THE CITY'S ECONOMY by Dr. John H. Nixon, Director Area Development for the Committee for Economic Development It is an honor and a pleasure to appear before you this evening as a foundation lecturer on the economy of the city. It is a privilege be­ cause Wilkes College stands in the midst of a region which has faced one of the most difficult problems a city or a series of cities can face-- the. readjustment of its economic base. If has faced the problem with courage and devotion and has met the challenge. I will consider two problems. First, A brief examination of the readjustment of a metropolitan area's economic base. How well are we preparedas a nation to handle the readjustment in economic base of many communities which may occur at the time of the cessation of hostilities in Viet Nam? i n Second, our current prosperity has revealed there is a general problem in our metropolitan areas. The poor in the inner city are ex­ periencing unemployment rates double or more than double those of the rest of the metropolitan area. Why? What public policies would enable them to enjoy employment opportunities equal to those for the area as a whole ? The Economic Base and Its Readjustment A metropolitan communityis a place for earning aliving. Popu­ lationsettles or expands primarily because of job opportunities. Private investment occur s because of the income earning opportunities. The ex­ istence of any urban area ata particular place, and its growth or decline, depend on the expansion or contraction of opportunities for employment and investment. - 28 - �The economic base of a community consists of the activities which produce and sell goods and services to markets outside the metropolitan area. This may be called the "export" section of the economy even though only a small portion of the sales may be outside the nation. These are the activities which often cause the original establishment of a community. They may involve the extraction or processing of raw materials, such as minerals, agriculture products, or forest products. They may involve the operation of port facilities or railroad shipment facilities serving a very wide area. Manufacture of products for sale elsewhere is'the most common form of economic base. Hotel and recreational services of re­ creation areas contribute. So do the educational facilities of centers of higher learning which attract students from all parts of the region. These activities provide the basic income with which goods and services are purchased elsewhere. Since no community can be selfsufficient, the export industry links the urban ar ea to the rest of the world in a positive way. ni The export sector depends for its prosperity on its ability to sell in regional or national or world markets in competition with other sources that supply the same products or services. In part, the prosperity of the export sector is dependent on the national level of prosperity. The more prosperous the nation, the more prosperous the export sectors as a whole. This prosperity is spread locally through wages, salaries, profits, rents and interest which in turn are largely spent in the local service sector . Prosperity in the export sector of a community also depends upon, its ability to compete with other firms, other areas, and with other tech­ nologies. This competition goes on continuously despite high levels of national prosperity. Technological progress produces new products and new techniques. As a result some changes in the export sector go on continuously. For example: when oil and gas replaced hard coalas the major source of home heating, the export base of Northeastern Pennsyl­ vania was seriously affected. Communities have beenfaced with the problem of readjusting their economic base since the beginning of recorded history. Many commu­ nitieshave never been able to make the adjustment and they have expired. Many other shave found ways to make the adjustment and they .have con­ tinued as stronger and richer and more thriving communities. Some communities accept some reduction in their economic base, accept some out-migration, and then reach a stable level which provides a satisfac­ tory living for those who remain. In our free society businesses are free to choose where they will establish new plants and individuals are free to move and live where they find the best opportunities for themselves. This free market pro­ cess is an important part of a readjustment. - 29- �• i E D (D P' c 0 0 Adjustment from one export industry to another probably works best in metropolitan areas with reasonable diversification of industries serving national markets, and a labor force with a variety of skills. If there are varying rates of economic growth for the several industries and there are facilities for workers to transfer from one firm to another as economic opportunities change, then the loss of jobs in one firm is counterbalanced by increases in employment opportunities in others. The industry serving a local market continues to function without any substantial decline in demand. Such a condition prevails in most large metropolitan areas within the United States. For many communities, however, the adjustment process has been extremely painful and difficult. It has meant prolonged unemploy­ ment, loss of values invested in homes, loss of the community tax base, loss of the community ability to maintain its water and sewer lines in efficient condition, decline in the quality of its schools and recreational facilities. It may create a community atmosphere of drabness, dis­ couragement, and despair. To speed and facilitate readjustment, a large number of local non-profit, voluntary development organizations have been established. Leadership in these organizations generally come from the major ser­ vice industries in the community, such as the utilities, the railroads, the banks, retail establishments, and real estate interests, with some sprinkling of civic leaders from other walks of life, academic, reli­ gious, and trade unions. The local government itself is very involved because its tax rate depends on replacement of the export industry. This local organization is able to deal with interested companies that are looking for new plant locations. It has detailed information on land availability, skills of the labor supply, wage rates, electric utility rates, water supply, waste disposal facilities, zoning regulations, cre­ dit facilities, and a host of other questions for which a businessman must get concrete answers. A local community thathas prepared itself to answer these questions has taken an important step toward the road to readjustment. I j The importance of an effective local leader ship group working on economic adjustment has been apparent to many small communities which have had a very narrow economic base. Over the past two decades its importance has become clear also to the business leadership in Phila­ delphia, Pittsburgh, Chicago, and finally even in New York City. In November 1965, 26 leading businessmen of the City, many of them top executives of nationwide corporations, organized the Economic Develop­ ment Council of New York City. Despite their national interests, these men had come to the conclusion that they must also give serious atten­ tion to the economy of the city in which their corporate headquarters were located. -30- t ■ �In your own community you have had excellent leadership from such local development organizations. Results are seen in the current unemployment rate for this area of 3. 6 percent, which is below the nation­ al average. As you well know, human faith, courage, and resourcefulness are vital elements in developing a new economic base to replace an old. Sometimes these qualities must be foremost for a period of a decade or more before an adjustment is complete. This community is to be con­ gratulated on its achievements. The problems of readjustment, however, have been greater than many communities could handle by themselves. State government assis­ tance has been recognized to be essential. The State of Pennsylvania was among the leaders in recognizing that state as sistance through guid­ ance, professional services, public works, and special credit facilities was necessary to help local communities achieve a readjustment. Most states now have effective development organizations. 2 In the mid-1950's, however, it was apparent to a number of legis­ lators, including Congressman Flood from this district and Senator Paul Douglas of Illinois, that Federal efforts were needed to supplement those of states and of local leadership in the communities most hard hit by the problem of economic readjustment. Their efforts resulted in 1961 in the Area Redevelopment Act. This program was supplemented by the Accelerated Public Works Act of 1962, and in 1965 these were replaced by the Public Works and Economic Development Act which established the Economic Development Administration. This Agency is now able to provide cities suffering high and per­ sistent unemployment matching grants for public works, loans for public works, and loans to businesses which cannot borrow effectively in the private market, and technical assistance. Training for depressed com­ munities canbe provided through special funds of the Manpower Develop­ ment and Training Act. Forbroad, largely rural regions of the country which have lagged behind, such as the Appalachian Mountain Area, the Upper Great Lake States, and the Ozark Area of Oklahoma, Missouri, and Arkansas, there is now provision for Regional Planning Commissions to help spur the readjustment process and to bring people in these areas up to the general level of prosperity of the country as a whole. The Federal government provides aid to build on the existing re­ sources of the readjusting communities. Local labor supply, transpor­ tation connections, sound industrial buildings, effectiveness of local government, adequacy of its utilities, and of its school system, and its - 31 - ��I ■ '0 I I f] f E Poverty areas are the inner city slums. They generally surround the central business district but there are also isolated patches some­ where between the central business district and the suburbs. The major­ ity of the poor in these areas are white but only 10 percent of the white population of the metropolitan area live in these poverty areas. Forty percent of the population of the poverty areas are Negro and a majority of Negroes in our metropolitan areas live there. Unemployment among inner city Negroes is about 10 percent compared with four percent or slightly less for the nation as a whole. The percentage of participation in the labor force is smaller in these poverty areas. Many people who have failed time and again to get jobs have just stopped looking. These areas have been, the receiving centers for the poor coming from our farms, from small towns, from Puerto Rico, and for Negroes coming from the South seeking greater opportunity. The out-migration rate for Negroes in the South has greatly exceeded that of whites. I I 1 | I B E . ■ ■ i [ ILIB1 While these people have been entering our central cities over the past two decades seeking opportunities, industrial jobs have been moving out. A recent Labor Department study revealed that from I960 to 1965, sixty-two percent of the new industrial buildings erected in U. S. metro­ politanareas went up in the suburbs. In Chicago the suburban share was 77 percent. This continues a trend which has been going on essentially since the end of World War II. The highway systems which have been building over the past quarter century have given industry access to suburban locations where land costs are lower, where taxes are lower, and where it is easier to construct large one-story factories with unob­ structed floor space areas for straight-line operations. In some cities experts believe that the growing incidence of crime in industrial neigh­ borhoods and the general deterioration of the areas from which unskilled labor comes contribute to this out-migration of industry. There exists here something of a vicious circle. High unem­ ployment rates lead to high welfare costs and to crime, and to a deteri­ oration of residential neighborhoods. High welfare costs and high cost of police and fire protection raise inner city taxes. High taxes and higher incidence of crime help induce industry to locate outside the central city. This still further aggravates the unemployment problem of the inner city and we go downward around the spiral once, again. Failure to give serious attention to providing permanent produc­ tive jobs to the poor in our cities will mean higher unemployment, higher welfare costs, higher crime rates, higher sickness levels, generations raised on welfare, and the two and three generation welfare families. This is not the American dream. It is currently the American night­ mare. > H r' i' l - 33 - �I t 'if ■j III. it .. I I T Equal opportunity for all is an American goal which can guide solutions to this problem. For the disadvantaged children growing up in poverty area neighborhoods, one of the most important things we can provide for them is an employed father. For a child to have an unem­ ployedfather over a long period is indeed a great disadvantage. Ifthefather can have a job it lays the basis for improvement of the whole social environment in which the child grows up. From this the child would develop a more positive view on life. The father1 s respect for himself, and the child's respect for his bread-winning father, are essential to a healthy society. They indeed are a part of the American dream. fDIL Some Steps Toward Solution Fortunately the Congress and the Executive Branch of the govern­ ment as well as business and civic leaders in many areas, have become increasingly aware of this situation. A number of steps are being taken, and more can be taken, to equalize for the inner city poor the oppor­ tunity to find employment. Information, training, transportation, and even migration to the suburbs each play a role. Information about the availability of jobs frequently passes by word of mouth from people employed in plantsand offices to their neigh­ bor s and relatives. The word-of-mouth route generally works best where plants and offices are fairly close to the residential neighborhoods of workers. As the distance between residence and employment increases, the flow of this information declines. Workers in the inner city lose touch with employers and employers loose touch with potential workers. Some steps are being taken to remedy the situation. A nationwide organization of blue chip corporations, Plans for Progress, is working in many metropolitan areas to increase the flow of information to Negro residential areas about the availability of jobs in industrial plants. Per­ sonnel managers in these plants are working with the vocational coun­ selors in the vocational high schools in the poverty areas of the inner city to make sure that the vocational counselors are aware of new oppor­ tunities. In some cases, skilled men from the plant are coming into the high schools to give instruction on modern machinery. The Labor Depart­ ment and the Economic Development Administration have both been giving assistance to this basically private effort. Community information centers in the poverty areas are being establishedunder the Poverty Program to providea more easily accessi­ ble source of information about job opportunities or training programs. By the end of 1966, 165 youth opportunity centers had been set up by the U.S. Employment Service in 1 27 metropolitan ar eas. These centers pro­ .1 - 34 - �vide vocational counseling, and are new sources of information on jobs and training. They are helping to fill the information gap. Serious attention to training the unemployed, and particularly adult unemployed, in distressed areas started with the Area Redevelop­ ment Act of 1961. The program was broadened to cover non-distressed areas in the Manpower Development and Training Act of 1962. These programs reach people already qualified to receive advance training. The Economic Opportunity Act of 1964, the so-called Poverty Program, established programs to help provide elementary skills in reading and arithmetic to people whose basic education was really inadequate for urban society. For young people, the local Neighborhood Youth Corps provided a new source of vocational training and job experience. The Job Corps program which trains young people in camps away fromhome, has provided training outside the urban environment for many young people. In all, there are about a dozen different Federal training pro­ grams for unemployed or out-of-school youth. I ' t fIt ift i H W- 1 6? C; ■ 0 The Economic Development Administration participates in sever­ al ways in providing adequate training. In areas of substantial unemploy­ ment, public works funds from EDA have been used to help construct skill centers. These centers must offer programs not only for regular high school vocational students, but also for high school drop outs and for adults who are unemployed or who wish to upgrade their skills in evening programs. The EDA helps to administer a section of the Manpower Development and Training Act which specifically reserve s funds for train­ ing programs in redevelopment areas. Our technical assistance pro­ gram occasionally is called on to help design a training program. The committment to adequate training and retraining, I believe, is now quite firm at the National level. Local government officials are increasingly accepting important responsibility for coordinating and di­ recting such programs in their own communities. We are still per­ fecting the mechanisms. I believe by the end of the 1960s we will see that a major improvement has occurred during this decade in the public measures to help unemployed and disadvahtaged qualify for jobs in our urban society. In Sweden, one percent of the labor force is retrained each year for new skills. This would not be a bad goal for the United States. With information about jobs, and with training for available open­ ings, a worker still mustbe able to get to work. Suburban plants largely depend on workers driving to work, but a large share of the poor in our inner cities do not own automobiles. A study recently completedin De - �I960 revealed that in cities of over 250, 000 population, 37 percent of the households did not own automobiles. The inner-city poor are to a very considerable extent dependent on public transportation or on walking for the journey to work. I J. a q 0 fl t2_ u I iT J e. i I J At the same time that industrial plants have been moving to the suburbs, service on public transportation has been steadily declining. The decline has been a reaction to the wide spread increase in the owner­ ship of automobiles and increasing losses on public transportation routes. The number of passengers carried on mass transportation dropped 50 percent between 1950 and 1962. From 1954 to 1961, 77 different transit operations were abandoned with no replacement. To cover costs fares have been steadily rising; the most common fare on public transportation increased from 10 cents in 1950 to 25 cents in 1963. In some places it has gone up to 30 and 35 cents. All these developments make it more difficult for the inner city poor to get to work. Public transportation routes from low income inner-city areas to outlying industrial sections have been circuitous, and service often in­ frequent. From the Watts area of Los Angeles to major employment sources in Los Angeles area public transportation may require a 2-hour journey each way. In Pittsburgh, travel from the Hill District, a lowincome Negro residential area, to O'Hara Township industrial park, a rapidly developing industrial area, by public transportation required two hours travel time in each direction. By automobile the trip can be made in 20 minutes. Fortunately, increasing attention is being given by city officials and by the Federal Government to the need for adequate public trans­ portation as an essential link between workers and jobs. The Depart­ ment of Housing and Urban Development administers funds for research and experimentation in transportation programs and has some funds to contribute to the capital cost of necessary public transportation systems in metropolitan areas. A local subsidy to public transportation may increase the num­ ber of people in low income areas that can have jobs. This, in turn, would reduce welfare costs and probably reduce crime rates. Skilled urban researcher s are approaching the time when they canactually com­ pute the trade-off between the cost of the transportation subsidy for a par­ ticular line and frequency of service and the benefits to society from increased employment, reduced welfare costs, and lower crime rates. Such a comparison of costs and benefits should be developed as an inte­ gral part of decision-making with regard to public transportation ser­ vice. Then city government and local transportation authorities can have a solid basis for determining whether it is wise to subsidize the opera­ tion of a particular transportation route or frequency of service. - 36 - ��among these are middlemen and distributors, bankers, legal experts, accountants, advertising services and market analysts; and also trans­ portation facilities, water works, sewage plants, and other massive overhead investments. In many large cities there is also the availability of research facilities and technicians concentrated in universities, li­ braries, and laboratories. The jointuseof these many facilities reduces their cost to all users -- these are external economies of aggregation. 'll An important advantage of inner-city locations is the unused labor force. Currently many metropolitan areas are experiencing the most critical labor shortage since World War II, The training programsnow underway and in prospect can train many of these unemployed for jobs in labor intensive industries. Training programs also provide an oppor­ tunity to upgrade existing labor force to handle jobs with higher skills. Companies searching for an additional labor supply will find the inner city a source. There are also disadvantages -- high land costs, traffic congestion, higher crime rates, and higher tax rates. Specific programs can reduce each disadvantage. The answer to high land costs is mor e intensive utilization of land.. Land costs are higher because more people want to use it and for a greater variety of purposes. Industrial parks developed on the outskirts of urban areas generate an average of 8 to 10 jobs per acre. This acreage in­ cludes that devoted to parking space, streets, and protective shrubbery. In the inner city a much greater utilization rate is possible through the use of a number of devices. .. in .J .. Experimentation with new designs of high-rise industrial buildings is appropriate. Such buildings would have modern elevator facilities, truck loading ramps to at least two floors, and use of some floor space on roof tops for parking. A much smaller percentage of workers will drive to work, reducing the need for parking space. The use of modern construction materials may require readjustment of local building codes to achieve savings in construction costs. A further suggestionis that a modern multi-story building com­ bine light industry on the lower floor s, with parking decks on upper floors, and above that with high-rise, low income housing. The costs and bene­ fits of such a proposal deserve exploration for possible use in the inner city of densely populated areas. Some will take strong exception to such a proposal, claiming that it mixes residential and industrial uses. Urban planning requirements generally call for a separation of residential and industrial uses. 0 - 38 - �In the older parts of our city industrial buildings and workers residential areas have grown upside by side. This made it possible for workers to walk to work. If the industrial plants were smoky, noisy, or smelly, then obviously it created a poor living environment. If streets were filled with heavy trucks, they would be dangerous for children. 1 I A great deal of modern industry, however, is no longer smoky, noisy, or smelly. Proper str eet design and traffic controls can separate childrenfrom the heavy truck traffic. The advantages of walking to work are then important. Some careful mixing of industrial land use in poverty areas will provide jobs for the poor. f. The urban renewal program -- in which the Department of Hous­ ing and Urban Development shares costs with cities in redeveloping slum neighborhoods -- can help create jobs, but it may also eliminate jobs. Up to thirty percent of the Federal contribution may be used for renewal of industrial and commercial sites. Assembling land for indus­ trial use in the inner city can help solve the problem of high land costs, and a related factor, the multitude of small parcels. In the process of tearing down slums to create better residential areas, however, some places of employment have also been torn down. A three-year study indicates that only 60 percent of the busines ses forced to relocate have continued within the inner city. While the 30 percent may have been small marginal businesses, they still represented an in­ come for owners and jobs for workers. These jobs lost represent a cost to the community in potential increased welfare costs and everything that goes with it. ill I I c u n i A high priority for jobs for the urban poor would require a full accounting for the value of jobs lost in comparison with jobs gained and other benefits. An effective cost-benefit analysis would make such a comparison. The new Model Cities program quite properly calls for such a careful cost-benefit analysis of proposed projects. The Model Cities program also calls for consideration of more than one design of a project so that alternative ways of meeting a basic problem can be judged. Some methods may save or create more jobs for the urban poor than others. City officials need such information. City governments that give a high priority to jobs for the innercity poor will find much to do. The City of Chicago, for example, used some technical as sistance funds from the Economic Development Admini­ stration to find what it could do immediately to help industry in mid­ Chicago. These are its conclusions: ■ i 1 - 39 - J IK �1 1. Reinforce police protection for industrial areas. 2. Review real property and personal assessments for com­ panies who believe they are being improperly assessed. I 3. Review building regulations when new methods or materials are proposed for construction of new industrial buildings. 1 4. Review zoning regulations for industrial building or expansion. 5. Improve traffic control through changing regulations and the redesigning of streets. lI L [ n L Other city governments, suchas Milwaukee, are beginning to give intensive attention to their role in holding jobs in the inner city. In the readjustment of the economic base of metropolitan areas we have learned that private non-profit leadership groups, largely drawn from the business community, play a vital role. The same will be true inholding and expanding jobs in the inner city. Such leadership is forth­ coming in increasing degrees as businessmen realize the stakes. I could cite the efforts of the Southeast Pennsylvania Economic Development Corporation or the North City Corporation in Philadelphia. The Economic Development Council of New York City is now giving serious attention to industrial development in Harlem. In South Chicago the Nor cine Com­ munity Improvement Corporation, a federation of industrialists, has undertaken to improve an area of approximately seven blocks imme­ diately adjacent to the stockyards. These and similar groups are giving attention to the planning and zoning requirements, the building code pro­ visions, the traffic requirements, the urban renewal programs, and other methods of working with city officials. At the same time they have beenworking with private capital to increase industrial investment in these areas. This partnership of local business leadersand city offi­ cials proved effective in securing the readjustment of the economic base of small urbanareas. I believe it is an essential partnership for read­ justing and providing an adequate economic base for the inner city areas. i r One final significant problem remains. That is the relative tax burden between the inner city and the suburban areas. Because the inner cities are carrying most of the welfare loads for the metropolitan area,, and because they are dealing with problems of density of use which serve the entire metropolitan area, their tax rates are much higher than the tax rates of suburban areas. This provides a real incentive to com­ panies to locate in the suburbs. I y y - 40 - �Central cities have no margin to cut tax yields. Central cityper capita costs for welfare, health and hospitals, police and fire protection run two to six times the per capita costs in the suburban areas. Cities also need revenues to cover the public costs related to effective indus­ trial reuse of land -- reconstruction of street patterns, water and sewer lines, and participation in renewal programs for industrial purposes. We have no metropolitan-wide system of taxation which can redis­ tribute the welfare and crime and other costs evenly across the metro­ politan area. State governments are caught between the interests of the inner city and the interests of the suburban areas. Moreover, a number of major metropolitan areas extend across state lines. There is essentially no over-arching source to redress the balance between city and suburbs on costs of industrial locations, except the Federal government. At this point I believe only some form of Federal assistance can break the vicious cycle. V. Summary A discussion of this length can best be concluded with a summary. ' 1“ A city develops because it has an economic base. There is some relation between the size of the city and the diversity of the economic base. Modifications or changes in the export sector occur from time to time due to technological change, governmental decisions, and the course of history. The decisions of private businesses as to where to locate, the decisions of people as to where to live, the active efforts of the city government, the informed and skilled efforts of local voluntary or ganizations, and, in cases of difficulty, the assistance of state and Federal governments. All participate in the readjustment. We have now de­ veloped machinery at all levels of government which should make possi­ ble a reasonably rapid adjustment in the economic base of any large city during periods of high national employment. Currently we have such a high level of national employment. It has, however, revealed another problem common to all major metro- �people from farms and smaller communities with low skill levels, and in many cases, with little urban working experience. We need to adopt, as a nation, a high priority program to enable such people to find gainful employment, largely in private enterprise. A partial solution to the problem can be achieved by the provision of ade­ quate information to employers about the availability of potential em­ ployees in the inner city, and provision to inner-city people about the availability of jobs in suburban areas, by adequate training programs to prepare inner-city residents for such jobs, and by improving public transportation from inner-city residential areas to the sites of industrial growth. Such a combination of programs could be put into place in a fairly short time. Migration from the inner city to the suburbs is a very long-run solution. A full solution will require the location and expan­ sion of more industry in the inner city. Participation by city governments and private non-profit groups is required to stimulate an adequate response from the free market. Some additional form of Federal assistance may be required. Such pro­ grams do not get carried out in a hurry. If we are to make the Ameri­ can dream available to all our citizens, I believe, they are essential. I believe, also, that this goal is attainable. V-J p j & - t Dr. Nixon received his Ph. D. from Harvard in 1953. He has taught economics at Harvard and the City College of New York. Since 1959 Dr. Nixon has served as Director of Area Development for the Committee for Economic Development, a privately supported business organization which advocates politics to promote economic growth. He directed research on the economic growth of cities, states, and regions. In March of 1966 he joined the Economic Development Administration as Assistant Administrator. 79100 - 42 - �IDOOISIStI WIIKFS CRIIFGF I IRRARf £>■ f R ! )* IP ] �3 I.! J J si ii a 3 3 J 1 I ’ J � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Problems of Change in Urban Centers, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/8774d59460ffcefde2913dd937671db2.pdf 05e407a5c783b15077d1073eb762ee48 PDF Text Text PROCEEDINGS I SEVENTH ANNUAL COMMUNITY t I I u GROWTH CONFERENCE > d fl d J -1- b I 0 0 ikRCHiVg< I- (JS333 i L8W682 ]™ 7TH,196t{; 7 I INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I I I I I I 't 1 I I I I I I li I 1 ■) I �PROCEEDINGS SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE SEPTEMBER 27, 1967 WILKES-BARRE, PENNSYLVANIA Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania 18703 �AROhIV ES I I I I FOREWORD I j Most people want to improve themselve s with good leader ship and a practical program, the average responsible citizen will work energetically for a better community. A time-tested program shows that intelligent use must be made of the answers to four questions: What do we want? What do we have? What do we need in order to get what we want? How do we get what we need? Experience shows that communities develop the greatest degree of self-reliance when they are best informed and stimulated. :1 a :1 Ld I ] ] 1? I I 1 1 IB I If the renaissance of Northeastern Pennsylvania is to continue, improvement and changes must be made in housing, industry, education, government, appearance, transportation, and a host of other aspects of living. In other words, the first job of everyone residing in Northeast­ ern Pennsylvania is to make progress in the above areas in order to make this part of the state a place where people will want to move into and not out of (as bad as the English may sound). But is that enough? Granted that a New Northeast is in the mak­ ing, and granted that an intelligent leader ship has worked hardat creat­ ing a new image worth defending, shouldn't we now pause to see just what out image is to outsider s ? How do they view us? Isour new image good or bad? Do the old notions of the past continue to linger? A sense of that image developed when the Wyoming Valley Sani­ tary Authority floated a $17, 000, 000 bond issue in the summer of 1967. Several of the largest institutional buyers of tax exempt bonds declined to purchase the Authority1 s bonds because, they said, Northeastern Pennsulvania has a "bad" image. It was then that the planning committee of the Growth Conference hit upon the idea of considering the significance of image to the successful rebirth of the area. Thus, the theme selected for the 1967 Seventh Annual Community Growth Conference was "How Can We Improve the Image of Northeastern Pennsylvania? 11 Forces are undoubtedly at work to change the old image and notions of the past. Some of the notions no longer apply because condi­ tions have changed. Some of the bad connotations associated with the 82953 ii �I I region never existed. Some of the notions are unjust because they lack truth. Some may have just enough truth that the accumulation becomes damning. I I l What is obvious is that more work needs to be done completely to change that image. This task must be approached from two stand­ points: (1) improving the concept of the area by the people who live here and making them knowledgeable of the redevelopment so that they can become emissaries in selling the area; and (2) undertaking a public rela­ tions program aimed at those outside the area to combat unfavorable connotations of Northeastern Pennsylvania. II I I I I! I If I I For the second successive year another new formatwas attempted to bring the attendees into the heart of the program. The "Phillips 66" not only provided a vehicle for audience participation, but also turned into a "soul-searching" affair, which can only produce beneficial results and a determined action to improve the image. The consensus of the planning committee was that the Conference was most successful. The Committee would like to take this opportunity to extend a sincere word of thanks to the visiting experts, to the chair­ man of the respective segments of the programs, to the exhibitors, to the discussion leaders, to the local speakers, to the registrants at the Conference, and to the sponsors and contributors, whose assistance helped not only to make the Conference financially possible but who also contributed measurably in the planning for the Conference. 1 IE I i Hugo V. Mailey, Director Institute of Regional Affairs 1 J IS J fl fl ffi iii J ■ �I I I s ■ I I I I TABLE OF CONTENTS Foreword ii Program vi Sponsor s viii Introductory Remarks by Dr. Eugene S. Farley 1 I "Definition and Importance of Image" by Arthur C. Kaufmann . . . 2 I Introductory Remarks by J. J. O'Malley 9 1 $ $ 1 F 1 9 0 I? "What is the Image?" by Bernard C. Meltzer . . by Charles W. VanKeuren by John R. Sauerteig . . . 10 14 21 Introductory Remarks by Horace Kramer 26 "What Can Be Done to Change It?" by George Akahoshi . . . . by Thomas Gallagher. . . 27 32 Introductory Remarks by Mrs. Donald Bennett 37 "The Image of the Future" by David M. Walker 38 "PHILLIPS 66" Remarks of the Moderator by James Lee . 43 J Introductory Remarks by Reuben H. Levy. 47 J "APERCU" by Tom Bigler 48 J Roster of Attendance 50 J I I iv 10 'H �I B b B D B B E E JI SEVENTH ANNUAL COMMUNITY GROWTH CONFERENCE September 27, 1967 "How Can We Improve the Image of Northeastern Pennsylvania? 8:30 - 9:30 A. M. Chairman: Speaker: Panelists: I "WHAT IS THE IMAGE?" J. J. O'Malley, President, Greater Wilkes-Barre Cham­ ber of Commerce Bernard C. Meltzer, MAI and SREA, Albert M. Green­ field & Company Charles W. Van Keuren, Assistant Director of Indus­ trial Development, P. P. & L. JohnR. Sauerteig, Vice President, Smith, Barney &: Com­ pany Coffee Break 11:00 A.M. I B Chairman: Panelists: It Wilkes College Fine Arts Center "WHAT CAN BE DONE TO CHANGE IT?" Horace Kramer, Chairman, Wilkes-Barre Redevelop­ ment Authority George Akahoshi, Vice President, Real Estate Research Corporation Thomas Gallagher, Consultant, Mullin & Lonergan a 12:30 - 2:00 P. M. J Chairman: J J Wilkes College Fine Arts Center 9:45 - 10:45 A. M. Chairman: Wilkes College New Dormitory "DEFINITION AND IMPORTANCE OF IMAGE" Dr. Eugene S. Farley, President, Wilkes College Arthur C. Kaufmann, President, Arthur C. Kaufmann & Associates Inc. ■ B Breakfast IE Speaker: Luncheon Hotel Sterling Crystal Ballroom "THE IMAGE OF THE FUTURE" .Mrs,. Donald Bennett, President, Junior League of Wilkes-Barre David M. Walker, President, David M. Walker Associates IF? vi �Hotel Sterling Crystal Ballroom 2:15 - 3:15 Chairman: "PHILLIPS 66 " James Lee, Assistant Editor, Times Leader Evening News Hotel Sterling Crystal Ballroom 3:30 - 4:00 P. M. Chairman: Speaker: "APERCU" Reuben H. Levy, Chairman, Wyoming Valley Sanitary Authority Tom Bigler, News Director, WBRE-TV 4:00 - 5:30 P. M. Cocktail Hour 5 15 bi a a □ vii S Hotel Sterling Adams Room �■ I a: a I SPONSORS Greater Wilkes-Barre Chamber of Commerce l® Greater Wilkes-Barre Jaycees Home Builders of Northeastern Pennsylvania Junior League of Wilkes-Barre IP Luzerne County Boroughs Association E ■ Institute of Regional Affairs IB ! Luzerne County Housing Authority Luzerne County Redevelopment Authority Northeastern National Bank Wilkes-Barre Advertising Club il Wilkes-Barre City Planning Commission ■ Wilkes-Barre Housing Authority a ■ Wilkes-Barre Redevelopment Authority Wyoming Valley Sanitary Authority B WILK U WNEP-TV 01 - a a EXHIBITOR Wilkes-Barre Redevelopment Authority 0 r □ viii R ��A NEW IMAGE FOR THE NORTHEAST by Arthur C. Kaufmann, President Arthur C. Kaufmann and Associates, Inc. Ladies and Gentlemen, I'm deeply pleased to be in any city that wants to talk about growth and development because that characterizes the age we're living in. E S L I don't know how many of you had the privilege of attending the Pennsylvania Society Dinner last December in New York, but Roger Blough, the President of the U. S. Steel Company, told this story on him­ self. He said that he overheard two gentlemen talking about him and one said to the other one, "Have you heard Roger Blough's last speech?" And the other man replied, "I hope so. " My appearance here today is not to make my last speech. As a matter of fact, it's not to make a speech at all. My intent here this morning is simply to exchange ideas, from the standpoint of a business­ man and a lifelong resident of the Keystone State. S My youth was spent in the western end of the state, with the ex­ ception of a few years when my father was in business in Scranton. In those days the height of my athletic prowess was to ride from Scranton to Wilkes-Barre on my bicycle. Those who were in a hurry boarded one of the first third rail systems in the world, which many of you remem­ ber, called the Laurel Line. In 1934, business tookme to the eastern end of the State. Several years later, I almost wound up in Harrisburg when Governor Duff made the mistake of inviting me to be Secretary of Commerce. Unfortunately, because of other business commitments, I couldn't accept. This was probably fortunate for the State. During the intervening years, the busi­ ness and industry of the State continued to be of prime concern to me. That's why I accepted Governor Scranton's appointment to the Executive Committee of the 100, 000 Pennsylvanians. This is why I accepted your invitation to participate in this aptly named Growth Conference. -2- �E E ■p v-j E E t ;r g p ■fl . ■ g [' B P’ p E r Perhaps you may not have heard the story of the lady who was flying. The plane experienced tremendous turbulence, as the airlines call it. She stood this just about as long as she could and finally leaned across the aisle to a man of the cloth who was seated there apparently quite composed. She said, "Reverend, can't you do anything about this ? " He thought for a minute and said, "No, Madam, you see I'm in sales, not in management. " At present, our organization is engaged in both sales and manage­ ment which, in our judgement, are the two most important phases of modern business operation. Today these two commodities are in the shortest supply everywhere in the whole world. Sales and management comprise those two vital ingredients that are necessary requisites to make every business successful -- and industrial growth throughout the world has indeed become big business in every sense of the word. I want to congratulate you of the Northeast on your tremendous strides forward in the last decade. To a large extent, you have succeeded in improving the former John L. Lewis image of coal cave-ins and cor­ ruption. The dictionary which I consulted defines image as a "likeness, imitation, or counterpart of any person or thing" --a reflection from a mirror. That's the dictionary definition. I believe that image is not what we think we are, but the opinion we have created in the minds of others. In other words, image is a flexible thing subject to change like anything else that is in the mind. We know that you will concur in the opinion that the new posture of this area (for many years considered a depressed area) received a tremendous boost from the Scranton Admini­ stration primarily through the work of the 100, 000 Pennsylvanians, as did the entire State. In making this statement, however, I am not unmindful of the enormous contribution to this operation "bootjack" which has been made by your own business and civic leaders as well as by those public-spirited groups who are here today and serving as sponsors of this Conference. And while I'm passing out compliments may I compliment your Redevelopment Authority for that wonderful display in the Sterling Hotel lobby and for this wonderful booklet which describes some of the progress that I have just referred to. To return to my reference to the State, the State Government did provide the leadership, but I. also recognize that you provided theblood, -3- �FT i 0 E E E a 0 g ■ >!P B B 0 b 0 Q sweat, and tears. It is just that combination between government and business which should prevail in a democracy like ours. Fortunately, it does for all of us. So far, I've been talking about the past. You may have heard the story of the man riding in a taxicab in Washington, who passed one of the government buildings that had engraved on the stone over a door a little saying, "The past is just a prologue. " The gentleman in the cab turned to the driver and said, "Excuse me, but what's that mean?" The cab driver said, "Well that just means that you ain't seen nothing yet. " So as a great philosopher once said, "Talk to me about the fu­ ture ---- I expect to spend the rest of my life there. " The Forbes Maga­ zine Anniversary Edition which came out last week said, "This isn't really the future we're talking about; the future is here now." The amaz­ ing thing is how few businessmen are really doing something about it. indeed, you in this area have turned the corner. The question now, like the old song, is: "Where do we go from here?" We believe you can go far, notwithstanding that today we are witnessing the greatest competition nationally and internationally that ever existed among states and cities for the location of new business and industry. Not to be over­ looked either is the common market, which has had its international in­ fluence on plant sites and trade expansion. It's an accepted truism that competition is the life of trade. I referred before to Operation Bootjack. Operation Bootjack were words made famous in Puerto Rico to describe the unprecedented indus­ trial progress, some phases of which we in our organization observed in action. Our organization was privileged to make some studies for the Economic Development Administration of Puerto Rico and consequently is familiar with the highly succes sful programs which they initiated, many of which continue in operation today. During this period, the Island was raised frompoverty to one of the most diversified industrial areas in the world, creating new and higher standards of living for more and more people. We believe in people; and, what's more, it is people, not things which make the world. Gainful and full employment is the goal to be achieved which in itself will solve many of the problems which confront this country today. As you well realize, Communism breeds on depression, poverty, and unemployment. Having been behind the Iron Curtain six different -4- �J <T I times, I can speak with seme personal know! edge of what it means to be an American and just how business thrives under our free enterprise system in distinct contrast with industry which is completely state oper­ ated and dominated. But you ask how do you of the Northeast pre- eed to accomplish similar objectives to those which characterize Operation Bootjack and similar industrial successes elsewhere? It's not easy, butthen nothing worthwhile in the world comes easy. There area few things which have been done with professional objective guidance that may be helpful. p & The story was told about a man who was •-n his deathbed. Hie attorney was sitting on his right side going over his will. They thought they had everything pretty well resolved and finally the man said to the attorney, "You know, I'm going to be cremated and you haven't told me what to do with my ashes. " After reflecting, the lawyer said, "Well, I'll tell you what I think I'd do. I'd take an envelope and I'd write on it -'To Uncle Sam, now you have everything. ' " Now nobody in the world -- no industrial area no territory, no island -- has everything. But there is a great virtue in making a feature out of what you do have. It seems tome that you start in this region with one tremendous advantage -- your excellent geographical location, aided and abetted by splendid transportation and a good network of road patterns. Hence, this area in my judgment should always be referred to as the GREAT NORTHEAST -- not just the Northeast. The mere addition of that one word may have significant psychological implications if properlyimplemented. Nothing in the world is great unless we make it so. Nothing succeeds like success. Thus, extraordinary steps must be taken to get the word spread around that you in the region are really going places. The message can be carried in these days of fast communications by every available media, starting of course with all these individuals pre­ sently engaged in business in this area. Unless you and your fellow resi­ dents are completely and enthusiastically sold on the region, you haven't a ghost of a chance of selling it to the outside world. / E You began this sales job by holding this kind of Conference. Busi­ ness and industry seminars should be arranged with proper guidance. Talks by the governor of Pennsylvania, the United States Secretary of Commerce, as well as other officials whose opinions are meaningful to the people who are considering locating and expanding then plants and industry, are of utmost importance. All ol this, of course, will acci­ dentally, but on purpose, spill over into national business publications. 1 -5- �As part of all this, "come see" tours can be planned, and figures discussed and published on your progress in recent years. Certainly an impressive picture can be painted and broadcast to the outside world. It's been said that you can't beat an empty drum, as some centers are trying to do. You have a solid record to show and to sell the world. You can have studies made by independent organizations, which will point up your attributes as well as emphasize the possibilities of expand­ ing present business in the area with a resultant increas e of job opportu­ nities. You are all the while documenting the advantage of locating new plants in the GREAT NORTHEAST. E R Substantially improving your image, as the Madison Avenueboys call it, will not be accomplished by the mere expenditure of moneybut rather by initiative, resourcefulness, and the intelligent carrying out of a program that is replete with ideas. So often, everyone is in favor of doing something new, provided it's exactly what they have been doing. This is best illustrated by the story of two General Motors men who lived out in Grosse Point, a suburb of Detroit. Over a drink one night they were talking about how long ittakes them to drive to work in the morning. The one man insisted that he did it in 20 minutes, without breaking the legal speed limit. The other man said that it wasn't possible. So they arranged to have coffee the following morning and sure enough the man drove him to the plant in 20 minutes without breaking the speed limit. When he arrived there, his friend turned to him and said, "I know, but you didn't use Route 23. " Now how many of us in our minds get on Route we do? We get into these terrific habits, and unless that way, then nothing that we do may be right. On the pen to believe that the important thing we have to do is instead of growing narrower as we go along in life. 23 in everything we proceed just contrary, I hap­ to grow broader Today there are many new and different ways of arriving at our destination. Whether you take the right road and cash in on your natural advantages depends entirely on your leadership and the cooperation of your civic groups. Your acceptance of this challenge can bring you to the future of what can indeed become the GREAT NORTHEAST. For this, both present and future generationswill owe those of you who participate an eternal debt of gratitude. Such a challenge was successfully met by Pittsburgh's business leaders, whose pioneering efforts commenced just before I left to take up residence in Philadelphia. Pittsburgh was rapidly heading downhill over a period of years until Richard Mellon, who was then serving in Washing- �ton, D. C. as Assistant To General Hers hey iti the Selective Service Pro­ gram, discovered that there were $5 million of federal funds earmarked for Pittsburgh's Redevelopment. Despite its state of decay, the city then had a Mayor who refused to accept what he referred to as "dirty Roose­ velt money. " Richard Mellon was incensed that while Pittsburgh was slipping so badly, the politicians wouldn't take the subsidy. He called a meeting of about 17 business leaders at Pittsburgh's Duquesne Club. The discussion lasted several hours, at the conclusion of which the busi­ ness community -- men and women like your selves here today -- agreed to accept the $5 million allocation and pledged the relatively small sum of $70, 000 to start what is now known as the Allegheny County Develop­ ment Council. Fromthat day on, Pittsburgh began movingtahead rapidly. This progress continues not necessarily because of the vast sums of money that have been spent but because of its business leadership and absolute dedication to the idea] that nothing shall stop Pittsburgh's pro­ gress . e 5 ■ T E p Philadelphia too has made great strides in this field, primarilybecauseof astrong Chamber of Commerce as well as a result of the Phila­ delphia Industrial Development Corporation's aggressive activity in re­ taining old industry while attracting new industry. I have over a period of many years been privileged to participate in these successful en­ deavors, which indeed have drastically changed the business climate in greater Philadelphia. What I've tried to do today is to stimulate your own thinking, rather than outline a complete program for your industrial renaissance. I do not wish to create the impression that we're experts. In my judg­ ment, there are no experts. I like that definition of an expert which says he's like the eunich -- "He knows what ought to be done but he can't do it himself. " And neither do I want to qualify for the title of an eco­ nomic orator, of which the woods are full of these days. One need not qualify forthat title to understand that the world is indeed in aperiod of expanding economy, which will continue for many years to come, despite politics, or despite minor interruptions. Your ability to realize a fair share of this prosperity depends entirely on your motivation through a strong and coordinated leadership which will brook no interference in the achievement of your goals. Ispoke of orators and experts, and it occurs to me that it's ridiculously easy to establish oneself as an economic orator junior grade with very little work and no inside information at all. One can impress friends and win bets by doggedly sticking to a simple strategy. It's relatively easy to predict no significant change, taking for granted that tomorrow will be about the same as today and next year not very different from this year. -7- �_fcj If one wants to refine this prognostication slightly, simply assume that the obvious trends will.continue. In so doing, of course, you can miss such turning points as sudden plunges in stock prices as will most of the other experts. You'll be right most of the time, and more often than not, you'll beat the market analyst and other full-time forecasters. Every intense studyof such predictions shows that theymissed the major turns more than half the time. 3 n r. a But then when you tire of economics, you can switch to meteorol­ ogy. The same basic strategy works admirably for predicting tomorrow1 s weather. If, for instance, it's sunshiny today, the odds are increased that the sun will shine tomorrow. But as Mark Twain said, "Everyone talks about the weather, but no one does anything about it." Now this seems to me to be a very good cliche to repeat this morning because this same thing has to do with business. There are a great many people who live in these communities who talk about business and who have criticism and adverse comments to make, but the important thing is to forget them. The people who think optimistically and constructively and are willing to work will help to accomplish your objective. The success of this little recipe I have just outlined suggests that professional econo­ mists are pretty naive about forecasting, all of which simply points up the necessity for ignoring the theoretical -- for ignoring the theoretical and proceeding full speedahead with a practical program -- a practical program that will accomplish what is necessary while this unprecedented opportunity exists. a Finally, I ask you to remember that this country and every facet of it was made as great as it is today by men who dreamed the impossi­ ble -- who fight the unbeatable dream and bear with unbearable sorrow and run where weak men dare not go. C a E f -8- �INTRODUCTORY REMARKS I by J. J. O'Malley, President Greater Wilkes-Barre Chamber of Commerce 0 c a Now that we have examined the importance of the image of the area we turn to a consideration of what presently is the image. Many of us locally have seen changes take place over the past few years but since "ye may be too close to the trees to see the forest" we have asked our panelists of varying areas to tell us what "they" think on the outside. Mr. Sauerteig from Smith, Barney & Company spent some time this summer selling bonds for our Wyoming Valley Sanitary Authority and had the benefit of running across a number of impressions about this area. Mr. Van Keuren, as a representative of PP&L in the field of In­ dustrial Development, has also been exposed to a number of ideas con­ cerning the image of this area since this area is a very important part of the PP&L market area. Mr. Meltzer being in a closely related field with one of the larger real estate firms in the Southeastern Pennsylva­ nia area, I'm sure, has also heard comments concerning this area. These three panelists should present us with a good idea as to what is the image. £ -■ B - I B -9- �SOME NOTIONS OF THE NORTHEAST BY AN OUTSIDER by Bernard C. Meltzer, MAI & SREA Albert M. Greenfield & Co. After that introduction I'm expected to say something brilliant. I know you've come to hear seme imaginative speeches, concepts, and ideas. As I look around at the panel I hope we can deliver. Of course, I do have one advantage over the others -- I'm 100 miles from home and that qualifies me as an expert. I have found that my degree of expertise varies inversely with the distance from home. I like 1, 000 better but 100 miles is acceptable. Since you are interested in urban revitalization, may I tell you my story that concerns St. Peter and the Devil. They were having quite an argument. The Devil was saying to St. Peter, "Downstairs we are crowded -- we're living on top of one another. Our housing is in terri­ ble shape. In fact, we have one gigantic slum. You people here have this beautiful rolling country practically unused. " St. Peter answered, "Well, I know you've had your eyes on it for a long time, and you have tried to buyit. I'm not going to sell you any part of it unless! have the assurance that someday more people will becoming upstairs to me than going down to you." The Devil replied, "Well, you're forcing my hand. Remember, we're separate entities. Under the Celestial Renewal Act, I have the power of eminent domain. I'm going to organize my own Celestial Rede­ velopment Authority, and get my experts to work. We'll work up a proj­ ect and condemn all this land. " St. Peter replied, "I realize you could do that. But I'm warning you - -if you do, it'll cost you a pretty penny because this is beautiful land. " The Devil thought for a while -- and then he started laughing. St. Peter asked, "What's so funny?" The Devil said, "I forgot. You had me worried for a while, but then I remembered. Downstair s with me I've got all the experts -- bankers, attorneys, real estate men, and all the others involved in renewal. " �1 1 1L I T I'm taking the position of the devil's advocate. I'm fulfilling my assignment in waking up the Conference. I want the Conference to get started with a bang; not an explosion, just a bang. I'm the anvil against which the subsequent speakers will beat their plow shares. You may well ask, where did I get the components of the image that I'm going to paint? As a nationally sindicated columnist, I receive as many as 1 0, 000 letters a week. Of course, all the 10, 000 letters don't concern the Wilkes-Barre/Scranton Area. But since the local media is the Philadelphia Bulletin, which extends to this area, I do get many let­ ters about this area from time to time. I also travel quite a bit. Many people outside this immediate Northeast Pennsylvania have the idea that Scranton and Wilkes-Barre are suburbs of Philadelphia. In the corridcr from Bos ton to Washington, there is a very defi­ nite image of this area. I travel the length and breadth of this corridor and I talk to public officials, community leaders, and bankers. So may I give you the "collected image" of this area, if I may call it that. G £ E F - Let me quote; "Northeast Pennsylvania was especially favoredon creation day. It has unlimited natural resources and fruitful valleys. Itis spaced with green rolling hills, flowingwith milk and honey -- popu­ lated with a vigorous, honest, intelligent, imaginative, brilliant people." Where do you think that came from? I lifted this out of the typical Cham­ ber of Commerce literature. Do you agree with that description? Most of you are probably skeptics. May I tell you, then, what the skeptics on the outside see as the image of this area. This area is viewed as one big poor house and a vast slum area. Not too long ago I was in West Virginia in a little town where poverty was rampant. One of those areas makes the slums of Philadelphia seem lux­ urious by comparison. One of my bests found out that I was from Phila­ delphia, and he sympathized with me. He said, "I know we're pretty bad down here, but you have a much worse area up in Scranton and WilkesBarre, don't you?" I quote that to show how far images go. People, in general, have animageas far as the slum aspect goes. They'll tell you stories of how they drove through this area and saw town after town of dilapidated and unpainted wooden houses. The people in Washington, fortunately not the informed people, cannot figure out why you haven't had any riots in the Wilkss-Barre -11- 61 �Scranton area. They associate riots with slums. Their computers tell them that the Wilkes-Barre-Scranton area is ripe for riots, but they can't quite fathom why riots haven't occurred. The area is also characterized by strong backs and weak minds. The coal digger is the symbol. Education is for squares. Many believe that this ar ea has achieved Utopia. The women work, the men stay home, bootlegging coal and drinking beer. In the New York area, this is the image of your area. Part of the area image is that the major export of this area is young people. They leave home because of lack of opportunity. Many persons in my age bracket run into many former residents of this area. This impression does prevail. E E E Another impression for which you are partially responsible is that the area is being sustained by federal government handouts. In general, this is a prevailing opinion. There are approximately 435 gov­ ernmentprograms under which the federal government gives aid tourban communities. I don't think the Wilkes-Barre-Scranton Area qualifies under all these 435 programs. And yet, the impression abounds thatyou are a "handout" area for all government programs. An added impression is that this is a place where industry looks for cheap labor. This image originates in Northern New Jersey and the New York area. Your past history is associated with this idea in that it relates to the garment industry. It is still haunting you today. Tied to the above impression is that this area is a place where industry does not want to face up to the non-white problem. This is a prevailing notion from Philadelphia south -- into Wilmington, Baltimore, and Washington. It is also a place that breeds prime athletes, who must leave the area in order to receive recognition by sustaining the football teams of about 100 southern colleges. I will not comment on this notion because there might be a recruiter in the audience. Another part of the image is that industry moving into the area is doing so because of local subsidies and local inducements. This is an image that floats around generally in the Northeast corridor of the United States. Many people outside your area believe that one cf the major indus­ tries of your area is repossessing television sets, washing machines, and automobiles because people can't pay for them. -12- �And last but not the least, this area is famous for its beautiful women, men who can hold strong liquor, and politicians who stop at noth­ ing to get elected. This last one needs some clarification. Politics in Luzerne County is supposed to be very dirty. This is one of the reasons why bright young men coming out of universities stay away from this area. College students won't come to this area, as a rule, because the feeling is that their profs .sional qualifications will have nothing at all to do with the position ^r the advancement they might seek. This is the image in city planning, urban economics, and other fields. Your unfavorable image never allows you to benefit from the irra­ tional decisions that are made in the selection of plant locations. You people assume that plant location is predicated on a very logical deci­ sion, as a result of experts collecting information, feeding it into com­ puters (no one uses a calculator anymore) and coming up with a deci­ sion. This may occasionally happen. Most of the time, however, plant location is arrived at in an irrational manner. I know it because I've been involved in it. These irrational decisions all resultfromwhims and fancies created by an image. If I had been the third speaker on the program instead of the first one, I would have taken a different approach. The statistics are not bad, the image is bad. And to this point, I have spoken quite frankly. One fact is evident -- you are not getting your message across. I happen to know your story. However, you certainly are hiding your candle under a bushel. What you need is a good public relations cam­ paign. You must get to the decision makers -- the image makers. You people can't do very much individually. One person can influence only a very few in his lifetime. Get to the media that influence decisions. You are well located, and have a lot going for you, both in people and location. May I emphasize again, get your message across. In the question period, I will try to sustain some of these points and give you illustrations. -13- �ffl INDUSTRIAL LOCATION FACTORS AS RELATED TO IMAGE by Charles W. Van Keuren, Assistant Director Industrial Development, P. P. &L. 'J Whatkindof image do you present of Northeast Pennsylvania when you meet and talk to people from other areas ? Do you always speakpositively about your area . . . or, mere specifically, your hometown? There are good images and there are bad images. An image is defined in part as "a mental picture of something; idea; impression. " For a few minutes I will discuss with you our observations of the image of Northeast Pennsylvania - some good - and some bad. C Speaking in terms of industrial development - how does aregion any region - acquire a poor image. £ A poor image is easily acquired by the existence of poor commu­ nity attitude and appearance, labor unrest, lack of available industrial buildings and sites, poor transportation and accessibility. Then there are those who would seek to capitalize on someone else's misfortune. We have all read and have seen the editorials and pictures which so precisely describe the scarred earth, the acid waters, and the mine fires not in our local publications, but in the metropolitan new spacers and nationally circulated periodicals. All are negative approaches to the region and present an image of devastation to people all across the country. In­ deed it is most difficult to read optimistic words or see pictures of the positive side of the coin. IE E R What has been done in this area that after World War E threatened to turn it into an economic waste land? Jobs disappeared, the population declined as many people migrated to other areas. Poverty gripped the region as the result of dependence on one main industry. But through teamwork and sheer hard work, those who remained behind built a new and solid economic base. The key to the region1 comeback has been the attraction of new diverse industry. -14- Gi �Since I960 through 1966 over 430 new industries located in the Northeast. The industries provided employment to 28, 000 men and wo­ men with annual payrolls amounting to more than $125 million. During this same period more than 160 existing industries expanded their opera­ tions. A most vitalaspect of this economic miracle has been the reduc­ tion in unemployment. In the latter part of I960 the unemployment rate in Northeast Pennsylvania was 13.75%. At the end of 1966 the rate was down to 5.2%. This is truly- a remarkable and dramatic reduction. Also included in this economic turn around was a virtual end to the outflow of younger workers. So you see -- the image cannot be all bad. [ TJ r|l '11 The driving force behind the i evitalization has been, of course, the people thems elves and industrial development groups that were formed. During the 20 year period from 1946-1966, these groups raised more than $21 millipn, created industrial parks, built shell buildings , and. sold them to new industry. Today this industrial development effort is more intense than ever and the influx of new industry continues. S What makes an area attractive to new industry? Industry con­ siders a host of factors which are essential in determining the right loca­ tion for its particular operation. The importance of each factor varies considerably according to the industry involved. There could be as many as 10, 20 or even more factors to consider. 'll I! i R R P E However, studies of case histories of plant location decisions re­ veal that 4 or 5 factors invariably stand out over all others for the major­ ity of industries. The first one is Nearness to Markets. Proximity to major consumer and industrial markets ranks high among plant location factors considered by practically every industry. Industry wants to be close to markets so they can be served efficiently and profitably. We feel that this area is at the center of the most highly concentrated consumer and industrial market in the nation. We tell our prospects this is the "Heart of the Market." Our strategic geographical location has and will continue to provide an excellent image of nearness to markets. A second prime factor is transportation. We believe Pennsylvania with a balanced transportation system of air service, rail service and highways has one of the most flexible sys­ tems in the country. PI B -15I �The completion in the near future of Interstate 80, the Keystone Shortway, as the quickest east-west super highway will immensely in­ crease the region's attractiveness as an industrial location, the scenic beauty of the Poconos will be evteh more accessible to millions of tourists and vacationers. Blend in interstate routes 81 and 84 and the turnpike and you have a network second to none in the nation. SI ■ p E E L II L F B G B I B The interstate highway is a leading factor for industry considering Northeast Pennsylvania. Interstate 80. 81, 84 and also the Pennsylva­ nia Turnpike connecting the region to the major markets in the Eastern United States and also linking us io the midwest is constantly being brought to our attention by industrial prospects. Such questions as "How soon will Interstate 80 be completed to New York City?" - or - "How far can you goon Inter state 80 ? " indicates an improving image in transportation. A third factor is Productive and Dependable Labor. This ia an extremely important consideration in the location of a new plant. We believe the northeast has a favorable labor picture to pre­ sent. There has been a continuing improvement in relations between in­ dustry and labor. In some area communities, labor-management coun­ cils have been quite effective in solving mutual problems. An outstanding example is Wilkes-Barre's very successful Labor-Management-Citizens Committee. We believe it has proved and continues to be a positive fac­ tor in creating a climate of understanding and joint responsibility in the area's labor management relations. However, aside from whatwe know of our area, on this factor we do not present a very good image! For example: 1. A prospect once toldus that he has a friend with a plant in the region who complained that the men won't work for anything but top dollar as their wives are working and making big money. The men would rather not work if they can't match or surpass the wages of their wives. 2. Another area industrialist told a prospect that his em­ ployees were paid onpiece rates. If quota was reached by 2:00 P. M. working until 5:00 P. M. could substan­ tially increase the take-home pay. He sard the plant has to be shut down after 2:00 P. M. - everyone has gone home - they don't, want to work. -16- �1 3. On the other hand, I can think of a firm which located in the area only after an exceptional selling job. The key man was so pleased with his labor experience that he was instrumental in the location of another division in the area. - 4. Consider this - there are industrial prospects who still believe that there are more strikes in the region than anywhere else in the country. In fact, one industrialist who is presently operating a new plant in the area told us that local workers will walk out at the drop of a hat for any reason. In most cases, the walk out will be of short duration, but nevertheless, disruptive. The workers'fir st thought at any disagreement is "sit down" or "walk out. " 5. Here is another area of interest for the newspapers. E fl g P A strike in Scranton or Wilkes-Barre would be front page news in New York, no matter how large or how long. On the other hand, a strike of major proportions in Brooklyn would be buried deep in the same paper.. Why? Because history describes major strikes of years passed by violence when it was the order of the day throughout the region, - the same kind of violence and startling incidences that sell newspapers. A his­ torical image we are still living with today. A major aspect of labor is availability and skills. Happily, the unemployment rate has dramatically declined. However, success brings its ownbrand of problems. While we still have alimited pool of workers, skilled labor shortages are developing. Should we be unable to meet industry's need for skilled manpower, our dramatic progress can be stifled and seriously set back. 1 □ g Educational opportunities, as well as the quality oi educational facilities at all levels are of ever-increasing importance to industries seeking plant locations as well as those considering expansion. P Muchprogress has been realized in the field of education but there must be a continuing and ever larger effort if we are going to provide the skills industry will demand in our complex society of tomorrow. A fourth factor is the availability of industrial land sites and/or buildings. Today the vast majority of new industrial operations are housed inmodern one-story buildings. This means that sizable industrial fl 0] -17- �I IJ I il land sites must be available to accomodate them. We believe the area has a good job in reserving land for future industrial use and keeping it competitive with other areas. At present over 7, 000 acres are available for future development. Here in Northeast Pennsylvania we have some of the most well planned and picturesque industrial parks that you will find anywhere. Crestwood Industrial Park at Mountaintop continually impresses pros­ pects with its attractiveness and orderly appearance. Needless to say, the area has been the leader and imitator in the erection of speculative industrial buildings. 0 IS E On this factor - we present a pretty good image •• keep in mind; however, that an industrial site must have certain basic attributes for it to be considered as a prime site - it must be accessible, have adequate water, adequate sewage facilities, adequate power, and be properly zoned. It is important to note that when an industry decides to locate in a community it buys more than a site or a building. It buys an interest in the community. This leads me to the fifth factor which is community attitude and appearance. Here is where many plant location decisions hang in balance. The $21, 000, 000 which I mentioned earlier is ar. excellent indi­ cation of community attitude. I venture to say that no similar sum has been raised by a reasonably similar area anywhere in the United States and/or the world for that matter. B B 6 E E R We at PP&L are particularly proud of the Northeast's dedicated, aggressive, and experienced groups with whom we are priviledged to work. They have been the pioneers of Pennsylvania1 s industrial renais­ sance by breathing new life and vigor into their communities. Unfortunately, while being a pioneer can build a great image, it can also be responsible for tarnishing the image somewhat. An industry that located here is a case in point. The president on a visit to his former city boasted toother industrialists on the deal he claimed to have received when locating here. This immediately set off a chain reaction of inspections seeking the big-fat deal. ..18- �1 While there may have been instances of such happenings in early industrial development programs, such isolated cases are gone forever. Local plant managers and presidents can be great image builders . . . you need them all on your side. Closely tied in with attitude is appearance. Many communities and groups of communities have been conducting clean-up and beautifi­ cation campaigns to make their towns wholesome and attractive. 13 |E IE p I g If there are those among you who would believe the location of an industrial plant is purely a matter of economics I am afraid you have been disillusioned. A few years ago we were workingwitha large com­ pany who was very much interested in Northeast Pennsylvania. Nego­ tiations had proceeded to the point where the principles were ready to give the community the green light. However, over the weekend the men decided to bring their wives in for a visit. There would be no plant in Northeast Pennsylvania for that industry. Our appearance to those wom­ en was the deciding factor. PP&L believes that, it too, has a responsibility in this aspect. Because of this, Operation Trees was established. This is along range program designed to screen and eventually cover mine spoiled areas in the northeast. So far more than 661,000 seedlings have been nlanted by 507 groups on 370 sites in 37 communities. '"Operation Trees was designed as a self-help beautification program. Its success has been achieved due to a magnificent cooperative effort by many young people and youth groups who volunteered to make the plantings. Another aspect of appearance is the recent publicity regarding the backfilling of strippings with junk autos and trashfrom the metropol­ itan areas. Without debating the goodor badpoints of theproposal - the publicity has not done our image any good. It is a matter that should have been studied indepth and completely coordinated before any kind of publicity was given. Generally speaking - on the factor of attitude and appearance - the image is good - butmuchandcontinuouseffortmust .be given to improve it. Gentlemen, today I have discussed what we feel arethe basic fac­ tors of plant location along with some actual case studies. Without a doubt - Northeastern Pennsylvania has the tools and the ingredients to as sure for itself not only continued growth but more impor- -19- F i. I �E C fQ tant, quality growth. PP&L feels that a goal of 100,000 jobs by 1975 is definitely attainable in our Northeast service area. Those 100, 000 jobs are all a part of a multiplying effect as you go along. This has been established as a goal. Perhaps, it might be a good idea if this infor­ mation were available to the people throughout this area on an annual basis. In order that the existing ingredients of the region can be effec­ tively implemented, they will require a regional team operation, with active participation by everyone - the general public-citizens' groups, Chambers of Commerce, business and labor, educational institutions and all units of government. They will require a cohesive, coordinated cooperation action program. There are evidences of this. For example, here in the Wyoming Valley, a sanitary authority of municipalities being expanded to 24, is engaged in a crash campaign to clean up area streams and rivers. Northeastern ever, the path ahead accumulated effects many we cannot now ing further mistakes p - p p, Pennsylvania has a most promising future. Howis not strewn with flowers, We must correct the of past mistakes where we can. We must pay for correct, We must, so far as possible, avoid makto plague the future. We must have new industry, growth of existing industry, slum clearance, renewal, modern business districts, clean water, clean air, adequate parking and all the other attributes of a modern, progressive, urban industrial society. And we must do these things not during a pause for repairs, but while our whole physical, social and economic world is changing at a rate unprecedented in history. I have mentioned several factor s which are important to the future prosperity of Northeast Pennsylvania. These factors - nearness to mar­ kets , transportation, labor, sites and building s, and attitude and appear­ ance, plus a people with spirit, determination and enthusiasm - have tremendous potential for growth. However, progress and pi osperity cannot be fully developed with­ out an intelligent, comprehensive, balanced program of action. 9 9 And so gentlemen, I leave you with a challenge - a challenge to fully utilize these factors and blend them into a broad and balanced re­ gional program that will provide an even greater stimulus to the contin­ uing development of Northeast Pennsylvania as ona of the most significant growth areas in Arnerica. •3 -20I �THE IMAGE AS SEEN BY THE BOND BUYER I 'D by John R. Sauerteig Smith Barney Vice President Company Ladies and Gentlemen, Mr. Meltzer has just asked me to apolo­ gize for his remarks. I don't know that any apology is necessary since much of what he said is true. I was going to try to give you an idea of what the image of your area is. I think he's covered this very well. But perhaps I can give you a little insight as to what your image is in the investment fraternity or in the financial centers of the world. I As Mr. O'Malley told you, this last June we were one of the managing underwriters for the $17 million issue of the Wyoming Valley Sanitary Authority. This made us responsible for underwriting the bond issue and seeing its successful sale. In doing this we ran into a tremen­ dous amount of resistance on the part of many bond buyers throughout the country. A new image was painted, at least for myself. I couldn't help but think of Mr. Meltzer saying, "Oh, he's an expert because he comes from 100 miles away. " I come from Fort Wayne, which is about 700 miles from here. 0 r r r An image was painted for us by these buyers. Some knew a great deal about the area. One person had a good idea of what you people were faced with, where you've been, where you are today, and where you're headed. Another buyer told me, "John, I wouldn't buy those bonds if they were 10% taxfree. The place up there is a mess -- everything's going downhill. " He pictured an area where every house was a dilapi­ dated shack, and where a great big pile of coal was out in the backyard with a mine shaft running down into the ground. Now this is obviously untrue. Probably the most common picture that we received in trying to sell your bonds was that of an area predominantly based on the coal in­ dustry fora long, long period of time. The impression created was that during the last 40 years this industry has been going downhill. Mines i -21- �p have shut down, people have moved out of the area, workers lost jobs, income decreased, and tax collections became horrible. As a matter of fact, the impression is that you people ar e so poor that some communities in the areaup here issued bonds and defaulted on their first coupon. This is a very serious thing. Knowing a little about how these financial people have appraised you, it might be helpful if we dwelt on who these people are that are making these judgments about you, and how they arrived at this image. Certainly if the image is going to be changed, it would help for you to know whose mind you have to change. A bond analyst like my­ self tends to be and is generally a pretty conservative person. Bonds are suppos edly a means of investment to guarantee a per son steady income and safety of principal, ft's not something that somebody ordinarily speculates on. As a result people will turn their backs on a bond that may be one-half of 1% more in yield or coupon, and try to buy some­ thing that they are sure about. When they analyze the credit of an area, the bond people form their image from three different sources: a a r r I B p I Number one is personal experience. This is probably the best thing that a bond analyst can bring to his job. This year the municipal bond business is going to be faced with underwriting and distributing somewhere in the vicinity of 16 billion dollars worth of bonds. Just a couple of weeks ago, there were bids on 60 separate issues. This places a huge burden on any bond analyst. It is obviously impossible to have first hand knowledge about all of these issues. He skims over the issues that he sees, and from his personal knowledge, he will make a judgment. More likely than not, he is going to form his opinion of this area in two other ways. One might be to let somebody else do his thinking for him. He can scan the Moody Rating or the Standard and Poor Rating. But there are pitfalls for the analyst in this. One rating service will give a BAA rating to an area whereas another may give it an A rating. The BAA rating means that the bond is speculative in nature and that there is something doubtful about the ability of the area to repay the prin­ cipal and the interest. The other rating service will give it an A rating, meaning that it has no doubts that the bond issue is higher and better. Financially, it is in satisfactory condition, and there are not too many doubts as to the future of its financing. The sophisticated investor knows that there are people just like themselves passing judgments and making ratings. More likely than not, he's going to do his own thinking. -22- �n r r r This is done by an examination of factual material. The bond prospectus, the official statement, trust indenture -- anything that the underwriters or the issuing body can mail to these people will serve to acquaint the bond buyer with the facts. The facts necessary are com­ posed of four separate items: First, the economic background of the area. I think you people are probably familiar enough with the economic problems of this area to know a little bit of what your problems are. You know the reasons why this image has developed. The analysts are looking for growth of industry, for steady growth, not spasmodic or sporadic -- up one year and down the next. They want to see an increase in population. They want to know something about diversification of industry and the trans­ portationsystems into and out of the area. They want to know something about the type of people in the area. Are the workers good workers? Is it skilled labor? Is it the type cf labor that is going to attract new industry? They look for the income source of the area. Basically they are trying to see if the economy is a thriving one or whether it is going downhill. Probably the poorest thing any analyst wants to see in any community is a dependence upon an extracting industry for the economic base - such industries as coal, lumber, and oil. 3 3 5 - L Second, the governmental administration of the area. Bond in­ vestors will want to see a government that is run without too many over­ bearing political decisions. They want to see programs that are sound for the area as a whole. Tax levies in the operation of government give a picture of financial stability or bankruptcy. Bond investors are con­ cerned with the limitations on the raising of taxes for the payment of bond indebtedness -- principal and interest. Third, an analysis of the debt of the community. In this respect they relate the debt to the debt of other communities. But this becomes very difficult; for like individual debt, one person can have what might be termed a moderate debt, whereas that same debt for someone else could be either very small or extremely burdensome. The ratio of net debt to assessed valuations, the ratio of debt to market valuations, the per capita market valuation, the per capita debt will all give some indi­ cation as to whether a community can carry the debt load that it has placed upon its shoulders. 0 And last is the current operating record of the community. Is the local governmental unit operating on a fiscally soVind basis or is it doing what New York City has been doing for a long period of time -- poling up deficit after deficit and going further and further into the "red" without any hope for improvement in the near future ? -23- �■ M After reviewing all of these factors, the analyst has a pretty fair idea of where the community has been and where the community is today. But of course, history isn't of any benefit to anyone unless all this can relate to the futur e. And this is what the bond analyst is really faced with. Where is the area going ? Is it going to go down? It is at this point vzhere personal experience is so important. I can cite two examples of this past summer when we were under­ writing the $17, 000, 000 bond issue of the Wyoming Valley Sanitary Au­ thority. It concerns the bond analyst of a large midwestern insurance company, for whom we had reviewed all of the factual material and put it at his disposal. He was very much interested in buying the Authority's bonds. He wanted to make a recommendation to his company, but therewere alot of reservations in his mind. Dr. Mailey was good enough to arrange a persona] tour through the area for him. After he had seen for himself the progress that was being made, a lot of false notions were despelled from his mind. He went back to his company and made a fa­ vorable recommendation to his investment committee to buy $1,500, 000 worth of bonds. j s 3 a r 5 We had another insurance company from Baltimore interested in your bonds. These people sight unseen had purchased $500,000 worth of bonds. As is their usual policy after making a purchase and espe­ cially where there may be some doubts in their minds, they wanted to make a tour through the area so that they could see how any future develop­ ment might affect their holdings. Dr. Mailey, once again, was kind enough to arrange a tour for these people. He had themmeet bank offi­ cials, employers, community leaders, and workers. After they saw the area, they doubled their commitment and bought another $500, 000 worth of Authority bonds. Now all of these people saw something up here that they were not able to see in any of the factual material. The factual material that they looked at showed a dying coal industry. No wonder the analysts did not want to look any further. This is the tragic story of an area that has gone downhill. Outsiders know what the unemployment rate has beenup here. They looked at tax collection records, some of which run as low as 55%. This is shocking when 90% to 100% tax collection is considered a respectable ratio to even merit any kind of investment at all. When they come up here, though, they see achange going on. It's a change that they feel can be sustained. There is a change in thinking within the investment community. However, there are a lot of skeptics who still point to a decreasing population and a declining economic base on which their bonds are going to be payable. 0 s -24- ��IJ D p - INTRODUCTORY REMARKS by Horace Kramer, Chairman Wilkes-Barre Redevelopment Authority ■ F ■ 0 5 s ■ i I fed ' I ■ Although it has not been too pleasant, our previous speakers have presented to us some of the ideas that are heard by people throughout the United States concerning Northeastern Pennsylvania. Our two panel­ ists will present to us some ideas as to what can be done about this image. Mr. Akahoshi and Mr. Gallagher will discuss some of the positive steps that can betaken to remove the negative image and replace it with a more positive one. Both of our panelists have had rather extensive experience in the area of constructive criticism for image changing. �r c THE DOWNTOWN IMAGE by George Akahoshi, Vice President Real Estate Research Corporation F - a - You might wonder why I'm going to talk about downtown WilkesBarre, when this Conference is really concerned with Northeastern Penn­ sylvania. But I think it's fairly obvious that the visitor to any commu­ nity or any area gets a first hand impression of the community through its downtown area. In the past, people would come to Wilkes-Barre and other cities by rail, and they would go through some of the worst parts of the community. They went from the railroad station to the hotel. Now they come into the airport and go straight to the hotel, and get their im­ pression of the community by going through, usually, the least attrac­ tive parts of the community. They don't see the best residential areas. They don't see the new industrial plants, and they don't wander around the country clubs and golf courses. If you were to invite a guest to your home, your wife would natu­ rally housecleanbefore guests arrive inorder to make a fine impression. To the visitor to downtown Wilkes - Bar re you are the hosts. The appear­ ance of the downtown area provides the sum total of the impressions that a visitor gets of the community, and certainlythe kind of impression that you have of yourselves. The casual visitor entering downtown Wilkes-Barre, first of all checks into an antiquated hotel, because there aren't any new hotels in downtown Wilkes-Barre. When he wanders around and looks for a place to eat, he finds very little in the way of alternatives. Wandering out on the street, he sees nothing but old, dilapidated buildings. He is impressed with Public Square because two sides of it have absolutely nothing on them that's impressive. Market Street has quite a few vacant stores. He looks at city hall and wonders "what is it?" Actually, it may be the wives who visited here and convinced their husbands that they shouldn't come into the area. They might have been wandering around that same downtown Wilkes-Barre. I'm painting this black picture because, truthfully, this is the situation as it is now. -27- �As you know we have just completed all of the field work and much of the analysis of our economic study for downtown. We are definitely convinced that the downtown area of Wilkes-Barre has some real po­ tentialities. I If you had been here on February 12, 1967, Lincoln's Birthday, when all the schools were out, and tried to find a parking space in down­ town Wilkes-Barre to go shopping, you would have been completely out of luck. There just wasn't any parking space. This is one of the big problems plaguing the downtown area. It requires a great deal of coopera­ tion on the part of all the merchants and busines smen in the town to cor­ rect this. a ■ p I - p Downtown Wilkes-Barre has been extremely fortunate in the past mainly because this has been a declining economic area. There hasn't been enough population growth in the area to sustain new outlying facili­ ties. Since the growth occurred so early in the past history of the com­ munity, you had a tremendous commitment to the downtown area. All of your big department stores are here and almost all of your multiple occupancy office space is downtown. The city has also been extremely fortunate because of its cen­ trality of location. Cities have certain shapes. The cities that lie adja­ cent to a waterway or large body of water like Lake Michigan and Chi­ cago can grow in only one direction -- away from the Lake. Thus the city center or the original centar 1 busines s district is right on the edgeofthe water, so that the population, with the growth of the community, keeps moving farther and farther away from the center that was originally the primary business district. These cities then become susceptible to in­ terception by shopping centers and outlying facilities of all kinds. ■- I® a !■ fa 1 This really hasn't happened in Wilkes-Barre for two reasons: the centrality which still exists means that most of the population is all around the central business district rather than on one side; and secondly, be­ cause of the declining economy, there hasn't been that much opportunity to expand. You have a kind of ready-made situation where you might be able to do something downtown before you get intercepted and get hurt very badly. We think that there is a real potential for a downtown motor ho­ tel -- a modern one with meeting facilities and restaurants. You don't have any here. The person who comes into town for the fir st time checks into one of your older hotels. The next time, he'll try to fight his way into the Holiday Inn, the Host Motel or some other outlying facility. However, from Tuesday thi ough Thursday, you can't get into these mo­ tels at all. -28- �We also think there's a market for luxury-type high-rise apart­ ments in the downtown area. n We also think that there is a potential market for office space. However, this will be a problem because you will need some kind of "packaging" in order to make the office buildings prosper. We think there is a potential for continuing increases in retail sales. You have a tremendous plant downtown as compared to a lot of other cities. You have four department store s with a combined total floor area of about 510, 000 square feet, which when combined is considered to be a big plant. - g l You could stand some good restaurants and places of entertain­ ment. We also feel that the economy of the Wilkes-Barre area, which is a part of this greater Northeastern area, has turned the corner, and that you certainly can't consider yourself a depressed area any longer. As one of the preceding speakers mentioned, "This begets its own problems. " As you grow, the opportunities for making money also grow and people think in terms of competing with downtown. The competition must be met. at least by making downtown far more physically attractive than it is today. This might mean that you have to seize upon opportunities to get new office buildings. You must do something tc beautify Main Street; make it a more attractive place for people to shop. H □ Is i e If a regional shopping center were to be built on the outskirts of the city, certainly it would be an attractive mall. Downtown must match the outlying center s not only in terms of attractiveness and interest, but also in convenience, which means thatyou've got to have good parking in the right places. In terms of comfort, there should be some way to protect the shoppers from the elements. B [H 0 There are just some of the problems. We're nottelling you how to solve your image problems downtown. But it seems to us that it is extremely important that an organization of downtown businessmen must be formed to help recreate this image, and work with the Redevelop­ ment Authority to interpret its programs to the public. Such an organi­ zation of downtown businessmen might possibly engage in development in downtown areas as sponsors themselves. ■ ■ -29- �L_-| r n F o u In many communities, the things that happen are stimulated by just one development. For example, Erie. Pennsylvania has an urban renewal program fordowntown. One of the key elements of this program was to keep the headquarter s of the General Telephone Company of Penn­ sylvania downtown. It had already received an option on an outlying site. The people in the downtown area wanted to keep it there, a parcel of land was sold to the company, and the office building is now up. This sets into motion a whole host of other problems and renovations. The old department store has already completed building a new department store in the downtown area. A group of smaller retailers are now fighting to rebuild on another site. You. might say that Wilkes-Barre is a little bit different. You don't do things the way Erie does. You may contend that you are in worse shape. But Erie had been in pretty bad shape and it is doing something about the downtown areas. Most of the older cities in fact have had real problems in their downtowns. And as another gentleman said earlier, "You have to organize to get things accomplished. You can't do it by yourself. " U & ti g E ria b ■ You may have heard about the mid-town mall in Rochester, New York. The mid-town mall is a very interesting complex in that itaccomplished one very interesting thing. There's a department store called Foreman's that is only a half block from Sibley's and McCurdy's, which are the two major department stores in dcwntownRochester. A visitor to the downtown wouldn't even have known that Foreman's was there. The mall was the reason for joining the rear of McCurdy's store and the rear of Foreman's stere which then opened out into a covered mail and actually made these main entrances to these two stores. In fact, the mall really saved Foreman's. McCurdy's is a competing store, but they cooperated with the plan and now both stores are prospering. This is just an example of the kind of cooperation which you need in order to get something done. Buffalo was areal dead town until three or four year s ago. Noth­ ing was happening downtown. It was a dismal looking place. Now, the city has amajornew office building, which was constructed by the Manu­ facturer' s and Traders Trust Company, a very attractive 300, 000 square foot building with a restaurant upon the top floor. Another firm is con­ structing "The Main Place, " which will have about 450, 000 square feet of new office space. They are planning several hundred thousand feet for small retail stores and shops. The city closed off two streets to make this development possible. . !■ -30- ■ �□ ry Possibly in a community suchas Wilkes-Barre, one of the things that might be done is tc have a brand new city hall, which certainly would reflect a better image of the community. Up until a few years ago, everybody thought that government workers should be in unclean, dis­ mal looking buildings without air-conditioning or comforts. But things have changed. In a townlike Erie, the cityhallis actuallythe bestoffice building in the whole community. These are some of the changes that you might consider to im­ prove your image in the city and thereby improve it for all of North­ eastern Pennsylvania. I* S □ B a ■ a - ■ -31- �POSITIVE ACTION TO CHANGE YOUR IMAGE by Thomas Gallagher, Consultant Mullin & Lonergan When I was first asked to speak to this group, I felt pretty good about it. I have a lot of friends in Northeastern Pennsylvania, having worked in the Pocono Mountains. Then I started to think: I would be talking to Northeastern Pennsylvanians about Northeastern Pennsylva­ nia, and I began to feel inadequate to the task. I feel somewhat like the old codger who was involved in the Johns­ town flood. Everyplace that he went, he talked about the Johnstown flood. Eventually he died. At the gates of heaven, St. Peter told him he could have any wish he wanted. The old boy scratched his head and said, " If it's all right with you, I'd like to tell everybody in heaven about the Johnstown flood. " So St. Peter lined up everybody in heaven and seated them before the old man. Then St. Peter said, " There they are. Every­ body in heaven is out there and they are waiting to hear you tell about the Johnstown flood. However, it's only fair to warn you -- Noah is in the audience." I can make these remarks short and sweet by just bringing to your attention the words of a song of a few years ago. You've got to accentuate the positive, eliminate the negative, and don't mess with Mr. In-Between. "You can't mess with Mr. In-Between because if youmake a half-way effort, you are going to do a poor job. How can you sell anything if you are not convinced yourself? You have to start thinking in a positive manner. How do you expect to sell a region if you don’t believe in the region? If you are going to complain among yourselves, you can't sell it. You will continue to stagnate. I think you are on the upswing in this area. You have been at the bottom but now you are on the way up. But you've got to sell this idea outside the region. I have heard the same comments that Mr. Meltzer heard. There are many people that come from the coal regions to escape the coal regions. They say there is no employment, no opportunity, no future. -32- �But what are the positives ? The unemployment rate is declining from 17% in 1958 to 3. 8% in 1967 and you are in proximity of the major centers of population and commerce. These have been mentioned this morning. Whataboutthe large city creeping down the Eastern Coast ? Room is going to be needed. Here is an area that can start to develop. The climate can be used in your favor, so take advantage of the proximity. Take advantage, also, of the Pocono Mountains area. The Tocks Island project is going to create the largest national park in the Northeast. In­ dustryseeking new locationhas been mentioned, but what about recrea­ tion.? This is very important. People are getting more leisure time. Where arethey goingto spend it? This is another positive point that you can sell. Transportation to the area is here. One point hasn'tbeenmentioned. It is that some industry is moving out of large cities because of fear of riots. Industryis leaving Philadelphia because it can't get work­ ers for night shifts. People are being beaten up. In this region, you have one of the lowest crime rates in the nation. Sell it# Talk about it. Talk to your friends about it. a f J j 1 If there are people leaving the region who have relatives here, certainly they can talk to those who have gone. Ask people to come back to the region. Talk in terms of the underlying strength of the economy, the Labor-Management-Citizens Committee in Wilkes-Barre, and the Industrial Development Fund. These are real positive selling points. Accentuate the positive! The next job is to eliminate the negative -- the negative connota­ tion of a depressed coal region. Mrs. Johnsoncame here. Whatdid she talk about? The depressed area of Appalachia. You are no longer a depressed area. This area is below the 6% criteria. Recently the New York City Sanitation Commissioner talked about the depressed coal re­ gions. He did not talk about the trash problem of the cities. He talked about what hauling the trash to the coal regions was going to do for the depressed coal region. It was going to create employment. There may be meritto the idea. But this needs further investigation. Thesepremature announcements make the Northeastern Pennsylvania region a laugh­ ing stock of the East Coast. People ar e now talking about not only the depressed region, but. about the depressed region which is a recepticle for trash. This is the kind of talk that must be eliminated. The median age of the workers in Wilkes-Barre has increased over thepast five years. The medianage of your working population has increased by four years because of the out-migration of young, educated, skilled workers. If you are to attract industry, this is an item that you must' recognize. -33- �L i Some of the past history of the area has not been updated. The out-migration of population has stopped in the last two years. The unem­ ployment rate has gone down. There has been an upswing. The popula­ tion is not leaving, since new jobs are being created. F 0 o 0 □ Talk in terms of developing a regional approach --a regional approach to what is really a regional problem. When people talk about Wilkes-Barre, they usually talk about the progressive and dramatic ur­ ban renewal program in the city of Wilkes-Barre. But Wilkes-Barre City and Area is still considered a depres sed coal region. While WilkesBarre and Scranton may get publicity about something progressive, the region as a whole is still considered a very depressed coal region. ■ u ■ u ■ H ■ ■ J I I -.1 p uP 0 Gentlemen, you need a regional solution to a regional problem. Comments have been made on an adver se industrial mix in terms of sluggish growth industries. The industry that has hurt is the coal indus­ try. Youhavenew industry in textiles and apparel but they are low pay­ ing and hire predominantly female employees. A concerted effort on a regional approach basis must be made to attract the growth industry into the area. Your image must be changed from within and without. What about something that can be done from within? The approach to towns and to the region is in need of rehabilitation. For people who supposedly can't afford it, there are programs rhatmake it almost impossible not to fixup homes. There ar e well over 400 statutory federal grant programs available. Take advantage of a Fix-up campaign, in an Urban Beautifi­ cationcampaign, and in a Highway Beautification campaign. Approaches to the area must be improved. Remember, there are highway beauti­ fication programs, federally financed or partially financed, and there are urban beautification programs which are partially financed. In advance of the selection of a city-manager, you should begin to discuss policies that he will be asked to implement. In this way, he will be ready to take advantage of federal programs and improve the image of the city. The central city core must be rebuilt. This is where one finds the seat of government. This is the location of the commerce, This is where one finds the cultural facilities and the colleges. Another thing that must be eliminated is provincialism. A move­ ment must be started within the region in regard to local governments-. The spirit of cooperation, where you can cooperate, must be developed. Thisisnot allScranton, all Wilkes-Barre, or all Hazleton. But you can cooperate and understand each other. Try tc find what's bestfor the region and then work at it, because what's best for the region undoubtedly will be best for all communities and cities within the region. -34- �Wilkes-Barre is working on its approaches as is true with Kings ton, Hazleton, and Scranton. Everyone is working on their approaches. If continued, this will lead to chaos or concrete all over the place. u r-1 □ In terms of highways, think in terms of regional concepts. The federal government, incidentally, is already insisting on this; many of itsprograms are becoming more and more regionally oriented. Not only the approaches to towns, but beltways around the towns must be con­ sidered. Many communities have been cut up. A great deal of country­ side has been cut up with highways. If a regional group or a regional council such as Mr. Kaufmann suggested for the great Northeast exists, such aNortheast Council can put some planning and direction into highway development. Another thing that can be donerightnow is vocational and techni­ cal education. This area has lead time. In order to attract new indus­ try, it will not arrive tomorrow. Y'ou have lead time. If you know of a way to funnel in the available resources, you will be prepared. A re­ gional council which goes out to attract new industry can talk in terms of training skilled labor. One of the sad points of a lot of our unemploy­ ment programs is that they provide training without keeping in mind the foreseeable needs. Training programs must be quickly adjusted to chang­ ing needs. You should think in terms of some of the new concepts such as population redistribution. This is a new idea of spreading cut the popu­ lation in areas not so densely populated. Be prepared. Authorization has beenmade in the Commonwealth for a bond issue for land reclamation. Take advantage of it. Youare going to be in com­ petition with the western part of the state. Since you have abandoned them, have them filled. Try to come up with a solution to strip mining without taking New York's trash. Take advantage of existing legislation to beautify the country­ side, to rehabilitate your homes, to create home ownership amongst the poor as opposed to public housing. All of these programs will not only improve the physical image, but will create jobs and improve the eco­ nomic image. Image is a reflection. Imagination comes from the same source from which image is derived. You can put some imagination into your programs, imagination into what you are doing. Talk in terms of not only imagination but pragmatism. -35- �How about housing? What de you do about it? I believe the Rede­ velopment Authority in Wilkes-Barre is quite concerned with housing and has put out extensive market reports in housing and housing availability. It has made projections. FHA has put out a booklet which identifies the housing market. Your analysis of the Wilkes-Barre--Hazleton Standard Metropolitan Statistical Area Housing Market for the February 1967 re­ port can give you currently available projections based on what industry is coming into town. Again, you have lead time on this so that entre­ preneurs can build housing, which incidentally is one of the leading eco­ nomic factors in attracting industry. Incidentally, your housing is not considered too progressive in Northeastern Pennsylvania. I am told by Mr. Horace Kramer of the Redevelopment Authority that the local Chamber of Commerce had a special committee working on this very problem two years ago. He says that the committee's work was finally finished because it was found that the situation that did pertain 5 or 6 years ago with new industry coming in and not being able to find adequate new housing for the executive staff has been reversed. May I close with one remark. How can youdo it? Mr. Kaufmann this morning mentioned the 100, 000 Pennsylvanians selling and promoting the economic growth in Pennsylvania. What do you think about 10, 000 Northeastern Pennsylvanians, or even 5, 000 Northeastern Pennsylva­ nians, promoting and selling the economic growth of Northeastern Pennsulvania? What if everyone of you businessmen and everycne of you bankers, in fact everyone of you, started to talk to people with whom you deal? Start talking in terms of locating.here. Impress upon them your positive image. This applies to people who have relatives outside of town. Set up 10, 000 Pennsylvanians for Northeastern Pennsylvania -selling Northeastern Pennsylvania on a regional basis. Think of it in terms of that song that says: "Whenever you are really down and out the only way to go is up! " Yes, you have been down and out, but, you are going up. By the way, the title of that song is, "Hey! Look Me Over. " g -36- �« i « 9 J INTRODUCTORY REMARKS 11 by £ Mrs. Donald Bennett, President Junior League of Wilkes-Barre ■ L. H (W Our speaker this afternoon is an individual who has a great deal of experience and knowledge of our area. In his varying capacities, both on the state and federal level, he had dealt with Northeastern Pennsyl­ vania. Since it is the consensus that the only way that we can go is up, perhaps he will trace for us what the area should be and also what it could be. There are many factors to be considered in looking at the future of Northeastern Pennsylvania. Since he had a hand in lying the groundwork for the future of Northeastern Pennsylvania, I think that Mr. Walker's remarks will be quite thought provoking. in — n ID -37- �YOUR IMAGE -- TODAY AND TOMORROW by David M. Walker, President David M. Walker Associates, Inc. Of course, I'm always delighted tobe in this area. I have a natu­ ral feeling for this section of the state. I have been traveling up here since early in the 1930's and I see out in this room many faces that are not only familiar but have the warmth of friendship. First let me take the opportunity of congratulating the College. I wonder sometimes if we realize how important this kind of conference is and what it does to the topic of image. We Would suffer a great loss without these institutions of higher learning and withouttheir willingness to assume the responsibilities which are inherent in their training of people to face the future. We are indeed fortunate that they have the courage and the ability to convene this kind of a meeting. I offer them c ong r atulations. r L B" F E E I I had a part in the fir st Community Growth Conference. I've been with youbefore, but it's always great to realize that these things can and do happen because of the energy and the ingenuity of people. And that word "people" and the subject assigned me today -- "The Image of the Future" -- brings me to a story by Myron Cohen, one of my favorites. It concerns a person who had a business in Jersey City during World War II. He made a lot of money, but after the war the business started going downhill, and so in desperation he moved it to Dallas, Texas. He worked like a "dog" for seven years. He built up a fine business, a good inventory, and a good cash flow. Soon solicitors for the United Jewish Appeal came around to see him and they said, "Sam, you came down here seven years ago with a bad business. You've worked hard. You've made it a good business. We now think it's time that you took your place of responsibility in the community. We have you down for $25,000." Sam said, "You're right. Seven years ago I brought down here a declining business. I have worked like a "dog" and now I've got a good business. " And Sam continued, "In Jersey City, I have a Mama in an institution and do you knowhow much a Mama in an institution costs in Jersey City? It's expensive. In Jersey City, I have a papa in a hos­ pital. Do you knowhow much a papain a hospital costs in Jersey City? -38£ I �It's a lot of money. Igot a daughter married to a "no-goodnick, " divorced and with two kids. Do you know how much it costs to raise, feed, clothe and to educate two kids? Believe me, it costs plenty. Now, if I ain't helping them, what makes you think I'll give to you?" r I'm sure that you know about the technical side of the renaissance ofthis area. The people who spoke to you this morning ar e probably more knowledgeable than I in some of these fields. When I first came up here in the early 1950's King Coal was indeed very sick, dying. Being prin­ cipally a one industry area, those were hectic days. But it didn't take long to recognize that the biggest single asset in this area was the people. I say to you candidly that it took this kind of people to survive that kind of economic chaos. There was working in this section an absolutely unstoppable force determination of the peo­ ple. It is possible that some of them were not even conscious of it. Some simply accepted the word of their leaders and those who came to give leadership. ■ ! This area was determined that it would become an area with a diversified economic face. There were skills, abilities, and the deter­ minations to put on that face so that it would be a solid one on which to build. This was not easy. You should have attended some of the meetings in this area where workmen stepped forward to give one day's salary of their month's pay to try to instill the-kind of determination that would not brook failure. Determination is still the greatest single asset of this area. It is, in fact, the image of the future. What are all these programs we are evolving in dealing with property renewal all over the world but a means for dealing belatedly with people renewal ? What is Congress really con­ cerned with when it meets to pass legislation aimed at a new way of life in America? It is really dealing with people. This area suffers less from the problems of society than most. Actually, our core cities all over the United States are becoming repos­ itories for the problems of this society. We now face the consequence of having built a suburbia without any real understanding of what had happened to our core cities. The image of the future is that this is a responsibility of all of us and notthe responsibility of one political subdivision. Nor can the adverse impact be contained withinthat physical and political boundary of a core city. We must begin to look at the problem as one that belongs to all -39- �■ the people. And we must begin to have the moral and political courage to marshall not only our determination but our energy to find the solu­ tion. '4 This great area is going through a pericd of transition. You picked yourself up from the canvas a good many years ago. You have lived through the era of the garment industry fleeing New York when the woman became the wags earner. Something was lost, but not lost nearly as much as that which is . disappearing in our major cities. You kept something very precious. You kept something that is in real danger to­ day. You kept a close family unit. You kept a closeness wherein each member of the family had a concern for the welfare and the future of the other even to the point of sacrifice. If you will look around our country today in those areas where there are seas of despair instead of lakes of life, you will see that we are moving away very rapidly from that family consideration into almost a tribal way of life. This is perhaps because we were negligent in not injecting the characteristic of decency, oppor­ tunity, and hope qualities, which we now realize are so important. We are trying frantically tc create programs to do this very job. Because until such time as we do, the public relations cf a magic wand to destroy poverty in one year will not be the answer. r 11 In this area, you have met the challenge to build one of the finest areas in the country. You had sc much to overcome -- the image of un­ due industrial strife, the image of houses that had not been painted for a long time, the image of despair, and the image of everybody fleeing. (I’m on the Boardof Directors of the Frankford Hospital. -- We recruit nurses from this area to our nursing school.)' An unhappy American once said, "The greatness of America was in her smaller towns -- their ability to create great menand their inabil­ ity to keep them. ■ As with the core of the major cities it becomes more and more essential that the smaller communities like those that exist up here be­ gin to accept more and more the responsibility of leadership. What will that leadership mean for you in this period of transition? It will mean that you should begin to diversify the economic face of your industry. A great college in the city of Philadelphia made a study of your five coun­ ties in 1954. The study concluded that by any criteria of success, this is the area where industry could settle in the future. I can vividly recall a meeting in Harrisburg with the Cabinet and the governor. We had with us engineers from Baltimore who worked on the turnpike and financial experts from Philadelphia and Pittsburgh. I re- -40B �member their telling us how aNortheast Extension just was not economi­ cally feasible. They even proved it. They bolted their briefcases and prepared to leave. Then the Governor of Pennsylvania, John S. Fine of your area, said, "Gentlemen, let's come back, sit down, and find out how we do it, not how not to de it. " And today, coming up that extension, it was a wonderful thing to see the traffic moving both ways at a count that maynotyet quite be self-sustaining but certainlyis an indication that very shortly it will be self-sustaining. The image of the future for this area is to produce the kind of people who can now devote some of their energy to the other important things of an area such as beautification, the kind of school systems that junior executives will want to have their children attend, and the building up of the higher institutions of learning so thattheymake their full poten­ tial contributions to the sum total of the whole region. Everyone must accept the responsibility and display that energy, determination, ingenu­ ity, and conviction that this is and can be one of the great areas of the world. An image is something that comes from within, if you take away the cold analysis of economics. It's something that comes from the hearts and minds of people who live in an area. It has something to do with their willingness to give of themselves to combat the problems that confront them. If I were to define the image of this area, I would say that nowhere in the United States have people done so good a job and accomplished so much from what was such a tragic situation. I am reminded of sitting on a diner's stool with a mayor who had just been frustrated by an action of the fathers of this particular community when he was trying so des­ perately to get something moving. His last words were, "Well, that's my first effort, the next one will work. " And it did. This area is in the area renewal process and needs it probably more than any one section of the State. This area must face with moral courage and political courage the problem of people renewal. There must be those people who are dedicated and will give of their time and attention to the cultural things of life so that this may become more of a cosmopol­ itan area in every sense of the word. But principally, if you are to grasp the image of the future and send it abroadnot onlyin our land but all over, you must keep alive this drive for the people who want something better for their children and to keep right on wanting it because this is significant in our philosophy. I am not at all afraid of the economic, industrial, commercial future of this area. We are going to have 65 million new Americans in this country living on the Atlantic Seaboard in the next two decades, and these ar e conservative figures. You cannotescape the influx of industry and the influx of people. You have to have the courage to be ready for -41- ��1 I ] 1 "PHILLIPS 66" I REMARKS OF THE MODERATOR by I I I I E I I X I ! James Lee, Assistant Editor Times Leader Evening News For the next hour we will breakdown into relatively small groups for the purpose of considering specific questions concerning the image of our area. This type of discussion formulated by Dr. John Phillips, a Professor of Psychology at the University of Michigan, is known as "Phillips 66". He observed that, in a series of experimental discussiongroup sessions, the optimum size for group discussion is most often six persons. A group smaller than this may not be able to keep discussions going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by various Chambers of Commerce and similar organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to well-known problems. The role of the discussionleader, is to keep the conversation on the subject, to keep track of what is said, and to summarize any conclu­ sions the group may reach. It is particularly important for him to see that everyone has an opportunity to speak. He must endeavor to avoid dominating, himself. His main function is to get the ideas of others. Each table has a chairman who is responsible for a discussion of three major questions: 1. In order of importance, what are the three foremost "image creating" problems which are responsible for our present out-area "image"? 2. What actions can be taken to correct these difficulties ? Ey whom? What would it cost? Who would pay? When should they be taken? Why? How? » I ■ 43 - I �What recommendation does this group make to get action underway? At the conclusion of the hour, we will then consider the recommen­ dations made by the various groups The following is a summary of the discussions held. Although considered by independent discussion groups, it was possible to arrive at a consensus. The following, in outline form, are the foremost "image­ creating" problems, responsible for the present out-area "image": PROBLEMS Appearance and "Bad Image" Label a. physical - strip mines \ b. depressed (poverty ) area - unpainted company homes c. air pollution - burning culm piles I Attitude emphasis on negativism - local news media b. defeatist attitude of electorate c. indifference of general citizenry Political lack of regional approach fragmentation of units of local government lack of code enforcement Labor-Management 1ow paving, labor oriented industry out-migration of youth lack of technical-vocational skills strike ACTIONS Appearance Concerted effort by all levels of government and the private sector in land reclamation and beautification. (This point was strongly emphasized by every discussion group. ) - 44 - �Attitude vigorous and continuous public relations program, both within and outisde the area newsletters brochures radio and television programs local news media - accentuate positivism (A change in the tone of presentation of local news was very strongly urged by many discussion groups. ) Political consolidation of schools and governmental units use of professionals (Council-Manager, etc. ) creation of regional planning agency Labor-Management a. attraction of selective industry b. improved relationships through labor-management-citizens com­ mittee improved vocational-technical training Most discussion groups were uncertain about the costs involved in any of the above-mentioned action programs, since costs would be depen­ dent on the scope of the activities. Funds for the programs could be defrayed by either public expenditures at all levels of governments or by local contributions. The one point stressed by many participant groups was that programs should be structured on a regional basis. Most action programs were related to already existing institu­ tions and organizations, such as: public utilities Chambers of Commerce colleges news media Economic Development Council of Northeastern Pennsylvania county governments Two new organizations that were suggested were a regional plan­ ning agency and a Committee of 10, 000 for Northeastern Pennsylvania. One of the several conclusions can be drawn from the above: (1) the attendees at the Conference are not aware of the fact that the in­ stitutions and organizations working in Northeastern Pennsylvania are air eady engaged in a number of the action programs suggested; or, (2) the - 45 - �above organizations need to recast their role and assume new functions to assist in bettering the image of Northeastern Pennsylvania. REC OMMEN D A TIONS The discussion participants most strongly urged recommendation revolved around "the regional approach" to both problems and solutions. Every problem and action program discussed (from citizen awareness to zoning) was tinged with the idea of replacing provincialism with re­ gionalism. It apparently has become crystal clear that the economic sur­ vival of this part of the state must rest on a solid foundation of coopera­ tion and coordination. It has become evident to many working on improving the region that a few tiny islands of "good image" cannot for long remain afloat in a sea of "bad images". DISCUSSION LEADERS Dr. Donald Buzinkai Leon Case Dorothy Cohen Carroll D. Colby John Cronin Richard J. Cronin Vivian P. Edwards, Jr. William Gelb Edward Heiselberg Arthur Johnson Hugh King Mary Kramer Howard Muir a John Radkiewicz Emerson Ramage John Schmitt Thomas Shelburne Wilbur Shorts Edward Sites Donald Smith Edward Wassell Robert Wilson - 46 - �k INTRODUCTORY REMARKS 1 I I I I I I by Reuben H. Levy, Chairman Wyoming Valley Sanitary Authority We have come to the conclusion of the Conference with the vary­ ing ideas that have been discussed today. To conclude the Conference, we have asked a gentleman whose position as a news director has cer­ tainly dir ected him to give a great deal of time and thought to the problem of the image of the area. He is also an excellent choice to discuss and summarize the many ideas concerning image that have been brought forth today. Mr. Bigler has had many opportunities to act as a critic of the area but his criticisms have always been constructive. His sum­ mary may not be strictly but should be very informative. I I [ 1 r i i •• 47 - �■] ] a 1 I I I i I I I I I I I s U APERCU by Tom Bigler, News Director WBRE-TV Thank you. After that introduction, I wish that the floor would open up and I could disappear, because I couldn't possibly live up to it. I have no prepared speech. I reneged on this because of what "Apercu" means. The free translation is what we have learned today, a precis of what we have gone through. You have done that. Each of you in your dis­ cussion groups has done that for us. We have heard this all before. Many of the criticisms that were made about our community today have been heard before. We knewthem and had verbalized them many times because they are remnants of a past that is all too obvious. The thing that we haven't been able to get through has been the changes that have taken place slowly over these twenty years. At least we may not have recognized the effort that has been made in the commu­ nity and which is beginning to bear fruit in an increasingly rapid manner. This is evident in one example this year, that is the land use forecasts made in the Lackawanna - Luzerne Transportation Studyand releasedby the Committee in April. They show a wholly new picture of what is going to happen in Northeastern Pennsylvania. The turning point has been made. In the last three years, a tre­ mendous "grow-up" has taken place. Young people are not leaving at the rate which they were five years ago. We are developing a new industrial base. We have more jobs than workers. We find a rise in our wage levels. We are making substantial public and private investments in housing. There is a renewed or a new attitude by our financial institu­ tions in the problems of the area. They have become the spark plugs of the industrial renaissance that is taking place in Northeastern Pennsyl­ vania. You can see this just by looking at what has happened to the bank assets and the savings and loan association developments in this area in the last fifteen years. - 48 - �------ ______ __________ 1 1 1 I I '0 I q I lu u 0 ■ ■ L I J 8 Our problem, of course, is to get that story out to the outside world, and to some degree to ourselves as well. We do have regional organizations that are at work, such as the Economic Development Coun­ cil, which does cover 7 counties in Northeastern Pennsylvania. Although it is primarily a research organization, it could, by its leader ship, estab­ lish possibly a companion organization for the type of public relations which so many of you have proposed as desirable for this area. Please do not confuse publicity or public relations with news. In defense of our news media, it is one thing to inflate the good aspects of an area at the expense of its defects, and it is quite another thing to tell the story as it is. If the story had not been told and if we do not con­ tinue to tell the story as it is, no action will be taken. In spite of all the good things that have been done, there is still a great deal more that needs to be done before we are out of the woods. When we were walking over to the Arts Center this morning, Tom Shelburne said to me, ''The whole problem boils down to at least two problems: that of appearance and that of poverty. 11 Of course, we came by the poverty lable out of necessity. We needed federal and state assistance and we pleaded our case and pleaded it so well that we had to bear the lable. As a matter of fact, we have done so well that we no longer qualify for the full economic aid that once existed ten years ago or even five years ago. Some of us have been reluctant to let this go and stand on our own feet, but the time has come now to stand by ourselves. And we will. We'll have to. The image problem that we have outside, however, is undeniable. It reminds me of something that Mr. Levy said this morning. He men­ tioned the way communities have pulled together in the face of disaster, whether it was a flood, a fire, or a neighbor who has been severely troubled. I would guess that to some degree our image is a disaster. The solution that has been proposed by almost every table today is one that aims to overcome this fractionalism of small communities and that parochialism that has pulled us apart. An effort must be made to bring us together. Whether these goals will be achieved depends a great deal on you. Perhaps the thingthat givesus the greatest hope and the greatest courage is that evidently we know ourselves and we are willing to goto work. The job is up to you. I - 49 - �ROSTER OF ATTENDANCE Name Affiliation Position Ace, Edward B. Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Director of Industrial Development Aita, Judith Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Health Educator Trainee Akahoshi, George Real Estate Research Corp. 420 Lexington Avenue New York, New York Vice President Arnold, Thomas King's College Wilkes-Barre, Pennsylvania Associate Professor of Economics Bacon, Allen E. Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Executive Director Beard, J. Ralph Luzerne County Cooperative Extension Service 5 Water Street Wilkes-Barre, Pennsylvania Associate County Agent Beard, Mrs. ShirleyP. Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Program Director Belardi, Fred Lackawanna County Planning Commission County Administration Bldg. Scranton, Pennsylvania Junior Planner - 50 - �Bell, Mrs. George T. Welfare Planning Council 243 S. Franklin Street Wilkes-Barre, Pennsylvania Member Bennett, Mrs. Donald Junior League of Wilkes-Barre Chase Corners R. D. 3 Shavertown, Pennsylvania President Benscoter, Mrs. Ruth Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Health Educator Bierly, Mrs. R. M. League of Women Voters 222 Wyoming Avenue West Pittston, Pennsylvania President Bigelow, Clifford W. Wyoming Valley Motor Club 303 Market Street Kingston, Pennsylvania Manager Bigler, Tom WBRE-TV 62 South Franklin Street Wilkes-Barre, Pennsylvania News Director Braden, Mary Beth Arthur D. Little & Co. Cambridge, Massachusetts Staff Member Bromfield, Forrest Luzerne County Housing Authority 639 South Main Street Wilkes-Barre, Pennsylvania Secretary Treasurer Brotter, Marvin Associated Planning and Development Services 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Burke, Don 27 Center Street Forty Fort, Pennsylvania �1 Burke,, Mrs. Frances 98 South Franklin Street Wilkes-Barre, Pennsylvania Burke, John A. Roushey, Smith, & Miller 189 Market Street Kingston, Pennsylvania Professional Engineer Buzinkai, Dr. Donald King's College Wilkes-Barre, Pennsylvania Assistant Professor Cadden, Paul E. Pennsylvania Bureau of Employment Security 49 South Main Street Pittston, Pennsylvania Manager Caruso, A. J. David M. Walker Associates Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania As sociate Case, Leon E. Jr. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Executive Director Chaplinsky, John Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Service Manager Cohen, Dorothy Family Service Association of Wyoming Valley 73 West Union Street Wilkes-Barre, Pennsylvania Executive Director Colby, Carroll D. Welfare Planning Council Room 822 I.B.E. Building Wilkes-Barre, Pennsylvania Executive Director Corcoran, Richard P. Pennsylvania Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Assistant District Manager I I 1 'I I I L 8 ID I 1 I I I I K lb �1 I 1 1 1 II Coslett, Blanche First National Bank of Wilkes-Barre 11 West Market Street Wilkes-Barre, Pennsylvania Director of Advertising Cox, Robert Economic Development Administration Veteran's Administration Bldg. North Main Street Wilkes-Barre, Pennsylvania Area Director Crahall, Adam C. Commonwealth Telephone Co. 100 Lake Street Dallas, Pennsylvania Marketing Staff Assistant Cronin, John Pennsylvania Power Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Development Coordinator Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Crosby, J. Muir Northeastern National Bank 67 Public Square Wilkes-Barre, Pennsylvania Executive Vice-President Davidson, John S. Pennsylvania Power Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Vice President Northeast Division Diehl, Frank Department of Community Affairs 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Staff Downey, James T. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Acquisition and Disposition Officer Dressier, Mrs. Ethel West Pittston Women's Club 410 Luzerne Avenue West Pittston, Pennsylvania I I I 1 I I J I J I I I i: I t Program Chairlady of the Conservation Department �Dunleavy, Anthony David M. Walker Associates 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Staff Member Dunn, John J. Human Resources Development Center 13 East South Street Wilkes-Barre, Pennsylvania Manager Dzuris, George Housing Authority of the County of Luzerne 410 East Church Street Nanticoke, Pennsylvania Board Member Earley, C.A. Pennsylvania Power &r Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania District Manager Edwards, V. P. ,Jr. Northeastern National Bank and Trust Co. Wyoming Avenue & Spruce Street Scranton, Pennsylvania Vice President Epps, Richard Federal Reserve Bank of Philadelphia 925 Chestnut Street Philadelphia, Pennsylvania Economist Farley, Dr. EugeneS. Wilkes College Wilkes-Barre, Pennsylvania President Farrell, James A. Housing Authority of the City of Wilkes-Barre 210 Franklin Federal Building Wilkes-Barre, Pennsylvania Executive Director Fladd, Albert Wyoming Valley Sanitary Authority 332 Hughes Street Swoyersville, Pennsylvania Member Frankowski, Bernard, Jr. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member �c I I I I I I I I I I I I I I I I I I I Flanagan, Jean Lackawanna County Planning Commis sion County Administration Building Scranton, Pennsylvania Assistant Admi­ nistrator France ski, Benjamin First & Farmers National Bank 815 Main Street Forest City, Pennsylvania President Gallagher, Thomas Mullin & Lonergan Associates Inc. 8040 Roosevelt Blvd. Suite 211 Philadelphia, Pennsylvania Consultant Gelb, William Housing Authority of Luzerne County 54 Gordon Avenue Wilkes-Barre, Pennsylvania Vic e - C ha ir man Gerdes, M. A. , Jr. Bell Telephone Company of Pennsylvania 5 3 Public Square Wilkes-Barre, Pennsylvania District Manager Gieda, Edward Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Coordinator Gilbert, Walter Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Supervising Sanitarian for Luzerne & Colum­ bia Counties Glawe, Mrs. John League of Women Voters 29 Hanover Street Wilkes-Barre, Pennsylvania Vice President Goodman, Mrs.Mary Plymouth Business and Pro­ fessional Women's Club R. D. 1 Plymouth, Pennsylvania Member �n I I I I I I I I I Griffin, Tozia Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Halesey, Joseph Hanover Township 566 Main Road Hanover, Pennsylvania Commissioner Hart, Samuel Arthur C. Kaufman Associates 1617 John F. Kennedy Blvd. Philadelphia, Pennsylvania As sociaf e Heidel, William C. Luzerne National Bank 118 Main Street Luzerne, Pennsylvania Staff Member Heiselberg, Edward Luzerne County Planning Commis­ sion 67 Public Square Wilkes-Barre, Pennsylvania Director Heiselberg, Mae League of Women Voters of Wilkes-Barre 70 Summit Road Mountaintop, Pennsylvania Member Hepner, R. M. Humble Oil & Refining Co. P. O. Box 126 Avoca, Pennsylvania Sales Representative Herschenfeld, Art Howell & Jones Blue Cross Building South Franklin Street Wilkes-Barre, Pennsylvania Staff Member Hoblak, William Harvey's Lake Borough 66 Lakeside Drive Harvey's Lake, Pennsylvania Secretary Johnson, Mr. Arthur King's College Wilkes-Barre, Pennsylvania Instructor I I I I I I I i I �a I I I I I I I I 1 I I I I I I I I I I Jones, Mrs.Benjamin III Junior League of Wilkes-Barre 146 Yeager Avenue Dallas, Pennsylvania Chairman, Public Affairs Juba, Bruce Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Kane, Paul A. Pennsylvania Bureau of Employment Security 35 East Union Street Wilkes-Barre, Pennsylvania Employment Service Supervisor Karl, Fred Pennsylvania Department of Health 71 North Franklin Street Wilkes-Barre, Pennsylvania Regional Solid-Waste Coordinator Karns, John O. Ballard, Spahr. Andrews & Ingersoll 1035 Land Title Building Philadelphia, Pennsylvania Kaufmann, Arthur Arthur C. Kaufmann. & Associates 1617 John F. Kennedy Blvd. Philadelphia, Pennsylvania President Kearney, Edward Commission on Economic Opportunity 6 South Washington Street Wilkes-Barre, Pennsylvania Program Director-Job &: Manpower Development &c Training King, Hugh Economic Development Council of Northeastern Pennsylvania First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kramer, Horace Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Chairman Bond Counsel �□ I I I I I I I I I Kramer, Mrs. Mary League of Women Voters of Wilkes-Barre 21 Mallery Place Wilkes-Barre, Pennsylvania Member Krammes, Therold E. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Sanitarian Lacy, James O. Lacy, Atherton, & Davis Hotel Sterling W. Market & River Sts. Wilkes-Barre, Pennsylvania Architect Lakatos, Dr. Nicholas Wyoming Valley Sanitary Authority 143 East Broad Street Nanticoke. Pennsylvania Laidler, Clarence Luzerne County Zoning 67 Public Square Wilkes-Barre. Pennsyl vania County Zoning Officer Lashford, Edgar Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilke s - B ar re, Penns ylvania Executive Vice President Lee, James Times-Leader Evening Hews 15 North Main Street Wilkes-Barre, Pennsylvania Assistant Editor Leib, Matthew First Federal Savings & Loan Association of Hazleton 12 East Broad Street Hazleton, Pennsylvania President Levi, Henry Wyoming Valley Sanitary Authority 103 South Prospect Street Nanticoke, Pennsylvania Member Levy, Reuben H. Wyoming Valley Sanitary Authority 33 Reynolds Street Kingston, Pennsylvania Chairman I I I I Member �I I I I I I I I I Lonergan, John E. Mullin & Lonergan Associates Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Associate Lonergan, Michael J. Mullin & Lonergan Associates Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Partner Long, Joseph F. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Board Member Macialek, Joseph Cooperative Extension Service Room 321 Post Office Scranton, Pennsylvania Area Resource Development Agent Macpherson, Mrs. Elizabeth Y. W.C. A. 40 West Hampton Street Wilkes-Barre, Pennsylvania Executive Director Malast, Michael Planning and Zoning Commission 541 Andersen Street Wilkes-Barre, Pennsylvania Member Mailey, Dr.Hugo V. Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Director Makarczyk, Barney Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilitation Specialist McCartney, Agnes T. Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Executive Director McCarthy, James Hanover Township 8 Park Avenue Lee Park, Pennsylvania Township Commissioner I I ■ I! II I I �11 ’ I I I I I I I I I I I I I I 11 i McGee, James Lackawanna Ccunty Planning Commission County Administration Building Scranton, Pennsylvania Director of Community Programs McGrady, Ellen Laflin Borough 67 Market Street Laflin, Pennsylvania Councilman McLaughlin, M. J. Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania Personnel Manager Meltzer, Bernard C. Albert M. Greenfield & Company Walnut & Jumper Streets Philadelphia, Pennsylvania MAI, SREA, ASA, CE, PE Michelini, Dr. Francis Wilkes College Wilkes-Barre, Pennsylvania Dean of Academic Affairs Miller, Diane Department of Housing and Urban Development Philadelphia, Pennsylvania Staff Member Mirmak, Joseph Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Specialist Miura, Howard Wilkes-Barre City Planning Commis sion 46 Mallery Place Wilkes-Barre, Pennsylvania Executive Director Mullen, Leo P. Department of Community Affairs 321 Chamber of Commerce Bldg. Scranton, Pennsylvania Staff Member Mullin, Gerald M. Mullin &c Lonergan Associates, Inc. 8040 Roosevelt Boulevard Philadelphia, Pennsylvania Partner �o I I I I Nomer, Howell F. Wyoming Seminary North Sprague Avenue Kingston, Pennsylvania Dean Novak, Sophie Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Administrative Assistant O'Donnell, Thomas Housing Authority of the County of Luzerne 886 Franklin Street Wilkes-Barre, Pennsylvania Board Member O'Hara, V. T. Greater Pittston Chamber of Commerce Miners Bank Building Pittston, Pennsylvania Executive Vice President O'Malley, J. J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President Owens, Elaine G. Housing Authority of the City of Wilkes-Barre 210 Franklin Federal Building Wilkes-Barre, Pennsylvania Administrative Assistant Parker, Robert Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Director of Public Relations Paterson, Mrs.Sally Tom Hart, Realtor 25 West Market Street Wilkes-Barre, Pennsylvania Saleswoman Peel, Joseph Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to the Superintendent Perkins, Clement W. Wilkes-Barre City Planning Commission c/o Peoples National Bank Edwardsville, Pennsylvania Chairman I I I I I I I I I I �a I I I I I I I I I I I I I I I I Pomeroy, John R. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Project Coordinator Price, James E. Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pennsylvania Executive Director Pugliese, Patrick Wyoming Valley Sanitary Authority 126 South Welles Street Wilkes-Barre, Pennsylvania Member Radkiewicz, John Lackawanna County Planning Commission City Administration Building Scranton, Pennsylvania Planning Director Ramage, Emerson WILK 88 North Franklin Street Wilkes-Barre, Pennsylvania Business Manager Regulski, Henry Redevelopment Authority of the City of Nanticoke First National Bank Building Wilkes-Barre, Pennsylvania Staff Member Ridall, Hugh M., Jr. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Board Member Ronall, Andrew Ronall & Son 681 Main Street Edwardsville, Pennsylvania Contractor League of Women Voters Ross, Mrs. Richard M.Jr. 574 Charles Street Kingston, Pennsylvania Rubin, Roger David M. Walker Associates, Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Member Associate �□ I I I I I ’ I I I I I I I I I I I I I I Russin, Simon S. Wyoming Valley Sanitary Authority 136 Maffett Street Plains, Pennsylvania Member Samuel, J. Russell Luzerne Electric Division - U. G, I. 247 Wyoming Avenue Kingston, Pennsylvania Sales Manager Sauerteig, John R. Smith, Barney & Company Philadelphia National Bank Bldg. Broad & Chestnut Streets Philadelphia, Pennsylvania Vice President Saunders, R. Harold Wilkes-Barre City School District 83 North Washington Street Wilkes-Barre, Pennsylvania Assistant to the Superintendent Schinski, Donald Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Schmitt, Carl J. , Jr. Wilkes-Barre City Planning Commis sicn 198 North Main Street Wilkes-Barre, Pennsylvania Board Member Schoonhover, W. S. Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Community Planning Consultant Schoonover, William Redevelopment Authority of the City of Wilkes Barre First National Bank Building Wilkes-Barre, Pennsylvania Schwartz, Harvey David M. Walker Associates, Inc. 1503 Chamber of Commerce Bldg. 121 South Broad Street Philadelphia, Pennsylvania Real Estate Director Associate �□ i I I I I I I I I I I I I I I I II Shane, J. B. Bell Telephone Co. of Penna. 120 South Franklin Street Wilkes-Barre, Pennsylvania Divisions Operations Manager Sharpe, Kay Carbon County Planning Commission Court House Jim Thorpe, Pennsylvania Executive Director, Carbon County Action Committee for Human Services Shelburne, Thomas P. WNEP-TV Wilkes-Barre/Scranton Airport Avoca, Pennsylvania Shipkoski, John Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania General Manager Staff Member Shipula, Anthony, Esq. Wyoming Valley Sanitary Authority 319 First Street Wilkes-Barre, Pennsylvania Member Shoemaker, JohnN. Wyoming Valley Sanitary Authority 20 Abrahms Drive Wyoming, Pennsylvania Member Shorts, Wilbur Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Director Sites, Edwin A. Department of Community Affairs 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Regional Coordinator Slesinski, Mary Laflin Borough 56 Market Street Laflin, Pennsylvania Councilman Smith, Donald D. Smith, Miller, & Associates 189 Market Street Kingston, Pennsylvania Professional Engineer �□ I I I I I I I I jI I Smith, Robert Lackawanna County Planning Commission County Administration Building Scranton, Pennsylvania Senior Planner Snyder, WilliamG. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Sobota, Raymond J. , Esq. Wyoming Valley Sanitary Authority 760 Miners Bank Building Wilkes-Barre, Pennsylvania Member Spitale, Charles Wyoming Valley Motor Club 303 Market Street Kingston, Pennsylvania Assistant Manager Stocker, D. N. Pennsylvania Power & Light 36 North Main Street Wilkes-Barre, Pennsylvania Manager, Area Development Stortz, Ben, Col. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Staff Member Sugarman, Howard Redevelopment Authority of the City of Hazleton 219 East Beech Street Hazleton, Pennsylvania Member Sugiyama, Dr.Yasushi Wilkes College Wilkes-Barre, Pennsylvania Assistant Professor Summa, Andrew J. Department of Community Affiars 320 Chamber of Commerce Bldg. Scranton, Pennsylvania Planning Analyst Sword, William O. Petroleum Service Company 49 Dana Street Wilkes-Barre, Pennsylvania President �o I I Szot, Bernard L I I I I I I I I I I I I I I I I Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Townend, Frank, Esq. Dallas Township 1400 Miners National Bank Bldg. Wilkes-Barre, Pennsylvania Financial Analyst Solicitor Troxell, Mrs. D. H. League of Women Voters 1320 Wyoming Avenue Forty Fort, Pennsylvania Treasurer Tucker, Richard Department of Housing 8c .Urban Development Philadelphia, Pennsylvania Staff Member Tuhy, Philip R. Institute cf Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Associate Director Van Keuren, Charles Pennsylvania Power & Light Co. 36 North Main Street Wilkes-Barre, Pennsylvania Assistant Director of Industrial Development Vincent, Lee Radio Station WILK 88 North Franklin Street Wilkes-Barre, Pennsylvania Sales Manager Wagner, William H. Buchart & Horn York, Pennsylvania Representative Walker, David M. David M. Walker 8c Associates 121 South Broad Street Philadelphia, Pennsylvania President Wall, Dr. P. J. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Treasurer �I i 1 Li' Cl I I - I I I I I I I I I I I I I I I I Walsh, Eugene F. Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Relocation and Project Management Officer Wassel, E. Wassell & Pyros Town Hall Building South Washington Street Wilkes-Barre, Pennsylvania Architect Wideman, Edward Board of County Commissioners Court House North River Street Wilkes-Barre, Pennsylvania County Commissioner Williams, JosephA. Joseph A. Williams Agency 39 North Franklin Street Wilkes-Barre, Pennsylvania Insurance Wilson, Robert C. Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Assistant Executive Director Yankowski, Edward Zoning Board of Adjustment 77 Hudson Road Plains, Pennsylvania Member Yoniski, Thomas Redevelopment Authority of the City of Wilkes-Barre First National Bank Building Wilkes-Barre, Pennsylvania Financial Analyst Yurkavage, Andrew Wilkes-Barre Township Planning & Zoning Commission 771 Lehigh Street Wilkes-Barre, Pennsylvania Member Zalesky, Edward Penns Woods Girl Scout Council 383 Wyoming Avenue Kingston, Pennsylvania Executive Director Ziolkowski, Leonard Monroe County Planning & Zoning Commission 612 Monroe Street Planning Director Stroudsburg, Pennsylvania 82953 �10D01L0201 WILKES COLLEGE LIBRARY u I I I I �k J 3 gi g g I J I g i n J � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Seventh Annual Community Growth Conference, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/fc0b78be962099e608cba8448f74c03a.pdf ac678ed9e70cd49c7d5479cc352f9c4e PDF Text Text REPORT ON INSTITUTE FOR I KEYSTONE JOB CORPS CENTER PROGRAM ARCHIVES f HV69 - W682 CONDUCTED BY INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA I l ��hRCHIVES HV4,9 WSS, I J I I I ��I. Very few problems i THE PROBLEM American society >re as complex as the prob- lems of youths between sixteen and twenty-two who havenotbeen adequately prepared for our techological society.. As long as there was ample opportunity in the economy for un- skilled workers with a minimum of education, most educators could afford to continue the traditional selection process. Lives adversely affected by this selection process were not any central concern. Now we are in the midst of such basic social changes affecting the entire fabric of our society that the systmatic use of our manpower has become the focus of a new public policy. Some of the changes are tre- mendously far-reaching: First, a rapidly developing complex, industrial society which requires that its functioning members be highly literate, able to learn and re-learn skills as minimal conditions for economic security. Second, a rising level of affluence which makes further material goals for many individuals somewhat subordinate but related to the kind of personal identity which will make life more meaningful. It is a tragic enough that these several million out-of-school and out- of-work youth are the most wasted resources of our nation. The tragedy is compounded for our affluent society in that most of this pool of human resources-frustrated and disorderly-will end up on the welfare rolls. �I I I I I I I I I i As we shift from an economy of scarcity to an economy of abundance, and as the need for a skilled labor force becomes more pronounced, maxi­ mum manpower development becomes a criterion of successful human 3 development. New public policy dictates that a systematic program be developed for these undereducated and culturally-deprived youth to assist them to find a meaningful role in our society. 1 The Centers will deal with the problem of unemployed female youth between the ages of seventeen and twenty-two who are not in school. Thus the function and role of the Job Corps Centers are intended to provide job training and placement opportunities for a clientele oftentimes submerged and lost in many communities. !F J 3 J) The Center will provide specialized and intensive service to dis­ advantaged female youth who are: a. Out of school, and b. Unable to find or hold suitable employment without further special schooling and/or training; c. School dropouts; and d. From an environment which results in a significant combination of the following characteristics: r J J J (1) Unskilled; (2) r Member of a minority group; (3) Under motivated or unrealistically motivated; or (4) A problem of social adjustment interfering with employment. 2 �Inevitably it will be a role in guiding educational programming and counseling. It is also inevitable, then that these Centers have been called to play a vital role in working with those millions of young people, who must still be prepared to play a useful role in the society. The Job Corps Centers are asked to succeed where other institutions have failed. deprived youth. They must regenerate the hope and motivation of this They must fathom the suppressed capabilities of youth and teach the youth to believe in themselves. They must provide training and placement opportunities which are relevant and real. They can only accomplish these objectives if they offer a significant human relationship, a human relationship which encourages, teaches, and rewards hope with training and a job. The Centers will reach out to these young people. They will help them overcome the disadvantages environment has laid on them; help them gain the motivation, the confidence and the capabilities they need to get the jobs that will place them on the road of useful productive lives. These Centers can attain the objective set forth in public policy if their staffs understand the tasks before them, learn the culture of the undereducated, and acquire new tools and techniques. In a very real sense, the Centers will be advance posts in the war against poverty. This is a proposal to offer in-service training to the administrative personnel of the Keystone Job Corps Center for women operated by Radio Corporation of America at Drums. ���CURRICULUM III. ■ 1 I. THE SUBSTANTIVE COMPONENT The purpose of the substantive component is to enrich and deepen rl understanding, and to frame it in the larger perspective of American !■ Society and its dynamics. A. The following topics will be included: American Society and the Dynamics of Social Change Here the nature and structure of American Society will be looked 1 I 1 3 at in an historical perspective. The significance of the shift from a trad- ition-oriented to a change-oriented society will be explored in the context of what factors make for social change. The implication of the presence of these factors in today's American society will be explored. B. The Urban Community: Organization, Problems and Prospects This area will seek to provide information and insight into the economic, political and cultural life of the modern city with special '] reference to the inner-city. Analysis of the demographic and class struc­ ture of the city and the social institutions of urban life will be included. Problems arising from economic and technological change, political apathy and inefficiency, community disorganization, slums, urban renewal, mass education, and various forms of social pathology will be examined. The potential for urban social development and improvement will be J reviewed, and proposals for urban reorganization and reform will be 1> discussed. L ?i 6 'I �I C. I The Culture of Poverty and the Problems of the Poor On this subject an intensive view of the composition of the poor will be offered i. e. , the aged, the unemployed youth, the chronically ill, families without wage earners, the under-educated, etc. I I The reaction of various personality types, ethnic groups and age groups to poverty in a society where prosperity contrasts sharply with privation will be examined. The living conditions, ha.bits, orientation and motivation of people caught in slum situations will be outlined. Problems such as the response of poor people to repeated failure, non-use of welfare services detrimental family life attitudes and exploitation of the poor will be looked at. The aim of the poor and the effects upon poor people of limited education, un­ fl employment, lack of constructive leisure and lack of a wholesome community [ I environment. 'E d E D. This area will focus upon the shift which has occurred in society's 1 1 61' ' 1 iL Human Development and the Poverty Cycle 1 view of poverty. dimensions. Today's view places emphasis on the preventive measures which have their base in the development of the individual in every dimension - social, physical, psychological, political and economic, as well. E. It 'll II II Historically poverty has been seen in its economic The Lower Socio-Economic Family The standard picture of the American middle-class family does not necessarily obtain among the poor. 7 The impact of poverty upon family �structure, patterns of child-rearing, role identification, attitudes and 1 ] value orientation will be examined. action among family members, the self image maintained and the differentiation of responsibility. t I Attention will be paid to inter­ F. Educating the Poor Attention will be focused here upon the special problems of both reaching and teaching not only the children of the poor but their parents. The role of education as a means of breaking the poverty cycle will be IJ I 1 [ examined in the context of its position as a key agent in the socialization of the child and its importance in upgrading his social and economic life. Problems faced by schools in attempting to meet their responsibility for educating the poor will be dealt with and their implications for education as an institution. E ■I C i; - ii 1 i 1 1 1 1 1 G. Housing the Poor Any understanding of the poor requires a basic knowledge of the role that substandard housing plays in adding to the distress caused by low income. This subject area must include knowledge of the urban resi- dential pattern, changes in the housing market and an analysis of substandard housing districts. The special problems of the poor pertaining to the shortage of low-income housing, over-crowding and slum conditions, housing exploitation and evictions will be looked at. The relationship of housin'? costs and conditions to family health, budget, recreation, safety and education will be reviewed. Programs to relieve housing need, such as 8 �I 0 8 low-rent public housing, urban renewal and relocation, and self-help neighborhood improvement projects will be described and evaluated. H. I I I Employing the Poor The problem of gainful employment is central to a knowledge of the poverty stricken. The structure and changes within the local labor market accutely affect the earning prospects of those who depend on wages for subsistence. The impact of technological shifts, employment innovations and rising educational requirements on the poor will be examined. A review of the roles of employment services, labor unions, vocational educa- I q tion and the use of volunteers will be provided. Analysis of these factors together with an assessment of the present employment needs and potentials of the low income population will be carried out in the light of present i I I I I 1 & a public and private manpower development activities. i. Health and the Poor The health problems of those living in poverty are not restricted to such things as the higher incidence of Tuberculosis nor the lack of pre-natal and post-natal care and the resultant higher infant mortality rate. Attention will also be paid to the problems of providing health care to the poor, the kinds of services in existence and needed, the attitudes essential to follow-up and follow-through between patient and service. a J. 1 :l J 'I Mental Illness and the Poor In this area an attempt will be made to see mental illness and the mental health in the context of the life-style created by poverty. 9 J The �kinds of mental illness found among the poor, the mental health services available to them and an analysis of the relationship between mental illness and social class will be explored. K. Human Services and the Problem of Bureaucracy The poor are usually engaged with private and public agencies set up to render services to them. The problems of conducting such agencies to provide maximum services represents a primary consideration in any campaign against poverty. To gain a knowledge of the process of linking agency skills and resources to those who are poor and in need, requires a grasp of agency structure, policies and limitations. The problems of agencies, such as personnel turnover, heavy caseloads, community relations, budget deficiencies and inflexible programs will be examined. The diffi­ culties experienced by the poor in relation to agencies because of the psy­ chology of dependence, family disorganization, time lags in provision of serivces and lack of education will all be treated. This area of study can provide an insight into the crucial juncture of agency activities and the - individual poor person or family under the conditions of social service in urban centers today. L. Strategy and Tactics of Human and Social Change Breaking the cycle of poverty frequently involves inducing social change in human situation and in institutions.. This area of study will include an examination of the psychology of change i. e. , suspicion of novelty, inertia, resistance to change, reactions to change and confusion 10 ��THE ACQUISITION OF SKILLS I The purpose of the acquisition of skills component is to review the competences of the ICC staff in the interviewing and counseling areas, and then to enlarge upon it with those skill areas which may prove relevant to JCC operation. A. The following areas will be included: Interviewing and Counseling Techniques JCC staff will be provided with a review of basic concepts of interviewing such as aims, types of interviews, setting, rapport, simple interview schedules, recording information and impressions, limitations of interviews for counseling and motivational purposes, and the use of 8 interviews as sources of information for community problems. The problems of utilizing interviews among populations with limited verbal ability, limited education or blocks of reserve or suspicion will be treated. 8 8 I I 1 1 1 1 The difficulties of interpreting interview results conditioned by distraction, evasion, apathy and partial responses will be emphasized. The aim of instruction in this skill will be to develop an ability to use the interview skill effectively with disadvantaged youth characterized by a high level of social problems. B. Techniques of Making and Reporting Surveys The goal of this skill area component will be to provide JCC staff with the ability to make a basic, simplified survey of conditions that are likely to exist in socially and economically deprived areas in which dis- advantaged youth reside. Samples of surveys in housing, recreation, 12 �employmen:, family structure and other community problems will be presented for analysis. The variables, common biases, recording techniques, and tabulation methods for simple surveys will be presented. of reporting results will be described. Various methods JCC staff may be given the oppor­ tunity to conduct simple demonstration surveys as part of field visits. L C. Group Discussion and Meeting Techniques JCC staff will be given the opportunity to observe, lead and I participate in various kinds of group discussion meetings, including formal and informal small groups, neighborhood meeting groups, etc. , as part of JCC's out-reach into the community. The process of preparing for meet­ ings, generating publicity and interest, forming or helping to form an agenda, promoting follow-up discussions, maintaining order, reporting and following up on resolutions and recommendations will all be discussed. J In addition, the task of working with committees will be examined, and the 1 0 difficulties of functioning with inexperienced and uneducated populations 1 I 0 Q 1 I 1 I 1 will be analyzed. D. Problem Development The aim of the JCC management staff in this skill area will be to gain a comprehension and ability in designing program outlines and preparing for their implementation. Special attention will be given to demonstration of program development in areas of service to disadvantaged youth. The difficulties of program design with limited resources will be stressed, and JCC Managers will be encouraged to make maximum use of brain- 13 �E storming ana creative development of program ideas. The JCC managers will then be asked to develop a sample program prospectus that will include background information, goals, methods, program components, administrative charts and budgets for the sample programs. The problems of working on a small level in the local community and of encountering vested opposition, unrealistic bureaucratic obstacles and competition with other programs will be stressed. A full discussion and evaluation of other community resources and the use of volunteers will be held with the managers as well, 11 E. Observation, Assessment and Evaluation Techniques This skill area will have three basic foci. I I ■ I I i provide the kind of observation skills which will permit the JCC staff to increase their awareness of and sensitivity to individuals and groups. The second major focus will be to prepare JCC staff to observe care­ fully existing programs directed toward serving the disadvantaged youth and analyze them. The determination of program gaps, inadequacies, extensions and’change potential will be examined. ' J I One focus will be to The necessity of techniques for the building in of program evaluation within the programs will be dealth with. The various techniques of program assessment and evaluation will be explored. Where possible JCC staff will be asked to provide case studies of program evaluation for their previous experience. A third focus will be on the newer kinds of assessment procedures for 1 youth, such as work sample, work adjustment, motivational assessment in addition to the more typical psychological testing methods. 14 I �£ ii ■r F. Elementary Techniques of Basic Education For Disadvantaged Youth This area will seek to provide the volunteers with both an under- standing of the blocks to learning faced by disadvantaged youth who come from disadvantaged and poverty-laden backgrounds and the elementary skills essential to surmounting them. Techniques and materials to be used in such basic education programs will be examined and used with JCC staff. G. £ 1 I J A basic knowledge of local agency resources and typical problems of referral choice and contacts will be provided JCC staff. unfamiliar with agency forms and requirements will be reviewed. incomplete case records, conflicting problems and demands and limited The use of social service exchanges, city in­ formation departments, health and welfare directories and council orders and recommendations will also be presented. 15 I 1 The problems of follow-up among populations with high residential mobility, 1 1 1 I The difficulties of referral when dealing with citizens who are weary of social agencies, and resources will be studied. I i Referral and Follow-Up �IV. PROGRAM KEYSTONE JOB CENTER I 8 INSTITUTE Wilkes College Note: All sessions are held in Stark Hall, Room 133 on the Wilkes College Campus. Monday - January 9 9: 00 a. m. Orientation 8 Dr. Eugene S. Farley, President, Wilkes College, Wilkes-Barre Dr. Hugo V. Mailey, Director, Institute of Regional Affairs, Wilkes College Dr. Eugene L. Hammer, Professor of Education, Wilkes College Dr. William A. Shine, Director, Keystone Job Corps Center I r r i i I 1 I 1:30 a. m. The Potential of the Job Corps Meeting at Luzerne County Juvenile Center North River Street, Wilkes-Barre Judge Richard Bigelow Tuesday - January 10 9: 00 a. m. American Society and Social Change Dr. Jaroslav G. Moravec, Chairman, Sociology Department, Wilkes College Wednesday - January 11 9:00 a. m. Families of Low Socio-Economic Status Miss Dorothy Cohen, Director, Family Service Association of Wyoming Valley, Wilkes-Barre I 16 * �£ Thursday - January 12 Working in Philadelphia's Grey Area 9:00 a. m. Rev. Thomas J. Ritter, Executive Director, Opportunities Industrialization Center, Philadelphia Mr. Charles Connelly, Administrative Head, Youth Opportunity Centers, Philadelphia Friday - January 13 I Visit to Grey Area in North Philadelphia 7:00 a. m. Mr. John Dunn, Director, Youth Opportunity Center, Wilkes-Barre £ Monday - January 16 The Formative Years 9:00 a. m. Dr. Robert C. Riley, Chairman, Psychology Department, Wilkes College [ Tuesday - January 17 a Adolescence in Poverty 9:00 a. m. Dr. Carl Nitsche, Consulting Psychologist, Children's Service Center, Wilkes-Barre Wednesday - January 18 J Poverty and Education 9:00 a. m. Mrs. Marie Duke, Former Director, Coordinating Council on Education of the Disadvantaged, New York City 1 I Thursday - January 19 Poverty and Work 9:00 a. m. Mrs. Harriet Reynolds, Assistant Director, Education and Youth Incentives, National Urban League, New York City I 17 I �Friday - January 20 9:00 a. m. Philosophy of Counseling Dr. Robert C. Riley, Chairman, Psychology Department, Wilkes College 1:00 p. m. Testing Techniques Mr. Joseph Kanner, Director of Testing Service, Wilkes College Monday - January 23 9:00 a. m. Counseling the Poor Mr.s. Mary H. Ward, Home and School Visitor, Dallas Tuesday - January 24 9:00 a. m. Mental Health in Poverty Dr. Sidney Altman, Director, Montgomery County Mental Health Clinics, Norristown Wednesday - January 25 9:00 a. m. Poverty's Educational Deficiencies Mr. J. George Siles, Assistant Professor of Education, Wilkes College Thursday - January 26 9:00 a. m. D e v el oping a Personality in the Job Corps Dr. Martin G. Cline, Assistant Director, Institute for Youth Studies, School of Medicine, Howard University, Washington 1:00 p. m. (Continuation of Morning Session) 18 �a L £ Friday 9:00 a. m. ry 27 Examination for Credit and Evaluation Miss Barbara Welliver, Instructor, Sociology Department, Wilkes College Concluding Session - Evaluation 0 12:00 noon Presentation of Certificates Dr. Hugo V. Mailey, Director, Institute of Regional Affairs, Wilkes College D S 0 0 (I a a i 19 i �V. SUMMARY OF REMARKS BY LECTURERS AMERICAN SOCIETY AND SOCIAL CHANGE Dr. Jaroslav G. Moravec Chairman, Sociology Department Wilkes College I I. Traditional values of American society A. Central stress upon work and personal (occupational) achievement B. Puritan morality and humanitarianism C. Pragmatic orientation D. Forward movement E. Material gratification F. Strain toward equality G. Freedom and the tolerance of dissent H. Technology - mastery over nature Pluralistic view of social power I. J. Individualism r II. Emergent values - social and cultural change A. B. C. D. E. F. G. H. I. Rising standard of living and planned obsolescence Increasing leisure and short-run hedonism The democratization of comforts Increasing economic security Growing power of pressure groups Growing international interdependence and vulnerability Relativistic moral attitudes Conformity to the group Equalization of roles of men and women u L 20 �i. FAMILIES OF LOW SOCIO-ECONOMIC STATUS Miss Dorothy Cohen Director, Family Service Association Wilkes-Barre 10 I. Definitions of Poverty A. B. C. D. E. Fi LI n o a a a -rt II. Who Are The Poor - Characteristics A. B. C. D. ■ i EI1 J ■I B I I E. F. in. Mental suffering and defeatism among the poor Numbers in "the other America. " Not visible in society Families with female heads 1. Greater economic risk 2. Lower income 3. Working wives and mothers 4. The Aged The Working Poor Summary Living Conditions of the Poor A. B. C. IV. "Those who expect no change for the Worse. " OEO Scale Public Assistance Social Security Meaning of Life Conditions Implications Case Example What Can Be Done A. B. Possibilities and risks in guaranteed minimum income 1. Reasons for poverty - Dr. Ner Littner Working to break the vicious cycle 1. Needs, problems, and hopes of the adolescent girl 2. Ground Rules for Working With the Poor �I E E 8 ■ PHILADELPHIA PROGRAM Mr. Charles Connolly Administrative Head, Youth Opportunity Center Philadelphia A. Operation of a Public Employment Service in a Metropolitan Area 1. 2. B. Philadelphia Outreach Program 1. 2. 3. C. B B I I I E 0— D. Purpose Organization Types of cooperating agencies Population Served in Philadelphia's Grey Area 1. 2. T L Kinds of offices Function of offices Characteristics Experience in Placement and Training Programs Job Corps 1. 2. 3. Experience with Job Corps by Philadelphia Youth Opportunity Centers Recruitment Possibilities for New Center Suggestions for Job Corps Recruitment and Administration I I i I I F ■ 22 �i i I £ E THE FORMATIVE YEARS Dr. Robert C. Riley Chairman, Psychology Department Wilkes College I. A. Fallacy of the Single Cause (1) No single answer to complex behavior (2) Committment to concept of Multiple Motivation B. Heredity and Environment (1) Extremists on each side waste a lot of time arguing importance of each (2) Heredity and environment represent a pseudo-problem. They say there is interaction between heredity and environment. (3) Hereditary potential and environmental stimulation (4) Birth Injuries Childhood Illness Glandular Disorder Stultifying Environment C. Instinct (1) Much controversy over usefulness of concept of instinct. Danger of Circular Reasoning. (2) Descriptive vs. causal distinction D. Human Nature (1) Behavior only characteristic of Humans should be called "Human Nature" [ 0 s a a i I i Understanding best by certain pitfalls in thinking in Human Behavior II. Interaction of Heredity and Environment A. Powerful role of pre-natal environment (1) Mother's nutrition and effects of poor diet (2) Mother's reproductive system and birth defects (3) Maternal infections (4) Alcohol and Tobacco (5) Emotional experiences of mother B. Effects of Class Memberships (1) Studies of "learners" vs. non-learners (2) Special language development in "lower" classes (3) Language Retardation and Reading Retardation (4) Middle Class Orientation of School and effect as product of lower class ■ i i I i 1 I 23 ��IB ;d I E 5 POVERTY AND EDUCATION Mrs. Marie Duke Former Director Coordinating Council on Education of the Disadvantaged New York City [ I. A. B. C. E D Need for encouragement II. Choice of vocations A. B. HI. ;.J1 3 I I V. need for vocational training need for occupational training Recognition of self in each Corpsman A. B. C. D. E. 3 academic gaps individual effort Economy and society in change A. B. IV. self pride self confidence motivation for self advancement problems fears interests aspirations capacities to fulfill above Value of group approach to problems A. B. C. D. workshops seminars continuous process of training learning I 25 �i 10 g I E [ B 0 VI. Work culture A. B. C. D. VII. labor laws labor management relations collective bargaining advancement Values in life A. B. C. experiences in the arts books and readings politics I I J I I I | I 26 �[ i .. POVERTY AND WORK Mrs. Harriet Reynolds Assistant Director Education and Youth Incentives National Urban League New York City I 1 ] [ I. D D D fl A. Incompatibility of poverty and work B. Need for money, not retraining 1. low wage earners 2. unemployed 3. handicapped 4. welfare recipients c. Poverty as class, not racial problem 1. low income 2. little or no education 3. inadequate housing 4. poor health a i I I fl Introduction II. Employment A. B. C. III. Decrease in Negro employment since 1954 Decrease in Negro median income since 1954 Decline in unemployment rate for Negroes -- 1961-1966 1. among adult men not teenagers Retraining and Job Corps A. Scholastic profile B. Personal characteristics C. Record of Job Corps 1. high dropout rate 2. not in area of training I >I I 27 �Need for Changes for a Successful Program A. Involvement of enrollees 1. group discussions 2. decision making roles Improvement of self-image 1. weight 2. grooming Individual-oriented curriculum 1. little regimentation 2. flexibility of approach 3. complete absence of military environment ��V. Client Attitudes and Problems A. B. C. D. E. F. G. Attitude toward compulsory counseling Relation to environmental problem "Failure" complex Hostility Sexual conflicts Race-Religious-Ethnic Prejudice Dependency Reactions I I 1 II ! I 30 �b 0 0 fl fl fl a i i I I I I I TESTING TECHNIQUES Mr. Joseph Kanner Director of Testing Service Wilkes College A. Assessment and measurement of human abilities and capacities B. Definitions and descriptions: 1. Individual and Normative Measurement 2. Meaning and function of learning a. verbal b. non-verbal c. perceptual C. Effects of deprivation, frustration, and failure D. Assessment and measurement as a guide to education and training 1. relationship of defined goals 2. relationship to need satisfaction E. Description, function, interpretation, and application of tests 1. Mental ability tests as defined by intelligence quotients: a. Revised Beta Examination b. Chicago Non-Verbal Examination c. Otis Quick-Scoring Mental Ability Tests d. Henmon-Nelson Tests of Mental Ability e. California Test of Mental Maturity f. Wechsler Adult Intelligence Scale g- Stanford-Binet Intelligence Scale h. Leiter International Performance Scale 2. Aptitutde tests as defined by unlearned performance a. Minnesota Clerical Test; for perceptual speed and accuracy b. Purdue Pegboard; finger dexterity, speed of arm movements, eye-band coordination c. Multiple aptitude Tests; Two-dimensional and Three-dimensional visualization 3. Achievement as defined by recall and application of learned material a. Standard Achievement Tests b. California Achievement Tests c. Multiple Aptitutde, and Achievement Tests d. Mechanical Comprehension Test, Bennett e. Mechanical Aptitude Test, O'rourcke General Clerical Test f. g- Wide Range Achievement Test 31 �fl fl 4. 5. F. Objectives 1. Normative date for comparison with general educational and occupational populations 2. Normative date for comparison with job requirements 3. Differential diagnosis for accurate assessment of individual capacities, achievement, and functionary levels G Recommendations: 1. That all testing be performed with groups small enough so that maximum accuracy can be sustained 2. That individual retesting be conducted to clarify any contradictions or incompatability of results derived from group tests 3. That classes and training procedure be organized with the highest correlation between capacities and job objectives to minimize the added frustration of failure Bl 1 I I I I h. Slosson Oral Reading Test i. Gray Oral Reading Test Occupational Interest as defined by job description preference a. California Occupational Interest Inventory b. California Picture Interest Inventory c. Hackman-Gaither Interest Inventory d. Kuder Preference Record Personality as defined by expressed attitudes and feeling, problem a. California Test of Personality b. Mental Health Analysis c. Mooney Problem Check List d. S-O Rorschach Test I I I I 32 �COUNSELING THE POOR Mrs. Mary H, Ward Home and School Visitor Dallas Helpful Hints to the Counselor A. "An understanding heart" 1. Empathy 2. Sympathy 3. Case history of the Hewitts The ability to communicate 1. Understanding what is said 2. The counselor being understood 3. A caution on the use of professional jargon 4. Case history- Migrant Program A true concern for others Sincere desire to help Avoid vicarious probing 3. A sincerity of purpose Case history - Bensons Important Aspects of Counseling A. Building confidence in personal worth 1. Highlight positive aspects 2. Recognition of shortcomings One thing around which to get life oriented Counselor must be worthy of respect 5. Case history - Hannah Bims What to say, when, how, how much No right or wrong approach Subliminal cues Intuitive response Case history - Silsons Pointing the way to obtainable goals Direct counsel Indirect counsel 3. Value of peer group Attitude of the Counselor A. Patience - a caution on too tight structuring 1. Work slowly 2. Expect delays, regression B. Helping others without making them weak C. Hope �i ! 1 ] ] J 1 I MENTAL HEALTH IN POVERTY Dr. Sidney Altman Director Montgomery County Mental Health Clinics Norristown I. Definition A. B. II. Development of Mental Health A. B. C. III. I c. V. I B I - self-esteem - self-control - identity Deprivation - "desert", emotional cultural Deviant subculture - "jungle", external danger Unstable family - absent father, dominant mother Lack of social organization - apathy - alienation - confusion Problems: A. B. ! Love - warmth, trust, confidence, worth Limits - conscience, standards, society Family - sexual indentification, sublimation Influence of Poverty A. B. C. D. IV. Mental Health Poverty 1. annual income 2. (sub) culture(s) Pre-school, school, vocation, family Mental illness 1. psychosis (schizophrenia) 2. borderline states, personality disorders 3. more children needing help Influence of imigration, prejudice Treatment A. B. C. D. E. Social class and treatment Social psychiatry - community psychiatry Community Mental Health Center - total social-medical care Modified approach - group, family, individual Self-help and self-improvement 34 �ru POVERTY'S EDUCATIONAL DEFICIENCIES Mr. J. George Siles Assistant Professor of Education Wilkes College r I. Development of Language Patterns in Children A. B. C. D. E. 1 II. Environmental Effect Upon Language Development A B. C. III. 1 I I I B. VI. I ! ! I f VII. Lock-step approach 1. Cessation of development of reading skills Status of the Environmentally Deprived Youth Relative to Language Arts Development and Achievement A. V. Nutrition Family Society Common Practices in Public Schools to Enhance and Modify Language Pattern Development A. IV. Listening Speaking Reading Writing Interrelationships for four language areas Deficiencies which inhibit growth 1. Nutrition 2. Experimental 3. Educational Typical Achievement Levels Group Reaction and Discussion of Previous Information and Descriptions Group Development of Reading Program in Keystone Center Discussion of Bibliography 35 �E DEVELOPING A PERSONALITY IN THE JOB CORPS Dr. Martin G. Cline, Assistant Director Institute for Youth Studies School of Medicine, Howard University Washington 0 I. E El A. B. II. 1 ] in. c. Preschool child Kindergarten and elementary school child 1. rejection of self or school 2. affection learning situation Adolescent child 1. rejection of self 2. rejection of community Role of Job Corps I B. C. I Self depreciation, and submissive manipulation Guilt complex and group self-hatred Peer culture and rejection of white culture Assertion of Negro superiority and nativism Negro Race Relations A. B. IV. Logic of Brown vs. Kansas, 1954 Adoption of Negro community to negative judgment 1. acceptance of negative properties 2. rejection of negative properties Response of Negro Behavior A. B. C. D. I 1 i American Society Dis confirmation of learned hypotheses 1. techniques of instructors 2. work-orientation, not play-orientation Job Corpsmen - "hard core" or "soft core" poor Management problems 1. racial separation 2. non-assurance of job placement 3. national and international affairs �VI. WILKES FACILITIES The Institute of Regional Affairs has prepared this proposal for the in-service training program of staff members of the Keystone Job Corps Center at Drums, Pennsylvania. A three-week vestibule seminar has been planned as an inter-disciplinary basis. In the planning of the program, it was recognized that such College and community resources as are necessary will be made available to the program participants. In addition to the College staff and knowledgeable I people in the Community consultants from leading colleges and universities f will be invited to exchange experiences with the Keystone personnel. In a short training period, it is impossible to cover every aspect of the culturally deprived females between fifteen and twenty-one. No amount of thought and concentrated information and knowledge, as impor- I tant as it may be, can provide the vitality of personal involvement with poverty and poverty youth. In order for the program to provide staff members with an educa­ tional opportunity dealing with the deprived females, it was agreed at a pre­ liminary session on November 14, 1966, between Dr. William Shine, Director I I 1 I of the Keystone JCC, and Mr. William Connolly, Operation Analyst of the Keystone JCC, and the Institute of Regional Affairs Council that the success of the program could be assured if the seminar was held on the campus. 37 �Fl J The campus is within walking distance of those community agencies The Youth J which presently deal with the families of the deprived youth. n Opportunity Center, whose personnel was given an in-service training pro­ d gram by the Institute of Regional Affairs, is only two short blocks from D the campus. A wholesome and pleasant rapport is maintained with the staff of this center. The participants, new residents of Luzerne County, can visit a wide j range of places in Wilkes-Barre, including employment agencies, police, 1 probation officers, state correctional institutions, Juvenile Court, and a a a many social agencies. Library and dining facilities will be easily accessible to the JCC staff. i i ! i I I ! I 38 �VII. ACADEMIC CREDIT The Job Corps Center program carried a value of three credits J of undergraduate work listed in the Wilkes College Bulletin as Sociology 252-Fields of Social Work. Credit was granted on the basis of additional reading and a satisfactory grade written examination. Textbook and other readings were designed to supplement the program provided by the visiting speakers. Although considerable interest in academic credit was expressed during the planning stages of this project, only two participants actually sought this E credit for their efforts. I I I 1 I I B J [ I J I 39 �0 n vm,. 5 INSTITUTE STAFF EVALUATION At the close of the Institute Program participants were asked to respond to several questions on an Evaluation form. It was the purpose of this proce- dure I I (1) to examine the degree to which the Institute program achieved the objectives established for it, (2) : 3 to discover the appropriateness of the program for those participating, and (3) to assess the general success of th Institute. Participants responded by completing the evaluation form. D L The items included in this questionnaire are listed below together with a sampling of the 1 1 replies. I perform produced some difference in individual expectations, but there was a It appears that most participants had a clear understanding of the objectives of the Institute program. Variety in the specific tasks these staff members will consensus on the basic purposes of their study together. Many reported favor- ably that the program had intensified and clarified their understanding of the n nI I task confronting them in operating the Keystone Job Corps Center. When answering the second question most participants indicated little change in their perception of the objectives of the Institute program; there was simply a awareness �I i: of new material for persons with their background of preparation. A few participants felt that some of the speakers were not fully aware of the character of their audience. Comments about the "least helpful feature of the program" reflected differences in staff assignments at the center and consequent differences L E 0 in thinking as to what was needed to prepare one for his work there. of comment was offset by a recognition of the necessarily theoretical nature of the program. There was some sentiment expressed regarding need for an even higher level program than was provided. This was countered by other expres sions as to the challenging nature of the program. Si In I] 9 I i i ; 1 1 I 1 Several comments noted the impossibility of more specific analysis prior to the inauguration of the Keystone Job Corps Center program and the arrival of the girls who will parti­ cipate in it. There were repeated references to the value of the field trip to Phila­ delphia. Some noted this as their first opportunity to "rub elbows" with the kind of person they will be working with at the Keystone Job Corps Center. Several reported the value of those contributions made by persons who had actual experience in working with the poor. Itinerary to Philadelphia 7:00 a. m. 10:00 a. m. Leave Wilkes-Barre via bus. (Fifteen minute coffee stop, Allentown Howard Johnson) Arrive Philadelphia Youth Opportunity Center, North, 1225 North Broad Street, Philadelphia. 10:00-11:00 Tour of North Philadelphia Youth Opportunity Center and casual interviews, interrogation of youth female a. m. applicants. Short conference with Youth Opportunity Center supervisor and staff and WIC representative, Mrs. Charles Sterrett, Widener School, 13th and Thompson Streets, West PhiladeIphia, in North Philadelphia Youth Opportunity Center. 41 1 This type �0 11:30-12:00 Tour of Opportunities Industrialization Center, Adminis­ a. m. trative Offices, third, fourth and fifth floors, 1225 North Broad Street, Philadelphia. 12:30-1:30 a. m. 1 Lunch. Place--O. I. C. Training School Restaurant, 19th and Oxford Streets, Philadelphia. Brief chat with students, short tour of disadvantaged or "jungle" area. 1:30-2:00 p. m. John F. Kennedy Training Center, West Philadelphia via bus. 2:00-3:30 p. m. Guided tour of John F. Kennedy Training Center. Brief interviews with female students, conference with super­ visory and administrative personnel. When asked to suggest Institute program changes several participants 0 voted the need for more interaction among the Job Corps Center staff members. A number of the speakers and lecturers, though impressed by the background 3 of the group and their awareness of the tremendous task confronting them, came a away from their respective sessions with the feeling that there was a block i I 1 ] I 1 to interaction within the group. Granted that the group had only ecently arrived on the scene, and granted that some type of sensitivity program to acquaint staff members with each other may have been hurriedly undertaken at the Center, nevertheless another aspect which contributed to the lack of interaction was discerned by some of the speakers in the Institute program. Some speakers sensed that "a very tight ship" will be run at the Center, and that academic freedom "is not a right, but will have to be earned. " If the participants in the Institute program received the impression that the character of the leadership at the Center is going to be rigid, such an impression is not only an explanation for I 1 the lack of interaction at the sessions, but such an impression might also 42 �portend the lack of creativity by the participants in dealing with human problems at the Center. It is the considered judgment of the Institute of Regional Affairs that, if the Center is to be successful at all, a continuing rapport must be main­ tained between the personnel staff given the in-service training and the Center leadership. Continued in-service training for staff, even if built into the Center's program, without an opportunity for an easy on-going consultation and discussion between staff and administration, will not of itself contribute to the success of the Center. On balance it would appear that most participants were reasonably well satisfied with the Institute program; their negative comments indicated their desire for a more lengthy program, more parking facilities, more full-day sessions, and release from other responsibilities at the Keystone Job Corps Center. �G 0 IX. PARTICIPANT EVALUATION The tabluation and selected replies from the evaluation questionnaire follow to give an indication of the attitude of the participants. L 0 J 0 a a A. Scope and Goals of Program (1) "To assist the staff in identifying the culturally deprived. II "To orientate to the state of poverty. " "To become better informed on various aspects related to the activities, objectives, types of women likely to be in the Job Corps and related matters. " "To understand the economically and culturally deprived youth of America. " "To have a better understanding of what we can expect when the corps women arrive. " "To acquaint us with the environment from which most of our corps­ women will be coming. " "To gain a better working knowledge of the dynamics of poverty. " (2) i i I What do you now believe the objectives of this program to be? "To spell out the compelling program of minority group participation in the total culture. " "To build inter-staff relationships and provide a group of personnel who could serve as resource people to those staff members who would not participate in the Institute. " "To gain a better background into the problems of the poor and especially the negro and the evolution of his plight in America. " "Objectives of this program have provided me with a wide and varied insight into the "poor"and economically deprived. " "To show the job corps staff that this is no easy task we are undertaking. " i i I What did you conceive to be the objectives of this program? (3) How do these objectives compare to what you expected to gain from the problem? Beyond Expectation - 3 As expected - 13 Below expectation - 1 "It has given me a better insight into the problems involved, also, I have formed some of the solutions to a very few problems that have come up. " �D R J P IX. PARTICIPANT EVALUATION The tabluatioii and selected replies from the evaluation questionnaire ■ follow to give an indication of the attitude of the participants. 'R I I 0 3 A. Scope and Goals of Program (1) "To assist the staff in identifying the culturally deprived. " "To orientate to the state of poverty. " "To become better informed on various aspects related to the activities, objectives, types of women likely to be in the Job Corps and related matters. " "To understand the economically and culturally deprived youth of America. " "To have a better understanding of what we can expect when the corps women arrive. " "To acquaint us with the environment from which most of our corps­ women will be coming. " "To gain a better working knowledge of the dynamics of poverty. " a 3 (2) I (3) I What do you now believe the objectives of this program to be? "To spell out the compelling program of minority group participation in the total culture. " "To build inter-staff relationships and provide a group of personnel who could serve as resource people to those staff members who would not participate in the Institute. " "To gain a better background into the problems of the poor and especially the negro and the evolution of his plight in America. " "Objectives of this program have provided me with a wide and varied insight into the "poor"and economically deprived. " "To show the job corps staff that this is no easy task we are under­ taking. " 3 I I What did you conceive to be the objectives of this program? How do these objectives compare to what you expected to gain from the problem? Beyond Expectation - 3 As expected - 13 Below expectation - 1 "It has given me a better insight into the problems involved, also, I have formed some of the solutions to a very few problems that have �A. Scop-.nd Goals of Program (4) Do you feel the program achieved its objectives? Completely - 4 ! J il 3 1 i I I I I Not at all - 0 "I feel that our group would have profited more if more practical aspects were included in the program. 11 "I thought we would get much more actual information regarding girls problems of the kind we would encounter. " "I feel that some of the instructors presented a "too" idealistic approach to dealing with under priviledged,others presented a "tongue in cheek" approach to what we hoped to accomplish. " "Group inter-action among the members was not too successful. In part this is due to the in-and-out attendance of some members, which probably is due to external pressure. " "It is impossible to cover so much ground in a few weeks time, but I feel a great deal was accomplished. " "I believe within a year or two the information available would be much more valuable and therefore provide a basis for better achieving these objectives. 11 "Because there was a good balance between the theoretical framework and the practical element. It would be unrealistic to say that the progress completely achieved the objectives, because no one has come face to face with all the variables involved. " S a Partially - 13 (5) If you feel the objectives of this program should be changed in the light of your experience, what do you recommend as the changes that should be made? "More speakers who have been directly associated with the problem at hand (poverty). Too many theoretical discussions rather than practical application and experience. " "More group interaction would have improved the learning experience. 11 "There should be more emphasis on group interaction. " "Many people did not participate. 11 "I recommend that more emphasis be placed upon the practical aspects of this program. " "A greater emphasis on field trips that related to actual experience. " "Recast the sequence of subjects to be covered." 45 �1 L B. Organization and Administration (1) Were the physical facilities adequate? Suggestions for improvements. I Yes 1 No - 4 "More parking facilities. " "Perhaps a tour of the facilities that would offer resources for pertinent information. " "Have a smaller group. Rearrange the group for face-to-face contact. Have consultants appear in the role of co-worker rather than specialists. "Concern for such items as coffee break, where are the restrooms, adequate parking. " I I I 13 (2) Should there be changes in scheduling which would improve the program? Reasons. Yes - 6 No - 11 I "It was difficult to attend all the sessions because of other committments. " "Have all full-day sessions, the half-day sessions tend to generate a feeling of "fracturedness", especially when, as in our case, there are activities in process at the center to which you only half-belong. " "I feel that when we had a person like Mr. Reynolds or Mrs. Duke, that a full day's session would have been more adequate. The morning session was not enough to engage in sufficient discussion with these people. " "I feel the program should be concentrated around those people who are actually working in programs dealing with its Negro Youth. The visiting speakers from Philadelphia, Washington, and New York were the major part of the program and probably did the most to help develop our program. " I I I I I I L L (3) What recommendations do you have for the improvement of the organization and administration of the program? "The program should involve a good deal more of the field trip because it was the first time some of us had the opportunity to rub elbows with the disadvantaged on their own soil when they do not feel apprehensive about us. " "The program was well organized mechanically the administration of the program failed in actual operation in that little consideration was given to the human aspect of students and visiting speakers. " I 46 11 �B. Orga: i ition and Administration "Securing more of the well known people in the field of culturally deprived." "Possibly a Wilkes staff member might be assigned to participate in the Institute. " "At times the speaker was poorly informed as to his audience, on several occasions apologies were made cause the structure, back­ ground, and even purpose of the group had not been understood previous to the session. This may have been neglect on the part of the speakers or general misunderstanding. " ] I I I] c. Training Processes (1) a Very well- 6 1/2 (2) Adequate - 16 I Too Low - 1 "Many of the speakers became aware of the level at the start of class and adjusted; however, if forewarned could have improved their presentation. " "Only occasionally did the material seem redund nt in terms of our back­ ground. However, more information could have been offered at times. " I I Poorly -1/2 Do you find the material presented by speakers was at the right level, at too low a level or at too high a level? Too High - 0 I Adequately - 10 "The lectures were basically ones in which information was not applicable to the type person we are going to deal with. I believe this was due to the fact that some of the lectures have never come in contact with the hard core poor. " "A wide variety of subject matter was covered. Some of the lectures became repititious towards the end, however, and do not see how this could have been corrected. " "I feel the lectures were quite extensive in content, However, more group participation would have been beneficial. " "Being not very well informed on the problems of poverty, I have gained a great deal more insight into my position as well as the students that we will be working with. ti "Some of the material which we presented was for counselors alone and not for the general staff. " II 1 1 I I I Did the program meet your expectation as to content of lectures presented.? Please explain. 47 �"1 i c. Training Processes (3) 3 3 Above average - 4 1 1 I I 1 I I I I Average - 13 (4) How has the program prepared you to perform in the Keystone Job Corps Center? Please explain. Very well -61/2 Adequately -81/2 Poorly - 0 "It has prepared us as best as can be expected considering the available information in this area. " "I would like to say very well, but time will tell. " "It has added to my thinking and to the possible approaches which may be taken to effectively perform. The question of "how well" remains to be considered." "To the extent that Job Corps is a relatively untried field, I would say we are very well prepared. On the other hand, in terms of being properly prepared to be a specific job, I would say we are only adequately prepared. " "I have a totally new concept in terms of facts and insights that gives me a good prelude to full understanding which only comes from experience. " "It has given us a theoretical framework which is good and needed back­ ground. This does not reach the performance level except as a start­ ing point, but is a necessary base from which to work. " (5) Do you feel that the program was instrumental in clarifying your own feelings regarding the needs and the nature of the problems of disadvan­ taged youth? Please explain. Very well - 7 Adequately - 6 Poorly - 1 "Since my background is a scientific one, I was unaware of the reason for many of the problems. " 48 I Below Average - 0 "I believe the information given has enabled us to better evaluate the methods we should use in educating the corpswomen. It has become evident that traditional means are of little value and that we must deal with the program more individually and more informally. " "I feel that the material was presented in a manner which could be under­ stood and applied. " "I have gained a theoretical framework which should allow me to under­ stand the reasons why these girls act the way they do. " "I feel I need much more information but if I do not continue to get this, it would be my negligence and not reflect lack of stimulation or background. " I fl I In terms of the content of the program lectures, how would you rate your assimilation in so far as your future application of the subject matter is concerned. Please explain. �c. Training Processes "This may have been the least of my needs, although what clarification was done fairly adequate by some speakers. " "Since I was not in this field, I was unaware of the magnitude of the problems connected with poverty. Now, however, I feel I have a better understanding of the problems connected with poverty. " "I have worked with this type of youth in the past but after this course it has given me a better understanding of why these people act as they do in certain situations and surroundings. " il I (6) "Not so much as understanding the job ahead but the understanding of why students involved will act as they do. " "Made me more aware of the plight of the impoverished, a greater realization that tremendous hobbies ahead in enabling the staff to develop a program to motivate and develop the confidence of our students. " "Some. The relevance of some instruction was remote. " "My enthusiam and optimism were slightly, refreshingly dampened. I have to rebuild. " "I am aware that our job is not easy. The program has offered me insight concerning the type of girls to expect. " I ] J i (7) I I (8) I I I I What was the most helpful feature of the program? Why was it helpful? "The visiting speakers who were actually involved in the Job Corps program or were actually working with the disadvantaged." "The field trip to O. I. C. because it gave me a chance to see these people first hand. It also gave me the feeling that something can be done." "The trip to O. I. C. It was helpful because it gave us an opportunity to actually observe and talk to the type of girls we are going to get. " "A better understanding into the behavior patterns of the students we will be working with and why they feel this way. " 1 I Do you feel the program was instrumental in clarifying your own feelings regarding the job ahead? Please explain. What was the least helpful feature of the program? helpful ? Why was it not "Could not say that anything was not helpful. Even the poorer presen­ tations gave us some material or ideas to work with. I truly feel that all of the presentations were helpful in some way. " "At times the specific material given was not relative to the kind of program we are involved in at the Job Corps. " 49 �3 i c. Trail.i, "The lack of recognition on the part of some lectures to research the type of program in which Keystone will be involved. " "There was not enough group participation. " "The leaders whose identification with the poverty problem was so limited. " "The coordination of the program. An "outside" staff member from Wilkes present at the majority of the sessions would have assisted in directing the development of the central theme. " "The testing was the least helpful. I feel we need to de-emphasize testing because the girls feel this program only proves how unsuccessful they are. " Cx I I (9) I 1 I I I I I I Processes What general suggestions do you have for the improvement of the program? "More speakers from disadvantaged areas. " "Keep it as it is, but provide better coordination. 11 "Make it a little longer. " "Since we are directly involved with dealing with women--more direct contact with the under priviledged girl. " "X would have liked to see someone who had worked in a Job Corps Center. "More dynamic group interaction. We are still in the thinking stage, and this is good. Perhaps it is too soon to synthesize and find closure. JI "I feel that a little more time could have been allotted for discussion concerning the synthesization of material presented and to focus upon the application of this knowledge to our own program. " I I I I 50 11 �X. INSTITUTE PARTICIPANTS JOB CORPS CENTER 1 t= I I 11 I I I I I I I I u James L. Bocker M. Ed. (Temple University) B. A. (Lora's College) Edward Moul B. A. (Gettsburg College) M. A. (University of Texas) Jack Burger B, S. (Penn State) M. Ed. (Penn State) Edward Rebar B. S. (Trenton State) James Sheffield B. S. (Harvard University) Samuel Chapman B. A. (Michigan State) W. A. Shine A. B. (Iona College) M. S. (Rutgers University) Ed. D. (Rutgers University) James Congoll B. F. A. (Syracuse University) M. F. A. (Southern California) B. A. (Kutztown State) Kathleen Siggers A. B. (George Washington University) M. A. (Ohio State University) Edward J. Connolley B.S. (Bloomsburg State) M. Ed. (Lehigh University) Henry Sinco B. S., (Bloomsburg State) Joseph R. Corcoran A. B. (Catholic University of America) Michael Sinco B. S. (Bloomsburg State) M. S. (Yeshiva University) Phd. (Yeshiva University) William Desciak B. A. (King's College) John Fedders B. S. (King's College) B. A. , M. A. (St. Bonaventure) George Kobrick B. S. (Stroudsburg) M. A. (Newark State) Alfonso S. Zawadski B. S. (Wilkes College) M. A. (Scranton University) Michael Kwak A. B. (King's College) I I I Mildred E. Young B. A. (Lake Forest College) M. A. (Northwestern University) 51 �1 Bibliography to Teaching Disadvantaged Youth Prepared by C. Hapeman D Department of Sociology, Wilkes College c December, 1966 I. II. IC Insight into Poverty Current Problems in Education of the Disadvantaged Programs for Disadvantaged Youth: Pi A. Experiments in the School B. Experiments in the Community n? t. L r° L r i. ■ 52 �I. INSIGHT INTO POVERTY Books: (I) Allport, Gordon W. The Nature of Prejudice. Addison Wesley, 1954, $7. 50 Doubleday and Co. , 1958 (abridged edition paperback) $1.95. Bagdikian, Ben H. I 1 In the Midst of Plenty. Beacon, 1964, $4. 50. Bremmer, Robert H. From the Depths. $6. 50; paperback, $2. 95. New York University, 19 56, *Brown, Claude. Manchild in the Promised Land. $5.95; also in paperback, 1966. The Poor Pay More. Caplovitz, David. *Clark, Kenneth. Dark Ghetto. MacMillan, 1965, Free Press, 1963, $5. 50. Harper., 1965, $4.95. ’I'Hanson, Kitty. Rebels in the Streets: The Story of New York's Girls Gangs. Prentice Hall, 1964, $3. 95. ’■ ’'Harrington, Michael. The Other America: Poverty in the United States. New York, MacMillan Co. , 1962 (Also in paperback). Humphrey, Hubert H. War on Poverty. McGraw, 1964, $5. 50. Humphrey, Hubert H. Cause is Mankind. Peoeger, 1964, $4.95; MacFadden (paperback, 1965), $. 60. 1 Hunter. The Slums: Challenge and Response. Free Press, 1964, $6.95, Keyserling, Leon H. Progress or Poverty. Washington, D. C. , Conference on Economic Progress, 1001 Connecticut Ave. , N. W. , $1.00. ’’.'Lantz, Herman R. Pres.s, 1958. People of Coaltown. New York, Columbia University Lewis, Oscar. La Vida: The Puerto Rican Family in the Culture of Poverty-San Juan and New York. New York, Random House, 1966. *Works with asterisks are of particular revalance to this program. 53 �1 *May, Edgar. The Wasted Americans. New York, Harper and Row, 1964, $4. 50; New American Library (paperback), $. 60. 1 * Moore, Truman E. The Slaves We Rent. Myrdal, Gunner. Challenge of Affluence, (paperback), $1.45. I * Sexton, Patricia Cayo. $1.45. Spanish Harlem. *Sherif, Muzafer, and Sher if, C. 1 1 I I f I * Silberman, Charles E. House, 1964. Pantheon Books, 1963: Vintage Harper, 1965, $4.95; paperback Reference Groups. * Shostak, Arthur B. , and Gomberg, (eds. ). Prentice Hall (a Spectrum Book), 1965. I Random House, 1965, $4.95. Harper, 1964, $7. 50. New Perspectives on Poverty. Crisis in Black and White. New York, Random Weller, Jack E. Yesterday's People: Life in Comtemporary Appalachia. University of Kentucky, 1965, $4. 75. Fishman, Leo (ed. ). Poverty Amid Affluence. New Haven, Yale University Press, 1966, $6. 00 (paperback, $1.75). Williams, Robin M. , Jr. Strangers Next Door. Englewood Cliffs, N. J. , Prentice Hall, 1964, $12.65 (text edition, $9. 50). The Negro and Employment Opportunity. Press, 1966. Ann Arbor, University of Michigan * Malcolm X. The Autobiography of Malcolm X. paperback), (Grove paperback, $. 95). Grove, 1965, $7. 50, (also I Frazier, E. Franklin. The Negro Family in the United States. Abridged and revised edition, Chicago, University of Chicago Press, 1966, $6. 00 (paperback, $2. 45). I Spergel, Irving. Rachelville, Slumtown, Haulburg. of Chicago Press, 1964, $5. 00. I Chicago, University Warner, W. Lloyd. American Life. Chicago, University of Chicago Press, 1962 (revised edition), $6. 50, (paperback, $2. 45). 54 �3 Thursz, Daniel. Where Are They Now? Health and Welfare Council of the National Capital Area, Washington, D. C. , November, 1966. Miller, Herman P. Rich Man -- Poor Man. Library, Signet Books, March, 1965. New York, The New American I Periodicals: *NEA Journal, April, 1963, "Disadvantaged: A Symposium". I ^Saturday Review, May 15, 1965. (Articles on Education and Poverty) ^Social Action, April, 1964, "Poverty in Our Midst". I *New Republic (The), "America Tomorrow", 50th Anniversary Edition, 1965. I *Gans, Herbert J. "Doing Something About Slums". March 18, 1966, p. 688f. "Johnson vs. Poverty". New Republic, March 28, 1 Jenks, Christopher. 1964, pp. 15-18. I Kopkind, Andrew. 1965, p. 1 5f. I Levitan, Sar A. "Programs in Aid of the Poor". Bulletin, December, 1965. I I "Of, By and For the Poor". Public Policy Information Films: (I) City of Necessity. 28 minutes. I Christmas in Appalachia. I Superfluous People, minutes. Who Do You Kill? New York, Carousel Films, 1501 Broadway Suite 1503, New York, Carousel Films, 29 minutes. New York, McGraw Hill, 330 W. 42nd Street, 54 New York, Carousel Films, 52 minutes. ^Portrait of the Inner City. New York, McGraw Hill, 16 minutes. I I New Republic, June 19, *Miller, S. M. "Poverty and Inequality in America: Implications for the Social Services". Child Welfare, 42:442-445, November, 1963. I I Commonwealth, 55 �II. CURRENT PROBLEMS IN EDUCATION OF THE DISADVANTAGED Books: (II) *Cicourel, Aaron V. , and Kitsuse. _____________ The Educational Decision Makers. New York, Bobbs Merrill (paperback), 1963. Clark, Kenneth B. $1.75. Prejudice and Your Child. ^Goodman, Paul. Growing Up Absurd. paper, $1.45. Beacon, 1963, (paper), Random House, I960, $4.95; Passaw, A. Henry (ed.). Education in Depressed Areas, New York, Bureau of Publications, Teachers College, Coumbia University Press, 1963. Riesman, Frank. The Culturally Deprived Child, and Row, 1962. *Schrag, Peter. -i Voices in the Classroom. Shaw, Clifford. c Boston, Beacon Press, 1965. *Schreiber, Daniel (ed. ). The School Dropout. National Education Association, 1964. *Sherif, Muzafer (ed. ). Co., 1965. Problems of Youth. The Jack Roller. New York, Harper Washington, D. C. , Chicago, Aldine Publishing University of Chicago Press, 1966. Helley, Earl C. In Defense of Youth. Hall, 1962, (a Spectrum Book). Englewood Cliffs, N. J. , Prentice Sexton, Patricia C. Education and Income. (paperback, $1.65). Viking, 1961, $5.00, ( . Short, James F. , and Stradbeck. Group Process and Gang Delinquency. University of Chicago Press, 1965. ! L) ! Thrasher, Frederic M. p I Washington, Benetto. Youth in Conflict. Chicago, Science Research Associates, Inc. , 1963. p I L' U I I The Gang. 56 University of Chicago Press, 1964. �*Watson, G. No Room at the Bottom. Education Associates, 1963. Washington, D. C. , National Periodicals: (II) I I Amos, William E. and Perry, Jane. "Negro Youth and Employment Opportunities" Journal of Negro Education . Volume XXXII, Number 4. pp. 358-366, Fall, 1963 Douran, E. "Social Status and Success Strivings 11 Journal of Abnormal and Social Psychology, 83:137-157. 1963 Epstein, Leonore A. "Some Effects of Low Income on Children and their Families" Social Security Bulletin, Volume 24, Number 2, pp. 12-17, February, 1961 I J I J F F I 1 I I I I I I I I I 1 Kohn, Melvin. "Social Class and Parent Child Relationships" American Journal of Sociology, 68:4. pp. 471-480. 1963 III. PROGRAMS FOR DISADVANTAGED YOUTH Books: (III) *Bloom, B. J. Davis and Hess, Compensatory Education for Cultural Deprivation. New York: Hall, Reinhart and Urustu, Inc. , 1965 *Burchill, G. W. Work Study Programs for Alienated Youth Science Research Associates, Inc. , 1962 Chicago: Landes, Ruth, Culture in American Education. New York: John Wiley and Sons, Inc. , 1965 National Conference on Social Welfare. Professional Workers in Recreation and Informal Education Agencies: A Bibliography. National Conference on Social Welfare. 22 West Fay Street, Columbus, Ohio, 43215 Giles, H. Harry, The Integrated Classroom. 1959 New York, Basic Books ❖ Passau, A. Henry (ed. ) Education in Depressed Areas. New York: Bureau of Publications, Teachers College. Columbia University Press, 1963 57 �Riese, H. P. Heal the Hurt Child. University of Chicago Press, 1962 Schreiber, Daniel. Guidance and the School Dropout. National Education Association, 1964 Washington, D. C. Redl, Fritz, When We Deal with Children. (Free Press of Glencoe) New York, Crowell Collier, 1966 Sicault, George (ed. ) The Needs of Children, of Glencoe, Inc. , 1963 New York, The Free Press Sutton, Elizabeth, Knowing and Teaching the Migrant Child, Washington, D. C. National Education Association- *Ashton-Warner, Sylvia, Teacher, back $1.95 I Simon & Schuster, 1963, $5.95: paper- National Education Association: Programs for the Disadvantaged. (Educa­ tional Research Service Circular) Washington, D. C. , National Education Association January, 1965 Wrenn, C. Gilbert, The Counsel in the Changing World, Washington, D. C. , American Personnel and Guidance Association, 1962. Periodicals: (IIIA) Barber, Gertrude A. "Guiding the Low Ability Student" NEA Journal, pp. 38-39. March, 1961. Della-Dora, D. "The Culturally Disadvantaged: Educational Implications of Certain Socio-Cultural Phenomena" Exceptional Child. 28: 467-472. 1962. Deutsch, M. , et al. "Guidelines for Testing Minority Group Children" Journal of Social Issues, XX: 2: pp. 129-145. April, 1964. ^"Educating the Culturally Deprived in the Great Cities. " Special Feature, Phi Delta Kappan, November, 1963. ^Murray, Evelyn M. "Work: A Neglected Resource for Students", The American Personnel and Guidance Journal, Vol. XLI, No. 3, pp. 229-233. November, 1963. Phillips, W. B. , "Counseling Negro Students; An Educational Dilemma", Journal of Negro Education, Vol. XXIX, No. 4. Fall, I960. 58 �*Silberman, Charles E. "Give Slum Children a Change; A Radical Proposal", Harpers Magazine, pp. 37-42. May, 1964. Trueblood, Dennis, " The Role of the Counselor in the Guidance of Negro Students" Harvard Educational Review, Vol. XXX, No. 3, Summer, I960. I Washington, Bennetta B. , "Growth and Culture Conflict", The Vocational Guidance Quarterly, 12:3, pp. 153-158, Spring, 1964. Amos, William E. , and Southwell, "Dropouts: What Can Be Done?" Federal Probation, XXVIII, 1:30-35. March, 1964. I I I I B. Experiments in the Community Books: (TUB) ^Gibbons, Don C. , Changing the Lawbreaker, Englewood Cliffs, New Nersey, Prentice Hall, Inc. 1965. *Konopka, Gisela, The Adolescent Girl in Conflict, Englewood Cliffs, New Jersey, Prentice Hall, Inc. (A spectum Book) 1966. Speigel, I. , Street Gang Work: Wesley, 1966 $5. 00 Theory and Practice. Addisen & Delli, Quadri, Fred (ed. ) Helping the Family in Urban Society, New York: Columbia University Press, 1963. *Kahn, A. V. , Planning Community "Services for Children in Trouble, Columbia University Press, 1963. *Pearl, Arthur and Riessman, Frank. New Careers for the Poor. *Maciver, Robert M. (ed. ) The Assault on Poverty, Harper, 1965 $3. 75. I United States Department of Health, Education and Welfare, Services for Families Living in Public Housing, United States Government Printing Office, 1963. Younghusband, Eileen, Case-Work With Families and Children, Chicago, University of Chicago Press, 1966. |i President's Panel on Mental Retardation, A Proposed Program for National Action to Combat Mental Retardation, Childrens Bureau, Department of Health, Education and Welfare, Washington, D. C. , U. S. Government Printing Office, 1962. 59 �Educational Policies Commission, Education and the Disadvantaged American, Washington D. C. , National Education Association, 1962. I I Lynch, Kevin, The Image of the City, Cambridge, Massachusetts, M. I. T. Press, 1965. Howard, Ebenezer, Garden City of To-Morrow, Cambridge, Massachusetts, M. I. T. Press, 1965. Churchill, Henry S. , The City is the People, New York, W&W Norton & Co. , 1965. Selling, Thorsten, The Annals, The American Academy of Political and Social Science, Vol. 352, March. 1964. New York, Free Press of Glencoe. I I I Towle, Charlotte, Common Human Needs, New York, National Association of Social Workers, 1965. Wright, Frank Lloyd, The Living City, Mentor Book, March, 1963. Goodman, PaulandP ercival, Commumtas, New York, Vintage Books, I960 . Perloff, Harvey S. , Planning and theUrban Community, Carneigie Institute of Technology and University of Pittsburgh Press, 1961. Pamphlets #367 Paulsen, Monroe G. Equal Justice for the Poor Man, Public Affairs Pamphlet #351 Pomfret, John D. I New Opportunities for Depressed areas. PAP #362 Stewart, Marwell S. Opportunity, PAP The Poor Among Us --Challenge-and Children of the Poor, Social Security Bulletin, Orshansky, Mollie. 26:7 pp. 3-13, July, 1963. Toby, Jackson. "Orientation to Education as a Factor in the School .Maladjustment of Lower Class Children, "s ocial Forces, pp.259-265 . 33 �Riessman, Frank. "The Culturally Deprived Child: A New View" The Education Digest, November 1963, pp. 12f. Tenenbaum, Samuel, "The Teacher, the Middle Class, the Lower Class" Phi Delta Kappan, November 1963, p. 82f. u Vontrers, Clemont E. "Our Demoralizing Slum Schools" Phi Delta Kappan, November 1963, p. 77f. I I I I I I I Sander, Marion K. "The Professional Radical: Conversation with Saul Alinsky" Harpers, June 1965. Films: Loneliness of the Long-Distance Runner, New York, Continental 16, 231 East 34th Street, 103 minutes. Portrait of a Disadvantaged Child, New York City, McGraw Hill, 16 minutes. Portrait of an Inner City School, McGraw Hill, 19 minutes. Incident on Wilson Street, McGraw Hill, 54 minutes. A Morning for Jimmy, National Urban League, 14 east 48th Street, New York, N. Y. Ask Me-Don't Tell Me, American Friends Science Committee, Audio Visual Department, 160 North 1 5th Street, Philadelphia, 25 minutes. I Never Went Back, Charles Cahill and Associates, Incorporated, 5746 Sunset Blvd. , Hollywood, California, 16 minutes. 'I The Dropout, Affiliated Film Producers, Incorporated, (Contact each State Education Association) I I Youth and the Law, Chicago,International Film Bureau, 332 South Michigan Avenue, 36 minutes. 61 - �ADDENDUM United States Department of Labor, Washington "Future Jobs For High School Girls", 1966 II The Women's Bureau", 1965 tt The Women's Bureau", 1966 revised "Job Training Suggestions for Women and Girls", 1965 "Who Are The Working Mothers?", 1966 "New Approaches to Counseling Girls in the 1960's", February, 1965 "Counseling Girls Toward New Perspectives", December, 1965 Background Facts On Women Workers in the United States", 1966 "Facing the Facts About Women's Lives Today", February, 1965 "Womanpower Needed", April, 1966 "The Negro Woman At Work", November, 1965 "Helping People Help Themselves --The Attack on Poverty", October, 1965 "Women In Poverty", February, 1966 II Women's Earnings In Low-Income Families", April, 1966 11 Fact Sheet on the Changing Patterns of Women's Lives", August, 1966 Fact Sheet on Trends in the Educational Attainment of Women", April, 1966 I "Fact Sheet on the American Family in Poverty", November, 1966 11 Fact Sheet on the Educational Attainment of Nonwhite Women", June, 1966 62 �"Fact Sheet On Nonwhite Women Workers", October, I966 I I I I r I I I I I I L I I I I "Fact Sheet on the Relative Position of Women and Men Workers in the Economy", February, 1966 "Why Women Work", August, 1966 "Excerpts on Counseling and Guidance ", June 1965 "Address by Miss Rose Terlin, Women's Bureau U.S. Department of Labor at Spring Convention':'May, 1964 63 �PROGRAM PROPOSAL for the support of "INSTITUTE FOR JOB'CORPS CENTER" I r ■ IL 1 I I I I I I I I I I Submitted by: Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania Submitted to: Dr. William A. Shine, Director Keystone Job Corps Center Drums, Pennsylvania Amount Requested: $4,907.00 Starting Date: January 9, 1967 Terminal Date: January 27, 1967 77798 64 �I I MMI IDOOISISTB wnm Ml I FRF I IRR4RY 1 I u I J I I D I j i I i [ I J II I L 1 r I I 1 J I J l 1I IF [ I I I I di �I •J I 1=^ I uq1 4, 0 fl 1i Os 1 ' I- k I u t'y � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Report on Institute for Keystone Job Corps Center Program, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/2bf1a47600ff717e42c0bd9b4e308852.pdf 1ed7d2b339c36f05d37d5eabdb1144de PDF Text Text « 5*3 > X J o £E ■- CM r-co cd sor*(OCD0 . WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS ^Instituteof Regional Affairs'^ �_; I -....................■ .? .2. Syracuse. N. Y. ——•*-*«u.>aaiiHuiUliUmillUUUil I I I I I j i I I I I I I I I I i I I WAGES AND SALARIES IN LUZERNE COUNTY BOROUGHS UM s I i dp LIBRARY WILKES-BARRE PENNSYLVANIA I i F S. FARLEY LIBRARY WILKES UNIVERSITY KFS-BARRE. pa i i I : I 1967 INSTITUTE OF REGIONAL AFFAIRS Wilkes College Wilkes-Barre, Pennsylvania �.. 1 : Syrocujc, N. Y. • o cHIV E-S ^5^7 l%7 WAGES AND SALARY SUMMARY This is the third of a continuing series of compilations of wage, salary, and fringe benefit data for boroughs in Luzerne County. Because specific job descriptions are not a part of this Summary, local government officials in Luzerne County should be careful in making comparisons in pay scales. Public officials should keep in mind the varying degrees of responsibility and authority, along with the diversities in functions and duties, in the various offices, eventhose with the same titles. The purpose of the Report is merely to present the facts rather then make a judgment on policy. The boroughs in Luzerne County are grouped according to their I960 population. Each borough is listed alphabetically in one of the five population groupings. Certain of the communities - Freeland, Exeter, Courtdale, Laurel Run, New Columbus, and Yatesville - did not report the wages and salary data at the time of publication of this Summary. 1 Hugo V. Mailey, Director Institute of Regional Affairs 81573 �•' ■ -!' — Syracuse, N. Y. ELECTED OFFICIALS Mayor 1 Councilman. 2 Auditor Controller Tax Collector $2,400 1,980 $1,200 300 $1, 0003 1, 320 $1, 500 1,200 Boroughs Over 10,000 Kingston Plymouth Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 700 700 600 300 600 150 150 550 5% 2% 1,700+4% 985 900 700 600 220 300 480 300 375 3 140 250 150 1,800+4 1/2% 2% 2%21 780 360 150 450 550 700 360 360 300 180 100 25 50 150 750 240 100 3% Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 300 240 240 240 2% 5% 1, 500 5% 1, 000 300 5% 3% Boroughs 1, 000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 180 240 240 200 180 180 200 200 25 150 150 200 3 75 75 54 2% 2% 300 6 12. 50 5% 5% 75 75 5% 400 300 5% 3 1/2% 500 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 24 90 200 60 120 -2- �7 Syracuse, N. Y. i mm mu iim itiu nai mil uti Hi II PHI Itll IItlIIH GENERAL ADMINISTRATION Secretary- Treasurer Health Officer Building Inspector $5, 623 2, 600 ..5 15 $1,880 218 $5,000 300 Janitor Boroughs Over 10,000 Kingston Plymouth $3,732 1,200 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 2, 600 1, 200 1, 500 1, 376 960 300 200 1, 780 1,200 1, 500 1, 800 120 600 420 150 State State State 2, 400 300 2, 808 2, 000 2, 700 720 600 1, 200 1,000 600 900 480 State State State State State State State State 100 250 200 300 State 300 630 960 Boroughs 2, 500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 240 200 480 516 300 3,1007 1, 300 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 350 400 420 750 480 6 780 6 300 50 State State 120 State State 240 8 1, 200 1.45/hr. Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 50 75 150 360 __ 5 50 45 2% 180 30 State State 120 540 �JI'HLH BINDER ' - J V Syracuse, N. V. Boroughs Over 10,000 »«niiiiiiiiiiiimmi]i| mu iiHiiiiiimi mi PROFESSIONAL SERVICES Engineer 9 Kingston Plymouth Solicitor 10 $3, 000 400 $2, 434 2, 270 1, 000 1,050 840 1,000 1, 200 1, 500 1,200 1, 200 1,800 1, 500 Boroughs 5, 000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 1, 800 Boroughs 2, 500 to 5, 000 A shley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1, 200 100 900 900 3.00/hr. 1,200 900 500 350 1, 500 1, 000 500 840 Boroughs 1,000 to 2, 500 100 Conygnham Hughs town Nescopeck Pringle Shickshinny Sugar Notch White Haven 200 750 600 125 420 500 480 250 Boroughs under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 30 50 50 100 100 300 -4- �1H1U1U1U1 PUBLIC WORKS Street Commissioner Boroughs Over 10,000 Kingston Plymouth Equipment Operator Laborer $5, 15511 4, 382 Mechanic $3,744 1. 50/hr. Driver $5,500 $4,250 1. 35/hr. Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 3, 000 3, 690 4, 859 1. 25/hr. 1. 50/hr. 1.55/hr. 3,500 12 3, 900 5, 000 4,400 1.25/hr. 1. 25/hr. 1.90/hr. 1.60/hr. 4, 176 2, 900 2. 00/hr. 1.30/hr. 1. 45/hr. 2, 700 1. 75/hr. 1. 25/hr. 1. 15/hr. 1.40/hr. 1.10/hr. 1. 25/hr. 1.50/hr. 1. 50/hr. 1. 25/hr. 1. 25/hr. $9/day 1.45/hr. 2, 800 1.55/hr. 3, 900 1.70/hr. 1.60/hr. 1.45/hr. 1.60/hr. Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 1. 50/hr. 3, 260 3, 600 1.25/hr. 3, 350 1.60/hr. 1.50/hr. 1.15/hr. 1.40/hr. 1.15 /hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Schickshinny Sugar Notch White Haven 3, 060 4,500 13 1.50/hr. 1.75/hr. 900 4, 100 3, 060 1.50/hr. 1.50/hr. 1.50/hr. 1. 50/hr. Boroughs Under 1,000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 150 1. 25/hr. $5/day 1. 25/hr. $6.50/day i �n ... . audlULUlUIUlUl POLICE Boroughs Over 10,000 Kingston Plymouth Police Chief $5,800 4, 562 Sergeant Patrolman $4,163 $4,80017 3, 924 Boroughs 5,000 to 10, 000 Duryea Edwardsville Forty Fort F reeland Luzerne Swoyersville West Hazleton West Pittston 3, 600 4, 440 4, 330 3,720 14 4, 100 5, 300 4, 632 4, 260 4, 120 4, 140 4, 000 3, 660 3, 3, 4, 4, 3, 740 4, 835 4,428 260 100 085 368 Boroughs 2,500 to 5,000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 4, 560 3, 750 4, 000 600 4, 032 3,450 3,600 15 1.00/hr. 3, 320 4,400 3, 300 4, 200 3, 300 3, 220 4, 020 3, 600 1. 00/hr. 3, 200 4, 000 720 1.25/hr. Boroughs 1,000 to 2,500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 5, 200 250 4, 500 540 3, 900 200 15 15016 1. 25/hr. 240 1,08022 180/mo. 3, 120 3, 740 Boroughs Under 1, 000 Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 60 60 60 670 720 -6- �■ .... 7 Syrcicujo, N. Y. ■MiumiiiiimiMmilillllffl Fire Chief Assistant Fire Chief Boroughs Over 10,000 Kingston Plymouth $5,800 100 $ 642 Paid Fire Truck Drivers $4,800 3, 924 Boroughs 5,000 to 10,000 Duryea Edwardsville Forty Fort Freeland Luzerne Swoyersville West Hazleton West Pittston 300 150 2. 25/hr. 75 4, 140 4, 000 4, 55618 300 300 Boroughs 2,500 to 5, 000 Ashley Avoca Dallas Dupont Exeter Larksville West Wyoming Wyoming 50 150 200 12019 Boroughs 1, 000 to 2, 500 Conyngham Hughestown Nescopeck Pringle Shickshinny Sugar Notch White Haven 96 Boroughs Under 1,000 >. Courtdale Jeddo Laflin Laurel Run New Columbus Nuangola Warrior Run Yatesville 60 480 2, 990 3, 150 3, 100 3,08820 �FOOTNOTES BoZghCode f°r May°r °n a P°pulation basis is set forth in Section 1024 of the 2- Compensation for Councilmen on a population basis is set forth in Section 201 of the Borough Code. 3- CPA 4- Daily rate 5-Handled through local banks 6. The offices of Secretary and Treasurer are combined. 7. Fire Driver and Custodian 8. Receives free living quarters 9- In those instances where no compensation is indicated for engineer, he is paid according to time spent on specific projects. . 10. 1 11. In almost all instances, the solicitor receives additional compensation beyond the retainer indicated in the survey. Street Commissioner is classified Assistant Street Engineer. 12. In addition to Street Commissioner, an Assistant Street Commissioner is paid $3,120. 13. The offices of Street Commissioner and Chief of Police are combined. 14. In addition to Police Chief, an Assistant Police Chief is paid $3, 120. 15. Sergeant is classified as Assistant Police Chief. 16. A Patrolman is designated Lieutenant and receives $100. 81573 17-A Patrolman is designated Juvenile Officer and receives $4, 900. 18. 19. • 20. ' 21. 22. Paid fire truck drivers have other jobs. Plus $1. 00 per hour as police officer in addition to rent, heat, and light. Plus living quarters. Occupational Tax Collector in West $500. Pittston receives 2% with a maximum of This salary is for School Patrolman. One-half is paid by the School Board. �‘muiiMlltUHjimj ■ . > • �: .: ■ -■ T Syrocuio, N. Y. ~ Slocklon, Calif. HIM iDDOitoiaa WILKES COLLEGE LIBRARY ■ ■ ■ �� Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Wages and Salaries in Luzerne County Boroughs, 1967 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1967 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/d57c68ec580379bd2e863382a1393251.pdf e1634d01d2569d279333c37e2e22f790 PDF Text Text I ANNUAL REPORT 1 I I t I I I I I I I 1 I I AfCH JS1543 1552 1770 I WILKES COLLEGE WILKES-BARRE, PENNA. �I I I I 11 ANNUAL REPORT 197 0 EUGENE SHEDDEN FARLEY LIBRARY ' 1 !D fl fl fl 1 I I 1933 WILKES COLLEGE WILKES-BARRE, PA. INSTITUTE OF REGIONAL AFFAIRS WILKES COLLLEGE WILKES-BARRE, PENNSYLVANIA �’ RCHIVES J SI 5—] *3 I 55 Z. ) 9 7o i / T ] 1 f‘1 r h F -- - ( K 1 �I i I i DI i I i I! a 3 FOREWORD This Annual Report to the President and the Board of Trustees of Wilkes College summarizes and reviews the significant activities of the Institute of Regional Affairs during the College academic year from July 1, 1969 to June 30, 1970. The Institute engaged in an expanding range of activities during the past year. Not only were the usual programs for local government officials and em- ployees continued, but the Institute embarked on new activities, especially in the industrial field. Hopefully, this year, the Institute can include in its program additional activities in the public welfare field. This Report reaffirms the credence that the Institute supports the processes of change in Northeastern Pennsylvania which have become the basic concerns of the leaders of the region. n The Institute is sincerely grateful to all those who contributed their time and effort in making this a successful year. 0 HL Hugo V. Mailey Director ■< 0 0 I 80-153i«78 J �in' I. I k I There are those who insisit that the American college is first and foremost a community of scholars engaged in the quest for truth and knowledge through teaching and research. a WILKES AND URBAN AFFAIRS On the other hand, there are those who feel that the American college is a massive resource in our society, a repository of know- ledge and resources which should be applied to problem solving. For American higher education, the implications of our rapid urbanization J n D fate are enormous. A college cannot fail to take note of the sweeping changes in the society in which it exists. There are three justifications for converting that awareness into action. The first is theoretical, having its roots in the very nature of the university. a D 0 a c 0 Universities engage in the acquisition, transmission and dissemination of knowledge, and these are translatable into practise and research, training, and action programs. The transmission of knowledge has always been conceded to be the primary function of a college. However, if a college does not develop a curricula responsive to the needs of society, such an institution may be in danger of becom­ ing irrelevant. The second justification is moral, holding that knowledge is power and its D possessor owes the public a prompt application. The more important contribu- tions that scholars can make is that they can view urban problems with at least some degree of objectivity and detachment. The third is historical, pointing out that since the creation of land-grant colleges by the Morrill Act, "the notion that academic institutions should -1- �I il reach out to serve the workaday needs of a developing society, " has been common. 1 111! I i However, "academic" and "extension" were maintained as separate activities on campuses. J Almost every college and university distinguished between extension and teaching personnel and academic research and usually placed them in seperate divisions. They differed in careers and interests. 1 n While it is quite possible for the college to reach out into the society through departments, individuals, or units within it, there is much to be said for the establishment of a specific urban unit to focus on urban problems and policy, to ensure for the college a constant involvement in urban affairs , and to provide coordination for urban research and training for the college. The urgent need for providing a direct link between the sholarship of ■ Id i B 0 colleges of a given area on an inter-disciplinary basis has resulted in the creation of the contemporary "Urban Center. " Its orgin on college campuses is a re­ cognition of the fact that there is a set of interrelated urban problems, that urban problems spill over into many disciplines, and that the solutions to the problems and the activities of such centers require the coordinated application of the talents of scholars in many disciplines. B B [pf < Thus, "Urban Studies Centers," such as the Wilkes College Institute of Regional Affairs, are rather new developments in Amer­ ican universities. In the last thirty years, Northeastern Pennsylvania communities have experienced a state of economic decline with corresponding high employment. On- ly in very recent years has this region made any progress in economic development. These same communities which went through an economic transformation have -2- �II ill I s 1 E a n □ D faced drastic readjustment to the stern realities and the demands of an urbanized society, not as acute as in larger metropotitan centers, but nevertheless, just as painful. Today, the renaissance in Northeastern Pennsylvania is receiving na- tional attention, thanks to the sustained interest of the civic leadership of the re- gion, to which the College has contributed substantially. Since its establishment in 1947, Wilkes College has participated in every community effort towards economic and social development. From the start, its faculty leaders believed that the College's expansion and development have been inextricably linked to the fortunes of the community and the region. The Institute of Municipal Government, formed in 1951 out of a mutual Q LI p B g E i 0 B 3 I 10 •3 3 desire of town and gown to work with one another for the advantage of both, has as its fundamental prupose to guarantee the semi-autonomous structure of American local government, so long as it would retain the capacity to solve its own problems. Many innovations in local government in the Northeastern Pennaylvania region had their beginnings in workshops and conferences sponsored by the Institute. The commitment by the College in community affairs was duly recogniz ed in I960 when the Ford Foundation funded the Institute of Municipal Government. In 1966, the Institute of Regional Affairs replaced the Institute of Munic­ ipal Government as a multi-purpose College organization which views regional pro- blems as belonging to no simple academic discipline, but rather as a contemporary phenomenon spilling into many disciplines. The very creation of the Institute is proof positive that a full across-the-board commitment has been made by Wilkes College. Its resources include not only the College faculty in the social sciences — -3- i �ii i til I I economic, education, psychology, government, sociology — but also those ex­ perts in the region who can lend their talents to teaching, information, research, and consultation. The creation of the Institute of Regional Affairs is really a nat- ural integration of prior activities in which many members of the Wilkes College I social science faculty have been engaged for over twenty years. D n n The Institute of Regional Affairs, in bridging the gap between the schol- ar and the community, has three basic interrelated goals: -- to help the College relate effectively to a constantly changing urban society; --to help the component communities of this region to develop a great­ (J E er capacity for dealing with urban problems and for guiding urban development; and; --to help contribute generally to the development of knowledge of urban society and processes of change, and to methods of applying this knowledge. E i Actually then, urban centers as the IRA engage in the activity that is most commonly identified as "applied social science," trying to bring social science knowledge and principles to bear on the solution of problems under conditions that we believe to be professional in character. In engaging in an applied social science, the college faculty member chooses one of several roles — analyst, advo- cate , or mediator. First is the role of the analyst. This is perhaps the more traditional and (at least in the past) the more common role for applied social scientists. key aspect of this role is the attempt to be objective and to be detached. -4- The �I ii In contrast to the analyst, the professional person in the advocate role i i does not seem to strive for objectivity. The role of the advocate seeks to main- tain the professional independence of the professional's contribution to the cause of his client; it seeks to assist him to recognize the basic causes of his problem and to remedy these causes. There is a third kind of role that applied social scientists can play characterized as the mediator role. 0 l“ 0 It is well known to those who are involved in recon- ciliation efforts in labor-management relations. In order to be effective in this art of conflict resolution, one must be able to identify with the interests, aspirations, and points of view of two or more parties on both sides of a conflict situation. Suc­ cess in this role seems to require the analyst to be completely objective and the la E advocate to be completely sympathetic. Any crisis involves opportunity as well as danger. If the crises which onrushing urbanization has brought threaten higher education on occasion, they also present a remarkable opportunity for any college to rethink its existential nature no matter the role that its social scientists play. I IB There is a crying need today for middle-level urban practitioners who enter a realm of generalization for which they should be prepared by an undergraduate education. In this age of progressive disciplinary specialization, no individual department possess the strength adequately to maintain the flow of broadly trained in '(I I students capable of coping with urban problems. ing in the social sciences and relevant to the urban system is continually growing and can be meaningfully applied to the urban field by being structured into an inter - -5- 1 The body of knowledge original- �- i i I I 3 LI disciplinary academic program. Through the initial efforts of the IRA, Wilkes College instituted in 1969 an academic program in Urban Affairs which will lead to the Social Science De- gree. The program is based upon the awareness of the value of a broad liberal arts education and the student is expected to take courses in the natural sciences, humanities, and social sciences. The present Liberal Arts background (fresh­ n d ban affairs experience on the traditional liberal arts background. sn semester hours in political science, economics, and sociology, with a minimum 111 L man - sophmore years) will not be disturbed so that the student can build his ur- The Social Science majors concentrating on urban affairs consists of 39 of 12 semester hours in each. ogy 215 are required. Economics 236, Political Science 251, and Sociol- Political Science 101 and 102, Economics 101 and 102 and Sociology 101 and 102 are not accepted toward the major. L Students who intend to pursue this program counsel with the IRA staff. Not from its very beginnings has Wilkes College ever viewed itself as the ideal American institution of higher education located in a peaceful, small, relatively isolated town where its community of scholars could be shut off from the noise and confusion of the world and the region in order to devote their time to intellectual pursuits. The transition from a relatively simple set of conditions in Northeastern Pennsylvania to the highly technical and complex conditions of the 1960's and the 1970's has called for vigorous and alert response from local in­ K stitutions, be they governmental, educational, economic, or social. Not only has the College been a partner in this transition, it has made an investment through -6- �■Mi I the work of the Institute of Regional Affairs that has yielded ideas, techniques, and insights that a small liberal arts college may profitably examine as it ventures 1 more deeply into complex community and area problems. Instead of separating the "extension" from the "acadamic" personnel, the College, through the Institute 11 of Regional Affairs, has been able to find people who have been able to coordinate functions from scholarship to community service under a single canopy. 0 KJ E C I IB K �k k I I II. education and in-service training A. In-Service Training The primary function of the Institute of Regional Affairs is to provide education and training programs for officials and employees of Northeastern Penn­ n sylvania, since local units do not provide their own formalized training programs. The impetus for the in-service training came from the former Institute of Munici­ pal Government, The emphasis on in-service training by the Institute of Regional Affairs continues into the future. This structured formalized training has increas­ ed over the years primarily because of the interests of the employees and the pub­ lic officials themselves. r I Much of this basic or technical training is becoming increasingly important for certain technical, semi-technical and para-professional positions. This training is available through short courses offered in cooperation with the Public Service Institute of the State Department of Education. Management and supervis- ory training, relating to certain areas of administration, human relations and pol- icy making have been provided at several levels: (a) for local government execu- B fives, (b) for first-line supervisors, (c) for command officers. Objectives of Training In-service training can and should be beneficial not only to the individual who receives the training, but also to the local governmental unit. It should up- grade performance and the image of the public servant. In its report on in-service municipal training, the International City Managers' Association pinpointed these goals of training from the individual's standpoint: -8- �i ‘ i I a a --to equip him with the skills he needs to perform more effectively the duties of his position. -- To attune him to the tasks he is called upon to perform in a changing world and to adjust his outlook and methods to new needs and demands. -- To instill in him an awareness of the relation of his work to the ser­ vice rendered by his department and government. -- To prepare him for other duties (his next job), and when appropriate, develop his capacity for higher work and greater responsibilities (for a different E job). These goals not only apply to municipal training, but to all types of train­ ing — whether in industry or government. r One concluding point: if in-service training is going to be truly meaning- ful, truly worthwhile, it should afford the employee-student the opportunity to achieve some perceptible and attainable goal, for himself and for his employer. Over the years many specific courses have been offered to public per­ E sonnel relating to their particular specialty. degree, educational opportunities, varying form 5 to 24 hours in length during the academic year. G! These courses are non-credit, non- The number and variety of courses will vary from year to year de- pending upon the demand. Beginning with a total of 29 public officials in 1951, the enrollment in courses for public employees and public officials reached a new high in the 1967- 1968 year when 567 qualified for Certificates of Attainment. ified for Certificates. In 1969-1970, 479 qual- Over a nineteen year period, more that 3, 900 individuals have completed the courses requirements and received Certificates. 1 1L_ -9- �8 8 ri r? a a n Courses offered to local public officials during the past year from July 1969 to June 1970 were the following: I. POLICE a. b. c. d. II. 0 FIRE a. b. in. r E fl V. Appraisal Techniques I - IAAO Principles of Industrial Assessing CIVIL DEFENSE a. b. c. d. B Fundamentals of Fire Fighting (2) Fire Inspection and Prevention ASSESSING a. b. IV. Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Auxiliary Police Radiological Monitoring Basic Communications Radiological Refresher Light Duty Rescue Medical Self Help other a. b. c. Borough Councilmen Wastewater Treatment Operation Zoning Law E Hi I ! -10- �If I k i _i in-service training program number receiving certificates BY years and short courses I 1 IB n T ] u 2 0 n B T fl Y ear Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 I960 90 1961 157 1962 231 Certificates Awarded Class Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commissioners Magistrates Borough Secretaries Advanced Police Councilmen Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Zoning Highway Maintenance Fire Administration Penal Code Planning School Directors Intoxication and Law Enforcement -11- 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 31 11 8 15 12 20 19 11 35 15 33 21 �I! I 1 s a o Year Total 1963 119 1964 189 1965 184 1966 415 1967 440 a T o rr 0 n D B IE IE Certificates Awarded Class Assessors Basic Police Report Writing Fire Fighter Instructors Personnel Supervision Municipal Fire Administration Small Arms Magistrates Youth Control Rural Assessment School Directors Small Arms Township Supervisors Arson Detection Criminal Investigation Fundamentals of Fire Fighting Magistrates Fundamentals of Fighting School Law Assessors Magistrates Small Arms Hydraulics Zoning Community Planning Penal Code Basic Police Principles of Inspection Magistrates Assessors Shelter Managers Civil Defense Adult Education Basic Rescue Civil Defense for Local Government Civil Defense for Local Directors Light Duty Rescue Radiological Monitoring Auxiliary Police Fundamentals of Fire Fighting Radiology Radiological Monitoring Criminal Law Councilmen & Commissioners Civil Defense for Local Government Auxiliary Police -12- 25 15 18 10 13 17 21 59 12 23 18 15 38 28 37 18 78 6 12 23 15 20 25 5 11 28 31 23 17 5 7 18 20 16 20 44 83 92 22 10 56 9 37 43 �I! i Y ear Total 1 a o n 1968 555 1969 496 n E kJ Certificates Awarded Class Control Center Operations Fundamentals of Purchasing Light Duty Rescue Shelter Management Small Arms Medical Self-Help Rural Assessment Basic Police Procedure Fire Ground Attack Fundamentals of Fire Fighting Civil Defense Management for Local Directors Advanced Police Course Minor Court Procedure Auxiliary Police Civil Defense for Local Government Basic Communications Basic Police Procedure Fundamentals of Fire Fighting Hydraulics Light Duty Rescue Police Administration Principles of Assessing Medical Self-Help Radiology Report Writing Small Arms Advanced Communications Arson Detection Auxiliary Police Basic Communications Civil Law Community Planning Control Center Operations Fundamentals of Fire Fighting Hydraulics Medical Self-Help Light Duty Rescue Principles of Purchasing Radiological Monitoring Radiological Refresher Rural Assessment Small Arms Street & Highway Maintenance -13- 28 5 49 9 9 57 6 14 21 43 22 38 36 56 26 53 30 69 15 18 5 12 136 26 7 28 21 45 45 17 21 3 13 115 16 56 27 11 29 22 35 12 8 �I i i I a 0 n n Y ear Total 1970 47 6 Certificates Awarded Class Appraisal Techniques I - IAAO Auxiliary Police Basic Communications Borough Councilmen Fire Inspection and Prevention Light Duty Rescue Fundamentals of Fire Fighting (Laflin) Radiological Monitoring Medical Self Help Radiological Refresher Principles of Industrial Assessing Small Arms (Public Service Institute) Small Arms (National Rifle Association) Traffic Accident Investigation Wastewater Treatment Operation Zoning Law Fundamentals of Fire Fighting (Lehman Twp. ) m Is B ! -14- 12 24 27 11 38 19 44 24 17 46 16 10 15 22 31 62 15 �I ■ (D '£j iO (O (Cj iS I 1 I 0 3 0 . B. General public policy training might also be called public leadership training. It involves education which helps community officials better understand issues and change, provides guides for them to use in analyzing and solving community problems and gives them an understanding of methods of developing community sup- port for putting programs into action. This type of education has been directed at the private sector plus the many citizens who serve on the various boards and com­ missions. C. n 0 D Public Leadership Training General Education Beyond High School This training aims at broadening an individual's horizon of thinking andfeeling by conveying general knowledge that does not bear any direct relationship to his specific job. Article II of Canons of Police Ethics (1956), entitled "Attitude Toward Pro- fession," stressed the point that by diligent study and sincere attention to selfimprovement, a police officer can strive to apply science to the solution of crime, CD D and thus make for effective leadership and influence in human relationships. To this end, many cities have established programs permitting police officers to earn □ a college degree in a field of his choice in the hope that such a broad education would help to create a high quality public service. Cities provide incentives, pro- motions, leaves of absence, tuition and other expenses for this college based educa­ tion. In 1968, Congress saw fit to provide financial assistance to allow in-service law enforcement officers to commence or continue their education at the college lev,1 1 -15- �II I J el. At the same time, funds were provided to encourage young people to seek ori­ minal justice careers at the college level. The Law Enforcement Assistance Ad- ministration established under the Safe Streets Act of 1968 makes available to law enforcement and correctional officers grant awards and loan awards. Two law en- forcement officers took advantage of the grant awards, as defined in the LEAA 0 n guidelines, and attended Wilkes College during 197 0-71. ponsibility under the Law Enforcement Education Program and counseled these two students in arranging courses. D (Fi The IRA assumed the res­ D. IAAO Course The IRA made available to assessors and all those engaged in any of the many related state, government, and local positions with the application of real n estate, a course by the International Association of Assessing Officers. This was the first time that the International Association made such a course available on the Wilkes College campus. E ed the course. Instruction in the course was paid for by those who attend- An examination to test the comprehension of material presented was not mandatory; however, the IAAO did award a course certificate to those who successfullly completed the examination. IE Successful completion of the course by pass- ing the examination does meet the entrance regulations to CAE candidacy. It is the hope of the IRA that other courses can be given with a view to certifying assessors under the IAAO requirements. E. f' Community Service Program - Title I In 1965, Congress provided a program to help bring the resources of the colleges and universities to bear on community problems on a state-by-state basis. -16- �It provides federal matching money to colleges and universities for community service programs to assist in the solution of community problems. This money is administered under a state plan developed in each state and may be uses for ed­ ucational and research programs. The philosophy of Title I of the Higher Education Act of 1965 states: "For the purpose of assisting the people of the United States in the solution of community problems. . .by enabling the Commissioner (of education) to make grants under this title to strengthen community service programs of colleges and 3 0 0 universities.. . " Sections 101 and 102 of the Act further states: "• . .the term, 'community service program1 means an educational program, activity or service, including a research program and a university extension or continuing education offering, which is designed to assist in the solution of com- munity problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. . . " Title I is unusual in several respects: (1) its emphasis upon the use of high­ er education programs to assist in the solution of community problems, (2) its flex­ ibility, permitting each state to define its community problems and to determine how it wants to use its higher education resources to work toward solutions, and (3) its broadness, permitting programs for the private sector as well as public. B Title I has permitted experimentation, both in types of projects and methods of carrying out the educational programs. The Act is a recognition of the fact that universities and colleges are not interdesciplinary; academic departments have fun- -17- �I! i I ctioned largely independently of each other. Yet the solving of community prob- lems may call for a coordinated, interdisciplinary approach. Title I has really served as an incentive for persons in higher education a 3 n D B D to be more in touch with community problems and it has also served to make com- munity officials and leaders more aware of the resources of colleges and universities that are available to their communities. The challenge to colleges of Title I of the decision as to whether they want to become involved, and if so, to what ex- tent and how. This certainly has not been true of Wilkes College or of the Institute of Regional Affairs. Title I has merely served to strengthen an involvement that dates back to 1951. The Institute of Regional Affairs made 10 applications for 10 programs under the Act since 1966 when the Act became operative. Of this number, 9 have been accepted and funded by the Title I Agency of the Commonwealth Department of Education. Kinds. B B Most of the programs have been conferences, seminars, short courses, or workshops. Continuing Programs. One of the projects was approved three times, re- ceiving a very high rating by the panel of proposal evaluators. Audiences. The impression may be that Title I projects are almost exclu- sively for public officials. This is not the case. Half of the projects involved aud- iences which were completely or partly from the private sector. '11 A breakdown of the 10 projects is presented to give the reader an idea of the balance of the programs conducted by the Institute of Regional Affairs under !| -18- �Title I: ■1 0 Year Title 1966 Regional Policy and Goals Principles of Purchasing Community Leadership Joint Communications System Community Leadership Dynamics of Regional Affairs Community Leadership Transportation of Low Income (on-going) Middle Management Seminar Training for Parents of Retardates (on-going) 1967 1968 1969 B 1970 Type of Participants Number of Participants Public Officials 17 Public Officials 15 Community Leaders 24 Public Officials 75 Community Leaders Social Science Teachers 22 Community Leaders Public Official s and general citizenry Indust ry 28 20 46 General Citizenry 60 30 Two Title I projects were conducted during 1969-70; 1. Transportation for Low Income. The purpose of this project was to ascertain and match the specific geographical areas in the County where the poor live and where the job opportunities are. It was intended to involve three parts: (1) preparation of an analysis of currently available public transportation fa­ cilities; (2) conduct of 5 conferences on regional transportation problems; (3) develop­ ment of a demonstration proposal to show the feasibility of a more effective trans­ portation system for the low income. One conference, five large meetings, and at least ten smaller group meetings have held on the general subject involving representatives of industry and welfare agencies. Under present circumstances, with the Wilkes-Barre Transit Company in dire financial straights.it cannot be ex- pected that a company would be interested in a demonstrative project. -19- Therefore, �the objective of the projects has been redirected toward a larger goal than that of the original approved proposal — that of studying with the transit company officials the whole status of Mass Transit in Wyoming Valley in particular and the Luzerne County in general. The IRA has at this point in the project created a joint Cham­ ber of Commerce — IRA committee for continued discussions on these larger goals. 2. Middle Management Seminar. The transition of the Luzerne County area from a deeply depressed, one-industry economy to a diversified economy is well underway. 0 IjC? a s According to recent studies published by the Economic Develop­ ment Council of Northeastern Pennsylvania, there is a lack of middle-management positions, capable but untrained personnel, relying in "on-the-job" exper- ience without formal planned training programs to develop competent "middle managers. tt Competent middle-management is a "must" to the upgrading of the area's newly diversified economy. In view of the stated goals and the practical nature of the problem in this region, the middle-management training program was designed a not only as an initial effort to promote an awareness of the need for middle-managers, but also to provide a basis for later specialization in selected areas of man- agement. Its content was directed to individual middle-managers presently em- ployed who feel the need for basic training. The program emphasized practical ■ methods and techniques. 0 The program consisted of a series of ten two-hour e- vening sessions, each conducted by qualified authority. Specific managerial areas were selected on the basis of significant need as revealed by consultation with area business and industrial organizations. I ! f' A program syllabus and other printed mat­ -20- �II 1 a B erial prepared by the Institute of Regional Affairs, and Boehringer Associates, were proveded for each participant at no cost. The Economic Development Coun- cil of Northeast Pennsylvania agreed to co-sponsor the Seminar with the Institute. PROGRAM OUTLINE Session I March 2 Functions of Management — Planning and Or­ ganizing Session II March 9 Functions of Management — Leading and Control Session III March 16 Personnel Management — Hiring, Training, Wage and Salary, Administration Training u a n E Session IV March 23 '3 The Total Cost Concept — Office, Engineering, Manufacturing, Marketing, Cost Control B B Session V March 30 Value Improvement — Work Simplification, Cost Reduction Session VI April 6 Work Sampling, MTM (Method-Time-Measure­ ment) Project Control, Quality Control, Safety i Session VII April 13 Materials Management - Purchsing, Inven­ tory Control, Production Control Session VIII April 20 Supervisor's Responsi bility for Labor Relations Session IX April 27 Marketing - Research, Advertising, Sales Operations Session X May 4 Continuing Self Improvement Program tl F. Community Growth Conference The Ninth Annual Community Growth Conference, co-sponsored by com­ I munity organizations, was held in September, 1969, and intended to acquaint ■ local officials and the general public with the emerging issues of public affairs, I. centered on the theme "Regionalism. hl If’ tt -21- �I I l a n n PROGRAM "THE NEW WAVE Welcome: Chairman: Speaker: Chairman: Panelists: n !8 s Chairman: Panelists: E OF REGIONALISM'II Dr. Eugene S. Farley, President, Wilkes College Donald D. Moyer, Economic Development Council, NPA Ralph R. Winder, Executive Director, Appalachian Regional Commis sion "MASS TRANSIT" Edward Schechter, Committee, Luzerne/Lackawanna Trans­ portation Study Joseph Armond, General Manager, New Castle Transit Authority Edwin W. Bickhart, Chief, Mass Transportation Div. , Dept, of . Comm. Aff. Third Speaker to be announced "SOLID WASTE MANAGEMENT" Ellsworth C. Salisbury, Jr. , Exec. V. Pres. , Greater Hazleton Ch. of Com. Maurice A. Shapiro, Graduate School of Pub. Health, U. of Pittsburgh Albert J. Klee, Chief, Bureau of Solid Waste Mgmt. , HEW Samuel J. Joseph, Vice President, United Municipal Corpor­ ation, Harrisburg "WHAT IS THE ROLE OF THE COUNTY" Edmund C. Wideman, Jr. , Board of County Commissioners, Luzerne County Speaker: Bernard F. Hellenbrand, Exec. Dir. , National Assn, of Counties Chairman: I! ffl (fi -2Z- �II I I B n a n B B E III. INFORMATION The Institute of Regional Affairs constantly attempts to keep public officials and those engaged in community work informed on urban and regional affairs. To accomplish this purpose, the Institute circulates a monthly newsletter, maintains an outstanding library, and quarterly submits contributions to the Horizons section of the Pennsylvanian magazine . A. The IRA Newsletter Although it was begun in 1951 as the Luzerne County Newsletter, the change in name of the Institute also brought with it a change in name of the Newsletter. In July, 1969, a distinctive masthead was instituted, and the printing process was changed, which permitted the inclusion of almost three times as much material in the same amount of space. It should be noted that the Newsletter is no longer the work of one person, but articles, book reviews, commentaries are contributed by all members of the Institute staff. However, the basic purpose has not changed -- that of keeping local public officials informed of the varying methods employed by communities throughout the United States in solving problems of management, personnel, and administration. ! Also, included are the broader range of activities in the general fields of economics, psychology, government, and sociology. It is an­ ticipated that members of the various departments at the College and consultants will contribute articles. PE lb A monthly publication, the Newsletters' mailing list has grown to approxi­ mately 2, 100 interested community leaders in Northeastern Pennsylvania. Included on the list are public officials, community leaders, and various professional groups. I -23i’ �i! k B. I 8 a D Library The Institute of Regional Affairs also maintains a carefully selected library of contemporary materials in the social science fields. been catalogued, ies. Over 4, 000 items have which includes books, . pamphlets, reports, surveys, and stud- These are received by the Institute on an exchange basis with similar organ- izations on other college and university campuses, and with many local and state governments. This collection of contemporary material deals with the various aspects of urban studies: government, land use, transportation, management, social welfare, education, recreation, and public finance. In effect, this is a clearinghouse and one of the largest repositories of information and materials on governmental ad- B I ministration in Northeastern Pennsylvania. In addition to its use by interested community leaders and local government officials, the Library is used by many undergraduate students who may have their first contact with community problems by the utilization of library materials for term papers and research projects. The Library will become incresingly valuable to Wilkes students vdio plan to pursue undergraduate work toward the Social Science degree with a concentration in Urban Affairs, a new program instituted in the Fall of 1969. C. r Horizons-- the Pennsylvanian The Pennsylvanian is the official publication of a number of municipal or- 1 (J ganizations. It has a circulation of well over 15, 000 people interested in Pennsyl- vania local government. Horizons is the four page center spread of the magazine, rn -24- �I i 1 1 and is an outstanding part of the magazine. The Institute of Regional Affairs is one of the three regular contributors to Horizons, the others being the Universtiy of Pennsylvania and the University of Pittsburgh. ] I < ] n During the past year, the Institute contributed the following: Professionalism in Pennsylvania Government" August 1969. Hugo V. Mailey tl In the 70's. . . The Commonwealth's Role in Community Affairs" December, 1969. Hugo V. Mailey "Fire Fighting: Self-Service or Collective Municipal Responsibility?" May, 1970. Hugo V. Mailey D D n i H ■ ■ 0 ,rl ;li! T1 -25- �IV. CONSULTATION A third service of the Institute of Regional Affairs is a consulting service which offered to interested members of the community including governmental of- ficials and non-governmental agencies. This consulting service, both formal and informal, is made possible because of the specialized interests of the staff of the Institute and of the college. The members of the staff have been asked to talk before various groups in Northeastern Pennsylvania. In addition, the Institute encourages staff involvement in outside organizations through membership, attendance at meetings, serving as resource people, and as lecturers. These activities have taken many forms ranging in magnitude from working with a single specific small municipality to working with the Commonwealth of Pennsylvania as a whole. Among the broad type services in which the Institute participated during the year 1969-197 0 were the following: Wilkes-Barre Kiwanis - Director served as luncheon speaker on a County Emergency Communications System. Governor's Conference on Water Pollution - Director served as speaker on the Management of Regional systems. Second Annual Conference of Department of Community Affairs - Director served as speaker on the Role of the Commonwealth in the 1970's. Cumberland Conservancy - Director served as speaker on Inter-governmental Cooperation on Pollution Abatement. -26- �I I I J ] n National Honor Society - Director served as speaker on Urban Crisis. Pennsylvania Library Association - Director served as speaker on the Future of Local Government in Pennsylvania. Environment Day - Director served as speaker on Creation of Wyoming Valley Sanitary Authority. Lackawanna County Extension - Director served as speaker on Alternative Solu­ tions to Metropolitan Problems. Pennsylvania Department of Health - Director attended Conference on the Susque­ hanna River Basin. Environmental Health Task Force - Director serves as member of Task Force in 0 B D ■: B the Department of Health. Title I, Higher Education Act - Director served as evaluator of Title I proposals for Department of Education. Luzerne-Lackawanna Committee on Clean Air - Director serves as member of Cit­ izens Committee for Clean Air. Advisory Council of Department of Community Affairs - Director serves as Vice Chairman of Council which counsels with Secretary of Community Affairs. Bureau of Research of Department of Community Affairs - Director serves an con­ sultant to Bureau on Area Government Study by Better Government Associ­ ates. U Wilkes-Barre City Planning Commission - The Associate Director served as the executive director of the Department of Planning and Development from July to December 1969. -27- �— Swoyersville Borough Civil Service Commission - Associate Director administer­ I ed tests for Police applicants in January, 1970. West Pittston Borough Civil Service Commission - Associate Director administer­ ed examination for police officers in December, 1969. Greater Wilkes-Barre Chamber of Commerce Central City Commission - Associ­ ate Director assisted committees in evaluating traffic proposals to be presented to the Wilkes-Barre Traffic Commission. Channel 44 - Director served on panel on Function of Authorities on Pollution 0 D Abatement. Wilkes-Barre Teachers - Director served moderator on public forum on Transfer of Teacher Policy. Scranton Teachers - Director served as Election Moderator at representation (ID election for teachers. ■ E B B i Horizons - Director attended a series of editorial policy meetings in Harrisburg throughout the year. Pennsylvania Political Science Association - Director presently serving on the Executive Council of the Association beginning in April, 1968. Multi Community Cooperation - Director serves as coordinator in the four community(Forty Fort, Swoyersville, Wyoming, West Wyoming) sewer project. 1 Luzerne County Ambulance Association - Director serves as coordinator in the establishment of County Association. American Institute of Planners - Associate Director serves as President of the Northeastern Section, Philadelphia Chapter. -28- I �Luzerne County County Association for Retarded Children - Associate Director serves as Second Vice-President. Luzerne County Emergency Communications Systems - Director serves as a co- ordinator in the establishment of County Communications System, initially a recommendation of the Institute of Regional Affairs as a Title I I 1 0 n D project. The members of the Institute staff have maintained membership and tak- en part in the function of many community and state-wide groups. The Institute has acted as co-sponser of and participated in conferences with numerous state- wide profes sional organizations. UJ E -r 7 -29- �research The fourth area of activity of the Institute of Regional Affairs is that of Research. The Institute, because of its relation to both the College and the com­ munity is in a unique position to conduct a continous research program closely as­ sociated and connected with the educational aims of the Institute. The Institute may make specific studies for individual municipalities or groups of municipalities. These normally are conducted at the request of the spe- cific municipality when they relate to such programs as reorganization of a police department, comparative costs of incineration and sanitary land-fill, development of personnel record, or the feasibility of establishing a public library. Other stu- dies which have been undertaken by the Institute are occassionally valley-wide or County-wide in scope, such as the Annual Wage and Salary Survery of Luzerne ■ County municipalities. A. Projects Completed in 1969-197 0 The publications of the Institute of Regional Affairs from July 1969 to June 197 0 are listed below: IP lb Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings for the Ninth Annual Community Growth Conference Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 197 0 Proceedings of Data Processing Seminar. As a result of a seminar of six sessions, the Institute of Regional Affairs published a summary of the proceedings on the use of computers which was offered to the business -30- �community of Northeastern Pennsylvania. This seminar under the direction of Cromwell Thomas, Associate Professor of Engineering, was presented in cooperation with the Pennsylvania Technical As­ sistance Program. One of the recent demands in the business world has been for computer-basis systems tailored to the needs of the gen­ eralist in the management that person without a formal background in system analysis programming. Such systems must provide this kind of general person both the opportunity and ability to structure his own data in his own way, using a language that is comfortable and easy to master. I j 1 u J J ■ D D j Real Property Inventory. One of the major studies that were executed by the Institute of Regional Affairs during the past year was the Real Property Inventory of Wilkes College. This study was in response to the charge that by continually acquiring high value properties, the College is depriving the City of Wilkes-Barre of much needed revenue. This was the initial step in the College developing a property inventory system. It is hoped that this report will eventually lead to a compre­ hensive study of the impact of the College on Luzerne County, in gen­ eral, and Wyoming Valley in particular. Students Perceptions of Effective and Ineffective College Teachers. As a result of a paper presented at a Wilkes College Faculty Seminar, the Institute of Regional Affairs published the complete report entitled Student Perceptions of Effective and Inneffective College Teachers by Michael J. Barone, Assistant Professor of Education. The evaluation should be to help the professor understand himself, to know his abili­ ties, to continually assess his preparation, and to be conscience of his patterns of interest. Student evaluation permits the teacher to analyze his techniques for putting across concepts and theories, to strengthen his good qualities, and to question or eliminate his weaknessess. Even though student appraisals contain an uncertain degree of validity and reliability, the judgement derived from student evaluation forms is a better measure than opinions obtained from hearsay of from faculty and student minorities. p 11 Conceptions of Mental Illness by Patients and Normals. Raymond Weinstein, assistant professor of sociology and Norman Q. Brill M. D„ professor of psychiatry at UCLA and formerly medical director of the UCLA Neuropsychiartic Institute, collaborated on an article for a national mental health magazine, in which patients conceptions of the causes of their illness were recorded and compared to data of five other investigations dealing with public attitudes toward the etiology of mental disorders. The purpose of the comparisons was to determine if patients and nor­ mals hold similiar views, as hypothesized by a sociological perspective of illness, or whether these two groups differ in the conceptulizations, -31- �BM as suggested by a psychiatric frame of reference. I Municipal Secretary's Manual. The Department of Community Affairs awarded the Institute a contract to prepare a manual to aid clerks of cities of third class and secretaries of boroughs, townships of first and second classes. The preparation of this manual in a single comp­ rehensive publication was both unique and expermental in that an ob­ solete manual did exist, but only for borough secretaries. This pub­ lication for the Department will serve as a practicle guide for the sec­ retaries so that they can better perform their extensive and increasing­ ly complex duties. The prime author of this publication was Walter H. Niehoff. ] 0 h h D ! .0 ri -32- » �p U) B. Studies and Reports - 1951-1970 A list of the Institute's publications from 1951 through 1970 includes the following: J b ] ■ D a D B 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17. 18. 19. 20. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31.. 32. 33. 34. An Analysis of Tax Collections in Luzerne County Attitudes and Implications of Urban Renewal Civil Service Rules and Regulations for the Borough of Forty Fort Civil Service Rules and Regulations for the Borough of Luzerne Civil Service Rules and Regulations for Kingston Comparative Costs of Incineration and Sanitary Landfill for Berwick An Evaluation of Small Arms Course The Glen Alden Story Influences on Women's Voting Behavior Intoxication and Law Enforcement Library Service for Edwardsville Local Political Subdivision Disaster Preparedness (Civil Defense) Merger Study of Kingston and Pringle Boroughs Pennsylvania Municipal Finance Officers 27th Annual Meeting Personnel Status Record for Police Department of the City of Wilkes-Barre Proceedings of the First, Second, Third, Fourth, Fifth, Sixth, Seventh, Eighth and Ninth Annual Community Growth Conference Proceedings of the Sanitary Landfill Conference Proposed Structure and Pay Schedule for the Police Department of Kingston Report on the Feasibility of Joint Sanitary Landfill for Wilkes-Barre and Adjoining Towns Salary and Wage Study for Third Class Cities in Luzerne County -- 1964, 1965, 1966, 1967, 1968 Student Opinion Survey Concerning Consolidation Study of Sanitary Landfill for Wilkes-Barre and Surrounding Communities Use of Idle Cash Balances in Luzerne County Audience Characteristics -- Times Leader Evening News Salary and Wage Study for Boroughs in Luzerne County - 1965, 1966, 1967, 1968 Ambulance Survey - Wyoming Valley The Appearance of Wyoming Valley Report on the Institute for Youth Opportunity Program Salary and Wage Study for First Class Townships in Luzerne County -- 1966, 1967, 1968 Report on Institute for Keystone Job Corps Center Problems of Change in Urban Centers Emergency Communications Center for Luzerne County Academic Calendars in Pennsylvania Colleges and Universities Annual Reports of the Wyoming Valley Sanitary Authority -- 1964, 1965, 1966 and 1967 -33- ’I ___ �35. 36. 37. 38. 39. I 40. 41. 42. 43. 44. 1 J 0 d 45. 46. 47. 48. 49. 50. 51. 52. 53. 54. Civil Service Rules and Regulations for Dupont Report on Seminar on Emergency Highway Traffic Regulation Civil Service Rules and Regulations, Wilkes-Barre City School District Wyoming Valley Sanitary Authority: Property Inventory and Description Salaries, Wages, and Fringe Benefits in Luzerne County Municipalities, 1969, 1970 Luzerne County Community College Technical and Semi-Professional Em­ ployment Survey Joint Police Service for Back Mountain Civil Service Rules and Regulations for Swoyersville Community Leadership Seminar Position Classification and Employee Policy Manual for Coplay-Whitehall Sewer Authority The Selection of a City Manager - Qualifications of Applicants The Contemporary College Mission (an abstract appeared in the Mayor and Manager, November 1968) Civil Service Rules and Regulations for Hazleton Civil Service Rules and Regulations for Larksville Joint Police Service for Fairview and Wright Townships Proceedings of Data Processing Seminar Real Property Inventory Student Perceptions of Effective and Ineffective College Teachers Conceptions of Mental Illness by Patients and Normals Municipal Secretary's Manual 0 d 1 i 1 -34■» �VI. EPILOGUE The concept of an "urban agent" is a viable one. There are numerous in- dications that the work of the former Institute of Municipal Government, now known as the Institute of Regional Affairs, has assisted in the effective and meaningful development of new governmental leadership in Wyoming Valley, Luzerne County, ans Northeastern Pennsylvania. ] to depend upon the Institute for its varied services, especially the instructional as- pects of its work. 0 Public officials and community leaders have come The ultimate purpose of the Institute, in what was a depressed area, is to contribute to improving the quality of regional life. Q It can be said that the Institute has effectively established and maintained relationships between Wilkes College and organizations and individuals who serve n the region. This continuing and successful relationship may have been facilitated because the Institute has been seperated from the regular college prescriptions. The traditional barrier of "town and gown" was eliminated. - E co mmunity. ity. The Institute is in the It is relatively free from restriction because it is not of the commun­ The very fact that the Institute of Regional Affairs is both in the community, but not of the community, gives it tremendous latitude for ventureness. The mutual desire of town and gown to work with one another for the advan- tage of both is not only a demonstration of teamwork between higher education and the region, it is also an educational venture into the field of adult extension educa- tion, wherein the College is acting in the role of "urban agent. P ii In representing the College as "urban agent", the Institute of Regional Affairs has attempted to cre- ate the "tommorows" from the work of the "todays. -35- �For either communities or industries of the region to compete successfully, they must have special services and competencies. They need to be able to keep key personnel abreast of new knowledge and new technology. To attract and hold good people, opportunities to prepare for personal career advancement are essential. Special arrangements need to be devised for the industrial enterprises of the region. Few, if any, of the regional enterprises can afford to maintain the elab­ orate and expensive laboratories which such specialized research ordinarily re- .1 Q p quires, and which large national corporations can afford individually or small enterprises in a large city often find near at hand. The various segments of the nat­ ural sciences at Wilkes College have been making their research equipment and fa­ cilities available to various industrial firms. 0 The region's enterprises are frequently confronted by problems relating to business operations, and do not have on their regular staff the specialized econom- - jO ists required to solve them. These enterprises find it highly inconvenient and ex- pensive to send these problems away to metropolitan centers, or else to bring in the required industrial specialists. They find themselves, therefore, at a compet­ itive disadvantage in keeping up with developments in their often rapidly advancing fields. During the past year, the Institute conducted a Middle Management Seminar as a start. This effort was really a continuation of past efforts by the Department of Economics to accommodate local industry in developing local supervisory pet­ ffl sonnel. it is hoped that the Middle Management Seminar will give new life to a whole series of seminars and workshops for industrial firms of the region. This coming year will also see the Institute enter the public welfare field with the Title ■ -36- �I project for Parents of Retardates. Since the Institute has become a broad umbrella over the social sciences, discussions continue in order to determine projects to be undertaken by the various College departments under the auspices of the Institute, Steps are already being taken to bring even more of the social science faculty into the ever-increas- ing activities of the Institute of dealing with regional problems. It is expected that additional professional staff from the social science faculty will be added on a tern- I proary basis to take care of large scale research projects or service work financ­ ed by outside sources, such as the Federal or State government. The "core staff" may be enlarged for specific projects on the same basis as heretofore - part-In- 0 LI stitute and part-departmental. This is the unique solution to the controversy of teaching and/or research or community service. The Institute has two additional assets that will facilitate in the expansion ffi 0 of its activities. Firstly, since Northeastern Pennsylvania is blessed with an ab- undance of human resources and skills, the Institute is able to attract local leaders to assist in Institute activities. Local talent has been drawn into the Institute's or- bit as instructors for the short courses, lecturers on specific subjects, and chairmen and moderators for workshops and meetings. u 1 I Secondly, the IRA is able to draw on a pool of capable students who can perform a variety of tasks for the Institute. During this past year, 15 students who contributed a total of 6, 975 hours per- formed such tasks as typing, stenography, editing., assisting on action programs, and editing textual material for the short courses. This fortunate combination of resources - faculty, community leaders, and -37- �students - can make the Institute a truly interdisciplinary academic setting in which, any student of faculty member who wishes to direct his study and research toward the problems of urban life can easily do so. r j 0 r? i n I 1 i , -38- �ADVISORY COUNCIL Eugene S.. Farley, Ph- D. President I Francis J. Michelini, Ph. D. Dean of Academic Affairs John H. Chwalek, M. A.. Guidance and Counseling Harold E. Cox, Ph. D. Transportation Eugene L. Hammer, Ph. D. Education Hugo V. Mailey, Ph. D. Local Government Jaroslav G. Moravec, Ph. D. Sociology r m ■ ffl Walter H. Niehoff, M. A. Intergovernmental Relations Robert Riley, Ph. D. Psychology Samuel A. Rosenberg, Ph. D. Economics Philip R. Tuhy, M.G.A., A.I.P. Urban Planning I ■ -39- ■ J-.j ��Walter Niehoff, B. A. , M. A Assistant Professor Wilkes College John Sulcoski, B. A. , M. A, Radiation Officer Luzerne County Civil Defense Albert Spunar . . .Communications Instructor Luzerne County Civil Defense Philip R. Tuhy, B. A. M. G. A, . . . . Professor Wilkes College Walter Wint, .... Sergeant of Detectives Wilkes-Barre, Pennsylvania n 0 -41- �r student assistants d: (F, fir Marianne Baker Irene Colarusso Marianne Cwalina Linda Farrar Virginia Gronwaldt Sarah Hutchings Mary Kazmierczak Kathy Lacey Cathy Meli Diane Miller Nancy Orcutt Marilyn Saba Kathy Shiner Mary Lou Shumacher Donna Young Clerk News-Letter, Assistant Editor Clerk Directory Librarian Secretary Materials Editor Clerk Secretary Typist Librarian Secretary Clerk Typist Clerk Clerk ] a p n Li L I L L ■ ■ -42- ■ �TITLE I PROJECTS I Total $1,700 1, 800 5, 000 3, 869 1967 Community Leadership Seminar 4, 625 1, 820 6,445 1968 Transportation of Low Income People Dynamics of Metropolitan Government Community Leadership Seminar 3, 240 5, 100 4, 325 3, 240 5, 100 4, 365 6,480 10,200 8, 690 1969 Middle Management Seminar 5, 125 5, 340 10,465 1970 Training for Parents of Retardates 7, 376 $39,068 3, 684 $22,641 11,064 $65,713 I in Matching $ 425 450 1, 250 967 Regional Policy and Program Goals Principles of Purchasing Community Leadership Seminar Joint Communication System for Luzerne County I I Federal $1,275 1, 350 3,750 2, 902 1966 0 I D J -43- �INSTITUTE OF REGIONAL AFFAIRS INCOME 1 1 I I I 1 I Grants & Gifts Sale of Services Dinners & Conferences State Reimburesements Surveys Studies Travel College Work Study total $28,484.09 10,083.00 6,583.30 4,595.05 2, 170. 35 1,730. 48 1,100.92 857. 62 540.00 118.00 $56,262.81 EXPENDITURES Salaries College Work Study Supplies Meetings & Conferences Newsletter Publications Student Help (Wilkes College) Travel Library Equipment ! 0 total $12,880.00 8,984.26 1, 156.75 733. 04 200. 00 1. 04 10,083.00 $34,038. 09 In evaluating the financial statement of the IRA, there are a number of nu factors to be considered. fl compensation is $23, 586. 66 of all expenditures. There are three part-time faculty members and three part-time secretaries who are employed and paid by the College . Their total The income of the Institute was $34, 038. 09 or 60% of the total expenditur- U' u ■ es. This income was from various sources, including such areas as dinners and conferences, sale of services, and consulting work performed by members of the staff. The largest expenditures were for salaries - both of the staff and student help, which includes the contribution of the College and the federally funded Col­ lege Work Study Program. -44- I bO-153^78 ��llllllllllllllll loooasoan? WILKES UNIVERSITY LIBRARY ] '1 J J J I 1 � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 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/bd3b7cf4dc1023766a58eeae4721d95c.pdf ba6f2e0ea11b3ff2b841a6f422919a38 PDF Text Text F fl .■ I LUZERN! COUNTY COMMUNITY COLLEGE 3 TECHNICAL AM SEW-PWFESSIONAL lil J EMPLOYMENT SURVEY I s Ij^CHiyES L ■ INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ��TABLE OF CONTENTS Page Chapter ACKNOWLEDGMENTS I. II. INTRODUCTION 1 RESPONSE RATE 4 CURRENT EMPLOYMENT 9 III. NEED FOR SPECIALIZED TRAINING 16 IV. CURRENT JOB DEMAND 19 OCCUPATIONAL NEED 22 HARD TO FILL 26 TRAINING 28 EDUCATIONAL BACKGROUND 30 PREFERENCE BY SEX 35 EDUCATIONAL CREDIT 38 COOPERATIVE WORK EXPERIENCE 40 V. VI. VII. VIII. IX. SUMMARY APPENDIX A - LETTER, DECEMBER 1, 1967 APPENDIX B - LETTER, JANUARY 19, 1968 APPENDIX C - QUESTIONNAIRE APPENDIX D - JOB DESCRIPTIONS 14 i �1 r I TABLES I Number - I 1. RESPONSE BY CATEGORY 7 2. CURRENT EMPLOYMENT BY CATEGORY OF RESPONDENT 9 3. AVERAGE SIZE OF WORK FORCE BY CATEGORY OF RESPON­ DENT 10 4. CURRENT EMPLOYMENT BY JOB CLASSIFICATION 12 5. WIDE RANGE OF JOB CLASSIFICATIONS FOR RESPONDENTS IN NEED OF 2 YR. COLLEGE PROGRAM 16 INTEREST IN A 2-YEAR COLLEGE PROGRAM BY JOB CLAS­ SIFICATION & INCIDENCE OF APPEARANCE 17 7. JOB DEMAND 19 8. GREATEST JOB DEMAND BY CATEGORY OF RESPONDENT 20 9. FUTURE OPENINGS BY CATEGORY OF RESPONDENT 22 10. FUTURE NEED - WITHIN FIVE YEARS 23 11. JOB OPENINGS AND TRAINING PARTICIPATION BY IN­ DUSTRY RESPONDENTS 24 NUMBER OF HARD TO FILL JOB OPENINGS BY CATEGORY OF JOB RESPONDENTS 26 13. HARD TO FILL OPENINGS BY JOB CLASSIFICATION 26 14. PERCENTAGE OF RESPONDENTS CONDUCTING ON-THE-JOB TRAINING BY CATEGORY OF RESPONDENTS 29 PREFERENCE OF EDUCATIONAL BACKGROUND BY JOB CLASSIFICATION 32 percentage of distribution of respondents ac­ cording TO SEX OF EMPLOYEES, PREFERRED BY JOB CLASSIFICATION 36 6. ' Page I I 12. I I I 15. I 16. ii �I Page Number EDUCATIONAL PROGRAM FOR COLLEGE CREDIT BY CATE­ GORY OF RESPONDENT 38 18. cooperative work experience favored by category OF RESPONDENT 40 19. COOPERATIVE WORK EXPERIENCE INTEREST BY CATEGORY OF RESPONDENT 41 17. -I d iii �I CHARTS Number Page I. RESPONSE BY CATEGORY OF EMPLOYES 8 CURRENT EMPLOYMENT 9 II. III. JOB DEMAND - CURRENT VACANCIES 21 IV. JOB DEMAND - FUTURE OPENINGS 22 ON - THE - JO B ~ T RAINING 29 EDUCATIONAL BACKGROUND 34 EDUCATIONAL PROGRAM 38 COOPERATIVE WORK EXPERIENCE 39 V. VI. VII. VIII. I I I I I iv il 1 �! i (I I 11 '.I ACKNOWLEDGMENTS The Institute of Regional Affairs wishes to express sincere appreci­ ation to the many respondents who took time from their busy schedules to complete and return the questionnaire. In a number of instances the survey data were rechecked by personal interview. This Technical and Semi-Profes sional Employment Survey would not have been pos sible with­ out the assistance of the many respondents who realized that they were in a particularly strategic position to help in formulating the curriculum content of the Luzerne County Community College. J 1U 'i A number of respondents included comments along with the completed questionnaire when it was returned to the Institute. These brief com­ ments will be most valuable to those developing the academic programs at the Luzerne County Community College. bl A special word of thanks must be given to Dr. Wilmot F. Oliver, Dean of Technical Career Programs at the Community College, for his timely comments during the course of the Survey. I I 'II I 1 I I Needless to say, the Institute of Regional Affairs at Wilkes College assumes all responsibility for the data gathering and the interpretations made from the data. ■ Hugo V. Mailey Director Institute of Regional Affairs �INTRODUCTION J A. THE COMMUNITY COLLEGE D il An increasingly industrial and technological society requires skills and under standings on the part of the general population that were inconceivable even a generation ago. Persons who are capable of bene­ fiting from post-high school education appropriate to their abilities and interests, but who for whatever reasons, lack the opportunity for such education, are a loss to thepaselves, to the State, and to the Nation. Educational opportunity beyond the high school is approaching a critical period. Over the next decade, greatly increased provision must be made for an increasing number of Americans who will need and de­ sire education beyond the twelfth grade. n ! It is the comprehensive community college that offers the great­ est pos sibility of moving toward the ideal of providing appropriate posthigh school educational opportunities to all of our citizens. A compre­ hensive community college is an institution of higher education that ex­ tends to all prospective students within commuting distance the oppor­ tunity for appropriate study in a variety of curricular programs ranging from a. few weeks up to two years in length. B. n1 MASTER PLAN IN PENNSYLVANIA "The expansion of higher education in the next 20 years can be expected to be so great that present institutions, off-campus centers and branches, and Community Colleges will be unable to carry the load even after their expansion plans have been completed. " i The consultants who prepared the Report strongly recemmended that the State Board, through the Council of Higher Education, should look increasingly to the Community Colleges as the centers of local ,'ination and implementation of continuing education programs. i i 7 I 1! 1 It was the thinking of those who prepared the Plan of the Council of Higher Education that Community Colleges should be authorized in new locations only after the State Board and the Council were convinced that the student potential for the next five years was sufficient, and that local financial support for operations and construction would be substantial and �B B J i i 1 L '5 [J i y 11 I I i continuing. The Master Plan goes on to state that their operation should be in accordance with a well-laid out plan for the particular community involved and after a complete investigation of the full range of local needs and resources had been determined by the Community College. Thus, local communities through the authorized Community College can as­ sume quality programs in all the necessary places in the Commonwealth. The demand for continuing education will grow rapidly in the next few years because of the changing industrial and business basis of the state's economy. It will become increasingly imperative that a person embark on a process of lifelong learning in this age of rapid technologi­ cal advancement. If Pennsylvania is to be the pace-setter for the rest of the country in the field of higher adult education, then attention must be given to both technical education and cooperative programs. Technical education primarily reflects the local scientific and engineering needs of business and heavy industry. In the years ahead, technical education programs can be expected to increase sharply and to exceed by far the capacities or present plans of existing institutions. Cooperative programs can extend the range and enlarge the program areas in which local employers and institutuion maintain cooperative re­ lationships; and, they can become potential sources from which more permanent employment opportunities for youth emerge. As one of the nation's largest, wealthiest, most urbanized, and most industrialized states, Pennsylvania can assume its rightful place on our national economy if the Community Colleges assume the responsi­ bility for determining the nature and extent of local needs, objectives, and then establish curricular programs consistent with those local needs. c. LUZERNE COUNTY COMMUNITY COLLEGE T I 1. I j T C I Luzerne County Community College, founded in 1966, is a twoyear institution of higher education established under the provisions of the Community College Act of 1963, Commonwealth of Pennsylvania, and sponsored by the County of Luzerne. The present continuing education program embraces the concept that learning is a life long process. This program was established for the purposes of offering opportunities to study in such fields as Public Affairs, Arts, Liberal Arts, Business, Technologies, Home Skills, Physical Activities and Personal Improvement, as well as stimulating interest in continuing adult education. The College grants both an Asso­ ciate Degree and a Certificate of Proficiency as an indication that the student has successfully completed all requirements for a particular cur­ riculum, and is therefore entitled to due recognition for such acheivement. -2- 1 �8 J I I ■ I IlJ 8 The Associate in Arts Degree is awarded to students who satis­ factorily complete the Humanities and Social Science Curriculum. The Associate inScience Degree includes the areas of Business Administra­ tion, Education, General Studies, Mathematics, and Science. The As­ sociate in Applied Science Degree is awarded for satisfactory completion of any of the following curricula: Architectural Design Technology, Bus­ iness Education Technology (Accounting and Business Management Op­ tions), Commercial Art, Drafting and Design Technology, ElectricalElectronics Technology, Legal Technology, Marketing Management, and Secretarial Science Technology. Specialization is also granted to those students who complete all requirements in the Technical-Career programs listed above. D. THE SURVEY This survey was requested by the Luzerne County Community College to determine the training needs for technical education in this County. The information provided in the survey will be the basis in plan­ ning for needed curricular programs and for new facilities for the Col­ lege that the regional economy must expect if it is to continue its Ren­ aissance. The data produced by the survey will also serve as an inval­ uableaidinrestructuring programs and courses to serve the immediate needs for specialized training programs. I ■ I 1 I La I ' ft I f i I -3- i �s 11 I j* I 1 8 i n il 1. RESPONSE RATE BY GROUPS SURVEYED The Survey findings are predicated on both returns from mail questionnaires and interviews. Although the former was used much more extensively than the latter, the sources from which the respondents were taken are many and varied. Because Luzerne County does not cover a wide metropolitan area and because the population in Luzerne County has been reasonably stable in the last 5 to 10 years, it was not necessary to resort to any type of random sampling. In all cases, names of respon­ dents were taken either from the membership list of an organization (i. e. Luzerne County Dental Society) or the Standard List of Headings published by the Bell Telephone Company as a guide to the classified yellow pages. The Survey was conducted on the basis of 12 categories of employer. Separate reports were made after the individual tabulations of the results of the 12 surveys. These were made available to Community College as they were completed. The listing of the respondents are divided into four groups for purposes of discussion in this section: educational; industrial and busi­ ness; medical’ and professional and financial. r A. ■n i i j For a survey of technical and semi-professional employment in the libraries of Luzerne County, both public and private libraries were combined. The results taken totally are more relevant than if two groups had been examined on a separate basis, and employment characteristics are for the most purposes identical. I! BI u ■ 3 B. EDUCATIONAL INDUSTRIAL AND BUSINESS For the purposes of this survey, an as sumption was made that the needs for technical specialized personnel in small firms are different in comparison with the needs of firms of medium and large size. Therefore, manufacturing firms were divided into firms with twenty or less employ­ eesand firms withmore than twenty employees. The smaller firms were mailed questionnaires to be completed and returned by mail. The larger firms were contacted personally by a representative of the Institute of Regional Affairs. Identification of manufacturing firms within the boundaries of Lu- -4- I �J i zerne County was based on data supplied by the Greater Wilkes-Barre Chamber of Commerce. i For the survey of technical and semi-professional employment in the. dining establishments and with food brokers in Northeastern Penn­ sylvania, the establishments were chosen from the 1968 Northeastern Pennsylvania Restaurant Association Membership list, which includes members from a six county area in Northeastern Pennsylvania. This was the only listing used in the survey which included respondents outside the boundaries of the County. J I c. iJ 8 a J 3 in u p jli •11 II MEDICAL Because of the partial overlapping of their employment character­ istics, hospitals and nursing homes were combined for the purposes of this survey. While ancillary employment is much more diverse in hos­ pitals than in nursing homes, central activities possess many similari­ ties. Despite the lack of a general picture of needs common to all hospitlas surveyed, there are specific employing wants which are feasibly combined with those of nursing homes. Therefore, the mail question­ naire for the nursing home and the interviewing form for the hospitals are identical. Considerable differences exist, among hospitals and their needs for two-year trained personnel. Some of these differences need to be stres­ sed in advance so that the interpretations may be made mor e meaningful- Some hospitals maintain their own schools of nursing. Another looks to the Community College .for a Cooperative Educational Program to facilitate the preparation of registered nurses. Practical nurses are obtained directly from public schools training programs, and hospitals are unanimous in praising the product. Two hospitals maintain their own facilities for training X-ray technologists, and therefore look upon the Community College as a potential competitor in this possible endeavor. Some hospitals sub-contract their food services while others operate and maintain their own food services. For the most part, patients in need of psychiatric care are sentoutside Luzerne County for treatment, with the exception of refereals to Retreat Hospital. The 1967 member ship directory of both the Luzerne County Medi­ cal Society and the Luzerne County Dental Society were used to ascer­ tain the employment needs in the medical and dental professions. -5- ��6 I TABLE 1 RESPONSE RATE BY CATEGORY Questionnaires Sent r 11 Accounting Architecture Dental Engineering Legal Librarian Mfg. Industry Medical Technology Nursing Homes &. Hospitals Financial Institutions Realtors & Insurers Restaurants TOTAL J TT) J 5 I ■ Questionnaires Returned &. Used % Used in Tally 68 34 145 28 286 24 184 327 17 19 18 55 8 61 14 67 69 10 29% 56% 38% 28% 23% 58% 36% 21% 57% 58 168 86 20 43 22 36% 26% 27% 1, 425 406 35% A total of 1,425 questionnaires were mailed and 406 returned and used in this survey. In instances where the responses proved to be in­ appropriate and provided no insight for this survey, they were discarded. The overall response was 35% or slightly over one-third of the statisti­ cal groups surveyed. The largest number of questionnaires were for­ warded to doctor s, who also had the highest number of returns - 69- The libraries, nursing homes and hospitals, and architectural firms had the highest ratio of return, all over 50%. Surprisingly, the lowest rate of return came from the medical profession. It should be noted that only 10 of the 103 small firms made returns; whereas of the 94 large firms interviewed, 57, or 64% gave interviews. The survey data is presented in tables and charts. Both "counts of people" and "counts of opinions" are included. "Counts of people" (current employment) reflect only the employers responding to the ques­ tionnaire. Those questions that deal with "counts of opinions" provide certain valuable insights and projections by employers of technical and semi-professional students. -7- �f—J 7=^ c-rsa -A! Questionnaires Sent RESPONSE RATE BY CATEGORY % of Returns Questionnaires Returned Profession Accounting I ... ....£W Architecture LO Dental i Engineering I . Financial Institution: 1WBW—W Legal Librarian 'W////////////77/ZA Mfg. Industry Medical Technology Hospitals & Nursing Homes Realtor s& Property Insurers Restaurants �I ■ o The "counts of people" could have been increased if the overall response r ate had gone above 35%. The same could be said of each cat­ egory of respondent which ranged from the 21% response from the med­ icalprofession to the 58% response from libraries. It may be doubtful, however, if the inclusion of more respondents would have changed sig­ nificantly the tendency, practice, or opinion of a certain group of -em­ ployer respondents. The response rate'is evidence of theinteredt of the respondents in the Community College. However, the findings are the current em­ ployment ’patterns and practices and the estimated needs of those who responded to the questionnaire. Thus, logic dictates that caution should be exercised not to inflate any hypothetical estimate of the total techni­ cal and semi-professional employment picture. 3 I I I I 1 r?i S’ it 1 f1 ft £ if h -8- �CHART I 11 RESPONSE BY CATEGORY OF EMPLOYER l‘ 8 a: Li Questionnaires Returned Questionnaires Sent * % Used in Tally J lL1 !E j if LL I I I 145 286 0 C JI 1 184 327 168 If �IB [I ■ 0 II. CURRENT EMPLOYMENT The study encompasses 305 firms which reported an aggregate employment of 2,857 technical and semi-professional persons. The dis­ tribution of firms by category and the number of employees for each cate­ gory are presented below: TABLE 2 CURRENT EMPLOYMENT U i' til 1 T I I $ & 3 I £ T’ BY CATEGORY OF RESPONDENT CATEGORY OF RESPONDENT Accounting Architecture Dental Engineering Financial Institutions Library Legal Industry Medical Technology Nursing Homes & Hospitals Realtors Restaurants TOTAL 9 15 34 4 13 7 49 67 56 3 5 28 JF 305 EMPLOYEES 28 146 70 54 240 53 185 973 184 78 546 175 125 2, 857 It should be noted that nursing homes and hospitals have been sep­ arated in Table 2 in order not to give a distorted picture of the category, Manufacturing forms and hospitals, accounting for the largest portion of the current employment among the respondents , reported 1,519 or 53% of the 2, 857 technical and semi-professional currently employed by the responding firms. The industrial firms, the largest category of respondents, represent 22% of the total number of respondents. When current employment is translated into average number of employees per reply, only the categories of engineering, financial in­ ■ -9■ FIRMS �a CHART II CURRENT EMPLOYMENT BY CATEGORY OF RESPONDENT L I I J No. Respondent Firms Category I tJ I Accounting Architecture Dental 1 Engineering Mfg. Industry Medical Tech. Hospitals & Nursing Homes Realtors & Property Ins. - Restaurants No. Employees 20 40 60 80 100 20 40 60 80 200 20 40 60 80 300 20 40 60 �J stitutions, industry, nursing homes and hospitals reflect work forces that average 10 employees or higher. These 5 categories account for 67% of the employees represented in this study. TABLE 3 CATEGORY OF RESPONDENT J al dJ I I HP A I 0 Accounting Architecture Dental Engineering Financial Institutions LibraryLegal Industry Medical Technology Nursing Homes &: Hospitals Realtors Restaurants NO. OF FIRMS 9 15 34 4 13 7 49 67 56 3 5 28 15 AVERAGE NO. OF EMPLOYEES /REPLY 3. 1 9. 6 2. 1 13. 5 14. 0 7. 6 3. 7 14. 5 3. 2 29. 0 166. 0 6. 3 8. 3 A more detailed analysis of the size by category of employer is presented in order to show that almost all employers who have cooper­ ated in this survey have comparatively small work forces. Employers with tremendously large work forces, as might be expected in the large metropolitan center s in this country, are not the rule in Luzerne County or Northeastern Pennsylvania. About one-fifth or approximately 22% of the respondents are found in the group where the average number of em­ ployees per employer is from 5 to 10 employees. Of the 16 respondents engaged in accounting, 7 do not engage any technical or semi-professional people at all. They are strictly 1-man operations. Only 2 of the 9 firms included in the preceding table have as many as 5 employees. 5 of the 9 firms have less than the average 3.1 employees/respondent. Only 4 respondent architectural firms in Luzerne County have a work force over the average 9-6 employees/respondent. As a matter of fact, of the remaining architectural firms 9 have less than 5 employees. There is only 1 large architectural firm of 35 employees among the 15 respondents. -10- �I Dental offices in Luzerne County are characteristically of small size, 2 01 less employees as a general rule. 1 Although the preceding table lists 4 respondent engineering firms, actually 8 engineers returned questionnaires. Four of the respondents are engagedin the offering of engineering services as 1-man firms withoutany technical or semi-professional employees. The number of em­ ployees in the 4 firms included in the preceding table ranges from 12 to 20 employees. a 3 r 8 R u I 8 I 8 0 s. r ■ n There are 240 employees of a technical or semi-professional na­ ture employed by the 13 responding financial institutions who gave mean­ ingful responses on their work force. The picture of 14.0 employees per financial institution conceals great divergence between the large com­ mercial banks and the small finance companies which responded to the questionnaire. However, there were 4 firms that employ 23, 24, 30 and 47 semi-professional or technical workers respectively. There seems to be limtied number of major employers in this area currently requiring people with library training, which 'indicates further a limited incidence of specialized employment at pre sent in Li­ braries of Luzerne County. Eight of the responding library institutions employ 54 technical or semi-professional employees for an average of 7. 6 employees per library. It should be noted that when the library respondents indicated the specific job classifications of their work forces, the overall total was only 35 technical or semi-professional employees. As a result of the telephone follow-up on the inconsistency on certain replies, 3 reasons were found for the difference between 53 and 35 employees: some indi­ cated that their semi-professional employees did not fall within the job classifications listedon the questionnaire; in some instances, the librar­ ians had counted themselves as current employees on one question but not on the other; and further, some of the respondentshad included their part-time and volunteer employees in their overall work force. Of the 13 respondent libraries, only 7 indicated that they employ workers in 1 of the 3 job classifications listed on the questionnaire. On checking with those 6 respondents who indicated that they do not employ any 1 of the 3 job classifications, itwas found that regular teachers in the school sys­ tem are used in the library. In a few instances, volunteers are used. It should denoted that 1 library, Wilkes-Barre City School District, em­ ploys 36 or the 53 employees listed on the preceding table. It is quite obvious that this fact would skew the average employee/respondent up­ ward. In law offices, the number of semi-professional employees cur­ rently employed by the 49 respondents is 185. Four law offices have 12 to 14 employees; and, 14 law offices employ between 4 to 8 employees. -11 �J i i ••• J IJ It should be noted that 31 of the 49 responding law firms engage 3 em­ ployees or less, below the average for the category. It is obvious that the 18 law offices which employ 4 or more employees skew the average upward. The industrial respondents range from a low of 2 employees on the work force to 140 employees. Of the 67 respondent industrial firms, 22 employ less than the average employee/respondent indie at e'd on the preceding table. Only 1 employer indicated a work force of over 100 employees. There were only 4 employers who indicated a work force between 50 and 100 employees, and only 8 employers stated that their work forces would fall within the category of 25 to 50 employees. Luzerne County Medical practitioners have not followed the na­ tional trend of organizing their professional medical services into clin­ ics which would engage semi-professional employees on. a cooperative basis. Therefore, as is the case with the dentists in Luzerne County, the respondents' offices are of small size. Of the 56 respondents, 46 have either 1 or no professional employees. No more than about a doz­ en medical practitioners operate on a cooperative medical office basis, in which case the number of technical and semi-professional employees ranges from 4 to 8. Among the respondents were those physicians who supervise the laboratory and other departments in the hospitals. In these instances, the number of technical and semi-professional employees Tanged from 10 to 16. TABLE 4 CURRENT EMPLOYMENT BY JOB CLASSIFICATION a .. PROFESSION NO Architectural Technologist Air Conditioning &: Refrigerator Technician Accountant Administrative Aide Advertising Man Building Construction Technician Civil Technologist OF EMPLOYEES 80 26 150 84 25 8 2 -12- �I I B B I q I I L ■ Civi] Technician Clerk Teller Commercial Artist Chemical Laboratory Technician Dental Assistant Dental Hygienist Electronic Data Processor Engineering Draftsman Electronic Technician Electrical Technician Food Manager Hotel & Restaurant Manager Interior Designer Institutional Food Service Manager Insurance Representative Landscape Designer Legal Secretary Librarian Assistant Mechanical Technologist Management Trainee Medical Technologist Medical Secretary Medical Assistant Medical Records Librarian Metallurgical Technician Nurse, 2 yr. R. N. Nurse, Licensed Practical Occupational Therapist Outside Salesman Personnel Management Aide Psychiatric Aide Physiothe rapist Quality Control Technician Real Estate Representative Secretarial Accountant Small Business Aide Space Technologist Textile Cloth Designer Technical Secretary Technical Report Writer Textile Technician Tool DesignerX-ray Technologist TOTAL ■jJ J'U -13- 4 143 0 34 51 13 66 120 42 30 18 11 3 8 76 1 135 26 20 2 71 52 34 12 8 305 135 6 403 8 0 6 34 61 159 4 0 0 106 5 0 24 _ 51_ 2,662 �i: a B There is a tremendous variance between the total work force of the nursing homes and hospitals. The 3 nursing homes reported a work force of 8, 13, and 57 semi-professional employees. The work forces of the responding hospitals included in this Report range from 60 to 350. In the original tabulation of the replies to the question on the work force of the realtors and insurers, some respondents included not only themselves as part of the work force but also employees in regional and central offices of the insurance companies. Very few of the insurers among the respondents have a work force in excess of 6 employees. The largest work force of 30 semi-professional employees is that of an in­ surance company which has Wilkes-Barre as its home base. Two other respondents have work forces of 19 semi-professional employees each. -u F I R dU - U ■■ £ L fl .. :L The restaurant business whose questionnaires were usable in this Survey for current employment practices have a personnel force that ranges from 1 to 30 employees, only 4 of the 15 falling below the 8. 3 employee average for the category. The inconsistency in the total number of employees between Ta­ bles 2 and 4 isjdue to the fact that some responding employers felt that they had technical or semi-professional employees in their work force which were not listed in the job classification listed for their respective categories in the questionnaire. As was pointed out previously, there were also some instances where some of the responding employers in­ cluded themselves in the work force. When current employment among the 305 respondents is analyzed by job clas sification, the gr eate st number of trained personnel were found to be Outside Salesman (403) and Nurse (2 yr. R. N. ) (305). Other high priority job classifications showing considerable numbers of currently employed are: Secretarial Accountant (159), Accountant (150), ClerkTeller (143), Legal Secretary (135), Nurse (LP)(135), and Technical Secretary (135). Note should be made of the fact that the job classification of ac­ counting was included in the questionnaire for only 3 categories of re­ sponding firms--financial institutions, manufacturing industries, and restaurants. It should also be noted that the job description for accoun­ tant found in the Appendix in this Survey described accountant as a per­ son who really has graduated with an undergraduate bachelor's degree. In pre-testing the questionnaire with a random sample of responding firms, there was a feeling that a 2 year accountant could serve the needs of many employers; and therefore, the job classification was listed for the 3 categories of employers mentioned above. Financial institutions rank accountants second only to clerk teller as the greatest number of employers in their work force of semi-professional employees; manu-14- �facturing industries rank accountant third in their work force of semiprofessioiia] employees after outside salesman and engineering drafts­ man; and restaurants rank accountants first in their work force of semiprofessional employees. Table 4 presents current employment in the 305 responding firms by actual number in the job classification and also by % distribution of the total number of employees in all the 305 responding firms. 3 -15- �III. J ! I r NEED FOR SPECIALIZED TRAINING Basedupontheir experience, the respondents were asked to indi­ cate the job classification, if offered in a 2-year college program, that would satisfy a genuine educational need. No attempt was made to spe­ cify any curriculum or academic program for the respondent to evaluate. The Table below indicates the wide range of job classifications from which the different categories of respondents could select in indi­ cating the need for a 2-year College program. It should be noted that respondents were given the opportunity to mark from 2 to 16 job clas­ sifications in the third column on Table 5. 1 !S D I L ■ 8 TABLE 5 TOTAL NO. OF RESPONDENTS Accounting Architecture Dental Engineers Financial Institutions Legal Library Manufacturing Industry Nursing Homes & Hospitals Medical Technology Realtors Restaurants POSSIBLE JOB CLASSIFICATIONS 16 21 58 10 21 67 13 57 10 13 17 49 6 19 59 11 21 9 2 11 7 14 7 2 3 16 16 83 51 23 72 44 18 10 3 9 Some of the job classifications are for more than one category of respondent. J or instance, secretarial accountant appeared as a possi­ bility for respondents to mark on their questionnaires for 11 categories. This would naturally increase the number of respondents indicating a need for secretarial accountant. Table 6 which gives the picture of interest of the respondents for a 2-year college program in the 50 job classifications, also shows the incidence of appearance of a job classification. -16- I' USEFUL QUESTIONNAIRES �L I TABLE 6 INTEREST IN A 2 YEAR COLLEGE PROGRAM I i BY JOB CLASSIFICATION & INCIDENCE OF APPEARANCE NO. OF RESPONDENTS INDICATING INTEREST 8 □ ‘ B ffj 0 - : 0K D ! I! (u Architectural Technologist Air Conditioning & Refrig­ eration Technologist Accountant Administrative Aide Advertising Aide Building Construction Tech­ nologist Civil Technologist Clerk Teller Chemical Technologist Commercial Artist Chemical Lab Technician Dental Assistant Dental Hygienist Engineering Draftsman Electrical Technologist Electronic Technologist Electronic Data Processor Electrical Technician Food Manager Hotel & Restaurant Mgr. Interior Designer Instrumentation Technician Insurance Representative Institutional Food Service Mgr. Landscape Designer Legal Secretary Librarian Assistant Mechanical Technologist Medical Secretary Medical Assistant Medical Technologist Medical Records Librarian INCIDENCE OF APPEARANCE i 2 3 over 3 52 11 X X 33 16 6 8 14 14 1 2 4 46 34 19 4 2 6 6 44 11 4 0 0 7 4 49 12 14 49 39 24 9 -17- X X X X X X X X X X X X X X X X X X X X X X X X X x X X I �L a ffi' s s B B fl fi U 0 £ 1 IL NO. OF RESPONDENTS INDICATING INTEREST Metallurgical Technician Nurse, 2 yr. R. N« Nurse, Licensed Practical Nuclear Technologist Outside Salesman Occupational Therapist Personnel Management Aide Physiotherapist Psychiatric Aide Quality Control Technician Real Instate Representative Secretary Accountant Space Technologist Small Business Aide Technical Secretary Technical Report Writer Textile Cloth Designer Tool Designer X-ray Technologist 0 24 14 2 10 1 5 12 5 8 21 92 0 2 25 5 0 4 14 i X X X X X X X X X X x X X X X When present and future needs for trained specialized personnel, if provided through a 2-year Community College program, are analyzed, one job calssification appears to stand out above all others - Secretarial Accountant. This particular job classification is mentioned by 9 of the 12 different categories of respondents - architect, dental, engineering, financial institution, library, legal, medical technology, realtors, and restaurants. In addition, respondents were particularly interested in a 2-year specialized training program for architectural technologist, legal secretary, medical secretary, dental assistant, and food manager. Very little or no interest in 2 years of specialized college train­ ing can be noted for space technologist, insurance representative, chem­ ical technologist, and occupational therapist. The data does show that for most of the job classifications, two years of specialized college training would satisfy the job requirements of employer respondents. 0 A INCIDENCE OF APPEARANCE 1 2 3 over 3 -18- �IV. CURRENT JOB DEMAND For each job classificationlisted by employers, they were asked to indicate "the number of persons in this classification currently em­ ployed by your concern", and as well the "number of vacancies in this classification that you are currently trying to fill." When these 2 sets of data are combined, it constitutes the total "current job demand" for each of the 50 job classifications. The detail of this occupational pat­ tern was reported by the respondents is shown in Table 7. TABLE 7 JOB DEMAND n E IS .... i= .. ATTEMPTING TO FILL Architectural Technologist Air Conditioning & Refrigeration Accountant Administrative Aide Advertising Assistant Building Construction Technologist Civil Technology Chemical Technologist Clerk Teller Chemical Lab Technician Commercial Artist Dental Assistant Dental Hygienist Engineering Draftsman Electrical Technologist Electronic Data Processor Electronic Technologist Electrical Technician Food Manager Hotel & Restaurant Manager Instrumentation Technologist Interior Designer Insurance Representative Institutional Food Service Mgr. Landscape Designer Legal Secretary -19- CURRENTLY EMPLOYED JOB DEMAND 14 6 8 8 80 26 150 84 94 32 158 92 5 3 6 8 6 34 143 8 11 37 149 2 10 51 13 120 30 66 42 57 18 127 30 68 52 6 6 18 11 24 17 14 3 1 60 8 0 1 135 22 3 2 195 6 5 7 �Li 8 I I 0 I' r Librarian Assistant Mechanical Technology Medical Records Librarian Management Trainee Medical Technology Medical Secretary Metallurigical Technician Medical Assistants Nurse, 2 yr. R. N. Nurse, Licensed Practical Nuclear Technologist Outside Salesman Psychiatric Aide Physiotherapy Personnel Management Aide Quality Control Technician Real Estate Representative Secretarial Accountant Space Technologist Small Business Aide Technical Secretary Technical Report Writer X-ray Technologist Textile Cloth Designer Tool Designer TOTAL rIlli J fl V- 33 22 27 2 71 2 98 1 5 86 45 8 34 305 135 9 39 391 180 6 403 409 5 1 2 20 22 6 8 34 61 159 11 9 36 81 181 7 1 3 106 5 51 113 6 54 410 2460 2870 TABLE 8 Nursing homes & hospitals f I 26 20 The type of respondent having the greatest difficulty in so doing is the nursing homes and hospitals, closely followed by realtors and in­ surers. The complete picture is presented in the table below: E I 7 2 138 Realtors 38 Accountants 14 Restaurants 32 Financial Institutions 30 -20- I �I i! S i Industry 29 Medical Technology 26 Architecture 15 Dental 11 Engineering 9 Library 9 Legal 68 The 306 respondents indicated that they are presently attempting to fill 410 job positions, the highest of which is the 2-year R. N. Nurse, followed by legal secretaries. S d - it r L [ c o Id -21- �CHART III JOB DEMAND CURRENT VACANCIES TO BE FILLED ‘ a 3 i ... H in 1lb1 ■' Ij 1 1 138 �V. i 1 I OCCUPATIONAL NEED - FIVE YEAR ESTIMATE Employers were asked to estimate the "total number of job open­ ings to be filled by your firm during the next five years". The question was designed to secure answers about both turnover and additional posi­ tions to be created in the next five years. It is evident that the respondent firms anticipate many openings for personnel with technical or semi-professional qualifications. The number of anticipated openings within the next five years are presented by category of respondent. s’ £ TABLE 9 I FUTURE OPENINGS BY CATEGORY OF RESPONDENT S, . :) !l! Tki ■ B L T L L !' Ill Accounting Architecture Dental Engineering Financial Institutions Legal Library Industry Medical Hospitals & Nursing Homes Realtors & Insurers Restaurants Future Openings 20 110 53 26 141 88 46 384 124 180 136 166 The openings of the future among the respondents appear to be in industry, in the nursing field, in the restaurant establishments, in the financial institutions, in medical technology, and in architecture. The future job openings in the area to be served by the Luzerne County Community College are shown in the next table. Rank 12 7 9 11 4 8 10 1 6 2 5 3 �CHART IV JOB DEMAND ESTIMATED FUTURE OPENINGS I Category 10 20 30 40 50 60 70 80 90 100 10 20 30 40 50 60 70 80 Industry 384 Hospitals & Nursing Homes a fl 0 0 E Restaurants i Financial | Institutions Realtors & ' Insurers I Medical Architecture Legal Dental Library Engineering Accounting P L __ i fiid r id H 8 ll �~l TABLE 10 s n a ! 0 r B ur □ L. r D r n B n Iw a 'Lu 111 FUTURE NEED - WITHIN FIVE YEARS NO. OF ANTICIPATED JOB OPENINGS Architectural Technologist Air Conditioning &: Refrigeration Accountant Administrative Aide Advertising Assistant Building Construction Technologist Civil Technologist Chemical Technologist Clerk Teller Commercial Artist Dental Assistant Dental Hygienist Engineering Draftsman Electrical Technologist Electronic Technologist Electronic Data Processor Food Manager Hotel & Restaurant Manager Interior Designer Instrumentation Technologist Institutional Food Service Manager Insurance Representative Landscape Designer Legal Secretary Librarian Assistant Mechanical Technologist Metallurgical Technician Medical Secretary Management Trainee Medical Technologist Medical Assistant Medical Records Librarian Nurse, 2 yr. R. N. Nurse, Licensed Practical Nuclear Technologist Outside Salesman Personnel Management Aide Quality Control Technician Real Estate Representative -23- 51 10 97 61 22 6 22 38 65 0 20 23 56 23 35 33 24 17 4 0 19 43 4 68 40 8 9 38 10 45 28 5 64 100 0 57 5 22 61 �. i il I ft B I 1 0 Hl U nU IT1 .. s Secretary Accountant Small Business Aide Space Technologist Technical Report Writer Technical Secretary Tool Designer X-Ray Technologist TOTAL The table above reflects the needs of respondents for secretar­ ial accounting by all respondents who expect 137 openings in this job classification. Nurse (LP) stood next, with an estimated demand for 100 employees in this future period. Of the 12 job clas sifications with more than 5 0 job openings in the next five years, only two are in the applied science technology. Five of these 12 job classifications are in the business and related fields. Fewest openings are in such para-professional specialities as building construction technologist, interior designer, medical records librarian, personnel management aide, small business aide, technical report writer, and X-ray technologist. The respondents in the Industry category were asked not only to estimate the total number of job openings to be filled during the next five years, but additionally were asked "the single area of employment in which their greatest need could be anticipated in the next decade. " The two areas in which industry foresees job openings in the next decade are salesmen, engineering, electronic technician, administrative aides , and accountants. The responses to this additional question would indicate the anticipated lack of both technical and business semi-professional by the industry category. The following list of job categories were specifically mentioned by the industry respondents as anticipated job openings in the next decade: 0 TABLE 11 Two-Year Training Program Yes No Semi-Prof es sional Accountants Administrative Aides T r XX XX if Participation Yes No XX XX r iii 137 4 0 5 59 12 7 1457 -24- I �Two-Year Training Program Yes No 1I Administrators Advertising X Chemical Lab Tech. X Electrical Technician X Electronic Technician XX Engineering Draftsman xxxx Field Set-Up Manager X Managers Materials Control Mgr. X Mechanical Engineers X Metallurgical TechnicianX Middle Management X Plant Supervisors X Printing Technician X Quality Control X Salesman xxxxx Technical Secretaries X X X X XX XXX X X X X X X X X X XXX X I JP IP I0 I n Participation Yes No X X X rp L rn LI -25- XX �pi ili t I VI. HARD TO FILL Respondents were asked to answer "the hard to fill" question with regard to the job classification. A "yes" mark on the question was definedas a "vacancy which usually takes over 30 days to fill. " Again, it should be noted that respondents may have indicated more than I job clas­ sification as a "hard to fill" opening. The table of responding firms below shows that industry has the highest number of "hard to fill" job openings. 1 TABLE 12 NO. OF HARD TO FILL JOB OPENINGS ! 0 3 . B I. 111 0 a I Industry Legal Realtors Dental Restaurants Engineering Architecture Financial Institution Nursing Homes &: Hosp. Accounting Library Medical Technology HOW MANY RESPONDENTS ANSWERED QUESTION 67 61 43 55 22 8 18 20 10 19 14 69 88 55 51 47 35 21 20 14 14 14 8 44 The top job classification that the 305 responding firms consider­ ed "hard to fill" are secretarial accountant, legal secretary, dental hy­ gienist, insurance representative, technical secretary, and mechanical technologist. Note should be made that 3 of the job classifications are in the business field. TABLE 13 NEED - HARDEST TO FILL Architectural TechnologyAdministrative Aide Air Conditioning & Refrigeration -26- NO. OF RESPONDENTS INDICATING "HARD TO FILL" JOB CLASSIFICATIONS________ 15 13 4 �I 1 I a 3 8 I ■ n I 0 5 fl ! D Advertising Aide Accountant Building Construction Technologist Civil Technologist Chemical Technologist Clerk Teller Dental Assistants Dental Hygienists Engineering Draftsman Electrical Technologist Electronic Technologist Electronic Data Processor Food Manager Hotel & Restaurant Manager Instrumentation Technician Insurance Representative Institutional Food Service Manager Landscape Designer Legal Secretary Librarian Assistant Mechanical Technologist Metallurgical Technician Medical Secretary Medical Assistant Medical Records Librarian Nuclear Technologist Nurse, 2 yr. R. N. Nurse, Licensed Practical Outside Salesman Personnel Management Aide Quality Control Technician Real Estate Representative Secretarial Accountant Space Technologist Small Business Aide Technical Secretary Tool Designer Technical Report Writer X-ray Technologist ■ E -27- I 1 19 6 3 6 3 16 23 11 11 9 15 7 5 0 23 2 3 40 8 20 1 19 16 1 1 7 5 7 3 16 . 15 49 0 2 20 4 3 1 �I VII. I a Di& B J 0 L £ [ E fn TRAINING Naturally all questions onthe questionnaire are important or they would not have been included in the first place. However, the data gar­ nered from some of the questions have a certain higher priority because of their curricular implications. One such question is the one on in-firm training provided by the respondent firms to employees after entry into employment. The question asked all categories of respondnets was: "Do you conduct a training program for this classification?" It is apparent that if employers must provide such programs , then it is clear that grad­ uates are not receiving adequate preparation for their employment. The question was not intended to differentiate between training programs utilized by employers to upgrade present employees as against training programs used upon entry into employment. It is possible that some employers may have indicated that they conduct a training program without relating it to either the upgrading of present employees or as a pre-entry probationary requisite for permanent employment. As maybe observed by the Table on employee training, only 171 respondents in all categories of the total 462 who replied to the question on training stated that they conducted such training for one or more job clas sifications used in the Survey. This is slightly over one-third of the total respondents, or only 37% who provided some training to employees. The highest number of respondents who indicated on-the-job train­ ing were the realtor s and insurers, dentists, industry and the legal pro­ fession. When an in-depth analysis of the r eplies by these 4 categories of firms coupled with follow-up discussions with a random sample of each category, it was soon concluded no such significant or extensive training program is really conducted by any of the 4 categories or res­ pondents mentioned above. Their training programs are really tempor­ ary expedients, andinsome cases remedial, because graduates maynot necessarily be ready to function in entry positions. iher examination on the training data supported the earlier observation on the lack of extensive training programs. Among realtors and insurers, training programs are presently conducted for insurance representatives (20), secretarial accountants (12), and real estate re­ presentatives (10). In spite of the training programs conducted by this category of respondent, 30 of the 50 realtors and insurers who replied to the questionnaire expressed the opinion that a two-year Community College Program would satisfy a general educational need. The data on training in the dental profes sion shows that only 29 dentists out of a total -28- < '- �of 55 conduct any kind of on-the-job training program, 28 of whom con­ duct a program for dental assistants only. Although 25 of 66 industrial respondents (39%) replied affirmatively to the training question. "Ihis still appears to be a limited program over 7 job classifications, with no particular industry concentration on any one job classification. Many law offices are apparently hiring persons with .substandard qualifications and providing them with on-the-jolj training, as indicated by the fact that in-service training is provided by the law firms for both legal secretaries (24) and secretarial accountant(5). If it is presumed that those respondents who did not reply to the questionnaire at all do not operate on-the-job training programs, then the limited nature of this program is brought into even sharperfocusonly 171 of 1425 or about 10% of those who received questionnaires. Employee training by responding firms is presented in the next table to show its very limited nature. i TABLE 14 TRAINING 0 p IL Yes 6 Accountant Architectural 10 Firms Dental Techn. 29 1 Engineering Finance Cos. 12 Legal 25 2 Libraries Medical 19 Mfg. Industry 25 Nursing Homes 4 & Hospitals 30 Real Estate Restaurants 8 TOTAL 17.1 No No Answer Total % conduct on-thejob training 7 6 3 5 16 21 38% 47. 6% 19 5 7 37 9 53 41 4 10 4 1 21 2 15 2 58 10 20 83 13 87 66 10 51% 10% 60% 30% 15% 22% 39% 40% 15 5 _8 126' 50 2_8 462 60% 28% 220 m ! o I -29- k �f ■ CHART V ON-THE-JOB TRAINING s n Firms Responding 0 0 1 n L C 0 E ID !w .. Firms With On-The-Job Training �1 , irmIB 1J D c r VIII. EDUCATIONAL BACKGROUND One of the significant pieces of data for the growth of the Luzerne County Community College related to the sources of recruitment utilized by the respondents. Several comments should be made when an in-depth analysis of the data on preferred educational background by respondent firms is con­ sidered by category of employer respondent. Preferences by employers as to educational background of em­ ployees cannot be considered as a separate, isolated piece of data, un­ related to other parts of the survey. For instance, a respondent may prefer a high school graduate only because he has been compelled by cir­ cumstances (shortage of labor, etc. ) to establish an on-the-job training program. Deficiencies in the formal education beyond high school in the case of dental assistant are compensated for by in-service training pro­ vided by the dentists. Certain respondents among Savings and Loan Associations, banks, and insurers stated that they could use the high school as a source from which to recruit new employees only because of the specialized training that could be given to employees by the AIB, the Underwriters Program, etc. When the total educational preferences by firms is considered, the obvious conclusion from that data is that the respondents prefer to recruit from a source beyond highschool. However, when a single cate­ gory of respondent is considered, the marked preference maybe the high school graduates. One illustration will suffice to make the point.. Where­ as the accounting firms visualize the high school as a source from which to recruit electronic data processors, when all respondents were con­ sidered on a combined basis, the primary source is "beyond high school. " The recruitment question on the questionnaire requested the re­ spondent to indicate his source of recruitment in terms of the educational background of the prospective employee. Four choices were offered to the respondents: High School Junior College University of College Other -30- �After careful analysis of "other" as a preferred choice of the re­ sponder!., -:”bstantiated in part by telephone follow-ups, the preference of "other" is interpreted in the data as "beyond high school. " This is particularly significant in that a substantial number of respondent firms so indicated as shown by a breskdcwn of the 4 choices for all job classi­ fications: High School Junior College College Other Total 320~ 180~ 1,138 330 All job classifications: 308 I s fi "Other" as a preference by the respondents is particularly sig­ nificant in the three job classifications of secretarial accountant, legal secretary, and technical secretary. Itmust be remembered that in the case of certain job classifica­ tions, the educational needs for entrants are set up by Commonwealth certification requirements. Some respondents even noted that a Master's Degree is expected of some job entrants. Certainly this fact would quali­ fy the free choice perhaps implied in the question. When those who marked "other" as their choice of educational background for a job classification is combined with those respondents who marked "Junior College," and "University or College", the employer firms overwhelmingly prefer to recruit beyond the high school level. The two exceptions to this statement are: Nurse (LP) and Psychiatric Aide. That respondent employers look beyond the high school for the immediate source of prospective employees in almost every job classi­ fication listed in the. survey is clearly demonstrated by both Table 14 and chart on Educational Background. Job classifications wherein a substantial number of respondents prefer the high school as a recruiting source are: u n Clerk Teller Dental Assistant Insurance Representative Legal SecretarySecretarial Accountant Technical Secretary LI 0 IL- -31- �TABLE 15 EDUCATIONAL BACKGROUND ■=; ■ -- . iLi I 1 1 I • fil J ■I I Zb n u dj P Job High Classification School Advertising Man 6 Accountant 12 Administrative Aide 7 Air Conditioning & R. 3 Architectural Tech. 5 Building Construction T. 2 Civil Technologist 1 Chemical Lab Tech. 3 0 Commercial Artist Clerk Teller 12 Dental Hygienist 0 Dental Assistant 23 Electronic Data Process 11 Engineering Draftsman 6 Electronic Technician 1 Electrical Technician 2 Food Manager 3 Hotel & Restaurant Mgr. 3 Institutional Food S. Mgr. 3 Insurance Representative 10 Interior Designer 2 Library Assistant 4 Legal Secretary 36 Landscape Designer 1 •7 Medical Assistant Medical Technologist 0 11 Medical Secretary Medical Records L. 1 Mechanical Technologist 6 Metallurgical Tech. 0 Nurse, 2 yr. R. N. 2 Nurse, L. P. 6 0 Occupational Therapist Outside Salesman 10 Personnel Mgt. Aide 5 Psychiatric Aide 2 1 Physiotherapi st Quality Control Tech. 5 Post High School 12 57 28 9 20 11 7 25 0 13 22 27 29 32 14 10 7 8 7 23 9 8 45 4 24 17 33 9 21 13 15 3 1 18 10 1 7 16 -32- % Distribution i Respondent Preferenc For Post High School | 100% 82.6% ! 80% 75% 80% 84. 6% 87. 5% 89.2% 0 52 % 100% I 54% 72.5% 84.2% 93.3% 83. 3% 70% 72.7% 70% 69.6% 81.8% 66.6% 55.5% ' 80% 77.4% 100% 75% . 90% 77.7% 100% ' 88.2% 33. 3% 100% 64. 2% 66.6% 33. 3% 87. 5% 76,1% I | j < i ; �EDUCATIONAL BACKGROUND Profession Advertising Man Accountant Admin. Aide Air Cond. & R. Arch. Tech. Bldg. Constr. T. Civil Tech. Chem. Lab. T. ' ■ ~~~____________ S X Comm. Artist I - Clerk Teller Dental Hyg. Dental Asst. I El. Data Proc. Eng. Draftsman Electronic Tech. Electrical Tech. tn Food Manager Hotel & Rest. Inst. Food Mgr. Insur. Repr. Interior Designe ! iT I ■ _ ■ . ‘ __________________ �Profes sion Library Asst. ' ' Legal Secretary Landscape Des. -J' fl j J 4 fl Medical Asst. Medical Tech. Medical Secy. Med. Records L. Mechanical Tech. 1 Metallurgical T. Nurse, 2yr. RN fl Nurse, L. P. 1 r. ____ Occ. Therapist ZZZ1 Outside Salesman Pers. Mgt. Aide Psychiatric Aide Physiotherapist I Qual. Control T. Real Est. Rep. Sm. Business Ad,; _____ L Sec. Acct. - Tech. Secretary Tech. Report Wr, Text. Technician Text. Cloth Des. Tool Designer 111 1G X-ray Tech. ______ ' I �0 u Real Estate R.epresen. Small Business Aide Secretarial Accountant Technical Secretary Technical Report Wr. Textile Tech. Textile Cloth Designer Tool Designer X-Ray Technologist TOTAL 23 7 101 41 8 7 13 13 6 834 8 3 59 25 1 0 2 3 2 309" 74. 1% 70% 63. 1% 62. 1% 88. 8% 100% 86. 6% 81.2% 75% The different categories of respondents reveal divergent attitudes toward the educational background of prospective employees. The firms in the accounting field prefer high school gr aduates for both Electronic Data Processor and Secretarial Accountant. Most re­ spondents in the legal profession likewise prefer employing high school graduates for both of thejob categories of secretarial accountant and le­ gal secretary. Although those respondents in the legal profession who prefer "other" did not specify, there is the distinct possibility th:.c they may have had a business or secretarial school in mind. The business school option did not appear on the original questionnaire. uj r Li { n [Tl. Asageneralattitu.de, architectural firms prefer to hire new per­ sonnel with college and junior college backgrounds. Respondents in En­ gineering leave a great area of doubt concerning optimal educational backgrounds for each job category. For most clas sifications which were subjects of this questionnaire, university or -college baccalaureate .pro­ gram is sought. The high response for "other" background may indicate that respondents have in mind a technical school education short of the four-year program. Employment practices in Industry in relation to necessary educational background are very diver se. The widespread in­ dication of junior college in responses can be interpreted to include twoyear business college type programs and two-year associate degrees in technical programs of the variety given at Commonwealth campuses of the State University. In specifying levels of educational background de­ sirable for employees, junior college or college level is prefered in al­ most half of the replies from the realtors and insurers, when all cate­ gories are taken together. Respondents for the hospitals, medical professions, and dental profession made a number of comments that bear on the post high school educational background of the semi-professional employees. For cer­ tain other fields such as for Dental Hygienist and Registered Nurses, the educational needs for entrants are set up by the Commonwealth certifi- -33- �— R uX R J 0 L cation requirements. Other respondents noted that in other cases (Phy­ sical Therapist, and Occupational Therapist) a Master's degree is ex­ pected on the part of job entrants. Because until recently the teaching hospital has been the principal source of registered nurses, the level of educational background soughtinnew employees is not too revealing, al­ though some hospitals do indicate that for Medical Records Librarian and for Administrative Aide, a baccalaureate degree is a minimal re­ quirement. The data on the dental profession shows an equal division between high school on the one hand and junior college and college on the other when the dental assistant position is considered. A high school education is considered sufficient in the case of dental assistants, only because deficiencies in the formal education of the new employee are compensated for by in-service training provided by the dentists. In spe­ cifying levels of educational background desirable for employees in Medi­ cal Technology, no marked preferences for any level were indicated, al­ though junior college and college training ranked highest when all cate­ gories are taken together. In alljob classification, there is no marked specification for any particular educational level for prospective employees in Restaurants, so that it can be concluded that all levels of formal education designed on the survey are generally acceptable. It should be noted that junior college and university levels combined would constitute almost half of the combined totals of the preferences on educational background. -34- �CHART VI 0 EDUCATIONAL BACKGROUND Category .... Advertising Man Accountant Admin. Aide Air Cond. & R. Arch. Tech. i Bldg. Constr. T. Civil Tech. I Chem. Lab. T. Comm. Artist J Clerk Teller Dental Hyg. i 10 20 30 40 50 60 70 80 90 �R CHART VI EDUCATIONAL BACKGROUND 0 0 ■ I n Medical Secy. Med. Records L. Mechanical Tech. Metallurgical T. Nurse, 2 yr. RN Nurse, L. P. �CHART VI J A EDUCATIONAL BACKGROUND ] Category Occ. Therapist nij Outside Salesmen I Pers. Mgt. Aide Sm. Business Ad. Sec. Acct. Text. Technician Text. Cloth Des. Tool Designer X-Ray Tech. hi a �R ■ ,r_-' IX. PREFERENCE BY SEX ill 0 I fq 0 Respondents were asked to answer the following question with re­ gard to each of the job classifications listed: "If available and comparably trained, would you employ men only, women only, or both?" The table and the chart that follow indicate these 3 categories of answers by the respondents, expressed as apercent age of the total answers given about each job classification. In 38 of the 49 job classifications on which the responding em­ ployers expressed an opinion, either men or women were acceptable to the employers. The respondents indicated that theyprefered womenin only 3'job classifications, and in each case by more than two-thirds. These 3 em­ ployee fields are: 95.4% 78. 0% 66.6% Legal Secretary Dental Assistant Clerk Teller The male preference by employing respondents was shown in 4 job classifications, and in 3 instances by less than half of the respondents. Outside Salesman Electrical Technologist Bldg. Constr. Tech. Civil Technologist I'J 62. 50. 44. 42. 5% 0% 4% 8% In 4 remaining job classifications, there is no marked preference for any one of the 3 answers to the question on preference by sex. These job classifications are: Male Female Both 33? 3% Instrumentation Tech. 33. 3% 33. 3% Nuclear Technologist -050. 0% 50. 0% Tool Designer 50. 0% 50. 0% -0- -35- �Li B n 0 • o u ! L ■ i ;n r I in I lb TABLE 16 i Ll'.CENTAGE DISTRIBUTION OF RESPONDENTS ACCORDING TO SEX OF EMPLOYEES PREFERRED BY JOB CLASSIFICATION Female Preference 3. 8% 2.2% 16. 65 -013% 16.6% 6.6% 21.4% Male Preference Accountant 23% Administrative Aide 25% Air Cond. & R. 38. 8% Advertising Man 30% Architectural Tech. 39. 1% Building Constr. Tech. 44. 4% Chemical Tech. 20% Civil Tech. 42. 8% Commercial Artist Clerk Teller 20% Dental Hygienist 2. 5% Dental Assistant 2.4% 50% Electrical Tech. 42. 8% Electronic Tech. Engineering Draftsman 28. 9% Electronic Data Proc. 10. 8% Food Manager 33. 3% Hotel & Rest. Mgr. 33. 3% Instrumentation Tech. 33. 3% Institutional Food Service 9% 21.4% Interior Designer Insurance Repr. 33. 3% Library Assistant 4. 5% Legal Secretary Landscape Designer 23. 5% 33. 3% Mechanical Tech. Medical Assistant 1.7% 2.2% Medical Tech. Metallurgical Tech. 37. 5% 5.4% Nurse, 2 yr. R. N. 5.2% Nurse, L. P. Occupational Thera. 62. 5% Outside Salesman14. 2% Personnel Mgt. Aide Psychiatric Aide Physiotherapist 2.9% 22.2% Real Estate Repr. 6. 6% Secretarial Acc. Space Tech. 33. 3% Small Business Aide 5. 8% Technical Secretary Technical. Report Wr. 2,1.4% 66. 6% 38. 4% 78% 6.2% 7. 1% 7. 8% 5.4% 33. 3% 21.4% 9% 7.4% 95.4% 23. 5% 14. 2% 47. 3% 25% 27% 15. 7% 16. 6% 17.6% 11.1% 32. 3% 33. 3% 41. 1% 28. 5% -36- Both 73% 72. 7% 44. 4% 70% 47. 8% 38. 8% 73. 3% 35. 7% 13. 3% 58. 9% 19. 5% 43. 7% 50% 63. 1% 83. 7% 66. 6% 66. 6% 33. 3% 90. 9% 57. 1% 57. 5% 92. 5% 52. 9% 52. 3% 50. 8% 72. 7% 62. 5% 67. 5% 78. 9% 100% 37. 5% 85. 7% 83. 3% 79.4% 66.6% 60. 9% 66. 6% 66.6% 54. 9% 50% �Textile Cloth Designer 27.2% Textile Tech. 28.5% Tool Designer 50% X-ray Tech. 13. 8% 72. 7% 71.4% 50% 86. 1% The data on. respondents1 preference by sex does not reinfor ce the old, traditional stereotype preferences, a s can be seen in the case of den­ tal hygienist (female), insurance representative (male), library assistant (female), medical assistant(female), nurse (female), X-ray technologist (female), and a number of others. Even in those job classifications in which employers expressed either a male or female preference, there was a relatively substantial proportion of responding employers who indicated that either sexwould be acceptable to them if available and comparatively trained. The only glaring exception to this was the job classification of legal secretary which received an overwhelming female preference. || ,1 -37- �8—1 L □ J X. EDUCATIONAL PROGRAM FOR COLLEGE CREDIT The respondents were asked the question if they would be inter­ ested in working with the Luzerne County Community College in setting up an educational program for college credit. Other questions were sub­ stituted on the questionnaire in place of this question for industry re­ spondents. Therefore, manufacturing employers are not included in the tabulation below. Of the 386 total respondents who returned questionnaires, 49% or 188 answered the question affirmatively. If just the respondents who gave a categorical "yes" or "no" answer to the question are counted, then 61% of 257 were interested in an educational program for college credit for their employees. TABLE 17 EDUCATIONAL PROGRAM FOR COLLEGE CREDIT BY CATEGORY OF RESPONDENT ir Respondents 19 % "Yes" 15. 7% Yes 3 Architecture 11 1 6 18 61. 1% Dental 24 18 13 55 38% 1 2 5 8 Financial Inst. 13 2 5 20 65% Legal Profess. 27 20 14 61 44% 9 2 3 14 64% Mfg. Industry 31 18 8 57 54. 3% Medical Tech. 24 31 4 59 40.6% Nursing H & H 7 2 1 10 70% 22 18 3 43 51% 16 188 2 117 4 82 22 386 Engineering Library £ No Answer 15 Accounting Realtors & Insur. Restaurants No 1 -38- 12. 5% 72.7% 49% i �Ml , fd E 0 I—- I 0 j I 0 Ll ■u ■ CHART VII EDUCATIONAL PROGRAM FOR COLLEGE CREDIT �The overwhelming majority of financial institutions, lib’-aries, resta: .i a;., curs, and nursing homes and hospitals who responded co the question indicated they would support an educational program enabling their employees to earn college credit with the Luzerne County Commun­ ity College. Among Nursing Homes & Hospitals, seven respondents re­ port a general interest in collaborating with the Community College in settingup an educational program. Four nursing homes and three hospi­ tals would work in cooperation with Luzerne County in settingup an edu­ cational progr am that would enable their current employees to earn col­ lege credit. The Veterans Administration Hospital states a marked wil­ lingness to work cooperatively with Community College in a number of fields to be determined through mutual discussion. 0 qn 'I f J No attempt was made to distinguish between the realtors and the property insurers. Nevertheless, the realtors and property insurers, by a slight majority, who replied to the questionnaire were in favor of the Community College Program that would enable their employees to earn college credit. Although the legal and dental professionsappear to be interested in working with the Community College in setting up an Educational Pro­ gram that would enable employees to earn college credits , the combined total of those not answering the question and those answering "no" is higher than the "yes" replies. The number of firms in the accounting field favorably inclined toward a close workable arrangement for col­ lege credit for employees with the Community College is limited even though the responses were in affirmative, because of the paucity of em­ ployers answering the question. .In the Engineering Profession, the data does not reveal any strong inclination on the part of the engineering profes sion toward an Education­ al Program which would permit employees to earn college credit. .J 7! It doesappear fromthe replies to the question that only the medi­ cal profession would not endorsethe idea of setting up an educational pro­ gram that would enable their semi-professional employees to <-.arr col­ lege credit. -39- I �.. 7^ CHART VIII fl ' lU COOPERATIVE WORK EXPERIENCE B d n *=■ - 0 D 0 I �XI. COOPERATIVE WORK EXPERIENCE When the respondents were asked if they were inter ested ina co­ operative work experience program with the Community College, 195 of the total 396 respondents or 49. 2% stated that they favored such a pro­ gram. When only those respondents who gave a categorical "yes " or "no" answer were used in the tabulation, 58% or 336 respondents replied affirmatively. COOPERATIVE WORK EXPERIENCE Accounting n No 1 No Answer 13 Total 19 % Yes 26. 3% Architecture 13 1 4 18 72. 2% Dental 25 17 13 55 45.4% 3 1 4 Financial Inst. 11 4 5 20 55% Legal Profess. 27 20 14 61 44. 2% 9 2 3 14 64. 2% iVUg. Industry 24 32 10 67 35. 8% Med. Tech. 22 33 4 59 37. 2% 7 3 10 70% 21 16 6 43 48. 8% 195 1 141 5 61 22 396 72.7% 49. 2% Engine - ing LJ Yes 5 Library Nursing H & H Hi Realtors & Insur. nbj1 Restaurants 37. 5% As may be seen in the table above, only the medical profession and industry do not favor any cooperative work experience program with the Community College. The largest number of affirmative answers were found in the legal profession, closely followed by the industry, the dental profession, medical profession, and realtors and insurers. There was -40- �0 n an overwhelming acceptance of the concept of cooper ative work pr ogr am among architectural firms, financial institutions, libraries, and restaura:. Respondents were asked to indicate their interest in either of two ways for students to obtain work experience - summer and part-time em­ ployment - if they were favorably inclined toward a cooper ative work ex­ perience program with the Community College. j 'J □ H O I:' i It should not be inferred from the table below that if a respon­ dent indicated an interest in a cooperative work experience program, he' followed his answer with a selection of one of two choices presented him -summer employment or part-time employment. In a-number of in­ stances, respondents manifested an interest in the concept of cooperative work experience without expressing a preference for either summer or part-time employment. Although employers were not asked to express interest in a third war in which students might obtain work experience in a cooperative type of pr ogram - full time work during the school year for a limited period - it is possible that some respondents may have had this in mind ■ r,- marking either of the two alternatives offered them This third possibility was not offered the respondents on the questionnaire. Cooperative Work Experience Accounting I s nU n d0 I 1 1 n n 5 Part-time Employment 4 Architecture 13 10 10 Dental 25 15 20 3 1 2 Financial Institutions 11 9 10 Legal 27 25 27 9 5 8 Mfg. Industry 24 17 19 Medical Tech. 22 17 17 Nursing H & H 7 5 6 21 13 15 _16 195 15 1*3'4 152 Engineering Library Realtors £t Insurers Restaurants -41- Lr Summer Employment 2 24 �;p 1 A. SUMMER EMPLOYMENT Of the 195 respondents who expressed an interest in some type of cooperative work experience program with the Community College, 134, or 68.7% showed a disposition toward summer employment. From this part of the data, the legal profession registered the highest numbers for summer time employment for student employees. The highest percentages of respondents who indicated a willingness to explore the possibility of summer employment were found in the legal professions, restaurants, financial institutions, and among the archi­ tectural firms. I 0 In the overall picture, when total respondents in the survey are considered, the least interested of the respondents in summer employ­ ment were found among accounting firms and engineering firms. I B. — n n n d nL PART-TIME EMPLOYMENT Of the 195 respondents who looked with approval on a cooperative work experience program with the Community College, 152 or 77. 9% in­ dicated part-time employment. Generally speaking, the data indicates that the same category of respondent who prefer red summer employment as work experience also preferred part-time employment experience for Community College stu­ dents. The differences in the preferences as between the two types of work experiences are minimal. Again, the legal profession ranked highest in numbers register­ ing a willingnes s to accept Community College students on a basis of parttime employment. Among architectural firms and in the medical pro­ fession, an equal number replied affirmatively to both summer and parttime employment. B -42- �XII. j Li J SUMMARY No extensive survey is necessary to justify the existence of a community college in Luzerne County. The large enrollment in the in­ fant institution is already sufficient justification in terms of providing an educational opportunity beyond highschool for large numbers of Luzerne County residents previously denied. The essential purpose of this survey is to provide the College with information by which the content of its programs can be directed to specific presentand future needs of the community it is designed to serve. Are the business, industrial, and professional sectors of the County sufficiently aware of the value of the College? Do current College programs fill currentneeds ? In what occupational areas is there an un­ filled demand for technically trained personnel which the College can provide? What programs are most needed on the basis of known or projectedneeds? Is there enough interestin the College as a sour ce of tech­ nically trained employees to warrant modification and expansion of exist­ ing facilitie s and programs ? Arebusiness, industry, and the professions ready and willing to participate in the College's cooperative programs? H1 l This report reflects a favorable and promising response from the sectors surveyed, especially since the College has not been in operation long enough to become an integral part of the plans and operations of the County's every day economic activity. ' L ’kJ E G 0 A fair and reasonable interpretation of the data indicates that: 1. The rate of response to the questionnaire, especially among larger employers, reflects definite general interest in the College. 2. Most responding employers have comparatively small work forces, with a consequently minor need for technically trained employees in the occupational fields studied. 3. A two-year community college program would satisfy a real needinmany of 50 job classifications. Most current job openings requiring post-high school technical training are in business and related fields, rather than in science technology. 4. A significant number of current openings, hard to fill be­ cause of technical requirements, are found in industry, legal, medical, and nursing professions, and in realty insurance. 5. Total technical job demand (number currently employed plus openings) is highest for legal secretaries, secretary accountants, and accountants. 6. A significant number of technically qualified persons will be needed in the next five years for secretary accountant, practical nurses, - 43 - �I 1 r p i j accountants, legal secretary, clerk teller, real estate and insurance, technical secretary, and engineering draftsmen. 7. Comparatively few respondents conduct employee training programs, and most such programs are insignificant or temporary ex­ pedients. 8. Either men or women are acceptable in most job categories, but most employer s prefer to recruit technical personnel with post-high school training. 9. Approximately half of the respondents indicated interest in part-time and summer cooperative work programs, with the least favor­ able response from the medical profession and industry. 10. All job categories, except the medical profession, indicated significant interest in working with the College to setup employee train­ ing programs for credit. I 1-1 (i J J J a n d o EPILOGUE Northeastern Pennsylvania has long experienced a surplus of man­ power, primarily because of a steady decline of anthracite mining.. Inother areas of the country, a manpower shortage has existed for some time. Recently, however, according to business and industrial leader s, Northeastern Pennsylvania is also currently experiencing a shortage of manpower. Since I960, an average of 3,000 new jobs have been created annually to meet normal requirements. Total current unemployment in the Wilkes-Barre/Hazleton area, according to the August Labor Market Newsletter , is estimated at 4, 600 representing a 2, 300 decline in unem­ ployment in a single month. The unemployment rate has reached 3. 2 per cent, the lowest since 1958. Job gains began to make significant inroads on unemployment in the Wilkes-Barre area in 1962. A projection of new job openings anti­ cipated during the next five years points to an active labor force greater than the total available labor force projected to 1970. Employment gains in this area in the past few years have occurred in the high wage, durable goods, manufacturing industries. Two prime factors that affect industrial growth are industrial "mix" and local factors which encourage or inhibit growth. In the short run, at least, there is little an area can do about its industrial mix. It either rides it to growth, if fortunate, or faces econ­ omic headaches, if unfortunate. An adver se industrial mix has retarded - 44 - I �much of Luzerne County1 s industrial development, This adverse mixhas resulted from specialization in four industries: textiles and apparel manufacturing, mining, transportation, and public utilities, However, as developers look to the future, the industrial mix should cast less of a shadow on industrial redevelopment plans. To attract industry for the long run, more andmore emphasis is being placed on those in which pro­ duction methods are highly automated, a vast complex of equipment is used, and production per worker is high. Regions must attempt to take advantage of factors which work in their favor, modify the effects of adverse forces, wherever possible, and avoid wasting resources trying to fight inevitable trends in technology, movements of population, and their consequences. J J The second significant factor which encourages or inhibits growth is the local area effect. This factor is really an indication of the under­ lying strength of an economy. If an area is in a good location with re­ spect to markets and materials, andif factors that affect the firm locally are attractive, such as quality of labor, low taxes, or good transporta­ tion, with any luck at all the area will grow. The local area effect is a reflection of the quality of its local assets. Whether it is future industrial mix or local-area factors, train­ ing and education become of paramount importance. It is generally re­ cognized that all of Northeastern Pennsylvania has suffered a greater than normal out-migration of college and high school graduates. This can largely be attributed to the lower wage and salary structure preva­ lent in the ar ea, as well as a lack of demand for college trained "middle managers. " n c Whether out-migration of college graduates produced a scarci­ ty of semi-professional personnel, or, whether the lack of job oppor­ tunities produced the out-migration, is a moot question. Furthermore, levels of educational attainment of those remaining within the region are considerably below normal. As a consequence, the whole area has a less ver satile labor force in semi-professional, managerial, and supervisory positions. This college-trained "middle management" deficit must be al­ leviated, not only to anticipate the change from an adverse to a favorable industrial mix, butalso to strengthena local asset. Of course, employ­ er s could engage in intensive training programs on their own, and therebyuncover and develop new employee capabilities and talents. But em­ ployers should not be expected to perform the functions of an educational system. - 45 - �The educational gap must be anticipated and alleviated by local institutions of higher learning, such as the Community College. I n Although the survey indicates sufficient current and future job openings in a number of technical areas to warrant inclusion in the Col­ legeprogramnow, the future impact of the recent trend toward diversi­ fication will undoubtedly open new areas of service. As graduates of the College enter the regional economy and demonstrate the quality of their training, both present and prospective employers will become aware of, and will utilize, the resources of the College. The conclusions of this survey should provide an initial starting point from which the College can demonstrate its interest in and responsiveness to the future training needs of our regional economy. Unless this start is made now, the current manpower shortage in "middle management" will be greatly aggravated. n - 46 - �APPENDIX A December 1, 1967 The New Northeast - Crossroads of The East" J i LI The Institute of Regional Affairs at Wilkes College has undertaken to assist the Luzerne County Community College in a survey. The purpose of this study is to determine those technical skills which are most desirable to you, as employers of trained personnel. We ask your assistance and cooperation so that a valid determination of high priority skills may be made. Community College conceives its basic role to anticipate training which you would consider most important and useful. You are in a particularly strategic position to help in formulating the curriculum content of the Luzerne County Community College for the years ahead. Within the next few weeks, an interviewer from the Institute of Regional Affairs will visit your office to secure data on a very simple questionnaire. n H tj Needless to say, the entire success of the survey and objectivity of the final results will depend upon your cooperation. We will appreciate your time and concern. Sincerely, Hugo V. Mailey Director HVM:amd �APPENDIX B January 19, 1968 "The New Northeast - Crossroads of The East" 1 P,IjJ Jj, nL n Several weeks ago you received a questionnaire from the Institute of Regional Affairs at Wilkes College. The purpose of the questionnaire was to determine those technical skills which are most desirable to you_ as employers of trained personnel. The results of the questionnaire have a very special importance and significance for the Luzerne County Community College, in that your replies will be the basis for the development of the curriculum at the Community College. May I remind you again that the success of this survey and the objectivity of the results depend on your cooperation. If you have not returned your completed questionnaire, will you please do so immediately. If you do not have a questionnaire, call the Institute of Regional Affairs at Wilkes College, Area Code 717 824-4651, Extension 229, and a questionnaire will be mailed to you. Sincerely, Hugo V. Mailey Director HVM:sd �L I APPENDIX C it J A TECHNICAL AND SEMI-PROFESSIONAL EMPLOYMENT SURVEY FOR LUZERNE COUNTY COMMUNITY COLLEGE i I WILKES-BARRE, PENNSYLVANIA II 0 NAME STREET ADDRESS CITY, BOROUGH, TOWNSHIP I Vi -Jl.l & QUESTIONNAIRE 1. Based on your experience, please circle any or all of the Classifications below which, if offered in a two-year college program at Luzerne County Community College, would fulfill a genuine educational need for you: 2. What is the total number of technical and/or semi-professional persons currently employed in your office? �'D JOB CLASSIFICATIONS 3. Would a person with two years of specialized college training satisfy your job requirements in this Classification? Indicate by YES or NO in each of the Classification blocks. ffl r> i ffi 4. Number of persons in this Clas­ sification currently employed by you. 5. Estimated total number of job openings to be filled by you in this Classification during the next 5 years. 6. Number of vacancies in this Clas­ sification you are currently trying to fill. 01 n 7. Is this a "hard to fill" job? (Check YES if vacancies usually take over 30 days to fill, or if the majority must be recruited from outside the Luzerne County area. ) 8. Do you conduct a training program for this Classification? I 9. Do you employ directly from: HIGH SCHOOL JUNIOR COLLEGE UNIV, or COLLEGE OTHER Indicate by YES or NO. 10. If available and comparably trained, would you employ for this Classification: MEN ONLY WOMEN ONLY BOTH Indicate by YES or NO. �11. Would you be interested in working with Luzerne County Community College in setting up an edu­ cational program that would enable your semiprofessional employees to earn college credit? YES 12. Would you be interested in participating with Luzerne County Community College in a Cooperative Work Experience Program for semi-professional personnel? YES NO NO If YES, could these trainees work under your supervision in: - I ffl ill a. Summer employment? YES NO b. Part-time work during the school year for a limited period (for example, one semester of full-time work alternated with one semester of schooling)? YES NO 13. To assist in training your semi-professional employees, are there additional courses or programs which should be added to the offerings of Luzerne County Community College? 14 Write here any additional comments you may care to make: i n I • THANK YOU AGAIN FOR YOUR COOPERATION ��L Civil Technologist (Cartography, Photogrammetry, Highway Design SubGroups) - The graduate assists the engineer in the planning and super­ vision of layout and construction of streets, highways, railroads, bridges, dams, and urban and suburban development and redevelopment projects; creates, draws, and copies maps, using drafting and drawing instru­ ments, aerial photography, and other appropriate techniques; estimates costs, prepares specifications , and participates in surveying; and assists in scheduling construction activities and inspecting work for conformance with blueprints and specifications. Chemical Laboratory Technician - The graduate is prepared to assist chemistsand other scientists or engineers in research and development, testing, or other laboratory work; to make computations and tabulate and analyze results; to perform qualitative and quantitative chemical anal­ ysis; to assemble and use appropriate chemical laboratory equipment and instruments; to maintain industrial chemical quality control. Commercial Artist - The graduate is prepared to create design layouts; to design and prepare charts, diagrams, posters, sketches, maps for exhibition. IU Clerk-teller - The graduate performs under supervision the detailed operations carried out by banking and related establishments in dealing with customers' commercial accounts, the approval of loans, the col­ lection of debts, the apptaisal, buying and selling of collateral, the move­ ment of securities, the planning of estates, and more generally with corporation finance, stocksand bonds, creditsand collections, and sav­ ing and loan aspects of the banking business. dU I Dental Hygienist - The graduate is prepared to perform prophylaxix, to take and process dental radiographs, and to instruct in dental health ed­ ucation with patients. The dental hugienist may work either in a dental office or in schools. Dental Assistant - The graduate is prepared to work with the dentist and under his supervision in three main areas: in his business office by han­ dlingappointments, the telephone, bills and correspondence; at the chair­ side by assisting the dentist; and in the laboratory by pouring models, casting inlays, and performing other similiar functions. Electronic Data Processor - The graduate assists in the semi-profes­ sional operation and maintenance of electronic data processing equip­ ment which is used to carry out a variety of functions in accounting of fices. �Engineering Draftsman - The graduate works with engineers in projects of research, design, and development, utilizing knowledge obtained con­ cerning machine and tool design, technical sketching, detail and assembley drawing, materials testing, metal production, metal working, heat treating, alloys and other aspects of metallurgy. Electronic Technician - The graduate is prepared to work with engineer s and physical scientists in the field of electronics which includes radio, radar, sonar, telemetering, television, and other forms of communica­ tion; industrial measuring, recording, and controlling devices; naviga­ tional equipment; missile and spacecraft guidance systems; electronic computers; and many other types of equipment using vacuum tubes and semi-conductor circuts. Electrical Technician - The graduate is prepared to assist the profes­ sional in planning and supervision of construction and operation of elec­ tric power generating plants , transmis sion lines , distribution systems, illumination, wire communication, and electric transportation systems; to be knowledgable concerning the manufacture of various types of..elec­ trical machinery and apparatus, including motors and generators, con­ verters and regulators and switch-gear equipment. 'J, Food Manager - The graduate is prepared to direct the operation of a retail or wholesale food establishment and to be responsible for its prof­ itable operation; to supervise selling, maintenance and clerical employ­ ees; to make reports; to take and verify inventories; to purchase or req­ uisition goods; to handle receipts; to supervise suitable maintenance of premises and stock; and to promote sales. Hotel and Restaurant Manager - The graduate is prepared to plan menus; to purchase food; to maintain sanitation in food service departments; to requisition replacements of food service equipment, to keep inventories and issue supplies; to keep accounts and records and compile financial reports. Institutional Food Service Manager - The graduate is prepared for sup­ portive administrative position in places where large groups of people are served, such as industrial cafeterias, school cafeterias, college food services, hospitals, commercial restaurants, cafeterias, snack bars and other public eating places. Insurance Representative (Property & Liability) - The graduate is pre­ pared for work with insurance agencies and companies and other orga­ nizations in sales, inspection, promotion and underwriting related to insurance coverages. �Interior Design Decorator - The graduate designs and arranges domestic and commercial interiors, taking into account the coordination of furni­ ture, textiles, accessories, lighting, and other pertinent factors in in­ teriordesign; also knowledgeable with regard to business and marketing procedures; estimates costs; presents room renderings to clients for approval. Library Assistant - The graduate is prepared, under supervision, to perform both reader services and technical services; to assist profes­ sional librarians in the selection, purchase and maintenance of the many type s of library materials; and to as sist the public in their use; to clas sify and catalog books and other loan items under professional supervision; to do research to secure information requested; and to provide semiprofessional reference service to various groups of readers. Legal .Secretary - The graduate is prepared to perform general office work requiring the skills of typing, shorthand, bookeeping, filing, and the use of office machines; to handle business correspondence, some of it independently; to make appointments and otherwise assist attorneys in the use and conservation of his time; to answer and place phone calls; and to keep office records. The legal secretary is knowledgeable with regard to legal terms and procedures. Landscape Designer - The graduate plans and prepares drawings for or­ namental development of an area of land; studies conditions of sites; such as drainage, topsoil, trees rock formations, and buildings; recommends types and location of trees, shrubs and flowers, harmonizing improve­ ments with existing land featuresand architectural structures; prepares specifications and cost estimates; supervises execution of plan details, including purchase of nursery stock, statuary, and other items. Medical Assistant - The graduate is prepared to assist the physician in the office, the examining room, and the laboratory.. Maintains medical records, receives patients, makes appointments, keeps accounts, han­ dles insurance and hospitalization forms, may take dictation. Assists the doctor during the examinations. Under supervision may assist with basal metabolism test§, electrocardiograms, bloodcounts, and urinal­ ysis. Assists in medical offices, clinics, or hospitals. Medical Technologist - The graduate is being prepared for certification after which he may perform the various chemical, microscopic, bacte­ riological and other medical laboratory procedures used in the diagnosis, study and treatment of disease, under the supervision of a pathologist or other qualified physician. �Medical Secretary The graduate is prepared not only in the range of basic secretarial skills, but also in specialized terminology, office and laboratory procedures, and maintainance of medical records, which will qualify her for secretarial positions in physician's offices , clinics, hos­ pitals, and the medical departments of large corporations. Medical Records Librarian - The graduate is prepared to keep medical records of patients admitted to hospitals and clinics; tocompile reports of admissions, births, deaths, transfers, and discharges; to maintain permanent files for record purposes; to do indexing and coding of pri­ mary and secondary diagnoses of medical.histories and records follow­ ing established library methods. Mechanical Technologist - The graduate is prepared to assist the pro­ fessional engineer in the design of tools, engines, machines, or indus­ trial equipment, the supervision of mechanical industrial processes, the planning and operation of central distribution systems for heat, gas, water, or steam. Metallurgical Technician - The graduate is prepared to examine and test metal samples to determine their physical properties; to conduct routine microscopic examinations of metals and alloys; to prepare photographs of metal samples; and to compile reports of findings; to examine metal and alloy samples to detect internal fractures, impurities and similar defects. Nurse - The graduate is prepared to become a registered nurse; toper­ form bedside nursing duties requiring prescribed education, skills, and hospital experience in the care of the ill and injured persons. This is a relatively new development in the field of medical auxiliary education. Nurse, Licensed Practical - The graduate is prepared for licensure as a practical nurse. This semi-professional graduate works under the supervision of a physician and/or professional nurse. As a member of this medical team, the practical nurse performs personal nursing care, gives some medications, charts, patients records, and renders assis­ tancein all the basic fields ofnursingand related housekeeping functions. Occupational Therapist - The graduate works as the semi-professional member of a medical team whose purpose is to restore maximum function to mentally or physically disabled persons. Under supervision of the professional therapist, he helps to select and direct the functional, rec­ reational, educational, and ‘vocational activities designed to meet the specific needs of the patient as outlined by the attending physician. �Outside Salesman - The graduate is prepared to solicit business for es­ tablishment by calling door to door, following leads from management, other workers, or from listings in city and telephone directories; to explain services rendered or product sold by business establishment; to write and give orders to establishment manager; to distr ibute advertising literature or products or leave samples. Personnel Management Aide - The graduate assists in the selection, training, promotion, welfare, compensation and recreation of employees, and in other employer-employee relationships. Psychiatric Aide - The graduate is prepared to work under supervision as the semi-professional member of a medical team which includes the psychiatrist, psychologist, and psychiatric social worker; to assist in creating a therapeutic climate, along with these professionals who are concerned with the hospital care and treatment of persons suffering from mental illness or severe emotional maladjustment. Physiotherapist - The graduate is prepared to assist, under supervision, the professional physiotherapist in the treatment of the patient's bodily disorders, gives exercises designed to correct the patient1 s muscle ail­ ments and deficiencies, administers massage and other body manipula­ tions, gives hydrotherapeutic treatments, uses various mechanical de­ vices for the therapeutic purposes. Quality Control Technician - The graduate is prepared to perform ac­ tivities concerned with development, application, and maintenance of quality standards for processing materials into partially finished or fin­ ished material or product; to employ methods and procedures for inspec­ tion, testing and evaluation; to conduct sampling procedures, design forms for recording, evaluating, and reporting quality and reliability data, and to write instructions on use of forms. Real Estate Representative - The graduate is prepared to sell, purchase, exchange, lease, rent and manage real property. His training is ori­ ented toward requirements of the Commonwealth for sales and brokerage licensing. Appraisal techniques leading to professional designations are stressed. Small Business Aide - The graduate is prepar ed to conduct his own busi­ ness, or to assist in the efficient management and functioning of small concerns; to handle accounting, selling, production, and distribution operations. �Secretarial Accountant - The graduate is prepared to apply fundamental principles of accounting to the keeping of books and records in business and professional offices. Secretary (Technical) - The graduate is prepared to perform general office work requiring the skills of typing, shorthand, bookkeeping, filing, and the use of office machines; to handle business correspondence, some of it independently; to make appointments and otherwise assist the ex­ ecutive in the use and conservation of his time; to answer and place phone calls; and to keep office records. The technical secretary is knowledge­ able with regard to the specialized terminology of commercial discourse and legal procedure. Technical Report Writer - The graduate is prepared to edit or revise proposed or previously published data; compiles various types of in­ structional manuals, reporrs, bulletins, specifications, catalogs, or other written data pertaining to maintenance, manufacturing, research, experimental engineering and general technological practice and proce­ dure. Textile Technician - The graduate is prepared to subject cloth, buttons, buckles, binding, webbing laces, and threads to standardized physical and chemical tests and to compare test results with samples or prepared standards, such as charts, graphs, and tables; to verify adherence to specifications; to test cloth for weight, fastness of dye, type of material, tensile strength, shrinkage, or absorbency, using special testing de­ vices, chemicals, water, heating and drying oven, dehumidifier, and s c al e. Textile Cloth Designer - The graduate is prepared to originate designs for fabrication of textile cloth, specifying weave, pattern, color, and gage of thread; to create new fabrics that meet functional requirements and fashion preferences of consumers; to develop new ideas for fabrics through study of fashion trends and knowledge of textiles and their various uses; to consult with technical and merchandising staffs; to prepare writ­ ten instructions to specify suchldetails as construction of fabric, finish to be applied and color to be used. Tool Designer - The graduate is prepared to design broaches, milling­ machine cutters, drills, and other single- or multiple-edged cutting tools, and related jigs, dies, and fixtures for production or experimental use in metal working machines; to study specifications and confer with engineering and shop per sonnel to reselve design problems related to ma­ terial characteristics, dimensional tolerances, service requirements, manufacturing procedures, and costs of tools; to draw preliminary sketch­ es and prepare layouts and detail drawings. y ��I » 10a01515&7 COLLEGE LIBRARY :/7 lj /1 I 11 fl S U H ii II - �H B 3 pl d J 3 ) j ii I g 'd. I Ui I , � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Luzerne County Community College: Technical and Semi-Professional Employment Survey, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 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/ce2c83ec948a92915251a831d1a6ab91.pdf 088977c64f78b75032d415ef8f36fffa PDF Text Text I I r; i !' I I ! i (i 111 11 f. I 1 i ■ ' �PROCEEDINGS EIGHTH ANNUAL COMMUNITY GROWTH CONFERENCE I I I I EUGENE SMDDEN FARLEY LiBSAU I I 1933 SEPTEMBER 25, 1968 WILKES-BARRE, PENNSYLVANIA VILKES COLLEGE, V.1LKE5 ARRE, P, „ ' I Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania 18703 �r I i i i I i i i i ARCHIVES 75333 11 < ■ V. < > . 84V i%g n U n i p Li I �« FOREWORD Q I J I □ 3 It has become fashionable to speak of the "culture of poverty" as if everything about the poor--their emotions, their attitudes, even their sensations--were different from the rest of society's. The truth is that the poor share some very important middle-class ideas, and, strangely enough, suffer for it. Those who do swallow their pride and accept pub­ licassistance, often seethemselves as worthless, blame themselves for failure, and sink deeper into hopelessness and helplessness. Pride and a stubborn will to keep the family intact prevents many from asking for public assistance. Poverty, no matter how it disfigures the body, twists the soul and warps the spirit, can sometimes make people wise. J J To see the two facets of the manpower problem-unemployment and under employment-purely as an economic problem and not as an as­ pect of a human crisis in our country can only lead to an increase in the nagging tensions. The manpower problem must be viewed with a fresh concern and a greater sense of commitment for the problems of the poor. u The poor urban dweller needs a wide variety of services to be­ come a part of the labor force, adjust to the urban environment, and thereby improve the quality of urban life. A total mobilization of com­ munity resources is required to improve the life of the urban dweller, now either unemployed or underemployed. All segments of community leadership must recognize the necessity for collaboration, cooperation, and collective responsibility in setting priorities for action now. Identi­ fication of the causes and alternative solutions to urban problems are being demanded of the leadership of every American city, every state, and every region--business, religious, labor, voluntary organizations, and government. I Ir ( fi r The problems of today are complex and do not lend themselves to simple solutions. To build urban America will take all the hard-working, sensitive, and strong leader ship this country can produce in all its urban institutions. It is a race between the forces of decay and.the forces of growth. It is a race between commitment and crisis. It is a race be­ tween coalition and confusion. Therefore, the Conference is an attempt to understand the man­ power problem as one of the many facets, seeking many alternatives and integrated solutions. The idea is to look at the newly created manpower dilemma in NEPA-- adepleted work force--with a new awareness, and a new commitment for remedy. The idea is to view the manpower problem in NEPA as the Crisis of Human Resources--People. Hugo V. Mailey, Director Institute of Regional Affairs 3 9260 ii ��56 60 61 62 63 64 65 67 68 73 74 76 77 78 79 81 83 85 86 87 88 90 �9:45 - 10:45 A. M. Wilkes College Fine Arts Center 1 Chairman: Panelists: 'T "MANPOWER DILEMMA" Edgar Lashford, Executive Vice President, Chamber of Commerce Donald D. Moyer, Executive Director, Economic Development Council of Northeastern Pennsylvania Joseph E. Fay, Field Supervisor, Pennsylvania Bureau of Employment Security Joseph Corcoran, Director, Keystone Job Corps Center Coffee Break 11:00 A. M. n Chairman: Panelists: Wilkes College Fine Arts Center "THE SEARCH FOR IDENTITY" Robert Wilson, Executive Director, Model Cities Agency Lee Klinges, Resident, Model Cities Area Sylvia Solinsky, Supervisor of Interviewers, Model Cities Program Geraldine Whitt, Assistant Supervisor, Hazle Street Community Services Center Dr. Francis J. Michelini, Vice Chairman, Model Cities Policy Board 12:30 - 2:00 P. M. £ Luncheon v Hotel Sterling Crystal Ballroom �Chairman: Speaker: Mrs. Donald Bennett, President, Junior League of Wilkes-Barre Genevieve Blatt, Director, Office of Economic Opportunity, Washington, D. C. Hotel Sterling Crystal Ballroom 2:15 - 3:15 P. M. Chairman: "PHILLIPS 66" James Lee, Assistant to the Editor, Times Leader Evening News Hotel Sterling Crystal Ballroom 3:30 - 4:00 P. M. 'U Chairman: u Speaker: "APERCU" Clement W. Perkins, Chairman, Wilkes-Barre City Planning Commission Tom Bigler, News Director, WBRE-TV 4:00 - 5:30 P. M. Cocktail Hour Hotel Sterling Adams Room n n I vi ��INTRODUCTORY REMARKS by Dr. Francis J. Michelini, Dean of Academic Affairs Wilkes College Dr. Farley was unexpectedly called out of town and asked me to substitute for him and also express his regrets at not being able to join you in this the Eighth Annual Community Growth Conference. 1 Again I want to say that the College is delighted not only to be a co-sponsor of the Conference, but also to have you gather on the campus to discuss such a timely topic as the Crisis of Human Resources in North­ eastern Pennsylvania. All of us in higher education are committed to the new role of public service of colleges and universities. Although there may be many doubts on whether small colleges and universities have the resources to accept this new role, we at Wilkes College have been committed to the role of community service to Northeastern Pennsylvania for a long time. We do hope that our involvement has been a creative one. We do hope that we can as sist public and non-public officials in fac­ ing up to the knotty problems of planning, community renewal, health, welfare, and education. All of us have the feeling that these are not dif­ ferent problems but inter-related problems of the same problem - that of human resources. It is apropos then that many aspects of the same problem will be discussed at this Conference. We at the College are mighty proud to join with you in discussing the many faceted problem of Human Resources in Northeastern Penn­ sylvania. I -1- 'J ��ing some hard decisions, those hard priorities in our country, really rest with you. i g I 3 1 I could come here today, really, in the context of any of the three presidential candidates. And I'm sorry to say we have three this time. Mr. Wallace's campaign slogan, you know, is "Standup for America." It takes courage, Wallace has it. Do you? Mr. Wallace simplifies ev­ erything. You've got thirteen simple points in your material about the manpower crisis in this country. You've got to make the hard decisions, he's not willing. He is selling the American people a bill of goods that this is simplistic world. This is not a simplistic world, and you and I are not terribly simple individuals. Your Valley is made up of a lot of complex individuals as is this nation--now past 200 million. There are a few hun­ dred other billion around the globe. We live in that kind of environment and not in George Wallace's at all. �1 L [ I ? g Q a pie, there are people who haven't had a chance, a chance that you have. You can't be an island in the world. You can't live in your comfortable houses and say, "Well, just as long as I get mine, I don't have to worry about the others. Because, remember this, as Teddy Roosevelt often said, this isn't going to be a good country for any of us to live in until it's a good country for all of us to live in." And I look upon the Wyoming Valley and Northeastern Pennsyl­ vania in that same context. It is not going to be a good place to live in or work in until it's a good place for every single individual to live in and to work in. In all fairness to the third candidate this year, I will, quote from a speech in which he said this on the Urban crisis, "The great challenge facing American civilization is to provide a choice of a satisfactory living environment for all people, regardless of race, ancestry, or place of residence. Today millions of citizens do not have this choice in the se­ lection of a community in which to live and work. They are trapped in urban ghettos or rural slums, or they flee to suburbs when they really do not want to. These conditions are unacceptable, especially in a na­ tion as wealthy and as full of technology as ours. " I Hugo said something to me in his letter of invitation which was very interesting. He said it's an area that has been transitioned since you departed, and which now faces the lack of manpower rather than a surplus of it. I really wonder about that statement. .1 appreciate it in the context of some of his thirteen points and why he made it, but yet I have to question that in my speech. 1 Mr. Wegner asked me this morning what I thought of coming back to Wyoming Valley. I said this. My mother lived on a farm thirty miles westofhere, out of the coal regions, and in pretty fair farmland. That's home, it's lovely, it's where I come home to. In that environment, Northeastern Pennsylvania is a wonderful place. i -m iP /t I Our family had it's vacation this year in Lennox, Mass. Lennox is an old town, a couple of hundred years old and a typically Mass, co­ lonial town. The first congregational church was built there over 200 years ago. There is a 200 year old grave stone in the graveyard. There is more white paint per square foot there, I suspect, than any other place in the nation. The 200 year old houses are in a perfect state of repair. The shopping district is so unobtrusive that you hardly know there is a shopping district in town. The shopping district does not have a neon sign. About 50 years ago, the town put its utility lines and power lines underground, so that you don't see them. I P Hj -4- id �■ Humanbeings are not resources, as is land, or coal, or timber --they are soul. 1 I really do not wish to recite statistics. The I960 census data stated that in the northeastern states the number of families in poverty is higher than in northeastern Pennsylvania. Nor do I want to bore you with statistics that your local anti-poverty program has developed in surverys. If you've not read them, yououghtto. You'll find them in "Char acteristics of Low Income Households in Luzerne County, " by Sheryl Beard and James Holm in 19&7. �3 3 sj f; F* § • S & There is poverty in rural America just as 'here is in our cities. We have a crisis of people there too. This is the ‘ragedy that I read about in this month's magazine "Appalachia, that this is the kind of people that our vocational institutions are training. Did you know that 21% of all the vocational education students are taking agriculture. This is impossible. There is no future for farmers, a id yet, a fifth of our vocational education resources are going to train farmers.... a dead end occupation. Did you know that 40% of the vocational education students are taking Home Economics? This is just a way ’o hide girls. Well, what have I been saying in a pessimistic , harsh kind of way ? I've been saying that we have a crisis in our nation of people. We have a gross national product of $800 billion, and it's expanding constantly. It's not a crisis of the economy. It's a crisis of people and we in this nation have to realize that all of our citizens , 100%of them, have to share in the good life of this nation, both economically and socially. We have in our urban areas a more serious crisis. You may say we don't have it. You don't have any ghettos in Wyoming Valley. But for the white person who lives in substandard housing, what is there for the soul? What is there to make life worthwhile for the Negro9 What is there to motivate him9 Why does he think that the American dream means nothing to him ? You know very well that the story of our progress has been of deserting our cities and going to the suburbs. I'm proud to live in the city. I live in Washington, L . I walk to work. Washington is not nearly as bad as George Wallace would tell it. Yet it's a city with insoluble problems. L.et me say that Gunnar Myrdal, the Swedish economist, who has written some of the most honest things about us, argues regarding the crisis of our cities that the finan­ cial cost to the nation of rebuilding the cities and rehabilitating the slum population must, on any account, amount to very huge sums. g I've seen no detailed plans on the national scale for what needs to be done to salvage American cities, and no summing up of what it would cost in financial terms to eradicate the slums and rehabilitate the slum dwellers. But such calculations should be made. They are needed for the gradual education of the American people to the magnitude of the task. n I draw the conclusion that the cost would amount to trillions of dollars. And a reliable plan to eradicate the slums and rehabilitate the slum dwellers will, to be at all realistic, even in the best case, have to reckon in terms of at least a generation. Listentothis, affluent Americans , I draw the further conclusion that, in this life, the common idea that America is an immensely rich and affluent country is very much an exaggeration. American affluence -6- �[ I ffl B is heavily mortgaged. America carries a tremendous burden of debt to its poor people. That this debt be paid is not only the wish of the dogooders, but not paying it implies a risk for the social order of demo­ cracy as we have known it. And so as you look through your day, look at the crisis of man­ power, not only in terms of jobs that exist.or t hat, you want to bring to the Wyoming Valley. Do not forget that the ommodity you're dealing with is human life. And do not forget that.-il is more than a pay check that makes human life pos sible to bear, possible to endure--it's environ­ ment. And there is not going to be a place for us to hide away in a lilywhite segregated suburb. Let me conclude by again quoting Gunnar Myrdal; "The first con­ dition in a democracy like the United States is to reach the people and enlightenthemin regard to both the social and economic facts. And if the policy conclusion is to be drawn from, these .ideas and these facts, what we need today is not a deceptive hopefulness that success comes easy, but the will tograpplewithstaggeringdifficulti.es. We need not the cour­ age of illusory optimism but the courage of almost desperation." There's your task so simply stated. Have a good hard working day. § ;=3 ’’ i 1 71 -7 �I ■ INTRODUCTORY REMARKS by ■ a B B ■ b 0 ■J B !? ! M3 Edgar Lashford, Executive Vice President Chamber of Commerce The subject matter of Manpower Dilemma assigned to us this morning is so difficult that it may cause us to still be in a dilemma af­ ter this session is over and probably even after the afternoon session is over. The subject matt er of 1 his portion of the growth conference is in­ deed timely. To those of us who have worked with the problem in the hope of developing some concrete solution, we have found it to be a most frustrating undertaking. Moreover, the manpower problem is not one that can be classified as a local or a regional problem. It is, basical­ ly, a national problem. However, the potential solutions, (and I empha­ size "solutions", for there is not a single solution or remedy) will be varied in nature, depending on the geographic area that is studied or viewed. To set the stage for today's presentation and how it relates to us in Northeastern Pennsylvania, we might look at the national average for unemployment for the month of July 1968, which was approximately 7%. The state average for the same period was 3.6%. For Northeastern Pennsylvania, it was just about the same figure. You can see that this manpower problem that we are going to delve into at some depth today, is one that faces the nation. We here in Northeastern Pennsylvania for many years had a sur­ plus of manpower. It has caught up to us faster, I believe, than in any other part of the nation. It is, therefore, hard for us to believe that we really are in a manpower dilemma. We can put the manpower problem into two basic categories, each of which has many, many facets. They are unemployment and underem­ ployment. You will hearthat training is one of the most important means of solving the unemployment problem. Statistics tell us that the average working man today should be retrained 5 times within his own lifetime, in order to keep himself qualified for work. This isn't an easy matter. Training involves education. Training costs money. It costs money to upgrade our high school facilities and provide better vocational and tech- -8- �E nical facilities. We as citizens must recognize that training is one of the major items that is involved in this manpower dilemma. We must, therefore, try to make the rest of our neighbors understand this. None of us likes to pay taxes. But training is vital to the survival of all of us. rr - £ g 5 I 3 2 s t? S B $ § s Underemployment involves the upgrading of people in jobs, so that they can perform at a higher level. The Chamber of Commerce in­ dustrial groups are continually at work to find new jobs to permit people to advance and live better. We should recognize that as the underemploy­ ment problem is solved, a vacuum is created, in that as these people move up and get better jobs, they create openings at the bottom of the job ladder in the low-paying type of industry. Northeastern Pennsylvania is flooded with this type of low-wage industry because twenty years ago we opened our arms to them. We can't now throw them out. We stillneed them. Although they must try to help themselves, we've got to help them too. These industries were so accus­ tomed to having thousands of people available to perform manually what­ ever production work was necessary. They now cannot rely any longer on this large pool of labor. They must now begin to invest in capital im­ provements that will result in more production. May I remind you that the session this morning is not aimed at producing answer s, but rather aimed at producing some ideas thar might apply to our specific problems. It is aimed at stimulating discussion. I'd like to say also that the fourth member of the panel who was tobewithusto represent industry, Mr. Boyne, was caught in a difficult manpower dilemma. He has a strike on his hands this morning and is in the midst of labor negotiations. We have decided therefore to take the time allocated to Mr. Boyne, and use it to field specific questions from the audience. This will enable the rest of us to go into our discussion groups this afternoon with some specific thoughts about the problem. With these few comments, I would like to introduce to you at this time the members of the panel. The reason we have put Mr. Moyer, the Executive Director of the Economic Development Council of Northeastern Pennsylvania, first was to give us data and statistics to enable us to sink our teeth into the prob­ lem. Some of you may feel that statistics give us all the answers. On the other hand, some of you may disagree. At any rate, they do tell a story. I'm sure thatif we were to try to deal with all the various aspects of the problem that he will bring to our attention through the charts and graphs, we would be here several days. -9- �8 a a 2 'I 3 Mr. Fay will give us an overall viewpoint of the problem as he sees it from the agency that gets involved in all types of employment problems. Mr. Fay, who is the Field Supervisor for the Pennsylvania Bureau of Employment Security, will have some real interesting com­ ments on the manpower problem. Most manufacturers who are in a di­ lemma trying to get worker s end up with the Employment Office. At that stage, the problem is acute and not easy. We will also hear about a specific type of program, one of many, that is now being undertaken in various parts of the country to try to al­ leviate the manpower dilemma. Mr. Corcoran, Director of the Keystone Job Center at Drums, will show that the problem is not strictly an eco­ nomic one, but a social one as well. This ties in well with the overall discussion today. Let me make one last comment before calling on the speakers. Looking over the mix of our audience today, it's hard to determine just who is who. I see many diverse groups represented. Some questions that will be fielded and answer ed will not be the type of answers that some of us would like to hear. But let's take them on their merit and proceed. This is good and should make for lively discussion. L S TO -10- �Tr I '71 I " THE MANPOWER DILEMMA - A MANY-FACETED PROBLEM" by rr y 0 Q s g I 9 .Li' 9 ! "j p n - Donald D. Moyer, Executive Director Economic Development Council of Northeastern Pennsylvania Our manpower problem, as it exists today, in the northeast eco­ nomic development district of Pennsylvania, has many facets. Individu­ als are likely to view the different facets in varying degrees of impor­ tance depending upon the roles they play in the community's economic and social structure. Although there are undoubtedly several others, 13 different fa­ cets have been identified as follows: The local industrialist is likely to talk about the manpower problem as a shortage of labor problem. As Ed Lashford has just indicated that in the past year or so, the reduction in areaunemployment has made it more and more difficult for the local in­ dustrialist to hire the right people at the right time at the right price. The development of this facet of the manpower problem is shown more graphically in these much maligned charts and statistics. Let's hope we can get a little illumination on them with a couple of simplified charts. The labor force trends in the Northeastern Pennsylvania district, whichis a seven county district, including Wayne, Pike, Monroe, Car­ bon, Schuylkill, Lackawanna, and Luzerne counties, show a very attrac­ tive squeeze as far as optimism in the economic factor is concerned. Back in 1958, there was a pretty serious unemployment problem. This has been relieved by a downward push in the labor force available and an upward push in those who are unemployed. The net effect is shown in a much over simplified chart on the next page, that the Northeast Penn­ sylvania district average for unemployment has now dropped below the line that I suppose some of us ten years ago wondered if we'd ever even meet. That is, the national averages and the current figures Ed cited were just about coincident as you'll note. They go up and down from month to month but roughly it coincides. The other major thing to say, and it isn't necessarily on manpower, butit's an important observation to know, is that in the overall his­ tory in the economic picture, the basic building block or bed rock upon which the (colony) depends, is the manufacturing sector in durables and in non-durables. While there's no dramatic swing up, which would be almost impossible, you will notice that there has been a gradual contin­ uing upturn which augurs well with the continuing prosperity of the region as it continues to recover and move up to national trends. -11- �l i B IT y ffl g 0 t=J gfe! s ■■ g 1 ■1 1 i Now if you move to an employment agency manager, and I said I might steal Mr. Fay1 s thunder for just a moment, the employment agen­ cy manager is likely to see the manpower problem in a slightly different light. He sees literally thousands of existing job openings for which no qualified persons can be found. His problem is to recruit and to try to match those seeking employment with the openings that exist. In 1966, when the labor market was not as tight as it is today, the Economic De­ velopment Council, in cooperation with the Bureau of Employment Se­ curity, conducted a study of 584 area employers and found that at that time there were 3,737 job openings for which no qualified persons could be found. Because of the identification of the labor shortage, the same survey conducted today would probably find many more unfilled openings. I noticed a newspaper release the other day from Mr. Peters of the lo­ cal BES office that there were 274 or 275 openings for which no workers at all could be found. A third group of people identifying the manpower problem might be top government officials. They would talk about widespread underem­ ployment. Officials of the U.S. Department of Labor consider that a large proportion of the labor force in Northeastern Pennsylvania is un­ deremployed. . That is, large numbers of people are working in jobs which are far beneath their potential. Let me step aside, and ask, "How many of you think that you are actually working up to your potential in your job?" 1 don't think any of us really do but this is the way it's mea­ sured. What we're trying to express here, of course an abstract point but a very dramatic one, if people somehow could take their skills and push them to the optimum range of productivity so that their imagination would be stimulated every day in what they do so that they would be chal­ lenged by their daily task, they would no longer be underemployed. The net effect, it has been estimated by some, would be an in­ crease from the present actual gross national product of $790 billion to a potential of $5 trillion, and in human terms that means bored workers, workers who have mobility rates as they bounce from one place to an­ other seeking satisfaction. A retail researcher is likely to identify a fourth manpower prob­ lem. He ' s liable to call up the mi s sing men in the 1967 study of our or­ ganization, entitled the Manpower Dilemma in Nor theastern Pennsylvan­ ia, the proportion of non-institutional, non-male, shows a very drama­ tic thing. Let me break from the text here. What happens acros s the coun­ try in statistics is that you get some funny little bugs called gramlins. When you take a look at your labor statistics and compare it with your census data, there are some gaps for which there are no answers until you go around and do a house by house check and actually identify the real flesh and blood living bodies. This is what often happens in your com­ munity action programs where there are aggressive outreach workers. They go out to find the answers to the mysteries. -12- �i ffl yLl 3 - g g 3 s £ a IT s 1 1 I Bs 0 t I n One of the big mysteries in Northeastern Pennsylvania is that in the United States there are 5.5 of these 14 to 65 year old males who are non-institutionalized who don't show up in the labor force. In Pennsyl­ vania, there are 6.4% of them; but, in Northeastern Pennsylvania there are 11% of the 14 to 65 year old males that we know are living bodies somewhere in our 7 counties. However, we don't know who they are, where they are, and what they're doing today. That's a I960 figure, the figures would obviously be different today, but the pattern is dramatic. Local employment planner s are likely to see the manpower prob­ lem in still an additional dimension. They might talk about special prob­ lem people. The Commission on Economic Opportunity and the Bureau of Employment Security have recently been wrestling with the concen­ trated employment program. It's concerned with identifying and assist­ ing those individuals who might be moved into productive work or who are unable to hold jobs because of a lack of training, health problems, financial barriers, motivational problems, or inadequate transporta­ tion from where they live to where they might work. So the work of this new program is to try to clear away the road blocks and let people get back into productive employment if that's possible. To match people who are now locked out for a variety of environmental or personal rea­ sons, and get them into the normal labor force. The next problem is not a manpower problem but a woman problem. A socialist would say that one of the things that constitutes a man­ power problem in Northeastern Pennsylvania is that there are more wo­ men working proportionately than men in our section of the state. From his standpoint there is too much of this kind of statistic and it might be considered significant data which indicates the creation of not only labor strains in the work force but it infers hou sehold strains and family strains. You always have to be careful when you crystal ball the statistics. But you can infer with this kind of a disproportionate balance of the picture, that there may be some hidden family strains. If women are out in this disproportionate numbers working in our area, then family strains may ensue. A socialist might say that. The chart shows that in 1966 there were 60, 000 males employed in District manufacturing as compared with 63, 000 females. In the District, this proportion is 51% females versus 49% males. In the State, the proportion is 72% male and 28% female. Nationally in 1966, the proportion of male employment in manufacturing was the same as in the State of Pennsylvania. Now let us move to the educator. He finds a different manpower problem. He'll talk about educational underattainment. Fromhis view­ point the manpower situation may be resolved as a matter of education. For example, in I960, the year when we were able to get the latest fi­ gures, the average number of years of schooling completed by District residents of 25 years and over was 9- 7 years for females and 9. 3 for males. In Pennsylvania, you'll notice the difference and in the United -13- �I Hl E I B a 3 B g m i States you'll notice the difference. In addition to this difference in achievement and attainment some educators in our area have observed that the current emphasis in educational programs is grossly distorted. They've noted that while the present school curricula are dominated by academic subjects, normal for college entrance preparation, the fact is that the majority of students graduating from high school will probably hold jobs that are more in the blue collar class or at least in technical categories that do not require college entrance. As a consequence, they say, a much greater emphasis is needed on the vocational and technical education. In I960, the Ohio census disclosed this very dramatically, we don't have anything for Northeastern Pennsylvania. It illustrates the problem. For the students that were enrolled in I960 in the state of Ohio, 81% were enrolled in college preparatory programs, whereas, in fact, the labor force in I960 indicated that only 8% of the entrants would be required to have a college education. Forthose in trade and industri­ al training vocations, only 3% were enrolled whereas the labor force re­ quired 42% of the entrants to have that kind of training. And so it goes for the imbalance of agricultural positions, cleric, and retail sales. In other words, we are not rationally balancing our curriculum development with the real needs in the labor force. That's a manpower problem. From the point of view of an open employer the district's educa­ tional products have often been criticized because they have a lack of the fundamentals of basic reading, writing, spelling, and arithmetic. Whe­ ther the products of our district school systems actually are more defi­ cient than they are elsewhere is really a moot question. Let me under­ score that. It's a moot question as to whether we1 re worse off than others. The observations of a number of different employers in this res­ pect in our area, however, do pose a red flag for those of us who are concerned. Some employers have also criticized attitudes of high school grad­ uates. ■ g ■--J a I 5 I Employers also complainthat their young employees did not grasp the fundamentals of business operation. They do not understand the eco­ nomics of the market place. They have also failed to understand their roles in the company's enterprise. But now having said that, let me also say that very recently a survey was taken by a company that was interested in locating a plant here. A manager that was responsible for the survey for the company reiported that the biggest plus that he found in Northeastern Pennsylvan­ ia was in the general population. He did not specify recent high school graduates; but, he stated that in the general population he found very pos­ itiveworkattitudes. Therefore, onthisbasis, he was interested in com­ ing here. -14- �yJJ J u B I I I a g 1=2 a g I The next point of view is that of the economist. From an econo­ mist1 s point of view,the District is presently suffering from an adverse industrial mix, that is, there has been an over-concentration of employ­ ment in some industries to the exclusion of others. He contends that a more balanced work force is needed, and a more diversified employment is needed. In addition to the danger of having too many eggs in one bas­ ket, the economist notes that those District industries which are the lar­ gest employers are those which nationally are in the low edge of the wage scale. This shows that in the northeast district 54% of the employment in manufacturing is concentrated in the six lowest paying industries, x In the United States those same industries accounted for only 19% of the to­ tal work force. That shows a gross mix. The industrial developer is likely to talk about a money problem being the real manpower problem. He's likely to say, from his point of view, that the District lacks many of the governmental and institutional functions and services necessary to attract highpaying or better job pro­ ducingindustries. This lack, mayinturnbe traced to the lower level of incomes which prevail in the District making it difficult to come up with the needed funds for improvement of such things as housing, the elimina­ tion of mining scars, area beautification, waste-disposal facilities, and recreation facilities. In 1967 the average household effective buying in­ come in the seven counties of the Northeast District was $7,370. In Pennsylvania, in the same year, the average effective buying income for the household was $8, 980; and in the United States , it was $9,012. Sim­ pletax reality, isn't it? You can't get the things that are needed on the previous chart unless people have the income to pay the taxes and also to generate the other needed economic activity. Now let us turn to the graduate, that much praised fellow of re­ cent movies. He talks about limited opportunities in the labor picture and that's a manpower problem from his point of view. In addition to the lower wage and salary levels present in the District, there is a distinct lack of opportunity for managerial, technical, and professional job can­ didates. Most job openings which are readily available to him in his home job region are in the operative, semi-skilled or apprentice, jour­ neyman, craftsman category. In 1966, as a percentage of total employ­ mentinmanufacturingmale non-production workers, that is the profes­ sionals and the managers, accounted only for 9% of the total population employed, whereas in the state of Pennsylvania as a whole, they account­ ed for closer to 16%. Then there is the demographer's picture of the manpower problem. He'll talk about his view of the statistics of the region and he'll find an out-migration of youth being a very serious thing, and also the aging of the population. The long range population forecaster will find this kind of a picture and a pretty grim one too. Between 1930 and 1965 n -15- n I i �u 9-i J 5 B g e' 9 L S’ s IT Hi qi ■■ n c f? in the District, the population age under 45 suffered a loss of roughly 40%, whereas in the population range of 45 and older, there was a gain of 58%. In the District, the median age of the female population rose from 23 years of age in 1930 to a median of 37 years in I960. The med­ ian age for the nation in I960 was 27.6 years for male and 30.3 years for female. That means our population is older and our young people tend to move out. Are we so much worse off than other places? The truth of the matter is that there are people in similar circumstances in Los Angeles, Philadelphia, and other major centers around the country. The leaders are also bewailing the mobility of youth. I think if we take a close look that we'll find the entire younger population is much more mobile. It's throwing some static into our statistics today that we're really not too sure how to appraise the data. The Economic Development Council has identified them as the thirteenth facet of the whole manpower dilemma problem, what we call poor tools. Recently the Council undertook what we call a comprehen­ sive analysis of the District's manufacturing industry at the request of the State Planning Board. The results of the study showed that general­ ly productivity, that is the value added to the manufacturer, was lower in the Northeastern District than it was in either the state of Pennsyl­ vania or in the United States as a whole. The figure in Northeastern Pennsylvania for value added to the manufacturer, which is really the measure of productivity, is $8, 149. For the United States, ifis$13,788, indicative of a big gap. Although the adverse industrial mix, mentioned earlier, is part­ ly responsible for this situation, an industry by industry analysis reveal­ ed that the lower levels of productivity is a wide-spread District charac­ teristic no matter which industry is studied. Although some employers have ascribed this to poor employee attitudes, it is a fact that in most District industries, the levels of capital investment per employee have long lagged behind those of State or National levels. This fact alone could be responsible for much of the existing differential in average le­ vels of productivity. Bettertools, in other words, make for better out­ put. A pencil and a pad can't do what a desk calculator can do. Management and competence also ought to be noted here. In one of the earlier charts we talked about the out-migration of youth because of lack of opportunities. This reveals another hidden factor that we all can't miss. And that is the fact that the non-production worker s, the managers, the technicians, and the professionals were proportionately only half as numerous in the District in 1966 as in state-wide industry. This may be highly significant. -16- I ■ ��I yi; "THE MANPOWER DILEMMA - TRAINING AND RETRAINING" by 3 41H' K Mr. Joseph E. Fay, Field Supervisor Pennsylvania Bureau of Employment Security Just as Mr. Moyer indicated there are many facets to the man­ power problem, so are there many solutions. Without reference to any of the statistics, I think that our next approach here might well be to take a look at some of the things that have been done in this field. Then we can attempt to deal with some more specific recommendations in the way of solutions. '■ I think that we all realize that the manpower market reacts to many of the same economic forces of supply and demand that are found in other competitive markets. Our population, between the age of six­ teen and the normal retirement pattern in the age sixty group, repre­ sents our broad supply. In the total government and civil labor require­ ments and patterns pretty much set the broad demand. Both of these can be adjusted, and have been. I think our concern today is with the supply side. This is what we'll talk about. 5 j! 1 g 1 J ■ 1 ) I -I To bring supply and demand in the labor market into closer bounds, important steps were taken many years ago when in all cities through­ out the country a combined federal-state employment service was estab­ lished. Through these employment centers, extensive effort was given to the study of specific manpower problems. A major effort was made to obtain maximum utilization of our labor supply. Basically, this ob­ jective represented an effort to have all job openings listed in one sim­ ple source and to have all perspective applicants identified with that same center. Then on a logical, deliberate basis an attempt was made to match these two ingredients. As an example, following this approach during the past month, over 2, 200 placements were made in this Economic District that we are talking about today. But despite this sound logical approach it soon be­ came evident that while the number of unemployed was more than ade­ quate to meet labor needs, there was a definite and widening mismatch between the available qualifications and the demands of the job. As in­ dustry technology increased, corresponding demands were made for the skills of the job. To meet this continuing need, public training and ed­ ucational efforts were sharply increased. For example, in the late 1950's provisions were made through the public school code to initiate adult training for unemployedpersons. This, on a beginning scale, has grad­ ually developed into a stronger program. -18- I I i �0 0 E IE K E 1? 5 g Inthe early I960's, considerable impetus was given to large scale training activities with the introduction of the Manpower Training Act. This, incidentally, has been one of the nation's largest thrusts in the manpower training field. I think there are few here that would not say that this has been a highly successful effort toward their overall goal. These two training activities are just a few of many being pro­ vided to develop the base of labor that is considered necessary. As one problem often leads to another, so did this broad base ex­ perience in training gradually reveal that some of the unemployed and underemployed needed more than just vocational training to make them job-ready. Included in these obstacles for these people to employability were under-consideration, lack of motivation, physical disabilities , and social factors frequently associated with the disadvantaged person. These are per sons who have simply given up the pi ospect of work and have with­ drawn from the labor market. Many of them, as we know, do not show up in the average census or in any related survey. They have to be searched out. A short time ago, to better meet this problem, part of the re­ sources of the Employment Security Agency were redirected toward em­ ployability service. I think some of you at least here are familiar with the Human Resources Development Center drawing upon the facilities of the community. It provides on an individual basis remedial measures to make job-ready per sons who are not able to compete in the present mar­ ket. Within the limited staff available interviewing personnel were sent out to rural areas, small towns centered where unemployed persons might be expected to be located. On the spot efforts were made of employabil­ ity services, these applicants were then directed toward other facilities suchasthe Job Corps, counseling, rehabilitation services, training and so forth. 1 T e Similar approaches toward these objectives are being taken by other agencies and by business forms in the private sector. Much has been written about the successful steps taken by nationally known firms, banking, manufacturing, and other industries in training and employing groups and individuals heretofore passed over as unqualified or not suit­ able for jobs. No doubt proof has been accumulated that persons previously re­ jected as unemployable can be made useful and contributing employees if given the right supporting service. I think we'll hear more as to how this is done when our next speaker talks of the Job Corps. Many others here in the room, coincidentally associated with our program of Model Cities, also have experience in this field, and have developed and begun to build a base upon which we can include a larger segment of our pop- -19- 1 �Ri U E n r ■ 0 in g r 0 i I ulation in the labor force. These are some of the things that have oc­ curred, these are some of the findings from experience in this field. I think here briefly that we ought to summarize and indicate what might be considered a package to make further progress in this particu­ lar area. I would like to suggest to you that we need accelerated effort in a number of the following areas. First of all, we have to encourage all people to seek work and to plot further application at some central source. The word must reach all ears. Too many still look upon the labor market as in the thirties-"no work available. " They must be made to realize that this is a new day, that there are jobs, there is suitable work, that they can be made employable, and that their limitations can be overcome. Number two is the fact that all employers should file their job requirements at the same central source. This approach has been taken successfully, and I think more and more such groups such as your In­ dustrial Fund, and the Chamber of Commerce groups are following this course of action and successfully so. I would suggest as number three a close re-examination of job specifications. Employersnow agree that not every job in their organ­ ization requires a college graduate, and in many cases not a high school graduate. Nor do they all require a prime physical specimen, nor a re­ stricted age. And in some cases training experienc e requir ements may well be reduced without any significant effect on the job performance. This kind of re-examination has already resulted in retired people re­ turning to work, men replacing women, and women going into jobs that had been heretofore considered only for males. This type of transition mobility lends to building a labor force. This I think you'll see also as a partial answer to the unemployment problem, for as our labor force becomes more mobile, as people advance through training, roomismade at the bottom for the person with less skill and with less to offer. The fourth consideration has to be a redistribution of "dock-job" duties in many of our positions. Just as a brief example of this point, the medical and technical fields have made considerable progress, The aid to the nurse doing the less professional duties I think we're all acquainted with. In the technical field, the assistant to the technician is doing the less requiring jobs and permitting the engineer to apply his skill on a more timely basis. I think this type of approach lends itself also to the machinist, and to the accountant, who are not using their max­ imum skill on a major part of the job. ■7 Point five concerns salary schedules, I think the jobs have to be priced in keeping with the area's scale. I know there's been progress in -20- r 8 I ��s "THE MANPOWER DILEMMA - MOTIVATION OF THE DISADVANTAGED" 0 I 0 0 0 0 g 0 - by Mr. Joseph Corcoran, Director Keystone Job Corps Center First I'd like to say that I very much agree with Mr. Wenner when he said this morning to us, and I think it's rather critical to remind our­ selves of it, that the solution to the problem is not simple. Even a def­ inition of the problem does not tolerate a simplistic approach. In addition, I think Mr. Wenner made another point of extreme importance: training in the technical fields is a real problem and one that has been neglected. Our analysis is that the true growth fields of the future are in the technical fields, and more attention should be paid to that. But regardles s of what combination of elements are used to attain the solution, what Mr. Wenner referred to as soul is extremely impor­ tant. There is much more to a human being than technical training or earning a living. The solution to the social crisis or the social problem or the manpower development dilemma must take into account the hum­ an being as a human being. Another point to be made, and note it well, is that there should be some kind of a financial justification for it. Tremendous financial resources must be focused on solving the problem. But being a practi­ cal society, such as we are, we must be able to financially justify the expenditure of money. We at Keystone have attempted to develop a program which is really an experiment in sociology and education, bearing in mind the points made above. a Let me give you a little of my background since it might help to understand the speaker. I've been in industry for twenty years, most of if has been with RCA; for the last two years I've been associated with Keystone Job Corps Center as the Director. Our mission, really the only challenge that we had, was to devel­ op a program much like you're attempting to focus on today. In the area of the soul, or the area of the human being as a human being and what he wants out of life, which certainly must be taken into account, we look at it' from three points of view. -22- �0 B - ;T| dJ ■A ■ 1 I T? n 1 The first one is attitude. Imagine having a situation where you have never really succeeded in anything meaningful in your life, and that society generally has been considered to be something meaningless or nonrelevant to you. If you can imagine that for a moment, imagine the millions of people who are in that predicament. I think that we should look to the 11% of the population in the District, as Mr. Moyer told us earlier, who ar e not even identified. They felt withdrawn, and have gone away. The next point that we have to look at in addition to attitude is mo­ tivation. Why should they be motivated? Most avenues which ar e opened up for people to come into the mainstream of. industry, of business, or of the society as a whole, must be opened up with honesty, a. great deal of sensitivity and certainly with a realistic appraisal of what is going to hap­ pen. They have to come inbecause there are goals that are worth striv­ ing for; goals that you and I value--of education and a stable family, and of security. So we must eliminate the frustration and the hopelessness which is their image of the mainstream of society, and bring them in. The third point involves the whole area of social adjustment, of recognizing that many people in the District, in this town, in this coun­ try have built up an entirely different culture from the one that you and I are accustomed to. There is a culture of poverty. There is a culture that is completely different fromwhatwe may call middle-class. There are many values that you and I hold very dear. We cannot understand why other people do not believe them, understand them, or hold them with the same tenacity that we do. This structure does exist and there must be a way found to adjust the lower socio-economic with the middle­ class culture if the nation is going to build on its past. I would say this, that we do not call it soul at the centei, we call it informal education. We have two types of programs at the center: formal education, and the other is informal education. The formal education includes vocational training and academic education. Wetrain in vocational fields of electronics, of data proces­ sing, of nursing aid, of retail sales and of creative selling in fashion design. Then we also find that in order to succeed in business or in in­ dustry or in any of the positions that we train for, it is essential that academic instruction go along with it. We find that with the group we deal with, there are some that graduate from high school who are read­ ing at the second and third grade levels. Much of this group has been short changed on the academic side of their education. We find that vo­ cational training is very easily acquired by these youngsters. -However, it's the academic side of the program that takes the time, the patience, 1 -23- ______ �-J' 3 ■ [fi IB Hl s rt i P J J and the one to one ration in the classroom situation or the teaching sit­ uation. What about the rest of the program in addition to vocational and academic education? Our informal education concerns social adjustment, motivation, and positive attitudes. We attempt and we have a good de­ gree of success with about 70% of the students who leave the Center, of getting jobs for the youngsters. But what about the transition between a learning situation, a school, a campus situation, where education be­ comes the highest value and the business or industrial world? There is a big adjustment that must be made, a transition that must take place. We found in the earlier stages of our program that many of the young­ sters who did very well in our school and adjusted well in school, and progressed satisfactorily, were not adjusting particularly well in busi­ ness or industry. We then decided to institute a number of changes. The first is that we put in a half-step between the world of work and the educational world and titled it work experience. We do this in three different ways. First, while the student is attending our classes and has two or three free hours during the day, she may work in one of the offices, in the data processing room, in a store, or in a warehouse depending on the field that she's in. She gets exposure to what a typical operation would be like. She may be under the guidance of a secretary if she's in the correspondence field or someone who is knowledgeable in her field. They first come in a little shaky and soon gain a degree of confidence and assurance that what has been taught in the classroom is relevant to the practical work-a-day world. The second step is that we make arrangements with some depart­ ment stores in Hazleton or perhaps the Veterans Administration Nursing Hospital. After she finishes her class room training and instruction with all of the theory and practice that we can give her at the Center, she will go into a hospital or into a department store, and she will actually have work experience. This is part of that half-step between the Center and the final job. The third and final step is that prior to the time the student grad­ uates from the Center; we have the student go on a leave of absence for three months. We have made arrangements at the present time with two companies--RCA and IBM. The students leave the Center on a leave of absence and go on the pay roll as temporary employees of these firms. By the way, many firms are developing a social consciousness and are looking for opportunities of this kind. The students will actually apply what they have learned, and at the end of the three month period or any time in between, if additional -24“ �I •J! £ ■ 1 IP ¥. ir I tU n a m ! is M _L training is required or if counselling or any personal kind of sensitivity support is needed, they will come back to the Center for what is needed. We have never had a situation where a student had to come back for additional training. But the personal and social pr oblems ar e brought with them. They are still at a disadvantage even with minimal training. After the student has completed her work experience, she comes back to the Center for graduation. Becuase of time I can't, go into details but I would like to say a word about financial justification, because the Job Corps is one of the programs which we're convinced is very muchmisunderstood. If a young­ ster at the age of twenty goes on the labor market and is not productive, the chances are that he will become a drain on the economy of the society in his productive years between 20 and 60. And conservative estimates indicate that the drain on society during that foity year period is about $100, 000. . Some estimates range over $200,000. The purpose of the Job Corps program or a training program of this kind is to eliminate that kind of a drain plus converting the young­ ster into a tax-paying member of society which will be about $300 to $5 00 a year. Over forty years they will return between $15,000 and $20,000. It costs us $5, 200 a year to train a youngster in a program like the Job Corps. We feel that inthe long run it's economically justifiable. If this kind of return could be realized and this human resource converted into real source of future growth inthis country, then Gunnar Mrydal's dream of equality and broadening of economic opportunity would then material­ ize into a New America. g IM i i s n J£=7 g -25- �a a DISCUSSION SESSION Mr. Edgar Lashford, Chairman Executive Vice President, Chamber of Commerce 0 o r=. I R H I y i1 rr a a s 1 Before we have a coffee break, have we any specific questions ? It says coffee break and 15 minutes before the next session. There will be coffee downstair s when we break up. Does anyone feel he won't attend the afternoon session have any specific questions they might want an­ swered now? QUESTION: Mr. Moyer and also Mr. Fay specifically mentioned that there are a lot of jobs going begging now, and one of the recommenda­ tions in the manpower dilemma study was somehow to hopefully increase the wages of individuals. My question, basically, is this: Have wages , or the length of the work week, risen appreciably or noticably due to the adverse supply and demand situation in order to compensate for non­ workers to fill these jobs? Have wages been pushed up as a result of the competitive position? MR. MOYER: I'd like to answer it simply, as I did with one of the other charts. Theincome, the real family income, has continued to increase, but so have the state and national levels, so that the catch-up in North­ eastern Pennsylvania has not been appreciable. They have been increas­ ing, but they have not made much of an overall close in the gap that con­ tinues to exist between our levels and state and national levels. QUESTION: It seems to me then, Mr. Moyer, in this situation, that the wages or at least the work week should really be increasing at a rising rate as opposed to national or state statistics, because of the particular situation in this area where there aren't enough people to go around. Somehow, some compensation has to be made by raising wages to bring people in from the outside or increasing the length of the work week to compensate for the lack of workers. 3 MR. MOYER: I think your analysis is absolutely accurate, and if the problem of the dropping unemployment and all these job openings that exist is going to be overcome through internal mechanisms. One of the real mechanisms will be increased wage rates which will create the open­ ings that Mr. Lashford has just mentioned in the lower paying industries. This is the market mechanism that usually takes place to accomodate that. 3 QUESTION: One more point here. This seems interesting to me in that a lot of our industrialists are kind of wringing their hands in agony be­ cause they can't get people, and if we haven't really seen a noticable in- -26I �crease in this , I'm wondering if this is as severe a problem as they make it out to be, or whether they're trying to play it to stand pat and contin­ ue to look for people while at the same time keeping the job levels basic­ ally at the same job wage rates. And if this is true, then maybe they aren't feeling the pinch that they say they are. f MR. MOYER: To answer your question correctly, your first question, the answer is yes, because through personal contact with many of the manufacturers in this area, in this low paying category, I know for a fact that many of them had to increase their base rates or not survive, so that they definitely are doing this. rr. I 3 a s 0 3 0 | li $ I QUESTION: I'd like to ask Mr. Moyer if any studies have been made on the cost of living in Northeastern Pennsylvania in comparison with the state and the national average, because statistics are relative and we have a lower income level and the cost of living is comfortable and we're not suffering. Has anything like this been done? MR. MOYER: Not independently by our organization , but we do monitor studies that have come out. One specific study showed our cost of living compared pretty closely with the greater Philadelphia area, and with the Lancaster area, but it says simply that those areas are higher wage pay­ ing areas so that we're suffering. In other words, there are certain areas of the whole economy where it's a little less expensive to live than here, but there are other areas where it's appreciably more expensive. QUESTION: Well, wouldn’t it be worthwhile to make such a survey to see just what our status is in this area? Has it been thought of ? MR. MOYER: Yes, among other things, it is one of the things that we constantly monitor in the broader spectrum. To do this with precision, of course, is averycomplex thing, but I think that the broad figures al­ ready allow us enough of a reading from the situation in Northeastern Pennsylvania that we know the answer broadly. That is, that we are not cutting a lower cost of living to accompany our lower wage rates. MR. FAY: Along that line, I just want to expand on this a little more. The National Manufacturers actually adjust their wage rates based on that particular area and that could be found out to correlate the two. You can actually get these figures like from General Motors, Ford, if they locate in a certain area, For their salary and their hourly people they actually work this out. MR. CORCORAN: I'd just like to respond towhat he said. The division of labor and what is payed in a certain area has absolutely nothing to do with the cost of living. It has to do mainly with the competive price, level of jobs in that area, and the high cost of living area might have a -27- 18 I �low paying industry and they still will pay the competitive wages, regardless of what the cost is. So the two are unrelated, really. MR. LASHFORD: Unrelated as you put it, it still has a very definite bearing on the subject matter today, the manpower dilemma. .•2 We thank the panel, afternoon. Please take your questions to the panel this G 0 0 I 9 7 ■ - -28~ �Fl INTRODUCTORY REMARKS by Robert Wilson, Executive Director Model Cities Agency u> r The name of this sessionis the "Search for Identity."11 In our ap­ proach to this program, we've attempted to do something a little bit dif­ ferent. My job as chairman basically is to introduce the speakers and not to make a speech. However, I'd like to make just a few remarks prior to introducing the panelists. First, you've heard and read a great deal about the statistics of poverty and unemployment. As you've read these statistics, you've prob­ ably felt either relatively satisfied or possibly concerned about any given statistic. However, onlyafeware familiar with the people, that is, the individuals who make up these statistics. J s s - 3 Secondly, you've also read and heard a great deal about the var­ ious services and programs that are being offered to the people that make up these statistics. These programs are effective. But how many of us have really visited the places where these programs are being conducted, and seen the thousands of feet of floor space with scads of professionals sitting around who really are providers of the service? How many of you have talked and listened to the people who are the recipients of these ser­ vices ? Since the topic of the total session is the "Crisis of Human Re­ sources", it was the planning committee's feeling that we could possibly bring before you somewhat of a different approach, to bring to you some of these human resources, so that we would not be totally subjected only to the professionals and the people administering the services, but also to those who are the recipients or beneficiaries of the service. What you see before you today are a million people who are, in one form or another, part of the model cities program. This isn't to say this is a Model Cities session. Our approach in model cities is towork with people as closely as possible, and to try and give them assistance, when assistance can be given on an almost one to one basis. I'd like to think that what this session may turn out to be is, kind of "going to hap­ pen". The people sitting before you don't have a prepared text. ... -29- I �■ Li I B As chairman, I don't knowwhat to say, and I'mnot sure that the people on the panel know exactly what they're going to say. The only instructions they were given is to basically tell it like it is; tell some of the experiences they've had. Hopefully, in your minds then you can compare what they say, with the other things you have read and heard, both this morning and at other times, as to how effective the services are, the kind of dilemma we face and, in effect, listen to some of the people who make up the "Crisis of the Human Re­ source Problem. " I'I Let me introduce the panel. Directly on my right is Mrs. LeeKlinges, who is a resident of the model cities area on the Heights. Next to her is Mrs. Silvia Solinski, who is also a resident of the Heights, the Model Cities area, and who has participated in conduct­ ing what we call the survey of the model cities area. Next to Mrs. S olinski is Mr s. Geraldine Whitt, who is also a resident of the model cities area, and who is associated with the Commission on Econom­ ic Opportunity in running one of their operative centers. Finally this panel includes Dr. Francis Michelini, who is Vice-Chairman of the Model Cities Agency. B Ij 0 JI 5 £ s B -30- �3 "THE SEARCH FOR IDENTITY - I AM A DISADVANTAGED" by J. 0 IF, y s a 8 J) E ■ . [ Mrs. Lee Klinges, Resident Model Cities Area The Model Cities Program is the first of its kind, to my knowledge, that has gone to the people that will be directly affected by it. It is the first program to come to us and find out just what our needs, our wants, and our hopes are for the area. Our children are the ones whc will inherit the results of what is or is not done. I'd like them to remember a nice job done for the friendly place they had to grow up in. Instead they have bigotry, un­ rest, hatred, and fear surrounding them - not always obvious, but it's there. I grew up in the Heights in the same house I now live in. It was a pleasant area. People were nice and everybody knew every­ body else. Now, people can live side by side and neither know nor care about their neighbor. They mistrust each other, and this should. not be. When I was a child, we had a close family relationship. Now I can see, even in my own home, the opposite. I can see people that live in my neighborhood who abuse their children and who do not care for them. I don't like to have my children grow up in that kind of an atmosphere. We need some place in our area for our people, children and adults, to enjoy themselves, and to get to know one an­ other. In these times, more than ever before, we need a closeness among people that is lax now, so that they don't regard the person next door as a stranger. We need adequate lighting for our streets and for our policemen patrolling these streets. Not just the main drag, but the dark side of the street as well, where most of the people live. We are just off Market Street where every other build­ ing is a saloon. We need lights on streets such as ours. If you can't get close to these for safety, you can't send your children off even to a store after dark. I can remember I used to go to the store nine or ninethirty at night and nobody thought anything about it. Now I'd be afraid to send my children, either boys or girls, out. -31- F-r �The area has deteriorated to a great extent; the homes are not as nice as they used to be; the streets and the sidewalks are not cared for the way that they should be; the playgrounds thatexistnow are for the most part the school playgrounds and they are just not able to service them the way they should. Our children need a place to play in the summertime. Of course in bad weather they don't go out too much. But they should have some place where they can go, where they can mingle with one another, and where they can get to know their neighbor and find out that they're not different; but that they are just like them. They're not strangers, they should get to know their neighbors, the way they would like to know their own families. Another of our needs is some kind of a solution to the prob­ lem, as I said before, of parents who leave their children, and who don't care enough about their children to supervise them at all, and who don't keep a livably clean house. I'm not any great shades of a housekeeper myself, butwhenyou have several, saytencats, living in a house, two dogs and seven children in one house and nothing is ever cleaned up, then it's just not the kind of place to raise child­ ren. There are children who need medical care that do not get it. r I L| n '■ l n In our medical clinic there is a little girl who has cancer., she is three years old and she is a beautiful child. Now, when her mother feels like taking her, she takes her to the hospital. She gets shots three times a week. Sometimes months will go by and she will not take her. And how do you explain to your children that it's not just money. I'm on relief. All right, my medical bills are taken care of, but how about these people? My husband works. He makes $300 and some dollar s every two weeks and that's darn good money. With that moneywe could do a lot. We take our children when they need medical care and they get good care. And I don't like to see any child that has to put up with not being cared for properly, medically or otherwise. The city agencies can only go so far in these matters. It is the parents themselves who have to have some kind of realization, some kind of help tomake them want to function, as responsilbe par­ ents should. There should be someplace within walking distance of their homes, because a lot of these people don't have cars. Kirby Park is fine, but who wants to walk ten blocks to get there? They need someplace where they can take their kids to have a good time, where -32- �Fdi ill !: I (T . •- u .. ID Now, just about every night the police are up there in our area, because children are out up to 11 or 12 o'clock at night. It's one thing for boys to be noisy but when my kids have to try to go to sleep to the music of filthy language, I don't like it. And sometimes the police just don't get there. And what can you do? I can't go over there and say you stop it, because I just might not make it back. If people knew, they could get jobs too that would pay them something enough for them to get ahead to fix up their homes. Some of the homes are in very bad repair. My home isn't so hot. If you don't have a decent paying job, or if you're on relief, you just better hope that your husband is handy. If you have to call a plumber or an electrician or somebody like that, well, you can just either pay him or forget about some of your other bills. Otherwise they just don't get paid. Somebody doesn't get paid. I have eight children. Now, I have forty dollars to buy school clothes this year. Now, they each got one change of clothes. Now, they all need shoes, seven pair s of shoes, and buying even the cheap­ est, it certainly adds up, and the money doesn't go very far. a I would like to see something a little better for my kids. There wouldn't be quite so much indifference and apathy if the people out there knew that somebody cared for what they had to say, who were interested in their opinions, and not just sitting there as a sounding board. These people should be interested in what we had to say on government, on street cleaning, on anything. They wouldn't be such an "I don't care attitude" which is extremely prevalent up there. If they feel that nobody cares about them or what they have to say, then they aren't going to care. ffi Before anything can really be accomplished they have to care, and somebody has to help them want to care. And I would like my children to grow up in a place where people do care, and where they feel responsible for their neighborhoods,, for their homes and for their children. That's about all that I have to say. a - Jj they can enjoy themselves, where they can meet with their neigh­ bors. Maybe some of this would rub off. I don't know. It would help, certainly, to promote togetherness in families. a n -33I -r—-- ��da Ly s 0 r iy cause it has ceased to be productive. It has ceased to be peaceful,. it has ceased to be harmonious. There is no place in this whole City on the Heights, and thatincludes Georgetown, EastEnd, the Heights, Miners Mills and Parsons where a human in this day and age can go and sit down in a park bench, kickoff his shoes, raise his arms up, scream if lie wants to, run if he wants to, and do anything that would make him get rid of the frustrations of the day. Now, basically you'd say we're very impractical people. We are impractical because we want something that nobody wants to give us. Everybody talks in terms of where is the money going to come from. How are we going to do it. We're people, too. We Americans spend billions of dollars sending men to the moon. We spend billions of dollars feeding the rest of the world. We spend billions of dollars on all the nonsensical things there are, on golf links and what not. But as human beings, our basic needs are for­ gotten. As people, we don't have the right, let us say, to send our children across the street because there's no policeman to guard crossing. Even though there may be a light, the traffic rules are always broken because there's nobody there to catch the offender. Our schools are wonderful. They do the best they can with what they have, and they try harder each day. Butwhena child lives in an environment that's poor, frustrating, and unhappy, how do you expect him to learn to capacity ? How do you expect him to be a pro­ ductive human being.? So we must start at the source. it shouldn't end there. Since charity begins athome, rT spirit? a ■ Q! B LU Our idea is you may be poor physically, but why be poor of To me that's the worst kind of poverty. I sometimes catorgorize people in my mind as three kinds; the kind with spunk, the kind I call jelly-fish with no backbone, and the kind who just are sick, too sick to care. Well, there are a lot of those with spunk who can help themselves. What about those who need thatpush to get the backbone? Why can't we help them? Why can't we give people an opportunity to want something so badly that they want to get out there and do it for themselves? This is what Model Cities to me embodies. This is why I'm willing to fight with life and limb to do anything I can for my com­ munity. I've said so, and I don't intend to retreat from my state­ ment. I don't care at this point whose toes I step on, if it's going to make 9, 000 people on the Heights a little happier and the place a little better place to live. Because with all our property, and with ■ -35- �our social wants and all our economical needs, you will not find any warmer hearts anywhere than on the Heights. I've known these people. I've grown up with them. At age 21, I learned to grow up in a different atmosphere, and my children have grown up with it and are proud to live on the Heights. But I'm very unhappy about the services on the Heights. I'm unhappy for a lot of reasons. I'm unhappy because the state of mind is that people think "what can we do, " because time and time again they've been told, "well, you have nothing to say. " A lot of the old­ er people, especially those who experienced hardships in their home­ land and came as unnaturalized citizens, instead of coming to a land where there was a lot of opportunity, came here where they were brow-beaten---- and they were. Twenty years ago a man couldn't decide how he wanted to vote, he was told how to vote. Twenty years ago a man couldn't decide if he wanted to give to the United Fund, he was told he had to give an amount, Twenty years ago a man couldn't say "I want to send my child here or there", he was told he had to do this or that. But, you see, we're coming of age. Those people have child­ ren and these children are now getting better educations, and they're learning to ask questions, and they're learning to fight back. And they are learning that in fighting back they are getting rid of some of their frustrations. It may not always be the right way to do it, but when you're unhappy and you feel that there is no way to turn, you try anything once. ■ I We talk very much about our youngsters being different, but they're not very different. Times have changed, things have changed. They're accustomed to a little more than we had. I remember in my youth that I wore a pair of shoes after my uncle before me had worn them. I was the first kid in school and the last one to leave, because the sole was falling off. Iwouldn't give my children shoes like that, I'd try very hard, even if I had to scrub floors to do it. But, children now are accustomed to more and so we have to make allowances for them. And one of the gripes that a little girl had the, other day was, " Why are all grown-ups so stupid? Why can't grown-ups understand that they too were children, that they too wanted to have fun? Where is there a decent place for a child to go on Saturday night to let out all of the steam they have built up all week? If they go to the centers downtown they're usu­ ally overcrowded, so the next best thing is to go to Sans Souci. The traffic on the highway is terrible. The children are apt to get into 'I �"d. rj 1 1 5 j r c ■ .1 il 7',. What provisions are we making for our youngsters? We call them the hope of the future, which they are. Our future presidents, our future leaders, our future educators all are going to come from this generation. What are we doing to mold their existence, and I'mnot talking about the ones who are privileged. I happened to be underprivileged myself at one time in my life, and I know how it feels to hit bottom. You can do one of two things: you can bounce or you can stay there. Most people bounce, but some just don't feel they need to get up, they get too tired from fighting. We have to learn to pitch in together and help each other. This mornings' session had a lot to do with statistics and dollars, but you can't measure human values or human existence like a dime and you can't cut a human being up in a lot of facets. People are people, each one has a complex, each one has an idiosyncracy that is different from the other. I have quite a few my­ self, some pleasant, some very unpleasant. One of the unpleasant things about me is that I am very stubborn and very determined. If I go after something I an usually fighting within myself to find out first - am I right in doing it? Second, is it reasonable? If I feel I'm right in both counts I keep right on plugging. I may lose the battle but I keep fighting. And I wish to make known today that I in­ tend to, with all my being, to do everything I can to the best of my ability to further any programs the Model Cities has to offer which will benefit the people living on the Heights or any place else. In this day and age we don't want to fight wars, not within ourselves or anywhere else. Right now the biggest battles that are being, raged are in the human heart and in the human mind and people who are poor have enough to contend with as it is. To be deprived of the basic things in life, is even more frustrating than ever. That little girl that Mrs. Klinges talked about, I'd like to say that every time she falls she endangers herself getting cancer in another spot. And the parents have not yet been educated to the point where the child should come first, and this again is a sad issue. We don't have enough adult education, we don't have any programs where people can talk over their problems. We don't have any programs that help to enlighten the community. When I first came to Wilkes-Barre it amazed me how many beer gardens were on Market Street. I am glad to see somebody else remembered.. In place of those we could have a community cen­ ter. We could have some nice, fine places where youngsters of dif­ ferent ages could go so that they could have good clean fun without getting into trouble. -37 ji �That's all I've got to say except that I hope that those of you who are in a little better position in life don't stay too much in your ivory tower or dig your head down in the sand like an ostrich. Look up in the world around you - there's a lot of sadness, there's a lot of poverty, and there's alot of personal misery. I for one remem­ ber one little old lady I met this summer, whose sole income was 36 dollars a month, who, out of it, payed 18 for rent and had to live on the rest. And she said to me "I pray God that I never get sick. " I went home that night and thanked God a million times over that I wasn't her, but I do feel sorry for people like that and I don't think it's absolutely necessary for us to have to live that way. We do give away an awful lot. We could give some to our own, especially to the poor slob who's paying the taxes. I - J i 0 14 ! ■ a i il 3 jT> -38- �"THE SEARCH FOR IDENTITY - A FIRST HAND EXPERIENCE" by Mrs. Geraldine Whitt, Assistant Supervisor Hazle Street Community Services Center Here comes the chicken. I'm going to look very calm, unscared and composed, right down to my rustic toes. But I will attempt to tell it like Mr. Wilson says, --tell it like it is. ) i In working in the neighborhood center, I have found out the first thing that you have to do with the people--gain their confidence. And it wasn't too hard for me because they all seemed to know me, and they discuss their problems with me because with problems, you name it, and I have it. So they don't mind telling me about their problems. The second thing that I found would help was to motivate. I won't say motivating the poor, because that's a word none of us like to hear. Even though we know we are poor, we don't like to say we are. We think of ours elves as people in "the lower income level". We have to get them to tell us their problems, and motivate them to go to see the proper peo­ ple in order to see what can be done about their problems. 1 There are people there that have mental problems. But they are afraid to discuss them because they don't like to be looked down upon. We have older citizens there. They have no place to go except the bar across the street. They go, they sit, they drink a couple of beers, they play cards with some of their friends, and that's it. They may go home but then they come right back later that afternoon. So in our center we are planning on starting a senior citizens club, and I am already beginning to get registrations. The Negro people have a problem. They've been crushed and de­ feated for so many years, they are almost afraid to hold their heads up and even ask for anything. And do we have teenage problems. I went to a teenage party and just sat in. These teenagers ranged in age from 12 to 30. They were dancing,--correction there--, they were weaving. It was a mixed group. There were white and Negro children, but they had painted them all so that everybody was a harmless shade of green and you couldn't distin­ guish who was who. They would casually, somehow, consume a couple cans of beer, come back, and weave around some more in an alcoholic ri -39- �7 f I r j. daze. I found out this was where the 30 year old teenagers came in, -they could produce the beer for the teenagers. When they would leave, they had no other place to go all weekend. There are no recreational facilities for these teenagers. They had one other alternative, and that is to get in a car and run to Scranton, and stay in a bar up there where these same 30 year old teenagers can get them in a night club with no questions asked. Again they were served because they're with this old­ er group, and there are no questions because everybody gets served. Then here are mothers that are out until 2 or 3 o'clock in the morning looking for their teenage daughters. It presents a real prob­ lem. The language they use is so unfit you wouldn't hear it anyplace. The way these teenagers drink is something to behold. It presents big problem for everybody. Something can be done about all of this in the centers. Now we do have some people who will come in and they will mention their prob­ lems. They will talk them over. A mother might call up and say her daughter has been missing for three weeks and she doesn't know what to do about it. We tell her �a G But I don't want to paint such a gloomy picture, there are bright parts of it too. We have influential people that will come in and offer their services and they want to do what they can even though they are very high up on a cloud of success. They don't mind stopping and reach­ ing down to help someone that's a few steps down lower. I think it's all very good. I don't care what color the hand, as long as it's out to help. ■ G1 ■ - zr i ! -41- ��0] , y n iii n i My firstidea, as the representative on Model Cities and the Wel­ fare Planning Council, was that this was going to be fairly simple. With all the money available, we were going to build a Community Center in the Heights; we were going to have an office for Family Service, for Catholic Charities, for the Bureau of Employment Security; we were going to have top psychiatric consultation, medical facilities, clinics, etc. We could put 20million dollars into that kind of effort, and if the people don't use it, what good is it? And they won't use it, unless we accomplish something that's a lot more difficult to accomplish and can­ not be accomplished by spending money. It can only be accomplished, really, by some attempt to under­ stand the people and what they feel are their problems. What we see as their problem is not necessarily what they see as their problem. Un­ less we can communicate effectively with them, and be willing to admit that we don't know everything, we are in trouble. I may have a Ph. D. , but they know a lot more about health problems than I'll ever know be­ cause they live with them. We may try to understand, and we may try to make the adjustments, butwe're not sensitive enough yet. As a com­ munity, as a Chamber of Commerce, as the Industrial Fund, or as any­ thing else, we're not sensitive enough yet to the people. What we have to develop is this sensitivity. You can't just present an image. 7 b b Tl’. i. We have some very interesting experiments in education that I'll tell you about, because it's relevant to this kind of thing. A school dis­ trict in San Francisco was used starting in 1964. The idea was to try to determine whether what the teachers thought a child could accomplish in school would in any way influence what they did accomplish. So they made sure they had a random selection of I. Q. s, then very subtly led the teachers to believe that four or five in these classes of about twenty had some unusual potential for growth. It had no correlation at all with I. Q. and had nothing to do with socio-economic backgrounds or anything else, and, sure enough, at the end of the year they found out that these stu­ dents had accomplished more. Because the teacher expected the child to do better, the child did. Every test showed this. In numbering the subtleties in communication, what they found was that children grow up in an environment in which they're particular­ ly sensitive to adults' behavior. When you're dealing with the disadvan­ taged or the underprivileged, this is really a very important survival element, in a sensitivity to what adults expect of you. He may not ver­ balize effectively, he may not have a large vocabulary, he may not be able to test well, but in sensitivity toward people and how they feel to­ ward him, he's an expert. He's had to be in order to survive. When -43- 1 �you're dealing with, these people they are very sensitive to what you say you mean and how you really feel. We've got to honestly convince people that we are serious in our efforts to work with them. This is what is going to build the counter­ identity on their part. With this kind of sincerity they will develop their own attitude to take advantage of these efforts because they feel they will be helped. This really is the challenge of Model Cities. n I don't think it's been demonstrated in any human society whether ornotwe can do this. It's an unique opportunity. I think our community is exceptionally fortunate. I .think we've found so many diamonds in the rough already that it gives hope as to what we may accomplish. It is going to depend on everyone in our community if these efforts are to suc­ ceed. l! r 1! I L ■ ' I try -44- �SUMMARY by Robert Wilson, Executive Director Model Cities Agency To summarize the remarks of the members of this panel is vir­ tually impossible. But let me just make a couple of quick remarks. First, I'm a little surprised at the tone of our three citizen analThey're not always this calm and collected. For those of you who would like to see them really in action, I suggest you stop in on one of our meetings on the Heights. And even though Silvia claims that she is the greatest supporter of the Model Cities Program, which she is, I've got scars on my back from Silvia. ysts. I [J u j kJ n yj D One of the aims of the Model Cities Program is attempting to raise expectations. People in the poverty category don't become militant if they feel that their problems are incurable and insoluble. We ran into that kind of an attitude on the Heights. There was a fantastic amount of apathy. Model Cities is attempting to raise expectations and as a result, the people started seeing solutions for those problems that they were ter­ ribly unconcerned about before, and they became much more interested in seeing things happening. So I predict that on the Heights and in the other towns in the other Model Cities areas, the citizens are going to become a real positive force in making their needs known to government. Don't be too disil­ lusioned by the tamenes s of the panelists. Theycanbecome quite naugh­ ty- I: r Second, I'd like to point out another factor. Many people that I've visited in many welfare agencies tend to look at the people who are on welfare or in the poverty categories as a bunch of rabble. I'm sure you were impressed, as I was with the articulateness of the panelists. Let me say that these people weren't hand picked because they spouted the "party line". Very frankly, I had no idea what they were going to say. I was a little surprised that they were so nice, not only to you, but to me. fT. The people up there are extremely articulate. They have a fantastic understanding, What they lack is formal education, they make up for it with a great deal of common sense, What I'm trying to say, in effeet, is that I believe they have the ability, a great deal of ability, to tell k CTI -45- L_________ __ I ���I I T together, or we get nothing successfully done. So I congratulate all of you in having a part in it, and I certainly hope that you continue to be as successful as you've been. Dr. Mailey asked me to talk on a subject that frightens me. It frightened me when he said it to me. It frightens me as I now consider launching on it. . . . "A Philosophy of Urban Development. " I have never really considered myself a philosopher. Certainly I'm not in any pro­ fessional sense of the word. I'm not trained along those lines. If I'm anything in a professional way, it is as a lawyer if the President of the State Bar As sociation, Attorney Andrew Hourigan, will permit me to say so. Maybe some people, Dr. Mailey, would refer to me as a political scientist. At least, that is what I was before I went to law school. My philosophy of urban development could be submitted in about three sentences: 1. The basic resource of an urban community is its people. It couldn't be any more trite, or any more logical or element­ ary. 2. The long run development in a community will depend upon how the needs of the people can best be met by a combination of governmen­ tal and non-governmental efforts. r ■ The philosophy obviously has certain positive and negative facets, which I shall explain. Negatively speaking, I am not saying that I rate the natural re­ sources of a community as unimportant, or that I rate the industrial or financial resources as unimportant. I would say that high on the list is the people who live in the community. I believe, in other words, that a community might be rich in any number of natural resources--a great water supply, rich oil deposits, a solid uranium underlay--and still would not be a good place to live if the people weren't good people to live with. n ft - !u 3 r I Also, I'm not concerned with temporary development or spurts of activity which might be followed by periods of inactivity. I am speak­ ing of long-termurban development. Sporadic or brief development may, of course, be better than none. I wouldn't downgrade the truthfulness in that. But sometimes, when there is a possibility of long-term develop­ ment, the development is undertaken only in spurts or for a temporary period. (Actually, a good urban developer's job is never done. ) Also, negatively speaking, I'm not implying in this philosophy that all of the needs of the people need to be met for urban development to be successful. Indeed, I don't believe that all of the needs of the people can be met anywhere this side of paradise. Humanneeds, evenif I don't sup­ pose we consider them in spiritual terms, are insatiable. There prob­ ably isn't one who is ever going to have enough from the standpoint of -48- �* assessment of his own needs; but the best efforts of urban development ought to be devoted, itseemstome, toward meeting as many of the needs as well as we can and as long as we can. I Q n y. I u E Ik r - Nor do I want to imply that government alone or private effort alone could not meet the needs of urban development sometimes in some places. I have seen places where it seems to have been only the local or the State or the Federal government which is responsible for what de­ velopment occurred, with the private sector dragging its feet. And I've seen other instances where it seems as if it was the private sector which led the way, and the governmental sector dragged its feet. It can happen that way. But my idea is that the best development demands the cooper­ ation of both, and also demands the active urging of each by the other to do its very best. Nowmay I speak of some of the positive aspects of this philoso­ phy I'm trying to expand on. One of them would be that good urban de­ velopment would mean that it is the congregation of people within a given area that makes it a community. It's not the buildings that are there. It1 s not the roads that go there, It's not even the other people who come and go through the place. It's those people whose needs we must meet in so far as we can, if we are to have what I would like to call a good urban development, These are the people who are capable of making the community as they want it to be. These people can insist on the best or they can tolerate the worst, or they can make do with anything in between. They, unlike the non-human resources of the community, have that God-given right to decide the environment in which they will live. They may or may not exercis e this right, but they have it. In our Amer­ ican system of government, they have a constitutional right to partici­ pate in their government and to make the policies for its conduct and for the conduct of everyone subject to it. They may or may riot exercise that right but they have it. FT [ I also believe that people want and should strive for long-term de­ velopment. I hope this is what they want, as well as what they ought to want, because more people are as much concerned about what happens to their children and even their children's children as they are about what happens to themselves. pp 11 1 I also believe that in a well-ordered urban community, the same basic materialneeds of the people canbe met most of the time, and most of the basic non-material needs of the people can be met at least most of the time, if the people who live there have a determination that such needs shall be met to the best of their ability. It well may be, as is said of the rich man in the Scriptures, that it would be easier to pull an ele­ phant or a camel through the eye of a needle than to make a modern urban -49- �community a really satisfying place for people to live. There are times when I think that the congestion in which our urban communities have de­ veloped has made them, perhaps, places that we can't make suitable for living. But thenl always get back to my basic philosophy that if the peo­ ple there want them to be good places to live, they will be. And, finally, I believe that there are certain things that govern­ ment can do well and better than the private sector, and I also believe that there are certain things that the private sector can do well and bet­ ter than the government could ever do. The only way we will ever meet the needs or come close to meeting the needs of the people in our urban community is if the government does what it can do best, and if the pri­ vate sector does what it can do best. Then, they should both work to­ gether to do what has got to be done. The most promising way to attain this is embodied in the concept of your coalition. It's one of the new words that we seem to get in our language. It's a combination of business, labor, government, and all the other little divisions into which we might divide ourselves. Now we could use this yardstick for my philosophy of urban development and di­ vide and define a little bit here today. I would like to suggest that we should spend a few minutes now considering how the urban development is getting along or is likely to get along in the years ahead. As much as I have followed what you've done, certainly with pride as a Pennsylvanian, still I certainly have to admit that as a non-resident of Northeastern Pennsylvania, it's not for me to claim expert knowledge of what you've done or what you're likely to be able to do. What I'd like to do is to ask you some questions here, and if you answer the questions, and you can, then you'll know how you've done or how you're likely to do. What about the people here, this most important resource of the region? Do they like it here or do they just tolerate being here or are they anxious to get away ? How stable has your population been? Is pop­ ulationstability, for that matter, a measure of how well your people like living here or not? Do your people see advantages in living here not available in other communities like this ? Do they consider this a super­ ior place to live or as just average, or perhaps, as an end? Regardless of how they feel, how do you think they ought to feel? What is the instance of communicable diseases in your area? If you don't know, wouldn't that be a good thing to find out, because that adds or subtracts from the communities we are building. How high is -50- �the infant mortality rate here ? Does the youngster born here have a bet­ ter chance to grow up and be healthy than in some other area or not? I heard President Johnson say just the other day in suggesting something that he calls Kiddie-care, which is the juvenile version of Medicare, that he is ashamed that the United States has one of the worst infant mortal­ ityrates of all the western countries. Many European countries have a much better rate, provide a much better chance for a child's growth, Why would that be with all our medical and health facilities? What is it like in your own area? How old are your people going to be, and is their old age going tobeatime of good health for them or quite the opposite? When illness or accident occurs, are there adequate facilities for your people--hospital, clinical, medical, nursing? Are these facilities available to all of the people or just to some of the people, and if not, why not? How about employment ? Just before I got up to speak I was read­ ing a most inter esting paper on manpower and its problems in your area. I think it's a most profitable summary and analysis. It states that man­ power isn't just one problem; it's a lot of problems, and has to be attacked from a lot of different angles. How about it, though? Do you know what ought to be known about it ? Does underemployment mean anything to you and have you ever thought about it ? Just a few months ago the Bureau of Employment Security in the city of Washington was persuaded to undertake a census of the unemployed in Washington, D. C. The Bureau said they knew how many were unem­ ployed, that their records showed howmany were unemployed. However, they were persuaded to undertake a census on a door to door basis. They found unemployed people who had given up looking for jobs, who had sud­ denly withdrawn from the working force, who weren't looking any more, who thought it was not worthwhile either because somebody said they were too old or because somebody said they didn't have any skill, and who had been turned down just too many times. In addition to them, they found thousands who were so-called un­ deremployed, working two days, three days, or thirty hours, or what­ ever they could get in a week. They weren't earning enough to keep their families. Inmany cases, these families were worse off than those who were receiving public assistance on a regular basis. And then we wonder, rather piously, why some people would rather stay on assistance than take a job. Sometimes I wonder if we had to run around from assistance office to employment office and back again, whe­ ther we would put up with it very happily. -51- �Is lack of skill a factor in the unemployment or underemployment of the people who are suffering from one condition or another? And speaking of lack of skillmakes me think of education. If there is a basic need of people it's education. Indeed, I must say that teachers I've met from this area are dedicated, wonderful people who are giving their best to educate the children here. But let me tell you that my experience deal­ ing with some children who the products of our educational system has certainly not been very gratifying to me. I can think of a case that came before me when I was here in Penn­ sylvania, whenlwas a member of the State Board of Pardons. A young man of thirty-one came to us, who had spent sixteen years of his life in the Graterford Penitentiary near Philadelphia serving a sentence for murder in the first degree because he was convicted of robbing a gaso­ line station. We found that when he was admitted to the penitentiary at the age of fifteen his records showed that he had finished the tenth grade and yet he couldn't read or write. In the fifteen years that that boy had been in jail, it turned out that he had an extremely high I. Q. He went through high school in prison with flying colors. He had taken corre­ spondence course after correspondence course with Penn State with ex­ cellent results. He was a fine artist, as well as an excellent mechanic. Inthe ten grades of school, no one had found out that he couldn't read or write. Inthe Job Corps, which the Pa. Bureau of Employment Security is sponsoring, the school drop-outs, almost all of whom have completed the eighth grade, are functionally illiterate. What kind of education are they getting? What is wrong with our educational system? Who puts them through and doesn't do anything about educating them further? How can we expect them to learn or appreciate any of the finer things in life? And how about safety? I'm not just talking about highway safety or safety from home accidents. I'm talking about crime and law and order. How safe is it in the community that you're concerned about? And if it isn't safe, will people want to stay there ? Of course not. Would people want to come there for any reason to live or do business? Of course not. And whose job is it to make it safe? It's surely not Uncle Sam's down in Washington, it's not the governor's down in Harrisburg, though they can help. But it's the community's job to make it safe. It is for you to supply the answers to these questions and to others that they may suggest to you. That is why our government, the national, state, and local, has been struggling so to try to improve urban commun­ ities. That is the whole object of the war on poverty wherever it exists. But the kind of poverty which is a great festering sore and which is before our eyes most predominantly has been the urban poverty. The -52- �c war on poverty was started to coordinate the efforts not just of the fed­ eral government, but of all government and the private sector too. That is why we are spending so much of our time on what we call jobs--JOBS. That is the why of the programs such as the one in which I am working. I would just like to tell you a little of one problem that has grown close to my heart this last year. That is the problem of the older people in the community of whom this Northeastern Pennsylvania has a proportion­ ately large share. Do you realize, for example, that five to seven mil­ lion Americans who are over 65 don't have enough income to live above the poverty line ? That number is seven million, according to the Depart­ ment of Agriculture Standards, if you think that they ought to have enough money to provide themselves with a nutritious diet. Whether it is five million or seven million, it is a disgrace in a rich country like ours, for most of these people were not poor until they got old. r t rL i I D People who had been hard-working, decent American citizens, who had even been saving, who had contributed their money into social security, and yet now comprise 30 to 40% of all the people over 65 living below the poverty line. Did you know that 65% of the couples at that age bracket are either below the poverty line or are so close to it that the firstemergency of any kind plunges them into bankruptcy. That's the one age group, in spite of the fact that seven million people have been lifted out of poverty in these last six years, that has not been changed mater­ ially in these last six years. n C 3 3. □ 3 5 Yet, as hard as old age is for so many people, it lasts longer and longer every year, thanks to our modern science and medicine, which have prolonged life for more people. Thanks to too early retirement policies onthepartof business. Old age is now lasting not the 2 or 3 or 4 or 5 or at the most 10 years it used to after a person retired, but ten, twenty, thirty years, and even forty years after retirement. Old age is coming earlier, lasting longer, and in an area such as yours, where there has been unfortunately in the past so much out-mi­ gration of younger people, you have a larger population of older people. They represent a group not just to worry about, though they ought to be for all of us who are compassionate and kind and considerate toward our elders, but a group of potential service to this community. One program we have tried with great success in the Office of Economic Opportunity is the foster grand-parents, in which older men and women are serving on a one-to-one relationship with deprived child­ ren in institutions. Operation Green Thumb has also been successful. This project employs older men in beautifying and cleaning highways. They are doing 1 -53- ���FACETS OF NORTHEASTERN PENNSYLVANIA'S MANPOWER PROBLEM THE LOCAL INDUSTRIALIST is likely to view "The Manpower Problem" as a "shortage of labor". He finds that in the past year or two, the re­ duction in area unemployment has made it more and more difficult for him to hire the "right people" at the "right price" and at the "right time". THE EMPLOYMENT AGENCY MANAGER is likely to see "The Manpower Problem" in a somewhat different light. He sees literally thousands of existing job openings for which "no qualified person can be found". His problem is to recruit and try to match those seeking employment with these openings. TOP FEDERAL OFFICIALS have another view of "Manpower Problem". They believe that a large proportion of the labor force is "underemployed" --thatis, large numbers of people are working in jobs which are far beneaththeir capabilities or potentials. As a consequence of this very widespread "underemployment", earning power in the American Economy is seen as being only a small fraction of which it might be. This vast "un­ derachievement" is viewed as a "drag" upon the Nation's progress. THE ECONOMIC DEVELOPMENT COUNCIL in its 1967 study, entitled "The Manpower Dilemma in Northeastern Pennsylvania", found that in this region, in I960, the proportion of non-institutional, non-school male population, aged 14-65, whichwas outside the labor force, was roughly double that of the rest of Pennsylvania. To this day, we don't know who these people are, we don't know why they have dropped out, and we know nothing of their present situations. LOCAL EMPLOYMENT AND WELFARE COUNCILS in the Commission on Economic Opportunity and in the Bureau of Employment Security have recently been wrestling with the Concentrated Employment Program (C.E.P. ) which is concerned with identifying and assisting those individ­ uals who might be moved into productive work or who are unable to hold jobs because of a lack of training, health problems, financial barriers, motivational problems, or other reasons. "The Manpower Problem" as they might see it, would be concerned with clearing away these "road­ blocks" to productive employment. A SOCIOLOGIST might take a still different view of "The Manpower Prob­ lem". He would observe that in Northeastern Pennsylvania, substanially more women are employed in the region's industrial work force than is normal for either the State of Pennsylvania or the Nation. This he might consider a significant datum which indicates the creation of "family strains" that may result in "deep sociological maladjustments". - 56 - i I �AN EDUCATOR might view "The Manpower Problem" as "mostly a mat­ ter of education". He will note that in Northeastern Pennsylvania, the level of educational attainment for residents aged 25 and over was, in I960, 9.7 years for women and 9- 3 years for men--whereas in the State it was 10.4 years for women and 10. 0 years for men. Nationwide, it was 10.7 years for women, and 10. 3 years for males. I m U j □ a In addition, some educators have observed that the current emphasis in District educational programs is grossly distorted--they have noted that while the present school curricula are dominated by academic subjects and orientation (as preparation for college entrants), in fact, the major­ ity of the students graduating from high school will ultimately land jobs which do not require a college degree. As a consequence, they say, a much greater emphasis is needed upon vocational/technical education (VOC-TECH). AN EMPLOYER may criticize the District's educational products (high school graduates) because he finds that they lack knowledge of the "fund­ amentals " -- ( reading , writing , spelling , arithmetic , English , etc. ). Whether these end-products of our public school system are actually de­ ficient (or are any more deficient than elsewhere) is a moot question. But the observation of a number of employers, in this respect, certain­ ly does post a "red flag". In addition, some employers have also criticized "attitudes" of new high school graduates. These employers have complained that their young employees did not grasp the fundamentals of business operation, did not understand the economics of the marketplace, and failed to understand their roles in the company's enterprise. (On the other hand, it should be noted that, recently, one plant location survey observed that one of the biggest pluses in Northeastern Pennsyl­ vania was the "work attitudes" of its residents). AN ECONOMIST may view the District's "Manpower Problem" as pri­ marily a consequence of its "Adverse Industrial Mix". He observes that there has been an over-concentration of employment in some industries. He contends that a more "balanced" work force is needed-more diver­ sified employment. In addition to the dangers of having "too many eggs in one basket", the economist notes that those District industries which are currently the largest employers, are also those which, nationally, are on the low end of the wage scale. THE INDUSTRIAL DEVELOPER sees the "Manpower Problem" as a mat­ ter of bringing in better, higher-paying jobs. He wants to attract those industries which will materially add to the social and economic environ­ ment. But, in this connection, he notes within the District a serious lack P' -57- �I . ofmanyof the governmental and institutional functions and services which would be necessary to attract the desired types of industry. This lack may, in turn, be traced to the lower levels of household income which prevail in the District--making it difficult to come up with the needed funds for improvement of the infrastructure (housing, elimination of min­ ing scars, area beautification, waste disposal facilities, recreational fa­ cilities, etc.) a' B- THE NEW COLLEGE GRADUATE, armed with his sheepskin and ready to tackle the problems of the world, is likely to find that in addition to the lower wage/salary levels prevalent in Northeastern Pennsylvania, there is also limited opportunity for managerial, technical, and profes­ sionaljob candidates. Most job openings which are readily available to him in his home region are in the operative, semi-skilled, or apprentice journeyman-craftsman categories. For him, "The Manpower Problem" is to find suitable employment where his talents can be fully utilized. L L L Ia a ■ a i n THE DEMOGRAPHER might view the region's "Manpower Problem" as the heavy "out-migration" of the District's young people. This long-run trend is likely to have a major impact on the area's future. Between 1930 and 1965, for example, in the District population aged less than 45, there was a loss of roughly 40%. In the age group 45 and older, there was a population gain of 58%. In the District, the median age of the fe­ malepopulation rose from 23.1 years, in 1930, to 36.7 years, in I960. The median age of the male population rose from 23.7 years, in 1930, to 34. 8 years, in I960. THE LABOR MARKET ANALYST may view "The Manpower Problem" as a matter of productivity. Recently, the Economic Development Council undertook a comprehensive analysis of the District's manufacturing in­ dustry at the request of the State Planning Board. The results of this study showed that, generally, productivity (value added per employee) was lower in the Northeast District ($8, 149 in 1966) than it was in either the State of Pennsylvania ($12, 363), or in the United States as a whole ($13,788). Although the "AdverseIndustrial Mix", mentioned earlier, ispartlyresponsible for this situation, an industry-by-industry analysis revealed that lower levels of productivity is a widespread District characteristic--no matter which industry is studied. Although some employer s have ascribed this situation to "poor employee attitudes", it is a fact that, in most District industries, the levels of cap­ ital investment per employee have long lagged behind those at State or National levels. This fact, alone, could be responsible for much of the existing differential in average levels of productivity. (Better tools make for improved output. ) -58- ■ I �But management competence must also be questioned. As mentioned earlier, the fact that non-production workers (managers, technicians, professionals, etc. ), were proportionately only half as numerous in Dis­ trict industry in 1966, as in Statewide industry, maybe highly significant. CONCLUSION "THE MANPOWER PROBLEM" doesn't really exist as an entity. Instead, it is many differ ent problems. For this reason, there is no one simple, easy solution. L n u n ��nu 3 THE MANPOWER PROBLEM As Seen By Li THE EMPLOYMENT AGENCY MANAGER by Hugh King The employment manager sees a host of job openings for which no qualified people can be found and, at the same time, has a substan­ tial number of job applicants for which no jobs can be found. His task is to try to match the job seekers with the job openings. u rs L i 1 : LO J n? 3 ! J The one best solution arrived at by the group--after lengthy discussion--was that a combination of counseling and guidance, coupled withtraining and retraining offered the greatest hope. In this connection, it was observed by the academic members of the group that career and occupational guidance counseling in the public schools has been negligi­ ble and that, consequently, the average student graduates with only the haziest idea as to how he might exploit his capabilities, talents, and in­ terests. In addition to the counseling/training route, the group also saw merit in a nationwide universal computerized employment service where­ in each job seeker' s interests and capabilities would be matched (via com­ puter) withall the job openings in the Nation for which he was qualified. Likewise, an employer, seeking to fill a given job slot, would be able to obtain a printout of all the job-seekers in the Nation which met his re­ quirements. A third route toward solving the "round pegs --square holes prob­ lem" was seen in the "restructuring" of job requirements by employers and the exploration by employment managers of the "families of jobs" which are closely related. (Example: Women in the needle trades have skills which are readily adaptable to assembly of electronic equipment. ) �THE MANPOWER PROBLEM As Seen By THE EMPLOYMENT AGENCY MANAGER by Gerald Baker As far as the agency manager is concerned there are two choices depending on the type of agency. A "fee" agency manager should try to influence his people-job match by making his job openings known to schools and their counselors. He should try to have schools channel people to education areas where there are people shortages. In the case of the Bureau of Employment Security the same approach can be taken in influencing schools , buttheB.E.S. also has access to money for retrain­ ing programs to fill shortages of qualified people. This is an additional solution for the B.E.S. u Apart from the employment agency other steps would contribute to qualifying more people for job openings: 1. Schools should proportion their curriculum and counseling to coincide with employment agencies. 2. Employers should change some of their "hire qualified only" attitudes developed over the years of high unemployment and: Upgrade people internally instead of looking outside. b. Hire people with less than perfect qualifications and then provide the training to upgrade the job. i �I THE MANPOWER PROBLEM As Seen By TOP FEDERAL OFFICIALS DID NOT REPORT 0 D J i ■I 1 r< n i 1 p 1 J _ I -63- �THE MANPOWER PROBLEM As Seen By THE ECONOMIC DEVELOPMENT COUNCIL by Mrs. Donald E. Bennett Until a labor shortage occured there never was a reason to want this information on the faceless number outside the labor force. It was the feeling of the group that an in-depth study be made to define the group and why they have dropped out. There are already sources in the community to whom questioners could go: 1. 2. 3. Bureau of Vocational Rehabilitation Veterans Pension rolls Relief rolls How many hidden people could be found in college or the armed services ? Howmany maintain legal residences in Wyoming Valley and work out of town? ��ernment agents, though admirable, have been too institutionalized, and have not, therefore, been able to "get through" to the "drop outs". It feels that the only effective answer is an all-out and more personally oriented approach. The "drop out", who has known nothing but the lone­ liness and hopeles snes s of poverty, cannot be reached by an "institution". The institution must continue to do the job, but it must play down its institutional character, and deal from person to person. This will impose a tremendous responsibility on the whole community, and will require immeasurably more financial support and individual involvement in the strictest personal sense. �THE MANPOWER PROBLEM As Seen By LOCAL EMPLOYMENT AND WELFARE OFFICIALS by Kenneth S. Bittenbender This man is about 50 years of age. He says he tried to get a job as a truck driver but no one wants him. When his folks expressed doubt in his ability to obtain a job, he started to complain about his "back being out of wack". However, he seems to have no trouble when driving his personal car. He has recently had a physical and was put in traction for a short time at a local hospital and has been pronounced well. Recently, it was noted that his two children-watching their father being at home nearly every day-have been saying they don't feel well and don't want to go to school. The group concluded that this man needs: job, and 2) Motivation. 1) Training for another The group decided to send him (theoretically) to the Human Re­ sources Development group who supplied him with 1) a physical, 2) he was offered a brace if he needed it and 3) he was given an aptitude test which showed that he had an aptitude for working with his hands. He also mentioned that he likes to repair appliances. He was then given "Manpower Training Act" courses in small, appliance repairing, and oil burner repairing. A job was located where it was learned the foreman always took an interest in his men. The foreman encouraged this man and showed him where he had a greater potential. Here it was noted that the man no longer complained about his back yet he was driving a small appliance repair truck. He is constantly encouraged by his foreman and commend­ ed on his work. He no longer feels let down and rejected and looks for­ ward to his long-.range training program. The conference group closed by emphasizing that 1) we must ac­ cept this man at his present level of ability, 2) convey to him our res­ pect for his human dignity, and 3) convince him that there is room for everybody in today's society. �THE MANPOWER PROBLEM As Seen By LOCAL EMPLOYMENT AND WELFARE OFFICIALS by Charles J. Reynolds, Jr. When an individual suffers from unemployment or underemploy­ ment, there ar e a variety of problems that could and do contribute to this situation. Our "Manpower Problem" is composed of many facets and the problems of limited productivity affects many aspects of our society. There is no one simple, easy solution. However, the conditions of un­ employment and underemployment can be softened by a concerted pro­ gram involving job-related manpower services and strong supportive services. It is this later aspect that can make the Concentrated Em­ ployment Program a unique tool in dealing with the complexities of the "Manpower Problem". This Concentrated Employment Program can be­ come just another attempt to provide a universal panacea unless certain preliminary steps are taken and certain basic facts are understood, anal­ yzed and evaluated. The facts which have been presented to us this morn­ ing should serve as guideposts in the development of any program or ser­ vices designed to increase the optimum productivity of the Northeastern Pennsylvania area. The Concentrated Employment Program will attempt to deal with the hard core unemployed who are draining the economy through lack of productive input into the system, but who are taking, through public sup­ port, a certain proportion of any output realized. Under employment in our ar ea is perhaps a greater problem which this program should address itself to. The earning power of the Ameri­ can economy is a small fraction of what it could be if the underemploy­ ment factor was reduced, and this applies to our area as well as the coun­ try. In order to develop an effective program to meet the problems fac­ ing us, the following facts discussed today should help formulate the framework for meaningful action: Our labor force has been dwindling persistently while the de­ mands for labor have increased. Our present pool of unem­ ployed which can be considered potential "surplus" labor has reached minimal levels holding around the national average. �An "Adverse Industrial Mix" in our area where there is an over concentration of employment in certain industries causes anunbalanced workforce and limited diversified employment. For Northeastern Pennsylvania this unbalanced work force is to the detriment of the employee in terms of earning capacity because the greater proportion of the work load is in the low paying industries. 'I The outmigration of younger people has increased the median age level of our area showing a tendency for an older, less dynamic population. This outmigration has been seen to occur in the under forty-five age group which is considered to be the future life and blood of a community. The loss of our young reduces the quality and caliber of human resources upon which a community can hope to build its future. An increase in the knowledge about the "human beings" and the human facets of our "Manpower Problem" is necessary. Iden­ tification of the problems of the specific individuals that are either unemployed or underemployed and the assessment of needs in human terms should be done along with the following considerations: Include the family in the identification of problems and assessment of needs of those that should or could be employed to achieve full productivity. Interpret "productivity" inamuch broader sense than simply pure economic terms and the system guided by supply and demand. There is no one roadblock to full employment and yet many of our previous approaches have been to isolate those not work­ ing and place them into a work setting without understanding the individual except that he is a misfit in our economically competitive society. This area does not offer adequate opportunities for college trained "middle-management" people. Career openings lo­ cally for professional and highly skilled technical personnel are limited. Educational attainment of our present population is below state and national levels. Between 1950 and 19&0 other areas of the State and nation have been increasing the educational level of its population at a much greater rate. Northeastern Pennsyl- -69- �vani^'s educational level increase for the male population ages 25 and over was less than half of that compared to the United States. The Concentrated Employment Program can be an attempt to de­ monstrate an integrated and coordinated approach to look at the prob­ lems fir st rather than just developing services not related to causes. A battery of supportive services will be needed to cope with the underlying causes and effects of those unable to realize full productivity. Social and health services of all kinds and of every description may have to be util­ ized in getting one man into the productive mainstream of our labor mar­ ket. A battery of supportive services must be made available to the whole family realizing that some of the causes of underachievements can be reduced only within the family structure itself. Out of our discussion crystalized the following approaches: 1. That the Concentrated Employment Program provide the ve­ hicle through which an urban coalition be formed including the educational institutions , private industry, government and the potential beneficiaries (those experiencing the problems for which solutions are being sought) and government. This coalition will be the major force through which the area's re­ sources including the human can become part of a strategy for joint action against the diverse "Manpower Problem" con­ fronting Northeastern Pennsylvania. It is the structure through which existing leader ship and organizations presently mount­ ing individualized attacks can work together to mobilize a multi-facet attack on the conditions of human life. 2. Develop an awareness of the multiple problems that many un­ employed and underemployed have because no matter how much they may as individuals deserve to break the chains of dependency, they need community resources behind them. It is the responsibility of the community as a force to meet the needs of its residents. With the outmigration of our youth, the community has failed to guarantee the life our future lead­ ers are seeking. If the drain of young blood continues as it has been in the past, our area could well become the commun­ ity of yesterday rather than the community of tomorrow, It is a fact that our population is older than it should be. 3. Include in the program an educational component which will not only deal with the present deficiencies that our unpro­ ductive residents have which must be eliminated to qualify for entry into present opportunities, but also develop upward I I II -70- �mobility patterns in this area through new careers. This ed­ ucational component must be linked to the private sector where jobswill be developed so that two objectives will be achieved: Train people in our schools to qualify for whatever opportunities presently exist. Encourage new industries by developing a highly skilled manpower pool that will guarantee new business the manpower skills they require. Both the needs of our people and the needs of our present and future indus­ tries should be determined. This Conference has in­ dicated theneed for abetter wage scale notnecessarilywith existing industries being forced out, but with the creation of higher paying positions demanding new skillsand technologies with our schools and universi­ ties providing the qualified manpower through voca­ tional and academic training. Develop a multi-problem program and service unit which will be able to meet the needs of any enrollee and his family. Re­ sources of those local agencies concerned about the social welfare needs of the enrollee should be funneled into the pro­ gram through adequate staffing patterns. A problem solving plan for each enrollee should be developed which will include 1) reviewing and evaluating each enrollee to determine social welfare needs to be met, 2) develop a service plan to meet the needs of the enrollee and his family, 3) assign responsibility for the enrollee to a coordinator to eliminate duplication, de­ lay, unnecessary referral and client loss. A system to mon­ itor the progress of the enrollee should be devised. Time between identification of the problem and rendering of the appropriate service should be as quick as possible. These services should be continually evaluated to determine whether they are relating to the primary objective of strengthening the enrollee's capability to acheive truly full productivity in economic and personal terms. The Concentrated Employment Program should be designed to offer the following to meet the needs of the multi-problem unemployed and underemployed individual: Marshalling of integrated social welfare and manpower ser­ vices , Concentration of required services to meet individualized needs, ����? F G ■' <7. k i ■■ The panel sensed a new problem developing in our region in con­ nection with the number of industries demanding female labor. As our economic picture changes for the better, fewer wives will be interested in these positions. The result may be a labor market that will stimulate "in-migration" of minority groups. There was a strong feeling that our Community is not oriented to acceptance of Negro or Puerto Rican mi­ nority groups if and when this situation materialized. There maybe a question as to whether the "in-migration" of mi­ nority groups will result in more working mothers, and therefore, all of the consequences that stem from this kind of family situation. It was felt by the members of the panel that the place of the work­ ing wife and mother in our culture would pose broader problems than the specific manpower problem that our panel members were asked to dis­ cuss. 1 * rI I -75- �THE MANPOWER PROBLEM As Seen By AN EDUCATOR by Everell Chadwick The group evaluated the facts given on educational attainment. It was felt that the out-migration has left us with this disadvantage, that in reality our educational level is near the state average. In spite of this we are left with the facts which say that there must be an effort to upgrade skills. One necessary emphasis must be placed on the vocational/tech­ nical school. It must be possible to graduate students from this kind of school with a skill at the apprentice level but this skill must be transfer­ able. The skill must be one which is marketable and which, hopefully, can be projected into the future needs of the community. The technical school must also gear itself to upgrading skills of present labor force. There has always been a stigma attached to those "assigned" vocational training in the school, Technical schools have begun to erase this stigma. By emphasizing the technical training, students are motivated to accept the academic courses necessary for a total education. -76- �THE MANPOWER PROBLEM As Seen By AN EDUCATOR u by g William G. Snyder q I tion. I The panel concurred in the need for vocational/technical educaThe emphasis was on the need of education, not merely training. Whileitwas objectively agreed thatpersons with vocational/tech­ nical backgrounds ar e highly marketable in today's economy, it was sub­ jectively hinted that the twenty-two youngsters related to the panel were bent toward academic life. Why? fl Appealing social stresses, as understood by the panelists , influ­ ence parents to avoid interest in VOC/TECH. At least, the academically inclined do not make good cabinet makers. Above all, there's the stigma. . (ill In consideration of the alleged stigma and the apparent need to up­ grade the status of VOC/TECH, the panel would suggest glamorizing the system and that vocational/technical education, as such, requires more than a face lifting of warmed over courses served within a limited time span. Emphasis, according to the panel, must be given to obtain the ser­ vices of teachers who inspire, teachers of proven proficiency in their various vocational and technical fields. How? I JJ. B IS rr The standard license to teach might be waived in lieu of seasoned accomplishment. Private enterprise and trade unions might augment the teacher' s college for recruiting teaching personnel in the vocational/tech­ nical school. Coordination of the best resources available in business, industry and unions by local school districts programming VOC/TECH would support the procurement of sophisticated machinery and equipment, the names of which have status. Too, it would seem reasonable for the private sector of the economy to augment salaries paid its talent hired by local school districts on a part or full time basis, since the return for such investment would be a more employable product. -77- �r THE MANPOWER PROBLEM As Seen By AN EMPLOYER by 3 0 Dorothy Cohen All members of the panel had experienced the problem, i. e. local high school graduates lacking knowledge of the "fundamentals". Wewere not certain that the products of our school system are more deficient than elsewhere but some examples were cited which did seem to indicate that this may be so. It was felt that we are still suffering from fragmented, archaic school systems with many small districts run by politically oriented school boards. Despite heartening progress toward consolidation, there is still much resistance to change. Question was raised about why publicity about local merit schol­ arship candidates showed no candidates from Wilkes-Barre. 1I s I j {3 J The following recommendations were agreed on: 1. There should be more communication between employers and the school system about needs and problems. 2. More and better guidance counseling is needed. 3. We must demand better quality education. In regard to work attitudes, we felt that some of the lacks result from our "affluent society" expectations. In other words, many of our young people, expecting more for themselves, focus on what's in it for them rather than on what responsibilities and roles they need to assume. 2 J ■} ' I |n i i'fr* d I IT 3 -78- �THE MANPOWER PROBLEM As Seen By AN ECONOMIST by Raymond Condo This group was in unanimous agreement that the adverse indus­ trial mix within the Northeast Pennsylvania economy should be changed through a concerted effort to bring it up to comparative levels of the state and national averages. Such an effort would also help to acheive the ob­ jective of gaining of higher per capita income. It was unanimously agreed that the manner in which this is to be acheived should be through the existing efforts of the local industrial de­ velopmentagencies of the Chambers of Commerce. Their continued ob­ jective should be to bring in new industry and to assist existing industry with their expansion efforts, particularly those in the higher wage paying categories. This is not only essential to achieving good industrial mix, but is necessary if this area is to maintain a competitive position with other areas of the nation to have sound and continued economic growth. It was recognized that new and better paying industries would bring about increased pressures among the lower paying industries for exist­ ing manpower. However, it was felt that this would be a natural play of forces within the local economy, and that there would be no moral obli­ gation on the part of the industrial development agencies to decrease their efforts. To remain competitive employers for existing manpower, it was felt that efforts can be made to find additional employees for the lower paying industries should they lose their existing employees. The lost "11 percent" of the people who were not in the labor force or in any other category, as mentioned in the morning sessions, could be a possible source for new employees. Also, there would be the possibility of in­ migration occurring as a result of improved economic activity. It was also noted that the lower paying manufacturers would have to develop new kinds of equipment and techniques to increase their pro­ ductivity, this being one of the primary causes for lower wages. Also, it was expressed that within many of the lower paying industries, there is a great deal of competition for manpower, and that through consolida- -79- �tionofmany small plants to larger and more efficient plants, efficiency and productivity would be improved. Itwas also noted that financial assistance to any industry should be based upon the risk and payback factors involved in each situation, rather than just trying to create jobs. -80- �THE MANPOWER PROBLEM As Seen By THE INDUSTRIAL DEVELOPER by Joseph R. Corcoran I 1 ! 0 0 Smaller towns should continue to progress toward consolidation sinceunnecessary duplication of services should be avoided. Members of the group looked forward to the day when a metropolis, known as Wilkes-Barre would encompass most of central Luzerne County. A sig­ nificant first step toward consolidation was seen in recent school district consolidations with additional economic cooperation and political unity anticipated. County Planning Commission Reports, prepared in the early 1960's should be implemented. Changes should accelerate a review of Municipal government roles, improve transportation and communications facilities, development of realistic placement of recreation areas and parks to make urban living more acceptable, and anincrease in the avail­ ability of professional medical, dental and educational services at all levels in the region. Taxfunds saved through consolidation of presently existing poli­ tical subdivisions could help to defray costs of implementing regional development plans. Northeastern Pennsylvania is blessed with several post high school educational institutions (Wilkes College, College Misericordia, Marywood College, King's College, a Community College, University of Scranton, Keystone Junior College, Bloomsburg State Teachers' College, and Penn­ sylvania State University). More regional resources must be devoted to elementary schools and high schools to improve the professional environ­ ment which is needed to upgrade the educational standards and to attract better qualified teachers, especially in townships and boroughs located outside of city areas. Current programs intended to promote Northeastern Pennsylvania outside of the region itself are considered effective. These promotion programs should continue and each statement must reflect the conditions within the region honestly. FE -81- �I LL' ( Promises made by political leaders during campaigns must be realized with a greater degree of urgency. In discussion, the group re­ commends an increased involvement of citizens in the governmental pro­ cesses and active solicitation of newcomers to participate in achieving regional goals. Is I 08 ■n j *5 J — 1; '—Ji n I □ 0 I. n J r i ■ -82- �THE MANPOWER PROBLEM As Seen By THE NEW COLLEGE GRADUATE by Richard J. Cronin For the present, the following recommendations were made: 1. A Central Registration might be set up in the community where students--intheir senior year who plan to stay in the area-could record their qualifications and indicate their field of in­ terest. This information would then be made available to pro­ spective community employers. Such registration should be made at the midway point of the senior year or immediately thereafter. 2. Area employers should be encouraged to look at home grown talent before importing other personnel. For the future, greater concern centered on the initiation of cor­ rective measures whichmight tend to better mesh education and training with job and career opportunities. These were among the recommenda­ tions: 1. Re-evaluation of our educational system which now places such emphasis on college and not enough on the growing opportun­ ities in trades and industries. 2. Improved counseling as early as junior high school in specific fields or careers would be an integral part of such guidance. 3. Encouragement given the college-bound student to gear his program of study to specific fields where a known or pro­ jected demand exists. (Planning, hospital/hotel administra­ tion, sociology, welfare agencies, etc.) 4. De-emphasis on "just going to college" in the face of the econ­ omy's great demand for skills that can be satisfied without such general college education. 5. Supplementing school counseling with the formation of a Com— -83- �fl 1: I : munity Advisory Committee, composed of knowledgeable peo­ ple from various fields who could appraise high school students or college-bound students of opportunities and rewards related to same. B I 6. A great percentage of college graduates minimize the impor­ tance of money and careers in business and industry while maximizing the importance of service to others. Their phil­ osophy would have them work for nothing, "for keep" or a minimal income. Because of this the community, agencies or organizations should find some means of summarizing their problems and objectives and invite the aid of college graduates in the solution or attainment of same--the assumption being that such young people would rise to the challenge. n , I 7. The college student is disenchanted with society as their el­ ders have made it. They want to improve it and will willing­ ly sacrifice their time and utilize their talents in that quest. They wait an opportunity to be put to work on such improve­ ment. They represent a great potential source of help in such an endeavor. 8. There must be a greater recognition of the ability and capabil­ ity of the college graduate. He must not be held off and told to get some experience set by society's standards.. American youth has demonstrated its ability not only to lead, but com­ mand in Viet Nam, while not being given the opportunity "of gaining experience. " The same qualities should not be sup­ pressed under civilian circumstances. 9. The community should recognize, encourage and support young leadership, not deny it or tell it to sit around and wait until it has experience. -1 I 1 I r T t 'r » .T i T ) -84Q if �.. r THE MANPOWER PROBLEM As Seen By ffl I THE DEMOGRAPHER DID NOT REPORT 0 I ft 1 ri n �■ THE MANPOWER PROBLEM As Seen By THE LABOR MARKET ANALYST DID NOT REPORT ~ u I • I -86- ��CLOSING REMARKS by Dr. Hugo V. Mailey, Director Institute of Regional Affairs We start to plan this conference in June with a planning commit­ tee. I want to thank the planning committee for giving thought to a good theme and a good question. I want also to thank all of those we invited from the outside, and by outside I mean outside of Wyoming Valley, who came into Luzerne County and into Wyoming Valley. Those who were on the program con­ tributed immensely, and those who participated, from what I can see of the discussions at the tables, certainly contributed to it. I certainly want to thank all of those who in any way had any share in the arrangements for the conference, all eight conferences that we have had. And certainly last but not least, I want to thank all of you for com­ ing. A conference is never successful without participants, it is never successful without the people that come. But I have a special word of thanks for you who have come. You have not gone as passive partici­ pants. We stopped that kind of format a couple of years ago. We found out it didn't work. We wanted our audience to participate and be active participants. The success of this conference will be determined by what you do with this problem, with this theme, in the next two or three years. A conference is an educational kind of thing. We ought not to expect results tomorrow or next year or perhaps two years from now, but somewhere you ought to start either as individuals or as members of organizations or as organizations to begin to tackle some of these problems that we ex­ plored with you and you explored with us. It's only in this way that we can make the area what we want it to be. It's true, your participation here and your participation after you leave here determine whether or not these conferences are successful. We don't strive for numbers. We do strive for people who ser­ iously think about the themes of these conferences. We strive for about 100 people, hoping that all of them will pass the message on, since all are opinion-makers in one way or another. -88- ��ROSTER OF ATTENDANCE Name 0 0 Affiliation Position Aikens, Harry Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania Personnel Supervisor Aita, Judith Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pennsylvania Public Information Coordinator Axford, Herbert T. Pennsylvania Department of Com­ merce Bureau of Industrial Development 320 Chamber of Commerce Bldg. Harrisburg, Pennsylvania Regional Representative Bacon, Allen Commission on Economic Oppor­ tunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Executive Director Baker, Gerald Metro Wire George & North Washington Sts. Wilkes-Barre, Pennsylvania VicePresident Balliet, Luther City Hall Wilkes-Barre, Pennsylvania Funeral Director Baran, Rosalie Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Accounts Secretary Barber, Edward Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania Personnel Director Bartley, J. Wilson State Department of Community Affairs 195 Second Street Assistant Planning Director �Beard, Shirley Commission on Economic Opportunity of Luzerne C ounty 6 South Washington Street Wilkes-Barre, Pennsylvania Bell, Mrs. George T. 243 South Franklin Street Wilkes-Barre, Pennsylvania Bennett, Mrs. Donald Junior League of Wilkes-Barre 1170 Wyoming Avenue Forty Fort, Pennsylvania President Benscoter, Ruth Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Public Health Educator Bigler, Tom WBRE-TV 62 South Franklin Street Wilkes-Barre, Pennsylvania News Director Bittenbender, Kenneth S. Pennsylvania Power & Light Company 507 Linden Street Scranton, Pennsylvania Scranton Manager Blatt, Genevieve Office of Economic Opportunity Room 600 1200 Nineteenth Street, N. W. Washington, D.C. Director Boyne, Mel Dana Perfumes Crestwood Park Mountaintop, Pennsylvania Vice-Pres. & Plant Manager Brezinski, Edward Nanticoke Chamber of Commerce 38 East Main Street Nanticoke , Pennsylvania Executive Director Bromfield, Forrest Hanover National Bank 639 South Main Street Wilkes-Barre, Pennsylvania Head Cashier Program Director �- Brotter, Marvin Associated Planning &c Development Services 7 Marion Terrace Wilkes-Barre, Pennsylvania Planning Consultant Bujnowski, Bernard Kings College 373 Main Street Wilkes-Barre, Pennsylvania Student Burke, John A. Smith, Miller &: Associates 189 Market Street Kingston, Pennsylvania Public Engineer Buzinkai, Dr. Donald Department of Government & Politics Kings College Wilkes-Barre, Pennsylvania Professor Cadden, Paul E. Pennsylvania Bureau of Employment Security 49 South Main Street Pittston, Pennsylvania Manager Caprari, Peter Planning Commission 22 Laverick Street Swoyersville, Pennsylvania Chairman Chadwick, Everell Agricultural Extension Service 124 East Center Street Shavertown, Pennsylvania C ounty Farm Agent Chaplinsky, John Pennsylvania Power & Light Company Cedar and Buttonwood Sts. Hazleton, Pennsylvania Community Service Manager Cohen, Dorothy Family Service Association 73 West Union Street Wilkes-Barre, Pennsylvania Executive Director Condo, Ray Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pennsylvania Assistant Executive Director L rj 0 r ■ .1 ■ I �Cook, George State Department of Community Affairs 19 South Second Street Harrisburg, Pennsylvania Regional Planning Supervisor Corcoran, Joseph Keystone Job Corps Center Mountaintop, Pennsylvania Director Corcoran, Richard P. Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Assistant District Manager Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive Secretary Csala, Gottfried P. Model Cities Agency 67 Public Square Wilkes-Barre, Pennsylvania VicePresident Davis, Warren C. Regional Pennsylvania Department of Representative Commerce Bureau of Industrial Development 320 Chamber of Commerce Building Harrisburg, Pennsylvania Del Gesso, William Mullin & Lonergan Associates 4620 Longshore Street Philadelphia, Pennsylvania Public Advisor Dombroski, Tom Wilkes-Barre Redevelopment Authority Wilkes-Barre, Pennsylvania Commercial Re-Location Specialist Dougherty, Anthony C. Wyoming Valley 36 Fraternal Order of Police 28 East Jackson Street Wilkes-Barre, Pennsylvania State Conductor Durkin, Eugene F. Redevelopment Authority City of Wilkes-Barre Wilkes-Barre, Pennsylvania Board Member �Dzuris, George Luzerne County Housing Authority Board Member 410 East Church Street Nanticoke, Pennsylvania Ecker, Francis G. Wilkes-Barre Fire Department 187 Blackman Street Wilkes-Barre, Pennsylvania Fire Chief Edwards, Richard M. Wilkes-Barre Branch of the Pennsylvania Association for the Blind 35 East Union Street Wilkes-Barre, Pennsylvania Executive Director Ell, Robert J. Kings College Wilkes-Barre, Pennsylvania DevelopmentDirector Farrell, James A. Housing Authority of the City of Wilkes-Barre Franklin Federal Building Wilkes-Barre, Pennsylvania Executive Director Fay, Joseph Bureau of Employment Security Harrisburg, Pennsylvania Field Supervisor Feldman, Robert WNEP-TV, Channel 16 Avoca, Pennsylvania News Director Fenstemacher, Joseph W. Catholic Charities 46 South Washington Street Wilkes-Barre, Pennsylvania Associate • Director Flanagan, Jean Lackawanna County Planning Commis sion Scranton, Pennsylvania As sistant Administrator Fleming, Loretta A. Pennsylvania Bureau of Employment Security 400 Lackawanna Avenue Scranton, Pennsylvania Scranton Manager Fox, Walter R. Northeastern National Bank 69 Public Square Wilkes-Barre, Pennsylvania Assistant VicePresident �Franceski, Benjamin A. Greater Forest City Industries, Inc. 815 Main Street Forest City, Pennsylvania President Gallagher, Tom Mullin &: Lonergan Associates 4620 Longshore Street Philadelphia, Pennsylvania Consultant Garman, Lawrence E RCA Crestwood Road Mountaintop, Pennsylvania Personnel Manager Garrity, Joseph Bureau of Employment Security 35 North Church Street Hazleton, Pennsylvania Hazleton Manager Goodman, Mrs. William Plymouth Business and Professional Women's Club R.D. #1 Plymouth, Pennsylvania Representative Grzymski, Walter Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilitation Specialist Gutman, Mrs. William 280 South Franklin Street Wilkes-Barre, Pennsylvania Hayden, Christopher Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Tuberculosis Coordinator Heiselberg, Edward Luzerne County Planning Commission Court House Wilkes-Barre, Pennsylvania Director Hepner, R. M. Humble Oil & Refining Company P. O. Box 126 Avoca, Pennsylvania Sales Representative ;|W 1 171 I ill I . ijj T' I (0 m i ’-L' ill i It I fj I �I i'. Hodgson, Ralph F. Department of Public Welfare 21 Lawrence Street Wilkes-Barre, Pennsylvania Hourigan, Andrew Jr. Pennsylvania Bar Association President 700 Miners National Bank Building Wilkes-Barre, Pennsylvania Juba, Bruce Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Special Assistant to Executive Director Karl, Fred Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Regional Solid-Waste Coor dinator Kearney, Edward F. Commission on Economic Opportunity of Luzerne County 6 South Washington Street Wilkes-Barre, Pennsylvania Program Director-Job & Manpower Devel. & Train. Kelly, James M. Housing Authority of the City of Wilkes-Barre Franklin Federal Building Wilkes-Barre, Pennsylvania Accountant Kiley, Thomas H. First National Bank of WilkesBarre 11 West Market Street Wilkes-Barre, Pennsylvania President King, Hugh Economic Development Council of Northeastern Pennsylvania First National Bank Building Wilkes-Barre, Pennsylvania Research Director Kleyps, Christina P. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Secretary to Executive Director Kleyps, Loretta P. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Real Estate Secretary I L' I T’ Community Organization Representative �Klein, Mrs. Joseph 796 Milford Drive Green Acres Kingston, Pennsylvania Klinges, Mrs. Lee Model Cities Area 25 South Grant Street Wilkes-Barre, Pennsylvania Resident Klinges, Andrew F. Model Cities Area 25 South Grant Street Wilkes-Barre, Pennsylvania Resident Kluck, C.R. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pennsylvania Sanitary Engineer Kovaleski, Gerald Pomeroy's Department Store 2 Public Square Wilkes-Barre, Pennsylvania Sales Promotion Manager Kramer, Horace E. Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Chairman of the Board Krause, Joan L. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Social Services Director Lally, Dorothy M. Bureau of Employment Security 217 Wyoming Avenue Scranton, Pennsylvania SpecialistManpower Programs Lashford, Edgar J. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Executive VicePresident Lee, James Times Leader Evening News 15 North Main Street Wilkes-Barre, Pennsylvania Assistant Managing Editor �Lewis, Mrs. Ida C. Family Service Association 73 West Union Street Wilkes-Barre, Pennsylvania Director of Case Work Lissitzyn, Susan Model Cities Agency First National Bank Building Wilkes-Barre, Pennsylvania Planning Coordinator Long, Joseph F. Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Board Member Luft, Mrs. George H. Girl Scout Council, Inc. 383 Wyoming Avenue Kingston, Pennsylvania Secretary Macialek, Jospeh Penn State University Extension Room 321 Post Office Scranton, Pennsylvania Resource Agent Macpherson, Mrs. Elizabeth YWCA 40 West Northampton Street Wilkes-Barre, Pennsylvania Executive Director Maguire, Mrs. B. Todd Junior League of Wilkes-Barre 146 Yeager Avenue Dallas, Pennsylvania Public Affairs Chairman Makarczyk, Barney Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilitation Supervisor Marcinkowski, John C. Court House Wilkes-Barre, Pennsylvania Deputy City Manager Mark, Edward F. Jackson Township Zoning Commission & Board of Adjustment Ceastown, Pennsylvania Secretary �Masoner, Robert W. Bell Telephone Company of Pennsylvania 53 Public Square Wilkes-Barre, Pennsylvania District Manager Mayberry, F.S. Pennsylvania Power & Light Cedar & Buttonwood Sts. Hazleton, Pennsylvania Assistant Community Ser. Manager McAndrews, Rev. Donald A. Catholic Charities 46 South Washington Street Wilkes-Barre, Pennsylvania Executive Director McDonald, John L.Esq. Luzerne County Planning Member Commission 1400 Miners National Bank Building Wilkes-Barre, Pennsylvania McIntyre, Bryden S. "Realtors" 326 Wyoming Avenue Kingston, Pennsylvania Real Estate Meek, Charles R. Penn State University Extension Hayfield Street Lehman, Pennsylvania Assistant Director Michelini, Dr. Francis Wilkes College Wilkes-Barre, Pennsylvania Dean cf Academic Affairs Miers, Sharon Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Specialist Miura, Howard Wilkes-Barre Department of Planning and Development 46 Mallery Place Wilkes-Barre, Pennsylvania Executive Director Mohr, Walter H.R. Wilkes College Development Office Wilkes-Barre, Pennsylvania Director �Moore, Mrs. Franklin Moyer, Don Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pennsylvania MuGee, James Lackawanna Planning Commission Director of Community Court House Annex Programs Scranton, Pennsylvania Novroski, Henry C. 32 McHale Street Swoyersville, Pennsylvania O'Donnell, Thomas Jr. Luzerne County Housing Authority Board 506 First National Bank Building Member Wilkes-Barre, Pennsylvania O'Malley, J. J. First Federal Savings & Loan Association 23 West Market Street Wilkes-Barre, Pennsylvania President Owens, Elaine C. Housing Authority of the City of Wilkes-Barre Franklin Federal Building Wilkes-Barre, Pennsylvania Administrative Assistant Parker, Robert S. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania Director of Public Relations Pawlowsky, Leonard Nanticoke State General Hospital West Washington Street Nanticoke, Pennsylvania Administrator Perkins, Clement Wilkes-Barre City Planning Commission People's National Bank Director Executive Director Mayor �Peters, Fred J. Bureau of Employment Security 132 Lathrop Street Kingston, Pennsylvania Wilkes-Barre Manager Pfeiffer, Dr. Mildred Pennsylvania Department of Health 609 Health Welfare Building Harrisburg, Pennsylvania Planning Director Poerio, Carlo Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Director Price, Donald Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilit ation Specialist Pyros, Nicholas J. Wassell & Pyros Town Hall Building Wilkes-Barre, Pennsylvania Architect Quinn, Robert Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Community Organization Supervisor Radkiewiz, John F. Lackawanna County Planning Commission Court House Annex Scranton, Pennsylvania Planning Director Reed, Roland WNEP-TV Channel 16 Avoca, Pennsylvania Program Manager Reynolds, Charles J. Welfare Planning Council IBE Building Wilkes-Barre, Pennsylvania Research & Planning Director Robinson, Carl E. Department of Public Instruction Public Service Institute Harrisburg, Pennsylvania Public Service Education Supervisor �Romiti, Anthony P. Scranton Redevelopment Authority Mears Building Scranton, Pennsylvania Relocation Supervisor Rosenn, Mrs. Harold Girl Scout Council , Inc. 383 Wyoming Avenue Kingston, Pennsylvania President Rothstein, Alvin S. Alvin S. Rothstein, Realtor & Builder 41 James Street Kingston, Pennsylvania President Rubin, Roger David M. Walker Associates Bankers Security Building Juniper & Walnut Sts. Philadelphia, Pennsylvania Associate Ruddick, John W. Wilkes-Barre Police Department City Hall Wilkes-Barre, Pennsylvania Police Chief Rynkiewicz, A. J. Department of Labor & Industry 13 East South Street Wilkes-Barre, Pennsylvania Supervisor -WIN Program Sammon, Patrick W. John P. Sammon, Real Estate 314 Linden Street West Pittston, Pennsylvania Research Assistant Saunders, R. Harold Wilkes-Barre Schools 730 South Main Street Wilkes-Barre, Pennsylvania Assistant to the Superintend­ ent Schinski, Donald P. Nanticoke Redevelopment Authority 37 North Market Street Nanticoke, Pennsylvania Assistant Director Relocation & Maintenance Schneiderhan, Robert J. Sr. Commonwealth Telephone Company Marketing 437 Warren Avenue Staff Assistant Kingston, Pennsylvania �Schooley, David N. Greater Wilkes-Barre Chamber of Commerce 92 South Franklin Street Wilkes-Barre, Pennsylvania President Schoonover, William Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Real Estate Director Schrey, Ralph Luzerne County Planning Commission North River Street Wilkes-Barre, Pennsylvania Senior Planner Scortichini, Mrs. Beverly 251 Center Street Wanamie, Pennsylvania Shane, John B. Bell Telephone Company 53 Public Square Wilkes-Barre, Pennsylvania Divisions Operations Manager Shedlarski, John G. 61 Durkee Street Forty Fort, Pennsylvania Contractor Shipkoski, John P. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Community Relations Director Shorts, Wilbur L. Wilke s - B ar r e. Re de velopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Rehabilitation Director Shuptar, Thomas Northeastern Engineering Co. , Inc. Vice-Pres. 1212 South Abington Road of Clarks Summit, Pennsylvania Engineering Shust, John Mayfield Borough 519 Delaware Avenue Mayfield, Pennsylvania Secretary �Sites, Edwin A. Department of Community Affairs 320 Chamber of Commerce Building Scranton, Pennsylvania Regional Coordinator Slater, Robert S. Metro Wire George Ave. & N. Washington St. Wilkes-Barre, Pennsylvania VicePresident Slesinski, Mary Laflin Borough 56 Market St. Laflin, Pennsylvania Councilman Smith, Donald Smith, Miller & Associates 189 Market Street Kingston, Pennsylvania Profes sional Engineer Smith, Mrs. Gordon 142 South Franklin Street Wilkes-Barre, Pennsylvania Smith, Robert Lackawanna Planning Commission Senior Planner Court House Annex Scranton, Pennsylvania Snyder, William G. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Executive Director Solfanelli, Guy A. Bureau of Employment Security 217 Wyoming Avenue Scranton, Pennsylvania District Manager Sondhiem, Mrs. Norman 544 Ford Avenue Kingston, Pennsylvania Splinter, Mrs. A. M. League of Women Voters 45 Spruce Street Mountaintop, Pennsylvania Member Stusnick, Peter 85 Church Street Edwardsville, Pennsylvania Council Member �Szot, Bernard W. Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Financial Analyst Tamalis, Elizabeth Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Community Relations Specialist Trethaway, Majorie First Federal Savings & Loan Association 23 West Market Street Wilkes-Barre, Pennsylvania Secretary Turbidy, Raymond W. Wilkes-Barre Housing Authority Franklin Federal Building Wilkes-Barre, Pennsylvania Board Member Unguarsky, Carl Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Planning & Engineering Director Wall, Dr. Patrick J. Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Treasurer Waselus, Mariann Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Rehabilitation Secretary Wassell, Edward T. Wassell & Pyros Town Hall Building Wilkes-Barre, Pennsylvania Architect Wegner, Frederick E. 69 Old River Road Wilkes-Barre, Pennsylvania City Manager Wenner, Dr. Richard National Association for Community Development Washington, D. C. Executive Director �lilllll 1DDoiLoaQe h,LKES COLLEGE LIBRARY Whitt, Geraldine Community Center Wilkes-Barre, Pennsylvania Assistant Supervisor Williams, Joseph A. Joseph A. Williams Agency 39 North Franklin Street Wilkes-Barre, Pennsylvania Insurance Williams, Thomas Wilkes-Barre Redevelopment Authority First National Bank Building Wilkes-Barre, Pennsylvania Relocation Director Wilson, Robert C. Model Cities Agency First National Bank Building Wilkes-Barre, Pennsylvania Executive Director Yencha, Myron Northeastern National Bank 69 Public Square Wilkes-Barre, Pennsylvania Trust Officer Zalesky, Edward Girl Scout Council , Inc. 383 Wyoming Avenue Kingston, Pennsylvania Executive Zdziarski, Judith Redevelopment Authority of Nanticoke 37 North Market Street Nanticoke, Pennsylvania Financial Secretary Economic Development Council of Northeastern Pennsylvania 704 First National Bank Building Wilkes-Barre, Pennsylvania Planning & Development Coordinator Redevelopment Authority of Nanticoke Rehabilitation Specialist R 1J c c �vI T I p I X 1 7 \ ! ( ) I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Eighth Annual Community Growth Conference, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 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/f726845f8527b0600ca3cc9220c722a2.pdf 89d496942b27c97c621d2354bc754920 PDF Text Text 1 I fl THE CONTEMPORARY COLLEGE MISSION ■: 1 ■ i i i B i 11 r ■■ ■ I /IC2371 [M3 J INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �THE CONTEMPORARY COLLEGE MISSION: COMMUNITY SERVICE by Hugo V. Mailey Director Institute of Regional Affairs Q 3 1933 I VILKES COLL 1968 fl Wilkes College Wilkes-Barre, Pennsylvania �CP ?VE S I I LC217 I I J t I I I n I �li I I THE CONTEMPORARY COLLEGE MISSION: COMMUNITY SERVICE Si This three-part article appeared in the Pennsylvanian, The Magazine of Local Governments, in December 1967 and January and February 1968. Early History What is the role of an institution of higher learning in today's world? a 1.8 It would seem that all aspects of knowledge have their institutional reflections in three missions for a college or university: to acquire knowledge through research; to transmit knowledge through teaching; and to apply knowledge through public service. There is neither the need or the space to trace the emergence and development of these three missions over the past five hundred r years. II c HI II Hi 11 M r Suffice to say, we are today at the third mission. did we get here,, and what does this third role for the institution of higher learning involve.? It seems to me that the earliest beginnings of this mission go back to World War II and the period immediately following. i1 There were connections between strong schools of science and engineering on the one hand and vigorous regional development on the other. And though nobody has yet defined just what Bi: those connections are, or measured their economic significance, the circum- . .. I -o, stantial evidence is sufficient enough to cause many regions to strive for the r same kind of excellence that seems to be causing the prosperity around those strong schools. i The question is why Other communities, recognizing that a gap existed between -i- 12969b �their technical schools and private industry, encouraged the development of insti­ tutes of applied research. It was felt that new industry would be attracted to a community where existed a bridge between the technical university's reservoir of knowledge and the industrial community. Such was the conclusion in the "hard sciences. But few of the new institutes were very successful. Industrial or govern­ mental organizations which need the kind of aid provided by an established insti­ tute will go to that institute to get it, though the institute may be a thousand I I miles away. It was also found that today most research-oriented industrial organizations have research and developmental capabilities of their own, hin­ dering the growth of the applied-research institute as well as the regional eco­ nomic growth that such an institute might simulate. It was during the period following the unsuccessful experience with re­ search parks and research institutes, that there began to appear a new answer: the Ph. D. The reasoning behind the answer was that certain regions - great L'producers" of the Ph. D. - were growing faster than other regions. As was found with the I !! research park" and "research institute", the Ph. D. did not do justice to the problem. One cannot explain the growth of the Boston region simply by saying "Ph. D. Nor can one explain the growth of Florida, which is a poor Ph. D. producer. And so it was found that there is more to the answer than simply: 11 Produce Ph. D. 1 s" Resolute metropolitan leaders began to scale downward their goals: com- prehensive program of graduate and small schools of undergraduate engineering 0! �* fl and science. Given ten years in which to develop these new capabilities, and given other necessities, such as venturesome financial communities and that nebulous quality called " cultural environment", an ambiguous community's E chances of success would be quite good. As with the earlier mistakes in follow- mg too closely in the footsteps of the " brain centers" of the nation, the leaders I. soon were faced with an escalation of requirements. i li E What is that "cultural environment" ? Recruiters for communities were told the new technical people wanted galleries, opera, theater, museums, libraries, nice places to live, good schools 0 for their children, good facilities for themselves, a symphony orchestra, a 1] couple of good chamber music groups, a good French Restaurant, opportunity c to associate with first-rate scientists and engineers, ready access to beaches in summer and ski slopes in winter, and a work environment that would enable the fullest development of their intellectual resources. What could the institu- tions of higher education do by way of fullfilling these demands? ! 1I At the Same time the knowledgeable leaders turned to the "hard sciences" and made appeals for more "art". D£r The institutions in the big technological com- plexes such as MIT, Stanford, and Harvard began to reach out for new problems-- not military problems, but problems of a changing society. There was a con- viction among the professoriat that in these institutions they should contribute I to the rebuilding of our great cities, to the proper use and development of our I T water resources, to the solution of our transportation crisis, and so on. And whether one accepts or not that these are problems that lend themselves to I I -3- �academic scrutiny, the point is that many institutions began to step forward, eager for involvement, ready to accept the challenge. And so the "soft sciences" (social sciences) of a college or university became involved following the footsteps of the "hard sciences" -- community involvement. To recast the function of a college or university is to apply the knowledge within its halls through public service. New 0 1 h | Role of Public Service Assuming then, that public service is a modern mission of institutions of higher learning, can the research and teaching resources of a college or university be tapped to better understand and control our urban environment"? Can any small college provide "urban agents" to deal with the complex problems of a whole region? How can the small college or large university extend itself out into the community? Specifically, what are the roles that an institution of higher learning can assign to itself, or have assigned to it? structured to assume urban commitments? n in community conflict? Is it presently Are there limits to engagement Can the universities and colleges that undertake these extension operations use the same system of academic rewards for staff as they (1 I h > 11 / r fl 1 I I ■ ■- - use in so-called line departments? It should be stated at the outset that an institution's new function or responsibility in the community must be so adapted to its traditional functions of teaching and research that those same functions will be strengthened. It seems to me that one of the great contributions of the urban studies center movement is the benefit which will accrue to the university itself from �bringing together research, education, and extension. There may be a tendency on the part of traditionalists in universities to look down their noses at extension as the " vulgarizing" of knowledge by taking it out to people who are not matric­ ulated for degrees. for scholarship. the college halls. But getting out into the community can be very invigorating It might even change the research agenda, to some extent, in It may have an influence on what people feel is worthwhile to teach to undergraduates or graduate students in the classroon. ti Mickey Mouse" research formerly conducted in academic halls needs some up­ dating. Certainly the academician ought to do more than pontificate to his stu­ dents about life, death, and immortality. There is a great deal to be learned from testing theories and tools in the world of action. puts blinders on those who dwell in the academic halls. Resistance to action only Education in a dynamic society must keep pace with social changes and new obligations. S' Perhaps the stances, the intellectual structure has grown obsolete. In many in­ College professors must recognize the simple fact that their undergraduates must receive an intensified and broadened learning which will accurately reflect the realities of their genera­ 8. tion. Millard E. Gladfelter, Temple University's former President, recently stated that the urban university will be this half-century's distinctive creature I n U r of American higher education. He added that it will be so because this is the half-century during which our major attention is directed to the information, organization, and reconstruction of cities. -5- The liberal education of today cannot ��has changed in location, ethnic composition, economic activity, and needs for services, a college must accommodate accordingly if it wishes to remain a rel.evant and progressive force in that community. Although every college exists primarily to provide education and to sponsor research, it is also a community institution bearing all the responsibilities this fact implies. Com­ munity affairs have an impact on any college even as the development of a college affects the community. What's more, the 20th century university or college in a metropolitan area cannot perform its contemporary function in the old-fashioned or tradi- tional sense of sitting and waiting for the community to come to it for instruc­ tion or for light. It must, to use the common expression, "extend" itself and its capacities out into the community. It must find ways of sending cut the spe- cial knowledge, information, capacities, and expertise that are assembled at the university into the marketplaces within the community in which they can be used and transformed into action and policy by the agents who are really in the community itself. In reply to a question on the role the university should play in the develop- ment of urban areas put by Senator Robert Kennedy before a United States sub- ?A 4 * n d committee in Apgust, 1966, Daniel P. Moynihan, Director, joint Center fcr B Urban Studies, Harvard and MIT, gave the following reply: "The land-grant universities in this country have made a big difference and a very clear marked and measurable difference in the productivity of Ameri- T? can agriculture, in the farm arrangements generally in the country, and in the social arrangements of the American countryside. -7- �"Now it is certainly possible that universities can concern and associate themselves with the same kind of problems in the urban areas where increasingly universities are located. I think while this service function is important, really the main thing that universities should do in this country is to call things as they see them. I think the function of universities is to seek knowledge, to identify failures -- to solve them whereever they are encountered, and however it may offend the per sons involved. But the main point about universities is that they make independent judgments on the effects and the efficacies of public policies , and they ought to remain independent, even at the cost - if it comes to that - of not involving themselvse in the formation of public policies as much as some of us may like to think they ought to. " The pace of social change is forcing a reexamination cf the definition □ □ of a university. A university must be functional to its society and an activist institution in today's world. If there is conflict and tension within the society as certain near-term and long-range objectives collide, then such conflict and 0 tension also belong in the university halls. n as a defense against change. Academic tradition cannot be utilized The modern university or college is in serious trouble if it thinks that it can survive an isolated life as an island of excellence. Uncommitted to public service it is bound to generative destructive tensions H ' n fT throughout our society. Because the university is a pivotal social institution, the b need to engage in problem solving activities is now. I The ultimate purpose of the Institute of Regional Affairs in what was once a depressed area is to contribute tc improving the quality of regional life. -8- It �can be said the Institute has effectively established and maintained communica- tions and working relationships between Wilkes College and organizations and individuals serving the immediate community and the region. In the last thirty years, Northeastern Pennsylvania communities experienced a state of economic decline with corresponding high unemployment. Only in very recent years has this region made any progress in economic development. These same commu­ nities which have gone through an economic transformation face drastic read­ justment to the stern realities and the demands of an urbanizing society, not as acute as in larger metropolitan centers, but nevertheless, just as nainful. The on-rushing transition from a relatively simple agrarian set of conditions to the highly technical and bafflingly complex conditions of urban life call for vigorous and alert response from local institutions, be they governmental, educational, economic, or social. Since its establishment in 1947, Wilkes College has parti­ cipated in every community effort towards economic and social development because its faculty leaders believed that the College's expansion and development are inextricably linked to the fortunes of the community and the region. Although the College does have immediate financial responsibilities and long-range educational commitments to its academic programs, it has become increasingly aware of the fact that community affairs have an impact on the College as the development of the College affects the community. n The mutual desire of town and gown to work with one another for the advantage of both is not only a demonstration of teamwork between higher educa­ tion and the region, it is an educational venture into the field of adult extension -9- i I �education, wherein the College is acting in the role of "urban agent. stitute of Regional Affairs in attempting to create the The In­ tomorrows" from the "todays," for the region acts as an umbrella for the social sciences and repre- sents the College as "urban agent. " Commitment There appears to be a growing realization that responsiveness to the urban environment calls for total across-the-board commitment. An isolated college department devoted to urban affairs appears to have limited impact upon the college as a whole. A multi-purpose college organization which views regional and urban problems as belonging to no simple academic disciplines, but rather as a contemporary phenomenon spilling into many disciplines soon becomes a necessity. Its resources must include not only the College faculty in the social sciences -- economics, education, psychology, government, sociology -- but also those experts in the region who can lend their talents to teaching, information, re- search, and consultation. Such an organization must be a cross section of the social sciences and College administrative officials. I Its creation must be the natural integration of all the activities in the social sciences. Steps must be taken to bring an increasing number of the faculty in the social sciences into J 7 < tB 1 ,3 1 the ever-increasing activities of such an integrated organization. There is a possibility that many community organizations will want all types of action and research projects undertaken. It must be the aim ‘I of an "urban studies" center to serve as a vehicle to help make research I -10- ��mony m Greater Wilkes-Barre includes a Labor-Management-Citizen's Committee initiated through the Economics Department of Wilkes College. To establish a climate for industrial progress, and recognizing a special need of the industrial community, the College has pioneered a management training program under which special classes were organized for personnel in industry, commerce, and banking. In I960, an Area Research Center was established on the campus g to coordinate the many economic studies that had been done prior to its establishment. In 1965, the Area Research Center was phased out and replaced by the Economic Development Council of Northeastern Pennsylvania, Hl / 1 a broad-based citizen organization for all of Northeast Pennsylvania. Quite a number of Wilkes College faculty and administration members are active iM 1 3 li officials of many social welfare organizations--too numerous to mention. The commitment by the College in community affairs was duly recognized in I960 when the Ford Foundation funded several of these College activities. This financial support generated even more interest on the part of the Wilkes r College faculty members to seek community involvement. The formation of the IRA in 1966 is intended as that multipurpose college organization that can act as an "urban" umbrella over the social ' fTi sciences. It is proof positive of the full across-the-board commitment on the part of the College. Its creation was nothing more than the natural integration of prior activities in which members of the College staff and administration have engaged for over 20 years. -12- ��S ECOND. The college can act as a clearing house. This means bring­ ing university and academic resources to the community through newsletters, pamphlets, or bulletins on a regular periodic basis. Library materials on ur­ ban research must not only be made available but must be brought to community leaders. THIRD. The attention of the function of consultant on specific problems will become important if related to the first and second roles discussed above. FOURTH. There may be demonstration experimental projects cr re- search projects on a small or very large dimension that university people can perform. Obviously, the research must be of an applied nature and tied to the need of finding a specific solution to a specific problem. In all of the activity that has been summarized, an overriding consideration is the fact that any college or university must be first and foremost a service organization providing a program of training, consulting services, information, and research all intertwined and prompting specifically intelligent and capable public spirited leaders in facing the changing needs of today's complex society. Inv olvement In the"soft" social sciences, to what degree are there serious hazards in getting involved when political figures, elected representatives, or profes- sionals in public or quasi-public agencies asked faculty members to take responsibility by the process of their getting involved? How deeply can the urban uni- versify or metropolitan college get involved in the decision-making process in -14- ��! It seems to me that an urban university can meet several distinguishable situations easily and without too much difficulty. The first is when people are genuinely fundamentally in disagreement over goals. tical arena. get into it. Unless the faculty member can stand the "hear," he had better not The second is when people agree on goals but disagree on instruments or methods to attain the goals. is beware. This is definitely the poli­ This area is also a political thicket. The word The third situation is when community groups are in agreement on goals and methods, but they simply do not have all the desired information for decision making. The operations of an urban center can safely be predicated on the third situation wherein the task is the simple one of providing information. The difficulty arises because college people do not have a crystal ball and there­ fore cannot anticipate which of the three situations will predominate until com- 3 n mitment to action has already been made. The most creative function of a university is to nurture the environ- ment out of or in which solutions to problems can develop. E n in our urban society who are in the policy making arena.. college is to find them and relate to them. There are agents The task of the urban The risk taking will be minimal if the environment is properly nurtured and if identification with existing agents r D c is made. If, on the other hand, risk taking professionals must continually op- erate at the intersection of public and private actions to vacilitate the nurturing process, then a re-evaluation of the college's educational role becomes critir cally important. 1 I -16- ��I Institute of Regional Affairs has in an area is difficult because workable criteria �evaluate the results. Policies adopted, attitudes changed, educational meetings attended, or number of activities completed may be inadequate measurements. Projects have influenced action; but ultimate achievement depends upon the ex­ tent to which social scientists and educators possess the knowledge and means of communication which is appropriate to improve the quality of life. Changing needs in today's complex society pose special problems for community leaders at all levels. Civic officials are faced with knotty problems of planning, community renewal, health, welfare, education, organization and management, and a host of other challenging areas. These often require spe- cial skill, research, and broad knowledge of best practice. All too frequently they demand more time than can be spared from regular duties. In addition, governmental and non-governmental agencies are becoming increasingly aware of the wisdom of long-range planning and program studies, as well as the need for efficient administrative structure and procedure. In the past thirty years, Northeastern Pennsylvania communities experienced a state of economic decline with corresponding high unemployment. Only in recent years has this region made any progress in economic develop­ ment. Having met this challenge successfully by building a stable and progres­ Q sive economic foundation, it is essential that the region turn its attention to a broader, more comprehensive, and more balanced approach to development J which will tap a wide range of resources in such a way as to provide the essen­ □ tial amenities of community life for people of the region. -19- In making the sophis- ��IIIBIil 10001b0232 WILKES COLLEGE LIBRARY �n 1 J ■J 3 i ] .'■=1 i 'J !■ ) M ] n I 01 � 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 The Contemporary College Mission, 1968 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1968 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.