38 15 4132 https://omeka.wilkes.edu/omeka/files/original/b03198242a361e1bbcad8d832dae5ca9.pdf 77cdebeb177e2ff11d278db55ec616df PDF Text Text I 1 IBB J 1 / a BN COOPERATION WITH THE 3 PE SYIVANIA TECfflOl MWfflO FEfflSIila 3 I 3 INSTITUTE OF REGIONAL AFFAIRS \ \ j I I ■1 A :: WILKES COLLEGE - WILKES-BARRE, PENNSYLVANIA £ ��ARCHIVES 'I I - I I I I I I I I TA 3^ ^>5 I �I FOREWORD Management today is purported to be an elusive alchemy of art and science. Concepts like management science and professionalism, and techniques like operations research and industrial psychology are taking outer stages. More traditional areas of study like finance and marketing seem to be moving grudgingly toward the wings. Today's managers must deal with more and more information. They must learn to handle relationships with warry facts. Information is multi-dimensiona], not just a conglomeration of individual facts in splendid isolation. These facts relate and merge. Therefore, information management systems must be designed to allow management to take full advantage and cognizance of this multi-dimensional aspect. Any effectible system must be capable of correlating, synthesizing, and merging data at various stages of the management decision-working process. The system must be general purpose as well ~ that is, capable of handling any kind of data that management works with. The system must allow management to use its imaginative and authoritive talents, There is truth in the beginning statement, of the FORWARD, in that although managerial decision working is becomming more scientific, it is also akin to artistic inspiration. One o.f the recent deviards in the business world has been for computer-based systems tailored to the needs of the generalist in management - that person without a formal background in system analysis programming. Such systems must provide this kind of general person both the opportunity and ability to structure his own data in his own way, using a language that is comfortable and easy to master. It was with this general objective that a seminar of six sessions on the use of computers was offered to the business community in Northeastern Pennsylvania. The specific objectives of the series of sessions on the solution of management problems by the use of computers coincides with the recommendations of the Economic Development Council of Northeastern Pennsylvania, which gave whole-hearted support and encouragement to the program. This educational program of technical assistance on the use of ^2-161^2 ii �B 1 I R 11 H I l» I, ! I g computers was not economically and readily available to industry in the region. The computer seminar was financed and made available through Wilkes College and was well equiped to undertake the proposed program of computer seminars for business, commerce, and industry. The atmosphere which pervades the faculty and administration of Wilkes College has been and presently is one of maximum cooperation with the community for their mutual benefit. The modern science structure houses a Graduate and Research Center which, in addition to the usual major scientific equipment, includes a computer facility. The science departments at the College have participated in supplying local industry with services which have helped to upgrade the. training of its employees. These departments have also acted as consultants to local industry in areas where technical know-how was necessary. The College has provided the community with services through The Institute of Regional Affairs since 1951. Because regional problems are a phenomenon spilling into many disciplines, the Institute has utilized resources including not only the College faculty in economics, psychology, government, and sociology, but also those expert in the region who could Lend their talents to teaching, research and consultation. The project supervisor for the Computer Seminar was Cromwell E. Thomas, a member of the Wilkes College Engineering Department for over twenty years, and is responsible for the operation of the Wilkes College Computer Center. He was ably assisted by Donald Chick, chemical engineering student, demonstrated remote terminal applications during the seminars. The seminar sessions were conducted by Mr. Howard Fergueson, Vice President, Education Division, Management and Computer Services Corporation and Mr. Francis A. Schlegal, Jr. , Management and Computer Services Corporation. Appropriate consultants, who stressed the cost efficiencies inherent in introducing modern computing techniques into local operations, were engaged to conduct the seminar. Frank Mutalo, sales representative of Computer Services assisted in the afternoon demonstrations. George L. Johnson, Customer Applications Representative, and David J. Wells, Sales Respresen.tative, both of Computer Sharing, Inc. , were available iii �L- fl to discuss the application of the computer to participants whose work involved an unusual operation. 1 1 Both Mr. Thomas and Mr. Fergueson have undertaken to evaluate the effectiveness of the program by discussing with employers of the region the introduction of modern computing methods. Questionnaires were utilized to determine whether the employers had taken any action on installing computers as a result of the seminar. Mr. Thomas has continued to act as a laison between the employers and the management consultants who gave the seminar. Both men feel that the follow-up phase of this seminar program has been of immeasurable value to local employers. 8 1 i Hugo V. Mailey, Director Institute of Regional Affairs 18 :0 1 1 1 iv f" �I TABLE OF CONTENTS 3 1 a :Ii F orward ii Program vi Introduction by Cromwell E. Thomas GENERAL BUSINESS APPLICATIONS Introduction by Francis A. Schlegel, Jr Computer Applications to Business Practices by Howard Fergueson 3 8 TRANSPORTATION Introduction by Cromwell E. Thomas Options in a Computer Program by Francis A. Schlegel, Jr. School Bus Scheduling by Howard Fergueson 33 34 37 RETAILING Introduction by Betty L. Jahr . , Retailing by Howard Fergueson 50 52 ENGINEERING Introduction by Cromwell E. Thomas Engineering by Howard Fergueson . . 70 72 MANUF AC T URING Introduction by Cromwell E. Thomas Manufacturing by Howard Fergueson 89 91 Participants Glossary P 1 �SEMINAR ON DATA PROCESSING WILKES COLLEGE § PENNSYLVANIA TECHNICAL ASSISTANCE PROGRAM S PROGRAM - 3 IS l« 1 fl General Business Applications April 22, 1969 May 6, 19&9 Transportation May 20, 19-9 Retailing June 3, 1969 Engineering June 17 s 1969 Manufacturing June 18, 1969 Manufacturing fl - fl ID i 10 in vi �INTRODUCTION by Cromwell E. Thomas Assistant Professer in Engineering Wilkes College g Our interest in instituting a computer seminar for business, commerce and industry in Northeastern Pennsylvania really began with the publication of an analysis of the manpower problem by The Economic Development Council of Northeastern Pennsylvania. This Study, entitled "Manpower Dilemma in Northeastern Pennsylvania" and published in April, 196'7, pointed up some of the complex employment problems that beset the region. A few excerpts from the report will serve to illustrate the seriousness of a new problem for the area-A MANPOWER SHORTAGE. 3 "The present manpower shortage will become more acute, and consequently the competition among employees for scarce labor will greatly intensify. Partly as a result of competition and partly as a result of pressures by organized labor, wage rates are likely to rise very sharply. 3 "Most managers are aware that capital may be substituted for man­ power and vice-versa. When the cost of manpower moves upward, there is a strong tendency toward mechanization. XU 1 III u JI IB IP p "In Northeastern Pennsylvania, until quite recently, the pressure upon managers to mechanize was below normal. Wage rates in the district were generally lower and plants using less modern equipment and turning out less on a per employee basis could compete in national markets because the price paid for labor was lower. With unemployment dwindling rapidly, upward pressures on wage rates are likely to create a situation where very large amounts of capital investment will be called for if the district's industry is to remain competitive. "The lack of capital investment has caused the district to suffer greatly from outmigration of its young, best-educated talent. This phenomenon is related to the limited opportunities for college-trained "Middle Management" people." The Council went on to state in the report that there was need for an action program, if Northeastern Pennsylvania is going to continue to compete successfully in national markets. The Economic Development Council, therefore, proposed a three-fold action program, one of which was management consulting assistance. A pilot program conducted by the Council and designed to provide modern analytic tools to manufacturers with problems in financing, marketing, production control, and cost controls, -1- �■I I demonstrated that this type of management service effort can achieve marked improvements with a small outlay of resources. Such consulting service should include: ■ a. b. c. 3 >1 g ■1 II d. professional consulting services cn specific plant problems; seminars on management problems and effective solutions; educational television, either district-wide or closedcircuit for industrial groups, and expanded in-plant training for existing personnel. The objective of these seminars conincides with the recommendations of the Economic Development Council of Northeastern Pennsylvania. Con­ sultants participated in all seminar sessions. The program included sessions from Management and Computer Services, Inc. of Philadelphia. Computer Sharing, Inc. demonstrated the use of remote terminals for those participants interested in this type of system. It is the hope of those who arranged the seminar as well as those who were invited as consultants that the sessions provided a needed impetus to explore the advantages of modern techniques. It is further hoped that management costs may be reduced for many employers of the region, thus improving their competitive posture on the state and national business scene. 15 4 a 3 1 III ■II fl - IB IB 15 -2- 111 �i GENERAL BUSINESS APPLICATIONS a. Introduction by Francis A. Schlegel, Jr. Management and Computer Services Corporation Philadelphia, Pennsylvania fl 3 0 ’1 '!i I ’ll jD - 1“ I? Our company is designed into four areas, one of which is education. We've contracted to conduct a series of seminars in the area of education for businessmen, engineers, and others who may have an interest in data processing. We will explain to you in terminology familiar to you what a computer is, and what it can do for you. Part of the Penntap program, in addition to this seminar, is to provide a consulting service to you. Members of our firm and those on the college staff will visit each of your organizations to discuss with you your problems and possibly suggest how they might be solved through the use of data processing equipment. Data precessing is nothing new. It is merely a systematic processing of data as it is entered into a system. The system does not necessarily mean that it must be an electronic data processing system, however, electronic equipment and hardware has been used to process data faster than we are able to process it manually. The three primary elements of the data processing system are: the ability to read data, to process the data, and. to prepare the data in some output format. What can computers do? I think that all of us are just waiting for sometime in July when two of the three astronauts place their feet on the surface of the moon. It is a fantastic feat and I am sure that we could not put those men there without the aid of computers. Computers are also being used in business, today, in the processing of telephone bills, in the controlling of inventories, in accounts receivable, in revolving charge plans, and in other ways. Nearly every one of your banks has data processing equipment which is used for the processing of checks and the maintenance of bank balances. What we want to talk about today is how the computer, which has three basic elements: input, processing, and output, allows you, to use this computer as an extension of your mind. p 1 -3- �'I I s The earliest form of data processing was really on the fingers, I am sure you have seen a picture of the abacus. It is just another tool that was used in counting. In the early 1800's, a person named Babbage attempted to develop what he callen the "analytic engine". Had it not been for his grandiose ideas and the lack of money, he might have been able to complete his engine. Computers can be divided into three generations. The first generation used vacuum tubes primarily in the hardware. This was the type of system that was used in the development of the ENIAC at the University of Pennsylvania by Eckert and Mauckley in the early 195 0's. The problem with the first generation equipment was heat generation and the large amount of space that was taken up by the equipment. The second generation equipment came about through the advent of the transistor. A Module was used in this type of equipment between 1956 and 1962. re 0 II ’ll III IB We are now at what is called the third generation of data processing equipment, or those computers that use solid state technology, or integrated circuits. It is claimed that in the type of circuitry used today, about 50 million diodes are contained in one thimble, whereas, heretofore systems of wires and transistors were needed to perform the same function. RCA calls its model "the Chiclet" because it is just about the size of a Chiclet. People have been talking about the speed of computers and the number of operations that can be performed in one second. The claim is made that they range from 100 calculations or 100 additions a second to a high of perhaps six million calculations a second. In 1954 the number of computers that had been installed was 54. In 1955, there were 263. In 1966, there were 25, 000 computers installed in the United States alone. The forecasts have been that by 1970 there will be 50, 000 computers installed. We estimate that it will be closer to 70, 000 computers by 1970. It was feared at first that computers would replace people and that people would be put out of jobs. That is not true, because 19 years after automation there is a people shortage. There is a crying need for more and better-qualified people. It is estimated that there will be a shortage of 650, 000 people in this industry by 1970. It appears that the shortage in programmers alone JI IB -4- �E .1 .B is expected to hit 300, 000. Let me quote from the April 11 Research Institute Recommendations: "Any smaller business that isn’t using a computer---- its own or an outside service center--should have good reason why not. A major IRA study of computer use in companies, in all industries clearly indicates that EDP is no longer for the giant firms only. Whether you're in the 82% married to or flirting with computers, or part of the 18% with a good, sound reason for staying out, you're probably eyeing the next step up on the computer ladder. And for all firms, the IRA study shows, the watchword is caution. "a 62-page report based on a survey of 8, 000 users and nonusers (including smaller firms usually ignored) tells it like it is: 1 li 9 a . . . Users now outnumber nonusers in all types of businesses; . . .one-third of all respondents now own or lease a computer; . . . one-fourth use an outside service facility---like a bank, computer manufacturer, or indepentent center that sells computer services. . . . 16% of nonusers have an EDP educated member of management. "It comes down to this: Any company that has 200 employees, $7, 000, 000 in sales, no computer usage, is in clear minority. That's still far short of a computer in every business office. I "Forms below those figures should note a further breakdown: Smaller and middle sized companies go more for buying outside services; about 1/3 cf those with $3 to $5 million sales do so. Only 10% in this size category have their own in-house operation. a "Larger companies as might be expected, prefer their own com­ puters. I I g| "Outside users (86%) are generally satisfied with the job they get. About 62% say computers pay off in dollars and cents terms. Another 20% say "maybe" on full payoff, simply because it's hard to tell. "In-house operators grumble more about computer performance though they insist their decision to computerize is paying off. "Firms thinking about a computer may be interested in advice -5- �0 based on the actual experiences of veterans among the respondents: . . . go over all product data systems. See whether a computer can improve what you have. Ask if there is a readiness for the computer's cost and complexities. . . .Consider starting off with some outside service. The typical user begins with 2 applications, such as payroll, sales analysis or accounts receivable, then adds a third later. Give careful forethought to the economics of the move. s s 5 B fl fl . . . The median cost for running the smallest computer is $85,000. This is the yearly cost of just the EDP personnel and the equipment. It does not include rent, power, supplies, etc. On the other hand, three applications come to $10, 000 or less. This is a lot less than $85, 000 if that's what most of you currently need. . . . The median figures for firms with small in-house computers are $21 million in sales and 680 employees. This is not exactly small. The rule is that you have to use a computer to make it worthwhile. Firms with small computers now use 7 applications and plan 4 more. You should ask whether you have that many that you're ready to pay for now. " Here are some general principals that you should keep in mind: 1. It will take from 1 to 2 years from initial planning to installations. Thats for an IBM 360/20, a Honeywell H-110, an NCR 100 or similar equipment. 2. Get good people or don't bother with computers. You will need programmers, planners, and a competent EDP manager. The best computer is no better than the EDP crews operating it. 3. Involve the whole firm from the start in the EDP operation. Integrate the computer with the activities of the other units. Get full participation from both top and "line" management levels. fl 1 il 3 l! The computer, in brief, has come a long way from the first genera­ tion. Technical performance has soared; operating costs have plummeted. Computers are more compact, more efficient, much more dependable. The quality and availablility of programs has also improved. Many standard business problems have already been pre-packaged. The door is open wide, but computers still have a long way to go. 3 I ■ “ (S “ �1 Technology is still being perfected, and new breakthroughs will come. But the greatest leap must be made by the computer user himself. Fully 90% of today's computers are underemployed. Harnessing this vast potential will be industry's next challenge. 1 5 i 1 1 1 1 is I I H [I i $ Hl -7- �b. Computer Applications to Business Practices by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia, Pennsylvania ■■I We are going to give you a view of what data processing equip­ ment is available and how it operates. A data processing system is made up of the input, processing, and output units used to perform various opera­ tions on data. It is made up of these five functions; origination, input, manipulation, output, and storage. These five functions can be described as follows: 1. 2. J J 5 a 1 w .w 3. 4. 5. The origination of data-somewhere data originates with a source document. That source document is then put into the input function in a form which will aid further processing. The manipulation of data is the next step in the data processing system. This is the adding, subtracting, multiplying, dividing, summarizing, etc. of the data so that it is now available in the desired format for handling. The data must be produced to our output requirements. An element in the data processing system which is very important is the storage of data, the retention of data for future use. 1. Origination Let us relate to a mechanized data processing system, beginning with the point of data origination, the source document. Here I have an illustration of a source document. This happens to represent the source document used in a brokerage house. The same type of document could be used in an engineering application or a retail application, where someone will record the various elements of data required for the processing for this transaction. 2.. Input That first document must be transcribed into some media for further P -8- �processing. As part of the input process, there are card readers. Some read cards at the rate of 500 cards per minute. Another type of input device is a typewriter, which can be directly connected to a computer. Still another type of input device is a reader-sorter. It senses the magnetic ink inscrip­ tions on the bottom of the checks, and feeds this directly to the computer, punching the checks by the particular routing symbol printed on the check. Other types of input devices used quite extensively today are those using optical scanning procedure- These may someday replace the punch card as the primary means of entering data into the computer. Paper tape may also be used. Still another means of entering data, used extensively, is mark sensing. After a mark is blackened in the proper space on the card, it is then fed in to a reproducing machine. The marks are read and the information punched into the card. This eliminates or bypasses the key punching function. Punch cards are the most widely used method of entering data into the computer system. The punch card that you may be familiar with consists of 80 characters of information, or 80 columns across the card. Each column contains- 1 character of information. Therefore a punch card can contain a maximum of 80 characters of information. That information can be alphabetical information, numeric information, or special characters such as dollar signs, quotation marks, an ampersand, or asterisks. If the data to be transcribed into the card consists of more than 80 characters, more than one card will have to be used to contain ail of this data. As a general rule, you can say that a numeric character is represented by one hole punched in a column, an alphabetic character is represented by two holes in a column, and a special character is usually represented by three holes in a column. A machine called the key punch machine is used to transcribe the data. Before the data can be placed on the card, the card must be divided up into what we call fields. The number of columns that are reserved to capture a particular type of information is called a field. The key punch function is the function of transcribing from the source document into the punch card. Normally it is a young lady who is sitting at a machine that has a keyboard much like a typewriter. She glances at the source document and her job is to merely transform the data on that source document into the punch card. -9- �E i 5 1 5 6 S 3 II J After she completes the punching of that card or cards, all the source documents and all of the cards that have been punched go to a second operator. This operator is called a verifying operator whose function is to verify that the data that has been placed into the cards has been captured correctly. This is a very, very, important part of any processing system. This operator uses the same type of machine as the key punch operator. The only difference is that the key punch machine is the one that put the holes into the card, and the verifying machine is the one that reads the holes that are in the card to determine whether the card contains the proper information. When there is a discrepancy between what the key-punch operator and the verifying operator think should be the same column, a notch is put at the top of that column to show someone that the data in the column is suspected to be in error. Now whether it is correct or not must be resolved manually. Someone will have to sit down with the source document, look at the data that was on the source document, and check to make sure that it is properly punched on the card. If it is incorrectly placed on the card, then the card must be repunched with the proper information. I've seen cards with 20 or 30 little notches on the top. This comes about because of poor data origination, and source documents which are incorrectly prepared. A good example is a payroll that is kept on a construction site. Various men come in and fill out their time cards on a daily basis. They have one piece of thick lead with which they are all trying to write in a little space. By the end of the week the data that is written is not very legible. When it goes to the girl who is trying to transcribe this information on a card, she finds it difficult to interpret correctly. Source data preparation is a very important part of the data processing system. In designing the forms that are to capture the data originally, a lot of care should be taken to make sure that there are various spaces reserved for specific characters. The whole point of all this is that we wish to eliminate as many discrepencies as possible in the output phase. Incorrect data must be weeded out. There is an old saying in data processing called "GIGO". It stands for "garbage in and garbage out". If garbage is transcribed in the input phase of the data processing system, then garbage will be processed at extremely rapid rates and it will be pumped out at the other end of the data processing system. When these reports or statistics come out at the end of the system, they will be worthless because they are invalid. 3. Manipulation of Data Now that data has been captured and placed into the data processing 1 -10- I? �system, let us go to the third phase of the system which is the manipulation of data. There are various machines that are available to process this data. r A sorting machine is used in the sequencing of data. Data captured on cards can be sorted in ascending or decending sequence. We may wish to get all of the employees time records into sequence by social security number or by employee number. We may wish to get all of the cards into sequence by jobs. We may wish to sequence by dates of the job, or completion date, or expected date of completion. We can then produce reports showing that the termination date of a job will come in the next 30 days, 60 days, or 90 days. ! A second function of the sorter is the grouping together of like data. Assume there are 37 people working on one job. We may wish to group all of their records together so that it is possible to cost out the job for a particular week. The third function of a sorting machine is that ability to select a card out of a deck or a file or cards. For example, we can select from a file of cards all those which have a 1 in it, or a 5, or a 3. The selected card is pulled, the remainder of the cards will remain in th- exact same sequence that they were in originally. Other functions that are performed by machines are the reproducing of data, where we can take cards already punched and transfer data from them to unpunched cards. This can be done totally by machine. An example of this might be the payroll cards. Rather than punch repetitive information, such as employee number, date, etc. This information can be reproduced into the cards from a previous week's time cards, leaving blank the information that is variable, such as the number of hours worked and the particular job functions performed. Another function of a reproducer is the gang punching or the transcrib­ ing of information from one card to the succeeding card and from that card to the following card, etc. The difference between gang punching and reproducing is that reproducing is a one-for-one reproduction, whereas gang punching is taking fa;om one card and transcribing into many cards at the same time. ! I •1 i I Merging is a function performed by a collecting machine and is the ability to merge two files or cards into one. The requirement to perform this function is that both of the files of cards must be the same sequence. Prior to performing any merging application, both files must be sorted first. Why not just sort rather than merge, if sorting is the same thing as merging. This may be true. A sorting machine is capable of analyzing one column on a card at a time, whereas a collator has the ability of analyzing a complete field of data at a time. For instance, to merge an employee number, which might be �a six-digit number, it would take one pass of the cards through the collater, whereas it would take six passes of those cards through a sorter to perform the same function. i -1 I Interpreting is a function whereby the holes on a card are read. The information on the card is printed on the card as the holes are read. This is required any time cards are going to be used manually in an application. Let us use payroll cards as an example-data pre-punched into the cards. If these cards are to be sent out to a job, the name and number of the employee to whom that card pertains will have to be printed on the card so that he can read it without trying to interpret the holes. The calculating machine is another type of machine that is used in the manipulation phase of the data processing system. It is used to perform the various functions such as multiplication, subtraction, division, and addition. The computer results can be punched into the same card or it can be stored. A calculator has the ability to store only very small elements of data. 4. Output 0 I I i s i Now that the manipulation phase of the data processing system is clear, let us see how the data may be prepared as an output document. Basically there are two methods of preparing output documents. One is what is called a detailed listing or a detailed report. That means that each set of data or each card that is being processed will be printed on the output document. Here are nine entries. Each of these entries represents one card, sc nine cards were read into this machine to pr oduce this output report and each card is printed out producing what is called a detailed inventory transaction listing. A second method in which this report could have been presented is what is called a summary listing or a group listing report, where one line is printed for each group of items. If the detail is desired, it is available. But in many cases the detail is not required and only a summarization is needed in producing the output reports. A third type of report that I would like to mention is being used more and more today in data processing. It is the Exception Report. Rather than print out all of the information in either detailed or summary form, the trend now is to print out only that information that is above or below certain limits. If estimates are right on a particular project, it may not be important to see the cost week by week. It may be more important to see those jobs or those projects which are over or under the anticipated cost. Only those jobs will be represented on the output report. A systems analyst plays a very important part in the data processing system. His function is to design the flow of work through the system. He must design the formats of the input data as well as the output data, He usually attacks the designing of a system from the rear-end. He asks, "What -12- �'e :|G it= .. I is required from my data processing system?" He will then determine what information is needed to produce that type of desired result. He will use this type of format in designing the various fields and the columns that are required to capture that information. He then will design his input source documents so that the information is available for the key punch operators to transcribe into the punch card. Once he has defined the input and the output, he then uses a series of symbols to represent the flow of the data from the source to the output phase. These symbols are then used to represent the various functions-clerical operations or manual operations. We talked about two different machines-the accounting machine and the reproducer. The accounting machine has the ability to punch cards and read data. The two machines can be Linked together with a cable so that the data that is being accumulated on the accounting machine can then be fed across this cable and punched into a card to represent the total of. that data that was captured. We may want to punch a summary card which represents all of the data to date, this avoids having to go back in future processing of data to get all of the cards from the previous weeks to feed into the system. 5 r. 9 3 il I i! ji 1I I H 5. Storage The storage of data is the fifth element. The whole concept of data processing is to capture the data at the source, transcribe that data into a punch card or into some form which can be processed very quickly by the equipment. The information can be stored and used over and over To distinguish between the punch card equipment that we spoke of earlier and a computer, we might say the main difference is a computer has the ability to memorize or to store and retain data. I am not talking about storing a small amount of data in a calculator or accounting machine. I'm talking about data in the hundreds of thousands of characters of information. The operators console may have a display tube and a keyboard for the operator to communicate directly to the central processing unit. The main method of representing data in a computer is through its core storage. Small magnetic cores which have a series of wires going through them and through which electricity can pass to magnetize a core in either a positive or a negative direction. By sensing with a third wire, it can be determined whether it is positive or negative. If it is positive, it is on; if it is negative, it is off. By grouping these cores together, not only can numeric values be represented, but also alphabetic, characters. There are various techniques for representing alphabetic information, -13- �in addition to the pure binary number that was used originally in the computer. The Burrow's 205 (first generation) grouped 11 bits together to form what was called a binary word. Every time that data is processed, a complete word is being processed. in addition to having a portion of memory reserved for data, there must be a section of memory reserved for the program in order to instruct the computer on what to do. Computers today handle words that are in the neighborhood of 32 bits. These words are processed as fixed words, so that they can also be processed for the persons who want alphabetic information, broken down into four bits of data, of eight bits each. Each of these eight bits of course will, represent an alphabet or a decimal digit or a special character, exac.tily the same as it could be represented on the punch card. If we had 80 characters read into a card, 4 of those 80 characters could read into this 32 bit word. S si SI I ii I The main memory is that memory that is instantly available to the central processing unit. We differentiate this from the auxiliary memory which is that memory which is not instantly available but may take seconds from which to retrive information. What goes into the main memory of a computer? A portion of the main memory is for the program, or the set of instructions that the computer is going to perform. The remainder of main memory is available for data or the data that is being processed or possibly reference type data.. An example of reference type data would be rate tables that might be used in computing statistics. One type of auxiliary storage are magnetic tapes. Magnetic tapes are normally 2,400 it. in length, and data can be transcribed on to these tapes. Data was formerly transcribed at about 200 characters per inch, of tape. Today we are using in the neighborhood of 1, 600 characters per inch density. The tapes move from 35 to 115 inches per second. The character rate is up to 20, 000 characters per second-that is, it is passing data into the computer at that rate. But even at that extremely rapid rate, it is slow in compaiison to the internal speed of the computer itself. The computer is capable of moving data from the various bits of data in the range of hundreds of nano-seconds, or a billionth of second. The internal speeds of the computer are fantastic when compared to the speed at which data is fed into and out of a computer. Because of this extremely rapid internal speed, we have been able to extend the computer so that people can use the same computer rather than as originally devised­ i I! I -1.4- �IE t 1 B § 5 i a SI :i I one computer for one application at a time. Let me point out the characteristics of tape and card filing, and at the same time note their shortcomings. Card and tape files are files that have to be processed or that are normally processed in what is called a batch mode. Batching trans­ actions for the day are placed on a tape, and sorted into a sequence for pro­ cessing through various computer runs. It is necessary to tape the trans­ actions for the day and to sort them into a sequence for processing. The task is to put some particular sequence into the run, maybe data sequence, project sequence, or job sequence. Let us say that a payroll represents the salaries of all of the people within the particular project or within a particular company. These are in sequence by employee number. The current payroll records to update this file are available. The current transactions must be presorted in order to process them against the master file. At the end of this complete processing these new transactions are applied to the original data, and the master file is updated. The transactions may on occasion be on magnetic tape or on some other device, and so it would have to be sorted by a computer and that takes computer time. Another characteristic of this type of processing is that we must read and write the entire master file. The computer time that is required to process this will be the time that it takes to read, perform the examination as to whether there is activity and to write out every one of the thousands of records. Also, the file is seldom current. The master file is only as current as of the last running of the file. If it was a month ago, then the statistics are 30 days old. If it was last week, then the statistics are seven days old. A second type of auxiliary storage is the disc file or a direct access file. A direct access device is a device in which the computer can go to any element of data in a relatively short period of time and bring it into the computer. By short, I mean a time element of five seconds. The direct access mechanism is similar to the old jukebox where you put a nickel in the slot, and could select five records. The advantage is you may select any record at random whereas on magnetic tapes this is not possible, because magnetic tapes are usually processed in a sequential fashion. The old master file and new master file is on a disc file instead of being represented on tape. A disc file consists of nothing more than large discs, about fourteen inches in diameter on which there are tracks, Each of these tracks may contain thousands of characters of information. There are, I 1 -15- �E depending upon the particular manufacturer , from ten to twenty-five different disc surfaces. 'u i B B B i § a a li I 1 i ii I When the current transactions are fed into the computer, these transactions will update the master file, Inline processing means trans­ actions will be processed as they occur. Sorting is unnecessary, because, as a transaction occurs in a random sequence, it will be fed into the computer. There is no necessity for sorting these transactions because the program that resides in the computer is capable of finding the master record on this direct access file. If an employee number 763 is sought, the program has the ability to go to any one of a number of surface discs and find that particular employee's master record and bring that record into memory. Payroll information can be processed against an employee's master record updating his year-to-date grcss. His earnings can be calculated for the current week and any deductions that are required may be made. Sorting is unnecessary because every individual whose payroll record is in this file is as readily available as every other record to be brought into memory under the direction of a program. If only seven transactions need to be processed, only seven records will be extracted from the master file, brought into memory, processed, and then replaced in the master file. There will be no necessity to read the other 9999 records because there is no activity against them today. This means a shorter job time. Instead of taking an hour or two on that job, it may take only seven minutes to seven seconds to run it, since there are only seven transactions. The computer automatic-ally goes to the proper surface track and obtains a breakdown as to which information track on that surface the data can be found. The data is brought into memory and the computer searches through perhaps five sets of data for the particular one that is required. The time that it would take to do that would be two searches: one seeking the master index and one seeking the particular disc index. It would take exactly the same amount of time regardless of how many sets of data or the volume of data. Only the records that are affected are read and written. Another point is that the file is up-to-date, on a daily basis or as transactions are taking place. This can be done Another point that should be considered in processing of direct access files is that one pass of the transactions can update all of the files that are required. Let us assume that we are concerned about the payroll. Another file can be put in which would have job numbers. As this trans- ..16- �action is being processed.- the program will seek the payroll master record and apply the information to that master record. Then it will seek the particular job number and post the fact that there are additional hours and expenses recorded against that job. If any other files need to be processed., one transaction can cause the extraction or the processing against, multiple master files. Also, of course, the final advantage is that inquiry is relatively simple now with this type of system. By having an individual sitting at a console or a typewriter device, he can inquire into the master file., extract that record in a matter of seconds, and have it typed out on a typewriter, and then go back and continue the processing with only a few seconds extracted from the normal job processing time to give you the desired information and inquiry as to the state of the particular project. Computers are used in business for a variety of reasons. If properly applied they can save money. In many situations they make it possible to obtain information not otherwise economically justifiable. They provide the basis for improved management control. u i B li li I If -17- �THE MANAGEMENT OPERATING SYSTEM CONCEPT Plnlihtd Pion PLANNING Bills of Material Plonnad Ordon*^ Inventory and ^Ordering Foctorsx^ SCHEDULING Master Operations and Load Formulas ^x' Shop Status and Priority Rules Control Standards -18- Work Priority' OPERATIONS EVALUATION �. i schematic representation of the RELATIONSHIPS AMONG THE COMPONENTS OF A COMPUTER SYSTEM L E Output Input E I Processing Unit Arithmetic Section 8 IS Ll I I ____ i Random Access Storage Console InquiryStation III r II LI t -19- �£ IBM PUNCHED CARD EQUIPMENT E i E L € 403 Alphabetic Accounting Machine. Prepares alphameric printed reports and accumulates totals from data punched in cards. Counter totals are punched into summary cards by a cable-connected 514. fi 85 Collator. Compares two sets of numerically punched cards, performing file maintenance operations such as matching, merging, selecting, and filing. / 1. STn .r: -1 I f"- J 602 Calculating Punch. Calculates and punches the results into the same card or trailer cards. 82 Sorter. Arranges punched cards in numerical or alphabetic sequence. iG 1 0 „tp. FT& :ii , .H « 0 il 514 Reproducing Punch. Reproduces punched cards, gang-punches data from a master card into succeeding cards, and punches summary cards under control of the 403, 26 Printing Card Punches. Punches data into cards under manually operated keyboard control £ rints the punched character at the top of the card column. -20- �data collection system- IBM 372 MANUAL ENTRY pgWS, .j! \ . ■■■■■■ i-.li—. J • ( liiMESU j. ' ~ //.---J-/'-:- ■■ :■. IBM 374 CARTRIDGE READER IBM 358 INPUT CONTROL UNIT OUTPUT STATION �i PROGRAM AND SYSTEM FLOWCHART SYMBOLS S I! PROGRAM FLOWCHART SYMBOLS SYSTEM FLOWCHART SYMBOLS Proow^lnj. A croup nf progrp-n kwtructlons vdilch p?rform n propeuJng function of th« program. f ftowlrtg. A mrjor procosktg Junction. Inpvt/OutpuL Any function of rn MO device (making Information cvriteble for procTM-:-"Q, r-cortUng prccowlng Information, fp? £ ' JrputfOutput. Anyfypoo? . rnediiCT ©r daw. P 7 GiniRa ctorc^x GKhcf Gl czesr. c-r.C?, trt^vriz c? per?onr&A tea. Dlipfoy. Information displayed Cry planers c? vMso devices. pstitlontaa, alcj) s E i s Q-xidon. Points In tho program Mrhrre n branch U» pflomsta pstfrg I? ptm-W, bs»ed upon v./IrMa conditions’. SYnchm? card. AH ver loth? o? '■--.t?, hdutlihg stubs. ’ Program modification. An 1-nrtruS’ «xh» or group of IntWeticma rtftfoh ehengei the program. PrrKkfifKd proem*. A group of lepontiont not detailed Io tha peslkubf Mt of flcn-rdwta. I Q Terminal. Tho beginning, trod, cr *j point of Intarruptlon In o program. M Online hoybosrd. Information cuepfied to cr by o computer utilising cn entine davleo. r - F?r r Papw cr p&ttfa, chad or ehadlaai. EcriJng. Collating. An operation cn sorting c? collating equipment Q^-. T.'-.nL «.’ocurnenrartK3 rrnoraof /dHcrlstha, Clerical operation. A ctutiuJ offline operation not requiring mcchcntccl aid. Trenrrnltu-I tope. Aprocfcrcddl cr- A’no T~p? or Efcnlfar bitch-con infamitfon. AtralHcrvoperation. Anuchina operation supplementing the crln preceding function. Connsctcr. An entry From, or era c-?it to, anoihar pm of the progrstw Ct-sying cpcroCcn. An cperatlon CTAChm. er’iiirfr-g o kcy<2rfvc7i dw»«. CWfosga connector. Ussd In awed c? tiwj ccRncctor symbcl C*? cfmlgnata entry tDorenh fremoppsa. DM. I Crrtim cs^rta. f -i;- -:r.n,'-. ■•.' r i a 3 I Ccmjvwnlestioa link. Tho automatic Crentmlc’cn of mfomatlan from one location O enctfror via communication CD23. Afmotetion. TTio addition e? do^lptiva comments cr onplcnatcrv cmca «9 datlRactien. Ths brabcn I’rra may tee tSrer^ on aitiw O*» (531 W f*^?, nrJ rrrrrsvrJ to o fiourflrro vcTtero �E AD-APT SYSTEM FLOWCHART i s ENG I NEER INC DRAWING I PARTS progrmmr's AUTOSPOT STATEMENTS IE F. S i Pi AUTOSPOT statements I .GENERAL PURPOSE PROGRAM OUTPUT STATE- _J nl MENTS OUTPUT STATE­ MENTS controller MACHINE TOOL. �IBM 1311 Disk File AD-A PT Program Intermediate Data Postprocessor Program �PROCEDURE i Cust Order i J E I i s i j -* Edit & Cod?: Punch Card Code Gust no. Item no. Qty. Ordered h p 'eprinted Order Form pun :■ & Verify j product I Detail Sort Into Product No. Sequence Product Master Merge Product Master in front of Product Details /CollaA Product Master product Detail | Product l__Masler„, i Merge Blank Card behind last Product Detail I, i >* ^Product Deta ’roiJuctT Master J 'I Blank Gang Punch Indicative Data from Prod. Master into each card. Calculate each card for cost & price. Punch New Inv. Bal. into last Blank Card (now New Product Master) / Old product ^Master Blank Cards In Product No. Sequence �fci- i i g B W Source Document (Time Sheets) GENERAL BATCH PROCESSING SYSTEM Keypunch Operation II vSource Data fi I! Card to Tape and Edit Program I Error List and Balance Valid Data Sort Program ii Sorted Data i (Payroll Master File) ii _______J______ (Printed Paychecks) Master File ^Update Program . Printed Report » 1 Printed Report Print Program O Report Tape <* 2 6 *» Ajurren. .Master ): __ / (New Payroll Master File) �r n i I i I fi se ! A CQU IS1TION PROCEDURE I History Ledger T in Property Record ■ E :• 3 4 V [fl ' rr > ji Detail Print Acquisition Register ’ 5 0 tn Margo Property 9 ti a l‘ -<37- �i B KKCIATION Property B E ■li Punchy Current Property Record it i fi 1^"’ Previou"-------- 1 Z I | Prnporty Record j^Z Asset [Telail | br Group Print Remaining Value B b J,@Lz a by Location ii ■V ^umm .’■ Detail Print Previous Property Record it It Inventory ( Verification^. 3> VoI’kjI■ ?n K B B U 8 by Type of Equipment L by Plants &1 Accounts I b.y. /\cquisition by t Expiration_______ by Department �L i COST CONSIDERATIONS ! ! Estimates A. Service Centers 1. Timesharing I I Terminal Rental ) Data Phone Rental ) $ 95. 00/month Dine Costs 75 miles $95 / month Computer -Service $100. 00/month and up as required Programming $100. 00/day and up File Preparation variable Suppli rs variable i, g I 5 -Line costs and service costs directly related to number of hours on Line per day -Example: 2 hours /day in Phila. -$200. 00/month -Many standard applications available -Price also is dependent on number of applications used, extra services, or amount of storage required ii 3 fl -Require center to detail in writing all costs involved, as it is not uncommon for services in total to run several thousand dollars per month -Ownership of programs by service center -Inefficient use of on line terminal can substantially increase your monthly bill -Mistakes you pay for -29- J J! �i i I ■ 2. Batch Processing - Service Bureau Costs - Pickup and delivery - sometimes included Per item charges - $. 10/item Supplies Monthly minimums per application - $100 and up B -Programming setup can be paid at beginning or amortized over contractual period a -Ownership of programs can be yours if planning future growth -3 applications can cost $10, C00/year or less -Per item charges allow for accurate growth costing and no runaway bills i R 8 B B -Mistakes in input preparation generally paid for by center B. Rental of Excess Computer Time -Run costs substantially less than service centers -Input preparation yours -Prices are per hour of wall clock time so that reruns will cost more dollars 5 -Rentals generally range as follows for hardware only 1 3 360/20 360/30 360/40 360/50 360/65 $ 26/hour $75/hour $115 /hour $200/hour $475/hour C. Joint Venture Costs will be proportionate share of in-house system 3 -30- �I |u i ! D. In-house System -Total costs will be 3 to 4 times equipment costs (1) Small Unit Record Installation $24,000 to $75,000/year 8 a a E 1 Personnel problems (2) Small Computer 360/20, MH 120, Univac 1050 $85,000/year 360/30 Medium-sized Computer $150, 000 - $400, 000/year (3) Hardware Monthly Rentals Small scale systems (a) Minimum capabilities Card systems $1500-2500 (b) Tape/Disk $2500-5500 Medium beginning system (360/30, MH 200, RCA 35, Univac 9300) 'B a ir B 0 111 -31- 8 $5500-15, 000 �L I SHIFT IN DATA PROCESSING EQUIPMENT COSTS* I Q I ft s fi 1963 1973 Main Frame and Memory 53% 21% Data Files 21% 13% Input / Output 12% 13% Comm. Lines fa Equipment 14% 31% 0% 22% New Functions: Private Voice Comm Image Files Displays Graphic Input/Output 8 li n li IS ^Harvard Business Review, 1965 s n rJ II J 1 -32- �TRANSPORTATION a. Introduction J s lj I i I s I 51 iI i9 lii i' it I in by Cromwell E. Thcmas Assistant Professor in Engineering Wilkes College This is the second session of the Wilkes College Penntap Seminar on Computers as applied to business and industrial organizations. This transportation seminar will deal with such problems as route accounting, bus scheduling, maintenance scheduling, freight billing, and general problems in the area of traffic, management, and therefore should be of interest to trucking companies, bus companies, dairies, and retailing and light industries. In addition, this seminar should be of interest to many of the local consolidated school districts which may have bus scheduling problems. Many times, the most difficult part of using the computer system is in defining the problem properly. Certainly, one of the most important aspects in providing proper service is that of scheduling. The scheduling must meet, the customer's needs. For instance, a customer may not be able to accept goods on his loading dock before a specific time in the morning. Or, the driver may be unassisted and may have to depend upon the customer for aid in unloading and handling the material. In the case of a grocery store, the goods may have to be on the counters by a specific, time. All of these problems, of course, are intricately involved in scheduling. Another aspect of the whole problem is the routing. What is the best route? Is the best route the shortest route? Will the shortest route require the least time ? If a customer increases the size of his order, room must be made for this order somewhere on the truck. This means that some other customer's order must be removed from the truck. How,can this best be accomplished? This might involve rescheduling. An effort, of course, must be made tc minimize transportation cost. This is the purpose for using the computer. From this partial statement of the problem, we embark on the Transportation Session. j 3 If! -33- �■b. ■■■■ I b. Options in a Computer Program by Bl 8 I e E 'S li ii ffl Francis A. Schlegel President Management, and Computer Services Corporation Philadelphia, Pennsylvania The distribution of products and services is a vital part of the service that an organization provides. More efficient use of available facilities for distribution can contribute significantly to profit. Computers have been successfully applied to a wide variety of functional tasks in business, The mechanization of basic phases of order entry is a typical example, More recently, attention has been paid to the scheduling of vehicles, There are quite a number of programs in actual operation that provide this type of service, We want to look into some of the problems involved, some of the limitations which must be set up, and the way in which these para­ meters may be combined in order to produce an efficient distribution system. In most systems, with the possible exception of the school bussing problem, all outlets are probably serviced by vehicles operated from a central depot. Most of the trips the vehicles make probably involve more than one call. The vehicles probably return to the same depot after a final call. We can also presume that the quantity of goods to be delivered at any single stop is less than the size of the vehicle used. Our problem then involves fitting a list of calls io a number of vehicles, so that the route of each vehicle is well defined by the sequence of calls assigned to it. The main objective is to produce that schedule which uses the fewest possible vehicles by: first, allocation of loads and mileage of each vehicle; and, secondly, establishment of work standards. The basis for this is that the generally fixed costs associated with the running of a vehicle fleet - wages, rent, insurance, and so on - which are all independent of mileage traveled usually grossly exceed the operating costs, i. e. , fuel, tires, maintenance, depreciation, and so on. A few slides will be used to illustrate some of the problems that arise, although the problems obviously vary between companies, even those within the same industry. Since their policies and order cycles are very different, the pattern of distribution is also very different. Some industries control most of their outlets, and can thus dictate the day on which orders should be placed and deliveries will be made. However, -34- �s . i a B S a a i E E s fi I a I n i I III many manufacturers, distributors, and service organizations have a vast number of customers with little or no control over their order pattern, except that the traveling salesman can call on specific days and take orders. The problem is even more varied when finite detail is considered, e.g. some of the vehicles may be divided into compartments, or there may be a great diversity in vehicles, in size, capacity, weight, or volume. Transportation problems may be extremely varied, but the solu­ tions required are the same in that the aim is to minimize the number of vehicles required to meet the pattern of delivery. Usually routes must be very quickly established. Frequently, there is little time to determine the routes which a truck will take. A computer used in route scheduling would probably take a half hour to an hour to provide this type of information, depending on various factors. IBM has come up with a vehicle scheduling program that will run on a 360-25 in which many of the problems raised are answered. In many instances, the problems appear almost insoluble. For instance, we must know something about the customer's loading facilities. Is a side loading or an end loading truck required? Is there enough room to put a trailer in and not block the street? Are there other things that might make it difficult? Is conjestion such that the driver is going to be held up for a period of time in attempting to make a delivery? There are needs for new routes. The problem of availability of equipment is also a serious problem. As we begin to look at all these problems that must be solved in order to establish an efficient and profitable distribution system, it is evident that the options fail into two categories: customer option and fleet operator or route option. Customer options are dictated by the customer purchasing the service. The customer may have a specific time or range of times during which a delivery must be made. Certain areas where the customer is located require that there be no night loading, restricted parking hours, or residential noise laws. Deliveries normally require time in addition to unloading and loading, for activities such as parking, weighing, and paper­ work, at the customer's location. There might be vehicle limitations at specific calling points. Related to the customer's location are low under­ passes, municipal laws determining the maximum vehicle size for a zone and the type of vehicle entering that zone. Many timesassigning a particular type of vehicle may cause a larger than necessary vehicle to travel the route, and yet the option can be quite useful as a method for maintaining a desired driver to customer relationship. The program should have some -35 �u S P” 5 S ti ft fi fl IB 11 S method for directing the general path of delivery in order to take into account such restrictions and factors. The program should also include options for a number of parameters determined by the fleet operator or the route requirements. There are different types of vehicles with different capacities and different average vehicle speed. Consideration must be given to the earliest possible starting time and the latest possible finishing time or stated days, hours, and minutes for the entire fleet. No week will start before or end after specified times. These, of course, must also include considerations of meal time, rest breaks, or night breaks, overnight breaks, multiple day journeys, and so forth. A method for controlling overtime, and allotting work times equitably must be provided. The driver's time should be scheduled in such a way that it is as evenly distributed as possible, and such factors as adverse weather might cause a reduction in speed and hence a longer delivery time than calculated. The specifications of a load unit is quite difficult. Usually weight and volume are stated. As an example, a trailer loaded with steel plate might have only 10% of its usable space occupied, whereas a trailer loaded with cases of ping-pong balls might be jammed to the ceiling and not reach its load rating. If all were computed strictly on volume, the steel load might fit easily into an assigned vehicle, but would probably exceed the practical and the legal weight limit of the vehicle. On the other hand , a load computed just on weight may hopelessly exceed the available space in the vehicle. In those cases where an option such as this is not required for capacity considerations, it fulfills a number of other useful purposes. For example, one of the specifications per unit could be an average cost factor for load valuation, or a case count for control purposes. These problems indicate that there is a need for these particular options in a computer program to provide you with an economical scheduling of vehicles. i '0 1 -36- �r r c. School Bus Scheduling I B a B r s I g fi a 0 li fi i 1 j I ilf 1 tli by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia Pennsylvania As in the study of any system, the primary question should be "What should I now be doing?" Ycur answer should be "Decide to act now. The benefits of data processing must be analyzed, and in doing so, frequently benefits are realized which go far beyond the original purpose of the study. AH'areas of the operation should be reviewed. Perhaps some of them need not be automated. Frequently, a study for the purpose of providing info­ mation for automation may actually show that all that is needed is a revision for an upgrading of business procedures. The factors that contribute to the desire to convert any application to electronic data processing would be: (1) (2) (3) (4) (5} high volume repetitive transactions interrelated variables quick response fairly elaborate mathematical calculations And the normal benefits that we might expect should be: (1) (2) (3) (4) (5) (6) (7) time savings cost reduction greater accuracy better customer service better control extension of business base new information This information could be presented in the form of the sales analysis or cost analysis which would help management in the solution of the various problems that it meets. It could also be presented in the form of financial analysis or inventory management schedule, which would provide better control for the industry or business. -37- �i B a E fit s E & 9 fi 0 M I S I The primary requisite for setting up the parameters for a program and to assess the advantages of an electronic data processing schedule distribution or collection system would be a careful analysis of transportation costs. A study should be made of the number of vehicles used, the number of miles traveled, the route time, and of course, the cost of the transportation system. It is interesting to note that of the customer's dollar, 11£ goes for transportation, and 1£ for profit. Hence, an improvement in the transportation of approximately 10% would mean that the profit would be increased immensely. In the IBM system for vehicle scheduling, the program consists of two basis parts. These may be run either independently or in conjunction with each other. The first of these is network analysis and the second is scheduled production. Network analysis determines the distance and traveling time between each pair of potential delivery points. However, the resulting file is then reduced to contain only those sets of pairs that represent practical conbinations of deliveries. And the final output is sequenced so that the pair with the largest savings obtainable by placing both deliveries on the same vehicle is first. This file is referred to as the "savings file" and becomes input to the schedule production. The input to the network analysis portion of the program may be of several types. Two most common are called "true distances" and "coordinate" system seems to be the most desirable. It gives the cleanest and quickest answers to the solution of a routing system. However, there are a number of difficulties not immediately apparent. For one thing, the coordinate system yields only an approximate distance, whereas the "true distance" method will give an exact distance traveled and actual road distances between points, so that unique speeds can be specified for each link in the network if so desired. The "coordinate method"utilizes coordinates to define each location and assumes the existance of a grid, which is used as a basis for the distance calculations. A grid can be laid as an overlay on a map, and the grid inter­ sections used to determine the coordinates. Coordinates may also be used to describe barriers through which no path exists, such as a river in which no bridge in the immediate vicinity exists, or conjested areas in which a lower average speed should be used. While data gathering for the "coordinate’’ method is simpler, greater accuracy is obtained through the use of the "true distance" method. The "true distance" method, as the name implies, uses input consist­ ing of actual distances over known roads. The key words in this method are point, node, zone, and link, as we have previously defined them. In network analysis, the "true distance" method is oriented toward a relatively static geographic situation, where a high degree of accuracy is desirable. Location of existing customers and of potential future customers is necessary. This approach lends itself to situations where network analysis will be re-run infrequently. 38- �ST I b il n i g § E 5 S !i 0 9 'll 9 In order to reduce the size and complexity of a network, the area should be thought of as a series of nodes including when practical more than one customer and delivery point. Zones that are too large may lessen the efficiency of the network. Points together with the actual distances between the points are the basic input. As an option the individual speed for each link can also be stated. Thus a statement of time as well as distance for each link can be given for any degree of accuracy desired. Known bottle­ necks as well as posted speed limits can be indicated for consideration in the schedule produced. Alternatively, speed can be considered as an average for the network, and given as input in the schedule position. A map of sufficient detail must be used to locate all customers. If it is used in conjunction with other maps, it should be of compatible scale. Both actual and potential customers must be located on the map. In setting up a schedule, a number of points must be defined on the map. The network of several intersecting roads and linking roads can then be shown on the map. A node is an intersection or junction of roads, and a link is a section of road joining two other roads. A zone is a closeknit area in which the deliveries may be made and within which traveling distances is negligable. This may be a town, a portion of a city, a shopping center, and so on. The diagram shows that the links are the shortest connections between these nodes. A path is a combination of links, in order to go from one node to another. It is possible to insert many options into the scheduling program. Some of each were mentioned earlier - such as, the limited or specific calling times per stop, special time for individual calls, delayed pickups, expected delays. For instance, in school bussing, a crippled student might require more loading time than the average student requires. In the area of school bussing, the problems are somewhat complicated. The following is a statement of safety rules proposed by David H. Soule, Chief, School Bus Safety Division, National Highway Safety Bureau. He states that good routing is based on safety, efficiency, and economy. He therefore recommends the following rules: (1) Routes should begin at the periphery of the district or attendance area and follow the shortest and safest way to the school (2) Bad road conditions and heavy traffic should be avoided. (3) Routes should include as many dead head miles as possible, in other words, miles over which no loading or unloading of children is necessary. -39- J H �! S B 1r S S 3 s n s D 3 g o g a (4) Routes involving railroad crossings, narrow bridges, steep hills and so forth should be traversed with as small a load as possible. (5) Busses should make multiple trips, i.e. pick up children on one route, deliver them to school then run a second and maybe a third route. (6) The number of stops for loading and unloading should be minimized. (7) Routes should be equalized in terms of miles for the sake of even depreciation of the fleet and a regular pattern of replacements. (8) No two busses should go over the same road except when deadheading; this minimizes the chance for children to ride any bus that comes along, thereby overloading one while another bus runs nearly empty. (9) Pickups on four lane highways and other heavily traveled roads should be made on the resident's side of the road. (10) Expressways should be used for express routes and dead­ heading only. (11) Routes should avoid private roads, dead end roads, and trailer camps. (12) No state laws or Department of Education policies should be violated. (13) Under certain circumstances feeder units should be used, i.e. cars, station wagons, or small busses for transporting children over roads inaccessible to large busses. He further states that it is difficult for the transportation supervisor to adopt these practices without some sort of system that allows him to change routes in minutes instead of hours or days as is often the case. Under the manual approach, routes may become patched to the degree that they no longer satisfy the fundamentals of safety or economy. The manual routing system cannot absorb changes rapidly without sacrificing route balance, cannot control large numbers of vehicles and drivers while retaining enough flexibility to apply variable operating conditions down to the individual stop, road link, or vehicle level. As in the use by commercial houses for scheduling and routing of trucks, the school bussing counterpart can be set up in the same manner. For instance, a customer might be called a bus stop, a delivery would be a bus stop for unloading, a fleet would be a group of school bussing vehicles, order quantities might be anumber of students at a bus stop, an outlet might be a bus stop, and so on. The stop options would be similar, e.g. limited calling time per stop, traffic flow, one-way street restrictions, specified route direction, -40- fl �i: E E 8 B 8 3 : i S 1 9 or the arrival time of students to the bus stop. If used in the sense of having more than one start time, multiple schools may be scheduled on one computer run. Using this type of an option in the scheduling program, schools would control the types and sizes of vehicles assigned to their particular stops. Special vehicles might be assigned to handle mentally retarded or crippled children. Difficult access might require vehicles of special types or capacities as in the case of limited capacity bridges, troublesome road surface, or local travel restrictions. Considerations such as decreasing the number of children at a stop, might result in the using of fewer vehicles. For example, if the average number of children assigned per stop is 25, a bus with a capacity of 60 could make only two stops and would have ten empty seats. If the number per stop were reduced to ten, the bus could make six stops and would be fully loaded. Decreasing the average number of children per stop also reduces the likelihood of misbehavior and mishaps at the stop. This decrease means more stops, which means the fleet and the children are on the road for a longer period of time. Therefore, some kind of trade­ off would have to be made considering the total effects. The computer can work very quickly. The answer will come back rather rapidly, almost as soon as the programmer finishes inserting the data. The most economical route for delivering materials to the stops shown on the map can very easily be indicated. We see that the problem of school bussing can be made to operate on a system devised for other types of vehicle scheduling. As a matter of fact, IBM Corporation has come out with a school bus scheduling program which will take into consideration many of the requirements of the school people. Comparative costs have been reviewed with you. We hope that this Seminar has provided you with enough information so that you may now have some questions which you would like to have answered. M 3 B -41- fl �Terminal Code Originated Traffic Revenue Weight Shipper P Ship­ ment! 20 7196 SHEPARD ENGINEERING 3U2 3U2 6.08 6.08 2 2 05 7199 SHEPERO WARNER ELEV 217 217 6.29 6.29 1 1 02 03 OU 09 1U 17 19 21 7203 7203 7203 7203 7203 7203 7203 7203 SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN SHERWIN 2U833 UO 357.05 3.00 1OU0 1325 11036 1982 50 11 .,03 6.9U 16U.61 20.91 3.50 5U 2 1 2 2 7 16 1 WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS WILLIAMS CO CO CO CO CO CO CO CO Connecting Line Traffic Revenue Weight 1012 130 U10 260 33U82 6.92 1.U1 3.12 . 2.3U 1U6.17 �c SHIPMENTS BY TRAFFIC LANE i DAILY REVENUE AND TONNAGE s E s s li NUMBER OF SHIPMENTS TOTAL LTL TERMINAL TO FROM PGH JER 297 280 PGH ELH 1*89 685 PGH PHL 695 688 PGH OCA 395 393 6 2 a a a 10/01 REVENUE LTL 3,933.56 TL 6,012.60 369,737 223,870 7,9U6.1U 669,026 390,792 58,236 6,293.17 5,693.07 856.10 1*99,81*0 356,828 93,012 7,920.06 6,806.86 1,113.22 21*5,789 211,608 36,181 5,27O.6U l*,678.23 592.1*1 COMPARISON OF TONNAGE BY MONTH AND YEAR I CUSTOMER BY TERMINAL CUSTOMER NAME I TOTAL 593,607 s 5 li li li I I date: WEIGHT LTL TOTAL TERM S'HAN ADERFOYLE BELMONT 02 Ob ACHESON 01SP ORANGE 02 16 ACHE SPINNING DELMONT 02 OU CURRENT SHIP 123 CURRENT MO TONNAGE PRIOR MO TONNAGE SAME MO PRIOR YR CURRENT YR PRIOR YR 128071 120883 175U55 1U5290U 1283261 213U013 12U0975 32669 71 290365 152673 123169 TRAFFIC DATA BY CONSIGNEES SALES ANALYSIS | I Shipper [xj Comlgnea Par led Ending 1Q/31 of Shipman** NAME AKO MPG. ABBOTT CO. ALLEN SCREW "tm» Period YTD 161 293 33 Lott YTD Wolght % Change 221 107 616 0 Th I, Period 16, 160 IO,<*2ti 36,117 Lotf YTD YTD 98,026 139,262 223,729 33,656 257,092 211,065 -43- Chcngo TN* Period 193 666 186.10 3,860.79 0,612.61 1,327.72 7,867.63 21,073.33 8U382 �TRAFFIC ANALYSIS BY SALESMEN SHIPPER ANALYSIS OY SALESMAN SALESMAN CODE 121 TM CUST 0 PERIOD ENDED ACCOUNT CITY 127 PIONEER INC ELIIAOETH 13 2.031 37.09 13 2,031 37.09 291/ 291 TERMINAL TOTAL 13 2.031 37.09 13 2,031 37.89 291/ 291 3k0 131 359 3U3 3U6 353 356 PITNEY DOWERS PUS MFG MORGAN OROS ABC INC CONNELLY CO PRICEHEN WAYNE I CO 260 2 1,173 92.9U9 291 17.90 J00.U6 0.30 263 1,173 92,9k9 291 17.90 000.Uft 8.30 597/ 692/ UIS/ 91.62 173.50 106.06 U 12 5. 133 36,602 3,932 12 3,133 36,602 3,^32 91.62 173.50 106.06 20k IkO,160 2,197.92 20k 171 102 120 FORRESTER JACK C JILL GORDEN INC 5 U6U 965.30 033.12 9.00 3 ISO 131,OUS 2,007.50 150 SHPS PER TON TRENTON h TERMINAL TOTAL a 1/10/66 WITH YEAR TO DATE ACCOUNT NAME NEWARK iS3 TERMINAL TOTAL PER REV YTO SHPS YTO TON 2 160,160 151,0*5 YTO REV REV PER SHIP YTO ENTR 2291/ 2291 5706/ 5786 08k/ 80b 77k/ 2,197.92 77k 965.30 ,033.12 9.00 2355/ 2355 975/ 975 300/ 300 2,007.30 1330/ 1338 s PROFIT BY CUSTOMERS I B SHIPPER REPORT ACTUAL REVENUE MINIMUM STO REVENUE ORIGIN STATE TRIPS FINDLAY OH U 23.6U1 230.76 223.6U 6.7X • TOLEDO OH 3 19,000 109.00 113.60 66.UX • FINDLAY OH 115,650 3,857.03 2,862.72 3U.0X o SHIPPER NAME ORIGIN CITY ABC COE EFG GALLONS & PROF �FREIGHT BILL, STAPLE HERE INITIALS - DATE • ORlG. TERM. Location COMMOD. hi PRO. NO. 'i SHIPPER S NO. o 2 Q DESCRIPTION NO. PCS. WEIGHT RATE CHARGES •MUSHROOM­ KEYSTONE P. O. BOX 95S1 PHILADELPHIA, PA. 19)24 z > T1 rn 0 I 2 UNIT # ORIGIN CARRIER PRO. NO. DR. CR. DELIVERING CARRIER DR. CR. RECEIVED IN GOOD CONDITION DELIVERED ST 11__ l_L2 DATE____ ______ COMPANY LOEB name LL-B RECEIVER NAME 0_—5 ___ DATE LBB5 SEBi’ m t �DAILY REPORT OF FLOW AND FREIGHT MIX I. £ DAILY REVENUE AND TONNAGE REPORT o TERMINAL o o FROM TO 297 U09 PHL OCA U95 395 PGH PGH TOTAL TOTAL PGM JER PGH ELM 280 UO'j U88 393 593,607 UU0,026 U99,BbO 2U5.789 |7 h 7 2 TOTAL LTL *69,73/ 390,792 356,828 211,600 223,8/0 58,23b 93,012 3b,101 10/01/ _____ DATE REVENUE LTL WEIGHT NUMBER OF SHIPMENTS 7,9h6.1U 6,293. 17 7,920.06 5,270.6b T* 3,953.5li 5.U39.07 6,806.8b 11,678.23 ____________ TL 11,012.60 85b. 10 1, I 13.22 592.U 1 DAILY FREIGHT REGISTER FLOW 5 I Daily Revenue Card? 5 Blank I Cards (Daily Revenue & (Tonnage Report I Daily I Freight Register 360/20 i .J ] J i i Duplicole Doily Interline Daily Revenue Payable Cards Cords Revenue Cards I V V /To Be Used /For Statistic! /and Sales j Analysis / I /interline /Receivable f Payable Processing I p /Hold Fo7 /Hold For /Account! Processing O o o �I. 1 B DAILY REVENUE EDIT FLOW Freight Bills B K i V /Apply Comm t \Cu$>omer Codci^ dcy S' s ( If I I I ( ( f Pro NR Assignment Masters t V Daily Revenue Cords G Oriiigin Terminal Pro ,* 360/20 1 I Balance Edit and Correct it it 1 - 179 �& Li.- INVOICE L FOR PROPER CREDIT Please make your check payable to: ©©., DM©. r.!JG.9SMK©©[?J3 B P. O. BOX 9551 • PHILADELPHIA, PA. 19124 PARENT CORP. OF KEYSTONE EXPRESS A STORAGE CO., INC. STATEMENT DATE MO. YR. DAY i i I i i i i i i DETACH & RETURN STUB WITH CHECK TO: MO. DAY YR. I l •i I i i i i i I. I i i i ii I PRO DATE I I •I I I I I . . I I I I I I I I . I I I I I I I I I I I I I I I I I PRO NUMBER INTERLINE PRO NO. AMOUNT i i i i i i i i i i i i i i i r i i i i i I TO COMPLY WITH I. C. C. REGULATIONS. PAYMENT SHOULD BE MAILED WITHIN 7 DAYS PAY LAST AMOUNT SHOWN ’ -48- I " P. O. BOX 9551 PHILADELPHIA, PA. 19124 PRO NUMBER i i i i i i i i i i i i i i i I i i i i i i i i i i i i i i i i i i i i i i i i i i i MUSHROOM TRANSPORTATION CO. I I i i I ) i l AMOUNT I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I I ) BO^DETAGHiHERl^wm < �ROAD DRIVERS WEEKLY PAY SUMMARY ROAD DRIVERS" WEEKLY PAY SUMMARY jj (s~how no. ofTirs. in time columns) THROUGH RUNS Trac. Trip. late Front: No. No. To Week Ending Local No. —I. B. M. Code NAME To T rlr. No. Mile-, age NYS ivfilec JEXPENSE ITEMS I P/U TeL Time Tire Bkdn Hook Waitg. Lay-1'||Layover Chgs. Trip Mice over Time Time Time Up Time Time!.14 hrs. 16 hrs Exp. Ekp. 1 TOTALS PAY SUMMARY; Mileage mile a @ P/U or Del’y. hrs. Tire Time hrs, breakdown Time hrc.' @ look Up Timo hrs. © ’7afting Time hro. © .ayover Time hrs. © ioliday Pay ' slip attached) hra. =$ © III | EXPENSE ITEMS: ? (to be paid from G. O. ) Trip Expense $ d \ . j Layover Chgs; —i 14th hour ’■ _____ ' 16th hour __ ___ _ —Miscellaneous: ' TIRE TIME J Changed By: '_____ ____________ (driver) (outside garage) If Outside Garage: . ' (name) REMARKS ——(explain & |! att. receipt) ii Total Exp. "~jif any cash is disbursed at term. , explain in ’remarks DEDUCTIONS •’ s -------( FICA W/H Tax LocaLState ContriTax [ Tax ibutims Hosp. Bonds ’his Report Prepared By: (signature) ■ GROSS i PAY NET PAY --- $ ITC 201 (5/C71 'S-J; i i II (Check one) , Union Dues �RETAILING a. Introduction by Betty L. Jahr Instructor in Mathematics and Computer Science Wilkes College The computer seminar on retailing will deal with such problems as merchandise control (unit control and dollar classification control), accounts receivable, accounts payable, sales audit, and other pertinent problems. This particular seminar should be of interest to any of the reasonably large retailing operations in the area, including department stores, speciality shops, and furniture stores, to mention just a few. The most important objective of data processing is to provide customers with the merchandise they wish to purchase. For the retail shop owner or the department store, the two problems that flow from giving the customer what he wants are choosing the merchandise and maintaining a balanced stock. System Advantages are too numerous to mention, among them are the following: 1. 7. Through simulation - determine the effects of alternate management policies Advanced forecasting - allow for trends, seasonal fluctuations, etc. Automatic signaling and correction to significant variations of item's sales patterns Constant monitoring of stock level, inventory investment and sales Creation of store performance reports for each department and location Maintain inventory in proper balance in response to management policy Proper vendor lead time control 8. On-order control 2. 3. 4. 5. 6. -50- �I ui* I RETAILING a a. Introduction by Betty L. Jahr Instructor in Mathematics and Computer Science Wilkes College S a s s The computer seminar on retailing will deal with such problems as merchandise control (unit control and dollar classification control), accounts receivable, accounts payable, sales audit, and other pertinent problems. This particular seminar should be of interest to any of the reasonably large retailing operations in the area, including department stores, speciality shops, and furniture stores, to mention just a few. The most important objective of data processing is to provide customers with the merchandise they wish to purchase. For the retail shop owner or the department store, the two problems that flow from giving the customer what he wants are choosing the merchandise and maintaining a balanced stock. I II I1 I Il II II I System Advantages are too numerous to mention, among them are the following: 1. 7. Through simulation - determine the effects of alternate management policies Advanced forecasting - allow for trends, seasonal fluctuations, etc. Automatic signaling and correction to significant variations of item's sales patterns Constant monitoring of stock level, inventory investment and sales Creation of store performance reports for each department and location Maintain inventory in proper balance in response to management policy Proper vendor lead time control 8. On-order control 2. 3. 4. 5. 6. ill -50- 1 �! S a a a a S i I i l II i ■ The techniques of simulation, by which the effects of possible alternatives are indicated to management, and forecasting, by which future sales, (including safety stock) can be estimated, are available to progressive department store management. From this short introduction, let us now hear from Mr. Ferguson. �I. a a I. I a 3 i a i i i i i 1 a 8 I b. Retailing by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia. Pennsylvania Let me describe a modern store which has developed a highly effective system using punched card data processing equipment. All information entering the system is checked and balanced. The system provides historical data as a means of comparing store performance from year to year. The emphasis in the system is on control. Sophisticated equipment was used in accounts receivable, dollar inventory control, sales analysis, payroll, and accounts payable. By careful planning and efficient operation of the system, an economical and effective approach can be developed for information and control. Merchandise reports and records are used by retail management to maintain balanced stocks, improve turnover of profitable items and decrease the necessity to mark down merchandise. These general but vital objectives are being accomplished through the use of Data Processing showing activity in detail and supplying (1) historical records for the buyer; (2) broader classification and price line reports for the merchandise manager as well as the buyer; and (3) "open to buy" statistics for the buyer, merchandise manager and controller. All of this information is originally obtained from the same basic source, the price ticket. A system of Merchandise Control using the Ticket Converter can be used. The Punched Price Ticket is designed to serve two basic purposes: (1) it fulfills all the normal functions of a price ticket; and (2) it contains information, in the form of punched holes, which enables the ticket itself to be a source of information. This ticket may be pre­ pared with from 2 to 6 stubs, depending upon the requirements of the individual store or department. A single stub, when processed through the Ticket Converter, produces a punched card which contains all of the information stored in the price ticket, plus whatever additional information of a fixed nature is desired. This conversion from ticket to card is accomplished at a rate of 6, 000 cards per hour, completely punched and verified. Some of the outstanding features of this method are: 1. Preparation of punched price tickets is accomplished -52- �in the same manner as preparation of conventional price tickets. 2. Unit stock records can now be mechanically posted, giving the buyer an up-to-date , accurate historical record. 3. Merchandise reports for the various levels of management can be prepared from the same cards which prepare the buyer's records. These reports can be specific or general in nature as desired, and can be scheduled to be received when they are most meaningful. 4. Merchandising decisions based upon more complete and timely merchandise information will enable stores to operate more profitably. 5. Merchandise control through IBM punched cards can be installed in logical steps over a projected period. In this way, training and experience can be obtained and investments made in equipment only as required. The Print Punch Marking Machine is a dial-set punch marking machine operated with the same ease and speed that has been offered in the marking equipment prior to the adding of punched holes. Naturally, the procedure to be adopted will depend on the scope of the merchandise control job to be performed and the setting of the machine. Assume that a two-part price ticket is to be hung on the garment when it is displayed on the selling floor. When incoming merchandise has been checked in and received at the marking room, a three-part Dennison ticket is prepared. The three-part salescheck used by Hamburgers contains the basic information required by the data processing operation. The original or first copy is for processing, the second part is the customer's receipt, and the third part is retained by the salesman or used for C.O.D. shipments. Salescheck processing provide information to four areas: 1. 2. 3. Unit sales reporting Comparative sales reporting and dollar inventory control Accounts receivable Payroll -53- �I 1. s LI. £ I 1 i I 1 1 i I S I Unit Sales Reporting Each salesperson turns in a tally sheet listing all sales, and the original copy of each completed salescheck. These original copies are reviewed and arranged in sequence by salesperson number. The original copy of the salescheck is used as a source document to punch a salescard for each item sold, and a card for the tax and total amount of the sales­ check. The individual salescards for each item sold are used to prepare the daily Sales Report and filed for the preparation of the Sales and Inventory Report. Customer returns can be handled in several different ways. Where a two-part price ticket is displayed, returned merchandise is re-marked before being displayed for resale. The tally sheets turned in by the sales people are used to prepare a handwritten sales-by-employee flash report within each department. This report includes the date, department, salesperson number and name, and the number and dollar value of sales. At the time the price ticket is attached to the item, a third stub is detached and sent to the data processing department. These tickets are processed through a Ticket Converter and stock record cards are produced bearing a transaction code indicating a receipt. A daily Receipts Register is prepared and used for a daily Sales Report. The stock record cards are then filed to be used in preparing the weekly Sales and Inventory Report. The Stock Record Card and the Weekly Sales and Inventory Report indicate two methods of showing sales and inventory. The preparation of either necessitates combining all sales, inventory, on order, last summary, and miscellanious transaction cards. In the case of the Stock Record Card, a single summary card can be prepared for each style, color, class, etc. of an item. It is merged ahead of the corresponding Stock Record card and posted on the line representing the week being posted. It is apparent that in certain cases some items will not have activity in any given week. This inactivity will be reflected by a blank line, which is very significant to the buyer and will stand out by being blank. To prepare a Sales and Inventory Report, it is necessary to punch cards for orders placed and also for miscellaneous transactions such s I I -54- �as transfers, returns to vendors, order cancellations, etc. Where a Sales and Inventory Report is prepared all activity cards are sorted to­ gether with the last period's sales figures. Special reports, such as the Buyer's Guide, are prepared periodically or upon request from either summary cards or combines summary and detail cards. The preliminary audit of the sales information ensures that: .Line cards, one for each item on the salescheck, equal the total card for the entire salescheck. . Flash reports of sales by salesperson within each department equal the total salescheck amount for each salesperson. . Commission cards equal the line and total cards. This processing checks the addition on each salescheck, verifies the punching, and provides an audit trail in addition to control totals for subsequent operations. The line cards are separated from the total cards, and are used for sales analysis and to provide price and class information. cards. The final control report is generated from the salescheck total The report contains totals, by store, for: . Parcel post charges • Alteration charges . Price adjustment .Sales tax .Employee discounts . Total charges .Charge credits . Cash . Cash credits . C.O.D. . C. O. D. credits The control totals on cash, charge, and C.O.D. transactions are further substantiated by detail listings. In addition, cash register tapes are collected, the totals punched into cards, and the totals are balanced to those on the final control report. The final balanced control figures are referred to in accounts receivable, sales analysis, and payroll processing. -55- �hi - _ / 2. Comparative Sales and Inventory St B This daily report consists of two parts. The first is a month-todate report of sales by department arranged in class sequence within the department. The second shows the change in sales between the date of the report and the equivalent date last year for comparison. Both are strategically important for inventory control. The monthly unit sales report can provide unit sales information by class and price. It shows sales within each store for each merchandise class. Each class is shown in various dollar categories based on the needs of the buyer. The dollar value inventory report is prepared from the month-todate file and the year-to-date file. This report can include: . Inventory at retail . Cost of goods on hand . Transfers in .Sales year-to-date . Discounts and markdowns The report can be prepared in three ways: j . By class with each store . By store within each class . By class within all stores 1 -56- �3. Accounts Receivable Credit account activity (charges, credits, and payments) are processed with close attention to the totals on the control report. Charges and credits are manually inserted in the combined name and address file. The account number is then punched into the activity cards. The Sorter is used to separate the budget and regular account name and address cards and the charge account activity cards. Cards reflecting charges and credits are merged with the cash payment cards and the balance-forward cards for regular 30-day accounts. This combined file is matched against the name and address file for regular accounts. Matching activity, name and address, and balance­ forward cards are held for regular account processing. The unmatched activity and balance-forward cards are matched against the budget account name and address cards in a similar fashion. As a result, all charges, payments, credits, and balance-forward cards are separated into two groups, budget and regular accounts, which are processed separately. Any unmatched activity or balance-forward card is separated from the file by a Collator, and is quickly checked, investigated and corrected. The aged trial balance format is a comprehensive presentation of customer accounts that can be used in many ways: • Accounts in arrears are immediately identifiable. .Account activity - payments, charges, credits - are detailed. . Zero balance accounts are included as credit references. . Payment can be manually posted daily, with adjustments to totals balancing to daily deposits. .Telephone inquires pertaining to account numbers, payments, and the correct balancing to be easily answered. . Budget and regular 30-day accounts are identifiable by codes. Payment processing may involve a multi-column card and a stub. The customer may be requested to retain the stub and return the statement with his payment, The statement cards are reproduced into cards with the amount paid, which are balanced to the cash register tape prepared by the accounts receivable clerk handling payments and then used to update the balance­ forward cards. -57- �I ■ I 1 Payroll Processing (1 [i a s Many different compensation plans can be handled in payroll processing: .Salary • Salary and commission . Commission . Hourly . Hourly and commission . Commission with draw, including arrearages .Extra commission Four basic cards are used for each employee: 1. s Payroll master card, containing employee name and number, method of compensation, rate, Social Security number, and other basic information. 2. Current earnings card, prepared from time sheets and/or commission reports i 3. Deductions card 4. Year-to-date card I I 1 I The payroll register is prepared using all four cards. At the same time, a new year-to-date card is punched. After the payroll register is reviewed, the pay vouchers or checks are prepared using the payroll master, current earnings, and deductions cards. Although the frequency and content of reports vary with organizations and individuals, the versatility of punched cards provides a tailor-made set of reports and records for each company. The proceeding illustrations cover some of the basic requiremtnts and are shown to suggest what types of reports can be prepared. Daily sales reports show customer buying trends and changes in consumer demand. Stern analysis can easily be added as can unit and dollar analysis of returns. Such a report might well I (I -58- 1 �be prepared weekly or semi-weekly should an individual store’s requirements so dictate. We are now ready to go into specific questions as they relate to your particular business. After lunch we will continue the question and answer period on retailing and General Business applications of data processing. -59- �SORT FOR SALES REPORT j/New Prod Master ''Prod Details) ] did Produc it""* Master Card Code Sort Destroy / Old Prod. | Master To File #4 Step Product Details New Prod Master Sort Sort in Seq by Cust No., By Whse loc. Cust N & A / Colla- l N & A tor ^Product: Det' iils f Cust Whse. Picking, picket Cust Invoice co­ I N &A To A/R File Acctg. Mach >umrn ,a\pi’unch 'Accounts Receivable Sort Separate Cards ''Product Details Cust. N & A Acctg Mach Weekly Sales Analysis �5 i i I 1 i i il a ii ii i �DAILY COMPARATIVE SALES REPORT o o o o o I COMPARATIVE SALES REPORT ?•■ DOWNTOWN o o o o o i 8 (ICIOTKnETOWN WKATVIBW . YOHX IWAO KAOTPOINT .. :wis™ •i ....... k- .. ■c<- . • •HOC STORE - ■ ,l. C O DATE__________ • - •________ M O N T H - TO - DATL WR TdTAU V s -;6j. ' .; - ;i,c. O ■ 2£ ■ I ... *”■ - O i oo -Jjr-. --r - ■ r*L‘.- ' ;■ O O O IJ O Month-to-date file one card indicating the 7" total number of items of this price and class Equivalent historical sold this month file from last year o c i J o o o o J O o Daily sales summary cards I Combine the two tiles 82 i ll Daily comparative sales report 403 514 V Last year's cards are destroyed New month-lo-date file II To be combined with the next day's sales II II 1 __ o o / ■' -i i o o o o -62- J �I MANAGEMENT INFORMATION SYSTEM DAILY SALES REPORT MERCHANDISE MANAGERS THURSDAY JULY 18 DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN OCCASIONAL FURNITURE BEDDING RUGS TOTAL FURNITURE WEEK TO DATE TODAY DOLLARS DEPARTMENT %1 28 36 • +6.7% + 1.2% +%.!% + 3.9% + 6.9% *3.2% 2%7 + 5.%% *5.7% I DAILY SALES REPORT I STORE MANAGERS I THURSDAY JULY 18 STORE - DOWNTOWN SERVICE SUPERINTENDENT HENS.CLOTHING GIRLS WEAR LADIES ACCESSORIES TOTAL STORE • DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN WEEK TO DATE DOLLARS TODAY %7 29 36 - 8.9% *12.1% * 3.7% -6.1% *8.1% -9.2% 5,67% * 3.7% -8.9% -63- �MANAGEMENT INFORMATION SYSTEM DAILY SALES REPORT - UNAUDITED OPERATING BOARD THURSDAY JULY STORE 18 DOLLARS IN THOUSANDS 19— TODAY 567 137 86 +3.7% +6.9% -9.8% -8.9% +2.9% -2.7% ■fl. 8%. -6.3% EASTWOOD SOUTH GATE NORTHWOOD 2,697 COMPANY VARIANCE FROM PLAN WEEK TO DATE POLLARS MERCHANDISE CATEGORY GROUP DOLLARS HARDGOODS SOFTGOODS BUDGET STORE 1,010 1,350 287 • TODAY +0.9% -2.7% + 5.9% VARIANCE FROM PLAN WEEK TO DATE -2.1% -9.5% +0.8% DAILY SALES REPORT GENERAL MERCHANDISE MANAGERS THURSDAY GROUP FURNITURE FOOD HOUSEWARES TOYS JULY 18 DOLLARS IN THOUSANDS 19— VARIANCE FROM PLAN WEEK TO DATE DOLLARS TODAY 297 . 38 27 36 + 5.9% -6.8% + 5.1% -8.1% + 6'. 7% -9.8% +6.7% -10.1% + 0.9% -2.1% TOTAL HARDGOODS 1,010 -64- �1 g' 1 £j 1 BUYERS GUIDE i H 1 i 8 1 DEPT. CLASS UNITS i i i i i i i i i s I i ii 8 8 II i 03 2 2 2 a a 0 a a a a a a a a 1 1 1 2 2 2 3 7[9 8|0 919 2 9 5 jO 9|9 510 5 0 5 5 0 5 0 39 9§ 40 0 8 49 90 §990 6990 17 9 0 2 2 2 3 3 2 6 9 6 9 90 00 96 00 96 46 0 49 0 0 919 fl 9 9 7 9 9 0 9 9 9 919 1 1 9'9 0 0 8 8 S 8 5 8 7 3 1 a DOLLARS 0 0 a 9 1 3 6 4 8 0 4 1 9 908 S94316 13 4 13 10 43000 17 970 18 6 96» 0 0 0 5 10 0 0 0 1 § 9§ X 4 915 els o!o 8|5 I 16 900 a i? 1 Q 6 8 5 6 ■ □next month last tear SALES!’ 'CJnEXT SEASON LAST YEAR ON HAND ON ORDER PRICE 67 9 1 6 50950 04040 0 3 9 30 I I I I I 3 6 S 017 0 I I I I 1 -65- UNITS 1 1 2 1 2 0 4 3 8 7 10 0 § 18 9 . 1 0 4$ X,'1 73 19 4 a 5 7 8 7 1 1 1 1 7 3>i« DOLLARS 1 2 4 4 6 1 3 7 5 5 1 7 4 9 5 2 0 8 8 3,1 5|O 717 0 0 5 0 0 5 §0008 70 08 4 9 9 0-8 ihr 6S 9§§ §02490 6 0 0§ 40900 6 6 906 14000 7 9 90 0 8 6 0 0 34968 3 9 9 7 8 4 0 9lfi 5 1 919 5 0 9l9 5 9 9>9 5 1 1 9l9 S 3 0 3 6<6 5 I UNITS 7 35 1 3 34 27 d 3 DOLLARS* 1 2 5’16 I 6 9 8*2 2 9 8*3 8 5 0 0 5 5 5 0 IS! I ‘II § 9 940 119 98 147$ 4 1 2 9 9:§ 3 §2 1 2 S 3 § 3 g § 142290 30 0 00 5 9 90 35 0 0 6 5 9 30 3 16 0 0 44 9 8 6 3 9 9 3 8 0 9j« 8 a 1 7 9j9 0 1 7 9 1 1 4 1 1 6« I 3« 45*2 0 I I I �!51 F I i I PREPARATION OF AGED TRIAL BALANCE i i i J j I s _____ O t><^J..MMKtJ^to..i.-:>.l.l O .............. ---------- — ■■ O w rtcpUNj.fral.^gjl -i-.CMH ■i,|-:,qu!Oii^|.-ij:<e1)i.S . |l|^!^|-^l^j^.^|i| , ■ ; T::2, -S? o .......... o 7; *5?-y “t£p "K’S;* o o o o _________________________ _______ o . -iij o o «• tesetsis; --^ti o wfeiw WWiW * iisr-ji Sfi# :is?-x r �i’ ACCOUNTS RECEIVABLE -- INITIAL PROCESSING R- 1 | B B li 1 Charge account activity manually Inserted in N and A hie the combined name and addiess fife is also used for a mailing list. N and A file 514 The file is separated using the Sorter @ BudgetN end A 82 The account number is gangpunched from the name and address cards to the activity cards. Regular N and A Charge acct, activity Cash payments 1 Balance-forward cards lor regular accts. fl 5 Unmatched activity Regular N and A cards Regular acct. ' activity Budget N and A cards Unmatched activity to be investigated Budget acct, activity -67- �ACCOUNTS r-.. BIUMH® .eciuHl ■■ just laying B.. ease pur bill \ om 1 ■ Hamburgers Statement cards with punched acct. no. and type. V Statements merjed with media aid dun notices Statements SS Balance-forward Cards in arrears Balance-forward cards not in arrearn -68- Mailed to customers Prepare dun notices �PREPARATION OF STATEMENTS FOR BUDGET ACCOUNTS i here is tour r bill from \Aawtur^s i ....... CH»HLCS CtHTt* \ 2140* BILLING DATE i I ACCOUNT NUMBER i 1 \ i -J -I \i IL CUCDItS payments srSsrtJ KEEPthU ■or PLEASE rETURNJ!!!! Budget account activity and balance-forward cards 1 If B i a a a ■i. 1 I I New balance-forward cards are summary-punched and control-totals checked Control totals New balance­ forward cards I ------------Budget acct, name and address cards 602 Service charges calculated Merge name and address cards with balance-forward cards Statement cards printed using bill feed feature Sorter used to separate N and A and BF cards Balance-forward cards w 514 i Balance-forward cards N 4.<d A cads 1 Held for aged trial balance -69- Statements merged with media and dun notices, microfilmed, and mailed Io customer “ Printed statements with account number and type punched from the balance­ forward cards ♦ 85 - �ENGINEERING a. Introduction by Cromwell E. Thomas Assistant Professor in Engineering Wilkes College To many engineers practicing in industry the high speed digital computer is an unknown quantity. Just a few years ago an engineer's chances of having an introduction to computing while in college were slim indeed. I u i 1 J J I II II Today virtually all the major engineering schools in this country have access to digital computers. Within the next five years the engineer who graduates without an introductory course in the use of computers will be the exception. The growth in the use of the digital computer has been tremendous. The first large scale digital computers appeared in the early 1950's as an outgrowth of interest generated through the use of punched card calculators such as the IBM Card Programmes Calculator. Over 4, 000 digital computers were installed in I960, varying from small engineering machines to very large commercial and scientific data processing systems. Like all technological developments, the digital computer has its historical antecedents. Computing itself is one of the oldest human activities, required by all civilizations for the conduct of business and the development of sciences. The oldest surviving written document is a set of business records maintained by a Sumerian of Mesopotamia 5, 000 years ago. The development of computing methods was painfully slow. Perhaps this was due in part to the unfortunate choice of symbols (e. g. , Roman numerals) and of number bases (e.g. , the Babylonian choice of the base 60. ) Gradually the Arabic symbols and the base 10 won out as modes of computation. Perhaps, too, this slow march forward in computing methods was due to the fact that they were not greatly needed, for certainly the first big breakthrough occurred when the science of astronomy faced tremendous II a I -70- �■Mw / computing effort in its advance. Computer programming is a difficult and exacting profession, made more difficult by the fact that there are dozens of different computers, each with its own language. A programmer who thoroughly understands his computer has difficulty in communicating with a different computer until he learns the language peculiar to the Computor. COBAL (Common Business Oriented Language) is a language system developed, as a joint effort, to bridge the gap between an English-like programming language and the machine language of a Computer. Although COBAL claims to be a type of "universal" programming language, it still leaves something to be desired. If it is poorly used it can lead to disastor and could prove to be much more costly than programs developed in more conventional ways. On the other hand, when properly used, it can be an extremely powerful tool. A careful system analysis must be made before attempting to write a program. Frequently much study is required before a competent program is arrived at since any program may be written several different ways to arrive at a single solution. If we are talking about programs that provide numerical answers to numerical problems we turn to such languages as Fortran (Formula Translation) or Algal (Algartlhmic Language) and a number of other recently developed languages which all the engineers use to communicate directly with the computor. From these few comments may I present Mr. Howard Furgeson, who will speak on the language of the computer for the engineer. 1 I 9 9 1 a 1 -71- �b. Engineering by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia, Pennsylvania The language of the computer is a binary language made up of ones and zeros, that is all the computer understands. Data is represented through the magnetizing of various cores within the memory of the computer. It is very difficult for a programmer to work with this type of a language, and a programmer is a very important person within a data processing system. He is the guy who tells the machine exactly what is to be done. The language that these people use are of two types, two general categories. Computer oriented languages and problem oriented languages. Computer oriented language is one that is developed by the manufacturer for his particular equip­ ment. You have to know his equipment and then you have to know his language to use it. Today manufacturers are coming out with problem oriented languages, languages that are not tied specifically to any piece of hardware. The two types that are most widely used are COBAL and FORTRAN. COBAL is a language that is used in commercial application, it stands for Common Business Oriented Language. It is a language which enables you to set up an equation such as amount plus tax equals Total (Amt. + Tax = Total) in an English-like program structure. The computer will understand and there will be a program the manufacturer will normally supply which will take this Eng­ lish language and translate it into the actual machine language for processing by the computer. 9 9 l FORTRAN is not the natural language of a computer, nor is it the natural language of the engineer. Rather, it is a compromise between the two. To satisfy the computer, it uses symbols that the computer can under­ stand and requires that the rules for their use be closely followed. To satisfy the engineer, it eliminates as many of the detailed computer control operations as possible from the job of writing programs and uses a problem statement format close to that of the mathematical equation. The engineer describes his problem in the FORTRAN language: what he writes is translated into the natural machine language of the computer to be used in obtaining the solution. The translation is accomplished by the computer itself with the aid of a program called the FORTRAN Processor. The resulting machine-language program is then ready to be used to obtain the solution. How does this affect the engineer ? -72- �The use of computers in the field of engineering analysis has experienced tremendous growth in the last decade. The advent of the electronic computer has created a new approach to the solution of engineering problems. The costly "build and try" method is now often replaced by "construct mathematical model and simulate. " For the engineer, in some respects this represents a return to the textbook. He must describe the physical problem by means of a mathematical model. Then the computer can operate on the model and describe the operating results for many sets of operating conditions. Many articles have been printed in professional publications on the solution of difficult engineering problems by the use of electronic computers, and yet a lack of knowledge and experience prevents the full use of the computer as an engineering tool. The average engineer is simply not aware of what a computer can do for him and expects either too little or too much from this mechanism. It is highly desirable, therefore, that every engineer understand how problems can be described for handling by electronic computers. It is convenient to think of computing problems as falling into cneof two classes: 1. 2. Straightforward computations Iterative problems Straightforward computations are those which have in the past been handled by slide rule or paper and pencil. They also include those for which the technique of solution, while known, has required too much computation to tackle. Iterative problems comprise a large area, mostly unexplored, explain this, the question should be asked, "What is the function of the engineer today?" To The engineer is a person who builds physical systems to do particular jobs. If a particular construction does not work, modifications are made until it does work. These modifications are often the result of vague ideas. Engineering is done largely by trial and error. A very obvious conclusion which one reaches in talking with engineers -73- �is that they employ a minimum of their textbook analysis techniques. Mathematical approaches soon pick up dust on the engineer's worktable. Why’ One reason is that real life simply does not fit the pat equations of the text­ books. Often the basic difference is that in a textbook it always seems possible to apply mathematical techniques and arrive at solutions of the kind x = f(y, z) where the value of the variable of interest can be determined simply by plugging in known values for y and z on the right-hand side. However, in real-life engineering, often the problem becomes stated as X i (x,y, z) where x is on both sides of the equation, x cannot be solved for explicitly; that is, there is not enough information to remove x from the right-hand side. The problem is too complex. This problem can usually be handled mathematically by estimating the value of x, testing the estimate, and, if it is wrong, making a better estimate. Essentially, numerical analysis (in computer mathematics) is the science of making progressively better estimates. To estimate repeatedly is to "iterate. This iterative idea is the heart of the computet approach, whether for the simplest earn problem requiring algebra, or for the most complex nuclear problem involving sets of differential equations. I I would like to take a few moments today to go into the FORTRAN language and show you the simplicity of this particular language. In FORTRAN there are symbols that are used to perform the arithmetic functions. Multiplication is represented by an asterisk. Addition and subtraction are represented by the plus and the minus signs and division is represented by the slash sign. To raise to an exponential is represented by two asterisks consecutively on a base. So what happens, a programmer would sit down to determine his desired result. He knows what his input is and now he writes a path or the number of the steps that must be performed to translate that input data into the desired results. He will use these various operators and combine them into various statements and record them on a programmer's coding sheet or, as you will see today, actually type them on a typewriter and have them feed directly into a computer. Arithmetic expressions are used in a computer, and in the FORTRAN language we use the symbol, (=) the equal sign, to show the placement of something rather than that, something is I fl II -74- �equal to something else. For example, we may say that A is equal to B plus C. What this means is that the quantity B plus C will replace the value of A, giving A a new value and the new value is then available for processing in the various runs. We can also use letters to represent various elements that are being processed. Of course each of these letters must be defined within the program so that we can come up with the proper results. Let me just show you some various types of processing. Here is an arithmetic statement and we can even say that X equals an expression. Now what does that expression mean? A times B divided by C and then raised to the power of D ? Well the computer will examine that expression and compute it based upon a hierarchy of these various symbols. A parenthesis can also be used within an expression to clarify the meaning of the expression. Because the printer and typewriter on a computer print only in upper-case letters, have a limited number of different characters, and are incapable of properly showing exponents and subscripts, FORTRAN statements at first appear somewhat confusing. An example of an arithmetic statement as it would appear on a FORTRAN coding sheet is: ROOT ( -B+SQRTF(B**2-4. *A*C))/(2. *A) Translated, this says: The quantity to be known as root is equal to - that is, can be determined by-evaluating -B* B2 - 4AC 2A where A, B, C are given values stored within the computer. Arithmetic statements look like simply statements of equality. The right side of all arithmetic statements is an expression which may involve parentheses, operation symbols, constants, variables, and functions, combined in accordance with a set of rules much like that of ordinary algebra. The symbols + and - are employed in the usual way for addition and subtraction. The symbol * is used for multiplication, and the symbol / is used for division. The fifth basic operation, exponentiation is represented by the symbol **. A**B is used to represent A to the exponent B (that is, A®). -75- �The FORTRAN arithmetic expression A**B*C + D**E/F - G will be interpreted to mean E B, A C i + D -G F That is, if parentheses are not used to specify the order of operations, the order is assumed to be: 1. 2. 3. exponentiation multiplication and division addition and subtraction Parenthese are employed in the usual way to specify order. F or example (A(B + C))D I is written in FORTRAN as (A*(B +C)J **D. I notation. I fl fl There are just three exceptions to the ordinary rules of mathematical These are: 1. In ordinary notation AB means A-B or A times B. However, AB never means A*B in FORTRAN. The multiplication symbol cannot be omitted. 2. In ordinary usage, expressions like A/B- C and A/TS/C are considered ambiguous. However, such expressions are allowed in FORTRAN and are interpreted as follows: A/B*C means (A/B)*C A*B/C means (A*B)/C A/B/C means (A/B)/C a 8 II Thus for example, A/B/C*D*E/F means ((((A/B)/C)*D)*E)/F. That is, the order of operations is simply taken from left to right, in the same way that A+B-C+D-E means (((A + B) -C) + D) - E [I -76- II �Bc 3. The expression A43 is often considered meaningful. However, the corresponding expression using FORTRAN notation, A**B**C_. is not allowed in the FORTRAN language. It should be written as (A**B)**C if BC(A®)^ is meant, or as A**(B**C) if A(B< ^) is meant. Besides the ability to indicate constants ( like 3. 57 and 2. ) simple variables ( like A and ROOT ), and operations ( like - and* ), it is also possible to use functions. In the previous example, SQRTF ( ) indicates the square root of the expression in parentheses. Since the number of possible functions is very large, each com­ puting center will have its own list of available functions, with information about their use. Functions given in this list must be referred to exactly as indicated. For example, -A*B/I + H or A*(B/I) + H I I i i i i n Therefore, if this expression is meant to be A times B divided by I, then it will be processed that way. However, if it was intended to be some other way, it would then have to be represented as if it was A times the result of B divided by I, this would have to be parenthesized to perform that particular operation. So what will happen here, we will say the result of A times B we will call J, divided by I plus H and then the next J divided by I which will give us K plus H and the result will eventually be that K and H will be added together to give us the final result. That is the way the computer programmed in the FORTRAN language will solve the particular expression. As far as you are concerned as a programmer, you merely express it as this particular statement and you will get the result. Does it look complicated? Does it look difficult? Does it look like it takes a long time? Sure it does, but the computer can perform it in speeds of what we this morning said were nano-seconds and micro-seconds and so this entire expression is computed and solved before you can even remove your finger from the keyboard. There are four or five statements within the FORTRAN language that are used to advantage as a programmer writes a statement he will some­ times give it a number. You can use any number, you can call that statement number 25, you can write the expression that I had previously on the board and use it. He just numbers them for his own benefit to reference a particular statement. Now the technique of computer processing is that the computer will execute the statements that are written by the programmer in the sequence that he has recorded them on the sheet and will feed them to the computer in that order. If the programmer wishes to change the normal sequencing of the steps within his program, there is a statement which is called a "go to" i a fl -77- �I ! I I i 1 1 i i i n statement. All he has to say is "go to" 56 and what he is doing then is transferring sequence of his program rather than going to the next statement which might be X equals A minus B divided by C, he will jump to statement 56 wherever that happens to be in his program. So it is called an unconditional branch within the logic of a program. Remember I showed you the diagram of a chart, this could represent the logic of a program, and depending on an event, if the value is negative, I wish to go to one thing, if the value is positive, I wish to go some­ where else and perform a different type of operation on this data. So this is called an unconditional go to. A very simple expression used in FORTRAN. There is a statement which is called a computed go to and it is made up of an expression, (E) 25, 10, 50, or 70. What this expression says is go to the statement which I have numbered 25, 10, 50, or 70, you can put them in any sequence, go to that particular statement depending upon the value of I in this case. I might be a cariable that is read in from a card. When I is read in, or someone keys it in to the computer, depending upon what that variable is, I will go to one of these particular statements. If this value happens to be a 1, we will go to statement 35. So what we are saying is that we can test an element and depending upon that particular element, go to specific locations within the program and perform the particular processing that is required. A computed go to, a very simple expression. Now we have had two, an un­ conditional go to and now a computed go to. The third type of expression that is used in FORTRAN language is what is called the arithmetic IF. The arithmetic IF is the statement in FORTRAN programming that says perform this expression, this calculation, and depending upon the result of that calculation, go to one of these three statements. Example - IF (E) Nj, N2, N3. If the value that is computed in here is negative, go to statement number Nj and perform the calculation or the steps at stemnet N}. Statement number Nj might say A plus B plus or minus C equals X, or something like that, or maybe pront something on a pronter or read another element or something. If it is zero, if this expression results in a zero, then it will go to statement number N£, if the expression results in a positive result, we will go to statement number N3. It may be that we wish to go to statement number Nj if it is zero or a negative, so that these elements in here should say Nj, N^> N3. So on a positive result, we will go to statement number three. On anything other than a positive result or a non-zero result, we will go to statement number Np We have computed an arithmetic IF statement. In this expression when it is computed, if the result is negative, zero or positive, go to that particular statement within the program. There is another statement that is used in FORTRAN which is the DO statement. What this statement says is DO all of the statements down to and including the statement member which follows DO. DO 25 1=1, 1000 says do all of the statements down to and including statement number twentyfive, initializing the value I at one, incrementing it by this increment, which in this case is one, until, this I reaches its maximum. So what is going to happen, we are going to compute and the computer is going to perform this i a I -78- �I .1 ti a a a i 1 s n statement and all of the other statements down to and including statement 25 varying the value I by one, each time, until it has done this a thousand times. Again this will be done in less than a second. It is done in micro-second speeds. So we can compute this expression a thousand times and see what effect will be by varying this one particular value. And we may say that I equals A, we might have an array of answers. We could say that A sub I, subscripted by A, I equals this or here what we are doing is an array of a thousands elements in a table, we are going to start at element number one and we will compute B plus C divided by this particular element I, which will vary from one to thousand and we are going to come up with a result and replace it in our table because every time we replace A, the value of I is going to be subscripted by I so we will be setting up a thousand different elements in this table. Subscripting is another feature of the FORTRAN program. And this is it; this is the FORTRAN language. Go to, do, ifs, plus the reading and the writing statements. The reading, the writing get to be a little more hairy in FORTRAN, but as you will see today when we get on to the computer, that's a piece of tape, and there is no reason why anyone should be afraid of programming a computer using the FORTRAN language. You are probably more familiar with it than I, because this type of expression is something that you would use very frequently in your particular fields of interest. Along with a discussion of specific problems for engineers, demonstra­ tions of GEOM (coordinate geometry), GOGO (compute analytical geometry problems), and ECAP (electronic circuit analysis program) will be given by Mr. David Wills and Mr. George Johnson of CS1, in this afternoon's session. .1 i I I a LI ii 1 -79- �FORTRAN PROGRAMMING LANGUAGE The Fortran language is especially usefull in writing programs for scientific and engineering applications that involve mathematical computations. A set of statements representing a source program are written in the Fortran language. The Fortran compiler analyzes the source program statements and transforms them into machipe language. The translated set of instructions represents the object program. Fortran statements are usually composed of certain Fortran key words used in conjunction with constants, variables and expressions. The five categories of Fortran statements are as follows: 1. 2. 3. 4. 5. Arithmetic Statements Control Statements Input/Output Statements Specification Statements Subprogram Statements Constants 1. Integer constant is a whole number written without a decimal point. It may be positive, zero or negative. 2. Real constant is a number with a decimal point, may be positive, zero or negative. 3. Double Precision Constant is a number with a decimal point optionally followed by a decimal exponent. This exponent may be written as the letter D followed by a signed or unsigned one or two digit integer constant. It (7. 9D3 = 7. 9X103 = 7900.0) Variables A Fortran Variable is a symbolic representation of a quantity that is assigned a value. The value may be unchanged or change for different executions or at different stages within the program. -80- �I Variable Names a Are symbols used to distinguish one variable from another. The name is from 1 through 6 alphameric characters, the first of which must be alphabetic. I If the first character of the variable name is I, J, K, L, M, or N, the variable is integer. J If the first character of the variable name is other than the above alpha characters, the variable is real. I 1 Arithmetic Operations + Addition Subtractions I * Multiplication I / Division ** Exponentiation I 1 I I I I I Arithmetic Expressions If more than one constant or variable appears in an arithmetic expression, they must be separated from one another by an arithmetic operator. When parentheses are used in an arithmetic expression, the expression within the parentheses is evaluated before the result is used; otherwise, the order in which the operations are performed is as follows: 1. Exponentiation 2. Multiplication and division 3. Addition and subtraction When two operators of the same hierarchy are used, they are performed from left to right. I -81- I �I '"I The expression 1 A*B/C**I+D 51 5 is evaluated as follows: 1 i I Subscripts 1 array. 1. C**I Call result X (A*B/X+D) 2. A*B Call result Y (Y/X+D) 3. Y/X Call result Z (Z+D) 4. Z+D Final result Is a number used to refer to a particular variable within an Subscripts must be enclosed in parentheses. Array (1, 4) Example: I I 1 i I I I I I I Array (I, J) Statements Arithmetic statements closely resemble conventional algebraic equations. The equal sign specifies replacement. B = I**J + D GO TO statement is used to transfer control to some statement other than the following statement. GO TO 25 (go to statement 25) Computed GO TO (Xp X^, Xn), i This statement causes control to be transferred to the statement numbered Xp X^, etc. , depending on whether the current value of i is 1, 2, 3, or n. -82- �Example: GO TO (25, 10, 50, 7), ITEM 50 A = B + C 7 C = E**2+A 25 L = 10 B = L+HOLD C Arithmetic IF This statement causes control to be transferred to the statement numbered Xj, X2, or X3 when the value of the arithmetic expression is less than zero, equal to zero or greater than zero. Example: IF (A(J,K)**3-B) 10, 4, 30 4 D=B+C 30 C=D**2 10 E = (F*B)/D+1 II -83- �DO Statement A statement to repeatedly execute the statements that follow, up to and including the statement numbered X. DO 25 I = 1, 1000, 1 STOCK (I) is the initial stock-on-hand OUT (I) is the number of each item used'. J* 5 10 25 15 30 2 I =0 I =1+1 STOCK (I) = STOCK (1) = OUT (I) IF (1-1000} 10, 30, 30 A = B + C DO 25 1 = 1, 1000 25 STOCK (I) = STOCK (I) - OUT (1) 30 A = B + C u 7 p ... y I * I I I -84- I �pert network of events and activities i 1 i i i Interrelationship I I I End Objective I I I Base Line "Tima Now” Activity I I I 11 1 I -85- "■■I Critical (longest) Path �I ACTIVITY LAYOUT (CONNECTING EVENTS) I li Rack layout I I Weighting List I PreUm. Logic Design Final Logic Logic Diagram Design & ICS I I I I Computer Study f - Receive ..••• Project I •- Go Ahead Prelim. Time Study r Prelim. Block Diagram I n Prelim. Breadboard Test I I •Sensor Specs. Special Circuits Final Time Specs. Study 1 II LI I I -86- Revised Breadboard Test Layout Drawings �completed pert network ii 1 I flack layout I & Weighting List I 2-3-4 .3-4-6 Interface Specs. I A*. I I Prelim. Logic Design ■<% 4.2 J-l-2. J j 1.2 Final logic Design Logic Diagram di V' 3-4-6 Receive Project Co Ahead Prelim. Block Diagram 4.2 Prelim. Time Study i I I Prelim. Breadboard Test & Senser Specs. Special Circuits Specs. Final Time Study I I I -87- I 4.2 Revised Breadboard Test Layout Drawings �I PERT SYSTEM IN OPERATION 1 ii J ri il r ~T X li i' i I I II I II II II I Inputs From Contractor Biweekly Monthly Adjustments r Flow Diagram X EE I I Event File Outputs ------- > Elapsed Time Estimates Computer TL. Outlook Evaluation^ Critical Thread Detailed Into. Overall MGMT Technical Direction Staff Effect of -88- J; t I Proposed Change Analysis of Proposed Change "1 Proposed Change �I MANUFACTURING a. Introduction by i Cromwell Thomas Assistant Professor in Engineering Wilkes College L I fl fl li i ii ii i ii I i i LI 1 I The replacement of the skilled craftsman as the basic productive force in American industry has created numerous difficulties in assuring a quality product. Unlike his predecessor, today's worker is no longer responsi­ ble for a finished item. In the past, a man would devote his effort to guarantee that something he had made would work. This motivation is no longer present. Mass production, interchangeability, and advanced technology has minimized the opportunity to singularly produce a functional item. Therefore, we must provide ample means of controlling the output of modern plants. In a highly competitive industry, production management is charged with the task of maintaining a smooth flow of work through the plant, with minimum overhead in the face of continual changes in production specifica­ tions and delivery schedules. A system which reacts rapidly to changes on the factory floor, therefore, is clearly needed in any manufacturing organization to determine whether (1} schedules are met; (2) standards of production (efficiences) are being met; and (3} labor forces are adequate, excessive or be reassigned. A particularly significant problem exists with regard to top manage­ ment itself. From all indications, computer activity in most manufacturing companies does not receive the serious top management attention which one would expect in view of the magnitude of the investment and its potential benefits. This raises the question; Are the right people setting goals for computers ? This is one of the prime reasons why companies often fail to realize the true potential from their data processing investment. The morning session of this Penntap Seminar will deal with such problems as production control, inventory forcasting, labor efficiencies, scheduling, and machine loading. The afternoon session will deal with -89- �——■*- u. I I sales planning, inventory projections, and total expenditure projections. We are certainly hopeful that the participants from the light manufacturing industries in Northeastern Pennsylvania, of which there are about 150, find this topic informative and beneficial. i ll I li I I I I I I i LI I ll -90- �b. Manufacturing by Howard Fergueson Vice-President Education Division Management and Computer Services Corporation Philadelphia. Pennsylvania i ri i i i i I I I I 1 I The primary objective of a manufacturing concern is to make profits Meeting this objective calls for providing ordered goods when they are required, competitively priced, and manufactured at a cost that is less than the sale price. Profits may be increased by widening the gap between the sales price and the manufacturing costs. To achieve the profit objective, manufacturing management must establish a plan, execute it and then evaluate it. Planning and the execution of plans are continuous operations. Decisions must be based upon the latest facts. Data precessing systems are able to give management the most up-to-date data on which to base these decisions. There are six basic management operation functions which are common to most manufacturing companies, regardless of the type of industry. Some of these functions implement planning and others implement execution. Fprecasting initiates the cycle and produces the master plan on which all activity is based. 2. Materials Planning develops the master plan for materials. 3. Inventory Management completes the material plan and partially executes it. 4. Scheduling develops the master plan for machines and manpower and starts it into action. 5. Dispatching completes the execution of the plan. 6. Operations Evaluation is the planning function which replans the five proceeding functions on the basis of an evaluation of execution. The objective of manufacturing may be defined as the management of materials, machines, manpower and money in such a way that the maximum profits are realized. 1. In the area of materials, machines, manpower, and money some examples of the tangible results which may be expected from good management of the six functions are: 1. Materials. Lower investment in inventory. -91- With an annual carrying charge �2. 3. 4. of 25%, reductions in inventory can produce substantial savings. Machines, increased utilization, with a subsequent reduction in costly idle time. Manpower. Higher efficiency. Planning increases effectiveness. Money. Increased prefit. In addition, working capital may be increased. One of the primary tasks of a. manufacturing organization is to fill customer time requirements. For certain unique items made to customer specification the manufacturer can start production only after receipt of the customer order. In most cases, however, it is necessary to start the manufacturing cycle before, any order is received in order to meet the customer's time requirement competitively. The. total length of the manufac­ turing cycle may be too great to permit quoting a delivery date before it has started. Thus it is common practice to produce either the final product or its parts, assemblies or base mixes in advance, so that on receipt of an order only the final operations need be performed and firm delivery dates can be predicted. The problem which arises may be expressed in the question, "How many of what must we manufacture?" If too few of a given item are produced, orders may be lost. If too many are made, money may be wasted. The same is true if a desired item is not produced, and vice versa. A manufacturing plan based on expected product demand must be established. I I a I i I a I I I I There are twc basic methods of anticipating demand: prediction and forecasting. Prediction is the educated guess of management and involves no formalized use of numerical data. Forecasting implies some manipulation of numerical information. Often the two methods can be used together--for instance, management's knowledge of az. impending sales campaign, a natural disaster or war scare, could be combined with prior sales history-to establish a manufacturing plan. Two basic types of data are used in forecasting: intrinsic factors, such as the sales history of an item, and extrinic factors, such as economic conditions, development of new materials, etc. Using intrinsic data, a pro­ jection is made into the future based upon the past. With extrinsic factors the projection is made by correlating external conditions with sales. The moving average method of forecasting, based on intrinsic factors, involves storing a complete product sales history for a fixed number of periods, with updating at the end of each period. There are drawbacks to the straight moving average method, however. Two of its apparent weaknesses are (1) that each period's demand has equal weight and (2) that the weight assigned to the current period's demand depends -92- �on how many periods make up the average. In an attempt to circumvent these handicaps, weighted moving averages may be used. They perform in the same manner as the straight moving averages, but a heavier weight is given to the current period's demand. The weight given to each period in the average is usually scaled giving heavier weights to the more recant demands. By weighting the demand, the forecast will react to change a great deal faster than with the straight moving average method. Forecasting on IBM data processing equipment makes the creation and maintenance of confidence limits easy. Current demand is evaluated against forecast to determine whether any deviation is above or below a preset acceptable limit, that is, the confidence limit. Management should know when actual sales deviate from the forecast by more than a fixed percentage, say 5% or 10%, whatever limit is set. If many product lines are involved, manage­ ment needs to b- informed of those which deviate from the prescribed limits as the deviations actually occur, since, a change in trend may be the trigger for a change in the manufacturing plan. One of the meet important requirements of forecasting is that the information it produces be ready in time for manage­ ment to take action while internal conditions may be economically altered-not after money and machines have been utilized in creating too much or too little. I I 1 I I I LI LI I I In addition to the end product forecasts for a given period, other forecasts often have to be made. It may be necessary to forecast the mix of devices which go to make up an end. item assembled to customer specifications. If the end product and. service parts must be stocked, in. many branches through­ out the country, the forecast may even have to be extended to cover the number of items and spare parts which should be produced and then stocked in each location. Sales history and forecasts are stored inside the system. Shipments 'and orders enter the system to update the stored sales history. Trend changes are noted. The end item forecast is preliminary to the forecast for the devices which make up the end item. Because the end item may contain a different configuration of devices, it is necessary to keep track of both end item usage and device usage on the end items in order to create and adjust the manufacturing plan if deviations occur. To select the best forecast plan, actual data should be analyzed and simulated. The test can be performed either manually or by computer. The manual approach is arduous, time-consuming and open to error, while the computer approach is much faster and more accurate. There are several computer programs available to aid in the selection of the forecast plan: such -93- �as demand analysers, inventory management analysers, inventory manage­ ment simulators and plot programs. The demand analyzer will diagnose particular demand patterns and aid in the selection of the forecasting parameters mentioned earlier. (The ability of the exponential smoothing formulas to forecast are directly related to demand. ) The inventory management analyzer will catalogue inventory by investment, profits, etc. Basically, the program helps to stratify the inventory. The inventory management simulators enable the testing and evaluating of many different parameters in a short time. (Most simulators include fore­ casting and ordering plans.) The plot programs graph the output from the simulators to make analysis much easier. ( I I I I I 1 I I Either the finished products plan developed in the forecasting function or specific customer orders are used in materials planning to generate planned orders, which are input to the scheduling and purchasing functions. The term finished product includes service or repair parts as well as prime products. In addition to the interrelationship of functions, one of the chief advantages of a Management Operating System utilizing random processing techniques is the ability to react quickly to changes in forecast, order cancellation and plant rescheduling. The problems involved in exercising control over a manufacturing process are to a great extent determined by the complexity of the end products. A basic problem in controlling the efficiency of a complex manufacturing process is maintaining detailed requirements planning. This is a matter of extablishing the type and quantity of component parts and assemblies which will be needed for future production calendar periods. A related problem is insuring that the component parts and assemblies required are actually on hand as needed. So far as materials planning is concerned, this entails the examination of current inventory and the issuance of the necessary make or buy orders. At any given point the. fundamental questions are: "What will we need and when will we need it?" and "What must we place on order?" The correct answers to these questions serve the objective of assuring that component inventories will be sufficient for production purposes without excessive capital outlay. The price of insufficient inventory is interrupted production and in­ adequate customer service. The price of surplus inventory is an investment I -94- I �which not only yields no profit, but is subject to the further cost of physical deterioration, obsolescence, storage and insurance. The balancing of these opposing objectives is termed optimal inventory planning. Determining the required quantity of any specific component is not a simple process. Accuracy and soundness cf method are of great im­ portance since production planning schedules form the basis for determining the expenditure of operating funds for facilities, manpower and materials. Accurate materials planning will assure management that all material, labor and burden costs are properly charged against a specific product once it is in production. Among other things, the manufacturer must consider the economical quantity to be ordered, the existing inventory turnover, the lead time needed to produce the component, and the inventory levels advisable fcr floats or bands, protective stock, spare parts and scrap. The technique of materials planning varies with the nature of the products and the methods of planning required by the financial resources of a company. Manufactured products may be described through four classifications: I 1 I Li g i i i i II I Completely standard or stock items --Comparatively stable in design, and exhibiting a constant or repetitive demand. Production performed on a continuous assembly or process basis. Examples: household appliances, food/durgs. Completely custom-built-- Individually designed to meet each customer's peculiar requirements, with a demand which is usually nonrepetitive. Described as job shop. Examples: construction, spacecraft, castings. Modified standard, assembly with options--Constructed by adapting standard products to customer requirements through introducing options prior to final assembly. Combination of job shop and continuous assembly. Examples: transformers, switchgear, aircraft, data processing equipment. Custom-assembled --Built by selecting standardized options for assembly to meet a given customer's needs. Combination of nonrepetitive demand with use of standard options to produce the effect of constant or repetitive demand for the components. Examples: automobiles, machine tools. The choice of a planning method is governed by the nature of the product and the financial resources and policies of the manufacturing organization. For these reasons several or all types of planning may be used in a given business. The principal classification of planning methods and the factors which usually dictate their selection may be summarized as follows: Planning to order--Authorization for the purchase, fabrication or -95- �I _______ 1 assembly of materials is given only when an order is received. This method is usually adopted only for custom-built products or options, but it may be applied to any product if it is desirable to limit inventory investment, and if a high percentage of components is purchased and procurement lead time is relatively short. Planning for stock- - Finished products are distributed to the consumer from accumulated stocks, and authorization for the purchase, fabrication or assembly of materials is given in anticipation of orders to be received. This method is widely used for all types of products except those built to order. Planning for semifinished stock--Authorization for the purchase, fabrication and assembly of materials to a partially completed stage is given in anticipation of orders, but the completion of a product is deferred until an actual order is received. This method is well suited to the control of custom-assembled and modified standard products, or of any product with a manufacturing lead time longer than market conditions will accept for delivery. One of the greatest problems facing industry today is hew to meet customer schedules while maintaining reasonable levels cf inventory. Schedules are frequently met through sheer force of plant facilities, at low utilization, and excessive labor costs. In order to fully appreciate the contribution a data collection system can make to the manufacturing industry, it is necessary to re-examine the manufacturing organization in light of the latest communication developments. I u B Ll In a highly competitive industry, production management is charged with the task of maintaining a smooth flow of work through the plant, with minimum overhead in the fact of continual changes in product specifications and delivery schedules. Crises develop daily as a result of changes in customer require­ ments, machine-too breakdowns, excessive spoilage, engineering changes, and the many scheduling changes forced upon management by other obscure factors. A large force of indirect labor is required to record and process these changes if any type of control is to be achieved. Supervisory personnel frequently become involved in stock-chasing, long production meetings and excess paper­ work in an effort to meet the crises. Advantages I . Adequate communications will provide close control over shop operations with a minimum of paperwork. • Card volume in the plant will be reduced because the same job ticket can be used over and over again by employees on all shifts. Variable data, pieces produced, and the type of transaction associated with a specific -96- �job can be entered through manual entry devices. ! • There will be increased accuracy in job reporting. Each change in activity will be reported as it occurs, rather than be reconstructed several hours later. •All jobs may be reported daily, whether competed o- not, without increasing paperwork. Thus, management will be assured of a complete and accurate knowledge of work in process. Available capacity or overloads will be pinpointed for management action. • Location and status of all jobs will be known at all levels. Decisions, based on accurate and timely data, can be made in time to pre­ vent critical situations from developing. •Foremen and other production personnel will be released from time-consuming clerical functions. Foremen can take time to plan, rather than to expedite. ’ Overtime to relieve bottlenecks will be reduced. • Accurate daily machine load, production and performance reporting will be available from the system to serve each level of plant responsibility. Machine and manpower utilization will be improved. I I s r I I [I II II i II / Planned orders can be scheduled according to master operations and loading formulas. Operation hours are planned by time period. The result is the manufacturing plan which is then implemented in dispatching. Dispatching relates the manufacturing plan to shop status to come up with daily work priority. A priority system may take into account the type of order, the type of customer, the timeliness of the order and other factors. Such priority rules are applied by the system. Thus the plant is able to operate on a manufacturing plan which is adjusted every day, each adjustment affecting all related areas. Computers may back-schedule from delivery date through each operation to raw stores, taking into consideration transit time. The time required in each department, based on standards and quantity on order, will be computed, as well as raw material requirements. The Master Operation cards are duplicated to create job cards (labor tickets). In addition, move tickets may also be generated to move the material between departments. A routing sheet may be prepared from a duplicate operation deck showing each operation in sequence by machine and -97- �department number. The labor tickets and routing sheet are sent to raw stores, or to the starting department. They travel with the order throughout the plant. An alternate method is to send each job card directly to the working departments and use the routing sheet or move tickets to move the order. Only one card is required per operation, regardless of the number of shifts required to complete the operation and the number of times the job may be interrupted. The job card is the authorization for a specific department or cost center to produce a given quantity of parts. The job card, prepared by standard data processing techniques, contains all the information pertinent to the job and to the particular operation. As adjustments are made, operations are evaluated to determine whether standards are being adhered to or whether exceptions are occurring which call for management decisions. Operations evaluation is the determina­ tion of performance in the five previously mentioned areas. Operations are compared against standards in money, time and capacity. Management is able thus to determine the effectiveness of the organization as a whole in regard to materials, machines, manpower, and money. Areas of in­ effectiveness may be bolstered by current action which will permit return to standards before other areas become affected. I 4 I ■ n n ii II II II -98- �assembly requirement by period B/M WHERE-USED BY LEVEL INVENTORY THIS LEVEL V GROSS REQUIREMENTS HIGHER LEVELS 5 ASSEMBLY REQUIREMENTS BY PERIOD FROM NEXT HIGHER LEVEL i REQUIREMENTS THIS LOW LEVEL UPDATED INVENTORY I i i i I -99- GROSS REQUIREMENTS LOWER LEVELS �ANALYSIS—TIME SERIES LEVEL-BY-LEVEL PLANNING I taoeailng Time June 14 End M-iJor Subiirembly Auembly Level June 12 June 13 Subniembly June 11 Pen Level Level 0 Product Y (----- c ■ © ,O <<> /a (4) '® o> 7® (4) © <>> <- - © (4) Cpmpewl 01 © (J) 4-1- ® <11 ■ ® "■ '© ' © u> (■> Product X 4------- j (» (4) lew-l.nl cod* ■ ■j I I I I -100- I ,_______ __ __ <0 («) (4> �SYNTHESIS-SINGLE LEVEL PLANNING APPROACH SALES REQUIRE­ MENTS FROM SALES PLANNING NET MODEL REQUIREMENTS DETERMINED. MASTER SCHEDULE SHEET FOR NEXT 3 MONTHS PREPARED. PRODUCTION SCHEDULING V MASTER SCHEDULE MODEL BY PERIOD. c IBM DP DEPT SYSTEM PROCESS MASTER SCHEDULE CARDS • MATCH PARTS LIST BY PRODUCT AGAINST SCHEDULE. • EXTEND QUANTITY PER X QUANTITY REQUIRED. • CHECK INVENTORY FOR STOCK ON HAND AND RELEASED ORDERS TO ARRIVE AT NET REQUIREMENTS. DATA PROCESSING SYSTEM COMPONENT INVENTORY OPTION z DELIVERY SCHEDULE CARDS c I WHERE-USED BILLS OF MATERIAL CONSOLIDATED ■ REO_-— ' V TO X MATERIAL ) CONTROL > 82-161^27 -101- �SYNTHESIS METHOD PRODUCT SUMMARY BILLS OF MATERIAL ( Mil HO. PART HO. USED OH PART HO. FINISHED PRODUCTS PLAN PERIOD REQUIREMENTS END ITEMS ■ I ■ I B ra U BT7 n -102- �APPENDIX A Data Processing Seminar Wilkes College Wilkes-Barre, Pa. GLOSSARY Absolute Coding: Coding in which instructions are written in the basic machine language; i. e. , coding using absolute operators and addresses. Accumulator: A storage register where results are accumulated. Access Time-: (digital computers) 1. The time interval between the instant at which the arithmetic unit requires information from the storage or memory unit and the instant at which the information is delivered from storage to the arithmetic unit. 2. The time interval between the instant at which the arithmetic unit starts to send information to the memory unit and the instant at which the storage of the information in the memory unit is completed. --In analog computers, the value at time t of each dependent variable represented in the problem is usually immediately accessible when the value of the independent variable is at time t, and otherwise not. accessible. Addition Record: A record that results in the creation of a new record in a master file being updated. American Standard Code for Information Interchange (ASCII): A thoroughly coordinated system for representing and communicating characters, digits, and other signs and meanings in terms of ones and zeroes, or the presence or absence of signals, in sets of five to eight at a time. For example, according to the standard, the character B is represented as 00 010 or as 1 000 010 or as 11 00 010; and the signal "rub out" is represented as 11 111, or as 111 111, or as 1 111 111, or as 11 111 111. Analysis: The investigation of a problem by a consistent method, and its separation into related units for further detailed study. Arithmetic Operation: Any of the fundamental operations of arithmetic, e. g. , the binary operations of addition, subt'ra'ction, multiplication and division. r I) i Arithmetic Unit: That component of computer hardware where arithmetic and logical operations are performed. �Automatic Checking: Computers. Provision, constructed in hardware, for automatically verifying the information transmitted, manipulated, or stored by any device or unit of the computer. Automatic checking is "complete" when every process in the machine is automatically checked; otherwise it is partial. The term "extent of automatic checking" means (1) the relative proportion of machine processes which are checked, or (2) the relative proportion of machine hardware devoted to checking. Automatic Data Processing (ADP): The processing of information by: (1) obtaining input information in machine language as close to the point of origin as economically possible; (2) operating on the information by automatic computer and other machines, without human intervention, as far as economically justified; and (3) producing just the output infor­ mation needed. For example, a department store would have attained automatic data processing if: (1) at the time of each sale the details were entered mechanically into the system by a salesperson's plate, a customer's plate, and a merchandise punched ticket; and (2) reports to management, bills to customers, reorders for low inventory, commissions to salesclerks, and other desired output reports were all competed and produced by the system without human intervention. Automatic Programming: Digital-Computer Programming. Any method or technique whereby the computer itself is used to transform or translate programming form a language or form that is easy for a human being to produce into a form that is efficient for the computer to carry out. Examples of automatic programming are compiling routines, interpre­ tive routines, etc. Batch Processing: A systems approach to processing where a number of similar input items are grouped for processing during the same machine run. Binary Digit: A digit in the binary scale of notation. This digit may be only 0 (zero) or 1 (one). It is equivalent to an "on " condition or an "off" condition, a "yes", or a "no", etc. Binary Notation: The writing of numbers in the scale of two. Positional notation for numbers using the base 2. The first dozen numbers zero to eleven are written in binary notation as 0, 1, 11, 100, 101, 111, 1000, 1001, 1010, 1011. The positions of the digits designate powers of two; thus 1010 means 1 times two cubed or eight, 0 times two squared or four, 1 times two to the first power or two, and 0 times two to the zero power or one; this is equal to one eight plus no fours plus one two plus no ones, which is ten. 1 jl v I �Binary Number System: A number system using the equivalent of the decimal integer as a base. Biquinary: A two-part representation of a decimal digit consisting of a binary portion with values of 0 or 5 and a quinary portion with values 0 to 4, e. g. , the number 7 is coded as 12 which implies 5 + 2. Bit: A binary digit; a smallest unit of information; a "yes" or a "no"; a single pulse in a group of pulses; a single magnetically polarized spot in a group of such spots; etc. This word is derived from the "b" in "binary" and the "it" in "digit" the word replaces the obsolete invented word "bigit", and takes on added meaning from the word "bit" meaning "small piece". Block: A group of records, words or characters handled as one unit. Used in this book primarily to denote a group of records on magnetic tape. Calculator: A person or machine who performs arithmetic or mathematic calculations. Calling Sequence: The instructuions used for linking a closed routine with a main routine, i.e. , basic linkage and a list of the parameters. Card: Computers. 1. A card of constant size and shape, adapted for being punched in a pattern which has meaning. The punched holes are sensed electrically by wire brushes, mechanically by metal fingers, or photoelectrically. Also called "punch card". One of the standard punch cards (made by International Business Machines Corporation) is 7 3/8 inches long by 3 1/4 inches wide, by 0. 007 inches thick, and contains 80 columns in each of which any of 12 positions may be punched. Another of the standard punch cards (made by Remington Rand Division of Sperry Rand) is of the same size, but contains 90 columns in each of which any one or more of 6 position may be punched. 2. A thin board of plastic or similar material for mounting small circuit parts connected by printed circuits; a pringed-circuit board. Card Code: The combination of punched holes which represent characters (letters, digits, etc. ) in a punched card. Card Feed: A mechanism which moves cards into a machine one at a time. Card Field: A fixed number of consecutive card columns assigned to data of a specific nature, e.g. , card columns 15-20 can be assigned to identification. �Central Processing Unit (CPU): Computers. The unit, usually assembled in one frame, containing the arithmetic unit, the control unit, and the fast storage or rapid memory, consisting often of magnetic cores. a Character: Digital Computers. (1) A decimal digit 0 to 9, or a letter A to Z, either capital or lower case, or a punctuation symbol, or any other single symbol (such as appear on the keys of a typewriter) which a machine may take in, store, or put out. (2) One of a set of basic or elementary unit symbols which, singly or in sequences of two or more, may express information and which a computer may accept. (3) A representative of such a symbol in a pattern of ones and zeros representing a pattern of positive and negative pulses or states. Check Digit(s): One or more digits carried along with a machine word (i. e. , a unit item of information handled by the machine), which report information about the other digits in the word in such a fashion that if a single error occurs (excluding two compensating errors), the check will fail and give rise to an error alarm signal. For example, the check digit may be 0 if the sum of other digits in the word is odd, and the check digit may be 1 if the sum of other digits in the word is even. It is possible to choose check digits for rows and columns in a block of characters recorded on magnetic tape, for example, in such a way that any single error of a 1 for a 0 or a 0 for a 1, can be located automatically by row and column, and eliminated automatically by the computer. Clock: Digital Computers. In a synchronous computer, the master circuit which provides pulses at equal times which schedule the operations of the computer. --In an synchronous computer, there is no need for such a clock, since the closing or completion of one circuit initiates the operation of a subsequent circuit. Code: N. 1 • The assignment of meaning to a character or group of characters, e. g. , an alphabet. 2. A label to identify a routine, location, operator, operand, name, etc. 3. To translate and write information in an abbreviated or shorthand form, e.g. , to write machine instructions, symbolic notation, etc, from state­ ment of the problem. Collate: To compare and/or merge two or more similarly ordered sets of items into one ordered set. Collating Sequence: The relative ranking of permissible graphic symbols of their representations. > R I �■ c I Computer: (1) A machine which is able to calculate or compute, that is, which will perform sequences of reasonable operations with information, mainly arithmetical and logical operations. (2) More generally, any device which can accept information, apply definite reasonable processes to the information, and supply the results of these processes, (3) A human being who can perform these operations and processes. Computing Efficiency: Computer Operations. The ratio obtained by dividing (1) the total number of hours of correct machine operation (including the time when the program is incorrect through human mistakes) by (2) the total number of hours of scheduled computer operation including time when the machine is undergoing preventive maintenance. Console: A part of the computer where most of the external controls for a computer operation are exercised and where most of the indicators of internal operation are located. Control Card: A card which contains input data or parameters for a specific application of a general routine. Control Unit: Digital Computers. That portion of the hardware of an automatic digital computer which directs the sequence of operations, interprets the coded instructions, and initiates the proper signals to the computer circuits to execute the instructions. Core Storage: A form of high speed storage in which information is represented by the magnetization of ferromagnetic cores. Data: A collection of facts, numbers, letters, symbols, etc. , which can be processes or produced by a computer, i. e. , a representation of information. Data Processing: A generic term for all of the operations carried out on data according to precise rules of procedure: a generic term for computing in general as applied to business situations. Detail File: A file to be processed against a master file. Diagram: A schematic representation of a sequence of operations or routines. Digit: (1) One of the symbols 0, 1, 2, 3, 4, 5, 6, 7, 8, 9, used in numbering in the scale of ten. (2) One of these symbols and sometimes also letters expressing integral values ranging from 0 to n- 1 inclusive, used in a scale of numbering to the base n. �■ Digital Computer: A computer in which information is represented in discrete form and which calculates using numbers expressed in digits and yeses and nos expressed usually in I's and 0's, to represent all the variables that occur in a problem. Disk Storage: A storage device which uses magnetic recording on flat rotating disks. Electronic Data Processing (EDP): Computing and data processing using electronic devices, and therefore very high speeds, now approaching a ten million operations a second. I External Storage: A storage device outside the computer which can store information in a form acceptable to the computer, e. g. , cards, tapes. File: An organized collection of information directed toward some purpose. Flowchart: (1) A chart to represent, for a problem, the flow of data, pro­ cedures, growth, equipment, methods, documents, machine instructions, etc. (2) A graphic representation of the system in which data provided by a source document are converted to final documents . General-Purpose Computer: A computer designed to handle the usual logical and arithmetic operations and not limited to solving one type of ' problem. I I L 1 I I I I I I Hard Copy: A printed copy of machine output in a visually readable form, e.g., printed reports, listings, documents, summaries, etc. Hardware: The mechanical, magnetic, electrical and electronic devices or components of a computer. Information: (1) A set of marks or an arrangement of hardware that has meaning or that designates one out of a finite number of alternatives. (2) Any facts or data. (3) Any marks, characters, or signals which are put in, processed by, or put out by a computer. Input: Computers. (1) Information transferred from outside the computer, including secondary or external storage, into the internal storage of the computer. (2) The sections of the computer which accept information from outside the computer, for example, magnetic-tape readers or punch-card readers. �Input-Output Channels (IOC): Computers. Input and output devices considered together. Instruction: Computers. A machine word or a set of characters in machine language which specifies that the computer take a certain action. More precisely, a set of characters which defines an operation together with one or more addresses (or no address) and which, as a unit, causes the computer to operate accordingly on the indicated quantities. Note: The term "instruction" is preferred by many to the terms "command" and "order"; "command" maybe reserved for electronic signals; "order" may be reserved for uses in the meaning "sequence", as in "the order of the characters". Integrated Data Processing (IDF): (1) Data processing organized, coordinated, and carried out in a completely planned and systematic way, without bottlenecks and with the least possible duplication of tasks such as entering data. (2) A group of data processing procedures built around a common machine language and common representation of data, in which there is a minimum of duplicate operations, such as entering the same data more than once. I 1 Internal Storage: Computer storage for data and instructions, from which instructions can be moved directly to the. control unit for execution. Key; (1) That part of a word, record, file, etc., by which it is identified or controlled. (2) To code information. Linkage: The interconnections between a main routine and a closed routine, i. e. , entry and exit for a closed routine from the main routine. I I I I I I I Magnetic Disk: A storage divice in which information is recorded on the magnetizable surface of a rotating disk. A magnetic disk storage system is an array of such devices with associated reading and writing heads which are mounted on movable arms. Magnetic Ink Character Recognition (MICR): The technique of using black (or colored) ink containg magnetized particles, printed (on checks, bills, etc. ) as humanly readable characters, which are also recognized by electronic devices that sense the magnetization and translate these characters into machine language. Magnetic Tape: Tape made of paper, metal, or plastic, coated or impreg­ nated with magnetic material, on which polarized spots representing information may be stored. Master File: A file of semipermanent reference information which is usually updated periodically.. �Memory: Computers (1) The units which store information in the form of the arrangement of hardware or equipment in one way or another. Same as "storage". (2) Any device into which information can be introduced and then extracted at a later time. Multiprogramming: A technique for handling in a computer many routines or programs at what seems to be the same time. This is accomplished by overlapping or interleaving their execution, and by permitting more than one program to share the time of machine components and units. Output: Computers. (1) Information transferred from the internal storage of a computer to secondary or external storage, or to any device outside of the computer. (2) The device or devices which bring information not of the computer. Procedure: A precise step-by-step method for effecting a solution to a problem. Process: A generic term which may include compute, assemble, compile, interpret, generate, etc. 1 Program: N. Computers. (1) A precise sequence of coded instructions for a digital computer to solve a problem. (2) A plan for the solution of a problem. A complete program includes plans for the transcription of data, coding for the computer, and plans for the effective use of the results. I Punched Card: A card which may be punched with holes to represent letters, digits or characters. I I I I I I I I Random Access: Computers. Access to the memory oz storage under condi­ tions where the next register from which information is to be obtained is chosen at random, in other words, does not depend on the location of the previous register. For example, access to names in the telephone book is "random access". The next name that anyone is going to look up in the book may be almost anywhere in the book with roughly equal probability. Read: To transcribe information from an input device to internal or auxiliary storage. Record: A collection of fields; the information related to one area of activity in a data processing activity; files are made up of records. Retrieval: (1) The recovery of something searched for. finding again. (2) The act of �Routing: Selection and assignment of the communication path. Simulator: (1) A program or routine corresponding to a mathematical model or representing a physical model. Software: The entire collection of computer programs used to make a computer so useful work, including ordinary problem-solving programs and general programs such as operating systems, compilers, assemblers, editors, debuggers, supervisors, translators, etc. Software is contrasted with "hardware" --the machinery and the electronics of the computer. Sort: To break down or distribute into groups according to a given set of rules, usually to make a numerical, alphabetic or aphameric sort. Storage: A general term for any device capable of retaining information. ( I Stored Program Computer: A computer which can alter its own instructions in storage as though they were data and subsequently execute the altered instructions. Systems Analysis: The analysis of a business activity to determine precisely what must be accomplished and how to accomplish it. Tape: A linear medium for storing information which can be used as input or output to a computer, e. g. , magnetic tape. 1 I I Transaction File: A file containing current information related to a data processing activity; usually used to update a master file. I Update: To modify a master file according to current information, often that contained in a transaction file, according to a procedure specified as part of a data processing activity. I Write: To transfer information from internal storage to auxiliary storage or to an output device, e.g. , to store data on magnetic tape. I I I Time-Sharing: Equipment. Using a device for two or more functions during the same overall time interval, by allocating (in rotation, for example) small divisions of the total time interval to the performance of each function. For example, the operating system of a powerful, fast, central computer may offer a thirtieth of a second of computing time in rotation to each of 20 human users at 20 consoles, and so to all the users it appears that each has entire command of the computer, although actually it is shared in time. �: - APPENDIX B Data Processing Seminar Sponsored by Wilkes College and PENNTAP PARTICIPANTS Audrey Baltuskonis Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania Doris Barker Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania I I 8 I I I I I 18703 Steven Cook R. &H Manufacturing Company Woodward Hill Edwardsville, Pennsylvania 18704 18703 Edward Coon Owens - Illinois, Inc Box 730 Pittston, Pennsylvania 18640 Paul Battisti Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania 18612 Roy Corradini Peoples First Nat'l Bank & Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 John A. Bonita Joseph B. Slamon, Jr., C.P.A. 766 Miners Nat'l Bank Bldg. Wilkes-Barre, Pennsylvania 18701 A. W. Day Keystone Coca-Cola 300 Oak Street Pittston, Pennsylvania Murray J. Brill Brill's of Hazleton, Inc. 2 West Broad Street Hazleton, Pennsylvania Charles Devereaux Sprague & Henwood, Inc. 221 West Olive Street Scranton, Pennsylvania 18501 18201 18640 Edward Chiampi Wyoming Valley West School District 386 Wyoming Avenue Kingston, Pennsylvania 18704 Kenneth Dixon Sprague & Henwood, Inc 221 West Olive Street Scranton, Pennsylvania Joseph Colarusso Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania 18707 Lee Eckart Lacy, Atherton, and Davis Hotel Sterling Wilkes-Barre, Pennsylvania Edwin Cole Nelson of Kingston P. O. Box 1046 Kingston, Pennsylvania Harry Filbert Peoples First Nat'l Bank & Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 18704 18501 18703 �I I E I I I 1 Walter Freund Radio Corporation of America Crestwood Industrial Park Mountaintop, Pennsylvania 18707 W. J. McGinley Lacy, McGinley, & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Michael J. George Joseph B. Slamon, Jr., C.P.A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Irwin Morrison Nelson of Kingston P. O. Box 1046 Kingston, Pennsylvania 18704 Russell C. Grebe, Jr. Susquehanna Savings &: Loan Assoc. 31 West Market Street Wilkes-Barre, Pennsylvania 18701 B. Hopkins Moses Wilkes College South Franklin Street Wilkes-Barre, Pennsylvania 18703 John A. Griffiths, Jr. State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Harry Nicholson R & H Manufacturing Company Woodward Hill Edwardsville, Pennsylvania 18704 Joseph F. Kelly State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Robert Nicholson R 8t H Manufacturing Company Woodward Hill Edwardsville. Pennsylvania 18704 F. Prentice Lacy Lacy, McGinley. & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Jane E. Oshirack Anthracite Electric Supply 500 Pierce Street Kingston, Pennsylvania 18704 James Lacy Lacy, Atherton &• Davis Hotel Sterling Wilkes-Barre, Pennsylvania 18703 Marion Peck State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Kenneth Maloney 320 Horton Street Wilkes-Barre, Pennsylvania 18701 John Perricone Cornell Iron Works Mountaintop, Pennsylvania 18707 Joseph Martin Wyoming Valley West School District 386 Wyoming Avenue Kingston, Pennsylvania 18704 Richard E. Powell Bohlin and Powell, Architects 182 North Franklin Street Wilkes-Barre, Pennsylvania 18702 �! 1 i 6 I I I n Marquerite Ritz Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Joseph B. Slamon Joseph B. Slamon, Jr., C.P. A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Kenneth H. Rogers Lacy, McGinley, & Rogers 915 Wyoming Avenue Forty-Fort, Pennsylvania 18704 Joseph B. Slamon, Jr. Joseph B. Slamon, Jr., C.P. A. 766 Miners Nat'l Bank Building Wilkes-Barre, Pennsylvania 18701 Reuben Rosen Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Marvin Smith Prestige Shoe Corporation 751 North Pennsylvania Avenue Wilkes-Barre, Pennsylvania 18701 Yolanda M. Salvatore State Workmen's Insurance Fund 116 North Washington Avenue Scranton, Pennsylvania 18501 Vincent B. Szykmani Consulting Engineer 112 East Elm Street Wilkes-Barre, Pennsylvania 18701 James Schiffini Cornell Iron Works Mountaintop, Pennsylvania 18707 John Timmer Atwater Throwing Company, Inc. West Main Street Plymouth, Pennsylvania 18651 Robert Schneiderman Commonwealth Telephone 100 Lake Street Dallas, Pennsylvania 18612 David L. Wetzel Peoples First Nat'l Bank &: Trust Co. One West Broad Street Hazleton, Pennsylvania 18201 J. H. Silberman Triangle Shoe Company Narrows Shopping Center Edwardsville, Pennsylvania 18704 John G. Whelley King Fifth Wheel P. O, Box 68 Mountaintop, Pennsylvania 18707 M. G. Simons Keystone Coca-Cola 300 Oak Street Pittston, Pennsylvania 18640 Don Winston Anthracite Electric Supply 500 Pierce Street Kingston, Pennsylvania 18704 �■III 10001553L7 -7' I; WILKES COLLEGE LIBRARY n n n U n I ■n 1 8 �i 0 0 n ti 11. � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Data Processing Seminar in Cooperation with the Pennsylvania Technical Assistance Program, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/3d2e2fae7972b4efc404c2660295fef4.pdf ba97314dd5ad38352629133991236e56 PDF Text Text n I ■ I ; Fi POSITION CLASSIFICATION PAY PLAN RULES, REGULATIONS & POLICIES FOR IF 1 I OF THE jiw oww I I I H IVES INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA ! jf I JS257 U5W682] �I * 19 POSITION CLASSIFICATION - PAY PLAN RULES, REGULATIONS & POLICIES FAIR EXCHANGE FOR As an employee you are engaged in a trade with the Authority - EMPLOYEES The Board expects you to do a full days work for which it will pay you a fair rate of pay. OF THE You have an opportunity to work under pleasant conditions with friendly people. If you adopt a spirit of friendliness, you will be doing your part to make this area a better place in which UNIVERSITY AREA JOINT AUTHORITY to work and live. The Authority, as far as possible, assures you steady work and a regular job. As you have read this personnel policy manual, you have found other ways in which the Authority is interested in you. We're glad to have you with us — hope you’ll retire in this area. This Employees' Manual has been prepared to acquaint you with some of the responsibilities, benefits and privileges which may affect you from time to time during your employment. We hope that your service to the public will be rewarding both in terms of happiness in your work and in your promotions to positions of greater responsibility as time goes by. I I I I I □ EUGENE SHEODEN FARLEY LIBRARY I I 1933 WILKES COLLEGE WILKES-BARRE, PA' L 1970 UNIVERSITY AREA JOINT AUTHORITY I I 1 It It I Institute of Regional Affairs Wilkes College Wilkes-Barre, Pennsylvania �1 ARCH IVES (J *5 V/ G £ 2. I I I 11 BOARD I ‘I university area joint authority David A. Allison, Chairman Dr. Ernest L. Bergman, Vice-Chairman I1 William G. Leitzell, Secretary I Guy A. Ludington, Treasurer Thomas R. Spell, Assistant Secretary I William I. Rishel, Assistant Treasurer John R. Miller, Jr., Solicitor I John F. Larkin, P. E. , Consulting Engineer a lJ I I 1 I n I r 5 K I g 82-161220 �I. PERSONNEL POLICY 0 T I 1 J !n ffl B i I �■ I. PERSONNEL POLICY I The personnel practices of any governmental organization are a subject of interest to the general public that pays the bill. Many times public bodies are pressured into making expedient decisions rather than sound ones. And yet, it is an old axiom of government that a sound, durable plan is really the keystone of a well-constructed personnel program. I I I : I 1. 2. 3. 3 n 3 □ 1 The broad fabric of good personnel administration, in which all employees are satisfied, revolves around certain basic goals, The three basic goals of personnel administration are: I s — ' Ji $ to identify every job in the organization. to fill that job with a competent employee . to fill the job with a satisfied employee. Since the Board of the University Area Joint Authority desires appropriate control over both basic policy and salary levels, it has caused this Employee Handbook, which includes a position classification and pay plan, to be prepared. A. POSITION CLASSIFICATION Position classification is a two-part process consisting of 1) determining and describing the duties, responsibilities, and qualifications of positions and 2) grouping together into classes those positions that are sufficiently alike to warrant equal treatment in all personnel practices. It is a foundation for the development of a pay plan and , when properly administered, seeks to fulfill the basic purpose of equal pay for equal work. The detailed knowledge about jobs in a sound classification plan is fundamental and indispensable to many phases of personnel management facilitating good over-all administration. It provides a base for recruitment, examination, selection, placement, promotion, training, and utilization of employees. The acquisition and orderly arrangement of job knowledge are major steps that must be taken before pay rates and a pay plan can be established. It is important to know the skill, education, and experience which jobs require for satisfactory performance by the average employee. All the duties of each job, or at least the most significant ones, must be clearly understood. Certainly, as a Board responsible to the users of the service, 1 o ■A i F �members of the Board of the University Area Joint Authority do not have to know how to do each job, but the Board does have to know of what each job consists. After this knowledge about jobs was obtained, it was arranged in usable form. This was accomplished by preparing a classification plan. Specifications have been written to cover each class so that upon completion of the plan, not only is an inventory available, but a complete description of all the kinds of work which the employees do is understood by the Board. Because the classification of positions is essential to the development of a workable pay plan, many governmental agencies prepare the two plans concurrently. Work on the pay plan is usually begun as soon as the principal features of the classification plan have been developed, and the two are com­ monly adopted at about the same time. This is precisely what the Board of the Authority has done. All classes in the plan have been measured against a common group of factors in order to ascertain their relative value. Class specifications, carefully prepared and properly drawn, do contain descriptive material which reveal class relationships, The class specifications include the following: Class title Brief but descriptive name for positions in the class. a. Designation used on payrolls, budget estimates, and b. personnel rosters. Roman numeral 1 always indicates lowest level of the series. Level of the work Presence or absence of supervisory or administrative responsibilities. b. Relative difficulty and complexity of the work. Length of time needed to learn to work. c. Whether work is a recognized profession, technical field, d. or trade. Extent of Guidelines for work Extent to which work may be described as routine or mechanical. Nature and extent of available guidelines in the form of policies, procedures, and/or standard trade or occupational practices. S p e c i a 1 working conditions Unusual or unattractive working conditions. �1 b. 1 1 5. Public contacts Nature of public contact media: whether contacts are facea. to-face, by telephone, or through correspondence. Degree of discretion and responsibility allowed in interpre­ b. tation of programs to the public. 6. Nature of supervision Nature of supervisory duties: to transmit orders only, to a. oversee work, to check quality and quantity of results, to assign work and priorities, or to plan or participate in planning programs. Relative complexity of the operation supervised. b. Need for independence of judgement and action. c. Extent to which, and the purpose for which, work is reviewed d. by others. 7. Requirements of the work Nature and relative difficulty of knowledge, abilities, and a. skills involved. Necessity for operating specialized machines and the b. training required. 8. Requirements of training and experience Nature, amount, and level of specialized or professional a. education and/or training required. Nature and length of experience required. b. J I I I 5 I I r? s5 ? (I I J I Presence of occupational hazards. The Executive Director and the Personnel Committee will periodically review the specifications so that they truly reflect the duties and responsibil­ ities of each position. Necessarily, revisions will be made from time to time, but the Board is quite cognizant of the fact that consistent internal relationships must be maintained in order to have an effective salary plan. B. PAY PLAN Pay administration is the art of paying the proper salary to an employee at the proper time. A sound pay plan calls for "equal pay for equal work" and the same pay for comparable jobs. A pay plan consists of the salaries established for classes of positions based upon their comparative worth and general levels of pay in the community. Any pay plan that is finally adopted by the University Area Joint Authority is important to five public or interested parties: -3- eJ J R �The Board of the Authority. Since wages and salaries may repre­ sent from 60 to 80 per cent of the budget, the administration of these salaries and wages is a very important factor in the overall financing of the Authority. The Sewer Renters. As "watch dogs" of the fiscal and budgetaryprocess, the Sewer Renters will likewise be interested in the administration of the policies as they affect the expenditures of the Authority and therefore the rates they will pay. The Supervisors. They will be concerned with pay administration because the level of compensation in any organization determines the success or failure in recruiting competent employees, and because the level of compensation provides tangible recognition in the form of the employee's paycheck for good performance and rewards the employee upon promotion to a higher salary level. The Employees. To the employee, pay represents, in addition to compensation for work performed, an ability to attain his goals and objectives and determines his standard of living and status in the community. The Bond Holders. This sizable group which has financed the system is concerned because their own money is at stake in the financial success or failure of the Authority's operations. A sound formalized pay plan provides salary rates which compare favorably with those in private industry and in other governmental jurisdictions in Central Pennsylvania, and which are neither so low as to make it impossible to attract and retain competent employees, nor unnecessarily high. A sound plan means that the Board members, who are responsible for raising revenue and administering the expenditure of public funds, can predict short run financial requirements for personnel services with much greater accuracy. It is hoped that fair treatment of all employees can be assured, thereby promoting high employee morale. It is hoped that the plan will provide a framework of reasonableness in relation to the immediate market, in which general increases can be related to rises in the cost-ofliving without destroying the pay relationships among jobs. This pay plan consists of a basic schedule of pay ranges showing the assignment of various salary grades to one of these ranges. Inspection will reveal the following features ordinarily followed in sound pay plan practices: There is a uniform percentage difference between each of the steps, in this case approximately 5%. This percentage dif-4- �ferential is preferable to flat dollar increases since each step bears the same relationship to the entrance salary, and because increments are more meaningful at all levels of employment. P I i 1J 1 I I I 2. There are 8 rates in each pay range, a beginning rate and 7 merit steps. 3. The ranges overlap heavily, since the amounts are closely re­ peated a number of times in the various ranges throughout the entire schedule. Local governmental officials are continually faced with relating governmental salaries to community levels of pay. Three alternatives are possible: to pay less than average, to pay the average, or to pay more than the average. The Board of the Authority has established a pay plan which reflects the average going community rates, in the hope that it will attract and retain qualified employees. ! £ ] I I £ g i 1 -5- �F I i 1 i k t i s ffl 1 1 9 g 1 L 5 ■F u ml b1 1 I s II .merit pay plan �o J J r~ •O-j '5=1 S 'Si H?S II. MERIT PAY PLAN UNIVERSITY AREA JOINT AUTHORITY 1970 GRADE STEP 1 STEP 2 STEP 3 STEP 4 STEP 5 STEP 6 1 , 3,960 4, 200 4,440 4, 690 4„950 5, 230 2 4, 260 4„500 4, 740 5, 000 5, 260 5, 540 5.840 3 4, 640 4, 900 5, 160 5, 440 5, 740 6, 040 6, 360 6,720 4 5, 040 5, 320 5, 620 5, 940 6,280 6, 640 7, 000 7,400 5 5, 500 5, 800 6, 120 6,460 6, 820 7, 200 7, 600 8, 020 6 6, 000 6, 330 6, 680 7, 040 7,420 7, 820 8,250 8, 700 7 6, 600 6, 960 7, 340 7, 740 8,160 8, 600 9, 060 9,560 8 7, 300 7, 700 8, 120 8, 580 9, 040 9, 540 10,060 10,640 9 8, 000 8,440 8, 900 9,480 10,.. 000 10, 540 11,120 11,720 10 8, 800 9, 280 9, 780 10,320 10,880 11,480 12,100 13,700 11 9, 700 10,240 10„800 11,400 12,040 12,700 13,400 14,140 12 10,700 11,280 11,900 12,560 13,240 13, 960 14,660 15,400 13 11,800 12,400 13,080 13,800 14,560 15,360 16,200 17,100 14 13,000 13,700 14,460 15,200 16,000 16,880 17,700 18,600 15 14,400 15,200 16,000 16,800 17,700 18,600 19, 600 16 16,400 17,200 18,100 19,000 20,200 21,700 STEP 7 STEP 8 O' �’ -■-M . 1 ■ I I 1 1 L q J j - . n1 I ■ ?'! Cl® IE. TABLE OF ORGANIZATION ��IV. JOB TITLES 1 li 1 I T1 r >/ 1 �/ .1 1 1 IV. JOB TITLES The employees of the University Area Joint Authority shall be classified as follows: ( I Administrative Executive Directoi- I I fi I I * I Office Manager Operational Superintendent Chemist - Assistant Superintendent Operator Mechanic Mechanic Helper I I ’ i I Sewer Maintenance Supervisor Chief Inspector Inspector Laborer Clerical Seeretary-Clerk Clerk 'll 1 -8- T ■ �I 1 i • • r ; 1 i - ' I I 1 ] 1 * I ‘ I 1 ■ J 1 — V. JOB DESCRIPTIONS �J CLASS TITLE: Executive Director CLASS DEFINITION: Chief administrative officer for the University Area Joint Authority, the Patton-Ferguson Joint Authority, and the CollegeHarris Joint Authority. Directly responsible to the respective boards for the managerial and technical activities of the sanitary sewerage systems, requiring direction and coordination of the operation and maintenance of the system, including all appurtenances and auxiliary facilities. 1 i I i r’. 1 DISTINGUISHING FEATURES OF WORK: Subject to the provisions of the Pennsylvania Municipal Authorities Act, other applicable statutes, bond indentures, and policies established by action of the respective Authority board , administers the business affairs of the boards and bears primary : ,-sponsibility for the fiscal, administrative, and operational activities of respective sewerage systems, including supervisory direction of operation, maintenance, and expansion of the systems. ILLUSTRATIVE EXAMPLES OF WORK: 1. Facilitates the conduct of board meetings by preparing agendas, submitting oral and written reports on items of board business, current system operations, making appropriate recommendations and otherwise participating in the formulation of operational policies. 2. Administers all fiscal affairs of the systems by preparation of board and operational budgets, exercises direct control of budget execution, renders regular and special financial reports, and sees to the collection of fees and assessments. 3. Coordinates and directs the operations of the two sewerage collection systems and the treatment plant and sees that their operations comply with all required standards and policies of the boards. 4. Conducts, or directs the conduct of, studies and analyses of current and potential problems affecting the systems operations. 5. Deals directly with the public on all matters pertaining to sew­ erage operations, and provides liaison between the Authority boards and public. 6. Maintains contacts with federal, state, and other local officials, and keeps the boards informed of legislative, federal and state regulatory policies. I I 1 ■ -9- T .t. �7. Directs the daily business activities of the authorities by super­ visory direction and guidance of the office staff. 8. Maintains efficient operation of the sewerage systems by direction, supervision, instruction, and guidance of the principal subordinates, with direct personal supervision of the office manager, treatment plant superintendent, maintenance supervisor, and chief inspector;- 9. Supervises the form, content, and submittal of appropriate reports required of governmental agencies and the respective boards. 10. Inspects major facilities to confirm operational procedures and standards. 11. Directly r<_ iponsible for hiring and discharging, as well as disciplining employees, and for the administration of all personnel policies. 12. Prepares, or supervises the preparation of all specifications, contracts, or purchases, and administers all contracts. 13. Designs, or supervises the designing of, proposed minor plant or systems extensions and improvements, and prepares prospectus for any proposed major improvements. 14. Exercises, when necessary, final decision-making authority in matters not requiring action by the Authority Boards. 15. Represents the respective authorities at meetings and conferences and before area public and private groups and organizations. SUPERVISION RECEIVED: V.’ork is supervised through review and evaluation by the respective Authority Boards. J SUPERVISION GIVEN: Supervises directly the work of the office manager, treatment plant superintendent, maintenance supervisor, and chief inspector and through them all other employees. REQUIREMENTS OF THE WORK: Adequate training and/or experience in the exercise of accepted and effective techniques of public adminiatration. An appropriate degree in engineering or a thorough know­ ledge of the methods, materials, equipment, and practices used in the operation of sanitary sewerage systems and treatment facilities. Workable knowledge in provisions of the Pennsylvania Municipal Authorities Act, other state statutes and agency regulations pertaining to liquid waste treatment. Abilitv to conduct pertinent research and -10- �1 1 1 T 1 I I to present results to the Authority Boards in an understandable form. Ability to make sound recommendations on matters pertaining to operations, and to interpret broad administrative policies into general instructions for implementation by subordinates. Thorough knowledge of Authority financing, and of modern methods and techniques of business management. Ability to deal tactfully with members of the boards, employees, customers, and the general public, as well as with federal and state officials, and to maintain cooperative and constructive relationships with professionals engaged by the boards, such as solicitors, certified public accountants, consulting engineers, bond counsels, and financial advisors. GUIDELINES AND DISCRETION: This position requires a cooperative person­ ality, a high degree of administrative, technical, and professional judgement, th' ability to make sound decisions based upon objective data. Guidelines consist of the Pennsylvania Municipal Authorities Act, other state and federal statutes and agency regulations, local ordinances, bond indentures, and Board Policies. EDUCATION AND EXPERIENCE: B.S. degree in civil or sanitary engineering from a recognized college or university, plus at least five years ex­ perience, of which at least three years have been in a supervisory capacity in a medium or large waste water treatmeit system as the chief administrative officer responsible for both technical and fiscal work; or a B.S. or B.A. degree from a recognized college or univer­ sity' in business administration, public administration, or related fields, plus five years experience in an administrative capacity, at least three years of which shall have included responsibility for waste water treatmert . 1 n ■ - I -11- �! I I CLASS TITLE: Office Manager CLASS DEFINITION: As chief assistant to the Executive Director, has primary administrative responsibility for efficient office performance, primarily through supervision of secretarial and clerical staff. Performs special secretarial functions assigned by the Executive Director, and has considerable direct contact with the public. DISTINGUISHING FEATURES OF WORK: Responsible for supervision of al) adrninistrati.' service functions, bookkeeping, purchasing, budgeting, fiscal management, secretarial and clerical assignments, procedures, and scheduling. Assists Executive Director in determin­ ing fiscal fact and making reports. Performs complex and special­ ized aecretari .1 ;.nd clerical work. Serves as direct contact with the public, primarily in fiscal matters related to system operations. 1 ILLUSTRATIVE EXAMPLES OF WORK: Assistant and principal secretary to the Executive Director. Responsible for all other office procedures. Supervises and maintains iscal records, including ledgers, payrolls and payroll tax reports. Supervises collection of accounts receivable. Administers insurance coverage for employees. Pays all invoices, makes bank deposits. Responsible for all filing. Orders supplies, materials, and required forms. Assists Executive Director in arranging the Authority meetings and gives public notice of same. Supervises instruction and use of office equipment. Performs other related duties as assigned. SUPERVISION RECEIVED: Works under general and specific instructions of the Executive Director. SUPERVISION GIVEN: All office secretarial and clerical staff. REQUIREMENTS OF THE WORK: Thorough knowledge of the principles and practices of business administration, including a general know­ ledge of office management, budgeting, purchasing, bookkeeping, and coordination of office work and staff. Ability to interpret general instructions of the Executive Director into specific instructions to the staff, and ability to supervise small clerical staff. Thorough knowledge of accepted business English and competence in preparing and writing assigned reports. Ability to install, operate, and instruct in the operation of, modern office equipment. Ability to make independent decisions in the name of the Executive Director on routine matters, or in special areas authorized by the Director. Ability to maintain effect­ ive relationships with officials, associates, and the public. General knowledge of pertinent provisions of state legislation governing Authority operation, and familiarity with the fiscal and operational policies of the respective boards. 7 ■ -12- �J r. J GUIDELINES AND DISCRETION: Work is performed under policy instruction from the Executive Director, but requires application of considerable initiative, discretion, and independent judgment, as well as tact and diplomacy in dealing with the public. EDUCATION AND EXPERIENCE: Graduation from high school business or commercial course, or graduation with academic or general course, supplemented by completion of business course at a recognized private business school, plus at least three years experience in a business office, at least one of which shall be in a supervisory capacity. . :I a I ■ I ■■ 'f - I . I 1 J 'K. 8 I I -13- �OJ CLASS TITLE': Superintendent CLASS DEFINITION: Direct responsibility for supervision of all technical and operational phases of the public sewerage systems. 1 1 I I f E DISTINGUISHING FEATURES OF THE WORK: Technical and supervisory work in the operation of sewerage systems, including public collection lines, treatment plant, pujnping stations, and all other appurtenances and auxiliary facilities. ILLUSTRATIVE EXAMPLES OF THE WORK: Plans and supervises the work of operating personnel in the collection, treatment, and disposal of liquid waste. Administers and manages the treatment plant to obtain safe and efficient operation. Keeps all records necessary to evaluate the operation of the system, and files appropriate reports with Authority Boards and/or the Executive Director, and the Pennsylvania Department of Health. Responsible for solution of operational and special problems arising from time to time, and engages in or directs research projects relating to collection, treatment, and disposal problems and to new methods, improvements, and procedures. Plans, assigns, and supervises, directly or through subordinates, the work of technical, operating and maintenance personnel. Supervises training of operators. Reviews laboratory and operating volume reports. Controls requisitioning and purchasing materials, supplies, and equipment required in operating the plant and pumping stations, according to established policies and procedures. Performs related work as required. SUPERVISION RECEIVED: Specific instructions and general supervision are received from the Executive Director, and in some instances from Board members and the consulting engineers. SUPERVISION GIVEN: Supervision is given to the assistant superintendent­ chemist, plant operators, mechanics and mechanic helpers. ■ ‘ $ * I ■d ? REQUIREMENTS OF THE WORK: Thorough knowledge of modern sanitary engineering principles and practices, and complete knowledge of and capability to operate and maintain the specific type of treatment facilities operated by the Authorities. Knowledge of the physical and chemical processes involved in treatment of sewerage, and of the types of industrial processes which result in the discharge of hazard­ ous water-borne waste materials. Considerable knowledge of plant design, and application of equipment and plant facilities required in sewage, treatment. Knowledge of administrative priciples and practices required to operate the sewerage system. Ability to supervise diversi­ fied personnel, and to establish and maintain effective working -14- i '31: �the Executive Director, and the Authority Boards. Ability to interpret administrative policies into general instructions to be given to subord­ inates . GUIDELINES AND DISCRETION: Chief guidelines consist of state legislation, regulations, and standards of operations, and the policies established by the Authority Boards. Specific programs are determined by or with the counsel of the Executive Director, although the employee has considerable freedom of action and is therefore required to exercise administrative and technical judgment. I f EXPERIENCE AND EDUCATION: Completion of at least a bachelor's degree at an accredited college or university with major work in civil, chemical, or sanitary engineering, chemistry or biochemistry. At least five years experience in the operation of comparable sewerage systems, of which at least three years have been in a responsible supervisory or administrative capacity; or any equivalent combination of acceptable experience and training which meets standards approved by the Pennsylvania Department of Health. Must possess a state certificate as specified in Act 3ZZ, approved November 18, 1968. �CLASS TITLE: Chemist-Assistant Superintendent CLASS DEFINITION: Combination of technical work entailing required chemical and bacteriological testing for control purposes and assisting the superintendent in routine or specially assigned administrative or operational duties. I DISTINGUISHING FEATURES OF THE WORK: Direct responsibility for performing all necessary chemical and bacteriological tests required to evaluate and control the efficient treatment of sewage based upon state and local standards. Assists the superintendent in the adminis­ trative and operational aspects of treatment either by direct assign­ ment of routine functions, or as acting superintendent in the absence of the latter. I ! ILLUSTRATIVE EXAMPLES OF THE WORK: Performs tests on waste water to determine quantity of suspended solids, settleable solids, PH, bio-chemical oxygen demand, dissolved oxygen, phosphates, and sludge density. Prepares chemicals and reagents necessary to perform required tests. Maintains records of tests and submits reports on a regular or demand basis. Participates in research assigned by the superintendent. Performs special tests on the waters of Spring Creek, and on effluent from industries desiring to connect with the sewerage system. Regularly performs some of the routine duties of the superintendent and others on an assignment basis. SUPERVISION RECEIVED: Direction and supervision is received directly from the superintendent, especially in the administrative areas, al­ though the chemical aspects of the position entail considerable free­ dom, with work reviewed by the superintendent or Executive Director. SUPERVISION GIVEN: Exercises routine supervision of the treatment plantoperators, mechanics, and mechanics helpers. 1 ft I REQUIREMENTS OF THE WORK: Extensive knowledge of the principles, methods, and practices of chemistry, especially that area of technical knowledge required in the specific type of sewerage treatment. Know­ ledge of mathematics as related to his technical chemistry functions at the plant. Skill in use and care of standard laboratory materials and equipment. Ability to perform standard and special tests, make accurate chemical analyses, evaluate test results in relation to pre­ scribed standards, prepare and interpret reports. Ability to interpret and carry out orders or instructions of his superiors, and to supervise and inspect the work of skilled and semi-skilled employees in implement­ ing the duties assigned by the superintendent. Ability to establish and maintain effective working relationships with and among employees under his supervision. -16- �•i. rL T ■ I 1 '■ I F’ i I GUIDELINES AND DISCRETION: Work guidelines are determined on the basis of accepted standard testing and analysis procedures in waste water treatment. Some discretion is required in analyses and reports. Supervisory work is generally routine, while all such work is subject to the instructions of the superintendent. EXPERIENCE AND EDUCATION: Preferably a bachelor's degree in Chemistry from an accredited college or university. Minimum of graduation from a standard high school or vocational school, in­ cluding or supplemented by courses in chemistry, with at least three years experience in a sewerage treatment plant. Should also qualify for certification as a sewage plant operator under rules and regulat­ ions set by the Pennsylvania State Board of Certification i 1 I ■■, 'i o Un p'd fl -17- •I (fl I i I �CLASS TITLE: Sewage Plant Operator CLASS DEFINITION: Performance of routine semi-skilled waste water treatment plant work,operating assigned equipment on a rotating shift basis. 7 d 7i J ’D ■ DISTINGUISHING FEATURES OF THE WORK: Work is performed under the immediate supervision of the superintendent or assistant superinten­ dent. Assignments are stable in nature and are carried out in accord­ ance with detailed instructions and operating procedures at the plant. Work requires light physical effort, but the employees are contin­ uously exposed to offensive odors. ILLUSTRATIVE EXAMPLES OF WORK: Keeps plant log book and charts up to date. Operates on an assigned shift a wide range of sewage treatment equipment such as raw sewage pumps, sludge heaters, compressors, ejectors, filters, blowers, areation tanks and the like. Performs regular routine procedures such as back wash filters, skim grease from C. S. tanks, checking chlorine residual, check amount of dissolved oxygen, take pressure readings, and others necessary to the efficient operation of the treatment process. Clean all equipment and housing facilities regularly, and perform other duties as assigned, including cutting grass, shoveling snow, and hosing floors. SUPERVISION RECEIVED: Orders, assignments, directions, instructions, and supervision when necessary, are received from the superintendent or assistant superintendent. As the operator of one shift is relieved by another, any special instructions are orally conveyed. SUPERVISION GIVEN: 0 7 .1 ml 7 J 7 - None REQUIREMENTS OF THE WORK: Ability to learn the methods, practices, procedures, and techniques used in the operation and routine mainten­ ance of the specific type treatment plant and its equipment. Ability to understand and follow oral and written instructions, and to read and record meter and gauge readings accurately. Sufficient knowledge of the whole treatment plant operations to be able to recognize mal­ functions, to correct simple ones and act decisively in reporting others to the appropriate superior. Ability to make simple arithmetic compu­ tations and prepare reports. GUIDELINES AND DISCRETION: Although procedures are normally routine, some discretion may be required in the performance of specific functions. ■ I <1 -18- �T' -J dj J 1' EXPERIENCE AND EDUCATION: Graduation from a high school or a vocational school, combined with at least two years of acceptable experience in a waste water treatment plant. Current operators are encouraged to qualify for state certification, and those employed in the future may be required to qualify for state certification under the various options specified in Act 322, approved November 18, 1968. 1 ' I £-H -19- �CLASS TITLE: Mechanic CLASS DEFINITION: Performance of master level work required to construct, maintain, or repair treatment plant and pumping station structures and mechanical equipment, sewer lines, and other appurtenances and auxiliary equipment. 1 1'1 ! DISTINGUISHING FEATURES OF WORK: : Direct responsibility for maintaining efficient operation of system mecnanical and other facilities and equipment by constant observation, and regular testing of mechanical and electrical units with special meters and gaugesj making necessary repairs with assistance of helper or plant operators, maintaining lubrication charts and other records facilitating review and evaluation of the systems operating condition. ILLUSTRATIVE EXAMPLES OF WORK: Performs regular inspections and reviews operators' reports for purposes of preventive main­ tenance. Maintains a regular schedule of testing mechanical and electrical units and controls and makes required repairs. Maintains a prescribed schedule of inspection and lubrication of equipment and units requiring same, and keeps records of work done. Checks pumping stations daily. Keeps buildings and surrounding areas in good repair and appearance. Assists plant operators in the cleaning of tanks. Performs other duties as may be assigned by the plant superintendent. SUPERVISION RECEIVED: General supervision is received from the plant superintendent and assistant superintendent. SUPERVISION GIVEN: Supervises a mechanics helper and plant operators when their assistance is required. REQUIREMENTS OF THE WORK: Extensive practical knowledge of the methods, practices, and tools used in the maintenance of mechanical units such as pumps, gauges, valves, and various switches, com­ pressors, conveyor belts, feeding and mixing mechanisms. Demon­ strated skill in the use of tools and equipment used in the maintenance of buildings and all electrical and mechanical equipment, and sewer lines. Ability to detect and repair defects in moderately complex mechanical and electrical equipment. Ability to prepare and maintain inventory and work records. GUIDELINES AND DISCRETION: Work follows standard procedures and instructions prescribed in the plant manual or the specific direction -20- �of the superintendent of assistant superintendent. Considerable discretion and judgment is required in diagnosing causes of mal­ function of equipment and determining appropriate repair procedures. EXPERIENCE AND EDUCATION: Completion of high school or vocational or technical school plus at least four years experience in the main­ tenance and repair of mechanical and electrical equipment, buildings, or an equivalent combination of training and experience. I ■ [ E -21- �CLASS TITLE: Mechanic's Helper CLASS DEFINITION: Beginning and sub-journeyman level work in the maintenance and repair of mechanical and electrical equipment and buildings. DISTINGUISHING FEATURES OF WORK: Assists mechanic in maintenance and repair of electrical and mechanical equipment, lubrication of mechanical devices involved in sewage treatment, and sundry related work. ILLUSTRATIVE EXAMPLES OF WORK: Assists the mechanic in perform­ ance of all types of maintenance and repair work on equipment, buildings, and sewer lines. Performs some routine tasks without immediate supervision, including lubrication of certain machinery, moving equipment and supplies, driving truck to pick up tools and spare parts, cleaning and repairing tools, running errands, mow­ ing grass, cleaning clogged sewer lines, and others assigned. SUPERVISION RECEIVED: Works under the direct supervision, instruct­ ion, and guidance of the mechanic. SUPERVISION GIVEN: None REQUIREMENTS OF THE WORK: Ability to perform tasks requiring mechanical aptitude, to learn the care and use of tools and mechanical equipment in the plant and pumping stations. Capacity to learn the methods, practices, materials, and tools used in the maintenance of pumps, compressors, conveyor belts, feeding and mixing machines, mechanisms and valves, and to understand and follow oral and written instructions. Ability to learn the occupa­ tional hazards and safety precautions involved in the operation and maintenance of a sewerage plant and collecting system. GUIDELINES AND DISCRETION: Little discretion is required for the performance of this work, since it is usually performed in the presence of and with the direct supervision of the mechanic. EXPERIENCE AND EDUCATION: Completion of at least junior high school, or an equivalent combination of training and experience. Eligibility for Pennsylvania vehicle operators license is required. -22- �CLASS TITLE: Sewer Maintenance Supervisor CLASS DEFINITION: Responsible for sewer maintenance and repair work at the supervisory level. Direct responsibility for maintaining the efficient functioning of all sewer mains and street laterals and manholes by supervising work crew(s) assigned to construct and repair same. Includes responsibility for contacting the general public to resolve complaints concerning functioning of the sewer collection system and complaints resulting from construction and/ or repair work done. Duties call for evaluative thinking and are performed according to standard practices and general work instructions. Assignments maybe performed outside of regularly scheduled work hours. .-0 1 I' ILLUSTRATIVE EXAMPLES OF WORK: Prepares and administers a regular schedule of inspecting, and, when necessary, repairing damaged or ill-functioning mains or laterals. Supervises work crew in construction and repair of mains and laterals, requiring adherence to procedures, practices, and type and quality of tools which are accepted in the industry. Visits work sites and determines that adequate safety measures have been taken. Personally inspects larger industrial and commercial connections for conformance to Authority standards. Investigates complaints and reports concern­ ing complex problems relating to sewer main breaks, seepage of water into private dwellings and utility subsurface structures and damage to sewers. Makes written reports and sketches of conditions found. Reviews daily time and materials reports. Makes appropriate recommendations relating to sewer collection to the Executive Director. Personally, or by assignment to a qualified employee, inspects all industrial, commercial, and residential connections made to the system by private contracting plumbers to assure that installations are in accordance with Authority regulations and standards. SUPERVISION RECEIVED: Directly subject to general or specific orders and instructions of the Executive Director. rr n 11 8 8 fl 1II SUPERVISION GIVEN: Direct responsibility for supervising all employees assigned to work on construction, maintenance, and repairs of sewer mains and street laterals, and appurtenances. REQUIREMENTS OF WORK: Thorough knowledge of methods, practices, materials, equipment and tools usedin sewer maintenance. Considerable knowledge of the occupational hazards present and the safety precautions used in such work of maintenance and repair. -23- �1J 1 J Q 0i Complete familiarity with the general physical layout, and component structures and appurtenances of the system. Ability to detect and correct structural defects, unsafe and dangerous conditions and determine repair needs. Ability to interpret and work from sewer construction blueprints and prepare sketches. Ability to exercise accepted supervisory practices and to establish and maintain effect­ ive working relationships with associates. J I a J GUIDELINES AND DISCRETION: Construction and maintenance work must be performed according to standards prescribed in the rules and regu­ lations of the Authority, general or specific instructions of the system engineer, and practices and procedures of work generally approved in sewer operations. Although performance is subject to direction, control, review and evaluation of the Executive Director, the maintenance supervisor exercises extensive discretion in the maintenance program. 1 t ' i h EXPERIENCE AND EDUCATION: Minimum of high school or technical or vocational school graduation preferred, and/or considerable training and experience in sewer maintenance work as a laborer or supervisor with at least one year supervising a crew engaged in similar work. ■ 'I D 7J 71 I’ ■J L 71 E v 71 i I ?! -24-— �.7 J CLASS TITLE: Chief Inspector j a CLASS DEFINITION: Directly responsible for inspection of all construction, maintenance, or repair work perfomed by Authority employees or private contractors or plumbers or sewer mains, laterals, man­ holes, and other appurtenances, excluding the treatment plant, to determine compliance with established standards and regulations. <1 ■ r q 1(1 L Jr to "i 11 i i '1 I i DISTINGUISHING FEATURES OF WORK: On the basis of standards, policies, or regulations of the Authority and those acceptable to the sewer industry in general, personally observes all construction, main­ tenance, and repair of sewer mains, laterals, manholes, and other appurtenances, excluding treatment plant, while work is in progress, and upon completion of work approves or disapproves in writing. Inspectional duties include all elements in the col­ lection system for which the maintenance supervisor is respon­ sible, as well as work done on laterals located on private property and plumbing which effects the effective and sanitary discharge of waste from such private property into the public mains. ILLUSTRATIVE EXAMPLES OF WORK: Observes all construction, main­ tenance, and repair work on mains, street and private laterals, and inside plumbing controlling discharge into the collection system, and, in writing, approves or disapproves work. Inspects dis­ charge lines at trailer courts. Regularly conducts dye tests. Reports all violations of sewerage regulations. Reports proper­ ties not connected to the system, and initiates enforcement pro­ cedures for securing compliance. Inspects backfilling and re­ surfacing of streets following excavation for installation or repair work. Receives, records, and reports complaints to appro­ priate supervisor or to Executive Director. In writing, and through supplementary oral instruction, informs contractors, plumbers, and property owners of the regulations and standards established for sewage discharge from industries, commercial establishments and residences. Maintains diary of inspection and such files established to record the condition of the entire collection system. Submits monthly report on inspections, approvals and disapprov­ als, violations, actions taken, and the like. Investigates complaints of malfunctions in the system and, if repair work is required, reports same in writing to Sewer Maintenance Supervisor. SUPERVISION RECEIVED: The inspector is directly responsible to and reports to, the Executive Director orally and in writing, and should re­ ceive no supervision or control from any other official or employee. -25- �i: i JJ 3 ■ GUIDELINES AND DISCRETION: Inspector's evaluations must be in accordance with Authority policies and regulations as well as with quality and procedural standards accepted in the industry generally. In the applications of quality and performance standards, the inspector frequently exercises considerable personal judgment and discretion. Responsibility for digression from established standards shall be the inspector's, or, if done under orders of the Executive Director, then responsibility shall rest on the latter. �CLASS TITLE: Inspector CLASS DEFINITION: As directed by the chief inspector, inspects all con­ struction, maintenance, or repair work performed by Authority employees or private contractors or plumbers on sewer mains, laterals, manholes, and other appurtenances, excluding the treatment plant, to determine compliance with established standards and regulations. • J DISTINGUISHING FEATURES OF WORK: Under direction and supervision of the chief inspector, and on the basis of standards, policies, or regulations of the Authority, and those standards acceptable in the sewer industry in general, personally observes all construction, maintenance, and repair of sewer mains, laterals, manholes, and other appurtenances, excluding the treatment plant, while work is in progress, and upon completion of project submits to chief inspector his recommendation of approval or disapproval in writing. Inspectional duties include all elements in the collection system for which the maintenance supervisor is responsible, as well as work done on laterals located on private property, and plumbing which effects the effective and sanitary discharge of waste from such private property into public mains. ILLUSTRATIVE EXAMPLES OF WORK: When directed by the chief inspector, observes all construction, maintenance, and repairs on mains, street and private laterals, and inside plumbing controlling discharge into the collection system, and, in writing, recommends approval or dis­ approval to the chief inspector. Inspects discharge lines at trailer courts. Regularly, or at direction of chief inspector, conducts dye tests. Reports all violations of sewerage regulations to chief inspector. Reports properties not connected to the system, and through chief inspector initiates procedures for securing compliance. Inspects backfilling and resurfacing of streets following excavation for installation or repair work. Receives, records, and reports com­ plaints to chief inspector for investigation and submission by the latter to the appropriate supervisor or Executive Director. Under orders of the chief inspector, delivers oral or written instructions to contrac­ tors, plumbers, and property owners on the regulations and standards in effect for sewage discharge by industrial and commercial establish­ ments and residences. Maintains diary of inspection and such files required to record the condition of entire collection system. Assists chief inspector in preparation of monthly or special reports dealing with inspections, approvals or disapprovals of work, violations, actions taken, and the like. Investigates complaints of malfunctions in the system, and if repair work is required, reports same to chief in­ spector for disposition. -27- �SUPERVISION RECEIVED: The inspector is under direct supervision of the chief inspector, or, in special circumstances, the Executive Director. nl 1 ipj u Pl J J I 0 h 0 i n •=» J a SUPERVISION GIVEN: The inspector has no authority to supervise any other employee, unless so authorized by the Executive Director. REQUIREMENTS OF WORK: Familiarity with the policies and regulations of the Authority which describe the standards applicable to the sewer­ age system. Ability to understand and follow written of oral orders, and to write or make oral or written reports, and to complete forms and maintain appropriate files as directed. Reasonable knowledge of sewer installation standards , practices, and procedures. Ability to deal tact­ fully and courteously with contractors and the general public, and to establish and maintain good relationships with associates. GUIDELINES AND DISCRETION: Inspector's evaluation must be in accord­ ance with directions of the chief inspector and with the policies and regulations of the Authority, as well as with the quality and procedural standards, exercises personal judgement and discretion only within the limits set by the chief inspector. No disgression from established standards is permitted without approval of chief inspector or the Executive Director. EXPERIENCE AND EDUCATION: Completion of high school of technical-vocational school, or equivalent in experience working in areas related to plumbing or sewerage operations. n J r-i ■ I I ! J. -28- �I J ! R ii ■JJ I I a 'I Jd ! 3 I S I n ■' i. Seeretary-Clerk CLASS DEFINITION: Includes performance of limited secretarial duties but consists predominantly of routine clerical duties involved in administering assessments, billing, and collections. DISTINGUISHING FEATURES OF WORK: Work generally follows a regular routine, although it includes a number of highly varied tasks. Typing duties, which require previous training, vary in amount, but are a necessary part of the position. Considerable typing of correspondence, and extensive operation of various types of modern office equipment. Work includes incidental receptionist duties and other public contacts. Once work schedules and procedures are learned, employee works with considerable independence on regular work assignments. ILLUSTRATIVE EXAMPLES OF WORK: Types correspondence, assessments, and Authority minutes,, prepares stencils, operates copy machine. Pre­ pares and types liens. Occasionally issues permits, collects assessment payments and accepts sewer rentals, and assists in mailing quarterly rental bills. SUPERVISION RECEIVED: Works under direct supervision of the Office Manager, although because of the set pattern of operations, specific supervision is rarely required. g SUPERVISION GIVEN: I I J '[fl - '' 1 r None REQUIREMENTS OF WORK: Working knowledge of business English and arithmetic, and considerable knowledge of office procedures and prac­ tices. Skill in operation and care of typewriter, mimeograph, and copy machine. Ability to perform duties with little or no immediate supervision, and to follow oral or written instructions. Accuracy and reasonable speed in typing correspondence and various forms. Ability to deal tactfully and courteously with other employees and the general public. GUIDELINES AND DISCRETION: Work generally follows established procedures and routine schedules which require little direct instruction or super­ vision and only occasional discretion. S 1 ■i CLASS TITLE: k fl EXPERIENCE AND EDUCATION: Completion of high school or business school with diploma or considerable work in business courses, including typing and the use of mechanical office equipment. Some experience as a clerk or clerk-typist. -29- �CLASS TITLE: a CLASS DEFINITION: Performance of routine clerical work under supervision, and related work as required. . DISTINGUISHING FEATURES OF WORK: Routine clerical duties involved in billing, collection, and sewer assessments. Typing restricted largely to preparation of forms. Work procedures are established and are routine. Authority methods and procedures are learned by actual e xperience. n ILLUSTRATIVE EXAMPLES OF WORK: Greets customers and answers tele­ phone. Makes entries in assessment book, and ascertains the assess­ ments are mailed. Makes bank deposits and credit memos for prothono­ tary, marks office copies of bills paid. Assists in preparing sewer rental billings and assessment installment bills. Handles occasional problems involving some individual judgement. n !e i Tj ■ I I Clerk SUPERVISION RECEIVED: Required supervision is received from the Office Manager. If SUPERVISION GIVEN: (5 None If REQUIREMENTS OF WORK: Some knowledge of office procedure and practice, and basic skill in typing. Ability to follow established procedures and routine with little direction or supervision. Ability to follow oral or written instructions. Some knowledge of Authority policies. Ability to deal tactfully and courteously with other employees and the public. 1 I GUIDELINES AND DISCRETION: Little discretion is required for proper performance of work since tasks are routine and repetitious. 1 ' 11 EXPERIENCE AND EDUCATION: Some knowledge of office practice and familiarity with specific routine and procedures of the Authority. Completion of high school or business school, or at least basic'business courses, including typing and use of modern office equipment. 5 -30- �CLASS TITLE: Laborer CLASS DEFINITION: Includes performance of unskilled manual labor tasks requiring some training and experience. C DISTINGUISHING FEATURES OF WORK: Work generally follows a set routine, but may include a wide variety of tasks, Work requires the performance of some limited semi-skilled duties. Maybe exposed to hazardous con­ ditions when working in open excavations. u ILLUSTRATIVE EXAMPLES OF WORK: The work will include some of the following tasks; wash windows; dust equipment and piping; paint walls and floors; cut grass and care for grounds; assist in repair and mainten­ ance of sewer lines, manholes and appurtenances, assist in the construction of sewer lines, manholes and appurtenances. i] I LI SUPERVISION RECEIVED: Work is performed under the supervision of the Maintenance Supervisor or Plant Superintendent. 8 SUPERVISION GIVEN: None REQUIREMENTS OF THE WORK: Must be familiar with acceptable safety standards when working in open ditch construction. o GUIDELINES AND DISCRETION: Work is performed in accordance with standard procedures or specific instructions. Little discretion is required in normal operations. c ' i n n L. EXPERIENCE AND EDUCATION: One year's experience in labor work. Penn­ sylvania motor vehicle operators license is required. Sufficient physical strength and stamina to permit the performance of heavy manual work, if required. 3 ■ [i I -31- Li - i �nr I: - Ti I 4 r VI. RULES, REGULATIONS AND POLICIES 1 FOR employees f■ - O’ 2i I 1 a. ir ■ r. V. J ; > ■' ■ 0 y' ■ * fl ? '01 I �ATTENDANCE J: - Employees are expected to work a full and complete designated work day, as assigned. Tardiness shall be cause for disciplinary action. If an employee, for some unavoidable reason, cannot report for work, he is expected to notify his superior as soon as possible. Absence from work without permission or notice is considered to be indifference to the Authority's interest and may result in disciplinary action. ,TJ IH BEREAVEMENT LEAVE Leave of absence, without loss of pay, shall be granted to an employee to enable him to pay his respects on the death of a member of his family. The family is defined as wife, husband, child, father, father-in-law, mother, motherin-law, sister, brother, and grandparents, and any relative under the same Such leave of absence shall be not more than 3 days between death and burial. Whenever an employee is absent because of death of a near relative, there shall be no deductions from the salary of the employee for absence on the day of the funeral. The Authority may extend the period of absence with pay in its dis­ cretion as the need of the case may warrant. A near relative shall be defined as a first cousin, aunt, uncle, niece, nephew, brother-in-law, and sister- in-law. All compensation required to be paid under the provision of this policy shall be paid to the employee in the same manner and at the same time said employee would have received his salary if the absence had not occurred. Time for bereavement leave is chargeable as sick leave. CALL-BACK PAY PRACTICES The term "call-back pay" refers to the practice of paying a premium to personnel who report for work in excess of their regular scheduled work week in a seven day period. Call-back pay is at the overtime rate of time and one-half. -32- ���MB ^0 The Authority provides Group Insurance for its employees purchased from the Provident Indemnity Life Insurance Company located in Norristown, Pennsylvania. The coverage provided includes: 1. 2. s 2 ■ 0 3. Group Life Insurance in an amount as established in the official contract. The Authority pays 100% of the basic amount. Each employee has the opportunity to obtain up to twice the amount of the basic insurance offered, in $1, 000. 00 increments. The Authority will pay 50% of the cost for these additional amounts. Accidental Death and Dismemberment Insurance. The Authority provides an additional sum equal to the life insurance benefit in the event death is due to accident, or for double dismemberment. This coverage extends a full 24 hours of the day. Accident and Sickness Insurance. This insurance is available to employees on an optional basis. The coverage starts the 8th day of sickness and runs for a maximum of 26 weeks. The Authority will pay for 50% of the coverage if the employee elects to avail himself of it. If an employee terminates his employment with the Authority, his in­ surance terminates immediately. Complete details of the Group Insurance Plan are available from the Office Manager or from the Agent of Record, Mr. George Borosque. ������nJ 0 reinstatement. In case of an extended period of sickness necessitating absence from employment, it shall be the policy to re-employ the employee in his former or in a similar position providing there is one available. SALARY INCREASES All employees will be assigned a salary grade and come under the step system of salary increases. The step increases are not automatic, but at the time an increase is granted, the increase shall be to the next step in the employee's salary grade. 3 5 The Executive Director in concert with the employee's supervisor will review an employee's salary at least once every eighteen (18) months (on the anniversary date plus six months) and a decision shall be made as to whether an increase (step promotion) in salary is warranted. To qualify for the step promotion, the employee must have demonstrated increased usefulness, initiative, and a willingness together with a desire to work. Depending on an individual employee's performance, the salary and/or grade may be reviewed more frequently than eighteen months. If an employee is promoted to a position in which the salary range overlaps the range of his former position, his salary is advanced from the place where it fits into the new range to the next higher step. When a particular job is reallocated to a higher range or grade as a result of increased duties and responsibilities required, the employee must prove that he qualifies for the job in the classification. If all jobs in a class are moved to a hig her range as a result of study of the duties of this class, the employee's salary is located at the same step h the new range as it was in the old range. The anniversary date for salary increase purposes does not change. SEVERANCE PAY The term "severance pay" refers to special cash payments, less authorized deductions, or other compensation to employees at the time of seperation from service other than retirement. Normal vacation that has been earned but not used is not counted as severance pay. 41“ I I �■1 i nt Policy of the Authority is to pay a minimum of two weeks pay at the time of seperation from employment, other than retirement or separation as a disciplinary matter. This policy will apply to only full time employees who have worked in excess of six-months. SICK LEAVE "Sick Leave" refers to granting leave with pay for sickness. I j fl 13 (3 ! J fl : fl s 3 (fllb 0 An employee eligible for sick leave with pay shall be granted such leave for the following reasons: (a) personal illness or physical incapacity resulting from causes beyond the employee's control; (b) the illness of a member of the employee's household that requires the employee's personal care and attention; (c) enforced quarantine of the employee in accordance with community health regulation; or (d) the death of a member of the employee's immediate family, but not in addition to bereavement leave. An employee on sick leave shall inform his immediate superior at least two hours before the time set for the beginning of his daily duties. Failure to do so may be cause for denial of sick leave with pay for the period of absence. Sick leave with pay shall be granted employees when approved by the employee's supervisor for excused absence because of sickness, injury, or physical inability to perform assigned duties. An employee shall be removed from the payroll by his supervisor for unexcused absence and for excessive intermittent or excessive regular abscence because of illness or claimed physical inability to perform assigned duties. Appeal by the employee shall follow the procedure under Grievance Procedure. An employee receiving sick leave with pay who simultaneously receives compensation under workmen's compensation laws or through a sick benefit plan financed in whole or in part by the Authority shall receive, for the duration of such compensation, only that portion of his regular salary which will, together with said compensation, equal his regular salary. During a calendar year employees are permitted ten working days of sick leave when approved by the Executive Director with the employee's immediate supervisor's recommendation. The Personnel Committee may grant sick leave up to twenty working days with the recommendation of the Executive Director. Only the Board of the Authority can grant sick leave beyond 20 working days. Accumulated sick leave may not be: 1. Added to vacations. J , . 42- ’ ' Ti ffl �2. 3. Converted to cash payment at time of retirement. Converted to cash payment at time of separation. Holidays that occur while an employee is on sick leave shall not be charged against his sick leave. qj If an employee's request for sick leave is not justified, the value of the absent time shall be deducted for the employee's accrued annual vacation or pay. lit Pregnancy shall not be considered a sickness warranting the granting of sick leave with pay. Advanced sick leave may be granted up to an amount equal to an em­ ployee's accumulated annual vacation by the Executive Director. J A doctor's certificate will be required for an absence for sickness of three, days or more. SOCIAL SECURITY J r. • 1 ?I The Authority and its employees must participate, on a contributory basis, in the Old Age Survivors and Dependent Insurance Program (Social Security) as prescribed by law. Employees will be informed of authorized deductions. Uy I n Benefits for the employee and his family - If he is "fully insured" and has reached "retirement age" he can collect old-age benefits for any month in which he retires. Technically, retirement age is 62; but a worker under Social Security cannot collect full benefits unless he has attained the age of 65. If an employee of the Authority should die, either "fully" or "currently insured", the surviving wife (or husband) will receive a lump-sum death pay­ ment as specified by law. Social Security also provides for disability benefits. These are similar to full (age 65) retirement benefits based on average monthly wage. However, if an employee is under 62, the total disability benefit to the employee and dependents may be reduced by receiving workmen's compensation. The benefits plus the workmen's compensation cannot exceed 80% of the average monthly earnings before the disability. �B a Requests from employees for transfers from one job to another maybe made in writing to the Executive Director. The recommendation of the employee's immediate supervisor must accompany the request. Such requests will be g' ■ n consideration by the Personnel Committee of the Authority when a suitable vacancy occurs. Transfers may be made by the Executive Director in the best interests of the Authority. It should be clearly understood that a transfer does not necessarily involve a higher salary, unless the transfer is designated as a promotion. TRAVEL EXPENSE 3 n (ft■11 nI || Tn J Occasionally employees will be required to travel on Authority business. Travel on official business outside the Authority's area should be by public carrier when practical or by Authority owned vehicle if said vehicle is avail­ able. If an employee is authorized to use his own car, mileage will be paid at the rate as established from time to time by action of the Board. Prior �I .i VACANCIES AND PROMOTION Job vacancies shall be filled by promotion from within the organization, whenever possible. Promotions will take into account merit as well as technical qualifications. All employees must possess the necessary basic qualifications for the position to which they seek promotion. ■ Job vacancies will be filled by the Personnel Committee with the recommendation of the immediate supervisor and Executive Director. Il p VACATIONS Vacations are granted to all employees of the Authority with the conviction of the Authority that: (1) n •J L - i fri IJ n I J■J Ifl ! (2) Employees are encouraged to take their vacation annually. Vacation is accrued monthly as shown below. The maximum vacation time which may be accrued is 330 hours. Individual vacations must be scheduled with'the immediate supervisor and approved by the Plant Superintendent or Executive Director. The vacation policy shall be as follows: a. b. ■ c. d. e. u •J. Its employees will be benefited by a period of rest and relaxation during the year; and That its employees are entitled to vacation based upon length of continuous service. f. Two (2) weeks vacation with pay is granted to non-exempt em­ ployees who have been employed with the Authority from one through five years. Three(3) weeks vacation with pay is granted to non-exempt employees who have been employed with the Authority from the beginning of the sixth year through the tenth year of employment. Four (4) weeks vacation with pay is granted to non-exempt employees starting with the eleventh year of service. Two (2) weeks vacation with pay is granted to exempt employees who have been employed with the Authority from one through two years. Three (3) weeks vacation is granted with pay to an exempt em­ ployee who has been employed with the Authority from the begin­ ning of the second year through the fourth year of employment. Four (4) weeks vacation with pay is granted to exempt employees after more than four years service. -45- D I �For the purpose of this policy, exempt employees are defined as being the Executive Director, the Spring Creek Pollution Control Facility Plant Superintendent, the Spring Creek Pollution Control Facility Assistant Super­ intendent, the Office Manager, the Superintendent of Sewer Maintenance, and the Chief Inspector. All other employees are classified as non-exempt. r t Since vacation is considered a part of salary or wage, the employee shall be compensated for accumulated vacation in case of resignation or separation from employment. In case of in-service death, payment for accumulated vacation shall be made to the widow, widower or survivors. In the event an employee is laid off, all accumulated vacation shall be paid to that employee. j For the purpose of this policy, vacation is accumulated at the rate of 6. 67 hours per month for those employees authorized two weeks vacation per year; at the rate of 10 hours per month for those employees authorized three weeks vacation per year; and, at the rate of 13. 33 hours per month for those employees authorized four weeks vacation per year. VEHICLES Jh I ? I I fl J J ! J •'I ) ... The use of Authority-owned vehicles shall be limited to official business only. "Taxi" service shall not be performed with Authority vehicles, and the unauthorized use of such vehicles may result in dismissal. WORKMEN'S COMPENSATION Authority employees are fully protected in the event of an injury which occurs while on the job, under workmen's compensation laws of the State of Pennsylvania. Since the Authority is a corporation, all employees of the Authority are covered under the workmen's compensation policy. Also covered are the officers of the Authority while acting within the scope of their duties for the Authority. �'fl , VIL GLOSSARY 9 1 9 H': - •i' n b'J . I ! ;,:t % M ■<: p �I I i J I• I ' I v ■ u . <11 I ■ j ' n 1 Class - A unique position or a group of similar positions constitute a class. Such positions will be similar as to the nature of the work, education, training and experience, skills required, difficulty of the work, and the degree of responsibility and discretion associated with the position. Class Title - A definite, descriptive designation for a position class as defined herein. The title applies to all positions comprising a class, and should be brief but at the same time clearly indicating the kind and rank of work. In large organizations in which there are a number of employees in the same general position class but perform duties entailing different levels of responsi­ bility and work difficulty, the class designation may include a numerical in­ dication of the grade within the class, such as clerk I, clerk II, etcetera. The higher the number, the higher the grade within the general class. Classification Plan - Position classification itself is a two-part process. First, it determines and describes the duties, responsibilities, and qual­ ification of positions, regardless of the individuals who may occupy those positions. Second, it groups together into appropriate classes those positions which are sufficiently alike to warrant equal treatment in recruitment and other personnel practices. A sound classification plan is fundamental to all other phases of personnel­ management and facilitiates effective and fair overall administration. It provides the basis for recruiting, examining, selecting, placing, and utilizing employees. By establishing proper job relationships, a classification plan' defines lines of promotion to positions of greater difficulty and responsi­ bility in the same line of work. It supplies information upon which training can be based, employee performance evaluated, and duplications of work or improper functioning of organizational structure remedied. It also pro­ vides necessary mutual understanding between a supervisor and his employ­ ee as to work expected, compensation, and other conditions and benefits involved. Classification and Pay Plans (maintenance) - An orderly procedure has been established for continuous maintenance of the postion classification and pay plan, since they tend to become obsolescent because of change in legislation, organization, functions, procedures, technological advances, personnel, or cost-of-living. All requests for establishment of new positions or a change in the classification of positions will be made to the Executive Director, who shall conduct a thorough review and investigation of the duties and responsibilities. If the change is justified, the Executive Director will prepare a new or revised position description, and allocate the position to -47- �•1 I b' 1 an existing class plai.- If no appropriate class exists, a new specification will be prepared and adopted by the Authority. L Employees will be given the opportunity to have a management review of his classification from time to time, and the decision of the Executive Director is subject to review by the Personnel Committee with final review and approval reserved by the Board of the Authority. I fj n ■; 1 Class Specifications - A written description of the essential characteristics of the class and the factors and conditions which separate it from other classes. It is written in terms of duties, responsibilities, typical tasks performed, extent of supervision given and received, and the qualifications required to perform the work. Classification Survey - A study of each job in an organization to secure valid information for grouping positions into appropriate classes or groups. In a large organization with many employees arixLaLlarge?vardbty bf Job classes, a classification survey involves comprehensive questionnaires, desk interviews with each employee, conferences for review purposes with supervisors, collecting position descriptions, salary scales and other benefits from the private economic sector of the community for comparative purposes, and final conferences with top management and his board to determine the correlation of the classification plan as written with the policies of the organization. Demotion - Movement of an employee from a position in one range to a position of lower range designation. n I rp I I ! Li Discharge - Termination of an employee with prejudice. The Authority has a formal and clear written policy indicating authority for discharging an employee and appropriate procedures to use when exceptions are made to the decision to discharge. Disciplinary Action - Reprimand, warning, suspension, dismissal, demotion, reduction or withholding of a vacation of other benefit or special privilege. Supervisors and employees should have a clear understanding of the condition justifying disciplinary action and the person who is empowered to impose such discipline. Discretion - Position classes are often determined on the basis of the amount of discretion which must or may be exercised by an employee in the performance of his duties. Although some positions are almost completely routine, requiring little or no evaluation, judgement, or decision-making, all positions require at least a minimum of discretion. The amount of discretion exercised is an important factor in establishing position specifications and in determining the position class. -- i -48- I �r Distinguishing Features of Work - This part of the classification plan is a description in general terms of a specific position which serves as the basis for allocating to a class. Duty Day - Any day or shift on which an employee is scheduled to be available for work. Duties (extra) - Occasions sometimes arise when an employee is expected to perform duties which are not a regular duty required by his position specifications, such as illness of another employee, filling in for vacations, unusual workload, and the like. Generally this is done without extra compensation, unless the frequency of such extra work tends to make the extra duties in fact permanent. In the latter case, the position require­ ments should be rewritten and the employee paid according to the new scale called for by the modifications. Such extra duties should not exceed thirty to sixty days. II j -Ji n * f i - in i :1 n I -ation and Experience - A general statement of the minimum educational background and amount of experience desired of the individual applying for a given position. The statement of specific requirements in this portion of the classification plan does not preclude variances in those instances when the applicant possesses an ’ equivalent or where divergence will not result in an unqualified individual being employed. However, substitution of an "equivalent" should be the exception. Full Time Employee - Any employee who works the normal amount of working hours in a given period as prescribed by the Authority. rs Illustrative Examples of Work - Examples of work are not intended to imply that they constitute all of the duties required of the employees, but merely to describe the major duties assigned on a regular basis. They provide a more detailed picture of the nature of the work to be performed and indicate the degree of difficulty and qualification needed. When more than one grade exists in a given position class, the two are differentiated to a great extent on the difficulty of the work as detailed in the examples. Layoff - Termination of employment because of lack of work. ' ‘J Overtime Compensation - Compensation paid to employees performing overtime work at rates specified by the Authority. This Authority pays for overtime work at time and ohe-half time, or by giving compensatory time off during regular hours at one and one-half hours off for each overtime hour worked. When the conditions of employment indicate that working extra hours is an integral part of the position, especially in the case of supervisory or administrative positions, overtime pay is not usually granted. -49- �Overtime Work - Hours worked in excess of the normal hours fixed by the Authority. Overtime work should be performed only upon the orders or authorization of the appropriate supervisor. Part Time Employee - Any employee who regularly works less than thirty(30) hours per week. A part time employee is not eligible to participate in the insurance benefit programs of the Authority nor is he eligible for vacation, sick leave, and holiday benefits. Pay Plan - A total list of salaries or wages established for the various classes of positions existing in the organization. It is the basic tool to secure consistency in employee compensation. When positons are grouped into valid classes, each containing all the positions substancially similar in duties and responsibilities, salary rates can be established for each class which will be fair and equitable for all positions included in the class. It also makes possible a comparison of the various classes of positions within each occupational group so that properly related pay j> 'si entials may be established between the several classes, as well as provide a comparison of private and public compensation levels in a given community. J J The pay plan sets a minimum entrance salary or wage for each position class and a maximum salary or wage beyond which no employee occupying a position of that class can be advanced. Commonly this range between minimum and maximum in a give class is 25-30 percent over the minimum for the first six steps. Between the minimum and maximum are a number of . steps to to provide for salary advancement, not to' be considered as automatic in­ crements on a regular periodic basis, but AS A REWARD FOR MERITOR­ IOUS SERVICE AND INCREASED USEFULNESS. Percentage increases based upon the base pay are preferable to flat rate increases granted equally to all classes. Position - The set of tasks assigned to and performed by one employee. "Job" and "position" are frequently used interchangeably. Position (identical) - Positions in which two or more employees perform substancially the same set of tasks during the same working hours. They are quite common where positions are filled on a shift basis. Probationary Employee - An employee whq has been appointed but who has not completed a prescribed probationary period during which he is required to demonstrate his fitness for the position by actual performance of the duties of his position. ■•J V| ■ ~ -50- �Probationary Period - A specified period of employment in which the ability of the employee to perform satisfactorily is observed and evaluated. This is especially essential when a position specification calls for an ability to acquire certain knowledge and skills on the job. At the completion of the probationary period, management should make a thorough performance evaluation and determine whether or not the employee has acquired the prescribed abilities and skills. Promotion Pay - Employees who are promoted should be paid at the rate prescribed for the first step of his new pay grade. However, in the promotion of an employee being paid a higher salary than the minimum of his new grade, he should be paid at the rate prescribed for the step next higher than his previous salary. Qualification Requirements - Minimum requirements in the class specifi­ cations should govern the recruitment and selection of employees to a position in the plan. Where the requirements specify a particular ability, a essential that the presence or absence of such ability be determined before the position is awarded. Re-classification of Positions - Supervisors shall take the initiative for re-classifications of positions, and shall fix a regular periodic review time, as well as call attention to need for changes in the interims. Requirements of the Work - A brief and general indication of the knowledge, practices, procedures, techniques, and abilities required in the performance of a given position. This need not be an all-inclusive list, but is specific enough to guide the employing agent to determine whether or not a particular applicant for a position possesses the basic skills and abilities called for by the position description and duties. N Supervisor- Any person responsible to a higher level authority who gives orders and directions to other employees. Supervision Given - The classification plan states clearly the positions and individuals which an employee is authorized'to supervise and the extent of the supervision. Authority to supervise other employees indicates justification for a higher class or grade rating. Supervision Received - The classification plan states clearly the specific supervisor from whom an employee receives his orders and direction and to whom he is to report. Its purpose is to prevent confusion and misunder­ standing which occurs frequently unless the chain of command is definite and completely understood. The amount of supervision received also helps to determine the level of the position classification, with the class level highest having the lowest amount of supervision. -51- 82-ibiZ.^U �MM lODOlLOlflS WILKES COLLEGE LIBRARY I > o 1 0 j □ • I r-J iJ p n i-J 1 C B 0 �T « Ll n i nil I c H J � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Position Classification Pay Plan: Rules, Regulations, and Policies for Employees of the University Area Joint Authority, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/849bbf859ed5ce7b9a0f44a4a80e10f4.pdf 629b8b29d273c0b806239e76d2cfc75d PDF Text Text h li J JOW POMO I 1 rap j a BOtWW » ««T i rowisirs 1 i i i i I ■ IHV7977 W682 . S ! ih ■■■ INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA i ! I I ! _____ �1U * -CHIVES htot? V/ G?7G I I JOINT POLICE SERVICfe i a £ FOR FAIRVIEW AND WRIGHT TOWNSHIPS Q I I I ----- EUGENE S'-IEDDEN FARLEY LIBI r 1933 VILKES COLLEGE, WILKE?-?'."PF, ’ n ts 1970 B □ I I B I S I H -.1 c I 111 I b INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �id ■ -crtWES I id I G I ffi II II is II J TOWNSHIP OFFICIALS FAIRVIEW TOWNSHIP supervisors / Andrew Yurkanin Harry H. Yurch Henry Nork Atty. Joseph Farrell Solicitor Burton Neal Police Chief Francis C. Aigeldinger Secretary 8 LI 0 WRIGHT TOWNSHIP SUPERVISORS C) itt di lit John M. Gebhart John W. Thomas Francis L. Zabowski Atty. William J. McCall Solicitor Andrew j. Teslicko Police Chief Joan K. Malkemes Secretary n 111 s r 10 lie 130000 �L I B I I I 1 1 a n to n to a o 5 ] n iffi 0 JS B n Small police forces are the rule in the Mountaintop area, virtually approaching almost noi municipally controlled protection in some instances, In all jurisdictions, a :few policemen operate independently within the now meaningless municipal boundaries, and the residents continue to finance police services which are at the same time minimal in quality and quantity and uneconomical in relation to unit costs. There is little or no coordination of the separate forces, and such as there is has been informal and sporadic. This section of the county illustrates the difficulty of maintaining all-purpose police departments on a strictly municipal basis, and the difficulties will undoubtedly increase with further anticipated growth there. Cooperation, therefore, must be achieved through means other than the traditional informal agreements to render mutual assistance on an emergency basis. a The findings and recommendations in this study are strictly the responsibility of the Institute of Regional Affairs. nI i I~1 Industrial, commercial, and residential development in the townships of the Mountaintop area of the county in recent years has intensified old pro­ blems and created new ones which are changing the civic climate of the region rapidly. Cooperative services offer an effective technique to meet the new challenges. id its D The actual and potential advantages of sound intergovernmental programs and agreements have long been recognized in relation to some local public services. Cooperative performance of selected municipal functions under a variety of agreements has become increasingly common in Pennsyl­ vania in attempting, short of consolidation or annexation, to reduce the impact of rising demands and costs due in part to fragmentation of independent local units. Cooperative arrangements for police protection are among the most common, although even in this area of local law enforcement cooperative effort has received little attention in Northeastern Pennsylvania. The Institute of Regional Affairs of Wilkes College has actively encouraged municipalities in Luzerne County to explore the possibilities of joint services, and recommends the police function as a logical initial experience leading to eventual inter municipal arrangements in other service areas. The Boards of Supervisors of Fairview and Wright townships are aware of the need for improved police services in their respective, communities, and have jointly requested the Institute of Regional Affairs to make the necessary studies and offer recommendations by which their police services may be coordinated under Pennsylvania law. Their determination is demonstrated by the excellent cooperation extended to the IRA staff by themselves and their secretaries. n ■ FOREWORD �Each community receives the level of police protection which it desires and deserves in direct proportion to its support. The local governing officials are positively disposed toward better service and express that disposition by their active interest. If this study contributes even in a small way toward making the two townships better and safer communities in which to live and work, the Institute of Regional Affairs will feel a real measure of accomplish~~- J ment. Hugo V. Mailey Director J L c r m I 5 fl r; □ I , i ) £ ii i 3 �0 ! V n ) n I r 0 n LJ □ Q r I. INTRODUCTION Rapid urban development, expecially since World War II, has aggravated old municipal problems and created new ones. Despite clear early warnings of the potential impact of the approaching surge of urbanization, local governments generally failed to take significant and timely action to meet the new challenges. Municipalities continued to rely on traditional organizations and methods to cope with new problems which required new solutions. Delayed action has left cum­ ulative dilemma, commonly recognized as the "Big Squeeze" between accumu­ lated needs for new or improved services and limited financial resources. Urbanization does not refer only to large cities but to many small communities as well, such as Pennsylvania's boroughs and townships. Some of these communities are quite sizeable in area and population, while others are rural in character with significant clusters of industry and residences. Inertia to change, especially in matters relating to local government, is generally more persistent in smaller communities than in larger cities. For­ tunate, indeed, is the small growing community whose residents and officials recognize and face up to the evolving problems, which tend to creep up almost imperceptibly. Although the hour may be late, decisive early action through implementation of known, tried, and new tools and techniques of modern local government may release much of the pressure of the "Big Squeeze" and re­ vitalize the small community. Police services in small and medium size communities are among the first public functions to feel the pressures of urban growth. Locked within existing illogical and meaningless municipal boundaries, and immunized against change by obsolete parochialisms, small local police departments fall victims to the "Big Squeeze" unaware that intermunicipal cooperation can temper or remove the obstructions to better service. h=J A. n u Components of Good Police Service In order to properly evaluate the need for cooperative police service in Fairview Township and Wright Townships, it is essential to understand the kinds and quality of police activities generally recognized as good police service. '.d I ■J Stated in terms of people rather than things which policemen do, one needs to know what services the inhabitants of the area have a right to expect of their police departments. Although the extent and quality of such services may vary according to the place of residence, it is both fair and valid to apply recognized criteria to judge the relative adequacy of police services in any jurisdiction, large or small. People are entitled to every kind of protection no matter where they reside. Protection is no protection at all unless it is com­ prehensive and effective protection. 1 I n u �I I, I I I 1 I These general components may be more meaningful when expressed in terms of specific services to which the citizen has a right: I r r Vlii Secure feeling of safety through frequent preventative patrols by radio-equipped police units, so that in the event of an emergency, well-trained policemen can be mobilized quickly. 2. Confidence in an adequately staffed and equipped police unit so that children, as well as adult members of the family, are secure against criminally inclined individuals on the public thoroughfares, and against the hazards of automobile traffic. 3. Knowledge that because of the personal character and professional training of the police officers, all health, safety, and other municipal ordinances and regulations will be promptly and fairly enforced against all violator s without political incentive or pressure. 4. Assurance that when a physical crime is committed, or property stolen, the police will be adequately trained for effective investi­ gation in new police techniques and instrumentation. 5. Reassurance that a qualified police officer can be promptly reached by phone at a single central station at any time of the day or night. 6. Attitude of courtesy and understanding developed out of a positive educational and community relations program. r Lj 3: 0 h a 1. n U ,"n dj d Textbooks summarize genera., p.ipo: of a police department as (1) prevention of crime by eradication of ''r-t. base sources, (2' repression of crime by adequate patrols to eliminate or r-d^ce hazards, (3) apprehension of offenders, (4' ? ■ if property, ana (5. regulation of noncriminal conduct, including education in the dangers of violations, traffic control, and enforcement of minor regulations, such as sanitation and street use. I' I flj i— Q I Needless to say, these expectations are high standards to reach by even the best police departments. To accomplish them effectively, efficiently, and economically requires the soundest organization and administration. The difficulty of approaching these standards in any municipality is aggravated by the fact that in our mobile society, crimes are not confined to the legal municipal boundaries within which police departments are organized. Furthermore, in small commun­ ities, like those covered in this report, financial resources in any community are utterly inadequate to pay for the manpower and physical equipment needed to attain satisfactory accomplishment of the standards on a separate basis. That communities get the level of police protection they desire and de­ serve is a truism demonstrated repeatedly in all sections of the country. It goes 2 -d �I I without saying that a smart-appearing, well-disciplined, courteous but efficient and firm police department, technically skilled and professionally interested in providing the citizenry with a high level of police protection, will in the long run be proof of a safe and progressive community. I I r B. The Mountaintop Area Recent years have seen a steady, but largely unplanned, development in the Mountaintop area of Luzerne County. General economic resurgence in the Wyoming Valley has spilled over into the area on the mountain. The area's natural beauty, the availability of desirable land, and the extensive recreation opportunities have combined to encourage new residents to be attracted to the area. A growing population, permanent and seasonal, and the accompanying building of homes, and business, commercial, and industrial facilities, have placed a strain on local municipal facilities and services. Already apparent, the demands for improved and increased municipal services are just beginning to be heard. The "Big Squeeze" is on between services and resources. Local governments in the area have not responded to the increasing pressures. Structurally and procedurally, they remain quite the same as they were several decades ago. n n U The governing bodies of the townships have become aware of the need for the improvement and addition of municipal services. Through mutual discussion, they have concluded that these needs are beyond the capabilities of any single community acting alone, but that in cooperation with each other these services can be offered to the citizenry. Realizing that they must pool their resources, they are prepared to act jointly in one area of municipal service to provide service efficiently and economically while at the same time preserving the separate identity and character of each community. The police departments of the two t ownships have cooperated in­ formally for a number of years. The officials of the governing bodies of the two municipalities have become increasingly aware that limited informal assistance in police work falls far short of a satisfactory solution of the basic problem. They have, therefore, determined to investigate the feasibility of intermunicipal cooperation under a formal comprehensive agreement. ': 1 This report is a presentation of the current police services in the area, the various aspects and problems of police protection, and the legally available options for joint effort under Pennsylvania Law. ■ccJ 13=> «3 3 - ��S II. - i 1 j INVENTORY Currently, Fairview and Wright Townships each operate a separate police department under jurisdiction of their respective governing bodies. In order to identify problem areas in police operations and to determine justi­ fication for some form of joint service, a summary of the characteristics of the two communities and their police departments is presented here. 8 A. ■I J IS 8 H LI i 3 J The Mountaintop Communities Fairview Township, a township of the second class, comprises an area of approximately 10.5 square miles, having a I960 population of 2,500, and a population density of about 240 persons per square mile. It has 15.5 miles of improved and unimproved roads, the main artery being Route 309. This Route carries exceptionally heavy traffic, being the prin­ cipal existing connection between Wilkes-Barre and Hazleton, and the main access to the commercial, industrial, and residential developments which have taken place in recent years. Wright Township, also a township of the second class, is somewhat larger in area, but smaller in population • the i960 census. sly, its I960 population lare miles, giving it square mile. Route the heavy traffic t impact on the de’ icluding the main improved and un- ’j •sVVU ’I •pBuny ‘aoixod ‘fl • w ‘drusunoj, neTAaraj ‘E •aopiod - _‘Bd ‘d-tqsunoj, I •aopToa • j Wright Township I I x-opuiation I960 Area Square Miles Miles of Road 2, 500 10. 5 15.50 -5- l 1,423 13. 0 31.32 �! ■ , I II. I t LJ INVENTORY Currently, Fairview and Wright Townships each operate a separate police department under jurisdiction of their respective governing bodies. In order to identify problem areas in police operations and to determine justi­ fication for some form of joint service, a summary of the characteristics of the two communities and their police departments is presented here. L: A. (■ The Mountaintop Communities I I 1| < < .. nr. Pncm I ss College• 1^7“? 77 Wilkes "joint police ’.■’right Townships* h 5 C.V “p- 28 cm. > • • I Fairview Township, a township of the second class, comprises an area of approximately 10.5 square miles, having a I960 population of 2, 500, and a population density of about 240 persons per square mile. It has 15.5 miles of improved and unimproved roads, the main artery being Route 309. This Route carries exceptionally heavy traffic, being the prin­ cipal existing connection between Wilkes-Barre and Hazleton, and the main access to the commercial, industrial, and residential developments which have taken place in recent years. Wright Township, also a township of the second class, is somewhat larger in area, but smaller in population according to the I960 census. Although its population has undoubtly grown measureably, its I960 population of 1, 423 persons lived within an area of about 13.0 square miles, giving it a population density of approximately 110 persons per square mile. Route 309 also traverses this township, and, also because of the heavy traffic demands of commerce and industry, it has a significant impact on the de­ mands for police service, especially at peak hours. Including the main artery, the township has approximately 31. 32 miles of improved and un­ improved roads. i Table I Demographic Features Fairview Township I Population I960 Area Square Miles Miles of Road 2, 500 10. 5 15. 50 Wright Township 1, 423 13. 0 31.32 Q -5j i _____ �1 1 I i 8 I B. Police Organization The Fairview Township department, which is under the jurisdiction of the Board of Supervisors, consists of a Chief who is also the Township's only fulltime patrolman. There are, in addition, two part-time special officers, paid on a monthly basis, who relieve the Chief on days off, assist in traffic control, and stand ready for service on call. The Wright Township department, currently consists of two regular fulltime patrolmen and two part-time special officers whose duties include approximately two hours of evening patrol. At present, there is no chief of police, as such, the supervisory function being performed by a part-time Director of Police and Public Safety. The present plans call for adding two additional part-time officers during this year. s Table H Number of Police Personnel fl 8 8 8 r> 8 S I— Fairview Township 1 0 2 Chief Patrolmen Special Wright Township 1 2 2 C. Budgets 1. Expenditures Total expenditures for police services in Fairview Township for 1970 amount to $ 9, 100, or 21. 7% of total general fund expenditures of $41, 953. Police salaries are budgeted at $6, 700, including $5, 200 for the one regular officer, and $1,500 for part-time services. An additional $1, 000 is available for materials, supplies, and equipment operation and maintenance, and $1,400 for other purposes. No provision has been made for capital outlay in the current fiscal year. Based on the current budget, the township expenditures for police service will amount to $3. 64 per capita. The total police budget for Wright Township in 1970 is $20, 840, or $14. 65 per capita. With a total general fund budget of $112, 735, police expenditures are budgeted at 18. 6% of the total township expenditures. Salaries for the two fulltime officers are budgeted at $11, 000, while $2, 940 is provided for part-time service. A total of $3,700 is provided for operation and maintenance, including $150 for material and supplies, $2,800 for equip­ ment and maintenance, and $750. 00 for other purposes. The budget also authorizes $2, 200 for capital outlay. [T Li’ - 6 - Vi li �Table III Police Budgets 1970 Fairview Township II Salaries: Regular Special $ 5,200.00 1,500.00 $ 6, 700. 00 $ 11,000.00 2, 940. 00 $ 13,940.00 $ -- -- — $ $ 1,000.00 1,400. 00 $ 2,400.00 $ 150, 00 2,800,00 750, 00 3,700,00 Capital Outlay Total $ $ $ $ 2,200.00 2, 200. 00 Total Police Expenses $ 9.100.00 $ 20, 840, 00 Total Governmental Expenses $ 41,953. 00 $ 112,735,00 21. 7% 18, 6% Total i 1 1 Operation & Maintenance; Material 8c Supplies Equipment 8c Maintenance Other Total %rage of Governmental Expenses for Police Per Capita Police Expense $ 2. ■J J Wright Township 3. 64 $ 14. 65 Revenue Sources The principal sources of revenue for Fairview Township are the real estate and earned income taxes, Only one mill is levied on a real estate assessed valuation of $ 3, 663, 280, The township shares the 1% earned income tax with the school district, and realizes a minor yield on a 1/2% realty transfer tax. There is no per capita or occupational privilege tax at present. Having a larger total assessed valuation of property and a higher millage rate, Wright Township realizes a higher yield on real estate than its neighbor. A p p pr4’1 pg’fb"the 1970 budget, a three-mill real estate tax is levied on a total assessed valuation of $ 9,084,890. This township also shares the 1% earned incprne tax and the 1/2% realty transfer tax with the school district, and al­ though it does levy a $5, 00 occupational privilege tax, it does not impose a per papita tax, �Table IV Budgeted Tax Rates - 1970 Assessed Valuation Real Estate Tax Occupation Privilege Tax Income Tax Per Capita Tax Real Transfer Tax Fairview Township $3,663,280 1. 0 mill none 1% (shared) none 1/2% Wright Township $9,084,890 3. 0 mill $5. 00 ]% (shared) none 1/2% D. Salary Schedules Fairview Township has no established incremental salary schedule for its police officers other than the state requirements. The single regular fulltime patrolman, also serving as Chief of Police, currently receives the state minimum of $ 5, 200. The two part-time special officers currently receive $ 50. 00 monthly although a total of $ 1,500 is budgeted for extra service during the current fiscal year. I Wright Township currently compensated its part-time Director of Police and Public Safety at the rate of $ 960 per annum, while its two regular fulltime patrolmen receive $ 5, 500 each. The 1970 budget provides $ 600 annually for each of the current two part-time special officers, although some provision has been made for use of two additional part-time officers. Table V. Police Salaries Fair view Township I '1 Chief Patrolmen Special Wright Township $ 960 (part-time) $ 5,500 $ 5,200 none $ 600 $ 600 E. Uniforms and Other Fringe Benefits Fairview Township currently provides workmen's compensation benefits to its officers, but provides no social security or life insurance coverage, and no medical, accident, or hospitalization. The township itself appropriates no funds for pensions or retirement, the only provision being the funds granted by the state. There is currently no policy governing paid vacations or paid sick leave, and the policy on days off or holidays is indefinite. Approximately $ 50. 00 is allowed annually for a uniform allowance. -8- �I I I i r~ I Wright Township provides workmen's compensation coverage, but no social security. Prior to this yeqr, only state grants provided pension coverage, but during 1970 the township proposes to establish a retirement system and at this writing bids for annuities aye pending. The 1970 budget anticipates providing life insurance coverage for officers as a part of a proposed health insurance program which will cover the police officer's family and with premiums paid by the township. Fulltime patrolrqen receive one week annual vacation with full pay, and the Board of Supervisors is presently considering a policy on vacations for part-time officers, Five dqys annual sick leave is allowed each fulltime patrolman, Although the township has budgeted $300 for uniform allowance for part-time officers, regular patrolmen are required to provide their own. Table VI Uniforms and Fringe Benefits i 1 I Uniforms Fairview Township Wright Township Approx. $50 annually Regulars buy own$300 total budgeted for specials, none Proposed 1970 yes Budgeted $750 for family coverage 1970 state grant system pending bids Regulars 1 wk. per yr. Regulars 5 days per yr. Indefinite none none yes none i Social Security Life Insurance Workmen's Compensation Medical & Hospital Ins. 'j Pensions state grant S Vacations Sick leave Holidays no policy no policy Indefinite I F, Promotion Policies Since, in both townships, the police force is minimal, neither jurisdiction has had the occasion to establish a formal policy. G. Training in ’I Fairview Township, with only one regular police officer, has no. in-service training program. However, the Chief, who is also the sole officer, has demonstrated a deep personal interest in self-improvement by completing an impressive list of voluntary police training courses. These include: -9- I r' 0 .i IlJ �I □ I 6 I IB i I n’"' I I LL 16 weeks 11 -i i !i 8 i 'I 11 8 It 6 II 1 11 General Police Work Search and Seizure Youth and Juvenile DelinquencyTraffic First Aid Drugs Part-time officers receive informal training from the Chief of Police. In Wright Township, establishment of a formal training program was scheduled to begin in January of 1970. The program will include police ad­ ministration, investigation, causes of crime, law of evidence, sociology, psychology, an FBI course, traffic, police procedure, small arms, identification, FBI course in first aid, and cruiser patrol. The responsibility for setting up the program has been given the newly appointed Director of Police and Public Safety. H. Equipment, Communications, and Maintenance The Fairview Township police headquarters is located at 140 Main Street, although the radio base station is located at a local commercial store. It is estimated that a service call from the home most distant from headquarters would take approximately ten minutes. The police car is a 1969 Ford Sedan, equipped with a siren, revolving dome light, and is in direct two-way communication with a private answering service. Calls for police service can be obtained by telephone direct to the headquarters, the answering service, or to the telephone in officers' homes paid by the township. The Wright Township police headquarters is located at the Wright Township Fire House on Main Road. A base radio transmitter and receiver is located in the home of each regular officer, and has direct contact, with two-way radios on each of the two police cars. The township currently has in service a 1967 Chevrolet, said to be in poor condition, and a 1968 Ford, in fair condition. Each officer pays for his own telephone, the numbers of which are published for the convenience of the public. The employment of an answering service in now under study. It is estimated that it would take approximately six minutes to respond to a service call from the home most distant from the township police headquarters. ’j -10- �I ) I Table "VII Police Equipment I Fair view Township ID I I, I Police Car 1969 stock Ford Sedan Base Radio Based in local store Car Radio Telephone yes Headquarters; each officer's home; answering service ; paid by township. rj I I I I 'J s 1 'I 1 r> Wright Township 1967 stock Chev. Sedan (poor) 1968 stock Ford Sedan (fair) Two bases- one in each regular officer's home, yes Each officer's home; paid by officer's answering service under discussion. I. Morale and Discipline Both townships indicated that there have been no morale or discipline problems in recent years. Any such problem in Fairview Township would be handles directly by the Board of Supervisors, while under the new arrangement in Wright Township the initial responsibility is vested in the Director of Police and Public Safety. In neither case, is there a formal positive program for promoting police morale. J. Memo Book, Blotter, and Records In both townships, the police record system has been minimal to the present. The inadequacy of police records in both townships is a direct effect of the minimal size of the police force, since officers are required to perform both field and office functions. Fairview Township reports that "records of all traffic and criminal violations are kept on file at the township building" without indicating the nature of the records nor differentiating the various types considered necessary in police operations. This is understandable in view of the single-member police force. Wright Township indicated that as of January 1, 1970, the following records will be maintained; offense book, incidental book, complaint book, arrest book, traffic violations, juvenile cases, log for each cruiser, and a business card file. -11- �K. Traffic and Juvenile Control Pennsylvania Route 309 poses a serious traffic problem for the police of both townships. The most serious conditions are prevalent at the time of shift changes at Crestwood Indistrial Park, especially from 3-5 PM on week days. At these times, the demand for traffic control activities leaves both townships short on manpower for other necessary police services. Neither township has a special officer assigned to juvenile activities. Juvenile situations are handled initially by each officer on duty. L. Police Patrol Operation Patrol operations in both townships are handicapped by the small number of officers available at any given time, the high road mileage,and the dispersion of homes and other buildings over a wide area. I II J In Fairview Township patrol operations are conducted on an irregular basis, The duty schedule of the one regular officer consists of one 8-12 hour shift daily , six days per week, with provision for days off when part-time help is available. The conflict between patrol and headquarter's service is somewhat alleviated by the fact that the police car has direct radio contact with the answering service. Wright Township, with its two fulltime officers, is able to patrol freely, and yet this is also on an irregular basis. Full police coverage is provided between 6 AM and 6 PM by the two fulltime patrolmen. Part-time officers cover during the same hours, and patrol approximately 2 hours per evening. Regular officers work 5 1/2 days per week, a shift consisting of 8 hours Monday through Friday and 4 hours on Saturday. Each of the two part-time officers is scheduled 2 hours on three days each, Monday through Saturday. When fulltime patrolmen are off duty, part-time officers cover via telephone. Table VIII Work Shifts and Patrols Fairview Township Wright Township 51/2 days Two officers 6AM-6PM. Special Officers 6 days One duty shift of 8-12 hours. Remainder phone coverage. On call Patrols Irregular Work Week Daily Active Shifts -12- 2 hours per evening, three days each, plus on call. Freely on irregular basis. �Both townships maintain minimal headquarters facilities at a central location. However, neither has local detention facilities. In the event that detention is required, the police officer must first obtain a commitment by a local magistrate, after which the arrestee is incarcerated in the Luzerne County prison at Wilkes-Barre. N. Community Relations Other than attempting to provide the best possible service to residents and organizations, and to assist neighboring communities when emergencies arise, neither township has established a positive program to promote goodwill and responsive public relations. The Director of Police and Public Safety in Wright Township has shown an awareness of the importance of such a positive program by proposing to establish one in the future. O. Summary of Inventory The objectives of this study do not include an in-depth analysis of specific police activities, nor performance records of either of the two township police departments. The data in each case are restricted to those essentials which confirm the tentative conclusions of the two governing bodies that separate police operations no longer are capable of providing that quality of service so necessary in the rapidly developing Mountaintop area. Obviously, the data presented here confirm that conclusion. The data undoubtedly indicate that in both municipalities the number of regular and special police officers is insufficient to provide prompt and effective service at all times. One-man shifts result in unattended police headquarters, and, therefore, except for the direct radio contact with the answering service in Wright Township, also results in deprivation of immediate response to calls from residents at such times. Especially disconcerting is the complete absence of fulltime active police officers during part of the evening, and particularly during the critical hours from midnight to morning. Demands of heavy traffic control, and other necessary activities, such as investigation, prevent a regular program of township-wide patrol, especially throughout the night hours. It should also be noted that the communications "black-out" between the residents and the patrolmen out on duty is not satisfactorily eliminated by the substitution of a telephone answering service. The latter is no effective substitute for the officer on active duty. I -13- �The data leaves no doubt that police service in both townships is seriously below minimal requirements even for a static community. Expansion and improvement of police service has definitely not kept up with the growth and development of the Mountaintop area since the start of the industrial expansion. The data assembled by the staff of the Institute of Regional Affairs shows the urgency of an effective type of joint police service, not only between Fairview and Wright Townships, but including other townships in that area. The problems and inadequacies in police service in the two townships which have been the subject of this initial study differ only in degree, and that difference is so slight as to be nearly unnoticeable - too few fulltime officers, lack of active around-the-clock coverage, too little equipment, reliance on answering service, lack of general and specialized training program for the officers, inadequate personnel incentives such as decent pension and insurance protection and other "fringe benefits", and dependence on indefinite, informal arrangements for mutual aid between the two township departments. Townships less fortunately situated than those of the Mountaintop area may find some little justification for inadequate police services because of a serious lack of taxable resources. Fairview and Wright Townships have the double advantage of being capable of raising necessary revenues by increasing their currently minimal real estate tax rates and the assured proynise of continued industrial, commercial, and residential development which in itself guarantees adequate future revenues. Police service is the most basic of all local government functions. There is little doubt that this service has been short-changed in the Mountaintop area even before the recent economic upsurge. With the arrival of more and more new residents, expansion and improvement of this service is indispensable. -14- �0 ■ ®I 0i Jn I 0 I n I III. THE KEY TO ADEQUATE PROTECTION Small police departments are equally responsible for effective protection as are the departments of larger communities. At the same time, their very smallness creates or intensifies a number of problems like the following, which are evident in the borough and the two townships: 1. Limited financial resources restrict ability to provide necessary or desirable services, including a fulltime juvenile officer, and specially trained personnel for criminal investigation using modern techniques. 2. Crucial night shifts are given second priority to the more numerous daytime activities. 3. Duplication of equipment, used infrequently by either of the three departments, encumbers funds which could otherwise be used for needed equipment now lacking. 4. Lower salaries and limited opportunities for advancement make it difficult to employ and retain qualified and dedicated personnel. 5. Minimum number of police officers reduce the likelihood of continuing training because personnel cannot be released for this purpose without further sacrifice of services. Each of the two townships, of course, could upgrade police services to the level required under pressing current conditions by extending themselves financially. However, each of the departments already requires additional funds merely to maintain the minimal services at the current level. It does lot appear feasible, given existing tax rates, to provide sufficient funds to operate satisfactorily as separate departments. 0 CT I The most promising remedy in the foreseeable future for the total police problem in the Mountaintop area in some form of cooperative arrangement established on a fixed, formal, and continuing basis, by resolution or ordinance, as provided by laws of the Commonwealth. Such joint effort would offer significant advantages as the following: 1. Improved service at lower unit cost, 2. More efficient, effective, and economical service to the public. 3. Centralization of protection with accompanying improvement in administration and economy. -15- �4. Opportunities for police specialization. 5. Professionally trained personnel. 6. Less likelihood of political influence. I I iI 'U r i i -16- �I IV. LEGAL BASIS FOR INTER-MU NIC IP AL POLICE SERVICE Before describing and commenting on a variety of available arrangements for formalized joint police services, it sould be noted that there has been a continuing, but limited, cooperation and mutual use of police personnel between the separate departments in the two jurisdictions. The police chiefs discuss mutual problems on an unscheduled basis, and exchange information relating to a variety of police cases and activity. Occasionally, this cooperation has in- . eluded assistance by the officers of one jurisdiction to officers of another on request. - J Although such cooperation is admirable, its contribution to effective police service under current arrangements is very limited and it entails certain legal implications which cannot be ignored. The shortcomings arise from the fact that the mutual assistance is not formalized in any form of ordinance, resolution, or written agreement, but solely on an informal oral "understanding" involving the governing bodies and the police chiefs. This not only makes response to mutual needs for service uncertain, but poses a number of serious legal questions. Does an undeputized officer of one jurisdiction have the legal authority of a police of­ ficer while assisting an officer in another jurisdiction on a request not formalized by a legal agreement? Under current law, which jurisdiction is responsible for disabilities or liabilities incurred as a result of duty outside the officer's own municipality? How will the public's image of the officer and his department be affected by the inability of failure of an officer to assist in a given situation in another jurisdiction? Although this informal cooperation augurs well for the success of a more formalized effort to improve the area's police organization and activities, it should be completely rejected in view of the practical and legal questions it poses. Current Pennsylvania general and code law provides the necessary legal authority for a variety of inter-municipal police service arrangements, ranging from occasional mutual cooperation in special circumstances to complete inte­ gration of several departments into a single merged organization. A. Auxiliary Police The governing bodies of boroughs and townships are authorized to appoint auxiliary police officers. This general authority permits the two municipalities to appoint each other's regular, and/or auxiliary, police as auxiliary police in their respective jurisdiction, who would be subject to duty call at any time by the appropriate chief. B. Contract for Mutual Aid or Complete Service Act No. 581 (1966) authorizes municipalities to enter contracts with "near -17- �4~ II I I I I I li I I B or adjacent cities, boroughs, or townships, either for mutual aid or assistance in police and fire protection, or for the furnishing, or receiving from such cities, boroughs, or townships aid and assistance in police and fire protection, and to make appropriations therefor." Thus, two arrangements are possible: 1. Each municipality could retain its existing police department and con­ tract for assistance from the others on an as-needed basis; or, 2. All but one of the departments could be eliminated and contracts made with the remaining department to provide all police service. Under such a contract, the police of the employing borough or township would have all the powers and authority conferred by law on the borough or town­ ship police in the territory which has contracted to receive the services. Under such a cooperative agreement or contract, the policemen, individually, must be appointed and accepted as policemen of the borough or township receiving the service by ordinance or resolution, respectively. However, insofar as civil service and pensions are concerned, such police­ men are deemed appointees and employees only of the municipality furnishing the service and making the original appointment. C. Joint Action Contracts Under Codes Under their respective Codes, boroughs and townships have a general power to engage in contracts for joint action "with other political subdivisions. . . in per­ forming governmental powers, duties and functions in carrying into effect pro­ visions of law relating to said subjects which are common to such political sub­ divisions . " D. u r u I 'i I) j. ! Joint Municipal Activities Act The Joint Municipal Activities Act, commonly called the General Cooperation Law, as amended to 1965, provides to subdivisions a comprehensive plan of coop­ eration with each other through joint agreements in the exercise of their govern­ mental powers, duties and functions. The act applies to any powers, duties, or functions which each may under law exercise and perform separately. Such joint agreements take effect when adopted by ordinance of borough Council and by resolution of township supervisors, and are binding and enforcable. Although the terms of joint agreements may vary according to the nature of the project or program, the act specifies a number of mandatory items: -18- ■ I. : �I 1 I I I I I 1. The means by which the cooperation shall be effectuated. 2. Employment of personnel. 3. Employment of consultants. 4. Purchase of personnel property and materials for joint use. 5. Allocation of costs and expenses for administration of the agreement. 6. Term of agreement. 7. Manner of renewal. 8. Manner of disposing of joint property or sharing joint property on termination. The agreement may be amended by the same procedure used for adoption. In view of the fact that the townships officials appear favorably inclined to some form of cooperative police arrangement, the Joint Municipal Activities Act provides the most logical basis for affecting the police plan. I I In the first place, it provides machinery for formulating the initial police agreement. Each of the taxing bodies may appoint by resolution a committee of one to three members to meet with similar committees from the interested jurisdictions to discuss the possibilities of joint cooperation. Each committee "shall have the power to enter into joint agreements which shall be valid only when adopted by or­ dinance or resolution of the respective governing bodies. " Secondly, the act lays the groundwork forextending inter-municipal cooper­ ation by providing for joint advisory boards to aid and advise the governing bodies in ways and means of implementing cooperative action. The advisory board would con­ sist of one member of each governing body chosen by majority vote. No compen­ sation may be paid, but payment of travelling and other necessary expenses in­ curred in performance of board duties is permissible. The agreement creating such an optional advisory board must contain, but not be limited to: 1. The nature and scope of activities with respect to which the board shall make studies, recommend programs and policies, and give advice to cooperating municipalities. 2. The manner in which the board shall make reports. -19- ��I a a i 11 V. OPTIONAL JOINT POLICE AGREEMENTS On the basis of the current police program in the two jurisdictions as described in this Report, and the provisions of Pennsylvania statutes relating to joint activities, several forms of cooperative approach may be considered. Available options may be classified into three general types according to the nature of organization and the degree of integration of police services: Agreements for mutual use of police personnel on a call basis only. Contracts under which one municipality provides complete police service to others. I I Merging police departments. Any arrangements considered by the governing bodies should be restricted to the three general types herein described. A. I I I I 1 Formal Agreement for Mutual Use of Police On Call Basis Only Current legislation authorizes a wide variety of binding formal agreements for mutual use of police limited to specified situations. Such agreements are generally referred to as "on call" or "on request" service. Agreements of this type are adopted by ordinance in boroughs and by resolutions in townships. They may provide for assistance in general terms, such as "in an emergency, " or "when a request is made, " or the terms may carefully detail the specific conditions under which calls shall be honored. Authority to make and accept or reject requests for aid is sometimes placed on the respective mayors of boroughs and a designated member of a township board of supervisors, or in the respective police chiefs, or both, Some agreements make response to a request mandatory, while others leave the decision to the chief to whom the request is made. Police officers who may be called into another jurisdiction are vested with appropriate authority in that jurisdiction in several ways, at the same time remaining an employee of the municipality which hired him: I 1. Each municipality, in the ordinance or resolution establishing mutual assistance, in general language, may confer on each other's police personnel all the powers and authority conferred on their own officers. 2. The mayors of boroughs and the supervisors in townships may be -21- f �I I I I directed in the agreement to swear in each other's police personnel as auxiliary policemen with appropriate authority. Terms of compensation for services rendered include payments on an hourly basis, a flat monthly or annual fee, or, in some instances, no com­ pensation except reciprocal services. Provision is also made for fixing lia­ bility in cases of injury or damage to individuals or property during extrajurisdictional service, as well as medical and hospital coverage for police personnel so employed. In all cases, police officers remain responsible to their employing juris­ diction, although when on "on call" service they are under command of the re­ questing chief or his designated subordinate. ) I I I1 I II I I I This type of limited agreement serves a useful purpose in subdivisions which are small in area and population, and where the character of the community or communities requires a minimum of police activity. Under conditions in the Mountaintop area, as described in this Report, agreements for "on call" service, though better than none, fall short of the service requirements, namely, a sufficient number of well-trained, expertly directed and supervised police officers to provide promptly at all times the types and quality of protection and services to which the residents are entitled. B. Contracts for Police Services It is permissible under Pennsylvania statutes for boroughs and townships which have no police personnel to purchase, by contract, police service from an adjacent or nearby municipality equipped to provide it. Such arrangements have the merit of simplicity, for a contract, properly negotiated by the respective governing bodies, need merely establish the types and quality of service to be rendered, the scheduled hours for protection, amount and method of compensation, and responsibility for workmen's compensation, insurance coverage of various types, and other related matters. Although such contractual arrangement for complete police service could be legally adopted to provide a single police department for the two communities, certain obvious facts make this method unrealistic and unacceptable: I 1. It would require the elimination by ordinance or resolution of one of the existing departments. 2. It would remove all controls, except the restrictive terms of the con­ tract, from the hands of two of the governing bodies. -22- �I 1 I I I I I I I I I I 3. It would require the expansion and reorganization of the department contracting to provide the service, which under existing circumstances, appears unworkable and unlikely. The contract method has merit only when the municipality which is to provide the service has an established police department sufficientyl large, highly trained, and adequately equipped to fill the needs of the receiving communities immediately. C. Merged Poliqe Department The growing dilemma of increasing cost of police service and the rising public demand for more effective protection confronting the Mountaintop com­ munities cannot be solved by intermunicipal agreements, formal or informal, providing mutual use of police on a part-time or emergency basis. Such agreements in developing areas are merely stop-gap measures which give the public a false sense of security and postpone a permanent resolution of the prob­ lem until it gets out of hand. At best, part-time formal agreements may pro­ vide a period of experimentation and trial as a first step in intermunicipal co­ operation. Such experimentation is not necessary in the two municipalities, since the police departments have been cooperating in certain instances, of only on the basis of informal understanding. The ultimate solution lies in some form of merged police departments. This has been done in many parts of the nation, especially in urban areas and neighboring suburban communities. To be successful, merger must be tailored to the geographic conditions in the given area, equipment and personnel currently in use, the variety of services deemed necessary, the state of present relations between governing bodies, and the degree of readiness to accept mutual service by officials and the public. On the basis of the available data on current and anticipated needs for police service in the Mountaintop townships, a merged police department offers the most effective and economically feasible approach. Such a merger can be effected under the code provisions for inter-municipal agreements or under the Joint Services Act. The Joint Services, or "intergovernmental cooperation" act provides the soundest and most promising basis on which to proceed with merger precisely because: (a) its terms permit the two townships to set the level of mutual service at whatever point the aforementioned conditions dictate, and (b) it opens the door to other types of cooperative activity in the future. The general features of such a merger, which should be incorporated into specific provisions of an agreement duly executed by the officials of the -23- �two townships, are suggested below: Single Police District Joint Police Commission . Functions of Joint Police Commission Police District Personnel Police Headquarters Equipment and Supplies Deputization of Personnel Merger Agreement -24- �VI. CONCLUSION A coordination of some functions of local government can never occur with­ out comprehensive or g ani zat ion of local government. Local governments providing services at a level desired by local residents will continue to do so provided that service performance meets acceptable public standards. It is desirable to preserve as much local control of governmental services as is practical without sacrificing reasonable quality and quantity of service. The prime police mission is to act as the enforcement arm of the criminal justice system by protecting persons and property, The mean s comprise authority, services:, and constructive influences. Greater interest in the present activities; personnel, organization, and operations in the police departments of the two townships, which is the subject of this study, combined with an understanding of requests for manpower and equipment by responsible residents and civic organizations can only result in greatly improved police protection for the whole Mountaintop area. In recommending a single police district for the two townships, the objective has been the creation of a police force, with a complement of officers and organization having the qualities of intelligence and professional training, combined with expert organization and management. That would raise the level of police service. It should be clearly understood that economy of the police service in the two townships is the strongest argument in support of a functional joint police program. Moreover, the argument of improved police service is more than sufficient to offset the disadvantage stemming from the loss of freedom of individual action in police matters. .130000 -25- ��i I I I I I I I I I I program that contains the components of good police service; and , 8) whereas, it is the desire of the aforesaid municipalities to enter into an agreement for the purpose of having available for use throughout the territorial limits of the two municipalities signing this joint agreement the services of police employed by any of the said municipalities, under the conditions set forth; and, 9) whereas, cooperation among adjoining municipalities is the exercise and performance of their governmental powers, duties, and functions is authorized by the Act of Genreal Assembly of 1958, September 29, P. L. 990, as amended (53 P. S. 422 et seq. ). NOW, THEREFORE, the parties to this agreement, in consideration of the mutual covenants and conditions herein contained, promise and agree with each of the parties as follows: ARTICLE I. I I I I I I I I It is agreed among the municipalities which are parties to this agreement to provide mutual aid and assistance in police protection and to furnish and receive from each other duly appointed police officers when a request is made for such police aid or assistance by the chief of police of any of the respect­ ive jurisdictions, or by any other authorized municipal official of the municipalities which are parties to this agreement. ARTICLE II. It is understood and agreed that compliance with the terms of this agreement shall be voluntary and not compulsory for the municipalities -ii- �I I I furnishing police aid or assistance. a municipality is requested to furnish aid or assistance to the police officers of another signatory municipality, I Consequently, when a police officer of promptly unless specifically as set forth in item 1, he shall respond ordered not to respond by direct order of his Chief of Police or other authorized official of his municipality. ARTICLE III. It is agreed that in the event such aid or assistance is refused when requested, the reason for such refusal shall be submitted in writing to the I Board of Supervisors of each of the signatory parties. ARTICLE IV. • While performing police functions in aid or assistance to another I municipality signatory to this agreement, said officer or officers shall be empowered to exercise all of the functions and powers possessed under law by the police officers in the municipality which has requested the aid or as sistance. I I I I I I ARTICLE V. When any police officer responds to a request for aid or assistance to any signatory municipality, he shall, at all times, remain the employee of the municipality by which he has been duly appointed. The appointing municipality shall at all times be responsible for payment of wages of such police officer, for carrying workmen's compensation, and for all other payments, benefits, and duties as established by his appointing authority. ARTICLE VI. No charges or expenses shall be assessable for police aid or assistance -iii- �furnished by one signatory municipality to another under terms of this agreement. ARTIC LE VII. When any police officer responds to a request for aid or assistance as contemplated in paragraph 1 above, the responding officer shall be under the command and take his orders from the duly designated police officer in command in the requesting municipality. Violations of this provision shall be reported in writing to the Boards of Supervisors of the municipalities signatory to this agreement. ARTICLE VIII. The parties agree that any participating municipality may withdraw at any time from this agreement for mutual police aid or assistance by giving at least sixty (60) days notice in writing to each of the other signatory municipalities. ARTICLE IX. Any adjacent municipality not signatory to this original agreement may become a party by duly executed written request to and approval of all the existing signatories, provided it accepts all of the provisions of this agreement. ARTICLE X. > I , 1970, day of This AGREEMENT made this between Fairview Township and Wright Township, both in the County of Luzerne, shall be in full effect when duly signed and attested by the -iv- �authorized officials of both municipalities, and shall be effective for future signatories immediately upon approval of their application for admission to the agreement as provided in paragraph 9 of this agreement. IN WITNESS WHEREOF the parties hereto have caused this agreement to be executed by its authorized officer or officers on the day and year first written above. ATTEST: TOWNSHIP OF FAIRVIEW BY ATTEST: TOWNSHIP OF WRIGHT BY �lODOlSlSTS MIIKFS CflllFfiF IIRRIRY I I I m I I I I �1 i i ■ U 0 i -J r □I 0 i ] I , � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Joint Police Service for Fairview and Wright Townships, 1970 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/3fba0f14a7609d9930bb870358036828.pdf d34689a00a6ecbc9b13afdd87523f665 PDF Text Text tfl’ il 11 u I PROCEEDINGS t TENTH ANNUAL COMMUNITY GROWTH CONFERENCE •1 o n u <r € ^VWVWW^ 1 INSTITUTE OF REGIONAL AFFAIRS f—1 I ■' J JS333 L8VV682 lOTH, 1970 WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �I I PROCEEDINGS j I tenth annual community growth conference L s D 5 Li s U s g SEPTEMBER 30, 1970 £ WILKES-BARRE, PENNSYLVANIA D N: ST p Institute of Regional Affairs U Wilkes College C? q i I i k Wilkes-Barre, Pennsylvania 18703 �a FOREWORD I S' i a a J a 2 a fl f. Fragmentation of authority and responsibility characterizes America's metropolitan regions. Generally individual counties and municipalities in the more rural areas do not possess the resources for creating jobs, establishing the educational systems, offering the cultural opportunities and providing the services to attract and hold an increased population. Neither suburb nor central city can create health and welfare programs without reference to what is happening in its entire region. There is no way for low destiny population areas with limited re­ sources to move toward development except through a regional organization. The regional approach is especially natural and necessary for the solution of housing, welfare, and health problems. . Only a regional agency has sufficient breadth of interests and territorial scope to undertake management of the health system. In addition, health must relate to the area's physical environment in the sense that disposition of sewage, protection of drinking water sources, and the elimination of air pollution are intrinsically related to comprehensive health planning. The avail­ ability of all health services to all of the citizens wherever located within an urban area must be the concern of whatever agency has the responsibility for coordination of health services. In times past, in an effort to coordinate the various health and wel­ fare delivery organizations, many communities created the now familiar health and welfare councils or areawide health planning councils. Northeastern Penn­ sylvania already has a regional office for comprehensive health planning. i i"; r There is, however, in the region, no office for housing development. The broad purpose for the establishment of such a regional office would be the creation of more housing for more people in more area communities and the implementation of programs to meet the housing needs of low and moderate in­ come families. In Northeastern Pennsylvania, such an office could undertake the development of a systems-oriented program to coordinate the efforts of existing housing agencies in the region, an analysis of land suitability for low and moderate income housing, an analysis of the impact of acessibility and employment opportunities on the availability of housing, and an investigation of the obstacles to the provision of housing, including proposals for new legislation as well as innovative land development techniques. Not too many people realize how close this nation came to giving up our Federal system during the 1960's. The 1970's will be a decade in which we either deliberately fashion our government institutions within the Federal framework, or we accede to the argument of those who claim that the Federal system cannot respond to the crises it faces today. Northeastern Pennsylvania could take the lead and show some innovation and provide coordinated health and welfare services. _ii_ HVM I -- �TABLE OF CONTENTS F or eword Table of Contents ii iii Program v Sponsors vii Introductory Remarks by Dr. Francis J. Michelini "GOALS FOR HUMAN NEEDS" Introductory Remarks by Mrs. Charles E. Myers "Goals for Human Needs" by Henry Walkowiak "NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE" Introductory Remarks by William Schutter "A New Approach to Health and Welfare Priorities" by Robert C. MacGregor "Planning at the County Level" by Harold Sherman "Social Welfare at the Community Level" by James E. Reynolds "NEW CONCEPTS IN HOUSING" Introductory Remarks by Robert J. Miorelli "New Concepts in Housing" by Francis E. Moravitz "New Concepts in Modular Housing I! by Jack W. Croes 11 Non-Profit Housing Corporations If by Raymond Condo Introductory Remarks by John B. Hibbard "Operation Breakthrough" by H- Gordon Council, Jr ,. . . . "PHILLIPS 66" Remarks of the Moderator --James Lee 1 2 3 9 10 13 18 24 25 30 33 38 39 46 �lL’ fill I SL i 3 3 Discussion Guide -- New Concepts in Housing 47 Discussion Summaries -- New Concepts in Housing by Mrs. Marjorie F. Bart ....................................... Richard J. Cronin.............................................................. Eugene Horanzy ................................................................... Willis W. Jones...................................................................... James E. Price...................................................................... Leonard W. Ziolkowski.................................................... William J. Schoonover .................................................... William H. Young.................................................................. 48 49 50 51 53 55 58 60 Discussion Guide -- New Concepts in Health and Welfare 61 Discussion Summaries -- New Concepts in Health and Social Welfare by Louis D. Coccodrilli................................................................................................... Bernard J. Kolodziej................................................................................................... Mrs. William Thom..................................................................................................... 62 63 64 H il H q a Ii II II □ Introductory Remarks by James J. O'Malley "APERCU" by Tom Bigler....................................................... 65 Roster of Attendance 68 11 ■ k V B ‘1' iv 66 �fit ii tenth annual community growth conference September 30, 1970 8:30 - 9:30 A. M. Registration: W elcome; Chairman: Topic: Speaker: Bi S Topic: Chairman: Panelists: r Wilkes College New Dormitory Mrs. Marjorie Bart, Wilkes-Barre City Councilwoman Dr. Francis J. Michelini, President, Wilkes College Mrs. Charles E, Myers, Welfare Planning Council Goals for Human Needs Henry Walkowiak, Director, Comprehensive Health Planning <P.eni}sylvania Department of Health Wilkes College Fine Arts Center 9:45 - 11:45 A. M. y I Breakfast New Concepts in Health and Social Welfare William Schutter, Director, Model Cities Agency, Wilkes-Barre Robert MacGregor, Executive Director Health & Hospital Planning Council of Northeastern Pennsylvania Harold Sherman, Executive Director, Welfare Planning Commission James E. Reynolds, Peat, Marwick, Mitchell and Company Coffee Break Wilkes College Fine Arts Center 11:00 A. M. IB Ji M 8 Topic: Chairman: Panelists: New Concepts in Housing Robert J. Miorelli, Hazleton Chamber of Commerce Francis E. Moravitz, Director, Housing and Community Development Jack W. Croes, President, Capital Industries, Inc. Raymond Condo, Executive Director, Ecumenical Enterprises, Inc. 12:00 - 2:00 P. M. Luncheon 1 - V- i ri Hotel Sterling Blue Room �Topic: Chairman; If Remarks: Speaker: John B. Hibbard, President, Economic Development Council of Northeastern Pennsylvania John B. McGlynn, Mayor, City of Wilkes-Barre H. Gordon Council, Director, Breakthrough Operation Department of Community Affairs 2:15 - 3:15 ]8 Chairman: " PHILLIPS " Hotel Sterling Blue Room James Lee, Assistant to the Editor Times-Leader Evening News H 3:30 -4:00 P. M. Chairman: Speaker: "APERCU" Hotel Sterling Blue Room James J. O'Malley, First Federal Savings &: Loan Association of Wilkes-Barre Tom Bigler, News Director, WBRE-TV H n- JB 4:00 - 5:30 P. M. Cocktail Hour 8 I J r-A 11 111 fl I -vi- Hotel Sterling �.'It SPONSORS 'I: David Walker Associates I Easter Seal Society of Hazleton Area and Carbon County !ll ISg •51 i I a i g Economic Development Council of Northeastern Pennsylvania Family Service Association of Wyoming Valley First Federal Savings and Loan Association Franklin Federal Savings and Loan Association Greater Hazleton Chamber of Commerce Greater Nanticoke Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Board of Realtors Greater Wilkes-Barre Chamber of Commerce 8 s 3 Hanover National Bank Junior League of Wilkes-Barre Luzerne County Housing Authority Luzerne County Redevelopment Authority National Association of Social Workers Northeastern National Bank Northeastern Pennsylvania Heart Association, Inc. Redevelopment Authority of the City of Scranton b PI Redevelopment Authority of the City of Wilkes-Barre Wilkes-Barre Housing Authority WNEP-TV -vii- �r INTRODUCTORY REMARKS by a Dr. Francis J. Michelini, President Wilkes College It is indeed my pleasure to welcome such a distinguished group of community leaders to the Tenth Annual Community Growth Conference. Al­ though I have had the honor of welcoming many of the participants here today in my former capacity, this is my first opportunity to welcome you in my new capacity as President of Wilkes College. However, the welcome is no less sincere. .1 S i L 3 ■■ Many of you are familiar with the activities of the Institute of Regional Affairs and the importance of this Community Growth Conference which is sponsored by the Institute, the College, and an ever increasing group of both public and private organizations. Part of the contribution of an educational institution in a community is the kind of leadership it can provide in making available to the leaders of the community opportunities by which they can help the community to grow and to prosper. The important point, however, is that this role really depends on people such as you who want to know more about the theme of today's conference--"Goals for Human Needs". It is rather a broad topic, since it is possible to identify many needs of humans. Although we may be limited in time, I hope that the problems will be fully explored in our proceedings today. p-- 1 Therefore, the College is very happy to act as the host for the conference, and we hope that the discussions, comments and messages of the speakers and panelists will be of value to all of you. Perhaps we will then be able to implement some solutions to human needs. 1 0 □ I'­ ll i ■( ! K-- - -1- �a INTRODUCTION ij 1 of Mr. Henry Walkowiak, Director Comprehensive Health Planning Pennsylvania Department of Health I S 1 £ - 8 i I by Mrs. Charles E. Myers Welfare Planning Council It is with extreme pleasure and great honor to have been chosen as Chairman for the opening session of the Tenth Annual Community Growth Conference. The theme of the Conference is of vital interest to me as a member of the Welfare Planning Council. Today we have a very ambitious program, especially since we are talking about "Goals for Human Needs". We must first identify the need and then try to determine the methods by which we can attain these goals. The keynote speaker at this opening session is certainly a man of vast experience in working with the problems of human needs in his role as the Director of Comprehensive Health Planning for the Pennsylvania Department of Health -- Mr. Henry Walkowiak. s 9 fl -2- �u GOALS FOR HUMAN NEEDS 3 a ■i 1 by Henry V. Walkowiak, Director Office of Comprehensive Health Planning Commonwealth of Pennsylvania Goals for human needs--what are they? Two cars in every garage? A swimming pool in every home? A new wardrobe for every season and for every person? A feast at every meal? Whole house air-conditioning in every home from one room shacks to great mansions? They sound good don’t they?-and which one of you wouldn’t like to see this happen to your friends and neighbors--and yourself I But before we can promise these luxuries to every Pennsylvania citizen, and I’m not even sure if we would want to, we must control the crisis we are now experiencing in health care and deal with the basic necessities for livelihood. For, is not the promise of mere survival more important than the promise of affluency? Is it too much to ask that people recognize and understand the fact that they should visit their doctor once a year for a checkup, that we have pure air to breathe and clean water to drink.? That there be hospitals close enough^to accommodate our individual needs, enough medical personnel to staff them, and even that there be enough food on the table at meal times ? 1 8 0 Well, I've asked a lot of questions, haven't I? And I am sure many of you think you have the answers. But do you? Do you understand how serious our problems are today in this modern, and quote, "wealthy" society? What can be done about some of the problems that we face in our daily life such as a child in the slums being bitten by a rat and becoming gravely ill.? He may be taken to a nearby hospital and nursed toward recovery--then he is sent home, to live close to the same garbage that brings more rats and again endangers his health and life. An average housewife with a comfortable family income who wants to lose weight the easy way, so she gets a supply of diet pills from her doctor. At first she does lose weight but she learns to enjoy the "high" she gets from the pills and soon needs more and more pills to obtain this high. She doesn't know it, but she is doing what the younger generation calls "speeding". She also does not know, but will soon find out if she keeps this up, that these drugs can possibly cause severe brain damage if too many are taken. -3- �ti £1 ' a A salesman who works over-time and on weekends, struggling to make the payments on a $2 0, 000 summer home which the family cannot afford. Slight stomach pains warn him that something is wrong, but he ignores the warning and does not see a doctor. Later he must be hospitalized because of his condition, and learns that he has developed serious stomach ulcers. A woman who is involved in a automobile accident which occurred only five minutes away from the hospital. But maybe not so lucky, really, if the ambulance has to go to a hospital 30 minutes away. a 8 - i 18 fi 8 g 01 s s A teenager who slashed his arm on a piece of glass and has the cut stitched at a nearby hospital. When it is time for the stitches to be taken out, three doctors are too busy. A fourth gives him an appointment but is unable to see him and the office nurse removes the stitches. Perhaps the nurse is qualified--we don't know. What can we do about these problems ? How can we solve them:? I think we must set far reaching goals for ourselves and see to it that they are accomplished. Health is a community affair. All of you have got to get in there and start working. Now! Once you set a goal for yourself you have to begin immediately to work toward its implementation. No one can reasonably be ex­ cused from defending his or her right of the opportunity for good health, because you were automatically involved the day you were born. I have three goals here that I suggest should be accomplished in order to achieve the main goal, and that is the highest level of health attainable for all the citizens in Pennsylvania. The first is adequate, accessible and available medical services. If any of you think this is already a reality, you are quite mistaken. For example, three counties in Pennsylvania have no hospitals --and for their total population of 17, 000, there are only nine physicians. Can these nine physicians provide adequate service to 17,000 people scattered over 1293 square miles? Granted, the population is small, but populations are people and people are entitled to good medical services. Statewide, there are 18,239 physicians for twelve million people--about one for every 662 people. The need for qualified medical personnel is so great in 1970, that if we don't do something to overcome our present shortage, we will never be able to begin to supply the number needed just ten years from now. Today, nationwide, we need about 50, 000 more doctors, 150, 000 more nurses, 10, 000 more dentists, and thousands of other health related personnel, such as social workers, speech therapists, health aides, etc. 4 I Ab -4- �I * (a - 3 d J One possible way to help reduce the shortages is to enact new programs for educating all health personnel. We have to -set the pace of edu-* cation at a faster rate.. . . i :A threeTyear • program instead of the usual four’-: year medical school program would -speed up the student turnover in our medical colleges. It would enable more students, to attend medical school and it would make better use of the medical educational facilities we now have and decrease the need for more of these institutions. A more drastic version of this idea, now being considered as a possibility, is to train young men and women in only six years after high school. Today it takes about eleven years of post-high school education and training and it is estimated that these eleven years cost the student at least $50, 000. The six-year plan would'sdrve a two-fold purpose. First, because of the compactness of the education, it would enable us to put almost 40% more students through their training than present standards permit. Second, because of only six years of training, it would greatly decrease the cost to the student and decrease the "per student" costs for the institutions. This will, of course, allow more students, who have the desire and the ability but not the money, to become physicians. A way to prevent a maldistribution of physicians in the commonwealth is to offer scholarships to students in return for their promise to practice their first four years in problem areas--such as city slums and rural districts. These areas are not the most attractive places to practice, and, therefore, there are difficulties in recruiting medical personnel where they are most desperately needed. 'J rl :i f II ’ l! We can further reduce the shortage and. make greater use of our present supply of physicians by allowing other health related personnel to per­ form routine functions that take up so much of a physician's time. Removing stitches, lancing infected wounds, pre-examining patients--these functions and others could be performed by health personnel other than physicians. We must propose new health professions to relieve the physician to perform the highly specialized skills for which he was trained. A sound medical service that must be improved upon is our health care facilities. We need better management and different types of facilities. Such facilities should include neighborhood health care centers, nursing homes, out-patient clinics, ambulatory care centers, rehabilitation centers for alcoholics and drug addicts, mental hospitals, and others. We must use these different types of facilities to alleviate the overpowering strain on our hospital system. Right now, hospitals are doing the work of many of these institutions in addition to their own work. More and better nursing home facilities for the chronically ill and the aged would relieve hospitals of patients who need only nursing or custodial care. Out-patient clinics for preadmission testing is vitally important. -5- �With this service, prospective patients could receive all the tests necessary, during the day and then go home at night. When admitted to the hospital, treatment could begin immediately, thus making better use of hospital facilities and reducing the costs to the patient. There are 280 general hospitals in Pennsylvania. Many of these are over-crowded. Waiting lists are not uncommon. Increased use of other kinds of facilities I have just mentioned will help greatly to solve the problem and maximum utilization of hospitals will help overcome some shortages. Hospitals function primarily on a 5-day week basis and little service is rend­ ered on week-ends except for emergencies. Patients who are admitted on Friday can expect to spend a lost weekend. They must wait until Monday for examinations, tests, and treatment. We have equipment and facilities to treat patients on a 7-day a week basis and it should be so used. Ci '0 The revamping of these current practices, as suggested, could appreciably reduce hospital costs while allowing for the maximum use of hospital facilities and manpower. We might initiate a leveling off and eventually decline of the staggering costs for hospital care, which have increased 17 percent in the past year. A hospital bed that cost an average of $9.. 00 per day in 1946, now costs nearly $100 per day and the cost is climbing rapidly. Other factors lending to staggering hospital costs include: Expenditures and allowances not directly a result of the individual patient's care. Medical bills contracted by indigent persons necessarily are absorbed by all paying patients. Training program for nurses, interns and other technical specialists also result in costs which are included in patient charges. Another suggestion to you is to demand and act upon the improvement of emergency health care. Currently, hospital emergency rooms are deluged with non-emergency cases. Staff and facilities is no where near adequate in many cases. These rooms are often used as dispensaries for the treatment of common ailments and minor injuries which might be better treated in the family physician's office. The workload of the emergency room should include only real emergencies. They must be fully staffed to take care of any life saving emergency. -6- �iT © (1 w 3 3 3 i When we speak of emergency medical services, we must not forget to in­ clude ambulance services. In a recent survey we found that there are 1017 am­ bulance services in Pennsylvania, with a total of 1,472 ambulances and 396 res­ cue vehicles. Volunteers operate 672 ambulances, 273 are private services owned by funeral directors, private companies and others, 63 are owned and op­ erated by local government and 9 are owned and operated by hospitals. Do we have enough ambulances to efficiently serve our twelve million people, are pri­ vate services as good as public services, should the services do more and be able to give emergency aid to the patients they pick up? In our opinion we do not have enough ambulance services and those we do have are not advantageously located. The vehicles need to be manned by personnel trained in emergency techniques while the patient is being transported to the hospital. Let us consider our environment for a change, We do not want to live in a land where the air has smog as thick as a London fog. Industrial and personal uses of combustible materials which create pollutants must be curbed in order to clear our air. On many days you can hardly see the hills of the surrounding countryside. This air is going into our lungs and scientists say that instead of killing us, our bodies may adapt to the toxic air. Our bodies will then change in physical form as a result of this slow adaption and we will very probably have a pretty scary looking group of humans living on earth in the future. And water which no one can survive without. Our streams and water sup­ plies are polluted. No longer can one look at a river and see the sun shining on it, looking like sparkling glass on the water. Today it looks like the sun shining on a piece of dulled plastic covering the rivers, Some water ways in the Commonwealth contain so many pollutants that they can not sustain life of any kind. Solid waste presents a major problem in our society and we don't have any efficient means of disposing it as our population continues to grow,, I am sure, as the problem continues to grow, we will bury ourselves in the waste we create. F 1 a Js 8 Pure water must come from our water ways, harmful agents in the air must be monitored and controlled and new methods of purifying it must be brought into existance, and new methods of solid waste disposal must be devel­ oped. It is your air, your water and your solid wastes -- you must become in­ volved in these problemsAnother environmental health problem is housing -- perhaps you are not interested in the housing problem if you are living in a nice comfortable home, but there are thousands of people living in buildings that are poorly constructed, -7- �fl! ■ L with plaster falling off the walls and ceilings, with no proper plumbing. The filth accululates and breeds disease and sickness. Did you know that the mortality rate of infants in slum areas is twice that of infants born in economically advantaged areas? We are denying them the right to lead normal healthy lives if we do not make available to them adequate and safe housing. i i i <1> a a a 8 I 5 ■ ~ l The third goal I will speak on today is education. We must edu­ cate our children on matters afffecting their health. This process should start at an early age--even before going to school. Likewise, adults need to be educated too. They must be taught to ask for preventive care, recog­ nize symptoms, seek medical assistance when needed. We have a long way to go in the educational process and we need to start now. Educators have been remiss is developing such health programs in the curricula. In Comprehensive Health Planning we are striving for a better future for the citizens of Pennsylvania and we are working toward the attainment of the goals for medical care services, environmental protection and health education. We can only plan for the future and hope that our plans are followed through. The public has become concerned that excellent medi­ cal care should be available to every American. The United States Congress responded to this public concern and initiated the movement for higher quality and more health care to be available to all, in 1966 when it passed Public Law 89-749. This law promotes comprehensive health planning for every area of the nation and every sector of the health industry. For the first time, it gives to the Commonwealth the responsibility for developing a coordinated health program for its twelve million citizens. The Commonwealth coordinates this program, but it is your responsibility to initiate, perform or direct many parts of the total health mission. Individuals, localities, organizations must form a partnership in order to work towards goals for human needs. Are you interested enough in the future to start planning today? M 'fl - ’I V L -8- �[J r INTRODUCTION fil i' 1 l I of Robert MacGregor, Executive Director Health and Hospital Planning Council of N. E. Pennsylvania Harold Sherman, Executive Director Welfare Planning Commission i i James E. Reynolds Peat, Marwick, Mitchell and Company by William Schutter, Director Model Cities Agency, Wilkes-Barre, Pennsylvania a a o As Executive Director of the Model Cities Agency of the city of Wilkes-Barre and as the program has been proposed, planned and now in its implementation, we have found that there must be new concepts in Health and Social Welfare. We have found that in order to rehabilitate an area, it must be done not only physically but in the areas of Health and Social Welfare. We have a rather distinguished panel with a vast amount of experience in this field. Not only have they had a great deal of experience, but they have also turned their attention to the problems of the past and how these problems can be corrected. s -8 (H 1G K t 8 rb __ -9- �a .I i A NEW APPROACH TO HEALTH AND WELFARE PRIORITIES by Robert C. MacGregor, Executive Director Health & Hospital Planning Council of Northeastern Penngyivaiiia "U 8 3 it n S ! E g ill The word "Change" is a key word these days. It is all around us. It is particularly evident in the health care field, which we serve. The essence of change is the relinquishing of prerogatives which we cherish, but which inhibit our thinking and may not allow for the kind of change which is necessary for the good of our fellow man. This is particularly true in the northeastern Pennsylvania region. The region has, in the past, exhibited a conservative tendency with res­ pect to institutional change. Unless institutions change, there can be no real change, for so many people are affected by institutions. From the time that they are born, until they die, they are served by hospitals, churches, by schools, etc. The mission of the Health and Hospital Planning Council of Northeast­ ern Pennsylvania requires that there be institutional, change; that there be a relin­ quishment of prerogatives, that there be a reassessment of our goals and how we can achieve them. Then, and only then, can we begin to reach for improved health care for all the residents of northeastern Pennsylvania. Change is not new, nothing is really new. There are many grand experiments that have been tried throughout the country; prepaid insurance, out­ patient services, home care programs. Any number of these require change, but they are proven techniques; :they are proven change agents, they have worked, and they can work here in northeastern Pennsylvania, given the committment of the people, some of whom are represented here today. The Health and Hospital Planning Council of Northeastern Pennsyl­ vania was established by a group of regional residents who were concerned about the need for improving the health care of the region's citizens. The Council is a non-profit organization composed of a Board of forty-nine Directors, and the majority of the Board is composed of consumers or users of health services and also includes many providers of health services. ( ■ M ■ jfl The object of the Council is, through a planning process, to achieve improvements in the environment, the mental/physical health and the facilities for health care in northeastern Pennsylvania. Obviously, this is no mean task, and one which requires an exorbitant amount of cooperation with existing health service providers. -10- 8 ■ �;T ■I ! The Council also affords a new opportunity, an opportunity for' persons who heretofore, have not spoken to express their feeling on their health needs. It also provides an excellent vehicle for communications between those existing institutions who are providing health care, and those people who desire new or improved changes in the health care delivery system. , I r 1. i i I f Our style then, is to consult with the consumers of health services, and to speak also with the providers of health services to determine the capacity for implementation, to develop a program which speaks to the needs, and what are the most important needs, what are the priorities, and to suggest how they might be implemented. In order to undertake this effort, the Health and Hospital Planning Council's Board has appointed a Task Force composed of citizens of the various counties located in the planning area. These include; Lackawanna, Pike, Luzerne, Wayne, Wyoming and Sullivan. These persons represent various disciplines, including health services, consumers of health services, environ­ mental, mental health interests, who will meet as a group in a series of meetings in each of the counties in their region, to talk with the people about their concerns, their desires, their observations on health. At the same time, the Council is in the process of collecting information on the existence of health services, the flow of patients, the topography of the area, the economics of the area, in order to supplement the Task Force discussions. In addition to these two factors, we are spending considerable time talking with the existing providers of health services to determine their planning considerations, their long range programs, their out­ looks, what they see for the future, to assess their capacity to change and to implement. These three factors then, will be brought together in a program which will be outlined next year and submitted by the Council for further support from federal and local sources, in order to begin to implement an overall program for improved health in northeastern Pennsylvania. The plan will address itself to some general categorical areas, possibly including mental health, physical health, environmental concerns, health manpower, and health facilities. It is important, in the Council's observations, that we assist such experimental programs as the Luzerne County Commission on Economic Oppor­ tunity's Rural Health Program, and Model Cities, to achieve their goals. These are very difficult programs, and are not widely understood, but their concern is genuine, their attempt is to improve health care for target population. If these demonstrations can be worked out, they can prove of immense value and should be applicable to a much broader area. They also allow us to utilize resources from both the federal and state level, which were not available through other gen­ eral categorical programs. Therefore, the Council is committed to a ssist, in whatever way it can, these types of demonstration programs. In summary, we feel that the Health and Hospital Planning Council is an important tool, established at the regional level, to assist in a redistribution and allocation of resources for a maximum effort to improve the health services for ii JI 1 I 5 -11- �tn ii J: fi all of northeastern Pennsylvania. We invite your participation, we ask for your assistance as we meet in the various communities with our Task Force, we call for your interest. We desire to effect Change--Change is a difficult thing, as I said before, and will require the assistance of good people like yourselves. I thank you. a I] f ffi ■I a n 3 n s b 8 n i? s 1 E -12- �iT 2 ! i n? .3! [? Qi (J! ■? I R; . i 01 Executive Director Welfare Planning Council We in the social welfare field in the Region are in a rather unique-if not peculiar--situation. There is, on a regional level, health planning, economic development planning, physical development planning and probably others, but not for social services. Yet, our largest provider of servies, the Department of Public Welfare, operates on a regional basis and we are a part of a fifteen couhtyi-region. We find ourselves almost constantly reacting to decisions made at Regional levels- rather than doing any constructive plan­ ning that would affect the Region. In recent months, the five professionals who carry social planning responsibilities in our respective localities--Berks County, Hazleton, Lehigh Valley, Lackawanna and Luzerne--have formed an informal group which has two main functions. One of these is to discuss common problems and the other is to act as an Advisory Committee to the DPW Region II Director, reflecting as much as we can the thinking of our communities. In our next meeting we shall be considering the question of the need for a Regional Wel­ fare Planning Council and whether it's time to involve lay people in thinking about this matter. My task, today, tho, is not to talk about regionalism, but rather an example of planning on a county level. (In fact, if we were regional, we'd probably be disqualified for this role. ) Planning in Luzerne County may as well be regional for it's almost as complex. That mountain between Wilkes-. Barre and Hazleton is almost as effective in polarizing us as the Iron Curtain in Eurqpe or the Berlin Wall between East and West Berlin. Here, we have two oroud communities fighting to retain independence and not willing to be �L Si I p II B 3 a ■ a a 1 ( ! IT/ 5 B 0 rL Before I lose my credibility standing with my friends in Hazleton, let me quickly say that some of us are talking together and while what we are doing may not be planning the usual sense of the term, we are doing some looking at problems we have in common and trying to see if some of the solutions have common applicability. For example, very recently a group from the Wyoming Valley visited Hazleton to see how that community funded and brought into being its new United Community Services Building, with all the possibilities offers for expanded services; another is the invitation to the Hazleton Visiting Nurses Association to join with a group in Wyoming Valley to form a new agency to provide comprehensive home health care for all of the County's residents. The program.which, however, has real promise for "pulling" the County together is the one called 4-C's--Community Coordinated Child Care. It is variously'defined but the simplest says that it is a "system under which local public and private agencies interested in day care and preschool programs develop procedures for cooperating with one another on program services, staff development and administrative activities. " There are counterparts at the State and Federal levels, too. To me, it's Washington telling the local communities to do what they should have been doing all of the time anyway, i. e. , working together to assure that the quality of child care is the best possible and that is available to those who need it most, on a flexibly organized, community-wide basis. We share, with most communities in the Country , the onus of not having done this, and of having to be called to task for it by the "Feds". Interestingly enough, a great many communities accepted this challenge; many, I suppose, out of guilt; most, realistically, because of the unique "carrot and stick" aspect contained in’its introduction to the program. It holds out hope that all "good, complying" communities will be rewarded, and the fear that those who ignore the guidelines will be by-passed when the "goodies" are finally given out. What the manual states is that "altho it does not provide the community with an additional source of Federal funds, the 4-C's Program does provide the opportunity to reap the many benefits (including financial) of coordination within the community. The Federal Government, because of its interest in and sponsorship of the 4-C's Program will extend certain priorities and benefits to communities operating local 4-C's Programs." In another section, it is again emphasized that no additional monies have been appropriated for child care, but if and when they are, it's going to be the 4-C's communities that will get the priorities. I'd be less than honest if I said that the motivation for our getting into the act was because there was a great community demand for something to be done. Instead, the Regional DPW office, urged by the State Office, which has been motivated by being designated as a Pilot State by Washington, nudged us to -14- �5' Ij i get moving. At that point, it became a "local matter',1 endowed with all of the magic qualities that distinguish grass-roots planning from planning "on-high," wherever that might be. I should mention, before leaving this phase of the description, that Regional threw in some dicta before leaving us to do our own thing.. Luzerne County, for 4-C's purposes, was to be considered as "a community," there would be only one overall plan, and funding, when it came, would go to a single source. Given that choice, we've been.working and planning together--voluntar­ ily, of course! Instant Cooperation! a fl o 0 s ■ iff lb' Planning in regard to child care has been really at two levels, although closely related, We began with the formation of the 4-C's Committee, officially defined as " a group of community representatives in which is vested the responsibility for formulating the policies and agreements which constitute the local 4-C's Program. " The"shoulds" then spell out who is to be involved which include representatives of agencies who are providers of service or have an interest in the development of services for children and families, parents whose children get service, and representatives of other state and local agencies which affect the development of programs. Also, the agencies have to represent "at least 50% of the total Federal funds made available <f or day car e and preschool programs in the community and which were received in the previous fiscal year. " Meeting this last criteria and any other referring to "providers of service" was easy. The only service for preschoolers was the half-day OEO Head Start program. Model Cities has money allocated to day care. No bther community, supported, full-day service existed in the County. Our thinking had to be in terms of potential users of service, potential providers, and potential sources of support. Our first invitation went to 27 persons. Forty-two showed up at the first meeting, indicating the apparent latent interest existing in the County in providing day care services. The core committee now numbers about 50 and includes representatives of consumers of service, public and private agencies, unions and management, colleges, school districts, etc. Up to now, the group has been meeting irregularly at the call of its convener. It has supported efforts to bring day care services into the County, including providing testimony for a State Advisory Committee on the need for day care services and for support by State Government. It also authorized a survey in the County to determine the extent of need. Formal recognition of the Committee by State and Federal authorities has not yet been sought but will probably be a next step. While, initially, the Welfare Planning Council carried all of the staff responsibility, the pace quickened immeasurably with the loan of a staff -15- •f’. '' hL �person from the County Board of Assistance. She was assigned full time, working under the Supervision of the Council Executive, to develop the 4-C's Program and its committee. During the summer, she had the assistance of a College Misericordia Work Study student and it was possible to complete the broad based--altho limited--survey of need requested by the 4-C's Committee if a rational approach to providing day care services was to be undertaken. I 3 3 y B 3 Some factual data did seem necessary. On the face of it, the fact that half the working force in the County were women, and that there were no community-supported services for day care (other than day homes provided by the County Child Welfare Services), would seem to be enough justification for establishing such services. However, conflicting views give evidence that what seemed obvious was not going to be enough. Luzerne County has no history of day care, so the very concept is foreign to most people. (Even during World War II when most communities enjoyed their most extensive tax-supported day care programs, our industrial picture was such that we received little or no such benefits. ) There is also the very widely held belief to contend with that the ex­ tended family is quite common here and its members are available to.care:for children while mothers work. The lack of wide acceptance of the day home program was also pointed to as evidence that organized day care is not needed. On the other hand, the 4-C's Committee members, representing so many and varied interests, were convinced there was a need. Employers of large numbers of women and union leaders whose membership was largely women were very sure that day care was an absolute economic and social necessity. Our County survey, made possible by the cooperation of just about everyone approached, covered employed women as well as those at home. It was a good study from the standpoint that it "proved" all sides were right. Most of the women who already have children in care were, in general, satisfied with, or at least not ready to change, their existing plans for providing care through neighbors or relatives (quite often, husbands). On the other hand, great numbers of mothers would like care for their children, most often to seek employ­ ment or training, but large numbers for other valid reasons, which can be only met by good day care services. From the standpoint of planning, we found that there was a great need for day care services among all economic strata and in all parts of the County, rural and urban. Plans and studies sometimes result in successful undertakings; in frustrations; sometimes up blind alleys. And, sometimes, as in our case, in justifying actions already taken. Not that the findings of the survey are not going to be of great value for future planning, but they had very little to do with the recent granting of funds or the selection of Luzerne County for an experimental day care educational project. (Between the two, intending to serve less than 500 children, we'll be meeting less than 1% of the need we found. ) -16- �I i I "I al I ?! I I I ■ Our "planning success", as it has been called by some, really was more a matter of timing and opportunity than the end result of the classic planning process which begins with the statement of the problem and then pro­ ceeds logically to implementation. Altho, as a planner I'd like to believe that most of our work follows along these traditional lines, I'm not so sure that much of what passes for planning is not really a set of fortuitous circumstances coalescing at the right time. 1 - rl I I 3 a I i i n& I In this situation, County interest has been sparked in day care. Both the Regional Office in Scranton and the State Office in Harrisburg knew we were getting quite involved and also of our lack of day care services. The State, which had not been providing any funds for such services, suddenly decided that it would be to everyone's benefit if it took advantage of the 75%25% matching formula under Social Security Legislation (Title 4A, to be exact). I use the term "suddenly" advisedly because, from our stand­ point, it really seemed to happen much faster than that. We were called and told that if we wanted to get any funds for day care this year, we had better write up a County proposal immediately. "Immediately" was at first a few weeks, but that was shortened to the point where we -ended up having to tele­ phone the budget part of the proposal in order to meet the newest deadline. Naturally enough, our proposal was not what it might have been if we had an opportunity to know the full extent of the need. However, despite the lack of a factual basis, it was comprehensive and indicated good understanding of what day care services should be. As a consequence, it was funded for $442, 000 and now awaits implementation by the County Child Welfare Services. It would not be easy to find another such series of dovetailing situations! Soon after this first break in the famine of day care services in the County, we were approached to see if we should like to be considered as one of four counties to be selected for an experimental program which would serve 238 children. It would be under the auspices of a profit-making educational company which had contracted with the State and Federal Governments to demon­ strate some new methodology and techniques. In the belief that we had nothing to lose and probably much to gain, we indicated interest, provided basic data about the County and its population, and in time were informed that we would get one of the centers. Since the company acts as if it wants to be independent, we will set our task at seeing that its program meets need and complements rather than competes with other programs being organized. That brings us back again to our 4-C's Committee for,- with more than one service in operation, it can exercise its responsibility to coordinate and see that the County's best interests are served. Having come full circle, we need only express hope that, having gotten our foot in, we'll continue to push ever wider the open door. -17- ��One of our greatest problems in delivering health services today, as it is in manpower and education services, is the problem of overlapping political jurisdictions. Therefore, the map I have proposed should also clearly identify each and every political subdivision. Up to now, it seems that each jurisdiction involved in the health area proclaims: "This is my turf. For example, there are federal agencies, state agencies, regional agencies, county agencies, and local agencies--all involved in health matters, but generally each going its own way. 11 The absence of a workable coordinated relationship is probably the most significant obstacle to expediting the delivery of health services. If such a relationship cannot be worked out, complex problems can be expected. Another type of fact which should be shown geographically is the type and location of agencies responsible for delivering current health services. There are public and private agencies involved in providing existing health services in various political jurisdictions previously men­ tioned, such as counties, regional authorities, and hospitals, and appropriate relationships must be worked out between them even before we actually enter the planning stage of an adequate and responsive health delivery program. The second question which we must consider in our planning process is "With whom are we dealing?" Health services involve two components: (1) the provider of the service and (2) the consumer of the service. There are both individual and group providers, and in the process of examining each, our concern is primarily with the scope of their service and their capacity to perform. A prime factor to be reckoned with here is that of staff and other personnel. All of this initial inventory type of work is the real key to effective health service planning. Where we are and with whom we are dealing are the sine qua non of comprehensive health planning. But there is at least one other step essential to a comprehension of the part played or to be played by each of the individual or group providers--proper evaluation of work done. Each must be asked, "Did we accomplish what we set out to do, or did we have to change course in midstream?" 'Were our navigation tools together when we started out?" This is the kind of evaluation which must be done. In addition to the providers of health services, we must, obviously be concerned with the consumer of those services, Here, too, there are individual consumers as well as group consumers, And, since various segments of the population require a specific health service, other segments -19- �.I I I 3 a in 5 'I require others. For example, veneral disease is a significant health problem in many communities. Assume that an immunization program is to be under­ taken. Who in the local population is to receive this service? To whom is the program to be geared? In the absence of such an evaluation, an immunization program would be fruitless, because how can one provide the service unless the person who requires it is known? The ultimate object of health service, of course, is the consumerthat individual who needs the service. It is, therefore, most essential that we ascertain as accurately and realistically as possible how the consumer looks at health services. The main trouble is that too often those providing services act on the basis of assumptions. The Federal Governments acts on assumptions. It simply assumes that low-income persons want certain specific kinds of health service when in fact they do not. What I am saying is: " I like apples. I like delicious apples". This does not necessarily mean that every­ one likes the same apples. Some may prefer Jonathan apples. 3 I think we have to answer the question whether everyone can pur­ chase health services because we can. Some people can't afford them, and perhaps they do not need or want the kinds of services which we offer. The only sound basis for determining what services are needed and will be utilized is to ask the prospective consumer. In behavorial language, we search out the "inputs" of the consumer. 0 The third question-" What health services are currently being delivered ? "--can only be answered by a thorough and comprehensive survey of existing federal, regional, state, county, and municipal, as well as private, health programs, and by an appraisal of the exact nature of the available services and conditions under which they are available and to whom. nLI The local Model Cities program is preparing a comprehensive health service project. I do not know if it is already in operation. I understand that the city council has given its required approval. Mr. McGregor is involved on a regular basis in delivering health services in the area. I 1 g In undertaking the implementation of the proposed comprehensive program, you will have to get some kind of profile on what needs and services exist in the Model Cities area at this moment, and then on that basis determine what must be done. You already have some services. What is the capacity of the agencies to perform? To what extent are the services used? Do the people really want what is available now, or do they want others? Are the current services really helping the people, the consumer, or are we merely delivering a group of services to salve our own consciences? -20- �a 3 a I |I I R 3 I n 3 Undoubtedly, resources are being used in the health service field here. But the question is have you evaluated performance to ascertain whether the resources have been used for the greatest good. You will note that the term "evaluation" continues to crop up. I have used it deliberately because it is so very important. In any planning process, we must establish bench­ marks to tell us how to move from point A to point B and to help us decide whether or not we are satisfied with our moves. We must be sure that our resources are properly and effectively used. We should now say more about health services provided here now by other agencies such as the state, municipal, or private sectors. Here again we face the problem of overlapping jurisdictions. This manifests itself very clearly if we begin to ask pertinent questions. For example, are particu­ lar health services now already provided by the state, local, or private level? Who are the agencies and who are the individuals receiving their services? The point is that before we can establish a broad, comprehensive community health service program, such as the one contemplated in Model Cities, we must inventory the types of current services, capacity and utiliz­ ation, resources now utilized, performance, and evaluation. The fourth question-"How are the services being delivered ? "-is the key to the whole planning process. Many times we merely assume that some agency is delivering a service. We have little or no knowledge as to how they are delivering, or whether they are optimally delivering. This means that we must ask questions as to planning, management, and the deli­ very process of each agency. D I '■ Individual providers must be reviewed by types and methods for designing community health needs. Planning, programming, and budgeting techniques must be examined. We must look at monetary and service eval­ uation methods, and at methods of evaluation of delivery, and we must also be aware of and understand the regulatory processes, for there may be legal constraints which prohibit us from delivering certain kinds of services, particularly in the health field. In this overall planning process, we often forget what I have called "feedback processes". This refers to information which we obtain from the consumer himself. Too often, information about a health project goes out (I call this "feed forward" information). The trouble is that almost never do we get the "feedback" from the consumer. This is an important omission, for if you don't get any feedback, how do you determine the effectiveness of the "feed forward"? We simply can't function effectively unless we know with some degree of certainty how people are using our services. & -21- 0 �Ji 0 ! fl ! a a o 0 Q J 3 o ! ! I am certain that at this moment, we do not know much about how people consume services, whether in the delivery of health, education, or manpower services. I suppose we don't know enough about this precisely because we haven't asked or answered the question: "What kind of feedback do we want from the consumer?" Secondly, we don't get the consumer "in­ put" in the very beginning of our planning process. Sometimes, I think it might be wise for us to use our clientele, the consumer, as consultants. I am a professional consultant, and frequently I haven't got the answers. Perhaps we might get good answers if we asked the people who are most affected--the consumer of the service we provide. The consumer of a service is a most important, though not the only source of inputs to help us determine our plans. We have many pressure groups, actively engaged in seeking change-----some even demanding immediate change. For example, there is the American Medical Association. They provide an input into health services, and at this point in history they have quite a bit of input. In fact, they have considerable control of many of the country's most important and significant health projects. They have a powerful grip in programs at the federal level, and have a definite power at the local level because of it. One of our keys is to look at the relationship of the various Federal government agencies involved in the planning process, because each partic­ ular agency is a federal participant, and therefore, important. There is overlapping at the Federal level with HUD, OEO, and a multitude of other agencies. They have some real problems. Unfortunately, if there are con­ tradictions at the federal level, they tend to filter down to the local level. Many of the heartburns you experience at the local level of your planning process are a direct result of contradicitions at the Federal level. Other agencies which have important inputs in relation to health planning are state agencies, regional and local agencies, and private institu­ tions. It is important to ascertain their inputs, to learn of their needs^ de­ mands, and objectives, so that they can be incorporated into or accommodated by the overall community program. However, it should never be forgotten that the most important source of inputs must remain the consumer. The most important point of my discussion really is that all these relationships between parties engaged in the provision of health services must be visible and clearly identified, and all must be considered in the planning process. This in itself leaves no doubt that planning to deliver health services on a comprehensive basis is no simple or easy task. One other matter remains to be said. -22- 0 What I have been speaking �5 i s ll i l! a 0 'J n about is graphically displayed here on this chart in what I call the "project management cycle." This procedure may also be used to study community health needs. You first simply define the existing health system conditions in the area of concern. That is, you ask and answer the four questions I posed at the beginning, and which I have briefly discussed. The key to the method is that it is a cyclical process -- it's ongoing, moving from the initiation phase to the definition phase, to the development phase, and finally the implementation and evaluation phases. My whole point today is that in planning for health services on a comprehensive scale, you must get the input of all relevant actors in the play. To leave out anyone destroys the smooth unfolding of the plot, and creates friction. No one single actor, no matter how professionally qualified, can make the play alone. Each actor contributes an important and irreplacable part. The same is true in planning for health of the community. 0 G B r y 5 -23- 0 �J I n II D I L! n INTRODUCTION of Francis E. Moravitz, Director Housing and Community Development Jack W. Croes, President Capital Industries, Inc... LI fl Iu J I Sa I I E § Raymond Condo, Executive Director Ecumenical Enterprises, Inc. by Robert J. Miorelli Hazleton Chamber of Commerce Since the overall theme of this Conference has been the "Goals for Human Needs", certainly one of the basic needs of humans is housing. We all realize that there is a tremendous shortage of decent housing in our area, therefore we must develop new techniques, new systems and even new legisla­ tion formulated by the Federal and State government. However, the accomplishment of these goals can only be from the area of local concern. Our panel this morning brings together these various areas--that is, a representative from the State in his role as Director of Housing and Community Development, the President of an industry in the private sector, and’the Executive Director of semi-public agency which is financed in part by Federal government but is also supported by an ecumenical organization. I I 0 LU -24- L �NEW CONCEPTS IN HOUSING 5 fi fi 0 by Francis E. Moravitz Associate Director Community Development and Housing Appalachian Regional Commission r I am most pleased to be representing the Appalachian Regional Commission at your Tenth Annual Community Growth Conference. It is especially gratifying to participate in an exploration of concepts to meet the housing problem. This problem, as you know, is a national one. It is a par­ ticularly harsh one in many parts of Appalachia. fi This region's housing problem can, of course, be defined statis­ tically: One million families, or one out of every four, and, in some parts of the region, nine out of ten families live in housing that needs replacement or repairs. The problem is better defined, however, by saying that the region must start by building and strengthening a home building and finance industry that is responsive to the needs of all income groups. - E 1 9 1 8 I i I ■ S Several years ago, my Executive Director, Richard Widner, was asked to participate in a housing conference in one of the Appalachian States and he assigned me the task of drafting a speech identifying the con­ straints to home building in the region. The list that he presented included the problems of land ownership patterns and pricing, the separation of mineral and surface rights, fragmentation of the housing markets, antiquated codes and ordinances, the shortage of developers and construction tradesmen, horse and buggy financing practices, under-utilization of Federal programs and so on. The only response to this recitation occurred at the end of the conference when the moderator closed by saying, "In spite of Richard Widner and the Appalachian Regional Commission, we shall solve our housing problem. It There is nothing unusual about a government agency being called a bottleneck. In fact, it is often justified. However, the comment that was made in'this particular instance was a direct reflection of what had gone on during the conference: No one was willing to engage the housing problem in hard, conven'-'. tional terms. There was no discussion, for example, of the problems of land assemblage; no one discussed construction and mortgage financing; there was J P -25- 'P ■ �u ■J d I 'fl 7' d ■ no mention of the architect's role in a development team, nor any other straightforward discussion of how housing can be built and financed. Instead, the conferees were content to talk about such exotic building techniques as the pre-stressed characteristics of bamboo and the application of foaming techniques to culm pile residuals. Now, it is a certainty that this conference could talk authorita­ tively about culm piles. However, I'll resist the temptation and offer a direct proposition: If you want to build housing, there is no substitute for: - a competent builder r - a good mortgage banker - a reasonable landowner J - an imaginative, cost-conscious architect - an intelligent engineer 1 B I ' ffl s R if 13 - a cooperative local and state government, and - a sympathetic FHA . Ar.d if you and your community can't find these characteristics among these and other functionaries in the building industry, I can think of no better way to encourage these traits than through the organization of a repre­ sentative community-based effort that involves people who are willing to learn, to get their hands dirty, and to muster economic and political clout when necessary. It has been known to work and even to soften the heart of the FHA. I would like to discuss several such efforts in which the Appalachian Regional Commission is participating. Not all of these efforts are totally success­ ful, but each, I hope, demonstrates how community organizations, labor unions, and industry can become involved. The largest and perhaps most innovative local program in which the Commission is involved is located at the southern edge of Appalachia in Northeast Mississippi. The program covers a ten-county area, which is pro­ bably the only area in the nation that can legitimately claim to be solving its housing problem. -26- �The program's first phase involves the construction of 1, 250 units, many of which are already under construction. The program was launched with a $ 318, 000 no-interest planning loan from the ARC housing fund. (The housing fund was established in 1968 for the purpose of providing "seed money" loans to prospective housing sponsors. The loans cover 80 percent of the cost of planning a project and securing a commitment for mortgage insurance under HUD's 221 and 236 programs. By the end of August, the Commission had approved 54 loans totalling $2.4 million. These loans are expected to secure approximately 6,500 units of housing, costing an estimated $88 million. ) E ■ i I The Mississippi program, involves a massive mobilization of both private and public interests by a public housing authority -- the Tennessee Valley Regional Housing Authority --TVRHA. This agency's approach is to change the basic role of the housing authority from one of management to that of a catalyst for home production. In this role, the authority is functioning both as a financial institution and as a con­ duit for Federal housing assistance. As a financial institution, the authority can purchase or make mortgages from the proceeds of sale of tax-exempt securities; as a conduit for Federal assistance, it receives commitments under the Section 23 (g) public housing leasing program. In order to produce housing, a subsidiary non-profit corporation ac­ quires sites, plans projects, and contracts for the construction of homes. The corporation arranges construction financing with local lenders and transfers the mortgages to TVRHA. Thus, the corporation retains ownership of the units and leases them to the housing authority. Under this program, renters are allowed and encouraged to take ownership of the properties. Through a concept of individual home maintenance, the tenant receives a maintenance fee that goes into an escrow account, from which downpayment requirements can be met. Once the individual becomes a home owner, the authority acquires another unit of leased housing in order to meet its commitment to the Federal Government. Consequently, a new unit of housing is generated. In this particular example, an existing but dormant public agency was re-vitalized and the entire process of home construction structured to produce quality housing that is available to any lower income family. In West Virginia, the ARC is participating in a project initiated by the Board Chairman and President of Weirton Steel Division of the National Steel Corporation. Under the leadership of these men, a non-profit corporation was -27- �formed to undertake the development of new housing for the residents of old, industrially blighted neighborhoods in the City of Weirton. D L) B The steel company is contributing its legal and technical staff to meet the administrative costs of the project. From its own assets, the company has purchased open land and donated it to the non-profit corporation. Through the management abilities and obvious political know-how of the members of the non-profit corporation, foundation gifts, government grants and development financing are being put together to assure attractive, convenient developments. The practical result of this effort is that individual, fully-developed lots will be available to lower-income families for home construction at approximately 40 per cent of normal market cost. Labor is also involved in providing housing in the Appalachian States. One of the more ambitious programs is that of the Alabama AFL-CIO Labor Council. The current two-year program of the Council calls for the sponsorship of 10 housing projects and the creation of two field offices to coordinate construc­ tion and management. The Council's participation in housing was spurred by an obvious shortage of financially stable and properly motivated community organizations to sponsor housing projects. To date, the ARC has approved three planning loans to the Council and further project funding is anticipated. In North Carolina, where the Commission participated in the formation of a state housing finance agency, an effort is under way in a largely rural sec­ tion of the state to promote housing construction for lower-income rural families. The Local Development District has taken the lead in forming a working committee of builders, lenders, government officials, and others concerned with housing problems. The committee has developed a two-pronged approach to the problem of rural housing. First, it has initiated a service program through which: 1) Moderate-income families seeking or needing housing are counsel­ ed and assisted in preparing loan application under VA, FHA, or FmHA programs; and then 2) Builders are encouraged to construct homes for these families and assisted with the initial processing of loan applications. In short, through this effort, the committee brings builders and families together and assists with the paper work (red tape) that up until now has scared off both parties. -28- �' | Im i r lifi P fK b 8 E E I I ) s n S I n l The second aspect of this program is leading to the creation of a regional non-profit housing corporation which will undertake the initial planning of lower-income housing projects, and then participate with private investors in the sponsorship of such projects. In this process, the non-profit corporation will become a legal partner with private investors and shoulder many of the responsibilities of managing projects and caring for the welfare of lower-income tenants. There are many other examples in Appalachia. Here in Pennsyl­ vania, for example, the Commission has approved loans to 21 housing sponsors for projects which will eventually house up to 1, 923 families. In addition, the Pennsylvania Departments of Commerce and Community Affairs have endorsed applications for 22 additional projects. The remarkable thing about these data is that three and a half years ago, only two communities in Appalachia Pennsylvania had constructed low-and moderate-income housing projects under FHA's special assistance programs. In my view, Pennsylvania community leaders are learning a lot about housing. Most will, I think, confirm my thesis concerning the need for a strong, citizen-based sponsor and the use of a competent development team. Beyond this, they are also learning that current housing programs and the manner in which they operate extract (even under the best of circum­ stances) enormous demands on time, energy, and patience. And when the re­ sults are in, many times the surface of the housing problem has only been scratched. I remain overwhelmed at the fact that the last big idea in housing production and financing was put into law in 1934. In between, we have produced a public housing program and a literal blitz of numbers: 235, 203, 236, 221, 502, 505, etc. It is time for new concepts, new approaches, and new commitments. Surely it is within our capacity to simplify and to find the resources to meet the housing problem. My guess is that the genesis of the next big idea in housing will come from, and be supported by, those of you who have survived the problem of sort­ ing through the numbers and have become actively involved in providing the hous­ ing for your community. g -29- l‘i �i ' pl i i L ; a L1U' E 0 NEW CONCEPTS IN MODULAR HOUSING by Jack W. Croes, President Capital Industries, Inc. Capital Industries manufactures sectional houses, primarily single houses, but we are engineering now to produce modular components-these are stacked for such things as town houses, garden apartments and so forth. We have been in the manufacturing of sectional housing since 1963. This section of the country actually spawned the industry. In 1963 there was only one other manufacturer--Ambassador Homes in Nanticoke. The product was mismarketed and sold to mobile home dealers who did not know real estate laws and got into a lot of trouble, which is a part of the history. Giving this housing a mobile home image was unfortunate. This was true of all the early entries into the sectional housing field. In re­ ferring to a sectional house, this is a two-piece unit that goes together on a foundation--generally a whole basement. It is not a mobile home. I B 8 8 n I am going to concentrate on the pictures that show how the product is manufactured. This is the beginning floor section--2 X 10 on 16" centers--the floor--beginning of half a house. The floor is a plywood deck. The floor is done according to codes. It must be made stronger than most conventional homes. Some extra things must be done because the house must be transported over the highway. Next is the application of the insulation to an outside wall, It is done on the flat. The gypsum board dry wall is applied to the wall again on the flat. The dry wall is glued to the studs. The roof is put on in a conven­ tional manner from a platform on either side of the unit, as they come down the production line. In the application of sheeting, we use all wood sheeting for strength--it is also glued on. The application of aluminum siding in the plant is done under controlled conditions. The wiring in our units is comple­ ted in the wall and this causes a little trouble here and there because the building inspectors cannot see it. Generally some dry wall is left out to impress them, but for the most part the connections to our electricity are made very simply to junction boxes and can be made in a matter of a few minutes at the site. Now a house is ready for shipment. It has all the trim and nec­ essary insulation and so forth to complete the house at the site. Generally there is about 120 man hours of labor at the site to complete the house. -30- �0 B {J J ■ iU tn a ffi We will be putting the house on using conventional moving techniques. The house will move on the track and across the wall. Visqueen, a cover used to protect the house from weather in transit is then taken off. It really does the job. Now half a house is ready and they are going to jack up the roof. They have a system--the roof is jacked up at the sits. One cannot transport a structure above 12'6". To get a 4-12 pitch, the roof has been hinged at the juncture of the rafter and the joist. The roof is jacked up and is spiked into place and becomes a conventional 4-12 house pitch. One of the problems of the industry in early years was the low roof pitch. The roof is then jacked up. After the roof is up, the new walls are spiked in. The house is then brought together and the over-hang is folded down. The over-hang was folded up during transit and is folded down at the site. Sofit is then applied. When the house is almost together, with one side of the roof down and the other up, you can see the difference in the roof pitch. The conventional house-moving equipment is used to move the house across the track, The house is bolted together from underneath. Now the gable ends are completed, Aluminum siding is applied at the site on the ends. This is done, of course, so there is no point where you can tell where the house comes together in two sections. Id g ffl Our total drive has been to produce a home which would be like a conventional home, which, except for the most expert eye, could not be told from a house that was built on the spot. In 19t>5, we produced the first of this type of home--the Royalty--which really is not much different than a conventional house. However, our total aim is to the low cost housing field. What we are trying to do is get into the category of HUD, especially low-interest subsidy. There are construction limits of $18, 000 complete with lot. In certain areas, which may cost as much as $20, 000, there is a low interest subsidy and also a low down-payment. In this way we hope to provide housing for lower income people. This is the market that should be served. The last few years, because of lack of mortgage money, we've had to concentrate in the higher class field simply because they were the only people who could get mortgages during this period. A smaller home used with a treatment of rock and brick is an example . Generally speaking, one could not be able to tell these houses from any other conventional home built at the site. We are now constructing units called the modular stack, They are different from sectional housing. They are built for apartments, The cubes are built in the same manner. Acutal erection of one is simple- -a 35 ton boom lifts them into place on the foundation. The center cube is a service cube for electricity and water, etc. The outside cubes are the living -31- '' ________ �;s d 1 IT’ I > I I 11 space. The center cube weighs about 10 tons and is heavy to lift even with a 35 ton boom. There are six cubes to an apartment. The difference in these and the mobile homes is UL approved wiring, 2x4's, 2x6 rafters, 4" wall, insulation factors, plumbing, state codes (which mobile homes do not have). There is a great deal of difference in construction. This is an infant industry. The technology and the machines for this industry are just being developed. Our new plant--80, 000 square feet-is being constructed. In it will be some of this new equipment. Labor efficiency is not what it should be. Labor costs in the plant are 16%. This should be reduced to 10%. The technology for this industry is just starting. Previously the dry wall was put on the studs by hand; now we have a machine to do it. Many other things are being developed. Labor efficiencies should drop by 3 or 4%. In the mobile home industry, it is not uncommon to have about an 8% labor factor. Unless you are quite mechanized, the labor factor will run about 40 to 50%. Transportation costs about $1.25 a mile. They cannot be shipped on slabs. It must be with the floor. Slab construction would not be good. What is needed is a crawl space foundation for at least a basement. The cost of a mobile home?--One model for low income families on a $2500 lot would sell for $18, 000 in our market area. Progress is not too fast in the modular stack-type unit. Steel and fire proof materials for framing will become the thing in this type of construction. Concentration is on single family housing. Single family housing relieves congestion in the city. This a way of relieving the housing problem--Home , sweet, single-family home ! a 8 8 g g -32- ffl �IE n B NON-PROFIT HOUSING CORPORATIONS by Raymond Condo, Executive Director Ecumenical Enterprises, Inc. I'd like to make one correction, Bob. I'm not from Scranton. I'm from the Wyoming Valley area with offices located in Wilkes-Barre. Our oper­ ation is also in Wilkes-Barre and Wyoming Valley. in n 1 1 You have heard about some of the problems and some of the ways in which other states and organizations have entered into the housing program. I'd like to discuss briefly with you what's being done here on the local level in the name of Ecumenical Enterprises, Incorporated, which I represent. This is a real "nitty gritty" problem. Some years ago a group of men got together and decided that they wanted to engage in the hard-core problem of housing. Even though they didn't know exactly what they were getting into, they knew there was a housing problem and that something had to be done about it. Ecumenical Enterprises was incorporated as a non-profit housing sponsor. In December 1968, represented by four religious faiths: The First Presbyter­ ian Church of Wilkes-Barre, The Roman Catholic Diocese of Scranton, The Metropolitan Lutheran Council of Wilkes-Barre and the Jewish Federation of Greater Wilkes-Barre, this core of men formed a 20-man board, an 8-man executive committee, 1 full staff member, 1 consultant, 1 developer, and various other committees, and decided to engage in housing action. Now, why engage in housing? Because, of course, the problem is serious locally, particularly for those people in the low and moderate income bracket. We have public housing in the area. We have nothing other than that being done by other organizations which could take advantage of the various federal housing administration programs. a I;. Keep in mind that housing is basically three problems. Primarily, in my opinion, it is an economic problem. It is economic because of the high cost involved. Today, there is no such thing as low-cost housing. There is such a thing as lower cost housing, but no such thing as low cost housing, unless you want to build a tent. Therefore, you have to try to get some financial assistance, some economic assistance, and usually this comes from the federal or state government. On the federal level there is the FHA which has numerous kinds of housing programs that almost anyone can get into, but there is no need for a sponsor. -33- �I fl 0 E fl (fl uy ■ 1 i flI I K Our organization focused on two specific areas of FHA's program, namely, rental housing under 236 and home ownership under 235. These pro­ grams do provide financial assistance to the eventual occupants of these units. Assistance takes the form of interest reduction subsidy which goes, not directly to the individual, but to the mortgagee holding the loan. Why non-profit corporations ? These FHA programs were geared only to and primarily for non-profit sponsors and limited dividend corporations. In this area, no such animal had existed previously, so we had a group of dedicated citizens in this area form a board and set up Ecumenical Enterprises. Although the spearhead has been from the religious sector, the board of directors is composed primarily of business or professional men in finance, real estate, law, and so forth. What I'd like to show you today, briefly, is what we are doing in this area and cry to convey to you what the real problem is. Basically, we are trying to provide housing under 236-multi-family housing. We have a large project, which, hopefully, will get under construction next spring. It is located off Coal Street in the Heights area of Wilkes-Barre. We hope to have, as Mr. Croes has shown, some modular housing construction utilizing this technique. It does provide rapid construction at a reasonable cost. We are already engaged in a program of rehabilitation-- rehabilitating existing homes, putting them back up to code standards, and reselling them to eligible families. The basic benefits to the recipients of the housing unit are three: (1). They receive an FHA insured mortgage which the financial institution taking the mortgage likes because it reduces his risk. (2). There is a minimum down payment of at least $200 that the buyer must have in order to get into the program, and (3), a big point, depending on family income and size, the buyer could qualify for the program and in effect possibly receive a mortgage at the rate of 1%. This means, in essence, that you purchase an $18, 000 home and you get an $18, 000 mortgage on it. Minimum down payment for 30 years on this program, at current interest rates of 8 1/2%, and all your other miscellaneous charges, including real estate taxes, fire insurance and other special assessments, might cost an individual $150 to $160 a month, which he can't possibly afford because he is in the low or moderate income bracket. This is rectified by the FHA paying directly to the mortgagee a pay­ ment which could reduce that mortgage to 1%, so, in effect, the person buying the home could be receiving an $18, 000 mortgage and receiving approximately $90 to $100 a month on the mortgage, the rest being picked up by the FHA. Now, as I said, the housing problem is three problems------ (1). an economic problem-it costs money to build houses today. The people that need housing the most don't have the money. The cost is high because of high financing, materials, labor and land. -34- r.y I ■ 1 �The second major aspect of the housing problem as I see it, is a social problem. The economic problems are fine--we can determine those rapidly--but when we start trying to define what the social problems are, housing becomes a little more difficult because the social problem is one of dealing with individuals. Each individual has a different kind of a problem--why can't he get a house?--why is he a poor risk?---- why he can't save money for a down payment to buy a house or rent?--he's got a large family and so forth. 1 I /! 1 ij B I I t ffi I 1 We have several social agencies represented here today and they also can tell you that when you're dealing with people who have a housing problem, in most cases, it is a problem by itself. Believe me, I've run into them many times in the last several months since we started to sell some of the houses that we are rehabilitating. Now the essence of non-profit housing and the objective of EEJ has been one of trying to do things as rapidly as possible to solve the housing problem. That is, to actually get into housing; build housing of one type or another, utilize whatever financial resources we have. Secondly, we are trying to be the catalyst enticing other kinds of development, either private or public, to get into housing, and to make the community aware of the extreme need for this housing. It has ramifications all the way down the road to the industrial development of this area, the future growth in terms of industry and population. It's of such great interest to all persons residing in this area, because it's so closely knit to the future of development of Luzerne County, Wyoming Valley and Wilkes-Barre. But to do this, to get involved in non-profit housing is not a simple task. As I first mentioned, we had a group of people who wanted to do something. They didn't really know what the problems were--what might have to be done to really help housing in this area. They proceeded to set up this non-profit housing, and during the last year and a half, they've found that it is not an easy task. For one thing, it is a very, very frustrating problem, because you are dealing for the most part with federal agencies, particularly the FHA. One problem that we face is whether there is enough money on the federal level to support the existing programs. There is the problem of thousands of applicants waiting in line for a decreasing amount of available money. There is the problem of getting a high priority to get your hands on some of that money. There is the problem of providing the type of housing that people in the community want and should have. Do you settle for something less than that? There is the problem of going through the bureaucracy of filling out forms, having them sent back to you, and of getting land--a key item. Where do you build and what are your costs? You know, when you're going through FHA, it's almost the same as going through any mortgage broker. They want to know what your costs are. They want to know whether or not you have land available -- what is your financing mechanism. They don't care about the social problems, really, even though the -35- ■ P �id J0 li ■-la I a 0 ffl 0 ffl fy poor ones are geared to that, They care about insuring a loan or a project which is going to live through it’s 30 or 40 year mortgage. At the end of that period, they will have recouped the loan and they will not have any existing problems such as default on the mortgage. What we have here locally, I think, is one of the best mechanisms to do what we can on the present situation to solve some of our local housing problems. Keep in mind that the housing problem is a pretty broad range pro­ blem. You have those in the low-income bracket, all the way to those who are making ten, twelve or fourteen thousand dollars a year who can rent or buy a house. We are shooting for one particular aspect of that problem by providing some housing for the people in this area by working with Redevelopment Author­ ities and Model Cities Agencies. In order to really get something done in this kind of housing, you've got to be able to make a positive and firm committment that you do want to get something done. You can go through this process and throw up your hands and say "We'll never get it done, it's too much red tape; we'll never get our money; forget it, let the private housing sector do it", or just fade away into the future. You must have a positive committment on the part of the citizenry of the area to support this kind of a program, otherwise, it will never get off the ground. Secondly, you have the cooperation not only of the public agencies such as the Redevelopment Authority, the Model Cities Agency, the State Dept, of Community Affairs, the Appalachian Regional Commission or the Department of HUD or FHA, but you also have to have the cooperation of your local munici­ pal officials so that they understand what you're trying to do. We must have the cooperation cf the financial institutions in the community which will be asked to participate in some manner to help in the financing mechanisms to get the thing going. This is sometimes a difficult thing to ask of them because they don't understand it and they don't really need the business. However, it does have a very, very close relationship to the development of their own community. This one type of mechanism or concept is the theme of the particular program, a new concept in housing. It is far from an ideal type of concept. We would like to be able to produce housing much more rapidly, but it is the only thing that we now have available to the community. Hopefully, in the future, our friends at the Federal and state levels will come up with new kinds of programs to help solve this basic economic problem. It's an economic problem because it takes money to build housing--adequate housing. If the people who are going to rent or buy the housing don't have the money, it has to be subsidized. It's as simple as that. The problems facing this particular financing mechanism on the federal level is whether we can afford to commit our federal government to a long range financing program for 30 years because we have to subsidize it, or if there are going to be other ways of working out this problem. I n /l G -36- �! Some of us are confident that there will be solutions to this particular aspect. We here in Wilkes-Barre and the representatives of my board think that we can do our part. We only hope that those we ask to get involved and to help will also cooperate with us. B - 0 I w B I B s J IB '■I is -37- �r o INTRODUCTION ■ of 9 H- Gordon Council,. Jr. Operation Breakthrough Department of Community Affairs 3 by John B. Hibbard, President Economic Development Council of Northeastrn Pennsylvania <3 nr a a The preceding or second panel this morning discussed a number of new techniques that can be used to combat the housing problem. We have spent a great deal of time on this housing issue. It is even more apparent to those of us of the Economic Development Council of Northeastern Pennsylvania since as we work on industrial development we find that there is a tremendous shortage of decent housing. Our luncheon speaker today represents a new and somewhat unique approach to this problem of housing. It will be an inter-departmental approach on the part of the Commonwealth of Pennsylvania to attack this prob­ lem. From his position as Operation Breakthrough Technician, I am sure that he will present to you his basic ideas of this new concept. - r a 9’ > ' i -38- ‘H �OPERATION BREAKTHROUGH ■ by HR i ffl I I ID ■i n ! iro V. ■ « - n There is a pressing shortage of decent housing in the Common­ wealth. This condition has existed for many years. The Commonwealth of Pennsylvania both noted the conditions and attempted to develop aware action answers to this problem for many years. For example: In 1937 the General Assembly said, in adopting the Housing Authorities Law, "There exists in urban and rural communities, within the various counties of this Commonwealth, numerous slums and unsafe, unsanitary, inadequate or overcrowded dwellings." In 1949 the General Assembly said, in adopting the Housing and Redevelopment Assistance Law, there was "an acute shortage of decent, safe and sanitary housing within the financial reach of families of limited income. " ■ ■ H. Gordon Council, Jr. Operation Breakthrough Pennsylvania Department of Community Affairs In 1957 the Governor' s Citizens Committee on Housing said "The ratio of housing supply in Pennsylvania to the size of population in 1956 has not improved over the 195 0 ratio. " In 1969 the Governor's Housing Task Force said "In the Common­ wealth, a number of housing units approaching one half million are still, due to structural and plumbing deficiencies alone, 'below standard'." In 1970, in material prepared for the Governor's Program Policy Guidelines, it was stated, "Housing production has fallen seriously short of the need identified by the Governor's Housing Task Force" and "there is a deficit of 171,000 housing units in the Commonwealth. " (Note: This deficit is now at least 200, 000 units. ) Being aware of a problem and developing the tools and methodol­ ogies with which to respond to the problem are built-in time delay factors. Even with the problem well identified, the tools at hand, and the methodologies tested and viable, ready and willing to engage in massive problem solving, money becomes the log jam and key. There is little a Commonwealth Agency may do to drastically change National financial conditions or to lessen the cost of money to the user. We think there are some very definite things the Commonwealth may and will do to alleviate the present housing crisis. -39- �'7 !■ .5 I ' i On ■ sly 'I J! .:'y fl Under the direction of Governor Shafer, through the auspicies of the Urban Affairs Council, under the operational direction of the Department of Community Affairs, we are in the process of program development and refine­ ment. Submission of needed legislation and inter-departmental cooperative effort that will, for the first time, give massive centrally coordinated impetus to the State's housing efforts. Recently realigned and charged with fast action accomplishment action by Governor Shafer, is an Inter-Departmental Housing Task Force that will be the action arm of the Urban Affairs Council in the field of housing. This Inter-Departmental Deputy Level Task Force will, for the first time, enable the Commonwealth to attack the housing crisis in a coordinated centrally direct­ ed manner. A major role of this Deputy Level Housing team will be the develop­ ment of legislation designed to remove legal impediments from the task of provid­ ing adequate, desireable, and decent housing for every Pennsylvanian. To attach the housing crisis the following positive actions are of major import: The direction of the Governor and the Urban Affairs Council. The funding of and the establishment of the Pennsylvania Housing Agency. 3. The housing effort and programs of the Housing Division of the Bureau of Community Programs of the Department of Community Affairs. ... so well known to all of you who have been and are engaged in housing and redevelopment, urban renewal and other community programs. 4. The housing elements of the Model Cities Program and the Commonwealth Partner Cities Program administered by the Department of Community Affairs. 5. The Deputy Level Inter-Departmental Task Force on Housing previously referred to, this committee chaired by Executive Deputy Secretary Daniel Rogers of the Department of Community Affairs is now operative. 6. The Commonwealth Operation Breakthrough Program--a full partner operation of the Department of Community Affairs and the State Planning Board. 7. The pending legislation that will provide the Commonwealth with a State Housing Development Corporation. (Much in the order of the New York State Housing Development Corporation. ) 1. 2. s re 'fiy ■■ I am most selfishly interested in two of the previous points I have just mentioned: the Operation Breakthrough Program and the Inter-Departmental Deputy Level Task Force. A sub-committee to this housing tas.k force is the InterDepartmental Unit coordinating Commonwealth action in support of the develop­ ment of new communities. -40- I- �a £ My only picture of the Federal Operation Breakthrough Program will be a very quick "broad-brush" summary. As announced by Secretary Romney of HUD in early 1 969: "This program is not a program designed to see just how cheaply we can build a house, but a way to break through to total new systems of housing, construction and marketing. " 1 JU 1 : lu The need to increase production of new and rehabilitated housing on a National scale is acute. We are not even within a million units a year of reach­ ing our National housing goal set by Congress of producing 26 million housing units in the next decade. The need to open at least six million of these units for low and moderate income families is most pressing. Congress based its need figures on four basic factors: 1) Formation of new families: 2) Demolition and deterioration of existing housing; 3) Replacement of substandard dwellings and 4) elimination of overcrowding. Our present free enterprise and local government agencies system of providing housing is not up to delivering twenty-six million housing units by 1979. To stimulate the production of housing in the United States, the Depart­ ment of Housing and Urban Development (HUD) has initiated a program to break through constraints on our present housing system and to develop a new and better system to provide housing the volume needed. Taking advantage of modern technologies and the management, financing, and marketing capabilities of private enterprise, Operation Break­ through encourages a partnership of industry, labor, consumers, and all levels of government. The initial objective is to break through the constraints that now prevent us from meeting the Nation's housing needs. Among the major constraints are: 1. 2. 3. 4. 5. 6. 7. Inadequate, unplanned assemblage of land for housing sites. Protective and restrictive zoning codes. Building code variations and obsolete requirements. Inadequate financing resources. Small volume building. Inefficient use of the viable labor force. Delays in processing documents. The Commonwealth Operation Breakthrough Team has established primarily the same objectives, not necessarily the same priorities. This team has embarked on certain tasks: The development of local Breakthrough agencies. These are primarily Regional and Local Planning Commissions and/or Development Commissions or Councils. Twenty-one such agencies have been designated across the Commonwealth and are performing Breakthrough tasks under the housing element -41- �dU 2. 1! 3. 4. "p? ; ;lb jli 5. 6. 7. ,UJ n i ;T J: .11 8. of the Federal 7U1 funding program, and some non-urban'instances, with supplementing funds from the State Planning Board. A Land Aggregation Program--a State-wide program of aggregating land available and suitable as sites for the con­ struction of housing. This program is well under way and should be 90% complete by the first of November 1970. Land aggregation--identification and classification of all land owned by State Departments, Bureaus, Commissions and Agencies. Sponsor aggregation and sponsor development--the development and identification of sponsors for the production of housing for families of low and moderate income. Market studies and market aggregation. Housing Systems Producers, and, subsequently, Commonwealth Systems certification and inspection. Aggregation of mortgage financing resources--tie-in with Fed­ erally subsidized housing programs and Commonwealth resources through the Pennsylvania Housing Agency and the programs of the Housing Division of the Bureau of Community Programs of the Department of Community Affairs. The elimination of legal impediments to the production of housing under the Breakthrough program concept: a. Mobile homes code b. Industrialized (manufactured)housing code c. Building code--single family d. Building code--multi-family e. Housing code--health and environmental safety f. Land development code J u H ! It must be noted by many of you present that you are going to, through necessity, become involved in the Breakthrough program. This is most particularly true of the present builders and contractors in the housing field. No sponsor yet identified, whether non-profit limited dividend, or public agency, has demonstrated the in-house capability for housing and housing development con­ struction in any configuration. The sponsor and the builder must contract together for the end production required. This program will automatically bring the builder into the construction of housing under the Federal Housing Subsidy Program. We, in operation Breakthrough, are vitally interested inihe develop­ ment of the industrialized (modular) housing industry. Here, again, the builder/ contractor - will be involved. No industrialized housing systems producer has either planned or developed in-house capability for site development and on-site construction with the exception of some of the high-rise configuration producers. The Modular Housing Producer, even when his end product is a compete housing -42- �. I I I I IS IS ■J > 77 J J 'I § lit) system, will have to enter into contractural association with the builder for site preparation, utilities and streets installation, foundation preparation and requisite on-site construction. The systems will, in many instances, deliver from factory construction site, and the builder has the ball. Further, some Breakthrough housing systems producers will not be marketing in some configurations a total housing system. They will be market­ ing the high-cost core units (kitchens and baths) for packaging in a living enve­ lope locally designed and erected. This concept has certain advantages, one major advantage being not shipping boxed air space over the highways at approx­ imately $1. 30 per mile per trailer. In some instances a consortium of 1) sponsor--public agency--nonprofit, 2) manufacturer of complete or partial housing systems, 3) architect, 4) planners (public and private) and 5) builders will be the best instrument for Housing Production. In other instances, the entire building production will be the end product of the builder/developer who utilizes the product of the modular housing manufacturer plus such entities as the mortgage banking corporation, realtor, attorney and others, will be the most feasible and practical vehicle of the production of new and large housing developments. This will also be a vehicle for housing production that will qualify under present regulations for the pro­ duction of housing under federally subsidized housing programs. All of you, as planners, public agency officials, manufacturers, builders have winced in the past at the red tape forest that seems to smother all Federal Housing Programs. Much of this red tape has been eliminated or simplified. Another step in assistance will be the role of Housing Division of the Bureau of Community Programs of the Department of Community Affairs in assisting you in cutting this red tape. The Breakthrough program has received the promise of priorities in the access to federal housing subsidation funds. The order of priorities for the available housing program funds are: first, project utilizing product of initial HUD selected twenty-two housing systems producers; second, project utilizing manufactured (modular) systems produced by manufacturer(s) other than the initially selected twenty-two producers; and third, conventional construction projects. Now let us take a look at some facts about housing need related directly to your area, the Anthracite region. The new preliminary reports of the 1970 census indicate, for the fourth straight time, a loss (decline) in the population of Carbon, Lackawanna, Luzerne, Schuylkill counties Anthracite region. From a high in 1930 of 1, 054, 391 to the present population of 770,444, I r ! fl -43- - _____ �I I'f’j i S II J I fl K 0 fa 0 there is a startling evidence of the decline of the Anthracite industry. One remark by the Census Bureau is worthy of note. The decline from I960 to 1970 is approximately one half the rate of the 1950 to I960 rate of decline. You have reached a turning point. I, and every agency I have contacted, most firmly believe this area is now embarking on an unprecedented period of diversified economic growth and a complete reversal of population trends. The explosive expansion of housing need in this area, I believe, is grossly underestimated by nearly all persons and agencies concerned. The new highway systems now servicing this area are a major accelerator for change. Who in this room, or anywhere else ten years ago, would have imagined that the Poconos would beat out Florida, Niagara Falls, California and other famous resort sites as the Honeymoon Capitol of the United States ! ! ? ? And yet, today it has that distinction. You, of the Anthracite region, and of the Middle Tier Counties, possess right now every factor essential for dramatic industrial expansion. You must plan and work starting yesterday to provide the housing to support that industrial and commercial expansion pending. If you cannot house the new commercial and industrial employee, from the laborer to the executive, in adequate, decent, desirable housing, industry and commerce will locate else­ where. Housing will be a major key toward the development of this region. The new Community that is born on raw land may in most instances require legislative action to create a new entity of government. A community will be self-sustaining--a community where industry and commerce employ the residents and the residential areas house the people engaged in the industry and commerce therein sited. We have, at the present time, some seven potential new towns in one stage or the other of planning scattered across the Commonwealth. Some of these will not eventually develop into the true new town, but will end in maj­ or residential communities. ■ I I The new communities sub-committee on the Deputy Level InterDepartmental Housing Task Force on housing supporting the Commonwealth Urban Affairs Council by direction of the Governor, will be the State agency to coordinate Commonwealth support for the new towns concept. Introduced to the State Legislature will be legislation to assist in new communities and new towns development. We hope this will meet prompt enactment early in 1971. We believe there is an extremely good potential for the development of at least one or more new towns in the Anthracite region. I would like to finish with this thought. No matter what new programs, new technologies, new systems, new legislation may be formulated by Federal I -44- f I- �I - 5 I 8 r; or State government, the action for program planning and accomplishment can only come from the local area of concern. We believe this most vital area of the Commonwealth has not only the potential, but the concern and the desire. Our job, at the State agency level, is to assist you in every manner to accomp­ lish the desired end result. 8 I ] J s J iy r g B -45- �,T ii "PHILLIPS 66" REMARKS OF THE MODERATOR by (u Mr . James Lee, Assistant Editor . Times Leader Evening News For the next hour we will break down into relatively small groups for the purpose of considering specific questions relating to the two problems discussed this morning. The format of the discussion was formulated by Dr. Don Phillips, a Professor of Psychology at the University of Michigan and is known as "Phillips 66". He observed that, in a series of experimental discuss­ ion group sessions, the optimum size for group discussion is most often six persons. A group smaller than this may not be able to keep the discussion going. A group larger than this tends to break down into sub-groups. The "Phillips 66" format has been successfully used by many organizations in "brainstorming" and "think" sessions. It is thought to be most useful in generating new ideas or new approaches to well-known problems. 7 7 r. Each table has been assigned either the topic of Housing or Health & Social Welfare. A discussion guide has been provided for your use along with the program or. the Conference. The chairman is responsible for keeping the discussion at the table on the problem assigned to that table. I do hope that everyone at a table avails himself of the opportunity to make his views known. We have decided to follow this format because individuals are likely to weigh the difficulties of these complex problems in accordance with their backgrounds and the roles they play in the area's social and economic structure. -46- �DISCUSSION GUIDE NEW CONCEPTS IN HOUSING Do we have a housing problem in Luzerne County? this problem? What are the aspects of What is the most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania? Rank these obstacles in order of importance; labor, land, interest rates, government restrictions, codes, and ordinances. Do any municipalities or counties have the equivalent of an "Operation Breakthrough"? If such a program were made operative, what agency or agencies should administer it and at what level of government? Which of the following would be more functional and/or attract new industry to northeastern Pennsylvania, Luzerne County, Scranton and/or Wilkes-BarrePUD (Planned Unit Development), PRD (Planned Residential Development), or "Cluster" development? 4 What are the advantages of a state development corporation act such as New York state has enacted? What are the advantages for merging all housing authorities in northeastern Pennsylvania into one administrative agency with power to locate housing projects where needed (irrespective of codes and ordinances) and with power to finance such projects ? u -47- �□ ■ 0 UJ ■ ■ J u SUMMARY OF DISCUSSION I g on NEW CONCEPTS IN HOUSING ... s a by Marjorie F. Bart Wilkes-Barre City Councilwoman We realize that there is a housing problem in Luzerne County and on all economic levels. One reason is no doubt because of the high interest rates. The redevelopment in some sections and the shortage of land are other reasons. J ■3 The most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania are: T 1. 2. 3. 4. 5. 3 -a Codes and ordinances and government restrictions Labor Land interest rates taxes. If a program such as "Operation Breakthrough" were made operative, it should be on a Regional or County level, probably best handled by a housing authority. Planned Unit Development would appear to satisfy most people in our area. A State corporation act has power to overtide local governments. The financing would be a great asset. It would provide a land bank--develop lands and could provide for a complete community. It would have power to build educational facilities. The merging of all housing authorities in northeastern Pennsylvania into one administrative agency would certainly provide many advantages but it could end up with a rather stero type of thing. Sometimes a smaller group would be more familiar with the problems at hand. B -48- ___ �0 _ I - « ■ SUMMARY OF DISCUSSION 8 d i on NEW CONCEPTS IN HOUSING J by 8 8 Richard J. Cronin Greater Wilkes-Barre Chamber of Commerce Luzerne County has a serious housing problem which strikes especially at low income groups. While rental housing is in general shortage, it has critical significance to the low income category. Cited as major contri­ buting factors in the housing shortage were the difficulty of organizing the ele­ ments of finance, land and construction to produce needed housing and the lack of consolidated effort in that regard. The most important drawbacks to securing homes for low and mod­ erate income families in northeastern Pennsylvania are, in order of property, 1) Money; 2) Interest Rates; 3) Government Restrictions; 4) Labor; 5) Land and 6) Codes and Ordinances. As yet there is no equivalent of "Operation Breakthrough" in this area. If such a program were to become operative it would be advisable to have the agency administering it above the County level. B The terms PUD (Planned Unit Development), PDR(Planned Residential Development) and "Cluster" Development are not clearly understood by too many people in our area. I The advantages of a state development corporation act such as New York state has are seen as follows; 1) Dictatorial efficiency, with access to such tools as the right of eminent domain; 2) The ability to cut red tape; 3) The circumvention of pressure groups; 4) The administrative creation of essential leadership and 5) Vital coordination. H irp I'll The disadvantages of merging all housing authorities in northeastern Pennsylvania into one administrative agency appear more persuasive than the advantages. However, if there were advantages they would be seen as 1) Size in the competitive world of State and Federal programs; 2) The ability to retain qualified executive level personnel; and 3) The political clout that would be characteristic of size. fl I -49- "1 �B B SUMMARY OF DISCUSSION on n NEW CONCEPTS IN HOUSING by Eugene Horanzy, Vice President Franklin Federal Savings and Loan Association of Wilkes-Barre, Penna. KUJ ffl fi 1 fji71 A housing problem certainly does exist in Luzerne County. This is a result of the removal of a large number of substandard houses through urban renewal, shortage of public housing, the inability to obtain financing and the present high interest rates for mortgage financing. The most important drawback to securing homes for the low and moderate income families in northeastern Pennsylvania are 1) Government policy; 2) Interest rates; 3) Labor; 4) Codes and Ordinances and 5) Land. No program such as "Operation Breakthrough" exists in this area. If one were made operative, we feel it should be administered by the housing authority on a county or multi-county level. The Planned Unit Development would be more functional in the northeastern Pennsylvania-Luzerne County area as it would permit more flexibility of usage. A state development corporation act similar to the one in New York state would provide the development of housing in areas without such an agency. It would also help to eliminate a lot of red tape and also help to override any legal obstacles. The advantages of merging housing authorities would provide the means to obtain needed financing and also provide land for housing whereas one individual community could not provide this area. -50- �n; dlj . afa J SUMMARY OF DISCUSSION on s j 0 NEW CONCEPTS IN HOUSING by Willis W. Jones Executive Vice President Scranton Chamber of Commerce lb J (w u , I J is 0 0 n E n 'I i fl There is a housing problem in Luzerne County --a lack of housing exists in all areas, income, size, type (houses, apartments, hi-rise). Much of the existing housing in the area is very old and in need of repair. Sub­ standard housing abounds in many areas. Much of the existing housing is un­ desirable where rent is low or moderate. At the other extrepne apartments or homes are very expensive. There is an insufficient number of units for the elderly person. More are needed at central locations at a reasonable rent. The most important drawbacks to securing homes for the low and moderate income family in northeastern Pennsylvania are 1) Labor costs; 2) interest rates; 3) land (cost and availability where there is transportation); 4) taxes; 5) government restrictions, codes and ordinances. Because of high interest rates and initial costs, most people cannot save enough money for the down payment required when house purchase is most feasible, i. e. younger people with children or retired people.on a fixed income. Inflation cuts into monthly income so that little can be saved in these income brackets. While capital is accummulating, prices continue to rise so a monetary goal is hard to achieve. Since much usable land is in outlying areas, commuting becomes a problem for the elderly and those without transportation. There are some programs in Scranton and Wilkes-Barre and Pittston similar to "Operation Breakthrough", but they are very small scale operations. A county housing agency would appear to be most efficient at this time. PUD (Planned Unit Development), PRD (Planned Residential Development), and "Cluster" are all types of housing needed. Since all types of employees would be in need, from janitors to top executives, it seemed feasible to have a variety of units available at varying costs in order to fill all needs. The group disliked the idea of most uniform developments such as can be found near large cities. It was in favor of apartment units salted with private residences and a more aesthetic type of development. Once again, -51- �a 3 a i the need for some public transportation to outlying areas was stressed. In such a heterogeneous community, old and young would thus not be segregated. The group was not too familiar with the New York act but believed that such a corporation might have merit as inducements to industry and em­ ployees might be offered low interest rates, etc. Private development corpor­ ations, working on a non-profit basis, would seem to offer the least red tape and cost. The merging ox all housing authorities in northeastern Pennsyl­ vania into one administrative agency appears unwieldy. It would seem, accord­ ing to the group, that a county-wide authority would work most effectively. While there might be more ease in obtaining funding with a northeastern agency, the consensus was that local authority would still be the best. 0 o o n ■ -52- fl �J SUMMARY OF DISCUSSION 3 on NEW CONCEPTS IN HOUSING by James E. Price, Executive Director Redevelopment Authority of Luzerne County n T! Yes, we do have a housing problem in Luzerne County. The housing problem is equally applicable to the availability of rental and ownership proper­ ties. The problem is particularly acute for the elderly and for large families requiring four or more bedrooms. The problem is even more serious for the individuals and families receiving public welfare. CE The obstacles to securing homes for the low and moderate income families can be ranked in. the following order: H F a ffl LU 0 0 inH 1) The dollar problem which includes the requirements for a down payment as well as high interest rates. 2) The lick of skilled labor and the reluctance of such labor to cooperate in the construction of industrialized housing. 3) The high cost of land. Sufficient land is available in the sub­ urban areas of the County but the cost is high. However, land in the urban communities where housing is most necessary is not readily available except from the large coal companies. 4) Government restrictions, codes and ordinances were lumped together as an obstacle. It was felt that codes and ordinances governing building regulations could be readily changed by local government if objections of labor could be overcome. There appears to be no "Operation Breakthrough" program or its equivalent in operation in a Pennsylvania municipality. Only one "Operation Breakthrough" is in operation at this time in the entire country. If such a program becomes operative in the Commonwealth of Pennsylvania, the City and County Housing Authorities would be the logical agencies to administer said program within their jurisdiction. -53- �Li 3 I J ■ J ■ None of the people in our discussion group were familiar enough with PUD (Planned Unit Development), PRD (Planned Residential Development), and "Cluster" development concepts to render an intelligent opinion about their relative merits. A State Development Corporation Act patterned along that enacted by the state of New York could present advantages only if such legislation would bestow super powers upon the administering agencies to override local obstacles to development and provided that, sufficient financing was furnished to implement such a program. No advantages would accrue by the merging of all housing authorities in northeastern Pennsylvania. Such a move would only create another level of government in dealing with the housing problem. The move today is towards de­ centralization so that communication can be established between the administer­ ing agency and the people affected by its operation. HI n u tn ■ ir -54- �* SUMMARY OF DISCUSSION on NEW CONCEPTS IN HOUSING i a I i Leonard W. Ziolkowski Planning Coordinator Economic Development Council of Northeastern Pennsylvania We do have a housing problem in Luzerne County. In fact, there is a housing problem in northeastern Pennsylvania, the Commonwealth and the Nation. Ui Ui I : by i i £ £ IB ru di U fl All types of homes for every economic level are needed in north­ eastern Pennsylvania in order to close the gap between what is needed because of the relative lack of construction over the last 30 years and the needs of a growing northeastern Pennsylvania. The most important drawback to securing homes for low and moderate income families in northeastern Pennsylvania in their order of importance are: 1) Interest rates and lack of mortgage financing capital 2) The dependency on the property tax for local revenues 3) The cost of improved land (lots served by municipal water and sewage systems) 4) Low wage scales in the region 5) Depending on the community, codes and ordinances may be drawbacks. The closest thing northeastern Pennsylvania has which resembles an "Operation Breakthrough" Program is the "Operation Breakthrough" Site Inventory the Economic Development Council is doing in cooperation with several County Planning Commissions for the Pennsylvania State Planning Board. The primary thrusts of the program are to: 1) Inventory rural and urban sites in northeastern Pennsylvania which might be conducive to large-scale, mass-produced modular homes; �r - 2) Ascertain potential sponsors of low and moderate income housing; 3) Ascertain potential developers and contractors of low and moderate income housing, and' 4) Ascertain potential mass producers of modular homes in the region. A In short, the program is an attempt to bring the owners of the sites, the non-profit housing corporation and other sponsors, the developers and contractors, and the modular producers together to building houses in northeastern Pennsylvania by aggregating the market and organizing primary actors within a common Regional strategy. rp I d j 1 3 New housing (rentals and new home ownerships) in general is needed to attract new industry into northeastern Pennsylvania. Many indus^ trial development corporations, chambers of commerce and labor unions have realized this for some time. The construction of new homes following the "Cluster type" and "Planned Unit Development" concepts appear to be the most functional land use patterns; these types of facilities would lower the costs of water and sewer facilities, provide more common open-space and encourage a greater "sense of community" than existing suburban growth. Some of the advantages which might occur from the creation of a State development corporation are: s s 3 j i 1) Provide increased bonding power; 2) Provide power of eminent domain which could stimulate and more effectively coordinate Regional programs and projects; and 3) Provide more comprehensive technical assistance and more meaningful programs geared to State or National priorities. Some of the advantages which might occur by merging all the housing authorities in northeastern Pennsylvania are that this would: 1) Insure more coordination; 2) Tend to utilize the various State and Federal programs more effectively; 3) Tend to attract more and better qualified professionals; 4) Permit a more consistent flow of information on the supply and demand for various types of housing; 51 Tend to give the region a higher priority in the allocation of scarce Federal and State grant-in-aid funds; and 6) Help to aggregate the market for traditional and mass-pro­ duced modular home producers. -56- p 1 _______ �Some problems might arise because of the designation of priorities, local competition for tax revenues and general loss of identity of some existing housing agencies. 0 0 �i s 'L! SUMMARY OF DISCUSSION on n NEW CONCEPTS IN HOUSING li by J|0 I HP In T William J. Schoonover Land Development Administrator Redevelopment Authority of the City of Wilkes-Barre Housing is a definite problem in Luzerne County particularly with respect to large families. The lack of low-income housing, housing for the elderly, and housing for fixed-income persons is still another part of the problem. In the past, efforts have been focused on the need for low-income elderly housing. This need has, in part, been met with the completion of O'Karma Terrace. Construction is currently underway on another develop­ ment by the local B'nai B'rith Lodge with the Wilkes-Barre Housing Authority planning 200 additional units--one in South Wilkes-Barre and the other in the East End section of the city. The time is ripe to concentrate our efforts on housing large families and those with fixed incomes. The most important drawback to securing homes for low and moderate income families is the high interest rates currently charged. In this same financial regard, it is also extremely difficult for families to have the necessary down-payment required in purchasing a home. Other draw­ backs in order of importance are labor, land, government restrictions, codes, and ordinances. The Economic Development Council of Northeastern Pennsylvania is currently making a study for a seven-county area concerning the implemen1 tation of "Operation Breakthrough". Locally, there is nothing operative at this time. iLB’ I? I. Planned Residential Development would be more functional in attracting new industry to the area. Unless such a program is undertaken, industries will not settle here because of the lack of adequate housing at all income levels. This means from the executive to the laborer. An advantage of a state development corporation act would be the reduction of much "red tape. " Housing would be built at a fast pace--where needed. Hold-ups on construction as recently seen in Wilkes-Barre would be brought to a minimum. -58- �1 The merging of all housing authorities in northeastern Pennsyl­ vania would bring about adequate housing where needed and when needed. Better financing capabilities would also be realized. In summary, much has been done to meet the critical housing shortage in our area, but much remains to be completed if northeastern Pennsylvania is to realize its potentials. n D n ■ rn -59- f'fl �*J i ill SUMMARY OF DISCUSSION on NEW CONCEPTS IN HOUSING til ' lb i UJ by William H- Young Vice-President First Federal Savings and Loan Association of Wilkes-Barre, Pa. There is a definite need for "low" cost housing in Luzerne County. Builders have priced their product out of the reach of that segment of our population earning under $10, 000 per year. J -s Possible solutions are greater use of the government's FHA 235 and 236 programs by local financial institutions and development of "seed" money funds for leans to developers to acquire land and prepare it for construction. ■ T1 Iff] If there was any agreement on question #2 , it was that all the obstacles mentioned--labor, land, interest rates, government restrictions, codes and ordinances--were indeed obstacles and it is difficult to rank them in order of importance. We need National, or at least State-wide codes to replace the numerous, conflicting, local ones. Land development costs are certainly prohibitive to all but the well-capitalized, large builders, which are lacking in our area. ■ Labor and interest costs are sky-rocketing and will have to be tempered with more efficient construction methods to bring costs down. n The Economic Development Council is now working to organize a seven-County agency to work with the State on its "Operation Breakthrough" program. This should be broken down eventually into County units, which would be more functional. u ilfi B if? ill! It was agreed that PUD (Planned Unit Development) would appeal to an industry's high income executives, but that the "Cluster" development would be more attractive to a large industry concerned for the majority of their labor force. Unfortunately, time ran out before questions 5 and 6 could be discussed by the group. -60- �DISCUSSION GUIDE NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE i i i 1. What specific social issues must be faced to improve the quality of life in northeastern Pennsylvania? 2. How does comprehensive health planning differ from traditional health planning? What progress has been made toward the former in northeastern Pennsylvania , or in any municipality of northeastern Pennsylvania? 3. What kind of institutional changes must take place in the public and private sectors to improve health care? 4. Do we need a regional welfare council and county welfare councils, or can the latter be eliminated? 5. What specific welfare needs can be handled at the neighborhood, city, county, and regional levels? 6. Is there any organization at the local or regional level with the "clout" to implement a total approach? Would regional government be the answer? J n J a I P I' -61- < r: u i___ ��SUMMARY OF DISCUSSION on NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE by Bernard J. Kolodziej, Assistant Administrator Bureau of Vocational Rehabilitation Wilkes-Barre, Pennsylvania There is a tremendous need for an improved health care delivery system in northeastern Pennsylvania. Comprehensive health planning differs from the traditional health planning in that there is a decided shift to an allinclusive as opposed to the highly specialized programs. A regional welfare council is of absolute necessity. A host of welfare needs could be most appropriately handled at the regional level. As a regional organization, the Health and Hospital Planning Council is the organ­ ization which can and will implement the total approach. The matter of overlapping jurisdictions and conflicting regula­ tions of the various governmental agencies established to assist in various communities often hinder progress. Representatives of the agencies in urban areas feel that their a.gencies are organized to obtain maximum results from the numerous state and federal agencies whereas persons representing the rural communities are of the opinion that they have difficulty getting programs started because there is no adequately organized and legally recognized group to expedite the implementation of new programs. Therefore, there is a need for a strong organization at the regional level. The Hospital Health and Plan­ ning Council can assure the localities throughout the region that their needs will be given serious consideration as those needs are made known. The Towanda area, a part of the New York-Pennsylvania Hospital Planning Council, is initially concerned with inter-regional matters. A feeling has been expressed by the Pennsylvania members that seemingly greater progress in area planning has been made on the New York side than on the Pennsylvania side, probably due to greater interest on the part of New York personnel at the State level. -63- �SUMMARY OF DISCUSSION i! on NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE by - p D 1 aI .,1 Mrs. William Thom President Wilkes-Barre League of Women Voters A regional welfare council is overdue and decidedly needed, but we are not ready to give up county welfare councils. Maybe people aren't ready to think in terms of regions, but the need for financial incentives will help hasten a broader viewpoint. We need coordinated regional boundaries for all agencies. Any new regions set up should at least include the same counties now commonly used. Regions should all be based on geographic factors, such as population, distribution, traffic flow, etc. I Many needs, such, as housing, require action on all levels. Collection of data and ideas on needs should come from more local groups; on the other hand, anaylsis and keeping of data should be regional. Many direct services should be neighborhood or city responsibilities. if] There is no organization with the "clout" to implement the regional approach, Vie do not want additional regional government with our present counties. In time it may well be wiser to have regions rather than counties whose boundaries arbitrarily ignore geographic patterns. As an important first step we recommend one regional organization for human services to replace or coordinate the myriad of existing and needed agencies. ; 'u n1 I I -64- U �INTRODUCTION of Tom Bigler, Director WBRE-TV by James J. O'Malley First Federal Savings & Loan Association of Wilkes-Barre We have now reached the conclusion of our Conference. We have once again invited Mr. Tom Bigler, News Director of WBRE-TV to conduct the "APERCU" --summation of what has gone on before--portion of our program. It is a difficult task because the most important points of the Conference must be selected and summarized. Mr. Bigler is an excellent choice because he is the type of person who in summarizing can be both informative and thought provoking. -65- �"APERCU" by Tom Bigler News Director, WBRE-TV Wilkes-Barre, Pennsylvania While the issues of public health and housing have been the major topics discussed here today, the whole range of what has come to be called "Human Services" is in trouble. There is a feeling abroad in the land today that we have devoted too much of our now obviously limited resources to the improvident--the poor--the black poor. We are paying too much in taxes for a society in which only the poor and the rich survive. The middle-class American, the workers with a relatively fixed income, is paying for benefits he cannot enjoy and is paying at a rate that pinches, hard. Middle Class America is fed up with anti-poverty programs, welfare programs, better education plans, redevelopment, rehabilitation, environment control, better health, planning, conservation, public housing-the investments in human services that cost tax dollars. The whole hope for improved social juscice ^hat ballooned 10 years ago is collapsing because the middle-class American feels that justice is at the expense of his own justice. It makes no difference that these programs reach less than 35% of the people for whom they are intended. It makes no difference that were the programs as effective as intended, the improvement in the social structure, in the productivity, in the increase in taxables, in the fruits of skills and talents that now are liabilities, would more than cover the cost. In short, that cost would disappear and profit become the problem. There just is no confidence of success. And some of this lack of confidence lies in the bureauocracy that shrouds each governmental program. Some lies in the jungle of service agencies that have developed, each built around a particle of the problem, each competing for people, program and dollars. It sometimes seems that programs spring more from the availability of funds than from the evidence of need. Some lies in the increasing layers of government that are being generated to share in the program; each layer, Federal, nationally regional, State, intra-state regional, counties, districts and local governments, serves to consume a portion of the tax dollar and to insulate and isolate the problem from solution. Some of it lies in the short-sighted selfishness of each of us-- -66- �in labor's success in specializing jobs and in securing protective building codes --in featherbedding; some in the success of manufacturers and distributors in blocking the use of new techniques, materials, financing mechanisms. Some lies in the exhausting demands of trying to cope with the bureauocracy. . . .the paperwork and uncertainties of dealing with the F-H-A is one example. - 'U J There is no doubt in our mind, nor in that of any of you, that ours could be a much better society than it is. We've heard today some of the possibilities. The difficulty of achieving even the more modest of these pro­ posals; the red tape that must be cut, the governmental agencies that must be consolidated, the commitments from top leadership that must be won, the understanding at our level that we lack, pose such an obstacle that--seen in the whole--some may feel that the young who say we must tear down before we can build up may not be so wrong. □ However, all the necessary elements for achieving these compre­ hensive approaches --to public health and adequate housing — are at hand. The will to sort and weed, to prune and merge, to rebuild within the systems of the laws, knowledge and monies we now have, must begin to make itself felt at our level. If we can begin to put our community house in order, success will follow. We need to believe we can do it. I believe we can. The fact that you endured this day, proves you do too. R u D n n d - 67- �roster of attendance Name Affiliation Position Ambrose, Anita J. Wyoming Valley Council of Churches 35 S. Franklin Street Wilkes-Barre, Pa. Administrator Anderson, Frederic Redevelopment Authority of the City of Wilkes-Barre. 1000 First National Bank Wilkes-Barre, Pa. Community Relations Specialist Anderson, John R. Planning Commission 244 Academy Street Wilkes-Barre, Pa. Member □ Ayers, Jule First Presbyterian Church 83 S. Franklin Street Wilkes-Barre, Pa. Minister 0 Barnasevi tch, Francis Chamber of Commerce of Greater Hazleton Solid Wastes Commission Dorr-Oliver, Inc. Hazleton, Pa. Technical Advisor Bart, Marjorie Wilkes-Barre City 100 Charles Street Wilkes-Barre, Pa. Councilwoman Bartley, J. Wilson Department of Community Affairs Commonwealth of Pennsylvania State Building Third and State Streets Harrisburg, Pa. Community Planning Division Bureau of Planning Beard, Shirley Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Director of Research and Evaluation - "P J i J 0 n . u U -68- �Name Affiliation Position Benscoter, Ruth Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Health Educator Bigler, Tom wbre-tv S. Franklin Street Wilkes-Barre, Pa, News Director Blazocek, Joseph Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pa. Communtiy Organizer Borofski, Eugene J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Sanitarian Butler, Eugene B. Regional Planning Commission 310 Jefferson Avenue Scranton, Pa. County Planner Buzinkai, Dr. Donald King's College Wilkes-Barre, Pa. Associate Professor of Government Carroll, Bob WNEP-TV Avoca, Pa. News Manager Caverly, Noel B. Wyoming National Bank Wilkes-Barre, Pa. Chairman of the Board Chapel, Walter R. Economic Development Council Member Chapin, E. G. Chapin Realty 152 E. Walnut Street Kingston, Pa. Partner Chapman, James Redevelopment Authority of the City of Hazleton Northeastern Building Hazleton, Pa. Assistant Executive Director Uk k 0 s Q u B ffl 1 �n Name Affiliation. Position Chesney, Ray J. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Assistant to Superintendent Chester, David Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Director Housing Services Program Coates, Mrs. Sterling YWCA and Junior League of Wilkes-Barre, Inc. 589 Charles Avenue Kingston, Pa. Public Affairs Chairman Coccodrilli, Louis Commission on Economic Opportunity of Luzerne C ounty 211-213 S. Main Street Wilkes-Barre, Pa. Rural Health Program Planner Cohen, Dorothy Family Service Association of Wyoming Valley 73 W. Union Street Wilkes-Barre, Pa. Executive Director Condo, Raymond Ecumenical Enterprises, Inc. Executive Director Cook, George Department of Community Affairs Commonwealth of Pennsylvania State Street Building Third and State Streets Harrisburg, Pa. Member of ChiefRegional Planning Division Costello, Mayor Albert J. Mayor of Dupont 330 Front Street Dupont, Pa. 18641 Mayor l c 5 I? IS n ■L! I �J tn ( j Name Affiliation Position Council, H. Gordon Pennsylvania Department of Community Affairs Breakthrough Operation Director Crahall, Adam C. Commonwealth Telephone Company 100 Lake Street Dallas, Pa. 18612 Personnel Supervisor Croes, Jack W. Capital Industries, Inc. President Cronin, Richard J. Greater Wilkes-Barre Chamber of Commerce 92 S. Franklin Street Wilkes-Barre, Pa. Executive Secretary Csala, Gottfried, P. Eyerman-Csala and Associates Registered Architects, A. I. A. 67 Public Square Wilkes-Barre, Pa. 18701 Partner Davis, Helene Rice Appalachia Coordinator Towanda, Pa. 18848 Member of NTRP &: D Commis sion Davies, Paul Wilkes-Barre Model Cities 13 E. South Street Wilkes-Barre, Pa. Health Coordinator Davis, Warren C. Pennsylvania Department of Commerce 301 Chamber of Commerce Building Scranton, Pa. Regional Representative Demmy, R. H. UGI Corporation Luzerne Electric Division 247 Wyoming Avenue Kingston, .Pa. 18704 Vice President DeMarco, Gerald Von Storch and Burkavage 1212 S. Abington Road Clarkes Summit, Pa. Partner □ g □1 pi <&■ �- Name Affiliation Position Dombroski, Thomas Redevelopment Authority of Wilkes-Barre 1000 First National Bank Wilkes-Barre, Pa. Commercial Industrial Advisor Durso, James Luzerne County Institution District Child Welfare Services Bear Creek, Pa. Supervisor Earley, Mr. C. A. Pennsylvania Power & Light Company Main Street Wilkes-Barre, Pa. 18701 District Manager Edwards, Richard M. Pennsylvania Association for the Blind 35 E. Union Street Wilkes-Barre, Pa. Executive Director Ell, Robert J. King's College 138 N. River Street Wilkes-Barre, Pa. Associate Director of Development Esser, Alberta A. Wilkes-Barre Model Cities Citizens, Inc. 256 E. Market Street Wilkes-Barre, Pa. Administrative Officer Farrell, James A. Housing Authority City of Wilkes-Barre 319 Academy Street Wilkes-Barre, Pa. 18702 Executive Director Farrell, John J. Pennsylvania Department of Health Region II 383 Wyoming Avenue Kingston, Pa. Consultant Fleming, Loretta Pennsylvania Bureau of Employment Security Scranton Office 400 Lackawanna Avenue Scranton, Pa. Manager �Name Affiliation Position Fasie, George Bucknell University I. R. A.' Associate Professor Fenstemacher, Joseph W. Catholic Social Services 46 S. Washington Street Wilkes-Barre, Pa. Associate Director Giddings, Lane, M. D. Northeastern Pennsylvania Heart Association Veterans Administration Hospital President Gregory, Mrs. Herbert W. P. Woman's Club 302 York Avenue West Pittston, Pa. Member of Public Affairs Department Greco, Vito C. Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Relocation Director Goodman, Mrs. William Plymouth Business and Professional Woman's Club R.D. #1 Plymouth, Pa. 18651 First VicePresident George, Walter H. United Rehabilitation Services 35 E. Union Street Wilkes-Barre, Pa. 18701 Administrator Harris, Donald P. Scranton Redevelopment Authority Mears Building Scranton,, Pa. Executive Director Hayden, Christopher Pennsylvania Department of Health 100 Hazel Street Wilkes-Barre, Pa. 18702 Regional Tuberculosis Coordinator Henry, Mrs. Frank M. Junior League of Wilkes-Barre 556 Charles Avenue Kingston, Pa. 18704 President fl J n t 5 •J �Name Affiliation Hibbard, Mrs. John 100 Lake Street Dallas, Pa. 18612 Hibbard, John 100 Lake Street President Dallas, Pa. 18612 Commonwealth Telephone Co. Economic Develonment Council of Northeastern Pennsylvania Horan, Elizabeth A. Luzerne County Welfare Services 54 West Union Street Wilkes-Barre, Pa. Director Hurley, Mrs. Judy Economic Development 704 First National Bank Wilkes-Barre, Pa. Public Information Coordinator Hytry, Jerome C. Endless Mountains Resource Conservation and Development Project R. D. #5 Towanda, Pa. 18848 Project Coordinator Horanzy, Frank Franklin Federal 44 West Market Street Wilkes-Barre, Pa. Vice-President Heiselberg, Edward Luzerne County Planning Commission Court House Wilkes-Barre, Pa. Director of Planning Hyde, Howard L. Von Storch and Burkavage Architects and Engineers 1212 S. Abington Road Clarkes Summit. Pa. Partner Javer, Cheryl Lee Lakeside Drive Harvey's Lake, Pa. I 5 n 0 ' R in 3 r Position �1 J Name Affiliation Javer, Frederick M. Lakeside Drive Harvey's Lake, Pa. Jones, Willis W. Chamber of Commerce Scranton Chamber, of Commerce Building Scranton, Pa. Executive VicePresident Karl, Frederick J. Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Regional Solid Waste Coordinator Kasper, Theresa Redevelopment Authority of Wilkes-Barre 1000 First National Bank Wilkes-Barre, Pa. Executive Secretary Kavulich, Donald The Redevelopment Authority of the City of Nanticoke 37 North Market Street Nanticoke, Pa. 18634 R ehabilitation Director Killian, Gerald J. Northeastern Penna. Optometrist Association 14 S. Mountain Blvd. Mountaintop, Pa. Public Health Chairman Kepner, Frederick Wilkes-Barre City School Dirtrict 730 S. Main Street Wilkes-Barre, Pa. Assistant to Superintendent Klosowski, Mary B. Wilkes-Barre Model Cities Citizens, Inc. 131 Coal Street Wilkes-Barre, Pa. Officer Kneidinger, Joseph Department of Community Affairs 320 Chamber of Commerce Scranton, Pa. Planning Analyst ■ nn S’ Position �Name Affiliation Kocyan, Dr. Joseph J. 137 Franklin Street Wilkes-Barre, Pa. Kolodziej, Bernard United Rehabilitation Services 35 E. Union Street Wilkes-Barre, Pa. Assistant Administrator Housing Authority of the County of Luzerne 601 First Nationsl Bank Building Wilkes-Barre, Pa. Solicitor Kotulak, Bernard J. Position Kostic, Andrew Easter Seal Society of Hazelton Kulp, Walter S., Jr. Pennsylvania Power and Light Co. Cedar and Buttonwood Sts. Hazelton, Pa. Community Development Coordinator Lashford, Edgar J. Greater Wilkes-Barre Chamber of Commerce 92 S. Franklin Street Wilkes-Barre, Pa. Executive VicePresident 0 Lee, James Times Leader Evening News Assistant to the Editor ] Lepage, William Central Pennsylvania Health Council Timber Haven R. D. #1 Lewisburg, Pa. Program Director Mac Gregor, Robert Health and Hospital PlanningCouncil of Northeastern Penna. Executive Director J fl TI 9 it �Name Affiliation Position Macialek, Joseph Pennsylvania State University 321 P. O. Building Scranton, Pa. 18503 Resource Development Agent Macpherson, Elizabeth YWCA 40 West Northampton St. Wilkes-Barre, Pa. Executive Director Manley, Robert T. Pennsylvania Power and Light Company Larch Street Scranton, Pa. Scranton Manager Masoner, Robert W. Bell Telephone Co. of Pennsylvania 53 Public Square Wilkes-Barre, Pa. District Manager McDonald, Mrs. Theresa 704 First National Bank Economic Development Council of Northeastern Pennsylvania Appalachian Program Coordinator McCormak, Jerome F. Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Development Coordinator McNelis, Sister Mary Sara Mercy Hospital 196 Hanover Street Wilkes-Barre, Pa. Director of Nursing Service McGlynn, John B. Wilkes-Barre City Mayor McGowan, Joseph G. 320 Chamber of. Commerce Scranton, Pa. Department of Community Affairs Model Cities Liaison Officer 1 n ■ sr �Name Affiliation Miorelli, Robert J. Hazleton Chamber of Commerce R. 319 Carleton Ave. Hazleton, Penna. Michelini, Dr. Francis J. Wilkes College Wilkes-Barre, Penna. President Moravec, Dr. J. G. Wilkes College Wilkes-Barre, Penna. Professor Moravitz, Francis E. Appalachian Reg. Com. Com. Dev. and Housing Director Morin, Michael Department of Community Housing and Affairs Redevelopment 320 Chamber of Commerce Analyst Scranton, Penna. Moyer, Donald D. Economic Development Council 704 First National Bank Wilkes-Barre, Penna. Director Moyer, Tom Pennsylvania Power and Light Company 9th and Hamilton Sts. Allentown, Penna. Assistant Community Planning Muench, Alfred G. Glace and Glace, Inc. 2771 Paxton Street Harrisburg, Penna. SecretaryTreasurer Myers, Mrs. Charles Welfare Planning Council 345 Rutter Avenue Kingston, Penna. Position �Name Affiliation Position Nelson, Victor L. Commission on Economic Opportunity of Luzerne County 211-213 S. Main Street Wilkes-Barre, Pa. Comptroller Noonan, Michael J. Veterans Administration Hospital Wilkes-Barre, Pa. Chief Social Worker O'Boyle, J am e s W. Wilkes-Barre Model Cities 13 E. South Street Wilkes-Barre, Pa. Project Planner O'Brien, John M. Greater Shamokin Area Chamber of Commerce Shamokin, Pa. President O' Brien, Mr. R. E. RCA Corporation Mountaintop, Pa. Plant Manager O'Donne’.1, Mary Margaret Pennsylvania Department of Health Regional Office II 383 Wyoming Ave. Kingston, Pa. Regional Social Work Consultant O'Malley, Mr. J. J. First Federal Savings and Loan Association 23 W. Market Street Wilkes-Barre, Pa. President Orbin, Mr. Robert C. King's College 133 N. River St. Wilkes-Barre, Pa. Assistant to President for Residence Owens, Robert Bell Telephone Company of America 53 Public Square Wilkes-Barre, Pa. I ■J j R T ll n r i Manager �.7 Name Affiliation Position Owens, Elaine Housing Authority of the City of Wilkes-Barre 184 McLean Street Wilkes-Barre, Pa. 18702 Administrative Assistant Pahls, Mr. D. A. RCA Corporation Mountaintop, Pa. Manager, Manu­ facturer and Pro­ ducts Engineer Parker, Robert S. Chamber of Commerce 92 S. Franklin St. Wilkes-Barre, Pa. Public Relations Pataki, Frank B. RCA Service CompanyKeystone Job Corps for Women Drums, Pa. 18222 Director of C ommunity Relations Peel, Joseph Wilkes-Barre City School District 730 S. Main St. Wilkes-Barre, Pa. Assistant to Superintendent Pelltiger, Ann 147 S. Franklin St. Wilkes-Barre, Pa. Pfeiffer, Dr. Mildred Pennsylvania Department of Health 407 S. Cameron St. Harrisburg, Pa. Director of Division of Chronic Diseases Pennoni, Amerigo, A. Public Assistance and Plains Township Parks and Recreation Commission 37 Rose Avenue Plains, Pa. 18705 Supervisor Price, James E. Redevelopment Authority of Luzerne County 260 Pierce Street Kingston, Pa. Executive Director J 0 •r �I I Name Affiliation Position Rachlis, David Welfare Planning Council of Lackawanna County 615 Jefferson Avenue Scranton, Pa. 18510 Executive Director Remington, F. William Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. Director of Marketing Reynolds, James E. Peat, Marwick, Mitchell and Company Ruckno, George L. Murray and Dilley Streets Forty Fort, Pa. Owner Russell, Vito T. Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Assistant Relocation Office Roselle, Priscilla Northeastern Pennsylvania Heart Association 71 N. Franklin Street Wilkes-Barre, Pa. Executive Director Riester, Robert W; Pennsylvania Department of Health 383 Wyoming Avenue Kingston, Pa. Housing Coordinator Rees, Mrs. Marjorie Osterhout Free Library 71 S. Franklin St. Wilkes-Barre, Pa. Community Relations Librarian Radkiewicz, John F. Von Storch and Burkavage Architects and Engineer 1212 S. Abington Road Clarkes Summit, Pa. Landscape Architect Schmitt, Carl J., Jr. Wilkes-Barre Planning 198 N. Main Street Wilkes-Barre, Pa. Chairman I I I I J L 1 �I Affiliation Position Schoonover, William Wilkes-Barre Redevelop­ ment Authority 1000 First National Bank Building Wilkes-Barre, Pa. Land Develop­ ment Administrator Schutter, William A. Model Cities Agency 13 E. Main Street Wilkes-Barre, Pa. Executive Director Salisburg, Jr. , Ellsworth C. Greater Hazelton Chamber of Commerce Hazelton, Pa. Executive Vice President Sawicki, Clement The Redevelopment Authority of the City of Nanticoke 37 N. Market St. Nanticoke, Pa. Assistant Financial Analyst Sears, Burton N. Blue Cross of Northeastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. Director of Professional Relations Schinski, Donald The Redevelopment Authority of the City of Nanticoke 37 N. Market St. Nanticoke, Pa. Director of Relocation and Property Management Sharpe, Miss Kay- Carbon County Action Committee 56 Broadway Jim Thorpe, Pa. Executive Director Shepherd, Robert E. Economic Development Council Sherman, Harold Welfare Planning Commission Executive Director Shuptar, Thomas Northeastern Engineering Co. , Inc. 1212 S. Abington Road Clarks Summit, Pa. Vice President and Engineer Name '] I i 1 1 �Name Affiliation Position Siesko, Joseph Chamber of Commerce 221 W. Main Street Nanticoke, Pa. Past President Teresa, Sister Miriam College Misericordia President Slusser, Jack S. Housing Authority of the County of Luzerne 16 Brook Lane Mountaintop, Pa. Chairman Smith, Donald D. Smith, Miller and Associates 189 Market Street Kingston, Pa. Partner Smith, Donald Redevelopment Authority of the City of WilkesBarre 1000 First National Bank Wilkes-Barre, Pa. Real Estate Director Smith, Ralph S. Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa. President Solfanelli, Guy Bureau of Employment Service 217 Wyoming Avenue Scranton, Pa. District Manager Solomon, Paul Luzerne County Planning Commis sion Luzerne County Court House Wilkes-Barre, Pa. Junior Planner Spencer, Mrs. Margaret R. Luzerne County Bureau for the Aging 1409 IBE Building Wilkes-Barre, Pa. Director �Name Affiliation Position Sugarman, Mr. Howard Redevelopment Authority of the City of Hazleton Northeastern Building Hazleton, Pa. Executive Director Swaback, James R. Pennsylvania Gas and Water Company 30 N. Franklin Street Wilkes-Barre, Pa. Staff Assistant Swaback, Mrs. James R. Junior League of Wilkes-Barre 253 River Street Forty Fort, Pa. Community Research Committee Swantko, John Chamber of Commerce 238 Front Street Nanticoke, Pa. Director Towened, Esq. , Frank Property Owners Protective Association 1400 United Penn Bank Building Wilkes-Barre, Pa. Director Turner, Francis C. The Pennsylvania State University Room 22 Courthouse Tunkhannock,Pa. 18657 Area Resource Development Agent Tough, Gilbert D. Blue Cross of North­ eastern Pennsylvania Blue Cross Building Wilkes-Barre, Pa Director of Services Thom, Mrs. William League of Women Voters 476 S. River Street Wilkes-Barre, Pa. President I J 1 i I !j I I I I l; |7 1 1 I' i n 1> I I t ��I Name Affiliation Position Walsh, Eugene F. The Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. 18634 Executive Director Watson, Gloria Redevelopment Authority of the City of Wilkes-Barre 1000 First National Bank Building Wilkes-Barre, Pa. Community Relations Specialist Werner, Mrs. Patricia Luzerne County Senior Multi-Purpose Centers 3 E, Market Street Wilkes-Barre, Pa. Director Whittier, Peter Health and Hospital Planning Council Assistant Director Williams, David J. Housing Authority of Wilkes-Barre Management Aide Williams, David Wilkes-Barre Redevelopment Authority 1000 First National Bank Building Wilkes-Barre, Pa. Accountant Williams, James T. Chamber of Commerce Chamber of Commerce Building Scranton, Pa. Executive Secretary Williams, Thomas Redevelopment Authority of the City of Wilkes-Barre 1000 First National Bank Building Wilkes-Barre, Pa. Relocation Director Wilson, David S. Greater Shamokin Area Chamber of Commerce 524 N. Shamokin Street Shamokin, Pa. Executive VicePresident �71 1 Name Affiliation Wizelman, Bette Lake Wysauking 18848 Towanda, Pa. Wood, T. N. R. D. #1 Harvey's Lake, Pa. State Senator Wood, Walter C. Wilkes-Barre City School District 730 S. Main Street Wilkes-Barre, Pa. Superintendent Woodward, Melvin Central Pennsylvania Health Council Timber Haven, R. D. #1 Lewisburg, Pa. Executive Director Yashinski, Edward Redevelopment Authority of the City of Nanticoke 37 N. Market Street Nanticoke, Pa. 18634 Acting Real Estate Director Yenchko, Mr. Andrew Redevelopment Authority of the City of Hazelton Northeastern Building Hazelton, Pa. Board Member Young, William H. Franklin Federal 44 W. Market Street Wilkes-Barre, Pa. Vice-President Ziolkowski, Leonard W. Economic Development Council 704 First National Bank Building Wilkes-Barre, Pa. Planning Director I Rfl Position �■ �WILKES UNIVERSITY LIBRARY 1 I J I ■ I n Qi ! I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Proceedings Tenth Annual Community Growth Conference, 1970 September 30 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1970 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/0364753e95d86af68ade00dcde893789.pdf f91634da0cadcb46646761b1f89c64ef PDF Text Text rp ! n MMM ffiPMT I rC ' r i r JS1543 1552 1971 WILKES COLLEGE r b WILKES-BARRE, PENNA. �ANNUAL REPORT I (to L p --------------------------------- -| I- 197 1 EUGENE SHEDDEN FARLEY LIBRARY ' | L 1933 F WILKES COLLEGE, WILKES-BARRE- PA. 1 [n In li h ■ I I I c t I Is ' INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA �ARCHIVES �6 r‘ I - ', tl 3 J I $ li li ■ i 1 3 3 i il I I ;i fl •J * d 1 �FOREWORD I The Institute of Regional Affairs, first organized in 1951 as the Institute of Municipal Government, has just entered its twentieth year of 8 •J service to the College and to the Community. At the close of each year ending on the thirtieth of June an Annual Report has been submitted by its Director to the President and the Board of Trustees to review and summarize its performance. Its content and form have undoubtedly changed as the Institute matured with experience, but its primary purpose remains the same 0 ' fa a 3 8 1 I 8 1 8 I - to provide the custodians of the College's destiny with tangible criteria to evaluate attainment of declared objectives and to reiterate or establish policies designed to the philosophy of the College. Responsibility for the compilation of the report has been the Director's. The preface or foreword of previous reports reaffirmed "the credence that the Institute supports the processes of change in Northeastern Penn­ sylvania which have become the basic concerns of the leaders of the region". The content of each evidenced the Institute's contribution to the College's overall participation in support of productive change throughout the area of its influence. This Nineteenth Annual Report, covering the period July 1, 1970 to June 30, 1971, repeats the affirmation and adheres to the traditional criteria for selection of content. Beyond this point, this Annual Report differs in many respects from its predecessors, but particularly in the lesser comprehensiveness of the i 'i -iii- �B treatment of the Institute's total performance. i The sudden and tragic death of Dr. Mailey, late Founder and Director of the Institute, who alone knew every large and small detail of IRA's operations, placed upon the individual staff members responsibility for completion of projects known to have been IJ 110 initiated by him. This has been, and continues to be done. search of notes and files, as well as comparisons of personal recollections by members of the professional and clerical staff, the latter have grave J doubts about the completeness of the Report content. 3 occur, the staff accepts full responsibility. .B Despite careful Should any omissions content in the conviction that the contents of the Report on this year's activity under Dr. Mailey's brief leadership and direction are more than sufficient to warrant pride and satisfaction. Whatever accomplishments of the Institute were achieved prior to the Director's passing are attributable mainly to his personal dedication, 3 initiative, and competence. Work completed thereafter would have been even more taxing than it was without the sympathetic understanding and personal cooperation of President Michelini and Dr. David Leach, Chairman 1 S of the Division of Social Sciences, who gave the leader less professional staff direction with freedom. The College should not overlook the contribution of the many individuals and agencies outside of the College family who assisted with various programs throughout past and present year. I -iv- Special mention is �1 1 warranted for the Department of Community Affairs, the Public Service Institute of the Department of Education, county and local directors of Civil Defense and others who bore such a large share of the instructional load in the highly successful In-Service Training Program. Above all, perhaps, most appreciation belongs to those hundreds of individuals who I have become friends cf Wilkes as voluntary participants in IRA activities. I Walter H. Niehoff ■J Philip R. Tuhy A Associate Directors J 1 7J I 0 J 1 1 II 1 l>\ 4 �I I I table of contents page dedication 'Ji n FOREWORD iii 1 PART I: EDUCATION A. i JR 111 B. ■I In-Service Training 3 Short-Course Program 1970-71 4 Growth of Short-Course Program 5 Community Service Program 12 Title 1 Program 13 Mental Retardation Seminar 15 Tenth Annual Community Growth Conference 17 Reading Excellence Attainment Development 19 Non-Graded Instruction 20 Annual Awards Dinner 22 171 14 Li J J 7?: J I PART II: INFORMATION A. ,ri 1 1 24 IRA Newsletter 25 Newsletter Distribution 26 B. LIBRARY 28 C. HORIZONS-The Pennsylvania Magazine 29 30 PART III: CONSULTATION Representative Consulting Service 36 PART IV: RESEARCH .7 7 Published Research Projects 1970-71 1 11 I il 32 - VI - 38 �1 43 45 47 LIST OF TABLES J INCOME AND EXPENDITURES 1962-70 48 II. FINANCIAL SUMMARY 1970-71 49 III. INSTITUTE BUDGETS 1970-71 and 1971-72 50 IV. TITLE I PROJECTS 1966-72 51 a i -vii - �11 Hi i I « I I iy f'l I I PART I 3 EDUCATION 1 I i �1 1 i I ill _ dill I J J ■ I., EDUCATION The quality of local government can be no better than the quality of its elected and appointed officials and its employees. The Jacksonian view that the work of government is so simple that practically anyone is capable of doing it has completely lost any validity it may ever have had. The demands on local government have grown in number and complexity with the urbanization of the nation and simple "handy-man" methods are no longer adequate to solve the J pressing problems of municipalities-large or small. '1J limitations relating to elected and appointed officials have become too extensive i Statutory requirements and and complicated to be known and understood without deliberate and guided study. The modern demands for high quality of multiplying municipal services calls for more sophisticated work methods. Thus, in the final analysis, the quality of local government depends upon appropriate knowledge of duties and responsibilities and 3 1 I I technical competence. Unfortunately., officials and job holders are still left largely to their own devices to gain the knowledge and develop the technical competence required. There are, of course, no training schools as such for public officials and municipal employees in Northeastern Pennsylvania. Few local units provide even a modicum of formalized and organized training for employees. The Institute of Regional Affairs, therefore, seeks to fill this crucial need for education and training by providing a broad range of short courses, seminars, and conferences pertaining to urban problems. These are all intended to broaden and improve the -2- �Hil [iil I awareness and understanding of urban problems and thereby to assist in the develop­ ment of enlightened leadership in the region. The Institute assists both lay and govern- mental leaders and employees to discharge their responsibilities and master complex problems under academic auspices. Technical training is becoming increasingly important in many technical, semi- .1 'I 1 •I technical, and para-professional positions. The Institute provides such training tp- portunities through its growing short course program offered in cooperation — Public Service Institute of the Pennsylvania Department of Education. part, instructional compensation for these courses is paid by the -ublic Service In­ stitute. Other courses deemed of value by IRA, but which do net fall in the state" = program, are financed with funds made available tv-rv-g- me College. Seminars and conferences on a wide range of topics region are held throughout the year, utilizing the special talents cf members cf the faculty and individuals outside of the college having spe. activities extend the range of the educational program beyond government general public. A. In-Service Training Goals The In-Service, or short course, Program of the Institute is based upon the assumption that training is not only directly beneficial to the individual, but as well to the municipality which he serves. -3- Its objectives are: �To develop the special skills required for effective and efficient performance of job duties; To update knowledge of changing needs and methods in specific job areas; To stimulate an awareness of the contribution of the individual's job to the total effort of the department and government as a whole; and, To prepare the individual for other duties (his next job), and when appropriate, develop his capacity for a different job of higher grade and responsibilities. Short-Course Program 1970-71 Course completions in the 1970-71 term reached a new high. Certificates of Attainment, awarded by the Public Service Institute, were earned by 689 local officials and employees. . Seventeen instructors, drawn from the College and the community, taught the following 18 courses which ran from one to 15 two-hour sessions: Course Completion 1970-71 □ V n U ny Number Completions Course Instructors Advanced Assessors Thomas Garrity Advanced Communications Albert Spunar Advanced Secretaries Walter H. Niehoff Ambulance Attendant Anthony Broody 131 Auxiliary Police Walter E. Wint 36 16 9 13 Hi ■ p ■ 1 ' �Course Completion 1970-71 CONTINUED a J Civil Defense Operations Nicholas H. Souchik 14 Collective Bargaining Atty. David Koff 20 Fire Apparatus Maintenance Raymond McGarry 19 Fire Ground Strategy B. J. Gross Light Duty Rescue (Hazelton) Thomas Bast 25 Light Duty Rescue (Wilkes-Barre) B. J. Gross 24 Medical Self Help Anthony Broody 63 Principles of Urban Renewal and Housing Philip R. Tuhy Edward Heiselberg 35 Public, Works Equipment Management Robert Betzler Leo Corbett Radiological Monitoring John Sulcoski 89 Small Arms John W. Lowe 7 Township and Borough Auditors E. Cleaver Geist 139 7 27 689 "1 -J n ■ | Growth of Short-Course Program The Short-Course Program was initiated in 1951 by the. Institute of Municipal Government. A course for Borough Councilmen was the only offering, and 29 individuals received certificates of completion. In the ensuing years, the number of offerings, number of participants» and the geographic'area served, have all '• 1 I ,I lj II �grown consistently. Initially, the participants were virtually all from the im- mediate Wilkes-Barre area. Today, most enrollees are residents of Luzerne and Lackawanna counties, but each year an increasing number enroll from other counties in the Northeastern Region, and a few from counties beyond. In the nineteen years in which the Institute has conducted this program, 4,429 officials and employees have completed short courses, and have thus received significant training of value to themselves and their municipalities not otherwise available. This growth is indicated by the following graph: H ifl 1 0 1 0'J 0-6- ��In the nineteen years of the Institute's In-Service Training Program, 160 courses were conducted. The list below indicates that of this total, 97 were primarily in the area of public safety, and 63 were designed for various public officials. Course Completions 1951-71 'Ll mi H B i !n Year Total 1951 1952 1953 1954 1955 1956 29 42 37 27 36 52 1957 37 1958 39 1959 89 1960 90 1961 157 C our s e Certificates Awarded Borough Councilmen Magistrates Basic Police Township Commissioners Borough Councilmen Health Officers Township Commisioners Magistrates Borough Secretaries Advanced Police Councilmen Magistrates Township Supervisors School Directors Basic Police Councilmen Basic Police School Directors Planning and Zoning Police Chief Magistrates Advanced Police Small Arms Basic Police Assessors Borough Secretaries -8- 29 42 37 27 36 11 9 32 13 24 17 22 35 30 24 10 26 29 25 12 26 38 23 20 26 12 �Course Completions 1951-71 1962 231 1963 119 1964 189 1965 184 1966 415 F1 (2) CONTINUED 31 11 8 15 12 20 19 11 35 15 33 21 25 15 18 10 13 17 21 59 12 23 18 15 38 28 37 18 78 6 12 23 15 20 25 5 11 28 31 23 17 5 Magistrates School Educational Secretaries Small Arms Township Supervisors Traffic Management Z oning Highway Maintenence Eire Administration Penal Code Planning School Directors Intoxication and Law Enforcement Assessors Basic Police Report Writing Fire Fighter Instructors Personnel Supervision Municipal Fire Administration Small Arms Magistrates Youth Control Rural Assessment School Directors Small Arms Township Supervisors Arson Detection Criminal Investigation Fundamentals of Fire Fighting Magistrates Fundamentals of Fighting School Law Assessors Magistrates Small Arms Hydraulics Zoning Community Planning Penal Code Basic Police Principles of Inspection Magistrates Assessors Shelter Managers -9- �Course Completions ffl 1967 440 1968 555 i rcr rr- II ]? 1951-71 (3) CONTINUED Civil Defense Adult Education 7 18 Basic Rescue 20 Civil Defense for Local Government Civil Defense for Local Directors 16 Light Duty Rescue 20 44 Radiological Monitoring Auxiliary Police 83 Fundamentals of Fire Fighting 92 22 Radiology 10 Radiology Monitoring Criminal Law 56 Councilmen &: Commissioners 9 Civil Defense for Local Government 37 Auxiliary Police 43 Control Center Operations 28 Fundamentals of Purchasing 5 Light Duty Rescue 49 Shelter Management 9 Small Arms 9 Medical Self-Help 57 Rural Assessment 6 Basic Police Procedure 14 Fire Ground Attack 21 Fundamentals of Fire Fighting 43 Civil Defense Management for Local Directors 22 Advanced Police Course 38 Minor Court Procedure 36 56 Auxiliary Police 26 Civil Defense for Local Government 53 Basic Communications 30 Basic Police Procedure Fundamentals of Fire Fighting 69 15 Hydraulics 18 Light Duty Rescue 5 Police Administration 12 Principles of Assessing 136 Medical Self-Help 26 Radiology 7 Report Writing 28 Small Arms 'IP I1 -10m �B T" i U Course Completion 1951-71I (4) CONTINUED 1969 496 Advanced Communications 21 Arson Detection 45 Auxiliary Police 45 Basic Communications 17 Civil Law 21 Community Planning 3 Control Center Operations 13 Fundamentals of Fire Fighting 115 Hydraulics 16 Medical Self-Help 56 Light Duty Rescue 27 Principles of Purchasing 11 Radiological Monitoring 29 Rural Assessment 35 Small Arms 12 Street & Highway Maintenence 8 1970 476 Appraisal Techniques I-IAAO 12 Auxiliary Police 24 Basic Communications 27 Borough Councilmen 11 Fire Inspection and Prevention 38 Light Duty Rescue 19 Fundamentals of Fire Fighting (Laflin) 44 Radiological Monitoring 24 Medical Self Help 17 Radiological Refresher 46 Principles of Industrial Assessing 16 Small Arms (Public Service Institute) 10 Small Arms (National Rifle Association) 15 Traffic Accident Investigation 22 Wastewater Treatment Operation 31 Zoning Law 62 Fundamentals of Fire Fighting (Lehman Twp.) 15 1971 Total 689 r, 4429 1 -11- �B. Community Service Program All energies of the Institute are oriented toward service to the community. Some activities provide this service indirectly to the community at-ifcarge by training and informing local government officials and employees. 1 I Other activities serve the community directly by providing local leaders and interested citizens with learning opportunities through personal participation. The title of this sec- tion of the Report deals with the latter type, and includes conferences, seminars, ■ I M special ddministfratiire studiesrand guidance, and special instructional programs provided by various College departments. The College, of course, has made varying financial commitments over the 0 years in all of these activities . self-supporting. In general, however, they are wholly or partially Income is derived from admission fees, revenue producing con­ ■ tracts, and various types of federal and state grants, such as Title l of the Higher Education Act. Though Wilkes is a small college, it has received considerable support from this latter source, largely through the personal efforts of Dr. Mailey. The future potential of this program for financial support of the Institute's projects is encouraging . However, the Act places limitations on the types of projects eligible, which means that many of the projects must be financed wholly or in part by the College. For this reason, the general provisions of the Title I pro­ gram should be reiterated. -12- �The Title I Program is designed to bring the resources of the colleges a and universities to bear on significant community problems on a state-by-state basis. It provides federal matching funds to colleges and universities for com­ munity service programs to assist in solving such problems. a Federal funds must be supplemented by funds, either actual cash or inkind services, provided by the institutions. The program is administered by the Department of Education of the Commonwealth, which is the designated Title I Agency, and project grants I T1 are recommended by an Advisory Council ( on which Wilkes is represented by Thomas Kelly) and must receive final approval of the Department. In terms of the Act, community service programs means any educational program, activity or service, including a research program, or a university extension or continuing education offering, which is designed to assist in the solu­ tion of community problems in rural, urban, or suburban areas, with particular emphasis on urban and suburban problems. ! Title I emphasizes the use of higher education to solve community problems, 8 is flexible, in that it permits each state to define its community problems and how resources are best to be utilized, and is broad since it permits programs for both private and public sectors. As has been customary, the following summary of past Title I programs conducted by the Institute is submitted to present an overall and continuing picture of the extent of this activity: �I J il'i Title I: Title 1966 Regional Policy and Goals Principles of Purchasing Community Leadership Joint Communications System Community Leadership Dynamics of Regional Affairs Community Leadership Transportation of Low Income (on-going) Middle Management Seminar I 'T 1 ‘ I 1967 1968 I TO 1969 8 - I ® il Type of Participants Year Number of Participants Public Officials 17 Public Officials 15 Community Leaders 24 Public Officials 75 Community Leaders Social Science Teachers 22 30 Community Leaders Public Officials and general citizenry Industry 28 20 46 It should be noted that the number of programs approved and conducted has varied from year to year. During the year 1970-71, the only Title I program was a Seminar for Parents of Retardates, which is described below. I 'T Three programs have been approved for the year 1971-72, and are now in preparation. Approved Title I Projects I 1971-72 Title I Regional Approach to Local Governmental Problems Federal Funds $ 5,010 s I -14- H ■ Matching Funds Total Cost $ 2,505 $ 7,515 �8 a S (J ci Title Federal Funds Matching Funds Total Cost Training Program for Parents of Retardates and Young Volunteers (Cooperative with Marywood College) $12,788 $6,394 $19,182 5, 980 2, 990 8, 97 0 J Physical Rehabilitation for Nurses (Cooperative with East Stroudsburg State College) The extensile narrative above on Title I projects and their financing should not be interpreted to suggest that these projects rank highest in the In­ H 8 stitute's other community service programs. Far more is done in programs sponsored and administered directly by the College without governmental financial support as the descriptions below will indicate. Following, then, is a summary of the major community service programs conducted by the Institute during the year 1970-71: L 1. Mental Retardation Seminar �The seminar consisted of ten monthly sessions which were held in lb 1 J Stark Hall. Formal remarks: of sp’eaker s are in prbce&S of publication. Attendance reached as high as 125, but Certificates of Attainment were presented to 36 parents and volunteers who met the required standards of participation. ? The program follows: J Date Topic Speaker Sept. 23,1970 Causes of Mental Handicap Dr. Kurt Hirschorn Oct. 14, 1970 Diagnosis & Assessment Joeseph Kanner Nov. 11, 1970 Parents of the Retarded Child Dr. Milford Barnes Dec. 9, 1970 Role of the Physician Dr. John Bartram Jan. 13, 1970 Institutional Care for for the Retardate- Dr. Donald Jolly Feb. 10,1971 Home Training for the Mentally Retarded Franciska Maljovec Mar. 10,1971 Role of the School Dr. Ignacy Goldberg Apr. 14, 1971 Ministry and Mental Retardation Panel: Rev. E. L. Shelling Rev. M. N. Raymond Rabbi A. Sheingold nlb May 12, 1971 Legal Concerns of Retardation Atty. Dennis Haggerty 10 June 9, 1971 What the Future Holds? Dr. Gunnar Dybwad 1 13 I I E i id T? i: -16- �I n The rationale was that new concepts must be tried to replace as far as possible the emphasis on custodial care for retardates, and that the sum total of environmental conditions mupt be considered in order to help there-' tardate learn to function semi-autonomously by way of contacts with the larger social system. The objective was to teach parents, as well as non-related vol­ unteers, how to help the retardate in the home and community environment. 2. Tenth Annual Community Growth Conference The theme of the Tenth Annual Community Growth Conference held on tl September 30, 1970 was " Goals for Human Needs. " I nil 0 The program follows: ■J GOALS FOR HUMAN NEEDS "Goals for Human Needs Henry Walkowiak NEW CONCEPTS IN HEALTH AND SOCIAL WELFARE "A New Approach to Health & Welfare Priorities "Planning at the County Level....................................... "Social Welfare at the Community Level.................. 0 NEW CONCEPTS IN HOUSING "New Concepts in Housing "New Concepts in Modular Housing, "Non-Profit Housing Corporations. -U ■ B Francis E. Moravitz Jack W. Croes , Raymond Condo LUNCHEON H. Gordon Council, Jr. "Operation Breakthrough, i '' . . Robert C. MacGregor , . Harold Sherman . . James E. Reynolds -17- �n LI DISCUSSION GROUP SEMINARS R U I ,1 !i m J J Ph.1 i J I 8 ! B Address Tom Bigler, News Director WBRE-TV The success of the Conference is evidenced by the attendenc e of the 180 participants. SPONSORS David Walker Associates Easter Seal Society of Hazelton Area and Carbon County Economic Development Council of Northeastern Pennsylvania Family Service Association of Wyoming Valley First Federal Savings and Loan Association Franklin Federal Savings and Loan Association Greater Hazleton Chamber of Commerce Greater Nanticoke Chamber of Commerce Greater Scranton Chamber of Commerce Greater Wilkes-Barre Chamber of Commerce Hanover National Bank Junior League of Wilkes-Barre Luzerne County Housing Authority I Luzerne County Redevelopment Authority i!f] National Association of Social Workers -n Northeastern National Bank Northeastern Pennsylvania Heart Association, Inc. Redevelopment Authority of the City of Scranton Redevelopment Authority of the City of Wilkes-Barre ?n u Wilkes-Barre Housing Authority WNEP-TV -18- �3. Reading Excellence Attainment Development R. E. A. D., or Reading Excellence Attainment Development, initiated in October, 1970, and continuing into July 1971, is a reading clinic designed to improve the reading skills and related and supportive language arts of elem­ entary and secondary school children. The academic year program, started in October and completed in May, consisted ofthiirty Saturday morning meetings held at the College. The summer program, begun after the close: of school and ending in July, covered five weeks with morning sessions Monday through Friday. Tuition was $125.00 per session. Individualized instruction and guidance for each child is the core of the general program. Each phase of the course is designed to attempt to correct known deficiencies and/or generally strengthen the child's ability to read well. The instruction ranged from basic auditory and visual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities were developed and applied by staff instructors under supervision of J. George Siles, Assistant Professor of Elementary Education, Reading, and other Language Arts. Each instructor was limited 1 to only one to three children during the academic year and to only two children during the summer session. The child's individual program was determined on the basis of testing for capacity, personal adjustment, and reading level. -19- �Ifil I j ■ Hi . - ill 4. ;l i n I n~' • j Hl This community service program is in the form of a contract between the Institute of Regional Affairs and the Pittston Area School District to . initiate a long-range program to replace the traditional grade system of instruction with non­ graded instruction which will permit each pupil to 11 advance according to his own ability. The District proposes to move in the i direction of eliminating the ineffective mass movement which holds back u n Non-Graded Instruction- Pittston Area School District the able pupil and deprives the less able of needed individual instruction and instituting individual progress without regard for school grading. 'j 3 The contract calls for 15 in-service instructional sessions for the school's professional staff as a preliminary to the institution of the nongraded program in selected levels in September of 1971. The Institute is also obligated to provide continuing consultation and instruction of the professional and paraprofessional staff, provide student teachers properly I LJ instructed on the model, explain the components of the program to parents of 0 selected children, and to test pupils at the close of the first year to determine results of the program. The Education Department of Wilkes College is responsible for I n (J total conduct of this contract. The instructional staff is composed of experienced master Elementary Schoolteachers who hold Pennsylvania Certification and who are specifically trained in clinical techniques and applications in the Masters Degree Program of the College. -20 — �3 - Staff-parent relation throughout the program was maintained. The formal relationship was attained by submitting to the parents of each child - three comprehensive reports. The first indicated the child's level at the H U : ■ 1 n 1 a start of the program, and the second and third reports discussed the child's progress during the year's instruction. In.addition to Professor Siles, the staff was composed of experienced master Elementary School teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications in the Masters Degree Program at Wilkes College. Associated with Professor Siles were: 1 1 I I D J Dr. Joseph T. Bellucci Assistant Professional Educational Psychology Instructor of Testing Devices and Proceedures Graduate Division of Education, Wilkes College Lb p n I □ Mr. Lynn Johnson Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mrs. Mary Poremba Instructor in Non-f^aded Elementary School Primary Team Member and Chairman of Primary Language Arts Wyoming Valley West School District This project will be featured in pictures and story in the Sunday Independent and several Scr.aiiton newspapers. ■I I .21- �n . 1 u 1 rj Professor Ji'George Siles, Graduate Division of Education at the College, and Associate Director of Educational Planning, Institute of I 11 .) 71 ' nrn S Regional Affairs, is in charge of the project. 0 a P] A documentary on the Non-Graded School Project produced by WBRE-TV has been selected as a finalist for a national television award by the Alfred I. DuPont Columbia University Survey of Television Programs. 5. Annual Awards Dinner It has not been diistomary to include an account of the Annual IRA - Awards Dinner in the Report to the President and the Board :of Trustees. 1 I Perusal of the Programs of previous dinners makes it quite clear that, in addition to its public relations value, this annual affair plays an important educational role in the total Institute Program. This year's dinner, held in the College Dining Hall on May 25, was I 1 J the ntaeteenth'. Although attendance did not reach the record high of the previous year, the more than three hundred guests represented a wider geographic area. Arranged under the direction of Philip R.Tuhy, the dinner, as usual, featured the award of Certificates of Attainment from the Public Service Institute of the Pennsylvania Department of Education for IRA courses completed during the year, and the award of Certificates of Distinguished Service to fifty public officials and employees who had served their communitites over a long period of years. -22- �t [3 l J •TT' I L.1' m - The Special Public Service Award this year was presented to Mr. Thomas Garrity, Chief Assessor of Luzerne County, for outstanding r= I i r J local, state, and national accomplishments in the assessment field. Mrs. Hugo Mailey was the guest of honor and was presented with a silver tray inscribed "He practiced in the community what he taught in the classroom". The presentation was made by Mr..Robert Barker, Public Relations Director, Greater Wilkes-Barre Chamber of Commerce on behalf of the Professional Public Relations Association. The tray will be T' □ i I a 1 I placed ina.Hugo V. Mailey Memorial Room to be established by the College. The principal speaker was Mr. A. L. Hydeman, Jr. , Executive Deputy Secretary, Pennsylvania Department of Community Affairs. His address reviewed the community services available to municipalities, and gave special emphasis to the Neighborhood Assistance Program which is designed, through tax credits, to encourage corporate participation in community improvement. I 1 -23- �I 1 PART II INFORMATION I 1 I i �i i II.. INFORMATION It might be said that every activity of the Institute involves in one 111 way or another the dissemination of information. Conferences, seminars, a a public addresses, and special research projects are techniques of 1ll transmitting information, but they all involve more or less selected and specialized audiences. Information, as one of the four major purposes of the Institute, is concerned specifically with a broad and general audience. The Institute attempts by use of the printed word to keep Lj informed as many public officals, local civic leaders, and interested ■ citizens as it can with the resources at hand. To do so, it publishes a U r L J i monthly Newsletter, maintains a special library replete with periodicals, j brochures, books, and documents which are useful in its own research J as well as useful 'to' the public^ -Contributes on aitalteting basis to the 1 written by staff members to local, state, and national publications. Horizons section of the Pennsylvanian magazine, and submits articles A. The IRA Newsletter p Li A newsletter was first published by the Institute in 1951 under the title I I ,1 fl Luzerne County Newsletter", which title suggests that the publication was oriented to this particular county. The current IRA Newsletter differs in many important ways from its limited predecessor. Its format and type have increased the amount of material in the same I IS amount of space by nearly three times. Originally, all articles and materials were prepared by the Institute's Director, but since the change in title . I- -25- �I I a r?1 1 i i i 3 in 1969, all members of the staff, as well as other faculty members contribute original articles, book reviews, and resumes of larger significant articles and books. The Newsletter also expanded the range of its subject matter, currently including information in the fields of economics, psychology, government, sociology, and any other field which involves urban affairs. The publication is mailed monthly to a carefully compiled list of public F officials, civic leaders, civic organizations, and to private citizens 1a J I I who have requested it. The circulation has increased to approximately 2,600. The following breakdown of the mailing list, shows the type and number of recipients and the geographic areas reached, thus demonstrating the publication's range of influence. IRA NEWSLETTER DISTRIBUTION AS OF JUNE 28, 1971 I Category 1 I ■I ,1 a 'il No. of People 1. Real Estate Board 40 2. Bankers-W. B. Clearing 22 . House . 3. Borough Sec. -Cities & 41 First Class Twps. 4. 8t 15. 114 Supervisors & Commissioners 5.Sec't, Second Class Twps. 32 6. Newspapers & Radio Stations 63 7. Luzerne County Cong. & Leg. Rep't. 8. Conf, of Univ. Bureaus of Gov't. Research Counties Luzerne Luzerne, Lackawanna Luzerne, Lackawanna Luzerne, Lackawanna, Columbia 11 Luzerne, Lackawanna Luzerne, Lackawanna, Berks, Pike, Carbon, Lycoming, Columbia, Phil. , Schuylkill, Lancaster, Lehigh Luzerne 79 All over the U. S. -26- �IRA NEWSLETTER CONTINUED(2) DISTRIBUTION AS OF JUNE 28, 1971 Category "I 9. 10. 11. 12. 13. 16. ■I 17. 18. 1920. 21. 22. 23. 24. 25. 26. 27. 28. 29. 30. 31. 32. No.of People 12 Savings fa Loans Assoc. Redevelopment fa Housing Ass. 50 Hospital Administrator s 7 172 Magazines in IRA Library & 1.4 Councilmen in Luzerne Co. Boros. & Cites 257 Luzerne Co. Chief Admin, fa Principals 39 Home Builders 92 Assessors 34 Civil Defense Dept. 75 Police Chief 60 fa 36 Firemen Luzerne County, Fire Chiefs, Co. fa Officers 66 Wilke's College Board of Trustees 27 Community Ambulance Assoc. 45 Wyoming Valley Sanitary Board 17 Solicitors-Luzerne 49 Planning Commission fa Zoning Board 294 Mayors-Boroughs 34 Friends of Wilkes College 145 American Ins. of Archtects 28 HELP 46 Sec. '3f School Boards 19 County Commissioners 31 33. Luzerne County Libraries 34. Region-M-Outside Luzerne Co. 35. Luzerne Co. Guidance Ass. 36. See #21 37. School Boards, Luz. Co. 38. Luzerne County Auditors & City Controllers Counties Luzerne, Lackawanna Luzerne Luzerne All over the U. S. Luzerne Luzerne Luzerne All Counties in Pa. Luzerne Luzerne Luzerne Luzerne, (N. Y. , Delaware) Luzerne Luzerne Luzerne 70 98 Luzerne Luzerne Luzerne, Lackawanna Luzerne, Lackawanna Luzerne Luzerne Luzerne, Lackawanna, Carbon, Pike, Columbia, Schuylkill, Monroe, Wayne, Sullivan, Susquehanna, Wyoming Luzerne Lackawanna. Susquehanna, Wayne, Wyoming Luzerne 33 Luzerne 125 Luzerne 9 -27- �The "new look" of the Newsletter has resulted in a significant increase in the number of individuals and organizations requesting to be placed on the mailing list. Gratifying testimony to the quality of the articles in the Newsletter is the number of requests from state agencies, municipal organizations, and university research bureaus, for copies, reprints,or to reprint articles written by staff members in recent months. Particular interest was shown in Newsletter articles on "Regionalism", "Constitutional Limitations on Altering Salaries of Local Officials", and the "Merger of the Kingston-Dallas Township Police Departments". Requests were received from as diverse sources as the Department of Community Affairs, The Pennsylvania Police Journal, Northwestern University, and the Governor's Office of the Commonwealth. B. Library The Institute's library of carefully selected materials, including books, pamphlets, special reports, surveys, studies, and documentary data, has grown to more than 4,000 items. While a small proportion of the library has been fihanced from IRA appropriations, the vast majority of the items have been received by the Institute on an exchange basis with similar organizations on other college and university campuses, and with many state and local governmental agencies. It is undoubtedly the most useful as well as the largest, collection of its type in the region. The collection deals with most of the important aspects of urban affairs:government, land use, transportation, management, social welfare, edu=>-- cation, public health, recreation, public finance, intergovernmental relations, and others. In effect,the library is a clearing house of information useful —28— �I in the Institute's research, but, also useful to officials of the area seeking a sources of information needed in their decision-making. In addition to its use by interested officials and community leaders, the ■i 1 library is being used to an increasing extent by undergraduate students who may have their first contact with community problems by using the library materials in the urban fields for term papers and research projects. Much of the increase in the use of the library by students results from the new Social Science Urban Affairs degr ee program, and the addition of an I advanced course in Municipal Management by the Political Science department. Officials and the public are kept informed of significant publications 3 I J j I J available via the Newsletter. C. Horizons-The Pennsylvanian Magazine The Pennsylvanian Magazine is the official monthly publication of a number of municipal organizations in the state, and has a circulation of well over 15,000. A four page section, titled "’Horizon", is reserved for special guest articles on subjects of current concern or interest. The Institute is now the only college which is a regular contributor, alternating with individuals from all walks of life who have special competence in a particular field. The Institute has used its opportunities to submit articles to disseminate statewide among local officials those ideas and programs highest on the list of priority of its purposes and objectives. ■ s I -29- ■ ..... �I 11 i ’’I I I 1I I part III CONSULTATION I ' 1 I I rf; 2 J -30- �HI. CONSULTATION The consulting service offered by the Institute of Regional Affairs is, per­ haps, the least spectacular but at the same time the most intimate and productive of the activities. The consultation work of the staff is less spectacular and less glamorous than the other more identifiable and publicized services, since, as a rule, it involves unpublicized contacts with one or a few individuals who have a spe­ cific problem. The small number of participants involved in a particular consulta­ tion and the specificity of the problem produces an intimate man-to-man relation­ ship, which, in turn, enables those seeking help to identify with the College through the members of the IRA staff. This service is very productive because the individuals equesting advice and guidance are more likely to take positive action since their request was prompted by a known and felt problem. The services of the staff are available at all times to governmental officials as well as interested citizens and non-governmental groups or organizations. Con­ sulting activities include such widely disparate services as oral or brief written re­ sponses to telephone inquiries or letters involving single specific questions, direct personal contacts with an individual or group in or outside of the IRA office, lec­ tures by staff members, participating in conferences as panelists, and formal membership and involvement of staff members in the decision-making of governmental and civic agencies. The range of activities extends from a single individual or small municipality to various departments of the Commonwealth of Pennsylvania. -31- �The Institute's consulting service continues to enjoy a wide and unquestioned reputation as the region's leading source of advice, information, and guidance on I i i I urban affairs. Despite its small professional staff, three members now reduced to two, it is uniquely fitted for the consulting function because of the training and experience of its members in general and special areas of governmental and civic concern. The dual role of members of the staff as such as well as active teachers in the Department of Political Science provides those who seek the service the ad vantages of both academic and practical capabilities. Most of the consultations, like the ice berg, are of such a nature that they I are unobservable, and difficult to report. For this reason, as in the past, only the most identifiable services performed during the past year are presented below to I I I Representative Consulting Service 1970-71 Wilkes-Barre Model Cities Agency- Continuing consultation with staff members of the J □ illustrate the wide range and broad types of consulting services. I Wilkes-Barre Model Cities Agency from October to July under terms of con- tract resulting in a formal report on Health and Welfare Services in the Model Cities Neighborhood and including a projected Social Service Center. Wyoming Valley Sanitary Committee- The Director served as a member of the Finance Committee of the Wyoming Valley Sanitary Authority. Economic Development Council of Northeastern Pennsylvania- The staff participated in meetings and conferences sponsored by this organization and provided continuing information and advice. ."'■I -32- �1 I Civil Service Testing- Associate Director, in cooperation with the College Test­ ing Center, conducted civil service tests for police officers and firemen I in Kingston and Wilkes-Barre. Penn State Seminar- Director participated as a principle panelist in Harrisburg, 5, li i Altoona, Washington, and York. His contribution on "Regionalism" has attracted wide acclaim. Mid-Eastern Association of Boroughs— Director served as principal speaker at annual conference in Allentown. I I I I I Welfare Planning Council- Director served as active member. PPS and PAA- Director served as officer of the Pennsylvania Political Science and Public Administration Association. CAAC- Director served as member of the Advisory Council of the Department of Community Affairs. His successor is Thomas Kelly, Director of the Evening School. Back Mountain Police Merger- Director and Associate Director provided continu­ ing consultation to the governing bodies of Dallas and Kingston townships P I and drew the formal agreement which merged the Police Departments of the two jurisdictions. Title I Review Committee- Director continued to serve as a member of the Project Review Committee of the Title I Agency, Pennsylvania Department of n Education. b II WNEP-TV- Director acted as special guest fl s P -33- �Mass Transit Committee- Director was active as a member of the Mass Transit Committee, Greater Wilkes-Barre Chamber of Commerce. Township Supervisors Association- Director addressed the Annual Conference of Pennsylvania Township Supervisors at Camp Hill. Penn State Redevelopment Authority- Director provided consulting service. Department of Community Affairs- Director and Associate Director cooperated with the Department of Community Affairs in providing special information or counsel. I I Luzerne County Communications System- Director served as a coordinator in the establishment and development of the Luzerne County Communications System. Local Government Conference- Director served as reporting Secretary for a dis­ cussion group at the Annual Pennsylvania Local Government Conference at Harrisburg. Educational Television- Associate Director acted as guest panelist on a special Public Educational Television program at Marywood College on the sub- ject of " The Five Proposed Amendments to the Constitution of Pennsylvania" p “ prior to the Primary Election. I AIP- Associate Director continues to serve as President of the Northeastern Section of the Philadelphia Chapter of AIP and First Vice-President of the Luzerne County Association for Retarded Children. n J Y.' O. U. T. H. P. A. R. C. - Associate Director serves as Advisor to the Luzerne County Chapter of Youth Organized and United to Help the Pennsylvania Association for Retarded Children. . I -34- �Luzerne County Association of Boroughs- Director continued to serve as executive Director of the Luzerne County Association of Boroughs. Municipal Management Association- Associate Director continues activities in the Pennsylvania Municipal Managers Association and its Eastern Regional As sociation. -I i West Pittston Borough- Associate Director serves as a continuing advisor and con­ suitant to committees of the West Pittston Borough Council in its effort to improve organization and administration of the Borough's affairs. I I I 1 Environmental Health Task Force- Director continued to serve as a member of the Task Force in the Pennsylvania Department of Health. Luzerne-Lackawanna Committee on Clean Air- Director served as member of Citizens Committee for Clean Air. Bureau of Research, Department of Community Affairs- Director served as con- sultant to the Bureau on Area Government Study by Better Government I Associates. County Extension Service- Associate Director conducted a planning meeting with Township officials under the sponsership of the Luzerne Agricultural County Agent. I Kingston Borough Council- Associate Director conducted a meeting with Court appointed Board to discuss the Awards versus the At Large System in the Borough of Kingston. ( abolition of Awards) 3 fl -35- �! ! I - 3 - B PART; IV RESEARCH ! 1 I 'I I “ 1 3 HS i .y -36- �TV. RESEARCH Because of its relation to both the College and the community, the Institute is uniquely fitted to conduct a continuous research program closely associated and connected with the educational aims of the College. Research is the "bread and butter " of the staff's daily routine. Problems arising during consultations frequently involve extensive research, and the content of the monthly Newsletter is the milled "flour from the grains of wheat". Frequently, research is conducted on a matter of concern to some part of the College itself. Much of the published research, however, is done on request of an individual municipality or, perhaps, a group of municipalities. Projects requiring special costs, such as travel, are usually done for a nominal fee, but most of this type of work is done as a public service by the College. In summarizing research work done during the year, three observations should be made. First, a considerable amount of staff'time is expended in research on problems which result in information without publication, and, consequently, in the past, no record system has been established. Second, the size of the research staff and the time available requires limitation of the number of projects involving publication. Third, the magnitude of the contract project done for the Wilkes-Barre Model Cities, extending from October 1970 to July 1971, precluded a number of Other I lesser projects planned previously. i -37 �Published Research Projects 1970-1971 1. I Employee's Handbook, University Area Joint Authority Under a $600 contract with the University Area Joint Authority, State College, an Employee's Handbook was prepared during last I '■I summer and early fall. It includes rules, regulations, policies, and a position classification and pay plan. The Institute was recommended ) -'ll for this project by the Pennsylvania Municipal Authorities Association. •J J 2. Back Mountain Police Merger Agreement This project developed as a result of a study done the previous year, titled "Joint Police Service for the Back Mountain", which was a J 3 i feasibility study to improve the police services in Kingston and Dallas townships. This study recommended a. merger of the department^, also including Dallas Borough, into a single police force under centralized control and direction. Such police merger, which would have to be I accomplished under the Pennsylvania Municipal Cooperation Act, had never been accomplished before in this state because of constitutional ffl !l and statutory limitations on the delegation of the powers of local governing bodies. Considerable historical and legal research revealed a loophole which showed promise of overcoming the above limitations. The governing bodies of the two townships, agreed to effect a merger under ■I this novel procedure as a test of both the idea of merger and a test I 11 -38- �T; of the legality. I The IRA staff drew the legal agreement which was approved by the respective township solicitors and which had the informal approval of the then state Attorney General. The merger went into effect last fall. I i Lj This study and the final agreement received nationwide publicity in newspapers and professional publications. The Office of Governor Shapp 125 ■|i requested copies, and the Department of Community Affairs has given wide publicity to the concept. Another result has been that several I townships in the Mountain Top Area have indicated interest in a similar i -Lj merger. In June, the governing body of Kingston Township announced that i the community was withdrawing from the merger in six months. I Preliminary investigation by the IRA staff indicates that both governing la in bodies, the police officers, and the general public have been well- satisified with the progress made under the merger, and that the with­ draw! resulted because of excessive salary demands made by the police officers, and not because of any defects in the organization or its ■ 1 functioning. The staff plans to follow through on developments. 3. Limitations on Salaries of Local Officials Because of considerable confusion which has existed for several ■ ® decades, a number of local officials from this region have, from time to >11 4 / I 1 -39- �time, requested information on the powers of governing bodies to raise or diminish salaries of elected and appointed officials in Pennsylvania municipalities. The problem arose betraussof a constitutional provision that the salary of an elected or appointed officials may not be raised or diminished during the term for which he was elected. A short but thorough research paper by a member of the staff quite clearly indicated • that this provision did not apply to all municipal classifications. The Department of Community Affairs, again, gave wide publicity to this paper, and the result has been a serious revival of study and discussion on this delicate matter, and, it is expected, that clarifying legislation will be enacted to eliminate the problem. Mode 1 Cities Contract Under contract with the City of Wilkes-Barre, dated October 6,1970, the Institute conducted a research project for the Wilkes-Barre Model Cities Agency which was culminated in a 200 page report titled, "Health and Welfare Service in the Model Cities Neighborhood". The contract price was $41,000. The purpose of the study was to provide necessary and specific information of present social services in the neighborhood, and to develop courses of action, including a Social Service Center. The project outline included the following major phases: (1) Preparation of a service profile of all agencies ■ta I -40- �and institutions providing social services; I* a (2) Analysis and classification of these services in terms of the problems they each seek to solve; a I (3)Identification of the degree of adequacy and effectiveness of these services in meeting community needs; I (4) Determination of the amount and types of services provided to the Model Cities Area; I (5) Analysis of any gaps or lack in the present service systems, including services nonexistent, but needed; 'I (6) Description and analysis of the preseit relationships between services; . I (7)Analysis and evaluation of the effectiveness of existing services in solving the problems they purport to solve through surveys and interviews with consumers in the area; 1 a (8) Development of a complete social service record system which would provide a current and future index of existing conditions; physical, social, and personal; and, I (9) Exploration and recommendations of facilities needed for services and their geographical location. Dr. Mailey was Project Director to the time of his death, and the project was completed by Walter H. Niehoff as acting project director. The principal professional researchers were: Prof. Philip R. Tuhy, Institute of Regional Affairs Prof. Jaroslav G. Moravec, Department of Sociology Prof. Raymond Weinstein, Department of Sociology -41 �■ Mr. James Reynolds, Peat, Marwick & Mitchell Co. I I (i I 9 Mr. Alfred Groh, Wilkes College was Editorial Consultant, and Mrs. Margaret McDermott, formerly with Model Cities, was special consultant. All work of publication was performed by the fulltime and student staff of the Institute. a I a i 13 F i ( ;l ’ , -1 ■ ■ • 1 ll H 0 .i . I -42- �I is . ,p 8 1'1 18 ia PART V T FINANCES ■ 1 n ! I '1 U" I I I �V FINANCES 1970-1971 Financial Commitment to Public Service Wilkes College has been committed to public service since its inception. Virtually every department and agency of the College is involved at one time or another in community affairs in the region. The Institute of Regional Affairs plays an especially significant role in the public service program by virtue of the variety of its activities, the interdisciplinary use of personnel, and its formal recognition by the College and community as an identifiable agency pur­ suing service on a fulltime continuing basis. Its unique public visibility is an important contributing factor in attaining and developing general recognition and appreceation of the College's vital public service role. Previous sections of this Annual Report described the wide functional scope of the College's commitment. - I U1D I IL J | i I This section demonstrates the depth and sincerity of the commitment by the tangible evidence of financial support of the Institute's service activities. The College has generously subsidized the In- stitute in the interest of Community service since it's inception. was the Institute self-supporting. In no year In fact, despite growing annual income for services rendered, College subsidization also increased. -44- (Table I) �1 I J 01 n A Financial Summary 1970-71 The financial report for the fiscal year July 1, 1970 to June 30, 1971, prepared by the College Finance Office, reflects an even greater deficit operation than in previous years. (Table II) The report shows that cash in­ come during the fiscal period was $32, 677. 31, or $32, 642. 69 below the estimated $56, 320. 00. At the same time, the report indicates that actual expen- ditures of $85, 920. 79 exceeded budget estimates of $13, 600. 00 by $72, 320. 79- This would indicate a deficit operation during the fiscal period of $53, 243.48. Consideration of a number of factors, however, will reveal that the actual deficit to be subsidized by the college will be, in fact, appreciably lower than UJ .. I, i ' the report indicates. I program schedules. These include the form and content of the Institute's annual budget, the college's system of accounting and reporting, and conse- quences of the difference between the college fiscal year and the Institute's Comparison of the budget items shown on the Financial Summary (Table II) (J I and the items on the approved budgets for 1970-71 and 1971-72 reveals that 1 only eight or nine expenditure catagories are budgeted and several recurring 1 I items of expenditures, amounting to considerable sums, are not. Thus, since no funds are shown for salaries and miscellaneous salaries on the estimate side, the annual Financial Summary shows a budget deficit of $23, 910. 03 and $3, 372. 11 for these two items alone. I ■ I I ■ From the same report (Table II) it can be seen that in some instances bud- I -45- �geted income items were not offset by expenditure estimates. For example, $41, 320. 00 was budgeted as income under the Model Cities contract, but there is no budget estimate of expenditures required to conduct the study. The budget itself projects a profit of $41, 320. 00, or 100 per cent. However, the actual expendi­ ture for this project indicates a deficiency of $28, 513. 15, on the budget side. In the case of the Non-Graded Instruction and READ projects, neither estimates of income or expenditures are shown. The College's accounting and reporting system is a second factor which results in a misleading picture of the Institute's financial operation in relation to the year's work program. ! accrual basis. ■ The Institute accounts are on a cash, rather than an Consequently, while contract projects were completed during the fiscal year, payments were not, in some instances. Table II shows that $17, 483. 00 liT) I of the Model Cities contract total of $41, 320. 00 was received within the fiscal year. The expenditure report also shows expenditures of $28, 513. 15 prior to June 30, in­ F n I i I dicating an expenditure excess of $11, 030. 15 over actual cash received. after the close of the fiscal year the $23, 837. 00 balance due on the $41, 320. 00 contract was received. I Thus, in fact, the project income exceeded project expen- ditures by $12,806. 85. f rq I ! However, For the same reason, while expenditures for the READ project are shown to exceed income, in actual fact when due income is received, the project will I III I show a surplus. Frequently, projects, such as the training program for Parents of Retardates under Title I are conducted on a schedule that overlaps the fiscal year. Consequently, at most a percentage of total income is received and reported 1 -46- �for the fiscal year. Title I Projects Title I projects are not only an opportunity to provide public services not otherwise available, but they also provide additional income for the Institute. □ D On the other hand, past experience indicates that the one-third matching funds obligated by the College plus project expenses reduces considerably any net finan­ cial gain. The number of Title I projects has varied from year to year with three projects for 1971—1972 now being organized. Table IV shows the projects approv­ ed and conducted from 1966 to the 1971-72 fiscal year and the method of funding. j ' Si! The College is preparing proposals for projects for fiscal 1972-73 which are due by November 1,1971. I -47- �Table I INCOME AND EXPENDITURES 1962-1970 INCOME ITEM 1964-1965 1966-1967 1968-1969 1969-1970 931.90 887.00 2,280.00 34. 40 121.10 625.00 $1,148.75 300.00 5, 360. 58 495.50 1,067.50 1, 540. 70 $1, 475. 70 7, 224. 01 6, 055.46 49. 25 873.39 $1,661.50 4, 684.00 6, 647.08 $1,156.75 12, 880. 00 8, 984. 26 2,284.59 733.04 200.00 10, 083. 00 1.04 $4, 879.40 $9,913.03 $17, 687. 81 $15,277.17 $34, 038.09 $28,484.09 10, 083. 00 1,100.92 4, 595. 05 6, 583. 30 1962-1963 Dinners & Conferences Grants & Gifts Sale of Services Instructional Material State Reimbursements Survey & Studies College Work Study Miscellaneous TOTAL $; EXPENDITURES Salaries College Work Study Student Help Meetings & Conferences Supplies Special Services Publications Newsletter Equipment Library Travel TOTAL $10, 920. 18 $11,490.88 $9,047.43 $8, 376. 39 1, 767. 82 2,212.38 990.00 965.00 824.70 587.00 990.00 811.30 195. 83 1, 952. 33 2, 007. 63 1,696.50 1,020.01 4,686.58 9,756.00 2, 613.71 4, 522.32 7, 530.91 341.33 510.00 836.09 992.30 613.31 324.50 794.19 703.00 510.00 1,519.20 854.47 1,278.59 971.55 1, 730.48 2,170.35 118.00 540.00 857.62 $19,274.21 $18,936.48 $28, 890. 88 $27,121.86 $56,262.81 oo �TABLE II FINANCIAL SUMMARY JULY 1, 1970-JUNE 30, 1971 INCOME Estimated Dinners and Conferences Grants and Gifts Title I Services Slate Reimbursement PSI Surveys and Studies Publications Instructional Material Model Cities Program Non-Graded Instruction READ TOTAL $ 1,500.00 6,COO.00 5,000.00 2,000.00 500.00 41,320.00 $56, 320.00 Actual Receivable $ 2,285.00 3,291-76 737.15 2,730.00 140.00 52.40 135.00 17,483.00 $ 785.00 2,708.24 4,262.85 730.00 730.00 52. 40 135.00 23,837. 00 5,823.00 5,823.00 $32 677.31 $23,642. 69 EXPENDITURES Budget I I I n Salaries Miscellaneous Student Help Supplies Publications Meetings Newsletter LibraryTravel Equipment Model Cities Program Non-Graded Instruction READ TOTAL Expenditure s $. $23.910.03 3,372.03 2,536.03 9,134.01 1.303.07 3,423.88 1,737.10 639.27 537.80 388.00 28,513.15 3, 000. 00 4,300.00 1,000.CO 2,500.00 1, 300.00 1,000.00 500.00 1 0, 426. 34 $85,920. 79 $13, 600,00 49 ( t or - ) + + + $23,910. 03 372.11 463.97 4,834.01 303.07 923.88 437.10 360.73 37. 80 388.00 28,513. 15 + 10,426. 34 + + + + $ 72,320. 79 �TABLE III INSTITUTE BUDGET 1970-71 BUDGET 1970-71 BUDGET 1971-72 $ 3, 200.00 $ 3,000.00 6, 000.00 6,000.00 0 Student Help-College 3 Student Help-Work Study Supplies ' J| !■ s 100.00 Equipment 600.00 600.00 Publications 1,200.00 1, 000. 00 Meetings 2,500.00 2,000.00 Newsletters 2,000.00 2,500.00 Library 1,500.00 1,000.00 $17,000.00 $16,200.00 Travel Films Lj I 1 ■ 7 I LU I Li I £■ J I .U I u g J II■ J U 1 I -50- �■ TABLE IV TITLE I PROJECTS 1966-71 F ederal $1,275 1,350 3,750 2,902 Matching $ 425 450 1,250 967 1967-68 Community Leadership Seminar 4,625 1,820 6,445 1968-69 Transportation of Low Income People Dynamics of Metropolitan Government Community Leadership Seminar 3,240 5,100 4,325 3,240 5,100 4,365 6,480 10,200 8,690 1969-70 Middle Mamagement Seminar 5,125 5,340 10,465 1970-71 7,376 3,684 11,060 5,010 2,505 7,515 12,788 6,394 19,182 5,980 2,990 8,970 $38,530 $101,376 1966-67 Ibgional Policy and Program Goals Principles of Purchasing Community Leadership Seminar Joint Communication System for Luzerne County Training for Parents of Retardates Total $1,700 1,800 5,000 3,869 Proposed and Approved in 1971-72 u ir wI Regional Approach to Local Government Problems Training Program for Parents Of Retardates and Youth Volunteers (Coop.-WilkesMarywood) Physical Rehabilitation for Nurses (Coop.-Wilkes-E. Stroudsburg) TOTAL $62,846 □ £ 1307^1 1 1 9A ' L -• i- ��iiiiiiiniiin 10002503D0 WILKES UNIVERSITY LIBRARY i- j j! II I; 1 II mi ;* ■ ■ i 0 ,‘71 3 I \ � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Annual Report for the Institute for Regional Affairs, 1971 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1971 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/20a351a754154b2fb1d72ced13ec414a.pdf dcc3cf11cc051c3c45256b572fe31059 PDF Text Text 1 HEALTH AHD WELFARE SECWOCE IN i ™ PuWm CfflB MOBOffiOW Ld Mv I I I ^CHs / Q INSTITUTE OF REGIONAL AFFAIRS WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA vJ HV^/1 W6S2- ����S e PAGE c F. GEOGRAPHICAL ANALYSIS OF FINDINGS 79 G. SUMMARY OF FINDINGS 81 PART III; STRATEGIES IN SOCIAL WELFARE-OLD AND NEW B D A. THE PAST IN REVIEW 85 B. GUIDELINES AND PRIORITIES 94 C. GOALS 98 PART IV: RECOMMENDATIONS A. INTRODUCTION 103 B. HUMAN SERVICES DELIVERY SYSTEM 1. A Model Medical Care System . . . 2. A Model Welfare Care System . . . 105 105 108 C. CONSUMER PARTICIPATION 112 D. 1 HUMAN RESOURCES SERVICE CENTER 1. Consumer Protection Service .... 115 117 E. COMMUNITY HEALTH CENTER 123 L F. THE OUT-REACH SYSTEM 126 G. SOCIAL SERVICE CENTER RECORD SYSTEM.................... 130 130 A. Records and Rights.................................................. B. Conceptual Basis of Record System................................... 133 C. Primary Elements of Proposed Record System . . . 134 1. Data Bank.................................................................................... 134 2. Referral Services....................................................................135 3. Follow-up................................................................................... 135 4. Service Evaluation................................................................. 136 D. Components of Proposed Record System........................136 1. Alphabetical List of Major Service Categories . . 137 2. Agencies, Services and Eligibility Requirements.. 138 3. General Service Category Agencies............................. 139 4. Alphabetical List of Service Clue Words.................... 140 5. Clue Word Agency Locator............................................... 142 6. Individual Case Record....................................................... 142 c tr. i. ■ g g uq ,/jfi 1 ■7j\ J 1 I R �1 A PAGE I ' 7. 8. 9. 10. I '• E. : E? r >iz 1 0 •r § p Service Tickler File........................ Appointment Confirmation Form Daily Service Log............................ Monthly Service Report................ SUMMARY 144 144 146 146 147 �LIST OF TABLES I. AGENCIES by source of funding 2. HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA-BUDGET, SOURCE OF FUNDING NUMBER OF CLIENTS, COST PER CLIENT 3. WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA-BUDGET, I SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT Its 4. HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA-NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD U 1 5. WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA-NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD 6. CORE AND PERIPHERAL SERVICES- HEALTH SERVICES 7. CORE AND PERIPHERAL SERVICES -WELFARE SERVICES 8. TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES 9. TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA­ WELFARE SERVICES 7 i f I 10. INTERAGENCY RELATIONSHIPS- HEALTH SERVICES 11. INTERAGENCY RELATIONSHIPS- WELFARE SERVICES 12. MARITAL AND FAMILY CHARACTERISTICS OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA 13. type of housing respondent occupant in model neighborhood AREA 14. EDUCATION AND EMPLOYMENT ATTRIBUTES OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA 15. RATIO RESPONSE DISTRIBUTION OF ADDICTION 16. RESPONSES TO HOUSING- PERCENT OF RESPONDENTS % 17. RESPONSE TO HEALTH - PERCENT OF RESPONDENTS �'___ S' b Ft Q ) 2 [} 1 18. RESPONSES TO JOBS - PERCENT OF RESPONDENTS 19. RESPONSES 20. RESPONSES TO CONSUMER - PERCENT OF RESPONDENTS 21. RESPONSES TO LEGAL - PERCENT OF RESPONDENTS 22. RESPONSES TO PUBLIC SERVICES - PERCENT OF RESPONDENTS 23. PERCENTAGE DISTRIBUTION OF RESPONDENTS TO BASIC SERVICE FOR THE AGED 24. RESPONSES TO CHILDREN - PERCENT OF RESPONDENTS 25. RESPONSES TO EDUCATION - PERCENT OF RESPONDENTS to training 25a. RESPONSES TO RECREATION - PERCENT OF RESPONDENTS 26. RESPONSES TO WELFARE - PERCENT OF RESPONDENTS 27. COMMUNITY PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS 28. PERSONAL PERCEPTION OF "WORSE" responses CATEGORIES AND NEIGHBORHOODS - J 0 ) I I Jli LIST OF TABLES (CON'T) by selected �■I appendix ■'ll •J n -■ 'U a APPENDIX a - SOCIAL SERVICE AGENCY PROFILE appendix b - consumer profile ADDICTION aged CHILDREN consumers education health housing JOBS legal matters PUBLIC SERVICES recreation training welfare a APPENDIX C - MATCHING AGENCY TO SERVICE/PROBLEM CATEGORY fl appendix e APPENDIX D - DEMOGRAPHIC PROFILE - tabulations of perceptions of community SITUATIONS APPENDIX F - TABULATIONS OF PERCEPTIONS OF PERSONAL SITUATION '■ I t I f v; R' fl: _ ■ APPENDIX G - SOCIAL SERVICE AGENCIES SERVING MODEL CITIES neighborhood area APPEND EX H - CLUE WORDS �PREFACE During the initial years of planning for the Model Cities Neighborhood 0 0 n ■ in Wilkes-Barre much research was conducted. However, many problems revolving around integration, coordination, and duplication of services still existed. It seemed apparent to those working on the Model Cities problems that what had already been developed during the initial planning year should be carried just one step further, that is specifically identifying where the problems occur (each agency), and more importantly the cause and recommended course Q of action, which hopefully would lead to both better coordination and integration of services. Heretofore, studies were conducted and reports issued that examined 3 the effectiveness of the social service delivery system from the standpoint of the agency provider. L Missing as an important component of such studies was infor- mation on how the consumers of the social services see these basic services in the light of their needs. This obviously could only mean a beginning based on tangible, visible, permanent, sincere examples of respect and concern for the •- s people of the Model Cities Area, for it has become crystal clear that the hopes ffl first-hand knowledge and experience of a self-determining Model’.Cities community. embraced in the Model Cities concept could not possibly be fulfilled without the Because the Wilkes-Barre Model Cities Agency is determined to avoid misunderstanding that would inevitably result from ignoring the residents of the Model Cities neighborhood, it undertook an evaluation of the social services in -i- �n-. the Model Cities community. Clearly then, this study was not only undertaken to add knowledge on what -residents of the area view as the most pressing social ■ 0 D service problems, but also to obtain data which could assist the Model Cities Agency to plan and coordinate the resources to effectively meet the needs of the people and to contribute to an improved social service delivery system. 3Q nu 0c ■ n n a Q In order to accomplish this result, it was felt that a more objective research project could be implemented by utilizing an independent community resource which could supply research and evaluation without being unduly in­ fluenced by existing or proposed relationships of the already established social service institutions. Wilkes College, its academic resources already an integ- ral part of the total community, was selected to undertake an evaluation of the social services in the Model Cities Neighborhood. Therefore, a contract was entered into between the Model Cities Agency and the Institute of Regional Affairs, a multi-purpose College organization that coordinates all activities in the social science field. The Institute undertook a nine-point program in its evaluative effort of the social service delivery system in the area. 1 i ■ 1 $ Because of the enormous task confronting the Institute of Regional Affairs within a limited time constraint, the study was divided into components that could be more easily performed. In order to provide necessary and specific information of present social services in the Greater Wilkes-Barre area, particularly as they relate to the Model Cities Neighborhood, the Institute utilized the services of two members 3 Pi ■ _____ -ii- �I ■ °f the Department of Sociology. Professors Jaroslav G. Moravec and 0 0 Raymond M. Weinstein were invited to perform the following services: . Prepare a service profile of all agencies and institutions providing social services. . Analyze and classify these services in terms of the problem they seek to solve. r,U' U n 0 ■. s . Describe and analyze the present relationships between services. Under a contract with the Institute of Regional Affairs, Peat, Marwick, Mitchell & Company (PMM) was engaged to evaluate the social services presently provided to the residents of the Model Cities Neighborhood Area. James Reynolds, Consultant of the Philadelphia office of Peat, Marwick, Mitchell & Company, concerned himself with the following services relating to the per­ ceptions of the residents of the area toward the social service problems: . Identify the degree of adequacy and effectiveness of social services in meeting community needs. ■ ts I . Analyze any gaps or deficiencies in present social service systems including services not offered but needed. . Report the amount and type of services provided to the Model Neighborhood Area. Walter Niehoff, Associate Di rector of the Institute whose specialty is urban management, assumed the responsibility to: . Develop a complete social service record-keeping system which would provide a current index of existing conditions: physical, social, and personal. -iii- J �Philip R. Tuhy, Associate Director of the Institute in planning and development, undertook to: fl . Explore and recommend facilities needed for services and their geographic location. Everyone involved in the project pooled their talents and energies to: 0 r - Because the recommendations coming out of the project were intended to be a basis for the application to the third action year and because this pro- d ■ . Analyze and evaluate the effectiveness of existing services in solving the problems they purport to solve through surveys and interviews with consumers. D 6 0 a0 ject was approved near the end of the second action year, a very tight schedule was set up in order to accomplish the objectives. It soon became apparent that a comprehensive research evaluation as originally contemplated would require more than three months. Nevertheless, although a much more extensive analysis of major data would have been desired, enough information was compiled and sorted out on the social service agencies and the attitudes of the MNA residents"toward their social service needs that recommendations could validly be made on the adequacy and effectiveness of the social service de- livery system in the Model Neighborhood Area. It should be noted that just as the study got underway, a Compre- fl hensive Human Service Center was established in the Model Cities Area. By the middle of January, 1971, it already housed the Eyeglass and Hearing Aid Bank, The Consumer Protection Office, and The Revolving Loan Bank. Within another month representatives of the State Department of Public Assistance, is jl __________ - - iv - �fl ■W l—J the Family Service Association, and the Catholic Social Services expect to be 0I located in the Center to make additional human social services available to I! 0 residents of the Model Cities Neighborhood. Note should be made too that a $250, 000 medical clinic for the Neighborhood Area is expected to be operative sometime during the summer. The land has been purchased and preliminary drawings made. This privately owned clinic is expected to conform to a growing nation-wide trend of placing i under one roof every possible medical service so that consumer patients in the Area can avoid costly admission to hospitals. In making this study, the Institute of Regional Affairs accumulated a P store of debts, some of which can now be happily acknowledged. Cities Agency helped in many ways. The Model William A. Schutter, Model Cities Director, gave much clear and useful advice when the initial design of the investigation was 0 I y c in the discussion stage and throughout the study. Source of the heaviest demands for assistance fell on Mrs.Margaret N. McDermott, formerly Human Resources Coordinator, who was unfailingly agreeable and helpful at all times. Likewise, the Institute received the fullest cooperation from all the Id v: social service agencies, institutions and boards whose help was needed in the preparation of this report. In particular, Charles J. Reynolds, Jr. and Harold Sherman, Director of Research and Planning and Executive Director respectively of the Welfare Planning Council read and helped to improve the instrument used to garner data from the social service agencies and institutions. y 0 « - v - �I 1 It was not originally anticipated that residents of the MNA would be 9 engaged on this undertaking, but that the residents would become deeply involved in reviewing the results of the project, so that they could provide in-put into what they felt needed to be accomplished in making available services more responsive to the needs of the residents. It was subsequently determined that the participation of the residents could be utilized in the interviewing process. • • - Although there were some misgivings over engaging their services, everyone -u associated with the study concluded that the MNA resident interviewers performed in a most competent manner. The Institute also gratefully acknowledges the work of the Wilkes ■’ 2 1 College interviewers, some of whom gave up holiday recesses in order to secure pi the data from the social service agencies and institutions. 1 Alfred S. Groh of the Wilkes College faculty and editorial consultant u to the Institute worked over the manuscript during the various stages of writing. The bulk of the credit, as always, should be given those individuals i who performed the actual work of researching the problem, assembling, analyzing and evaluating the mass of data, and preparing the manuscripts of the various sections of this project report. This project was in every sense of the word a team effort, requiring the closest coordination and cooperation. Therefore our greatest appreciation must be extended to team members Mr. James Reynolds, Consultant, Peat, Marwick, Mitchell and Company, Professors Jaroslav G. Moravec and Raymond M. Weinstein of the Wilkes College Department of Sociology, - vi - �1 and Professors Philip R. Tuhy and Walter H. Niehoff of the Department of Political Science and Associate Directors of the Institute of Regional Affairs at Wilkes College. Their combined contribution should provide a firm base for the establishment and expansion of a productive social service program within the framework of the Wilkes-Barre Model Cities Project Area. ■ Significant contributions were made by unnamed individuals whose identity cannot be revealed. Finally, it must necessarily be stated that the findings and recommend­ ations in the study are strictly of the Institute, and therefore the Institute of Regional Affairs assumes full responsibility for securing the data, its analysis, and the recommendations that are the product of that analysis. n Hugo V. Mailey Director Institute of Regional Affairs fi - vii - �? 1,. INTRODUCTION I "Model Cities is a new approach. commitment;. It relies on local initiative and local It places the onus on the Federal government to position itself to respond to city defined strategies and programs. I c The program reflects a candid admission that categorical assistance programs, whether emanating from Federal Departments in D. C. or the Region, have, despite some real accomplish- ments, not measurably affected the quality of urban life. it The above statement is by Floyd H. Hyde, Assistant Secretary, Model J D Cities and Governmental Relations, U. S. Department of Housing & Urban Development, in the Preface to Model Cities Program by Marshall Kaplan, Gaus, and Kahn--a study conducted for HUD (Praeger Publishers, 1970). The Model Cities concept, in general terms, is a beautiful and timely projection. What poor man could be against its multifaceted community services? What poor man could reject the idea of a concentrated attack on poverty, inferior education, unemployment, and slum housing? Who would oppose more legal aid for the defenseless, better health services for the poor--just to mention a few B ingredients of the Model Cities idea. No one is against such a program in principle. The present Model Cities concept is not the first noble idea supposedly to help the disadvantaged. i'f The history of modern society is replete with the failures of ideas of equal worth and urgency. Some of these failures repre- sented the best thinking of prominent names, and experts in their particular -1- �s fields; some represented great wealth; some represented immense political skill and influence; while others were well-known for their sympathy for the I 0 g0 30 poor and the powerless. But most of them had one thing in common: they thought that they, and only they, were capable of working out the solutions to the needs of the poor. That is why in spite of the sincerity of many fine people, the Model Cities program in many cities is looked upon with suspicion by thoughtful poor people. A"Delivery System" to the poor meant that they were to sit quietly by while "they", with alternatingly warm and stern paternalism, delivered the poor what "they" thought the poor needed. To "them, " the advice and consent of the j poor was not needed; and, when volunteered; it was not heeded. 0 0 The prime purpose of a Model Cities program is to take a wide range of federal, state, and local programs--anti-poverty programs, urban renewal, job training, educational assistance, welfare, and so forth--and pull them to­ gether into a concentrated attack on all the problems of a small area. 0 This, it was hoped, would lead to a breakthrough that would point the way to solving the broader urban malaise. In the bureaucratic argot, it was to be post holing (a concentrated effort on a few people) rather than leaf raking (a scattered effort that hits a lot of people, but doesn't do much for any of them). This kind of notion goes to the heart of the Model Cities concept: the need to coordinate the various programs so as to achieve maximum impact ■ Somebody who lives in a slum is likely, at any given time, to be in poor health, -2- .. ............... . .... . �s C have a bad job or no job at all, live in a miserable house, be poorly educated, and so on. But the agencies that administer programs designed to alleviate these conditions have tended to end up fighting one another rather than cooperating. ■ IP The Office of Economic Opportunity runs job training, education and welfare ■ programs; the Labor Department also runs its programs. And all of these often involve the same poor "clients'1 in the model neighborhoods. ni w 0 Multiply this many tunes over and the lack of coordination becomes utterly clear. Not surprisingly, each of these agencies thinks it knows best how to run its type of program. P'l Moreover, each agency wants to spend its available money according to its own philosophy and priorities. ■ 0 do 1 d The result in many cases is that the Model Cities legislation turned out to be not a newly forged instrument for urban rehabilitation but a smorgasbord. While Model Cities has resulted in new and productive relationships with residents, much more needs to be done to find better and more effective ways to solve the problems of a community or area. The governmental agencies must convincingly show that they are concerned with the community people rather than with politics. And by the same token, the powerful social service institutions must convincingly demonstrate that they, too, are primarly concerned with the people who are their neighbors as well as with achieving the long range goals of the institutions. It has now become imperative that our concern be with the applica- fl i ! I « tion of the programs: how and by whom these programs are going to be admin- -3- �1 13 I *' 8 isteted; and who will have the determining, ultimate voice in the structuring [ and in the crucial decision-making processes involved.. Social welfare delivery systems are the programs by which necessary I I services—health care, welfare, education, legal aid, housing, employment opportunities, etc. --are channeled to the people who need them. It is increas ingly and alarmingly clear that many, if not all, existing delivery systems are outmoded and incapable of making substantial headway against massive urban problems, including poverty, illness, inadequate education, and substandard housing, to name a few. There is a question as to whether new programs involving new methods and approaches are needed to respond more effectively to presentday problems. Perhaps what is needed is a fresh start, and not new cliches and new rhetoric about maximum feasible public participation, etc., etc, etc. Facts are a prerequisite at every stage for: 1. The conceptualization of a problem 2. The planning of a program to alleviate the problem 3. The implementation and evaluation of the programs estab­ lished to solve the problem. Unfortunately, facts have not always been used to best advantage. Rather than informing, facts have been used to misinform, often with suspicious consequences. Incorrect facts have often been the basis on which Model Cities programs were built. Study must be the first step in removing the burden of suspicions I -4- �I I ■ placed on the shoulders of governmental social agencies and the major private social institutions. Study must be the first step in preventing a sound concept from becoming just another failure in a long chain of failures. The singular object of study must be to let the Model Cities community play a meaningful and determining role in the definition of "success" in a program for the people 0 1 of the Model Cities community. J •0 iI I? fl -5- 11 �«■ 1 FART SOCIAL SERVICES OF AGENCIES AND INSTITUTIONS A. INTRODUCTION I . To provide specific information of the present human services now pro- J vided in the Greater Wilkes-Barre area, -particularly as they relate to the Model Cities Neighborhood, the researchers began by compiling a complete list of the agencies and institutions. The initial source utilized was the Model Cities application originally submitted to the U. S. Department of Housing and Urban 1 1 b'j c 0 Development. The list extracted from various parts of the application was added to by perusing the 1968 Diagnostic Survey conducted by the Welfare Planning Council for the Model Cities Agency. Both of the sources were then cross-checked against two other sources- the 1970 Luzerne County Yearbook, the annual Handbook of the Sunday Independent [ and HELP, a directory of the Welfare Planning Council. The Sunday Independent publication lists all Federal, state, county, and city offices located in Luzerne County. a public and voluntary in Luzerne County. fll '1 18 g j'l T; HELP is the directory prepared by the Council, a voluntary citizens organization financed by the Wyoming Valley United Fund. 1 In addition, the Handbook contains a listing of all welfare agencies - The Council, composed of both individuals and organizations interested in cooperative community planning, studies health, welfare and recreation needs of the community and initiates planning leading toward the development of more effective and more adequate social services. -6- �«■ 10 6 arrived at after deliberation on the inclusion of several doubtful agencies. I ' fi o t 0 ! $ B A final listing of 69 social service agencies and institutions was finally »r n After the survey was completed and a final review was made, it was found that five rather important social service agencies had been omitted. In all, 74 agencies and institutions were included as providing social services to the general citizenry in Wilkes-Barre and the Model Cities area. This part of the project was carried out in four stages: 1. Construction of an interview schedule 2. Collection of data 3. Analysis of data 4. Preparation of final report B. THE INSTRUMENT As is true in other parts of the report, decisions must always be made at the beginning of any research that are regretted in the analysis and writing. This'is the very nature of research. Decisions used to be made on the evaluation of the data on the social service agencies, the type and amount of services by H’ l the agencies, the constraints under which the agencies operate, the clientele of the agencies, the interrelationships of the social service agencies, and the service gaps that exist resulting either in a lack of services or ineffective delivery of social services. Again, it must be stated that judgments were made not with a view of being critical of the agencies, but rather in a constructive spirit with a view to helping those in need of the services. I? -7- !- ■ �The interview schedule was first discussed with representatives of the Welfare Planning Council and the Wilkes-Barre General Hospital. A first draft was constructed containing 34 questions aimed at obtaining data on the number and LJ source of clients, the objectives of a service as stated in law or charter, the i eligibility requirements for client service, the budget, personnel, and the relation­ r ships withjother social service agencies. Although the number of questions remained at 34, in the second draft, certain of the questions were refined for specificity. The final and third draft of the interview schedule contained 35 questions as a result of further consultation and refinement. The questions were grouped in topical sequence to provide information on: a 1. Purpose and goals 2. Kinds of services 3. Orientation of service objectives 4. Target 5. Eligibility requiremEnts of clients 6. Personnel and budget 7. Relationships with other agencies population and geographical area Interviewers were instructed on the use of the instrument both during the testing stage and prior to the use of the instrument but in the field,. Con­ sultation with the interviewers was continuous throughout'a 20-xlay period while the interviewers met with the representatives of the social service agencies. A total of 69 interviews were conducted in the field work. Data were �II n kJ collected from an additional 5 agencies because these agencies had been omitted during the 20-day period which began November 1, 1970. After careful analysis, 3 of the agency profiles were discarded on the basis of lack of relevancy to the E r Model Cities area, insufficiency of data, and/or out-of-town orientation. The final analysis of data and classification involved 72 social service agencies, 26 C of these agencies in the health field and 46 in the welfare field. £ C. THE INTERVIEWERS . All interviewers who worked on the social service agency profile were u Wilkes College students majoring in Sociology or Psychology. was assigned a minimum of five agency questionnaires. Each interviewer The professional agency director was forwarded an introductory letter stating that the IRA was undertaking a study of the agencies in the Model Cities Neighborhood and 0 nLy also setting forth the purpose of the study. informed by this letter of October 30j 1970, that within two weeks, an inter­ viewer would call to make arrangements to visit to secure the data on the que stionnair e. 1 The agency professional was In nd instance-were the interviewees, refused information,' ’ As a matter of fact, many agency people called the researchers or the IRA to express feelings of cooperation. i? -9- �D. CLASSIFICATION OF SOCIAL SERVICE AGENCIES A classification of social service organizations based on a single dimension is not only futile but risky. Certainly to classify on a single basis has the advantage Of Simplicity; yet, this advantage is also its weakness since every social service organization is multifunctional even though a single activity may dominate. Unless it can be shown that the selected service activity accounts for a substantial portion of the funds, clients, and energies of a social service organization, the utility of r unidimensional classification is severely limited. single dimension typologies have led to on more than one variable. profiles or patterns. The recognized drawbacks of efforts to construct classifications based An approach in this direction has been to develop Profiles are valuable since they provide a graphic method of locating salient attributes of various social service organizations vis-a-vis Q 0 '('I each other. Of course, there are many ways of classifying social service organizations. But classification, despite the way it is sometimes treated, is not an end in itself; it is a means of enlarging our understanding about the complex subject of social ■ service agencies. Little is gained; for example, by categorizing them by budgets unless this information enables us to predict performance. fl It may be interesting to know how many organizations provide supportive income maintenance, but this kind of knowledge without further application has little relevancy to effectiveness or adequacy of service. One way of classifying social service organizations is to treat them :as * -10- �R J I i 8 governmental and non-governmental. This has a special relevancy as between public and voluntary agencies, especially as concerned with the source of funding. Mutual aid, the church, organized private benevolence, and the state have been t I 0. I and still are the fundamental resources for the care of the poor. order of importance is in reverse. Today, the Moreover, in this current era, the distinctions 'bfetween governmental and non-governmental have become increasingly obscure L P especially with the development of the private, non-profit-making corporation IL as the instrument of social change and with the major funding source actually being the federal government. - . Resultantly, the term of quasiLpublic organization has come into vogue. Using another base for differentiation, organizations that provide social s 0 ■ services may be classified into four main groups: (1) agencies designed primarily d': to give social service to clients, either as individuals or in groups (i. e. , social i (2) organizations which offer social services as well as other services (i. e. I ■! welfare departments, family and children's societies, YWCA, Boy Scouts); American Red Cross, Salvation Army); (3) organizations which are basically designed to offer other services, but which maintain an auxiliary department of social work (i. e. hospitals, clinics, juvenile courts, vocational rehabilitation services); and (4) organizations that are not rendering direct services to individuals or groups but are set up to assist other social agencies (i. e. Welfare 1 Planning Councils). n -u- �r, n ■■ W D - 'J n In modern society, whenever the breadwinner is unable to work, cannot obtain work, or is taken by death, outside help is necessary to provide that economic security. The basic idea is to provide money where there is none or when the individual and/or his family become dependent. Direct income main- tenance can be provided by one of three approaches—public assistance, social I insurance, or a pension system. n then activities that lead in this direction should be emphasized- restoring his •J If the individual can produce his own income, health, improving his state of mind, providing him with skills, etc. These are poverty related activities in that it is difficult to break the poverty cycle. I The problem is an entirely different one if the individual is not rehabitable n and a likely candidate for self support. In that case, the objective is to secure for each human being, rehabitable or not, a decent standard of health, proper living conditions, and the highest degree of self respect. Social Service organizations developed out of the felt needs of a I “ 1 I HI community. These organizations are the expression of felt needs by particular communities of interest. [J Consequently, there are in every city a considerable number of organizations dedicating their efforts in a general or specific health and welfare area and focusing their available resources on that particular interest. In some instances, the functions and operations of these agencies are I clearly defined, while in others the scope of their operations is so broad that it is not always possible to identify what specific services are provided. How- ever, the values which underlie these agencies are quite clear--health of the -12- �r r D u C state of well-being and the value work ethic or income . Since the Institute of Regional Affairs analysis indicated that virtually all needs of the residents of the MNA involve some type of health factors or economic considerations, the broadest classification of service organizations r H fl has been made into health services and welfare services. The former is concerned primarily with matters relating to the physical, mental, and emotional health of the individual and families, while the latter includes those organizations dedicated to assuring emotional well-being and to assisting in restoring or providing income to persons in need, or to assisting them in finding the means to attain a level of income necessary for their general health and well-being. The basic interdependency of these two types of services must, of course, be recognized, since the problem of an individual or family may be essentially one of health, but insufficiency of income may be the cause or contributory of the health problem and vice versa. In each of the foregoing broad categories, the specific agencies differ considerably in the nature of services rendered. Consequently, a further sub-classification is required to facilitate identification of the agency most appropriate to the problem on hand. Health and welfare services are direct or indirect, depending on the client relationship. these fields are of the special interest type. Some agencies in both of Additionally, because of the special nature and magnitude of their functions, certain services should be classified as institutional, to distinguish them from those which are provided on an at-home basis. -13- ���WELFARE SERVICES ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. Veterans' Administration 3. Luzerne County Board of Assistance Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program , FAMILY, CHILDRENS', AND CUSTODIAL CARE SERVICES Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches -- Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7. Adult Welfare Services and Project Reach Out for Life (Luzerne County) 8. Visiting Nurses Association of Wyoming Valley Homemakers Service of Luzerne County 9. 10. Commission on Economic Opportunity Children's Welfare and Educational Services 1. Luzerne County Child Welfare Services 2. St. Michaels Home for Boys 3. St. Stanislaus 4. Headstart Institutions 1. Home for Homeless Women 2. Sutton Home DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army 4. Bureau of Vocational Rehabilitation �WELFARE SERVICES, CONTINUED Special Group Crippled Children's Association 1. Bureau of Visually and Physically Handicapped 2. United Cerebral Palsy 3. Alcoholics Anonymous 4. Pennsylvania Association for the Blind 5. DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental Adult Probation, Luzerne County 1. Juvenile Court, Luzerne County 2. Domestic Relations Court, Luzerne County 3. Consumer 1. Legal Services Association 2. Legal Aid Society COMMUNITY CHARACTER BUILDING GROUP SERVICES A. National Affiliation Boy Scouts of America 1. Girl Scouts of America 2. 3. YMCA 4. YWCA Local Affiliation 1. Catholic Youth Center 2. Georgetown Settlement 3. Jewish Community Center SPECIAL INTEREST SERVICES A. Pennsylvania Veterans Commission B. F’ F] VII. Federation for the Blind INDIRECT WELFARE SERVICES A. Pennsylvania Department of Public Welfare, Region II, Scranton B. Commission on Economic Opportunity �OEO CAP Agency- Creation of variety of poverty programs for the sake of activity Title N-A- Day care- Creation of large variety of day care programs Hospitals Blue Cross payment-----for hospitalized patients In-patient care It is obvious from Table 1 that mor er.agencies and institutions are engaged in welfare services than in health services. y 1 It should also be noted that many agencies and institutions have more than one source of income - sometimes all governmental, sometimes all voluntary, and more times than not a combination of both. For instance, hospitals have a variety of sources including Federa^(Medicare), state (Medicaid), Blue Cross payments, payments by patients, and private insurance. TABLE 1 AGENCIES BY SOURCE OF FUNDING Source of Funding Federal State-Federal County-State-Federal County-Federal County- State County City Voluntary Voluntary-Federal-State Voluntary-Federal-StateGounty Voluntary-State Voluntary-City TOTAL No. of Agencies 3 6 11 2 1 2 1 37 Health Welfare 1 2 3 3 0 0 0 3 3 3 2 2 8 1 1 2 0 25 2 0 2 1 72 1 0 26 1 0 46 1 12 -15- �One is immediately struck by the high number of social service organizations that receive funds from some level of government, reiterating the earlier statement that a change from voluntary to governmental funding of social service is going on. A significant phenomena is the development of new agencies that use governmental funding: the quasi-public organization. One should also mote the high number of social service agencies;,- especially in welfare, that continue to rely on voluntary sources of funding. The "voir. . '. untary" source of funds needs some clarification, for it is quite varied even though the predominant source is the United Fund’ from which 27 health and welfare agencies receive money. monies only. No agency receives United Fund For instance, Homemakers Service receives United Fund monies combined with county funds and client fees. The "voluntary" sources are drives, dues, endowments, special events, voluntary contributions, fees, investments, church collections, and private insurance payments. One can only speculate on the effect funding availability has on current or proposed programs, and how, in many instances, planning is designed to use that funding availability. ’ F. THE FINDINGS--SOCIAL AGENCIES 1. Introduction Presentation and analysis of the data provided by the health and welfare agencies serving the Model Neighborhood Area reveals several partially valid, though nonetheless useful,, evaluative criteria. -16- Among these are the �£ cost per client, the number of clients per employee, the nature of the core and peripheral services, and the eligibility requirements of each agency. 1 Admittedly, comparison of agencies on these bases has vital drawbacks. Perhaps the most obvious is the lack of uniformity in the method of reporting expenditures and services rendered by health and welfare organizations. For instance, one agency may':treat an individual client as a service unit, while 3 3 0 I I I 1 I another agency may treat a family.compfisirig several individuals, all of whom receive service, as a service unit. Moreover, there are some agencies who treat an individual coming to them for service as individual units-of service each time that individual appears and utilizes the service. Comparison of agencies on the basis of expenditures per service unit, regardless of the definition of the term, is equally useful, but also limited. This basis certainly opens up vast areas and questions for the community and the professionals in the field to do more research. Returning to the point, assuming that two or more agencies provide exactly the same quality of service, comparison of the expenditures per service unit would have considerable validity. However, since the quality of services of all the agencies has not been, and cannot currently be, g determined and compared, such comparison is little more than spec- ulation. The greatest dollar expenditures per client or family do not necessarily mean either the best or the worst quality of service. Lowest cost per client does not indicate poor service, although there may be a Pi ;.i7- �I directi correlation between low cost and low quality of service. Low cost per service unit may indicate that the organization is attempting to do too much in too many different directions, or it may indicate that the organization relies heavily on volunteers to operate. Case-load per employee is another criteria which should be applied with similar caution. It is reasonable to conclude that the number of clients which a given employee can service well depends upon a number of factors, including the number and variety of services which the employee is expected to render, the work time required by the nature of the service, the ability and dedication of the employee, or the characteristics of the individual or family involved. Consideration of the core and peripheral services of an agency likewise supplies a useful criteria for comparison, provided experience is used to buttress the formal statements of services reported by the agencies. It appears perfectly valid to expect that a given agency may rate high in the quality, or services may be "extra-curricular" offshoots of the core onqs,: and therefore, performed perfunctorily and low in quality. g: Again, one agency which treats a given service as a peripheral service may provide a higher quality than one which treats.it as'its principal function. All agencies have eligibility requirements which determine whether not an individual or family should receive assistance. It is sometimes assumed, and often erroneously, that the agency providing the easiest -18- �5K . requirements will be the most readily available and of most effective service to the client. This may or may not be true, but only experience will provide the answer in any given instance. I 5 3 I a s 9 1 other measures are sometimes employed. However, because of the nature of personal and family problems, and the characteristics of many Model Neighborhood Area residents, a knowledge and comparison of the eligibility requirements of similar agencies does provide another useful criteria for selecting the appropriate agency by a. particular client. The tables which follow summarize the data assembled in the many varying forms by the health and welfare agencies in this community. on a study of the community. The application of a more thorough and analytic process to this body of data could very well question and perhaps dispel some of the myths that have been accepted for years. IB 2. Cost per Client a. Health Services Available data, summarized in Table 2, indicate a wide variation in the cost per client for health services by agencies serving the City. 'N 3 Dividing the agency's current operating budget by the number of clients served during the past year shows a spread ranging from a low of $5. 39 to a high of $7928.58 per client. I I A comprehensive view of the whole body of data does show a great impact i 8 To prevent intake flooding, This variation may be misleading because the cost per client obviously depends upon many factors, including the nature and quality of the -19- �fi service performed. 3 Retreat State Hospital has the highest cost per client and the Tuberculosis Society the lowest, but the wide spread is due to the fact that the Hospital provides complete custodial care for s li ; a 3 a some 700 patients while the TB Society's costs involve expenditures for 6,488 chest x rays only. Costs per client are also influenced by whether the services are direct, indirect, or special interest. Hospitals and clinics perform direct services, and the table shows that the Kirby Health Center with an annual budget of $129, 000 provides direct clinical service at a per client cost of $6. 79. The hospitals also provide direct services for which per client costs range from a low of $107. 14 at the Wilkes Barre General Hospital to a high of $351. 76 at Luzerne County's Valley Crest. This-wide difference is undoubtedly due primarily to the difference in institutional functions, the former dealing with customary hospital functions while the latter is mainly custodial, and only partially medical in nature. The special interest services also vary considerably in per client I costs, ranging from $5. 39 for x-rays by the Tuberculosis Society to $600. 00 per client served by the Multiple Sclerosis Foundation whose services to each client are much more comprehensive and extensive. .J Direct services by hospitals providing only medical treatment also vary considerably in per client costs. Mercy Hospital, operating under an annual budget of $6, 000, 000. 00, and serving about 8, 524 n -20- �3 patients, has a per client cost of $703. 89, while the larger Wilkes Barre General Hospital, also operating under a $6,000,000.00 s annual budget, serviced 11, 000 in-patients and 45, 000 out-patients as a per client cost of $107. 14. In this case, the data do not indicate whether the difference in cost is because Mercy may not have included out-patient costs, or for other reasons. The above data, although it presents a general picture of cost per 3 1 y 2 has been created to identify and assist in meeting regional and local TO health needs. £ client illustrates the point that more analytical study is required to deter­ mine what is included in the cost of a case - medication, nursing care, administration, food, maintenance, etc. Nor does the data reveal how much utilization each institution makes of expensive equipment. The Office of Comprehensive Health Planning of Northeastern Pennsylvania The Office has encouraged and promoted the establishment of a Wyoming Valley Hospital Council to consider approaches to group » purchasing hopefully resulting in considerable savings to the area hospi­ tals and therefore to the MNA residents. Perhaps the Council will be the mechanism for assessing the health services expenditures and other fac- u 1 tors, such as equipment, etc. , and analyzing where monies could be better spent. One additional comment needs to be made on the foregoing fund 1 data. There are many agencies - governmental and voluntary and both health and welfare - which engage in some aspect of prevention; and yet n I? -21- �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending in Luzerne County, Wyoming Valley, Wilkes-Barre, or the Model Cities Neighborhood. ] 1 3 Bi 1 5 O I j ! ■s G, C ('• p t* r �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending TABLE 2 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT HEALTH SERVICES BUDGET I. NO. OF CLIENTS COST PER CLIENT DIRECT MEDICAL SERVICES A. Hospitals 1. Wilkes-Barre General Hospital 2. 3. 4. 5. Mercy Hospital Nesbitt Memorial Hospital Wyoming Valley Hospital Veterans' Administration Hospital Valley Crest 6. B. II. SOURCE OF FUNDING * Clinic Services 1. Kirby Health Center 2. Public Health Center DIRECT MENTAL HEALTH AND/OR RETARDATION SERVICES A. Hospitals 1. Retreat State Hospital 2. B. C. Clinics 1. Luzerne/Wyoming Counties' Mental Health Center 2. Children's Service Center of Wyoming Valley Information and Referral 1. Luzerne/Wyoming Counties' Mental Health/ INDIRECT HEALTH SERVICES Pennsylvania Dept, of Health Regional Office, Regi°K II ] A. B. V. F. S. 6,000,000.00 3,700,000.00 1,612,296.00 9,700,000.00 1„ 525, 881.00 V.F.S. S. F. V. F. S. F. Co. S. F. ,129, 000. 00 V. S. F. 3,700,000.00 ( 8-month ) S. F. 11,00 in patients $ 107.14 45, 000 out-patients 8, 524 703.89 7, 000 528.57 3, 745 430.52 4, 370 2,219.68 500 3, 051.76 19,000 approx. 700 6.79 7, 928.58 White Haven Hospital * * Mental Retardation Program III. $ 6,000,000.00 Wilkes-Barre Department of Health 1,200, 000.00 340,000.00 Co. S. F. V.F.S. Co. 1, 600 700 families 1,500,000.00 Co. S. F. 2, 246 1, 514, 885.00 75, 000. 00 S. F. N/A V. 7, 560 750.00 485.. 71 9.92 �there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending iirilVo c rr e. or the Model TABLE 2 CONTINUED HEALTH SERVICES ______ SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT HEALTH SERVICES IV. Luzerne County Association for Retarded Children American Red Cross * KEY-- C Co. F. S V * * Questionnaire ife- SOURCE OF FUNDING * NO. OF CLIENTS COST PER CLIENT ADVOCACY SPECIAL INTEREST SERVICES A American Cancer Society B. Arthritis Foundation C. Cystic Fibrosis Foundation D. Luzerne County Mental Health Association E. Multiple Sclerosis Foundation F. Muscular Dystrophy Association G. National Foundation -- March of Dimes H. Tuberculosis Society I. Northeastern Pennsylvania Heart Association J. K. BUDGET City County Federal State Voluntary not returned at time of publication. i n $ 29,010.00 1,450.00 19, 000.00 12, 000.00 10, 000.00 10, 000.00 35, 000. 00 48, 000. 00 23, 700. 00 190,000.00 . , V. . V. S. F. V. V. V. V. V. V. V. V. 153 248 65 N/A 20 300 43 6, 488 x-rays 300 none directly 1, 544 veterans servicemen and their families. 189.60 22. 31 600.00 33. 33 232.56 5. 39 160.00 123.06 �II there is no way to know for certain how much - great or little - is actually spent for prevention and what agencies do the spending in Luzerne County, Wyoming Valley, Wilkes-Barre, or the Model Cities Neighborhood. These questions are raised because the data are not in themselves conclusive but do suggest other questions for study. As the data now stand, the MNA residents can only view, with some justification, the great disparity in costs per client as beyond their reach. b. Welfare Services Having advised extreme caution in evaluating health service agen­ cies on the basis of their cost per client ratio because of the great variations in the nature and extent of their services, an even stronger word 1 of caution is necessary in the evaluation of welfare services on that basis. Even a cursory examination of Table 3 on welfare services shows such a range of variables among welfare services, that to compare on 1 the basis of cost per client would be like comparing completely unrelated items. The only justifiable conclusion warranted by the data is that Welfare service costs per client range from a low of $. 63 for char- $ acter building activities at the Georgetown Settlement to more than $1,500. 00 per client for direct rehabilitation services at the Bureau of Vocational Rehabilitation. Obviously, there is no basis for comparison but this wide range certainly does make a good argument for preventive activities. The Commission on Economic Opportunity expended $583. 33 to -22- u �provide each of 1,200 clients one of an undesignated number of family social services. In the same fiscal period, the Planned Parenthood Association ex­ pended $33. 86 for each client. It is not valid to compare the former which performs a large variety of services with the latter whose functions are restricted to a single purpose. Even though their services may be quite similar in character, it would be invalid to compare the $30. 34 per client expended by the Legal Aid Society with the $108. 33 spent for each client by the Legal Services Associ­ ation, simply because their approach, clientele, and method of operation differ in so many respects. It would be more valid to make a comparison when each reaches the same target population. But this will not be possible because the Legal Aid Society may be "phased out" because of lack of United Fund support. In spite of the reservations above, certain observations are clearly obvious. Exclusive of the CEO, there is at least $709, 070 expended in the community for family type social services, ranging all the way from $13.33 per client to $318. 58 per client (exclusive of Council of Churches). If only Family Service, Catholic Social Services, Jewish Welfare Agency, Homemaker Service, and Visiting Nurse Association are considered (all of which are United Fund Agencies), the per client cost goes from $33. 86 to $318. 58. <7 All of these agencies are predominately involved in removing family tensions due to lack of finances, poor health, personal disagreements, loss of income, etc. A -23- I �B .. □ rp nnsidered. the cost oer client TABLE 3 WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT welfare services budget L ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. veterans1. Administration 3. Luzerne County Board of Assistance $ 18, 000, 000.00 B. Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program 1,200, 000.00 II. FAMILY,CHILDREN'S,AND SUPPORTIVE CARE SERVICES A. Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches--Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7 . Adult Welfare Services and Project Reach Out for Life (Luzerne County) g _ Visiting Nurses Association of Wyoming Valley 9. Homemakers Service of Luzerne County 10. Commission ---------- 1 on Economic Opportunity B. Children s Welfare and Educational Services . Luzerne County Child Welfare Services Michaels Home for Boys * * 3. St. Stanislaus Institute 4. Project Headstart * * ST J3 WUI SOURCE OF FUNDING * E. F. F. S. C F. S. F. S. C. NO. OF CLIENTS COST PER CLIENT 77,000 $ - - 16, 328 $ 1,102.40 15,000 1, 200 1, 000.00 95,018. 00 34,000.00 102,056.00 8, 000.00 21,181.00 100,000.00 97, 044.00 V. V. V. V. V. F. S. C. F. S. C. 880 families 100 churches 3, 014 600 160 1,600 1, 500 107.98 340.00 33. 86 13..33 132..38 62.50 64.70 179,771.00 72,000.00 700,000. 00 V. V. F. S. C. 1, 311 226 families 1,200 137.13 318.58 583.33 1, 049,992.00 F. S. C. V. V. F. 1, 500 95 64.70 •d �L k' If direct rehabilitation services are considered, the cost per client ranges from $8. 33 to $2, 000. Of course, again the rehabilitation service of TABLE 3 CONTINUED P? WELFARE SERVICES SERVING MODEL NHGHBORROOD AREA BUDGET, SOURCE OF FUNDING, NUMBER OF CLIENTS, COST PER CLIENT WELFARE SERVICES C. Institutions 1. Home for Homeless Women 2. Sutton Home IH. DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army 4. Bureau of Vocational Rehabilitation B. Special Group ■ 1. Crippled Children's Association 2. Bureau of Visually and Physically Handicapped 3. United Cerebral Palsy 4. Alcoholics Anonymous 5. Pennsylvania Association for the Blind IV. DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental •. 1. Adult Probation, Luzerne County 2. Juvenile Court, Luzerne County 3. Dojnestic Relations Court, Luzerne County B. Consumer 1. Legal Services Association 2. Legal Aid Society BUDGET $ approx^ $* 1, 000, 000, 00 100,000.00 3,500,000.00 113, 000.00 .900, 000. 00 41,000. 00 27,000.00 350,000.00 - 400.p00.00 86,590. 00 65, 000.00 23,000.00 SOURCE OF FUNDING* Nd OF CLIENTS V. V. 40 21 F.S. C.V. V. AL F.S. : COST PER CLIENT $ 500 1,000 12,000 2,300 2,000.00 S.V. F.S. S. V. V. V. 781 8, 000 150 144.69 112.50 273.33 362 74.59 s.c. F.S.C. C. 500-600 600 10,000 625.00 11.55 F.S.C. V. 600 768 108.33 30.34 8.33 1,521.74 ��L If direct rehabilitation services are considered, the cost per client & ranges from $8. 33 to $2, 000. £ u 1 I § i Of course, again the rehabilitation service of the Wayside Mission is far different than that of the United Rehabilitation Service. Initial costs may show larger expenditures in certain programs than in others because certain ones are. deliberately initiated on low cost projections (mostly using volunteers) to demonstrate viability before the larger community decides to take on a greater responsibility for the support. 3. Case Load A word of caution must be given to the reader so that he can judiciously COM i. N; 1. 2. 3. use the data that follows. 3 4. L< 1. 2. 3. i INI A. B. each employee in a health service agency is frequently used to determine efficiency and quality of such service. However, it is erroneous to assume that the smaller the ca.se load of an employee the higher the quality of service, or, conversely, the larger the case load the lower the quality. The wide range of case loads per employee in the health service agencies in the City SPE A. B. 3 1 The case load, or the number of clients served by 2 I should be evaluated in relation to many factors, including the nature of the ■I service rendered as well as the professional or voluntary status of the em- s ployee. >4 . a. Health Services The 9 employees of the Kirby Health Center, which operate as a KE' clinical staff, served 19, 000 clients or 2, 111. 1 clients per employee. GSo. F. S. V. Qu i This is doubtless due to the fact that less time is required for each client by the -24- �I nature of the service rendered. In the same sense, the 2 employees of the Luzerne/Wyoming Counties Mental Health/Mental Retardation Program u p served 2,246 clients, or, 1, 123. 0 per employee, primarily because this service is informational and referral in nature. Valley Crest, administered by the County, has the lowest client-employee ! ratio of 2. 5 among the direct service by hospitals. This ratio should not be compared with the other hospitals because the nature of their services differs completely. On the surface, the direct medical service case load of employees at the Wilkes-Barre General Hospital (108. 5) appears to be out of line with the other hospitals cited in the table. However, in addition to caring for 11,000 in-patients with varying periods of stay, the General Hospital ser­ 1 vices 45,000 out-patients requiring short visits. The other hospitals listed do not indicate the number of out-patients, and it may therefore be the reason 1 ■J why the case load per employee for long-stay in-patients is considerably lower than shown. Data were not sought, nor were they offered, as to which activities were handled on an out-patient and in-patient basis. 1 Excluding the Wilkes-Barre General Hospital, the Mercy Hospital has the highest case load per employee with 292 employees handling 8, 524 patients, or 29.2 per employee. At Nesbitt Memorial, 413 employees care for 7, 000 patients, resulting in a case load of 17. 0 per employee. e Wyoming Valley Hospital with approximately one-half the number of employees and patients as Nesbitt, has a case load of 19.7 patients per employee. - 25 - �To return to a point made in a previous section,there is no clear definition °f a case or service with either medical or mental health service. Nor can TABLE 4 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS^, AND CASE LOAD health services I. DIRECT medical SERVICES A. Hospitals 1. Wilkes-Barre General Hospital 2. Mercy Hospital 3. Nesbitt Memorial Hospital 4. Wyoming Valley Hospital 5. Veterans' Administration Hospital 6. Valley Crest i i I II. f u 292 413 190 340 200 108. 5 29. 2 17.. 0 19.7 12.. 9 2. 5 19,ooo 2,111. 1 DIRECT MENTAL HEALTH AND/OR RETARDATION SERVICES A. Hospitals 1. Retreat State Hospital 2. White Haven State School Hospital* 207 . 700 3.4 Clinics 1. Luzerne/Wyoming Counties' Mental Health Center 2. Children's Service Center of Wyoming Valley Information and Referral 1. Luzerne/Wyoming Counties'1 Mental Health/Mental Retardation Program INDIRECT HEALTH SERVICES A. Pennsylvania Department of Health Regional Office, Region H B. f ' 11, 000 in patients 45, 000 out patients 8, 524 7, 000 3, 745 4, 370 500 516 CLIENTS PER EMPLOYEE 9 22 C. III. NO. OF CLIENTS B. Clinic Services 1. Kirby Health Center 2. Public Health Center B. / NO. OF EMPLOYEES Wilkes-Barre City Department of Weal th 40 28 2 122 8 1, 600 700 families 2, 246 40. 0 25. 0 1,123,'0 not applicable 7, 560 945.0 �u 11 'Ji section, there is no clear definition To return to a point made in a previous Nor can or mental health service. of a case or service with either medical J -clearly spell out what U «•- c .. n w TABLE 4 HEALTH SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD n 1/ D HEALTH SER.VICES ADVOCACY SPECIAL INTEREST SERVICES A. American Cancer Society B. Arthritis Foundation C. Cystic Fibrosis Foundation D. Luzerne County Mental Health Association E. Multiple Sclerosis Foundation F. Muscular Dystrophy Association G. National Foundation -- March of Dimes H. Tuberculosis Society Northeastern Pennsylvania Heart Association I. Luzerne County Association for Retarded Children J. K. American Red Cross RE E 1. D I u < 'I U n c r fR U f1 u I ♦ U NO. OF CLIENTS CLIENTS PER EMPLOYEE IV. r\ 1 NO. OF EMPLOYEES CONTINUED •X. Questionnaire not returned at time of publication. 2 1 not applicable 2 1 1 1 1 3 1 30 153 248 76.5 248. 0 65 not applicable 20. 0 20 300 300. 0 43. 0 43 6488 x-rays 6,488. 0 300 100..0 none directly 1,544 servicemen, 51.5 veterans and their families �To return to a point made in a previous section,there is no clear definition of a case or service with either medical or mental health service. Nor can any person or group--professional or otherwise--clearly spell out what activities belong to a "provision of a service?; There is no specificity as to what must occur before a case is closed. Length of time could be a part of the definition, and yet no professional would agree to the use of this 3 single criterion. If the above is so true of "normal” service, an "emergency” hospital service is just as vague and indeterminate if not more so. To illustrate, a patient may need a family doctor to certify admission. If no family doctor can be procured, admission is rejected, as so often happens to the MNA <1 r N L A 3 1 i residents. What then? Is this (no family physician certification) an emer- gency? The comments made in the foregoing are as applicable to mental health organizations as to hospitals. Among the special interest health services, most have indicated only one employee, indicating that much of the work is done by non-listed voluntary personnel. The American Red Cross shows 30 employees hand­ ling the needs of 1,544 servicemen, veterans, and their families, with each st employee serving 51.5 clients. The si.ngle employee of the Muscular Dystrophy Association, serving 300 clients, has a case load of 300 per employee. From the Table 4 it appears that the case load handled by the single -26- �jj employee of the Tuberculosis Society is 6,488, which is the highest case load, shown. This figure represents only the x-ray service which is performed by special personnel, while the one regular Society employee provides an 1 ■ unspecified number of other services for clients. If certain clinics are in the process of phasing out, one could assume that the problems previously handled by them no longer exist. V 3 However, if the problems still plague the community, especially the poor and/or welfare client, there is no way of knowing what agency or agencies now service those clients. lb The data present the number of clients served and not the refusals or rejections. Subsequent data in Part II of this study would indicate that the ,tt rejections are in sufficient numbers to warrant the feeling among the MNA resident that the health problem is "worsening. " The reasons for these could be due to a number of reasons that require a further.in-depth study. b. Welfare Services Evaluation of welfare agencies is not justified on the basis of the number <T> of clients served by each employee but on the nature of the service rather s than on the attributes of the client. Although some of the agencies listed in the following table perform some functions which are somewhat similar, each has its own distinctive type of client, kind of service activity, and 1 I u> lr i’ each differs in the amount of time required by the nature of the service for each client. The case load for family social services ranges from 7. 8 for Homemakers -27- �Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the 11 Wj TABLE 5 1 ti WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD n L.< n ♦. WELFARE SERVICES I. r\ ECONOMIC SECURITY SERVICES A. Income Maintenance 1. Social Security Administration 2. Veterans' Administration 3. Luzerne County Board of Assistance B. r u r: 1 n c 4 P U II. NO. OF EMPLOYEES Jobs and Training 1. Bureau of Employment Security 2. Concentrated Employment Program FAMILY, CHILDREN'S, AND SUPPORTIVE CARE SERVICES A. Family Social Services 1. Family Service Association of Wyoming Valley 2. Wyoming Valley Council of Churches -- Meals on Wheels 3. Catholic Social Services 4. Planned Parenthood Association 5. Jewish Welfare Agency 6. Luzerne County Bureau for the Aging 7. Adult Welfare Services and Project Reach Out for Life (Luzerne Co. ) 8. Visiting Nurses Association of Wyoming Valley 9- Homemakers Service of Luzerne County 10. Commission on Economic Opportunity B. Children's Welfare and Educational Services 1. Luzerne County Child Welfare Services 2. St. Michaels Home for Boys * 3. St. Stanislaus Institute 4. Project Headstart * NO. OF CLIENTS CLIENTS PER EMPLOYEE 340 104 77,000 4, 370 16,328 2, 0R1. 1 12. 9 157. 0 50 25 15,000 1, 200 300. 0 37 48. 0 110. 0 12. 5 8 8 9 2 2 10 7 15 29 23 880 families 100 churches 3, 014 600 160 1, 600 1, 500 1, 311 226 families 1, 200 300. 0 80. 0 160. 0 214. 3 87.4 7. 8 52.. 2 22 12,000 545. 5 24 95 4. 0 33. 5 �Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the Doubtless, this is a wide spread in work U n TABLE 5 WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA *’ NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD Fi u n c n n WELFARE SERVICES C. III. * 1 ■ - B. u ! o LJ < IV. L_J < Special Group 1. Crippled Children's Association 2. Bureau of Visually and Physically Handicapped 3. United Cerebral Palsy 4. Alcoholics Anonymous 5. Pennsylvania Association for the Blind DIRECT LEGAL AND CORRECTIVE SERVICES A. Governmental 1. Adult Probation, Luzerne County 2. Juvenile Court, Luzerne County 3. Domestic Relations Court, Luzerne County B. n Institutions 1. Home for Homeless Women 2. Sutton Home DIRECT REHABILITATION SERVICES A. General 1. United Rehabilitation Service 2. Wayside Mission 3. Salvation Army4. Bur eau of Vocational Rehabilitation o r CONTINUED (2) Consumer 1. Legal Services Association 2. Legal Aid Society NO. OF EMPLOYEES NO. OF CLIENTS CLIENTS PER EMPLOYEE 6 40 21 6. 7 30 5 500 1, 000 12,000 2, 300 16. 7 200. 0 3,000.0 41. 8 7 7 10 N/A 2 781 8, 000 150 111.6 470. 6 15. 0 362 181.0 4 18 500-600 600 6 10,000 137. 5 33. 3 1,250. 0 3 600 1 768 4 55 200. 0 768. 0 �c § 8 Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the _ i. u ow TABLE 5 CONTINUED (3) WELFARE SERVICES SERVING MODEL NEIGHBORHOOD AREA NUMBER OF EMPLOYEES, CLIENTS, AND CASE LOAD WELFARE SERVICES n u n V / o kJ [n; V. COMMUNITY CHARACTER BUILDING GROUP SERVICES A. National Affiliation 1. Boy Scouts of America 2. Girl Scouts of America 3. YMCA 4. o B. 'F 60 YWCA * CLIENTS PER EMPLOYEE 10,000 1,428.6 11,310 706. 9 2, 900 paying, 90, 000 non- 1,550. 0 paying 40 VI. SPECIAL INTEREST SERVICES A. Pennsylvania Veterans Commission 2 4, 500 2, 250. 0 1 1, 200 1, 200. 0 23 1,200 52. 2 U u r 7 NO. OF CLIENTS Local Affiliation 1. Catholic Youth Center 2. Georgetown Settlement 3. Jewish Community Center i' ' 3c NO. OF EMPLOYEES B. Federation for the Blind 6 5 6, 209 16,000 approx.l, 600 families 1,034.8 3, 200. 0 40. 0 VII. INDIRECT WELFARE SERVICES A. Pennsylvania Department of Public Welfare, Region II, Scranton* u B. Commission on Economic Opportunity r< * Questionnaire not returned at time of publication. U n �r, Service of Luzerne County which has 29 employees serving 226 families to 300. 0 clients for each of the two employees servicing 600 families for the Planned Parenthood Association. i i 1 Doubtless, this is a wide spread in work load, but perfectly valid and understandable in view of the difference in the type of services rendered. If just the "family type" agencies are considered, the range begins at 33.5 for Catholic Social Services to 110 for the Family Service Association. The rehabilitation work of the United Cerebral Palsy (15. 0 clients per 3 employee) is far different than that of the Salvation Army (3, 000 clients per employee). hx In spite of the fact that the case load per employee in itself is no 3 1 B I 9 indication of the relative efficiency of effectiveness of even the most similar agencies, the data does offer a point from which the ordinary MNA resident makes comparisons and arrives at conclusions sometimes justifiable and sometimes not. 4. Core and Peripheral Services a. Health Services As indicated in the following summary table, 25 surveyed agencies provide a wide range of health services within the City. In In most instances, the type of core services provided can be readily identified by the name of the agency. 1 Peripheral services are usually directly related to or flow from the core services, and, in fact, may justifiably be included as core in some instances. I lb ! -28- �■i 3 The major services currently provided include comprehensive acute rnedical and surgical care for in-patients and out-patients, diagnostic and ■3 nursing service for communicable and chronic diseases, and maternal and child health, immunization, mental health, and varying kinds of assistance in a u □ specialized diseases. Except for the hospitals, a significant number of health agencies devote considerable effort to professional and public education in their respective fields, although it is difficult to tell for whom it is intended. Nearly all of the core services identified by this study relate to those CT ft for acute illness or handicap. a a ■'H Therefore the foci of health services systems are the negative of health. Six agencies provide general acute medical and surgical service, while Valley Crest provides medical, but not surgical service. Only the Public Health Center of Luzerne County provides diagnostic and nursing service for communicable and chronic diseases and maternal and child health. [I Two hospitals, Wilkes-Barre General and Retreat provide psychiatric care. Three other agencies provide such treatment on an out-patient basis, either directly or by referral. There appears to be little or no overlapping of ■ services among the specialized health agencies. It is noteworthy that only ■ a '.U the Kirby Health Center provides a dental service for children. Fourteen of the 25 agencies included in the tabulation provide pro­ fessional and/or public education in their respective fields. ■ Surprisingly, the table indicates very little duplication of services, Q[ m J F- .1 ( . except, °f course in the case of hospitals and agencies dealing in mental health -29- �Problems. But this can be expected since health service is an admitted mis­ nomer , though it makes for a clean administrative definition. Clients (or Patients) are readily lost in this kind of vertical arrangement. Note should be made that fund raising, an integral part of administrative a operation of any organization, is included as a service. if such an activity can be labelled a health service. It is highly doubtful To compound the difficulty in interpreting the data, some agencies placed fund raising as core and others 3 as peripheral. Certainly where funds are expended is a much more significant yardstick of commitment to a health service. It would appear that many agency respondents had difficulty in distinguishing between core and peripheral service. Several other points can be deduced from the data that may help to clarify the data submitted. Emergency care, as listed by several institution?,, could mean only for those who have a family doctor admit them. It could also conceivably mean first aid treatment to a street or home accident. The peripheral services provided by an institution such as Retreat State Hospital are for patients a only, and therefore very limited. A service like cardiology is ordinarily util­ ized only to ascertain the ability of a patient to withstand shock treatment. Finally, it should be stated that it was not the province of the interviewer to question data submitted, although in the analysis and evaluation of data many questions concerning the accuracy and pertinence of data arose. - 30 < I 1 �TABLE 6 CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES HOSPITALS id Wilkes-Barre General Hospital Comprehensive medical and diagnostic care for acute illness Emergency care Psychiatric care Mercy Hospital Comprehensive medical care for an acute illne s s Special services such as: inhalation therapy phy s ic al - the r apy cardiology Education for nurses Nesbitt Memorial Hospital Acute medical and surgical care Obstetrical care Emergency care Ancillary medical services Wyoming Valley Hospital Medical care for patients Surgical services Obstetrical and related services Emergency care Veterans 'Administration Hospital C ompr ehens ive physical and mental in-patient care Out-patient medical service Emergency service Social work service Valley Crest County Home Complete medical service except surgery Physical therapy Occupational therapy Diagnostic service Intensive care­ coronary disease �J a TABLE 6 CONTINUED (2) CORE AND PERIPHERAL SERVICES HEALTH SERVICES name of agency 3 CORE SERVICES HEALTH CLINICS Immunization against communicable diseases Controlling food and water quality Public Health Center of Luzerne County Diagnostic and nursing services in communicable diseases, chronic diseases, and in maternal and child health 3 3 3 3 3 3 1 MENTAL HOSPITALS Retreat State Hospital 0 Providing psychiatric services Providing general medical services for patients only Providing special service in surgery Providing special occular care Providing consultation­ in cardiology MENTAL CLINICS Luzerne/Wyoming Counties' Mental Health/Mental Retardation Program Diagnosis & treatment of mental disorders both in out-patient care and in short term in­ patient hospitalization Emergency care and after care Education and consultation Children's Service Center of Wyoming Valley Out-patient psychotherapy Partial hospitalization Diagnosis & treatment of psychological, some neurological and psychiatric malfunctions and dysfunctions Consultation to schools and juvenile court Training of psychiatric social workers and training of clinical psychologists and child psychiatrists 11 3 Dental clinic for children under 13 years of age Chest x-rays testing Kirby Health Center 3 3 PERIPHERAL SERVICES �TABLE 6 CONTINUED (3) CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES INFORMATION. AND REFERRAL Luzerne/Wyoming Mental Health and Retardation Program Planning and development of programs concerning mental health and retardation Referral services INDIRECT HEALTH SERVICES Pennsylvania Department of Health, Region II Preventive medical services Environmental control (sewage, etc. ) Enforcement of laws protecting the e nvir o nm e nt Individual r ehabilitation Education Wilkes-Barre City Department of Health Bacteriological and chemical analysis of food and water Checking sewage systems Immunization 3 ||| Li n I ADVOCACY SPECIAL INTEREST ORGANIZATIONS American Cancer Society Informational service concerning the danger of cancer Multiple services such as transportation, medication, dressings Reach to recovery program for mastectomy Arthritis FoundationEastern Pa. Chapter Raising funds for research Education Orthopedic help to patients Weekly clinics n 0 11 3 �TABLE 6 CONTINUED (4) CORE AND PERIPHERAL SERVICES HEALTH SERVICES n II 1 1JI . I 3 1 III il NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES Cystic Fibrosis Foundation Anthracite Branch Physical and medical assistance to those afflicted Financial support to parents Raising funds for research Education Luzerne County Mental Health Association Educational programs for specialized groups Organizing volunteer program at Retreat State Hospital Multiple Sclerosis Foundation Necessary equipment for afflicted persons Fund raising for research Hope Club for individuals afflicted by multiple sclerosis Muscular Dystrophy Association of N. E. Penna. Medical equipment for persons afflicted by muscular dystrophy Psychological and attitudinal support Raising funds for research National FoundationMarch of Dimes Wyoming Valley Chapter Fund raising campaign for research Medical services for those having birth defects Post-polio care Scholarships to graduate students Education Tuberculosis Society Wyoming Valley TB tests in schools Mobile x-ray units Research on respiratory ailments Christmas Seal Campaign Education �I § 8 TABLE 6 I ‘i CORE AND PERIPHERAL SERVICES HEALTH SERVICES NAME of agency CORE SERVICES PERIPHERAL SERVICES Northeastern Pennsylvania Heart Association Professional and public education concerning the disease of heart and circulatory system Special funds in emergencies to persons suffering from heart conditions Diagnosis of rheumatic fever Luzerne County Association for Retarded Children Education concerning the needs of retarded children Information bureau and referral Seminars on mental retardation Education American Red Cross Organizing blood drives and collecting and dispensing blood Help to armed forces' families Services during disasters Educational program in first aid and swimming Nursing program for nursing aides Program for Red Cross volunteers a a i ffl 1 (I s .1 !1 '8 CONTINUED (5) �NAME of agency CORE SERVICES PERIP HERALSER VICES INCOME MAINTENANCE Social Security Administration ’ Informing public about Processing claims and eligibility, benefits, etc. providing payments Unemployment, medical, and general assistance ' Help in emergencies Processing applications for Viet Nam bonus Securing educational benefits Veterans' Administration Information, screening and referral service for veterans and their survivor s Luzerne County Board of Assistance Counselling Financial assistance to eligible clients General assistance in meeting medical needs Administration of Federal Food Stamp program JOBS AND TRAINING 1 Bureau of Employment Security a Unemployment compen­ sation Placement for job ready applicants Counselling for those not job ready Work training and job placement Job orientation program Day care for children of working mothers Mutual referral with the Bureau of Vocational Rehab. FAMILY SOCIAL SERVICES 1 Family Service Assoc. of Wyoming Valley Family as a group and individual counselling Training of social workers Participating in community planning of the effective welfare delivery system �TABLE 7 CONTINUED (2) CORE AND PERIPHERAL SERVICES WELFARE SERVICES 5 8 NAME OF AGENCY CORE SERVICES PERIPHERAL SERVICES Wyoming Valley Council of Churches Providing chaplain services for hospitals and nursing homes Organizing7 and: executing.' meals oiiwheels Catholic Social Services of Wyoming Valley Family counselling or individual counselling Monitoring community problems and influencing legislation concerning social welfare Planned Parenthood Association Education regarding family planning and birth control Providing birth control devices and pills PAP smear test, pelvic and breast examination Referral Jewish Welfare Agency Consultation and help in various family and individual problems Luzerne County Bureau for the Aging Operating two Senior Citizen centers Counselling and referral Organizing foster care for elderly Organizing and coordinating programs for elderly Adult Welfare Services and Project Reach Out for Life (Luzerne County) Processing applica­ tions for admission to Valley Crest Placement of infirm in nursing homes Processing admissions of alcoholics to the alcoholic unit in Danville Supplying transportation and clothing to TB patients Paying burial services Visiting Nurses Assoc, of Wyoming Valley Professional nursing and related services to patients in homes Counselling and health education to families / 1 ! 1 �CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES Homemakers Service of Luzerne County Help to families in times of stress such as illness, convales­ cence, or other cases of emergency Commission on Economic Opportunity of Luzerne Reaching the poor Organizing the poor Tutoring, consumer education, manpower, housing, legal County PERIPHERAL SERVICES Information and education CHILDREN'S WELFARE AND EDUCATIONAL SERVICES Luzerne County Child Welfare Services Protective services to children neglected or abused Foster family care Institutional care Adoption services Service to unmarried parents Day care service St- Michael's Home for Boys Institutional care for dependent or neglected children Medical and dental service Social work service with children and their families St. Stanislaus Institute Institutional care for dependent or neglected children Remedial scholastic program for educationally deprived child Providing work-study experience Medical and dental service Social work services with children and their parents Project Headstart Part-day program for Medical and dental services pre-school age child!Social work services with ren who are economicallyr family and child deprived �0 CONTINUED (4) TABLE 7 3 CORE AND PERIPHERAL SERVICES WELFARE SERVICES NAME of AGENCY i 3 CORE SERVICES PERIPHERAL SERVICES INSTITUTIONS Home for Homeless Women Sutton Home for Aged and Infirm Men Residential care for women 70 years of age and over Residential care for the aged and infirm Infirmary for sick Work placement outside the agency Medical care Recreation GENERAL REHABILITATION 1 1 United Rehabilitation Service s Rehabilitation of handi­ capped Sheltered employment Day care Half-way house Wayside Mission Rehabilitation of ale oho lies Assistance to the people in need Rehabilitation through work Salvation Army of Wyoming Valley Recreation and activities not provided by the community Emergency relief Assistance in the form of food, clothing, toys Home for unwed mothers Bureau of Vocational Rehabilitation Medical and vocational Miscellaneous services to diagnosis handicapped persons Counselling and physical rehabilitation Training and job placement 11 1 1 II 1 3 SPECIAL GROUP-REHABILITATTON Crippled Children's Association Diagnosis and treatment Diagnosis and treatment of orthopedic conditions of speech disorders of crippled children Diagnosis and treatment Operation of kindergarten of cerebral palsy and nursery school �CONTINUED (5) TABLE 7 3 I s 2 I 1 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agenc y CORE SERVICES Bureau of Visually and Physically Handicapped Vocational rehabilitation Remedial eye care-eye pathology and job placement Services to blind persons Home teaching for adult blind persons United Cerebral Palsy Physical, emotional, and vocational support to persons afflicted by CP Alcoholics Anonymous Rehabilitation Group therapy on fellowship level Pennsylvania Assoc. for the Blind Glasses to those who are not covered by Bureau of Visually and Physically Handicapped 1 1 , JJ Operation of day care center for CP Vision screening and public education to prevent blindness CORRECTIVE GOVERNMENTAL J I PERIPHERAL SER VIC ES Adult Probation, Luzerne County Supervision of parole and probation Pre-sentence inves­ tigation Juvenile Court, Luzerne County Court hearings for children in trouble with the law and pre-sentence investigating Court-commitment of children to institutions Probation services for children Adjudication reissues about children: dependent, neglected or delinquent Work and training placement �6 0 9 i'i 1 0 1 1 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES PERIPHERAL SER VIC ES Domestic Relations Court, Luzerne County Entry and enforcement of financial support Hearings to reconcile married couples Enforcement of visitation of father Referrals of cases for counselling, psychiatric help, etc. LEGAL CONSUMER Legal Services Association Legal help to indigent clients in civil matters Legal Aid Society _Legal aid to clients involving mainly land­ lord-tenant relationships Boy Scouts of America Program for boys to Organization of comm­ unity's groups to sponsor insure physical fitness, character scouting units Training adults for assum­ Year round camping ing roles in the program program Girl Scouts of America Penn's Woods Council Organize Girl Scout troops Organize camping program Training adults and girls in leadership Community services by Girl Scouts Young Men's Christian Association Recreation and physical fitness building Helping in educational process Spiritual guidance 1 3 ■3 - a p General concern with injustice and inequity Information concerning legal matters of economically deprived CHARACTER BUILDING GROUPS S s CONTINUED (6) TABLE 7 Young Women's Christian Association* �u I D 3 CORE AND PERIPHERAL SERVICES WELFARE SERVICES name of agency CORE SERVICES Catholic Youth Center Recreation services mainly for group activity Georgetown Settlement Association Meeting place and recreation center for local organi­ zations Nursery school Jewish Community Center of Wyoming Valley Providing recre-x ational opportun­ ities General educational programs Organizing social events a S CONTINUED (7) TABLE 7 PERIPHERAL SERVICES SPECIAL INTEREST SERVICES Pennsylvania Veterans Commission Burial services Providing all veterans Assisting veterans in need with flags & grave markers Federation for the Blind Information and re­ ferral services for the blind Maintenance of advocacy interests for blind Socialization INDIRECT WELFARE SERVICES 0 a Penna. Dept, of Public Welfare, Region II, Scranton* Commission on Economic Opportunity 3 g'SS a * Questionnaire not returned at time of publication �r ! 3 b. Welfare Services Forty-three separate agencies provide a wide range of welfare services ! to residents of the city. • The types of service range from single- purpose public a and private organizations to public and private multi-purpose groups. The following table lists these organizations and indicates that while each has a core function or functions, each also provides a multitude of different services a J which are peripheral to the primary general service by which the agency is best known. Five agencies are concerned solely with provision of economic security, including income maintenance, jobs, and training. 2 I 3s I 0 S I 3 public and private, concentrate their effort on family, children's welfare and educational services, and institutional care. I The core services of four agencies involve direct general rehabilitation, and five devote their total effort to specialized areas of rehabilitation. Direct legal and corrective services are the sole function of three county governmental services, and two private agencies. Character building activities are the basic function of seven agencies, while four agencies provide special interest or indirect welfare services. This table appears to warrant the conclusion that the city has available what seems to be adequate coverage of the broad categories of welfare services. Examination of the tabulation will indicate that, together with the related peripheral services, some of which are duplicated, the number and variety of services available appears adequate. ri Sixteen agencies, both Of course, the significant question -31- �s in so far as the MNA residents are concerned, is the availability of these services when needed. Examination of the table suggests a major concern with families and children and sixteen agencies provide this kind.of service. Clearly many groups in the community carry the same values but this raises the question, why s these groups do not come together to form a more unified delivery system of services. The same comment can be made with the character building activities, rehabilitation, and legal services. 2 The immediate conclusion from the table of services may be a sense of satisfaction. / The community does have quite a number of organizations providing a wide range of services. E We are not as certain that we can deduce from the data the scope of these services, whether the response is a satisfactory one, the broadness of the coverage, and the people actually reached by the service. The core services of the organizations demonstrate the immediate I 8 concerns of the organization. The table suggests preoccupation with services that offer "help" and "advice" to people who need it or who ask for it. It may be that the organizations included in the table are attacking only symptoms of problems by providing services. 'LI 5. Type of Service b I a. Health Services The data that follow identify the specific core and peripheral health -32- 1 •• �TABLE 8 a type of services offered to model neighborhood area HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL TREATMENT--HOSPITALS General medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illness b. Retreat State Hospital b. Nesbitt Memorial Hospital 2 d. a Mercy Hospital d. Need for medical care Valley Crest County Hospital e. Need for skilled nursing care, 20 yearsof age, and indigent f. Veteran's Administra­ tion Hospital f. a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illnesses- b. Nesbitt Memorial Hospital b. Need for medical care c. Veteran's Administra­ tion Hospital c. Need for medical care, and veteran d. Wilkes-Barre General Hospital d. Need for medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illness s g Need for medical care e. 27 Emergency treatment Mentally ill, 16 years of age, and Pennsyl­ vania residency Need for medical care, and veteran I- i Obstetrical treat­ P ment �i TABLE 8 CONTINUED (2) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL TREATMENT-HOSPITALS Surgical treat­ ment 0 0 b. Nesbitt Memorial Hospital b. Need, for medical care a. Wyoming Valley Hospital a. Need for hospital care other than for chronic illnesses b. Retreat State Hospital b. Mentally ill, 16 years of age, and Pennsyl­ vania residency Nesbitt Memorial Hospital c. Need for medical care s g Occular treat­ ment a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency Intensive care-cardiology a. Nesbitt Memorial Hospital a. Need for medical care b. Valley Crest County Home b. Need for skilled nursing care, 20 years of age, and indigent c. Mercy Hospital a. Valley Crest County Home a. Need for skilled nursing care, 20 years— of age, and indigent b. Mercy Hospital b. Need for medical care E E g J Physical therapy Need for medical care I I ____ J �CONTINUED (3) TABLE 8 type of services offered to model neighborhood area HEALTH SERVICES 8 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL--DIAGNOSTIC AND PREVENTIVE 0 Rheumatic fever a. Heart Associatibn a. Heart or circulatory disease PAP smear test a. Planned Parenthood Association a. Age 18 or over, other­ wise accompanied by adult Immunization a. Kirby Health Center a. None b. Wilkes-Barre Dept, of Health b. None a. Bureau of Visually and Physically Handicapped a. Need for services and 30% of visual functioning b. Pennsylvania Associa­ tion for the Blind b. 10% vision or les-s Pennsylvania Associa­ tion for the Blind a. 10% vision or less a. Crippled Children's Association a. Physician's certification b. United Cerebral Palsy Association b. Cerebral palsy Chest X-ray a. b. Kirby Health Center Tuberculosis Society a. b. None Need for X-rays or respiratory help Orthopedic disorders a. Crippled Children's Association a. Physician's certification b. Arthritis Foundation b. Physicians' recommend­ ation. a. Crippled Children's As sociation a. Physicians' certification Remedial eye care S' A g Vision screening Cerebral palsy p I ■ ‘I I Speech disorders __ �TABLE 8 CONTINUED (4) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS MEDICAL ADVOCACY GROUPS 0 § Medical equipment for persons with muscu­ lar dystrophy a. Muscular Dystrophy Association a. Muscular dystrophy Medical equipment a. Multiple Sclerosis Society a. Multiple sclerosis and indigent Dental clinic for children under 1 3 a. Kirby Health Center a. None Birth defects a. March of Dimes a. Polio, birth defects, and in financial need of help Orthopedic disorders a. Crippled Children's Association a. Physician's certification March of Dimes a. Polio, birth defects and in financial need of help Polio (infantile paralysis) R Speech disorders a. Crippled Children's Association a. Physician's certificate Cerebral palsy a. Crippled Children's Association a. Physician's certificate Hospitalization for alcoholics a. Alcoholics Anonymous a. Desire to stop drinking Cystic Fibrosis a. Anthracite Branch of Cystic Fibrosis Child with cystic fibrosis HEALTH RELATED SERVICES Birth control devices and pills r r a. Planned Parenthood Association a. Age 18 or over, otherwise accom­ panied by adult �r (J n I f' iu fi s s 8 a g TABLE 8 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES I r AGENCIES Fund raising for medical research Infirmary for the sick ELIGIBILITY REQUIREMENTS Muscular Dystrophy Association Muscular dystrophy b. Anthracite Branch of Cystic Fibrosis b. Child with cystic fibrosis c. Multiple Sclerosis Society c. Multiple sclerosis and indigent d. Arthritis Foundation d. Physician's recommendation e. March of Dimes e. Polio, birth defects, and in financial need of help f. Tuberculosis Society f. Nursing care for elderly Lutheran Bureau a. Children* s Need for X-rays, or respiratory help Lutheran background preferable but not absolutely necessary Home for Homeless Women a. Age 70 or over, admission fee of $4000. , and relin­ quishment of assets Visiting Nurse Associations a. Under care of physician and need for nursing care (for patients not totally dependent) a. American Cancer Society a. Physician's approval b. Public Health Center b. Need for help c* Luzerne County Board of As si stance c. Need for public assis­ tance according to current regulations Nursing and Medical services to home patients General assistance for medical needs i CONTINUED (5) �TABLE 8 CONTINUED (6) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES services Environmental control i 1 a AGENCIES ELIGIBILITY REQUIREMENTS a. Pennsylvania Department of Health, Region II a. None b. Kirby Health Center b. Mandatory c. Wilkes-Barre Depart­ ment of Health c. Mandatory Consultation for cardiology a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency Blood drives and dispensary a. American Red Cross a. Immediate need for blood Research on respira­ tion ailments a. Tuberculosis Society a. Need for X-rays or respiratory help MENTAL HEALTH SERVICES Diagnosis for psycho­ logical or psychia­ tric disorder I s a. Children's Service Center a. Under 21 years of age with psychological problems b. Mental Health Center #1 b. Need for mental health services and local residency Psychotherapeutic assistance a. Childrens Service Center a. Under 21 years of age with psychological problems Psychiatric consul­ tation to schools and juvenile court a. Children's Service Center a. Under 21 years of age with psycological problems Group therapy for alcoholics a. Alcoholics Anonymous Desire to stop drinking �1 n s 1 n TABLE 8 CONTINUED (7) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SER VICES Psychological and emotional support to handicapped persons and their families AGENCIES eligibility requirements a. Muscular Dystrophy Association a. Muscular dystrophy b. United Cerebral Palsy Association b. Cerebral palsy a. Children's Service Center a. Under 21 years of age with psychological problems b. Mental Health Clinic #1 b. Need for mental health services and local residency a. Retreat State Hospital a. Mentally ill, 16 years of age, and Pennsyl­ vania residency 2 b. Veteran's Administration Hospital b. Need for medical care, and veteran 8 c. Wilkes-Barre General Hospital c. Need for medical care g I g d. Children's Service Center d. Under 21 years of age with psychological problems e. Mental Health Center #1 e. Need for mental health services and local residency a. Children's Service Center a. Under 21 years of age with psychological problems 0 0 Out-patient treatment for mental disorders a 3 s 2’ I (K Hospitalization for mental disorders Care or treatment for mentally retarded children �2 a 3 1 TABLE 8 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES agencies Planning and develop ing a. mental health and retardation programs Luzerne-Wyoming Mental Health and Retardation Program a. Mental disability Mental Health Associa­ tion of Luzerne County b. None b. 2 1 8 'iJ/ Health education a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease b. Visiting Nurse Associations b. Under care of physician and need for nursing care (for patients not totally dependent) c. Anthracite Branch of Cystic Fibrosis c. Child with cystic fibrosis d. Mental Health Center #1 d. Need for mental health services and local residency e. American Red Cross e. None f. Mental Health Associa­ tion of Luzerne County f. g- Tuberculosis Society g- Need for X-rays or respiratory help Mental Health education a. Luzerne County Associa­ tion for Retarded Children a. Mentally retarded (IO 80 or less) public education for the prevention of blindness a. Pennsylvania Association for the Blind a. None g g f I fl I 1 ELIGIBILITY REQUIREMENTS HEALTH EDUCATION AND INFORMATION 2 E 3 CONTINUED (8) None �a G TABLE 8 CONTINUED (9) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA HEALTH SERVICES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS Professional education a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease Health information a. American Cancer Society a. None b. Arthritis Foundation b. Physician's recommen­ dation c. Pennsylvania Depart­ ment of Health, Region II c. None d. March of Dimes d. Polio, birth defects, and in financial need of help e. Tuberculosis Society e. Need for X-rays or respiratory help I s a 'P Mental Health information a. Luzerne County Associa­ tion for Mentally Retarded a. Mentally retarded (IQ 80 or less) I Youth education a. American Red Cross a. None e General Public educational programs a. Heart Association of N. E. Pennsylvania a. Heart or circulatory disease g p p �n i 3 s ■ [ services provided by agencies serving within the city and the bases for client eligibility. The types of service are: Medical services--treatment--hospitals Medical services--diagnostic--and preventive Medical service--advocacy groups Health related activities Mental health services Health education and information 9 3 I 1. Medical Services--Treatment--Hospitals Medical treatment may be both long term and short term, or out-patient in nature. It is clear from analysis of data that the health services systems are focused on provision of care for acute illnesses rather than on preventive measures. The crux of this situation will be to create change from treatment to prevention. g I p 2. Medical Service--Diagnostic and Preventive In many senses these services may still be in embryo. be made with no place for the patient to obtain treatment. Diagnosis may Preventive medicine IO may still have a long way to go if certain environmental elements are cared 3 for, but attention is not paid to additional elements. I 3. Medical Service—Advocacy Groups Many of the organizations in the next table provide a small amount of direct services and concentrate on research functions which do not go on I - 33 - �i locally. Their value to the community is that they call attention to those 8 a 8 causes which may well be the battle cry of tomorrow. 4. Health Related Activities The health related activities listed below are offered by organizations which support diagnostic and treatment plans for individuals and families who might otherwise not receive such treatment and diagnostic service. However, there can be no complacency abort these health related services; they may 1 a J offer what looks clearly as adminstrative or program responsibilities but there is little actual overlap in their activities. Many clients in need may well be lost because of this lack of overlap. 5. Mental Health Services These activities are those which begin with the cry for help and follow 8 through with out-patient or hospitalization of the patient if necessary. The scope of these activities can be total for some patients while for others it can be B partial. Many of these are new services in many ways and there is the need to expand these activities without sacrificing the quality of the service, a real challenge to an organization. 6. Health Education and Information Services Health education and information services are those provided by all agencies to some extent. However, some of these organizations focus more upon reaching the general public with their particular interest than do others. Many of these activites are carried by advocate groups who justify I 34- �their existence in the community by these public information campaigns. b. Welfare Services The data presented in this section show the specific services rendered by welfare agencies and indicate the requirements for client eligibility. The types of service are: Economic security and income maintenance Vocational training, referral, and placement Counseling, placement and referral, family children and institutional Rehabilitation Legal and corrective a Recreational and community P!teJ 1. a Welfare education and information Economic Security and Income Maintenance The two main kinds of economic security programs providing cash income when earned income stops are: 1. social insurances 2. public assistance payments The overall goal for each is income provision to individuals or families when earned income is not available. between the two. I There are a number of basic differences Social insurance is prepaid. To apply, a person need only file a claim to benefits toward which he contributed. of resources. There is no investigation With public assistance payments, a person makes application -35- �■Ml & 'J i 1 s receiving benefits based on need, which carries with it its own peculiar kind of stigma. The person receives payments toward which he does not contribute. Included in this section are direct payments other than those already mentioned ranging all the way from Christmas assistance to a one-time cash § 8 13 0 bonus to Vietnam veterans. Cystic Fibrosis patients receive payments in the form of treatments and equipment. Home for unwed mothers provided by the Salvation Army is not provided locally but out of town, and is a service perhaps beyond the reach of most MNA residents. 2. Vocational Training, Referral, and Placement These services endeavor to help individuals get job training and prepare them for jobs in the open market. The needs for vocational training are usually identified by school systems but training is closely connected with certain requirements for welfare services. CEP is probably best geared for hard core unemployed who are poor IS but those who are not poor are not so fortunate! I s There is a great need for close relationships among all agencies offering vocational training to link up with other organizations providing payment. 3. Counseling, Placement Referral Family, Children, and Institutional Serivces These services include the full gamut of those services expected to be provided by social welfare service organizations. Besides the emphasis on working with individuals and their families, there is considerable effort in working with these individuals and their families in groups. -36- r These services �c a 0 a differ from those providing income maintenance and social insurance and vocational training in that they do not endeavor to directly obtain employment or income for these individuals but do facilitate in every way possible the provision of such services as are necessary. These organizations attempt to strengthen families in their relationships internally by relieving family tensions. There is more internal focus on the dynamics of emotions in these services 3 a since emphasis is placed on optimum functioning in relationships. Of course, it goes without saying that the individual must be ready to adapt himself or herself to various situations, especially those where the 9 person is no longer maintained in his or her own home. 4. Rehabilitation These programs focus more on what agencies can do or achieve for s f certain clients accepted into the agency systems. services, the individual either must be born with a handicap (congenital) or the handicap must have been acquired. I To become eligible for A great deal of funding is available today for such services. Some rehabilitation services have a tendency only to accept those in­ dividuals who show potential to use most fruitfully the resources of the agency. This may not create a client centered service because the intake require­ ments are adjusted to suit what the agency can do rather than what the indi- vidual may be able to do. This is economic use of resources, but it goes without saying that many potential clients are lost because of focus on those who will respond more readily to resources. -37- r i �a & a n 5. Legal and Corrective These services have not fully developed in the community and are not likely to grow beyond their present level unless the state or federal govern- ments change orientation. Legal services in the advocate role are new to the local scene but the activity and social change being generated by the Legal Services for the Poor group will have far-reaching effects for all those s a 0 8 0 concerned. Legal services in its advocate role cannot be extended to cover a broader base of people than the defined poor. However, this base may well expand in time to include those whose income levels are slightly more than pres ait requirements. Corrective services are not particularly wanted by those who recieve them and it isn't likely that many people will want to recieve them. In view of situations as they now stand with drug problems in the community and especially the concern in the MNA, there will be expanded need for professional B personnel to work with those offenders who are involved. 6. Recreational and Community Services s These services are the ounce of prevention so necessary to develop positive attitudes in youth and adults. Such services can encompass activities for Senior Citizens, young Adults, married couples, besides the youth everyone immediately pictures. Actually all community people can benefit from some form of recreational services. The "not so well to do" do not always have recreation services and community services. finding a room for activities in local public facilities. - 38 - They have trouble �TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 1 tJ 1 a. Veteran's Affairs Bureau a. Veteran of armed forces b. American Red Cross b. Member of armed forces c. Pennsylvania Vet­ eran Commission c. Need for help and vet­ eran with honorable discharge a. Social Securi ty Administration a. Insured under the law and retired, disabled, or deceased b. Wayside Mission b. Need for available services Categorical cash payments to individuals showing need a. Luzerne County Board of Assistance a. Need for public assis­ tance according to current regulations Financial and other assistance for Christ mas a. Salvation Army a. None b. Family Service Association b. Residency in Luzerne County and need for family counseling help c. Catholic Social Services c. None Financial assistance to persons with heart conditions a. a. Heart Association of N. E. Pennsylvania Financial assistance to blind persons a. Federation for the blind Financial and other assistance to vet­ erans or their fanlilies fl s Financial assistance to insured persons fl s I a. Heart or circulatory disease 10% vision or less �L' TABLE 3 CONTINUED (2) 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 1 0 g Financial assistance to Cystic Fibrosis patients a. Anthracite Branch of Cystic Fibrosis a. Child with Cystic Fibrosis Unemployment compensation a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job Burial expenses and services a. Veteran's Affairs Bureau a. Veteran of armed forces b. Adult Welfare Services b. Age 18 or over, infirm or indigent Social Security payments a. Social Security Administration a. Insured under the law and retired, disabled, or deceased Food for the Needy (Meals on Wheels) a. Wyoming Valley Council of Churches a. Protestant’ church in need of help with programming and small yearly contribution Food Stamp Program a. Luzerne County Board of Assistance a. Need for public assistance according to current regulations Processing applica­ tions for Vietnam Bonus a. Pennsylvania Veteran Commission a. Need for help and veteran with honorable discharge Scholarships to graduate students a. March of Dimes a. Polio, birth defects, and in financial need of help Transportation and clothing for tuber­ culosis patients a. Adult Welfare Services a. Age 18 or over, infirm or indigent 8 qis �a CONTINUED ( 3) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SER VI CES SERVICES AGENCIES ELIGIBILITY REQUIREMENTS ECONOMIC SECURITY AND INCOME MAINTENANCE 6 Shelter or residen­ tial care ior aged or infirm Aged, small admis­ sions fee, and not totally dependent Sutton Home for Aged and Infirm Men Home for Home­ less Women b. Age 70 or over, admission fee of $4000 , and relin­ quishment of assets a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over b. United Rehabil­ itation Services b. Limited abilities c. Luzerne County c. Child Welfare District Need for services for child d. Concentrated Employment Program d. Income less than $1800 a year ($500 extra for each de­ pendent) and living in target area, plus employabilitie s Nursery School a. Georgetown Settle­ ment Association a. None Home for unwed mcfthers a. Salvation Army a. None Disaster or emer­ gency services a. American Red Cross a. Immediate need of blood b. Pennsylvania Vet­ eran Commission b. Need for help and veteran with honorable discharge . •; b. B 3 G a. Day care services 1 0 a �CONTINUED (4) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES B services AGENCIES c. Salvation Army ELIGIBILITY REQUIREMENTS c. None VOCATIONAL TRAINING, REFERRAL, AND PLACEMENT SERVICES a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job b. Concentrated Em­ ployment Program b. Income less than $1800 a year ($500 extra for each dependent) and living in target area Training of social workers a. Family Service A s sociation a. Residency in Luzerne County and need for family counselling help Training of psychia­ tric social workers a. Children's Service Center a. Under 21 years of age with psycholog­ ical problems Training of nurses a. Mercy Hospital a. Need for medical care b. American Red Cross b. Immediate need of blood a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male a. Saint Stanislaus Institute a. Child that is de­ pendent, neglected, or orphaned Vocational training in general I 2 2 a g Training of adults as scout leaders g £1 g Work-study pro­ grams �3 table 9 CONTINUED (5) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES s agencies SERVICES eligibility requirements VOCATIONAL TRAINING, REFERRAL, AND PLACEMENT SERVICES Vocational counselling Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job Federation for the Blind a. 10% of vision or less b. Concentrated Em­ ployment Program b. Income less than $1800 a year ($500 extra for each dependent) and living in target area a. Bureau of Employ­ ment Security a. Unemployed, under­ employed, poor, or in need of better job b. Home for Home­ less Women b. I Age 70 or over, admis­ sion fee of $4000, and relinquishment of assets c. c. a Adult Probation Division Age 18 or over and criminal offender d. Concentrated Em­ ployment Program d. Income less than $1800 a year ($500 extra for each dependent) and living in target area e. Bureau of Visually and e. Physically Handicapped Need for services and 30% of visual functioning f. Pennsylvania Associa- f. tion for the Blind 10% vision or less a. Referrals for employ- ... a... ment or vocational training a a i I 3 Vocational placement. �TABLE s 9 CONTINUED (6) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES eligibility requirements COUNSELLING, REFERRAL AND PLACEMENT SERVICES FAMILY AND CHILDREN I 0 a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Luzerne County Child Welfare District b. Need for services a. Domestic Relations Division a. Need for help in the area of domestic relations b. Luzerne County Association for Re­ tarded Children b. Mentally retarded (IQ 80 or less) c. Luzerne-Wyoming Mental Health and Retardation Program c. Mental disability Referral service for veterans a. Pennsylvania Veteran Commission a. Need for help and for veterans with honorable discharge Referrals for health or welfare a. Luzerne County Bureau for the Aging a. Residence in Luzerne County and age 50 or over b. Planned Parenthood A ssociation b. Age 18 or over, other­ wise accompanied by adult a. Adult Welfare Services a. Age 18 or over, infirm or indigent Adoption services S 0 a Referrals for coun­ selling or psychiatric help 0 E f E cr r a n Placement for hospitals or nursing homes �1 0 CONTINUED (7) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES c AGENCIES SERVICES ELIGIBILITY REQUIREMENTS COUNSELLING, REFERRAL AND PLACEMENT SFRVICEff FAMILY AND CHILDREN 0 a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Juvenile Court b, Neglected or delinquent child under age 18 c. Luzerne County Child Welfare District c. Need for services Placement of elderly in foster homes a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over Processing applica­ tions for hospital admis sion a. Adult Welfare Services a. Age 18 or over, infirm or indigent Placement of child­ ren in foster homes £ s a s COUNSELLING SERVICES f Counselling to un­ wed mothers a. Lutheran Children's Bureau a. Lutheran background preferable but not absolutely necessary b. Saint Stanislaus Institute b. Child that is depen­ dent, neglected, or orphaned a. Luzerne County Child Welfare District a. Need for services b. Saint Stanislaus Institute b. Child that is depen­ dent, neglected, or orphaned a § s S' n a Counselling to ne­ glected and orphaned children �TABLE 9 CONTINUED (8) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES agencies SERVICES ELIGIBILITY REQUIREMENTS COUNSELLING SERVICES Catholic Social Services a. None b. Jewish Welfare Agency b. Local residency c. Family Service Association c. Residency in Luzerne County and need for family counselling help d. Veteran's Administion Hospital d. Need for medical care and veteran e. Visiting Nurse Associations e. Under care of physician and need for nursing care (for patients not totally dependent) f. Homemaker's Service of Luzerne County f. Disability, illness, elderly without relatives, or family stressful sit­ uation g- Pennsylvania Vet­ eran Commission g- Need for help and vet­ eran with honorable discharge a. Wyoming Valley Council of Churches a. Protestant church in need of help with pro­ gramming and small yearly contribution b. YMCA b. Membership in organ­ ization, age 7 or over and male Counselling for fam­ ily or individual problems a a a a s Religious or spiri­ tual guidance �CONTINUED (9) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES i COUNSELLING SERVICES Health and welfare counselling i fl S § fl fl 0 I Jewish Welfare Agency a. Local residency b. Luzerne County Bureau for the Aging b. Residency in Luzerne County and age 50 or over c. Luzerne County Board of Assistance c. Need for public assis­ tance according to current regularities a. Salvation Army Men's Social Service Center a. Treatable handicaps b. Alcoholics Anonymous b. Desire to stop drinking c. Wayside Mission c. Need for available services Sheltered employ­ ment a. United Rehabilitation Service a. Handicapped position Half-way house a. United Rehabilitation Service a. Handicapped position Hope Club for per­ sons with multiple sclerosis a. Multiple Sclerosis Society a. Multiple Sclerosis and indigent Vocational rehab­ ilitation for visually handicapped a. Federation for the Blind a. 10% vision or less I1 a a. REHABILITATION SERVICES Rehabilitation ser­ vices for alcoholics fl ELIGIBILITY REQUIREMENTS AGENCIES SERVICES �TABLE ? 3 g 3 E n s TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA welfare services services services b. Bureau of Visually and Physically Hand­ icapped b. Need for services and 30% of visual functioning c. Pennsylvania Associa­ tion of the Blind c. 10% vision or less United Cerebral Palsy Association a. Cerebral Palsy a. United Rehabilitation Services a. Handicapped position b. Bureau of Vocational Rehabilitation b. Employable and hand­ icapped c. Bureau of Visually and Physically Handicapped c. Need for services and 30% of visual functioning a. General rehabilita­ tion services for cerebral palsy patients Rehabilitation ser­ vices for handicapped persons in general ELIGIBILITY REQUIREMENTS AGENCIES REHABILITATION C i Home teaching for blind adults a. Bureau of Visually and Physically Handicapped a. Need for services and 30% ov visual functioning S' General rehabilita­ tion a. Salvation Army Men's Social Service Center a. Treatable handicaps b. Pennsylvania Dept, of Health, Region II b. None Remedial education a. Saint Stanislaus Institute a. Child that is dependent, neglected, or orphaned Occupational therapy or vocational rehabilitation a. Valley Crest County Home a. Need for skilled nursing care, 20 years of age, and indigent b. Wayside Mission b. Need for available services c. Bureau of Vocational Rehabilitation c. Employable and handi­ capped S E s 3 Pi CONTINUED (10) �f CONTINUED (11) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES 5 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS legal and corrective services E E s S' 9 Legal protection or aid Legal Aid Society of Luzerne County b. Federation for the Blind b. 10% vision or less a. Juvenile Court a. Neglected or delinquent child under age 18 b. Adult Probation Division b. Age 18 or over and criminal offender Pre-sentence inves­ tigations a. Adult Probation Division a. Age 18 or over and criminal offender Marital hearings a. Domestic Relations Division a. Need for help in the area of domestic relations Enforcement of visi­ tation rights and financial support a. Domestic Relations Division a. Need for help in the area of domestic relations Legal protection of neglected children a. Juvenile Court a. Neglected or delinquent child under age 18 b. Luzerne County Child Welfare District b. Need for services a. Juvenile Court Parole and proba­ tion supervision I s Individual determina­ tion based on financial status a. Court hearings for juvenile delinquents Neglected or delinquent child under age 18 P 0 ’i ____ �CONTINUED (12) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS LEGAL AND CORRECTIVE SERVICES Legal assistance to indigent persons a. Legal Service Association General legal concern with injustice and inequality a. Legal Service Association Enforcement of environmental laws a. Pennsylvania Depart­ ment of Health, Region II a. Residency in Luzerne County, limited income, and case of civil nature Residency in Luzerne County, limited income, and case of civil nature a. None CHARACTER BUILDING GROUP a. Federation for the Blind a. 10% vision or less b. United Cerebral Palsy Association b. Cerebral palsy c. Pennsylvania Associa­ tion of the Blind c. 10% vision or less a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male physical fitness programs a. Boy Scouts of America a. Ages 8 to 17 and male General recreational services a. YMCA a. Membership in organization, age 7 or over and male Recreational services for handicapped persons a a Camping programs g p g g 0 �V CONTINUED (13) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES 0 SERVICES AGENCIES ELIGIBILITY REQUIREMENTS CHARACTER BUILDING GROUP b. Catholic Youth Center b. Age 8 and over c. Georgetown Settle­ ment Association c. None d. St. Stanislaus Institute d. Child that is dependent, neglected, or orphaned e. Jewish CommunityCenter e. Membership in center f. Salvation Army f. None Meeting place for organizations a. Georgetown Settle­ ment Association a. None Organization of social activities a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over b. Jewish Community Center b. Membership in center a. Girl Scouts, Penn's Wood Council a. Ages 7 to 17 and female b. Boy Scouts of America b. Ages 8 to 17 and male a. Catholic Social Services a. Age 8 and over b. Family Service Association b. Residency in Luzerne County and need for family counselling help I 0 13 Q g 0 Organization of community groups for scouting g a c g fi ?3 Community planning for effective welfare delivery systems �CONTINUED (14) TABLE 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES AGENCIES SERVICES ELIGIBILITY REQUIREMENTS CHARACTER BUILDING GROUP 0 g 0 Community services by scouts a. Girl Scouts, Penn's Wood. Council a. Ages 7 to 17 and female Senior Citizens Centers a. Luzerne County Bureau for the Aging a. Residency in Luzerne County and age 50 or over Community programs for the poor a. Commission on Economic Oppor­ tunity a. Need for services, in­ come limitations, and participation in long range goals Community services to youth a. Luzerne County Association for Retarded Children a. Mentally retarded (IQ 80 or less) WELFARE, EDUCATION AND INFORMATION SERVICES q L_-i General public educational programs s s Information concern­ ing legal matters a. YMCA a. Membership in organisa­ tion, age 7 or over and male b. Family Service Association b. Residency in Luzerne County and need for family counselling help c. Commission on Economic Opportunity c. d. Jewish Community Center d. Need for services, income limitations, and participation in long range goals Membership in center a. Legal Aid Society a. Individual determination based on financial status �! a 5 TABLE 0 CONTINUED (15) 9 TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES services AGENCIES ELIGIBILITY REQUIREMENTS WELFARE, EDUCATION AND INFORMATION SERVICES b. Commission on Ec­ onomic Opportunity b. Need for services, in­ come limitations, and participation in long range goals c. Legal Service Association c. Residency in Luzerne County, limited income, and case of civil nature Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources 0 0 p A! I 0 a a § Agricultural education Home economics education a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Youth education a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Educational assis­ tance to rural governments a. Luzerne County Agri­ cultural & Home Ec­ onomics Association a. Client need for services and agency's availabil­ ity of resources Job orientation programs a. Concentrated Employ­ ment Program a. Income less than $1800 a year ($500 extra for each dependent) and living in target area Family planning and birth control infor­ mation a. Planned Parenthood Association a. Age 18 or over, other­ wise accompanied by adult I g 8 ' fl �TABLE 9 CONTINUED (16) TYPE OF SERVICES OFFERED TO MODEL NEIGHBORHOOD AREA WELFARE SERVICES SERVICES 1 1 5 1 1 I I 1 I F3 agencies ELIGIBILITY REQUIREMENTS WELFARE, EDUCATION AND INFORMATION SERVICES Social Security information a. Social Security Ad­ ministration Vocational information a. Bureau of Employ­ ment Security Insured under the law and retired, disabled, or deceased a. Unemployed, under­ employed, poor, or in need of better job �Welfare Education and Information These services really are geared to the possibility and the probability that someone somewhere within the community may need to use a service connected with the information and hopefully will be steered to that service by the public education route. These services should be functions of every agency which provides service in the community. Without this kind of dissemination, little may ever be communicated about programs. If the programs are not known, nobody will find it out as is mentioned in another part ’of this study . 6. Eligibility Requirements a. Health Services In order to understand the narrative on eligibility requirements that 0 follows, the reader is asked to turn to Table 8. Despite the wide range of health services rendered by the 25 agencies, a the availability of a particular service to a client or patient depends primarily upon the type of eligibility requirements established by each agency. I J The accompanying summary table, in most instances designates the special re­ quirements of given agencies, but it should be understood that there may also be some general requirements common to all or most of the agencies which have not been included in the response to survey. Residence within the service area is required in all instances, except that Retreat Hospital extends its services to any resident of Pennsylvania. There is some feeling in the minds of many that the facility is for local residents only. R I I ■' 'I -39- �Other requirements vary considerably. Hospitals normally charge for service, although without exception all perform gratis services in special cases, although;"special" case is not defined. This may have a very specific meaning for the disadvantaged and Model Neighborhood Area residents. Two agencies specifically indicate they have no financial requirements. 8 The two agencies serving veterans or members of the Armed Forces also have no financial criteria, Hospitals indicate that they provide service for acute, but not chronic illness, while only the Public Health Center of Luzerne 0 County specifies assistance in chronic cases, and even this might well be limited. Indigency is necessary for care at Valley Crest, but at least three agencies require financial responsibility according to ability to pay. B s a B Finan­ cial requirements are often a hidden requirement, the equivalency of patient liability. Property and other assets may well be fair game, especially at public institutions, not just a diagnosis of a disability that requires hospital­ ization. A few services are available only upon recommendation of a physician, which as has already been pointed out earlier, could and does have adverse consequences for the poor. Age limits are established by a few agencies, one serving only those 16 years or over, one under 20 years, and one over 20. All in all, it may seem that eligibility requirements are specific when they really are not so, especially when requirements are hidden and veiled. - 40 - �Often times, the eligibility criteria are vague (illness), or it is doubtful that what an agency stated as an eligibility requirement is truly one (anyone who requests). b. Welfare-Services Table 9 is the source for the discussion on eligibility requirements in the Welfare Services that follows in the next several pages. The number and variety of welfare agencies is immaterial unless the residents of Model Neighborhood Area are eligible to receive them, and as Table 9 indicates, this eligibility depends upon a variety of criteria established 3 by each agency. Initial examination of welfare services eligibility requirements shows that two criteria are nearly universal requirements: age and income. These qualifications form the bases of the means test that either permits entry s S G into a particular agency system or prohibits entry. The table shows that some eligibility requirements are common to most agencies. For example, residence in the community area is virtually universal, and in many instances there are age groups restrictions. Thus the Boy and Girl Scouts limit membership between the ages of 7 or 8 to 17 years, and custodial care agencies specify definite minimum age requirements, such as 50 or over, or use the general term "aged". Of special importance to Model Neighborhood Area residents requiring welfare services is the economic status or income requirement. Agencies providing only or mainly counselling services generally have no such limitations, or charge a nominal fee. The Salvation Army is especially notable for providing 7 - 41 - �its numerous services "in case of need" but fixes absolutely no income minima, nor does it charge fees. or fees. Many of the character building groups charge dues and/ Governmental agencies, such as Social Security and the Concentrated Employment Program, restrict eligibility to those earning not more than $1, 800, I with perhaps additional allowance for dependent'.children. § financial status, while the Legal Services Association of Luzerne County requires 3 5 5 The Legal Aid Society, assisting mainly in family or landlord -tenant cases, bases eligibility upon indigency, and provide services only in cases not involving those which may generate fees. The Sutton Home for the Aged and Infirm Men required " a small entrance fee", while the Home for Homeless Women require an admission fee of $4, 000 and an agreement that all assets become the property of the agency upon the death of the client. Of late, the means test has fallen into some disrepute because of the £ g way the test was administered. Many efforts have been made to eliminate a means test as a way of determining who could or should enter into agency services. Eligibility factors also center on certain groups which at times have created a great deal of pressure.for satisfaction of their demands, hence the proliferation of organizations serving veterans. 7. r1 Interagency Relationships In order to identify relationships between services, the following criteria were utilized: R (1) Source of Referrals (2) Relationships with Similar Agencies (3) Relationships with Governmental Agencies -42- �The tables on the pages that follow depict the cross-tabular relationships of agencies and the three focal concerns listed above. The ensuing discussion will concentrate primarily on the dominant patterns that have emerged from the data analysis. Again it must be strongly reiterated that the tables on the aspects of E interagency relationships must be viewed with extreme caution. It must be remembered that since time was of the essence, it was impossible to request and examine the substance of a "purchase agreement. " It just was not possible to analyze a hidden pattern of competition between and among agencies and institutions. ii Often times, these patterns exist in a very passive way and are really dominant patterns. Referral sources indicate flow of clients into a system of sources but it does not necessarily identify the actual relationships among agencies. s How else can you explain the "shopping around" that clients do to get help from agencies that have similar functions. The data on referrals and relationships, if taken alone, is a beginning point. If this data were combined in a meaningful manner, with the information on funding sources relationships, cooperative and otherwise services can better be understood. a. Health Services For hospitals, coordinated services exist between all but one institution, while relationships with state and federal governmental agencies are uniformly presented with all institutions, probably as a result of Medicare and Medicaid, though the relationship is not precisely spelled out. - 43 - The use of purchase �li 1 £3 J33 j -Ej_i LETS j 'SB .. i 133 Es 3 TABLE C:4 10 INTERAGENCY RELATIONSHIPS HEALTH SERVICES Source of Referrals Relationships with Similar Agencies Relationships with Governmental Agencies :_____ w TJ (D 4-i w O UH (D Social Service Agencies w W 0) a§ o O <q O TO 5 S) <D o o nJ tn g ro CD U > o 5 u cn .5 2 8 rP (D O 2 W) Oh <q >2 4-> W 0) •»-< o O £ O rt <D O HOSPITALS Wilkes-Barre General Hospital Mercy Hospital Nesbitt Memorial Hospital Wyoming Valley Hospital Veterans' Administration Hospital Valley Crest County Home HEALTH CLINICS Kirby Health Center Public Health Center X X X X X X X X X X X X X X X X X MENTAL HOSPITALS Retreat State Hospital White Haven State School Hospital* X X X X X �I i I L_jl -E> 3 ■J TABLE 10 CONTINUED (2) INTERAGENCY RELATIONSHIPS HEALTH SERVICES Source of Referrals u o w (D s -< Social Service Agencies cq 0) •H <D £ M O< o S 3 rg O o CQ Relationships with Governmental Agencies Relationships with Similar Agencies .S g o i> Oro .1 4-» W 0} £ O O <D 38 35 0 OO ?■! PbD O S 8 (D J ss X X 4-> MENTAL CLINICS Luzerne/Wyoming Counties Mental Health Center #1 Children's Service Center of Wyoming Valley X X X X X X X X X INFORMATION AND REFERRAL Luzerne/Wyoming Counties' Mental X Health/Menial Retardation Program X X X X X X X X X X INDIRECT HEALTH SERVICES Pennsylvania Department of Health Regional Offiqe, Region II Wilkes-Barre City Department of Health X X X X X X X X X �Arthritis Foundation Cystic Fibrosis Foundation Luzerne County Mental Health Association Multiple Sclerosis Foundation Muscular Dystrophy Foundation National Foundation-March of Dimes y Tuberculosis Society Northeastern Pennsylvania. Heart Association Luzerne County Association for Retarded Children American Red Cross X X N/A X N/A X X N/A X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X r �( s Fl agreements appears rather limited among hospitals as is true with cooperative relationships. Among hospitals, the referrals from other agencies appears minimal. £ Health clinics, because of the nature of the service, show a trend toward cooperative relationships and coordinated services, though purchase agree- 1 ments are conspicuously absent. The largest class of health service agencies, listed as advocacy L special interest organizations, presents a very interesting picture concerning I 3 relationships with similar social service agencies. rely on a variety of sources for referrals. Although some manifest not a single one of the coordinated and cooperative services, advocacy special interest organizations utilize purchase agreements. I These agencies seem to Relationships with local, state, and Federal governmental agencies seem to abound among these advocacy groups. It should be pointed that the essence of the relationship re-coordinated services, cooperative services, and governmental agencies is not precisely revealed. The cardinal point to bear in mind is that the relationships with !_L; governmental agencies at the various levels of activity are meaningless unless money streams are significantly attached to such relationships. b. Welfare Services The data on the economic security agencies reveal multi sources of referrals, maximum coordinated and cooperative relationships with similar agencies and with Federal, state, and local governments. There is no indi­ cation of the use of purchase agreements with these agencies. ■ [ I < -44- �[ I. I The interagency relationships among the family and children's organizations are of particular significance in this study because of the impact of their activities on the Model Neighborhood Area residents. The data does indicate little coordinated services and few purchase agreements among these organizations. Relationships with other agencies really exist only superficially since these i * agencies theoretically could exist without the others except Project Headstart and CEO. These systems do not rely on each other for support and what they do with each other at their parameters does not require a great deal of activity unless, of course, one system threatens another. § These groups are given lifeblood by a certain community of interests among the citizenry and each group of citizens desires to maintain its own identity. 3 The family and children organizations include a wide variety of voluntary organizations which provide total care service as well as partial care, referral service, etc. referrals. n These social services seem to utilize many sources of However, purchase agreements and coordinated services with similar agencies is very minimal. Almost all of these organizations have a working relationship at all levels of government. in i The rehabilitation organizations are in quixotic position in that their goals and objectives can easily be subsumed into health organizations. (Tr Many services of these organizations are medical in nature but the foci is to generate individuals who tend to be self supporting despite handicaps, mental or physical. Referral sources of these groups are open to all categories. Competition, rather than coordination and cooperation, seems to be the keynote among the -45- ft J �rehabilitation agencies, even though many of them depend on the same source of funding - the United Fund. Rehabilitation organizations seem to relate poorly to each other, as in other services, because the first priority is given to their own organizational perservation and protection. As one local worker put it, "Each organization here will try to expand its range of services to preserve its own turf." The legal and corrective agencies are most likely to be isolated services 0 from the others, since few people choose to use these services, but have them thrust upon them. Consequently little is done to have an impact on these organi- zations at a local level. The court related agencies do show some inclination toward coordination and cooperation, indicating that other similar agencies may be performing some of their tasks. in the data. Yet, purchase agreements are not signified It is significant that the Legal Services Association has what appears to be a negative relationship with similar agencies, not only because it is new on the local scene, but because of its role as "advocate of the poor. tl Basically the community character building services are preventive in nature, accentuating positive values in development. These agencies show an interest in cooperative relationships with other social service agencies, While in their relationships with governmental agencies, they focus on local and state government. They evidence a wide source of referrals. G. SUMMARY OF. FINDINGS There is a wide variation in the cost per client for health services by agencies serving the city, including the hospitals, the clinics, and the special -46- �TABLE 11 INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ 0) w 2 CH Social Service Agency <D £ § 5 S> o s w (D □ 2 o ___ O r£ Relationships with Governmental Agencies Relationships with Similar Agencies .s CD > 34 cn <D TJ a o W O . CD CD § S 6CD a o 3 m <D -&-5L CD rg o 6 d o o JD 4-> CD HZ (D h INCOME MAINTENANCE Social Security Administration Veterans' Administration Luzerne County Board of Assistance X X X X X X X X X X X X X X X X X X X X X X X X X JOBS AND TRAINING Bureau of Employment Security Concentrated Employment Program X X X X X X X X X X X X FAMILY SOCIAL~SERVICES Family Service Association of Wyoming Valley Wyoming Valley Council of Churches-Meals on Wheels Catholic Social Services Planned Parenthood Association Jewish Welfare Agency Luzerne County Bureau for the Aging X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X �L f EE3 I III? 7^3 TABLE 11 CONTINUED (2) INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ 0) CD M-4 0) Social Service Agency w Adult Welfare Services Visiting Nurse Association Homemakers Service of Luzerne County Commission on Economic Opportunity X X X a§ 5 2) o < X co (D O rS 3 4-> O O uy .s TJ CD o o £ > a O & O X X X X X X X X d ° 2" £5 4_> S 8 41 4) 03 o V 3 bo O ft < X (1) CO O o 0) O X X X X X X X X X X INSTITUTIONS Home for Homeless Women Sutton Home for Aged & Infirm Men X X X GENERAL REHABILITATION United Rehabilitation Service Wayside Mission Salvation Army Bureau of Vocational Rehab- X X X X X X X X X X 6 X X X CHILDREN AND INSTITUTIONAL Luzerne County Child Welfare St. Michael's Home forBoys St- Stanislaus Institute Project Headstart Relationships with Governmental Agencies Relationships with Similar Agencies X �! ikLJ TABLE 11 CONTINUED (3) INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals TJ <D cn <D O <p Social Service Agency 0) CO a 0) b-0 O < w <v o a> ■g T5 h tf rtf O -L> O w Relationships with Governmental Agencies Relationships with Similar Agencies O U1 <u o .5 S fi 44 <U o &. Q w o ft C £ aJ tf h O 1) T-4 O O 0) O £<u O SPECIAL GROUP-REHABILITATION Crippled Children's Association Bureau of Visually and Physically Handicapped United Cerebral Palsy Alcoholics Anonymous Pennsylvania Assoc, for the Blind X X X X X X X X X X X X X X X X X X X X CORRECTIVE GOVERNMENTAL Adult Probation Division, Luzerne County Juvenile Court, Luzerne County Domestic Relations Court, Luzerne County X X X X X X X X X X X LEGAL CONSUMER X Legal Services Association Legal Aid Society X X X CHARACTER BUILDING GROUP Boy Scouts of America X X X X X �TABLE INTERAGENCY RELATIONSHIPS WELFARE SERVICES Source of Referrals T3 O -JJ cn CD U-l tn nJ fl S fl o o TJ o <; __O_co o O P O £ 2) Social Service Agency 0) CO. Girl Scouts of America YMCA YWCA* Catholic Youth Center Georgetown Settlement Jewish Community Center X X X X X X X X X X Relationships with Governmental Agencies Relationships with Similar Agencies tn 4> O £ > o a « •H <D cn C nJ *■< CD CD O _ X X X Sb £ -S4 £4-> cn nJ 1-4 Pi O Q) •>-< O O. < CD £ 6 X X X X X o <D >3 <D X X X X W X X X X X X 0) X X X X X X X X X X X X X SPECIAL INTEREST SERVICES Pennsylvania Veterans Commission Federation for the Blind X X X X X X X INDIRECT WELFARE SERVICES Pennsylvania Department of Public Welfare, Region II, Scranton* Commission on Economic Opportunity X X *Questionnaire not returned at time of publication X X X X �interest organizations. case. The data do not reveal what is included in the cost of a The wide variance in costs, justifiable or not, could be a cause of great concern with many Model Neighborhood Area residents. The wide range in cost per client found in health services exists in the welfare services, except that the consumer may not be as aware of this fact with the welfare services as with the health services. There is a wide range of case load per employee in the health and welfare agencies. There is the possibility that the refusals or rejections in both delivery systems could be attributable to a high case load per employee depending on the service or agbncy; but this requires thorough study. The proliferation of health and welfare services among a considerable number of autonomous agencies active within the Model Neighborhood Area poses a number of problems, one of which is the selection of the most appropriate health 1 agency to which the Model Neighborhood Area resident should be referred. Some agencies perform a single specific type of service not performed by others. J such instances, there will be no difficulty in referral simply because there is a only one agency available. In But, in most instances, agencies perform a number of services, some of which are core services covering a wide range, while they also provide peripheral services incident to the core services. In a number of agencies, the core and peripheral services are the same or quite similar. Both long term and short term hospital treatment are provided locally. Diagnostic and particularly preventive medical activities may still be in an in- fancy stage. The data do appear to indicate that health related activities do have -47- �some overlap. Most of the health education and information services are carried by the special health advocacy group. Economic security programs exist in abundance. Vocational training, referral, and placement services appear to be linked up with organizations pro­ viding payment. Social welfare organizations that attempt to strengthen family relationships are found in the city. ' The rehabilitation agencies are client centered because of the intake requirements. At present, the legal services available to the poor are being expanded so that the Model Neighborhood Area residents can make more use of them. 0 Recreational and character building agencies do offer a variety of programs for special interest clientele. Many agencies do make strong efforts to publicize their programs, although the infor­ mation may not always reach those in need. Residence, age, and income appear to be the most often used eligibility requirements for health services, sometimes specifically stated and sometimes veiled. The means test is a much more restricted eligibility requirement in the welfare field than in the health field. ■'i Referral sources indicate a flow of clients into both the health and welfare services, however, this data should not be taken alone but in combination with y a other data to understand the true relationship between and among agencies. The use of purchase agreements appears to be rather limited in Luzerne County. Health clinics do manifest some inclination toward cooperative relationships and coordinate services. A special interest advocacy health organization relies on many sources of referrals, but many do not report any coordinating or cooperative - 48 - �sources with other agencies. There, is little or no use made of purchase agreements among the welfare services. Only further study can reveal whether the coordinated and cooperative relationships among voluntary welfare organizations are superficial. The charac­ ter building agencies do show some inclination toward a wide source of referrals. It has become so common as to be trite to end summaries of data with hard comments on what the data does not reveal, or perhaps to raise the hard questions and implications that stem from the data. It should be noted that these are not brought to the fore simply for the scholarly purpose of knowing something that we do not know, but for the practical necessity of finding ways to meet public responsibility for providing sorely needed social services with the greatest effective efficiency. n From the study data it is not possible to obtain accurate dollar expend­ itures for individual clients or families. 0 fl a great deal of speculation. The information collected lends itself to The greatest dollar expenditures per client or family do not necessarily mean the best possible care for the dollars expended. On the other hand low dollar expenditures per client or family raise the question of scope and adequacy of service in addition to raising other issues such as an organization trying to do too much in too many different directions, or whether the organization relies heavily on volunteer services for agency operation. Perhaps what is needed is not only more adequate support for both the health and welfare delivery systems, but more efficient administration of the resources now expended. crucial than the general public realizes. =49- This may be more �It would appear that an individual must be sick to become healthy. I One need only look at the low cost of preventive programs (though not always easily discerned from the data) versus the high unit cost of some kind of institutional placement. There seems to be such a strong intent on spending literally thousands of dollars per year for an individual for institutionalization and yet pinch pennies to shore up a family situation wherein the original problems were generated. Though the availability of money can make a difference in life style, how it is spent is just as significant. Preventive dollars seem to be at a minimum. The data would seem to carry with it the challenge to change the foci of the health and 0 welfare systems to more positive systems of prevention. Relating this more realistically to the data at hand, the systems will have to change their duties of operation from what is now a core service to what is now a peripheral service, 9 since at present prevention is either non-existent or hidden as a peripheral function. The computer and statistics have taken control of much of our lives, § fi fl but there may be times when the statistics are made to say what we want them to say, All agencies are more concerned with the year-end total of the number of clients served, even if a telephone call must be counted as a service performed and/or client served. But the orientation in a rehabilitation agency is a slight variation of client count. Most rehabilitation agencies tend to be as agency centered as the income maintenance services. E Most of these organizations may be careful not to accept for service anyone they believe they cannot succeed with. E r -50- ______ �Consequently, a premium must be placed on a client showing determination to overcome handicaps. Is there a restrictive intake process over and above the stated eligibility requirements? if the agency can't anticipate success that will show statistically, do they forget about the prospective client? If so, what agency gets to service this "left-over? !1 The volume of organizations concerned with somewhat the same problems should cause considerable concern about the utilization of resources. How wise is it to use the small percentage of the total income in the city devotedt'o welfare in the way that it is used? There may be a justification for the maintenance of separate organizations for similar services if there is a clear probability that the interests of the special group would be lost or disregarded, but this philosophy must be carefully examined in its application. As matters stand now, it is futile for agencies providing similar functions to purchase services from each other. It is in the best interest of an agency to expand staff and services rather than spend resources to get same services from another agency. Self-preservation and self-interest require this. Most of the character building agencies are developments of the settle­ g ment house concept which is now being recycled into use in many parts of the country as neighborhood centers with a trained staff, not only to give help when A needed, but also to provide appropriate social experiences for those who use the facility and its programs. IB -51- �Seven agencies listed in the study concern themselves with prevention since they concentrate on character building activities. these that justifies the existence of all seven? What is so different among Are the differences irreconcilable? Or do these organizations continue to provide these services because a generation I or so ago, there was a genuine need that no longer exists? How responsive are I these agencies to today's children? i Have these agencies made their programs really available to those they are trying to reach? Are they aiming at the deprived, or are they directed toward middle class values and services only? ) If these character building agencies are not related to poor people, why are they ) not identified to the community as middle class oriented? Most startling of all the data collected and collated is the absence of a single place where an individual or a family with a problem or problems can call to find out where to go for help with the problem. Many of the health and welfare organizations are aware of the dimension of the problems and needs for services, but it is literally an impossible task for everyone to be aware of everyone else's n programs. The truth of the matter is that the poor and the disadvantaged are compelled to "shop around" until the frustration overwhelms them. More often than not, the subculture of the disadvantaged is characterized by resignation to living with a problem rather than "shop around" in vain. No effort has been made to coordinate these services and programs from the delivery level to the middle fl management (supervisory) level, and to the administrative level, in the local community. -52- r �The purchase agreement is not a social welfare phenomenon in Luzerne County perhaps because of the development of large, strong voluntary services, possibly because of the religious factor and the availability of religious institutions to take on the more obvious needs. they were public services. When services really got going, Whether or not purchase agreements could be a use- ful tool to provide better service, except for individual case situations, may never be known. I 5 Whether an effective health and welfare delivery system can be constructed with the utilization of purchase agreements as a first step is open to debate, as is the question of whether the purchase agreement is the final end product of a well organized health and welfare delivery system. One of the chief reasons for any means test at all has not been perversity, but the fear that general availability of a service, particularly income maintenance, J would consume all the resources of our social and economic system. Whenever monies were to be saved in the past in the public assistance system, restrictive requirements were added which reduced the general availability of public in & assistance resources. Significantly, in this time when individual rights have gained increasing recognition, and as welfare rights groups press for more acceptable administration and grant levels, restrictive requirements are not n being added but the entire welfare system is breaking apart from the pressures of finding resources to meet the needs. i This is not to be interpreted as endorse­ ment of restrictive requirements, but metely to elucidate what occurs when a system relies too heavily on "keeping people out" to keep operating. I J -53- �Fixing of public responsibility for certain kinds of services has had the effect of creating public agencies to provide the services as well as the result of separating out many needs from other needs, and separating people from their family systems in a sense. Again, this has been an effect of eligibility requirements that many agencies are now taking steps to counter. In some instances the separation of certain family members from the rest of the family has been used to gain recognition of genuine needs of such individuals and to create a kind of lobby for them. Children have been identified separately from their parents to draw attention to the specialized needs of childhood and youth. Restrictive requirements have been the source of such an underlying fear that most services do not really move toward the social utility concept. Perhaps the one single summary comment from all the data presented in Part I should be the question: DO THE DATA INDICATE THAT WE ARE WILLING TO FINANCE, WITH EFFICIENCY, THE OPERATION OF A VALUE SYSTEM THAT WE ENDORSE? j II f L 111 '1 -54- �PART II PERCEPTION OF SOCIAL SERVICE PROBLEMS AND NEEDS A. ASSUMPTIONS AND METHODOLOGY Two assumptions framed the analysis by model neighborhood area resi- dents of the MNA residents' perception of social service needs. First, it was assumed by the PMM researchers that the social structure of a person influences his perception of needs. Therefore, the perception of social service needs by that individual is a consequence, at least in part, of how he perceives either his personal or community situations. perceive of a need for health For example, individuals are more likely to care if they have had persistent health problems. On the other hand, a person who has not experienced a need for social services, may regard them as necessary, depending upon his definition of social problems. The second assumption concerns the utilization of social services, i. e. a priori, that the utilization of available services by MNA residents was a function of one's perception. In evaluating the consumer end of social services, for in­ stance, it is not enough merely to know about the availability of services and the numbers who complete various programs. More importantly, if the MNA residents do not perceive of any benefits derived from using services, as experi- enced at the personal or community levels, they may not avail themselves of services being offered. The first step then in defining the goals of the survey was to formulate an exploratory hypothesis on the attitudes and/or perceptions of the respondents -55- �from the standpoint of either their personal or community situations. Thirteen areas of basic services were considered in the study: . . . . . . . Housing . Jobs . Legal . Public .Recreation and Training . Welfare Addiction Aged Children Consumer Education Health B. THE INSTRUMENT The interview schedule utilized in the Model Neighborhood Area Survey consisted of 137 questions - including both demographic and perceptual questions. It was arranged in the following order: 1. Instruction sheet 2. Demographic and informational questions 3. Questions concerned with perception of service problem areas individually classified by thirteen separate sheets The interview schedule consisted of both open - and closed -end type questions in order to elicit from the respondents three things: 1. Perception of the thirteen service categories as related to either personal or community problems Indication of whether the problems are getting "better,’’ "worse,•' or remaining the "same" Comments of interviewee concerning services they were utilizing The findings were systematically treated in the following steps: Classified data according to perception of community and personal levels 2. Tabulated responses by service area in terms of "better,1.1 "worse, " and the "same" -56- �Compared responses of six neighborhood areas to service category Interpreted findings by grouping the consensus of both perceptions of community and personal problems according to "worse,".' "better,1;1 "no consensus!and the "same" Analyzed content of comments of the respondents based on an opti­ mistic-pessimistic continuum The most delicate chore of a researcher is to interpret the results of his survey so that the validity of his interpretations is beyond questionable dispute. Arbitrary decisions are made in the classification of the data, but such decisions are always well-intentioned and made with a view to credibility and acceptance. If the "worse" responses exceeded 50% of the total number of responses within a social service category it was classified as "worse". The one exception to this general rule is the housing category, wherein the "worse" responses, as a perceptual problem at the personal level, rated 48%. A 2% variance can- not be considered too significant when 60% of the respondents perceive of housing as a problem at the community level. The " no consensus" designation was applied to those service categories where a clear picture could not be discerned because of the unusual combination of responses at the community and personal levels. Certainly the "worse" responses do not exceed 50%, and yet when the "worse" and "same" responses are combined, either at the community and/or at the personal level, the responses exceed 50%. When the highest number of responses in a social service category g -57- �fell into the "same" designation even though it was less than 50% of the responses, the service category was placed in the "same" class. If the responses were highest in the "better" grouping, even though less than 50%, then the social service category was classified as "better. " C. THE INTERVIEWERS Interviewers were paired together, with at least one interviewer a resident of the neighborhood. The rationale for this approach was that more interesting answers would be elicited to informational and attitudinal questions once the respondent felt comfortable with the interviewer. In addition, it was presumed that indigenous residents would be unlikely to offend respondents with personal questions. The interview schedule was pre-tested in twelve hours of training sessions conducted for the interviewers by the professional staff of PMM. During these sessions, the interviewers were oriented to the techniques of interviewing. Just as importantly, through role-playing activities, credibility of the interview schedule was briefly pretested. Where it was believed that answers could not be anticipated adequately, available space for the interviewers to insert written responses was provided. Answers to questions requiring expressions of the respondents' perceptions of problem service categories, based on either their community or personal situations, were arranged on a "BETTER," "WORSE, " or "THE SAME" classification scheme. -58- �D. SOCIO-ECONOMIC CONSIDERATIONS In looking at MNA, the researchers sought to ascertain the attributes of the residents by seeking answers to questions such as the following: 1. Is the area suburban, small-townish, or rural? 2. What kind of people live in the area? 3. What employment opportunities are there? 4. What kind of housing is available? 5. What is the educational background of the residents? By disaggregating the MNA into six areas, it was found to be a medium sized city with both good and poor residential areas. s 0 ■ In addition to residential areas, the land uses consisted of commercial, industrial and institutional mixes. Land use patterns also were characterized by a number of vacant buildings, particularly in the Iron Triangle, Southeast, and Central areas. However, along Market Street, the lineal extension from the central business district of WilkesBarre, there was a mix of occupied and vacant commercial establishments. Many of the respondents lived in the rear of or above these commercial buildings. This neighborhood profile corresponds closely to many of the Model Cities target areas.in medium sized cities where the population density is not excessive. 1. Marital Status, Sex and Proggncy The characteristics of the 536 respondents tend to take on a domestic pattern. married. For example, 86% of the respondents were female, of which 68% were Of the households, 54% had a family size no larger than two children. -59- �The exact areas of the Model Neighborhood Areas in which the inter­ viewing was to be conducted were then delineated. The selection of six areas, although essentially an arbitrary decision, was based on consideration of the following factors: 1. The Model Neighborhood Area had already been divided into six neighborhood associations to maximize citizen participation in the Model Cities Program and 2. The concentration of low income residents was dispersed almost equally among the six areas. The random selection of streets within each Area was then performed. In order to do this, an equal number of streets to each Area was arbitrarily assigned. Nine streets from each of the Areas were then selected. Using the city street index, the addresses on each street per area were tallied. Finally, through simple random sampling, the lottery method was utilized by selecting every alternate address for the survey sample. s Active interviewing began on November 23, 1970, and was completed by December 11, 1970. J The interviewers wer.e required to report at 9:00 A. M. every day for the first week at the Model Cities Agency. During the first week, this reporting procedure was adhered to so that interview schedules could be checked daily and any questions raised by the interviewers could be answered. In total, 564 interviews were conducted. That figure, of course, was reduced to 536 because 28 interview schedules were considered to be unsatisfactory. After careful evaluation and analysis,and some additional surveying, it was determined to completely discard them without affecting the final results. -60- �Such a profile points out that the households of the MNA tend to have the predominant pattern of the conjugal, nuclear family structure. While there are low income residents in the MNA, a large segment of the population consists of work­ ing class and middle class types. These characteristics were reflected in the demographic profile of the MNA. TABLE 12 MARITIAL AND FAMILY CHARACTERISTICS OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA Maritial Status Married Single Divorced Widowed Total L; 3 y Number ~367 34 23 112 536 Percent 68 6 5 21 100 Sex of Respondents Male Female Total 78 458 536 14 86 100 Number of Children One Two More than two Total 70 81 131 282 25 29 46 100 It should be noted that the 21% widowed category reside in the interstice between the Iron Triangle and central areas where the O'Karma Public Housing Project is located. 0 I '1 family. This again points out the pattern of isolation of the conjugal Moreover, it suggests a trend toward the isolation of the aged from the rest of the MNA residents. d o J -61- �2. Population Density and Home Ownership As mentioned previously, there does not seem to be a density problem with respect to the residential use of land in the MNA. The overriding pattern seems to be competition for residential space in terms of the physical desirabil­ ity of the Area. This pattern stands in strong relief when comparing home own- ership to rental properties. The data indicate that home ownership is highest in the most desirable area (Northeast) of the MNA, and lowest in the least desirable area (Central). In the MNA as a whole, 43% of the respondents owned their homes and 57% rented. The following table reflects a breakdown of owners and renters in the six neighborhood areas. TABLE 13 TYPE OF HOUSING RESPONDENT OCCUPANT IN MODEL neighborhood area s 0 3 a Number in Sample . . NE SE SW C Total Number Type Type NW Own 36 67 1 45 20 64 233 43 Rent 22 54 80 31 62 54 303 57 3. IT Education and Employment To understand how the MNA residents perceived their social service needs, it was important to obtain the education and employment profile of the respondents. This is important precisely because lack of education tends to keep the consumer of social services from knowing what service is available, as well -62- �as how to avail himself of that service. Furthermore, unemployment or under­ employment determines differential accessibility to social services in terms of need. High unemployment, for instance, may indicate a greater need for basic social services. The education and employment characteristics of the respondents suggest that these social indexes are mutually supportive;i. e., 60% of the respondents have a high school education, and 43% are employed with the bulk of them engaged in industrial work. However, the significant fact in the employment index was that 57% of the respondents are receiving some form of public assistance. This finding appears to have some correlation with the percentage of those respon- dents who are aged, rent, and need basic services. Moreover, the public assis­ tance recipient would assumingly have a broader need for varied social services. TABLE 14 EDUCATION AND EMPLOYMENT ATTRIBUTES OF RESPONDENTS IN MODEL NEIGHBORHOOD AREA / / a g EDUCATION Number College High School Grade School Total 23 325 188 536 Percent 4 61 35 100 EMPLOYMENT 0 Public Assistance Industrial Commercial Institutional Total 306 101 58 71 536 i ■■ -63- 57 19 11 13 100 �E. THE FINDINGS - RESPONDENT PERCEPTIONS From the data garnered by the use of random sampling selection techniques, the social service categories are catalogued in the following groupings: Worse No Consensus Same Better . Addiction . Housing . Health .Jobs . Training . Consumer . Legal . Public . . . . . 1. Aged Children Education Recreation Welfare "Worse" Responses The two catagories that were perceived by the respondents as social ser­ vice problems getting "worse" both in terms of their community and personal situations were; . addiction . housing a. Responses to Addiction Category Of the 536 respondents in the total sample, an exceedingly high number, or 82%, perceived of addiction as worsening at the community level. J I E The 82% represents 274 responses to the question: "Do you see addiction as a community problem in which more service is needed?" At the personal level, 62% of the resident respondents viewed this problem as getting worse, as reflected in the ■'f ted 101 responses given to the same question. - -64- �TABLE 15 RATIO RESPONSE DISTRIBUTION ON ADDICTION C ommunity 3 Better Worse Same 82 15 Personal 4 62 34 The comments of the respondents regarding addiction generally focused on it as a problem affecting the community. However, there was little specificity concerning what agencies could do to reduce the problem. were mainly impressionistic. Rather the opinions For example, among the comments mentioned most frequently were; . "Very disgusting that the kids of today are taking such a destructive thing,?1 . "The law can do more than they are doing to rid our community of this menace. " . "There is a definite need for a drug clinic in our community. " ."Our neighborhood is being used for the sale of drugs." b. Q B Responses to Housing Category The next table reflects a definite concern about housing as a problem which is getting worse, particularly as a community problem. -65f' ■ �TABLE 16 RESPONSES TO HOUSING PERCENT OF RESPONDENTS C ommunity 20% 60% 20% Better Worse Same Personal 18% 48% 34% A concern about the housing conditions in the MNA was expressed by 60% of the respondents. The object of such concern was largely the unfavorable treatment tenants received from the Public Housing Authority. Of particular interest was the fact that the terms of the Authority did not express such a feeling as much as the non-tenants. Among the tenants, there seemed to be pervasive­ ness of indifference and/or an attitude of not speaking too negatively about their X, situation. s 1 nr ; iS An analysis of pertinent comments ranged from "nothing being done by the Housing Authority" to "need more housing unity in the MNA. " The following is a sampling of the respondents' remarks: I . "O'Karma housing director is a tyrant and the rents are too high." . "Too many homes are unfit to live in. " l=j ."A greater need for more housing for low income families." . "Too many dilapidated houses along Market Street. " S T! Q . "The aged fear the Housing Authority. " . "Living in O'Karma is like living in a concentration camp. " B -66- �2. ”No Consensus" Responses Those service categories, which were perceived as getting worse at both the community and personal levels but do not exceed 50%, were classified "no consensus." These services consisted of: . Health . Jobs . Training a. Responses to Health Needs Category With respect to health as a service and/or problem area, more than 60% of the 536 respondents responded to it at the community level, and 43% of the total sample responded in terms of personal perceptions. TABLE 17 RESPONSES TO HEALTH PERCENT OF RESPONDENTS a Better Worse Same Community 30% 43% 27% Personal 34% 27% 39% While the data do not suggest any clear-cut pattern regarding the poor­ 0 ness of health services, many respondents'^ comments indicate the need for qualitative improvement in the delivery of such services. The common observation focused on the relationship between perceptual immediacy of health needs and the responsiveness of health care delivery systems. Second, there was a general tendency in the responses to criticize the increasing health care 0 costs at hospitals and clinics. The following excerpts reflect the latter two -67- �orientations: ."For the money you have to pay, you would think the services would be much better. " i 4 . "It's a shame how long you have to wait in hospital emergency rooms. " f ■ G . "Something must be done soon about how long the elderly and children have to wait for treatment. " ."Poor sanitary conditions and the 'indifferent1 attitude of the doctors at hospitals. " ■ ."Everything about health care services is bad." i ■ ."Local doctors will not even handle emergency cases for public assistance clients." . "Nursing services are terrible." b. Responses to Job Category It should be noted that there may be more than just a casual relationship ri ; ■ between the jobs and training service areas. The data indicate, based on 28% of the total sample responding, that either the majority of the respondents were employed and under-employed or had received training and were later employed. Z*; i The next table generally reflects the perceptions of two types of respondents: (1) those who are employed, whether full-time or marginally, and (2) those who are temporarily employed and receiving some kind of employee compensation. w A L tt -68:J f 1 �I TABLE 18 RESPONSES TO JOBS percent OF respondents Personal 32% 26% 42% Community 36% 35% 29% Better Worse Same The survey profile of perceptions of both jobs and training tends to reflect good, bad, and ambivalent feelings. tion for this ambivalence. The researchers offer a plausible explana­ If a person needed a job and was placed, the Employ­ ment Service was obviously satisfactory. would be the urgency of employment. a Certainly, a key intervening variable On the other hand, if a person had market­ able skills and sought employment help, but experienced undue lag-time in being placed on a job, the Service was perceived as being poor. The following interview comments demonstrate the ambivalence mentioned .‘ KTL if ■' / fl J I ® earlier: . "We need more jobs for people on relief to get them off welfare. " . "The attitude of the employment service agencies is rotten and they are of no help. " . "There are plenty of jobs available, if people wanted to work. " 1 c. Responses to Training Category The next table clearly implies that training is not perceived as a serious problem at either the community or personal levels, as manifested by the 32% I - of the respondents. If perhaps suggests that those persons receiving training may have employment or they are at least satisfied with the training experience. H J II n -69- �TABLE 19 RESPONSES TO TRAINING C ommunity 62 Better Worse Same Personal 43 6 6 32 51 Illustrating the jointed comments of the respondents are the following: ."There is no job after completion of the training period." ."CEP (Concentrated Employment Program) is so desperate for candidates that they should be investigated." 3. Same Responses Of the 536 respondents reacting to community and personal problems 1 and/or service areas, approximately 42% perceived of these situations as being substantially "the same." This bloc of respondents assigned "the same" to the following classification service categories: . Consumer . Legal . Public ■ 0 The data indicate that the respondents viewed the above social service categories as remaining substantially "the same" regardless of whether they were better or worse. To that end, if the categories were "better" in the past, this optimistic attitude was reflected in many of their observations. On the other hand, if the services were "bad" in the past, the observations of the 3 respondents indicate that there has not been any significant improvement in the quality of these services in the present. r’ -70- �consumer and legal services, however, an analysis of the data suggests that the This attitude quite possibly could be respondents were ostensibly indifferent. attributed to the respondents not perceiving such areas as exigent concerns regarding their community and personal situations. a. Responses to Consumer Category Despite the fact that consumer problems regarding the purchase of goods tend to be a concern in large urban areas, the most prevalent tendency in the MNA was relevant to people on public assistance. This, moreover, was peculiar to the Department of Public Welfare's Food Stamp Program. The respondents believed the program was still generally unresponsive to the welfare recipients, since the stamps are not redeemable for non-edible consumer items such as soap, toilet items, cigarettes, etc. TABLE 20 0 ■ ’ RESPONSES TO CONSUMER PERCENT OF RESPONDENTS Community 34 25 41 Better Worse Same b. Personal 21 28 51 Response to Legal Service Category The survey profile on legal matters represented, ranged from advice to requesting action on such matters as insurance claims, divorce, and consumer -71- �problems. Most of the service was sought from the Legal Services Program. Common perceptions held, usually pertaining to personal matters, were evenly distributed between satisfaction and dissatisfaction. In regard to the latter re- sponse, the feeling was that the agent offering the legal help was incompetent. The conclusion, therefore, was that private legal counselling can render a more effective service. TABLE 21 RESPONSES TO LEGAL PERCENT OF RESPONDENTS Better Worse Same 0 - Community Personal 43 11 46 34 8 58 Respondents' remarks had more of a tenor of dissatisfaction rather than satisfaction. Some of the comments, for instance, were as follows: • "Some people need legal help from the Legal Services Program, but cannot receive it because they are not low income persons. " G • "Legal Services is doing a terrible job. " 0 . "We need help with workmen's compensation to collect what is rightfully ours. " . "The courts and police can provide better assistance. " . "There are not that many people, who have legal problems, for whom assistance is not available. " -72- �Responses to Public Service Category The data on this set of responses revealed that more than 55% of the respondents were highly opinionated about this category. Even though they may have viewed the level of services, both community and personal, as being about "the same, " the tenor of their responses indicated general dissatisfaction. Therefore, what may appear to be an almost even division on the community level of services - 31%, 31%, and 38% - could be misleading without an under­ a standing of the undertone and intensity of the responses. TABLE 22 a RESPONSES TO PUBLIC SERVICES PERCENT OF RESPONDENTS Community 0 a Better Worse Same 31 31 38 Personal 33 25 42 "City Hall, " the agency provider of public services, was seen as either being incompetent or lacking sufficient resources to meet the needs of the MNA respondents on many respondents. The three functions of Wilkes-Barre City that raised the most negative responses were in public works, (streets and g 0 sanitation) and public safety (police). In response to the public services category, the prevailing negativism manifested itself in such comments as: ■ "The police are slow to respond to calls from O'Karma housing. " . "Garbage and refuse are not picked up frequently enough. " -73- I �L . "Snow removal is terrible. " . "There are too many roaming dogs in the area. " . "They never clean streets nor tow away vandalized cars. " . "The police are good but their hands are tied. " 4. "Better" Responses This section of the survey findings presents the perceptions in which the respondents perceived that either their personal, community, or both, situat tions were getting better with respect to the problem and/or service category. Those categories in which the 536 respondents perceived of conditions and services as getting "Better" consisted of the following: 3 a 0 s . . . . . Aged Children Education Recreation Welfare a. Responses to Aged Category Although the survey profile indicates that the aged person was not overrepresented in the survey, there was considerable response to an awareness of problems of the senior citizen as evidenced by a 59% response to the question, "Is this a problem in the community?" n -74- 1 �TABLE 23 PERCENTAGE DISTRIBUTION OF RESPONDENTS TO BASIC SERVICE FOR THE AGED Personal 46 16 38 Community 47 19 34 Better Worse Same Despite this sensitivity to the problems that exist for older people (as regards community problems or personal problems respectively), 47% s flJ a 0 (community) and 46% (personal) of the respondents indicated that the situation for the aged is getting better. Only 19% and 16% (using the same community and personal perceptions as above) stated that the situation of older people was getting worse. In their comments on this category, respondents generally did not identify the problems with a specific agency, although the Social Security offices were mentioned several times. Among the comments mentioned more than once were: . "More dollars needed than is provided by Social Security. " . "Tax rebates should be given to older persons owning homes. " 0 . "Daytime recreation programs would be useful. " 0 . "Older persons' pride must be handled before help can be accepted." 8 . "Transportation (even to and from shopping areas) is a problem for them. " a. Responses to Children Reflecting on the demographic characteristics of the respondents, one -75- �■ - is compelled to note that about 75% of the survey sample had children in their homes, indicating a familiarity with the subject matter being surveyed in this area. This area (together with the area of education) received most favorable comments of all thirteen social service subject areas. There were a number or specific recommendations and problems, but about 60% of the respondents felt that the situations both community and personal, involving children, were a a ■> f 6 Q 0 getting better, as indicated in the table below: TABLE 24 RESPONSES TO CHILDREN PERCENT OF RESPONDENTS Better Worse Same C ommunity 65 8 27 Personal 56 6 38 The fact that less than 10% of the respondents felt that situations revolving around children were worsening (rather than remaining "the same") confirms the attitude of optimism about the community's services for children. J fl The specific comments about children's problem situations seemed to focus on teenagers ("they need sport facilities, like basketball and football"; "drinking is a major problem for teenagers") who are also the focus of the problem areas dealing with drug addiction. 1 With regard to child-serving agencies, several respondents complained A about the "red tape" and the persistence of overlapping agency jurisdictions, p i -76- r �citing a major need for consolidation of child services and increasing commu­ nications between education, counseling, recreation, and police services. The word "respect" appeared quite often in the respondents comments ■J about children, reflecting the feeling that "this younger generation doesn't learn the proper respect for established ways and procedures... 0 c. It Responses to Education Category This subject area received the highest, most positive rating from the survey population. Less than 10% felt that educational services were worsening at either the community or personal levels. The detailed tabulation reveals the following: fl TABLE 25 RESPONSES TO EDUCATION PERCENT OF RESIDENTS Better Worse Same Community 71 7 22 Personal 60 9 31 This very positive attitude towards formal education systems was reinforced by many of the volunteered comments, although specific examples of further 0 improvements were also given: . "Retire older teachers and hire more younger ones" . "Overcrowded classrooms" 0 . "More supervision is required during school playtimes" In addition, several of the respondents commented upon the existence of supplemental educational programs which were more designed to spend money that was available than to accomplish needed objectives. -77- Several respondents �suggested that investigation was required of various "grants" that had been given to community educational facilities. These suggestions, however, must be weighed in the light of the excellent "report card" being given to the area's educational facilities by the surveyed population. d. Responses to Recreation Category The data indicate that slightly more persons surveyed felt positively about recreational services than felt negatively. The volume and type of critical unmet need was much less than would be anticipated, reflecting a high degree of satis­ faction with existing recreational programs and services. Since this subject area comes in for early, if only surface criticism in ■ ■ y nearly every community survey, the findings, shown on the table that follows, must be considered quite positive: TABLE 11 RESPONSES TO RECREATION PERCENT OF RESPONDENTS - 0 u Community Better Worse Same Personal 42% 30 28 40% 23 37 Supervision, to prevent vandalism and to relieve working parents, was noted as an unmet need by many respondents. fi fl Focus was upon the teenager in this area, seconding the point made with regard to children, that this age group was the greatest perceived source of problems. Specific criticisms of the Recreation Department and the Cub Scouts centered about the geographic narrowness of the services of these agencies. -77a- Specific criticism was also voiced �at the absence of park-like areas for recreation and the use of certain recreation facilities near areas of danger (the railroad tracks near Lehigh and Hill Streets). e. Responses to Welfa're Category To be particularly noted with reference to the responses on the wel­ fare social service need is the fact that more than half of the respondents (57%) were receiving some type of public assistance. <p This social service area is classified as one of the five in which'the positive attitudes of the survey population exceeded the negative comments or a attitudes. Yet in this inclusion in this select group with education, child­ ren, the aged, and recreation is but a matter of only a few percentage points. TABLE 26 RESPONSES TO WELFARE PERCENT OF RESPONDENTS Community •T~- 0 a I Better Worse Same 46 24 30 Personal 41 21 38 What is unusual, also, is that the minority (24% and 21%, respective- ly) who felt that the welfare system was worsening was very vocal and citbd many -78- �different types of shortcomings. There seemed to be fundamental political and personal negative feelings about welfare recipients, which is voiced by this minority. 3 0 3 Among the major problems citied were: 1. That there were many persons receiving welfare who did not deserve it and.conversely, 2. That people in true need were not on the rolls. Additional criticism of the basic system assumptions was widespread, including such allegations as: "Investigators are lax in their work and too nosey" . "Requirements that welfare recipients be compelled to work" . "Payments should not exceed what a man could earn at $2. 00 per hour" . "Need day care centers so that mothers on welfare can work" . "Need consumer education to help recipients spend money wisely. " The failings, such as were noted by the respondents, are more structural and basic to the welfare system, than mere service reforms of improvement suggestions as is the case in other subject areas covered by- B the survey. F. GEOGRAPHICAL ANALYSIS OF FINDINGS An examination of the data by neighborhood area denotes some inter­ esting patterns about social service needs. The most negative view of services at both the community and personal levels appears to have the highest -79- I �- incidence in the Iron Triangle, Southeast and Central neighborhoods of the MNA. The ranking of those services, by area, which were viewed as getting "worse" appears on the two tables that follow: 0di a TABLE 27 COMMUNITY PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS fl Iron Triangle Southeast Northwest Southwest Central HOUSING HEALTH ADDICTION 62 49 46 29 23 Southeast Iron Triangle Northwest Central Southwest 43 30 26 15 13 Iron Triangle 58 Southeast 47 Central 33 Northwest 27 17 Southwest JOBS Iron Triangle 34 23 Southeast Northwest 15 Central 12 Southwest 8 TABLE 28 PERSONAL PERCEPTION OF "WORSE" RESPONSES BY SELECTED CATEGORIES AND NEIGHBORHOODS ADDICTION 0 Iron Triangle Central Southwest Southeast Northwest HEALTH 16 15 11 4 1 Iron Triangle Central Southwest Southeast Northwest HOUSING 18 9 8 7 4 JOBS Iron Triangle 41 Iron Triangle Central 22 Southwest 7 Southeast Southwest 6 Central Southeast Northwest 3 Northwest If income data could have been obtained from the respondents, a more discriminating profile could have been obtained on those persons who viewed fl 0 fl fl services as getting "better" or as remaining the "same The basic services, such as recreation, children, and education, could have been considered either -80- 17 8 7 7 1 �these services directly increase the consumption by individuals. In that case, however, they are not a means to the attainment of other resources; rather, 0 are themselves an important component of the level and quality of living. On the other hand, as investments, they are the bases for improving the capacity of individuals to gain access to resources through the private market. To illustrate, better education services or improved transportation to jobs increase n the earning capacity of the individual or of the family. Therefore, if some kind of measure could be constructed that would discern whether these services were-amenities or investments, a more accurate determination could be made as to whether or not people actually see these services as getting "better ii or as remaining the "same. y 0 0 B 0 G. SUMMARY OF FINDINGS Substantial numbers of respondents in the Model Cities Neighborhood commented that services were better in the service categories dealing with children (child, recreation, and education) and/or the aged. The latter group has improved its services, and yet a third of the respondents see their situations merely as. the same. Although the welfare service was placed in the "better" Category, it could well have been placed in another category. Only a few percentage points would have dropped it into the "No Consensus" rating. Of significance is the fact that a quarter of the respondents not only rated it "worse" but expressed very strong feelings about the shortcomings of the welfare system. -81- �The only summary comment that can be made concerning services rated. the "same" is that the respondents exhibited either indifference as in the case of consumer and legal services or dissatisfaction as in the case of public services. If the findings are considered from the community level alone, then the conclusion could be deduced that the major pessimistic comments indicate a general decline in the quality of life. The evidence for such a negative view is found in the fact that addiction, housing, and health are rated "worse" at the 0 9 community level. Addiction and housing are rated "worse" at the personal level as well. A word should be said about those services which were given the "same" rating, either at the community or personal level (or both for that matter). These services would include health (personal), jobs (personal), training (personal), consumer (community and personal), legal ( community and per­ sonal), and public ( community and personal). If life generally improves for everyone in the society, but a- respondent views conditions as remaining the "same" at the community and/or the personal level, it doesn't necessarily 0 mean that his lot is now or will be a happy one. Viewing life as the "same" is not to equate it with improvement, for what may be the "same" today may be ''worse" tomorrow. The negative view of services at the community level appears to have the highest incidence in the Iron Triangle and Southeast Sections of the MNA. In evaluating the perception of the consumers of basic social services, r> 8 -82- �were gaps consequence of: 1. the presentation of the service by the agency provider and 2. the consumers' experience of that service. For example, the data reflected an increasing concern about addiction, Undoubtedly much of this concern has been generated by the news media. 9 a J How­ ever, it also appears bbvious that the residents have not been made aware of any agency that provides addiction rehabilitation services so as to allay their apprehensions. For the consumer to understand and interpret addiction as a problem or service need presented in the news media implies that the listener is not being made aware of what is available services exist at this 1 0 y point in time. The pessimistic comments of the respondents concerning the unresponsiveness of service agencies to this problem hint at the un­ availability of service resourses to focus on the problem. There are two: aspects that affect a consumer's perception of social services based on his experience with the agency provider. happens to the consumers who apply for a service? ! 0 And, second, how does the agency treat them? The data findings on the "worse" responses to health serve as a good sounding board to these questions. The MNA respondents expressed concern about the unresponsiveness of health delivery systems. p s First, what This perception was ostensibly a consequence of their experience in seeking health care. -83- 1 �Their comments imply that health agencies (hospitals and clinics) vary in their understanding of and openness to various modes of individual behavior. It is a known fact that low income people of all ages consult doctors, dentists, and medical specialists less frequently than do the non-poor. Therefore, given emergency conditions, the responsiveness of the provider tends’-to be a function of the consumer’s past utilization rate which is contingent upon social class position. In most cases, according to the findings, the poor consumer was either excluded or spent long periods of time waiting. Another point frequently mentioned regarding the responsiveness to the appeal for health services was that some doctors will not take public assistance clients. of inadequate health. These persons are usually the ones who have a history Hence, a more’in-depth analysis of the - availability of health services to this group in the MNA might reveal the inequality in the distribution of health services and physicians among the six neighborhoods within the MNA. -84- �1 ■ I ! f P PART HI f” STRATEGIES IN SOCIAL WELFARE OLD AND NEW Change is the lifeblood of any political, social, or economic system. Health and welfare programs as major components of our social life have under­ a 5 gone change too. Traditionally, our social welfare programs have rested on the concept of charity rather than on the concept of special rights. The value has been on voluntarism rather than on public (governmental) responsibility. a It is not that poverty, the poor, or the disadvantaged have been rediscovered in f Wyoming Valley, particularly in the Model Cities Area. I r i \ It is just that subtle changes have finally caught up with the general citizenry hereabouts. The response locally is to be found in the change in thinking about the United Fund and its constituent agencies, and particularly in the Welfare Planning Council. A. THE PAST IN REVIEW The structure of welfare organizations differs in those agencies estab­ lished under public auspices from those which are of voluntary or private nature. u Public agencies are established by individuals or philanthropic, religious, frater- nal, or humanitarian groups; their management is the responsibility of a board of directors, and they are supported mainly by contributions, donations, endowments, trust funds, and often by participation in the distributions of a United Fund. In Wyoming Valley, the foundation of private social agencies and the continuation of their activities in the past has been based upon the recognition of I the need for a service in the local community. -85- n Originally, philanthropists, a ��United Fund soon developed into the one single fund-raising agency in behalf of many health and welfare agencies. It was a result of taking on this support function as one of its main tasks of making allocations to the member agencies 1 a that eventually led the United Fund to study the role of the various agencies in the Wyoming Valley Area. The Fund did develop over the years what seemed to a logical set of standards and objectives for the allocation of the United Fund dollars. However, often times informal reasons or criteria frustrated the more formal, stated criteria. Factors such as professionalism, previous budget, administration, budget d consideration, and clients served, were always considered in an informal way, 0 along with the presentations made by community and influential people who spoke D for a social agency. The prestige of the agency, historic or current, and the plain human sympathies of those on the allocation panel were a factor. have participated in or used the services of an agency. They may The representative of an agency might have been more skillful in presenting its needs. Also, it was always easier to enlist support for a direct, personal service. Perhaps more importantly, the past history of allocations became an immutable pattern, difficult to change radically, reduce, or eliminate. iu rn The desire for orderly change would become a typical defense mechanism of social agencies. The truth of the matter is that informal reasons may have been used because neither priorities nor guidelines had been adequately developed, adopted, or implemented with any muscle. -87- �tit for tat" rationale concerning fund raising that could more charitably be labeled a "philosophy of flexible concern" meaning no more than "I’ll work to raise funds for your agency if you will work to raise funds for me. " Although there may not have been constraints in reference to ethnicity, religious beliefs, degree of professionalism, the number of clients served, etc. , there certainly were "understandings." In the allocation process, these did operate, but not always to keep an agency out of the Fund, although it should be emphatically stated that this community, and the Fund, have a minimum of bias. Probably the two most serious constraints have been professionalism and the number of clients served. The lack of professional qualifications (Jewish Welfare) has posed a problem. 0 And yet, the Agency may have done a good job in the past in dealing with people problems. There has always been a feeling at allocations time that the Salvation Army was really operating a religious enterprise and with a bookkeeping system that "left much to be desired. " 0 But many felt that it performed a social as well as a religious service. In spite of a recognition of the fact that the United Fund was supporting a religious operation, cognizance had to be taken of the fact that many community leaders 0 0 were very much interested in the success of the "Army. " Planned Parenthood has never been a United Fund agency and may never be, by choice, as well as by opposition from the Catholic Church. People on the allocations panels have been influenced by their ancestry - 88 - �and r eligion. Regard for professional operation has run the gamut from cold calculation to warm, undiscerning emotionalism. This has delayed the consolid­ ation of some agencies with related functions. The agency' s spokesman may state that the constraints do not relate to agency goals, objectives, or functions, and may have regarded these constraints as inconsequential. The fact of the matter is that they do relate to the goals and functions. Even if Catholic Social Services did not consider family counseling for Catholics its own perogative, Catholics would feel more comfortable with the Ilf agency. An Orthodox Jewish person would tend to go to the Jewish Welfare Agency. The goals and functions must, of necessity, be geared to the type of people they serve - based either on ethnics, age, religion, particular problem, etc. Agencies have not in the past always shown an awareness of goals and and often confused objectives as goals, compounding this difficulty by being un­ able to clearly define the parameters of the responsibilities. it, "Rehabilitation is rehabilitation. As one person put What difference does it make who does it? II Agencies have had grandiose goals and kidded themselves on their actual impact. 0 J Both the Red Cross and the Salvation Army do disaster work. If it is the province of one or the other, is there any justification for spending the Fund dollar twice? There would not be if goals were clear to all agencies. The problems as to goals are posed by changing goals in a changing society. fl 0 Should the Community continue to put money into an activity such as Council House when such activity is now government financed? -89- It has been the �habit of many agencies to stay in a comfortable rut and not discard outmoded programs that do not anymore fit the goals of today. Many of the problems of the voluntary agencies are caused by legislative procedures about which they can do nothing. Public health and welfare programs have influenced the activities of the voluntary organizations profoundly. Many of the old activities of the voluntary organizations have been taken over by the public agencies, and therefore the voluntary agencies must constantly readjust their sights. q a Therefore, their function may change from actually supplying the service to playing "watch dog" when the service becomes public. The public health and welfare system is influential in respect to United Fund agencies in a number of ways. Firstly, it takes on the burden of the welfare cases, and leaves other areas of income and need to the community agencies. To the extent that public funding meets needs, the rest of the community needs become the province of the United Fund Agencies. In many instances, public funding is used to purchase services from United Fund agencies. This in turn frees volunteer dollars for more extended use to those not covered by public funding standards. Public funding can change the direction of the volunteer dollar and does s force voluntary agencies to reexamine their goals in the light of availability and the nature of public funding. The United Fund agencies' influence has been substantial if not at times H overwhelming. The United Fund and the Welfare Planning Council have been able to get health and welfare agencies to change procedures and legislation in -90- > �in order to offer services that people need. Very often voluntary organizations lead the way to changes in restrictive requirements later adopted by public agencies. For example, Family Service Association provides services to all families who ask or need these services, regardless of ability to pay. The public welfare system also appears to be moving in that direction toward the creation of a public family services agency. Jj 3 T 'J I United Fund agencies have voiced needs and started services. An ex- ample is Homemaker Service which came first by the Junior League out of a private agency and now has been adopted and is used by public welfare. United Fund has been a strong constructive critic of many Federal and state programs and has mobilized a substantial bloc of public opinion on occasion. What is has not done, hampered perhaps by limited funds and some lack of vision within itself, has been to volunteer and be in the forefront of new approaches. There may have been a time (coal companies, bankers, leading citizens) ■I were capable of exerting influence through allocations procedure. But no particular group could be considered powerful today, although there are some individuals who may be. .I 3 J If the Family Service Association receives a high allocation it may not necessarily be because certain individuals have not only been the presidents of the association, but also chairmen of the United Fund drives and presidents of 0 the Welfare Planning Council. Rather the high allocations are due to the fact that the agency has been considered by many people in the community as doing a very effective job of counciling. Coincidentally,, these same individuals who -91- J �have headed the United Fund and the Welfare Planning Council have also been instrumental in raising the level of the agency. On the other hand, no single influential person or group could save the Legal Aid Society allocation. Allocations to the Jewish Welfare Agency have not been due to any single person, but rather due to the United Fund Allocation J Committee feeling sympathy toward its director for past performance. The same is true with the Salvation Army. As a matter of fact, there have been instances of counter reactions to 3 influence. A group of 59 community-minded people and individuals who serve on the Allocations Committee is too diversified a group to influence let alone control. There may be a feeling that neither the Welfare Planning Council nor the United Fund approached the Model Cities Agency to offer assistance. This is true, but the law and the concept written into it not only prevented the agencies going to the MNA,but neither could the MNA initiate communication with the agencies. It is the feeling of the voluntary agencies that when Model Cities was first conceived, the basic assumption was that the old institutions of whatever category -- economic, political, social, etc. -- had failed to meet the human problems. Therefore, out of this concept developed the idea that innovative plans, policies, and programshad to be the road to meet problems. New agen­ cies, institutions, and programs had to be developed. Therefore, the corollary assumption was that "restructuring" the old institutions would not be enough to accomplish the objective. Consequently, there was no communication -92- �between the social service agencies and Model Cities Agency. Research and consultants were given priority in the early days of Model Cities Agency. After the consultants advised MNA that some of the old agencies, if restructured, could serve a useful purpose, communication began, i. e. Human Resources Center was as a recommendation of just such a recommendation. At the same time that communications between the United Fund agencies and the Model Cities Agency began, the United Fund and the Welfare Planning Commission began an intensive study on goals, objectives, priorities, and allocations of the member agencies. It was the feeling of many that a reap- praisal should be made of both the agency goals and the requests for money. This two pronged attack - one on a restudy of the old traditional social service agencies and the other predicated on innovation and new concepts, have brought the two groups together for what perhaps can be the development of a more effective and humane health and welfare delivery system for the residents of 3 the MNA. The feeling was also extant among many board and staff members of the Welfare Planning Council, the United Fund, and social service agencies that J J the Model Cities Organization is essentially an administrative body and not an operating body. In other words many agency people have felt that as such i a body, the Model Cities Area purchased services. Aware of this fact and also realizing that some agencies would have allocations difficulties and that others may want to enlarge their programs, the United Fund has recently encouraged its agencies to seek Model Cities funds in those areas where the program objectives coincide with the program objectives of Model Cities. -93- �B. GUIDELINES AND PRIORITIES If the United Fund and the voluntary field is to survive, it became clear to its Board and that of the Welfare Planning Council that it would have to exhibit an aggressive and dynamic leadership role in solving community health and social problems. This means a more dynamic mission than merely raising funds for a group of agencies, or supplementing public programs, or reducing the number of campaigns, all of which may be commendable in themselves. Steps in this direction were taken when, in 1967, the United Fund reached a decision that it needed a priorities plan to help in allocating funds D n ! raised in its annual campaigns. It was decided that no one from the outside could really tell a community what its priorities should be. of those working with the Fund that these are decisions It was the conviction each community must inake for itself in terms of its own problems, assets, and aspirations. In attempting to develop a priorities plan, it took the work of many 0 dedicated people over two years to prepare a priorities plan. There were twelve persons primarily involved, six from the United Fund and six from the Welfare Planning Council. a This committee drafted a Position Paper which was shared with the agencies before it was presented to the Board of the Fund for its approval. Each agency was asked to review the paper. It searched for material from other areas and from other United Funds, but none was to be found. They had hoped to find something they could use "right now" but there was none. -94- �The United Fund was faced with answering the following questions when determining allocations through a priorities plan: 3 1. What services do we want or should we provide to meet our community needs ? 2. What are the most important services which the Fund should be supporting ? 3. Are Fund dollars being used to support services which could and should be supported by public funds ? 4. Are funds now being appropriated to services in relation to their importance ? 5. By what criteria should agencies and the services they provide be evaluated? I di 9 The "Position Paper " declared that: U n A priorities system should be part of the community planning process, for priority planning is actually a refinement of community planning. Priority planning is never completed; it is a continuing process. Know­ ledge of needs, agency programs and service standards is fundamental. It is important that agencies understand and accept the criteria and procedures employed. Agencies have autonomy and can directly influence the success or failure of any priorities plan. The system must be flexible, and adapted continuously to changing conditions and increased knowledge. Changes in needs, in service methods, and in community values will change priorities. Increased knowledge will provide a basis for a better evaluation of needs and services. J Iff I'J /H) I’ Implementation of a priorities plan will place additional requirements on member agencies and the organization developing the plan. The Fund and Council are committed to invest the staff time to its develop­ ment and maintenance. A priorities system is concerned with services -- not agencies. Since many agencies offer more than one service (some of which may rank high, some low), it is necessary to be able to separate the cost of these services. -95'U I iRl F �A priorities plan-- starts with an analysis of community needs and problems and services designed to solve, whether currently existing or not. ranks the needs with respect to their importance. evaluates the adequacy and effectiveness, both quantively and qualitatively, of existing services. assesses the gap between need and present levels, both with respect to existing services and services which should be developed. determines how services should be administered and financed, whether by voluntary or tax dollars. makes recommendations as to which services should be initiated, which expanded, which modified, and which curtailed or eliminated. Guidelines were then prepared containing seven components, a summary of which is presented below: I Hi ■J 1. Objectives for Agency Services: Stress was placed on relevant community social ills, approaches, prevention of family and/or individual breakdowns and services in building character. Priority was to be given to those services which serve the low income and disadvantaged. 2. Responsibility for Voluntary Support: Emphasis was placed on client self-support if possible. More important perhaps was the point made that agencies should not seek funds for state mandated services, but should complement those ser­ vices. A total community approach --public and voluntary-to community needs was underscored. 3. Effectiveness of Agency: Agencies were asked to continously evaluate the effectiveness of their programs and identify gaps in both services and areas served. 4. Efficiency of Operation: Management efficiency, consolidation of services, employment of consumers of services, and the develop­ ment of multi-purpose service centers were given a marked accent. n .y I - 96 - ‘U I �5. Board and Membership: Consumer participation on governing boards and effective citizen involvement were given a high priority. Note should be made of these guidelines in the light of later sections I of this study. The "Guidelines" were then converted into a rating sheet form. I Agencies were not asked to fill out the rating form, but to answer the questions that would enable a reviewer to make an evaluation of the agency relative to the . I s areas defined. The narrative form of the response was expected to include service statistics if they were considered pertinent to an understanding of a program, other pertinent data, and especially the purpose of the agency as stated in the bylaws of the agency. The agency was expected to clearly state its activities as related to the objectives of the agency and its responsibility to the community for community support. J 1 This was an attempt to look at the profile of the agency and the community service being rendered. After the rating material was received by the Central Allocations Committee, the responses were reviewed by a number of individual panelists who were knowledgable people in the community not connected with any United Fund agency. I These evaluations were compiled and submitted for use by the Central Allocations Committee and Conference Groups. 0 The results, in and of themselves, were not to be the determining factors for allocations. How- ever, they were important in developing the priorities which all agencies have- agheed must guide the United Fund ixl allocating limited voluntary dollars for the future. T -97- U L- �to pre-established community goals. The Fund is making an effort to base decisions on a relationship to those community goals. Hopefully this would provide the information and tools necessary to allocate community resources. C. GOALS Consistent with the guidelines and priorities , a number of goals were reviewed and adopted by the United Fund-Welfare Planning Council which will have a very significant impact on the delivery of social services in n 1 i - Wyoming Valley and particularly in the Model Neighborhood Area. Some of ihese goals are set for the current 1971 United Fund year while others are more long distant. The number one goal for 1971 is the merger of the Visiting Nurse n i J j Association and Wyoming Valley Homemakers Service, Inc. into the Home Health Services of Luzerne County. The goal is (a) to finalize formation of the new agency and admit it as a member agency, and (b) to market this organization to include the Visiting Nurse Association of Pittston as capabil­ ities grow in 1971. The purpose of the new organization is to provide a more comprehensive home health care program. In this manner, it is hoped to take better advantage of maximum public and1 pri vate fi nancial support; e. g. Social Securities Benefits "Home Health Aides" and Blue Cross coverage, and eligibility medicare services. The improved relationship between Home and Health Services and hospital care is expected to develop from the merger. The 1971 allocations were made for only six months, with March 17, 1971 set �as the activation date for the new organization. A second goal of major import is the deactivation of Council House and its program of out-patient hospitalization merged with Luzerne/Wyoming County Mental Health Center since the resocialization program will be merged with United Rehabilitation Services resocialization program. The United Rehabilitation Services resocialization'program now handles many, of the Council House clients. Thie major ^objective i's tb'. develop United Rehabilitation Service into the single rehabilitative service in Luzerne County. . 'j ■1 Ji Of course, the merger is contingent on the United Rehabilitation Service's program capability to absorb additional services and Council House's willingness to join its resocialization program into a new program. A one year timetable is set for the coordinated program. 3 Goal number three involved transferring the United Cerebral Palsy Day Care Program to United Rehabilitation Services in order to provide additional medical and physical orientation to the Day Care Program. 3 3 The United Rehabilitation Service staff and program capabilities are expected to handle clients in wheel chairs, etc. Again, a time limit of one year has been set for the transfer. Consolidation of the Luzerne County Association for Retarded Children and the Luzerne County Mental Health Association has been set as Fund priority four. m The direct service programs, such as the Clergy, Clinic and Day care are expected to be turned over to the Luzerne/Wyoming County Mental Health Center and/or the United Rehabilitation Service. -99- The purpose of this �OH action, no doubt meeting state and National Board opposition of both organi- zations, is intended to provide organizational strength and leadership. c It is expected that the new organization will be better able to devote more time to its primary function in monitoring public funding. 3 111 United Fund priority number six will also be of significance to the Model Neighborhood Area residents, for this objective contemplates that all '7! Family Service Agencies (office oriented agencies) will be housed in one build­ ing. The agencies eventually contemplated for consolidation are Family Service Association, Catholic Social Services, and Jewish Welfare Agency. All three of these agencies have a long community history of separate operation. It is expected that this single family service agency can make better use of voluntary dollars in office administration so that more dollars can be used for client services. It is expected that a joint answering service and office equip- ment can result in initial savings. The joint approach will make it possible to obtain benefits of public and private funding for total community services. The separate agencies have all experienced a fact of life that government sources hesitate to individually purchase service on separate contracts. Although no time table has been set up for this merger, a continuing review through 1971 can remove any obstacles that may arise. It is the hope of many associated with the joint planning, that the merger can come to fruition by 1975. Other priorities include the establishment of allocations to all Character - u 3 Building Agencies on the basis of need, the consolidation of Red Cross Chapters, identification of Salvation Army funding as community service. 3 u ■ '"d -100- Allocations to �recreation and character building agencies will be combined in the "ability- to-pay" support. A system of analysis is expected to be developed for those who need assistance to participate in the activities of these agencies. i. b 1 I L In the case of the Salvation Army, the social program will be separated from the primarily religious activities. One of the purposes of this review is to better coordinate its activities and community services with those already established, and thus make better use of United Fund dollars. Another recent decision of the United Fund-Welfare Planning Council ul a n relates to the Legal Aid Society, sponsored by the Bar Association and a long time member agency of the United Fund. It was primarily funded by the United Fund up until 1966 when the Office of Economic Opportunity began to provide funding. g 1 During the past two years, the Commission on Economic Opportunity claimed that the Legal Aid Society was not conforming to essential guidelines necessary to continue Federal funding, culminating in the withdrawal of Commission on Economic Opportunity funding in March of ■■ 1970. LJ 3 The United Fund was then faced with two Legal Service Agencies: the newly proposed Legal Services Association sponsored by the Commission on Economic Opportunity and the Legal Aid Society. Although the handling of divorce cases was a bone of disagreement, of greater concern to the Commission on Economic Opportunity was the fact that the Legal Aid Society did not commit itself to the reform of laws that worked a disadvantage to the poor, and the Society did not have anyone defined 3 n a; as poor by the Commission on Economic Opportunity on'the Board of the -101 - 123374 �Legal Aid Society. The Luzerne County Commissioners, after discussion with repre­ sentatives of both organizations concluded to continue support for the Society for the year. Since the action of the Commissioners of funding the Society left the Commission on Economic Opportunity program with no local share to provide the 20% necessary to receive Federal funds, the United Fund allocated funds to the Legal Services Association taking them from the Legal g di Aid Society. During the discussion on the issue, reference was made to the Guide- lines in respect to the use of voluntary dollars as they duplicate or as public (1 11 If I a fl 9 This is a classic example where service had been provided through voluntary giving for twenty years and finally became such an obvious need that the public sector assumed responsibility for providing the service. It is typical of a situation where a governmentally funded service supplants a locally-sponsored activity in the interest of community betterment. It was the feeling of Board members that maintenance of two duplicative service groups wastes local and public money through the costs ID 8 I I dollars become available. of duplicate staff and administrative expense. -102- �L PART IV I recommendations A. INTRODUCTION Daniel p. Moynihan, counsellor to the President on Urban Affairs, writing I? jy in the May,23, 1970 issue of Saturday Review stated, "This nation is moving from a services strategy to an income strategy. L_. A services strategy, in rough terms, is one that seeks to make up presumed deficits in the behavior of one set of persons J by providing them the counsel, advice, and example of another set of persons with presumed surpluses of such behavior. ■ The terms of trade are, in essence, advice in return for deference. " He goes on to state that the services strategy is characterized by the fact 'I that out of selfless beginnings evolved vested interests. Therefore, the purveyors of services acquire an interest in the maintenance of demand. I I n ■ The point that he makes is that services should be for everyone, not just the poor. His blunt point is that segregated services deteriorate. And that is really the focus of these final words. Social services should be community services, not poor people's services, available to everyone. '■ u n difficult to construct the components of a model social services system delivering health and welfare benefits because of the primitive nature of our knowledge and understanding relating to the social services. Given this stage of development, perhaps a statement of problems helps point the way. u - 103- I 3 ‘ [ |L It is �1 First, we cannot seem to agree on the scope or definition of social services; what they are or who they are for. Are services only to make up for individual deficiencies and, therefore, to aim at rehabilitation, or are they also to include services which enhance normal growth and development? preventive, rehabilitative? Should they be remedial, Or, should they be developmental? This latter concept, which conceives of social services as social utilities, opens the way for consid­ a eration of a large spectrum of community-sponsored facilities and activities, such as day care, supervised play lets, home helps, and many more.. Our second problem is our inability to rationalize in any way the current organization of social services. Services programs have grown up historically, accidentally, publicly sponsored or privately endowed, geographically deter­ mined, professionally controlled, and often heavily regulated from above or outside. Third, we cannot measure adequately the effectiveness or know precisely the ■ results of social services. We are very largely at the mercy of the professionals' imprecise and impressionistic evaluation cf their own services. This is an adequate base from which to determine future policy, particularly when community resources are scarce and alternatives must be defined and analyzed. According to the 1968 Report of the Steering Committee of the Arden House (I Conference on Public Welfare stated, that "The vast majority of the welfare a population is either too young, too old, too sick, or too disabled to be selfsupportive." If a hard analysis of the MNA populations even tends to be described as above, as unpleasant and unpalatable as that fact may be, then a reappraisal of the health and welfare systems is a must. I -104- II i fl /i • M �B. HUMAN SERVICES DELIVERY SYSTEM 1. A Model Medical Care System The preceding discussion leads to the formulation of a model medical care system. This system should emphasize decentralization outreach, multiple services readily available, and the use of the indigenous non-professional as the prime human resource of the delivery system. Access to health is important and a major determinant of use is accessi- 3 bility. The reverse may not be true. Creating access does not necessarily ■ elicit use. 3' Technology may lead to better care, but the truth of the matter is that the great majority of ailments can be managed in a simple rather than in a complex setting. In the past, provision of health care was grounded on a system of care by the private practitioner and free choice of physician by the patient. Private care will no doubt continue to exist along with a social health delivery system. The legislation to influence a change to the latter system is already on the books: . Amendments to Social Security Act Medicare and Medicaid Health care for pre- school and school age children Health care for crippled children Maternal health care . Regional Medical Program . Comprehensive Health Planning Program -105- I �i L . Child Health Act Maternal child health program for low income services for ( retarded children . Economic Opportunity Act Neighborhood health centers in low income areas This latter Act has direct applicability to the Model Neighborhood Area. d L The centers can provide complete and accessible medical care, with emphasis on preventive medicine and family planning services. This type of primary health service delivery at the neighborhood level appears to be the wave of the I r futur e. Public, voluntary, trade union, profit and non-profit group arrangements in neighborhoods are increasing as is group practice by physicians. A breakthrough has already been made in the field of mental health with the Mental Retardation and Mental Health Act of 1963, which provides for < prevention, treatment, and rehabilitation services for the mentally ill. Lacking, however, is a clear relationship between the new mental health model and social and health services in a community. n The mental health facility must be easily accessible, convenient, familiar and accessible to neighborhood residents. It should not only be a treatment center but perhaps a coordinating center for ;—t r many health and welfare services. The foregoing pieces of legislation, and many others, have the beginnings of a health system revolving around preventive medicine. r If preventive medicine is to be more than a myth, it must be organized at the three levels of service. The first level, the outreach system, would -106- L p �— 1 include shared health and welfare services. system. l The staff would support the outreach The central health facility would be a comprehensive neighborhood health center operated under contract by local practitioners, a local community hospital, or some combination of these. The neighborhood health center would provide appropriate diagnostic and therapeutic services, and would educate I whatever necessary. The third level of service would be in a local hospital with or without a close clinical service, staff, and educational tie to the ■ program. All of these services must be closely related physically, functionally, I 1 u and psychologically to other human services. The basic thrust of a model health model should permit the disadvantaged access to the mainstream of health services and to utilize more fully all 3 existing health services. Within this dual framework, the model must revolve around several key programs: 1. A community health center. 2. Development of a group health practice whether in a facility owned and administered by a non-profit health group or profession owned. 3. e illnesses in the Model Neighborhood. 0 4. r~\ ! A i 1 Use of trained resident aides to prevent and reduce the impact of Development of a prepaid medical, mental, and dental care program. The success of preventive medicine revolves around the health center which is easily distinguishable from the present health delivery system: 1. "Walk-in" versus appointment usage of services. 2. Demand for services versus supply. 3. Continuing comprehensive care versus acute episodic care. -107- �pi'. Examples of health functions which might be carried out in a decentralized system in the neighborhood center include school health program, inoculations , routine well-baby and early childhood care, mental health services, medical and n J 3 3 dental screening services, pre- and post-natal services, family planning and counseling involving health problems, and simple emergency services. The citizenry who in a community health center neighborhood signed up would be covered by a capitation system paid in advance either through public sources, through a combination of self-payment and public support, or entirely through self-payment. The World Health Organization's definition of health is a "state of complete physical, mental, and social well-being and not merely the absence of disease." If the WHO definition is to be more than mere words only a system of preventive medicine can provide the complete medical, dental, and y community outreach service that the MNA residents deserve. It is within the context of this model medical care system that a medical services system should be established for the MNA residents. I Ijhi An integral part of this model health program should be a pre-paid comprehensive health insurance plan for the residents. 2. A Model Welfare Care System Welfare today is caught in a confusion of objectives-objectives which 5 /' ■ ■ are as vague and contradictory as are personal and societal attitudes toward the poor. Some people think it is wrong to be poor, so they demand a welfare program which is harsh and punitive. Others think we should do something -108- fl? �_ I for the poor-but not too much. They advocate a welfare program which provides just enough food, just enough clothing and just enough shelter to get Still others see the poor primarily as potentially productive citizens. along. For them, a rehabilitation program geared to helping the poor make up their deficiencies is the proper course to fellow. m In a model welfare delivery system, efforts should be directed toward the original and still the basic function which is to supply money where there nd. is none. First things must come first, and for a MN’A resident, many of whom are on welfare, money is first, the rest follows. I Therefore, the ■ financial assistance and the social service functions of a welfare care program f g g must be separated. Each’ is made to stand on its own; two separate functions with two separate objectives. Public aid then becomes an independent financial transaction, conducted in a simple, direct manner with the goal of providing sufficient inccme where it is needed. 5u. Social services are offered independent of the public aid on a community-wide basis to everyone. Eligibility for services thus becomes desire for service, and not label of ■ income. This means that the services must be available to the rehabilitable as well as the non-rehabilitable - to the poor as well as the non-poor. Based upon this conviction, the rest follows. If everyone, not just those living below the financial aid eligibility level, can and should benefit from day care centers, family counseling, homemaker services, skill training p services and the like, then efforts should be directed toward making the important welfare services more susceptible to economies of scale, elimination -109- 'T �of duplication, wastage of human energies, and overlapping administrative procedures. The rigidities of present welfare resource allocation schemes must be reviewed with a view to reducing socially disruptive activities in a whole neighborhood. The essentials of a model welfare component will be distinguished fl eL fl by the following characteristics: 1. Human services will be oriented to client rather than professional need. 2. Combinations of diverse welfare services will be available at a single site. 3. The system maximizes local citizen responsibility. 4. The two vertical level welfare service organization includes an outreach system and close collaboration with those agencies not located in a neighborhood. 5. Maximum use can be made of newly trained indigenous non­ professionals in.delivery service and in facilitating the clients movement in the system. 6. Greater emphasis can be placed on prevention in all services at both levels. J A fl- Only through a comprehensive center in the social service area can emphasis be placed on the need to improve the range, quantity and quality of traditional welfare services. fl" /•fl!' Only through such a consolidation of welfare services in the center - both public and voluntary - can: 1. consideration and review be given to revising eligibility requirements associated with many services in order to increase their use to the MNA residents. -110- 'T �n 2. increased awareness of the array of welfare programs be developed. 3. both the Federal and State governments be encouraged and influenced to decentralize select functions and activities. An early detection system through out-reach can inform the center when certain life stresses occur. These life stresses are frequent precedents or precipitants for maladaptation. Examined across the life span, such an early 3 '• crisis detection system might include birth, early socialization experiences, entry into school, pre-puberiy, adolescence, leaving school and/or entering the work force, marriage, children, the involutional period, aging, and death. 1 Each of these life events would activate the staff of the center to invite the involved person to participate or to make home visits to reach out and offer service. Voluntarism in welfare is still a uniquely strong tradition, although many far-reaching patterns of public - private relationships have developed. Welfare agencies will continue to and accept government funds for support for new programs and for innovative approaches to old problems. The model welfare care system will therefore include both the voluntary agencies and the public agencies. The new approaches will be characterized by: 1. Decentralization into neighborhoods. 2. Involvement of more non-professionals. 3. Role of advocates. -111- �Q! a The public funds already make it possible for the voluntary agencies to serve new populations with new or restructured programs. Not only have : these voluntary agencies broadened their programs, they have broadened their boards and councils as well. 0 a The thrust of the new public funds has compelled these agencies to engage in aggressive case finding. maximum decentralization are key points in the new welfare strategy. It is expected that the more planned approach in combating social problems will relate to complete social development. n Citizen participation and Continuum of core and comprehensive services will be designed more and more. Therefore preven- tive and therapeutic services will be effectively combined. R The key objective in future welfare strategy will be for all-poor and u non-poor. In this kind of a setting, social services will increasingly be considered public social utilities. Only if the needed welfare services in the Model Neighborhood Area are provided within the framework o'f this model welfare delivery system can the residents hope to achieve a better life. .. C. CONSUMER PARTICIPATION Consumer participation is a vital concern today because it involves almost every major issue now before the American public. In its simplest terms, it means citizen power - the strategies of redistributing the social control of institutions among all the people of a community. It implies the "open door" approach to everyone's inclusion in the opportunities to determine how information is shared, goals and policies set, resources I u? -112- �a allocated, programs and services operated, and benefits parceled out. Consumer participation is not new because it has long been found that consumer - provider relationships have political, psychological, and ! educational dimensions. a There's ample evidence from the experience around the nation that such a wholesome relationship can remove the mutual distrust and lack of understanding that often times exists between consumer and provider. Because consumers are no longer willing to passively allow providers to control their destinies, health and welfare programs as human service programs must seek the valuable input of the poorest, richest, and the worst frustrated clients at the policy, planning, and operational levels for one reason only - to retain or maintain solid neighborhood area support. Therefore, the organization and method of providing the needed u - services must be consumer, rather than professionally, or bur eaucratic ally- oriented. Community services must be dictated by the needs of the citizens in the community, and not by the prior presence of a particular agency, nor by the imperialism of a certain profession. There must be a strong element of community control in the planning, organizing, and providing of services. The toughest, but perhaps most indispensable aspect of that control involves the development of a constructive partnership between the purveyors and the consumers of social service. There remains, however, a great deal of reluctance by professionals to accept this principle, and consumers may even be slow to insist on its (J adoption. The problem of c onsumer participation is further compounded <?\ -113 — �because it may be unclear just "who" properly represents the consumer's point of view. Perhaps the most serious difficulties lie in finding ways to "open up" the responsible roles in both the decision and delivery processes. The two vital areas that call for more rapid breakthroughs are: 1. In neighborhood and community representation of the advisory boards that determine policies, programs, and services, part­ icularly at the neighborhood levels. 2. In the development of additional and new community service workers trained for effective participation in decision-making situations and qualified to help relieve the shortages in manpower, especially in the health field. With citizen participation, neighborhood-based services have had promising payoffs because of their value as important outpost terminals that can link entire health and welfare systems to gaps in full community coverage. The input of the consumer would require his perception of the amount of benefit which he believes he is receiving or will receive from a service program. (0. Such utilization is inextricably tied to the mode of presentation used by the agency and the actual benefits it confers on the user and on others who have utilized the service programs. More individuals are likely to continue with service program if the reason for particular treatment is made understand­ able to them. For agencies to plan around a prospective client seriously limits and handicaps the effectiveness of the service being provided. But once residents have participated actively in the planning approaches, and understands from thb inside the benefits that he will derive from a human services delivery system, he becomes citizen "advocate" and becomes part -114- �of a vital new force in his neighborhood community. A mere cursory glance at the data on the attitudes of respondents in the Model Neighborhood Area toward all human services suggests that one of the major reasons for gaps and deficiencies with the present delivery systems is the lack of the input of the consumer/user for whom those □ □ services are and intended in the first place. The consumer of social services in the Model Neighborhood Area should be the proper judges of what kinds of services they want, how they want them delivered, what form they should take, and in what setting they should be provided. Consumer participation in the MNA will mean that the residents should plan and direct the activities of both the community health center, which should be pre­ a 0 ventive medicine oriented, and of the Human Services Resources Center, which should be client oriented. Of course, if either or both of these proposed centers become mere referral offices, then the possibilities of consumer participation will unfortunately be limited. D. HUMAN RESOURCES SERVICE CENTER 1 The earlier Diagnostic Survey illustrated the obvious lack of coordination existing among social service agencies and consequently the under utilization of the services of the agencies by the Model Cities residents. As a result of the Survey results, the goal- was set up of making these social services more relevant, responsive, accessible, and available to the persons they were designed to help. In addition to the Diagnostic Survey, social service agencies were -115- �requested to provide information on services to the MNA residents. The response from the agencies did not indicate any high degree of cooperation with the Model Cities Agency. Most of the welfare agencies that did co- operate stated that the MNA,residents showed greater utilization of the social services than the Diagnostic Survey results revealed. The reasons for the variance in the two sets of data are speculative and inconclusive. The group meetings that followed the Survey seemed to have a better vehicle in discovering unmet social service needs in the Area. Most of the complaints dealt with inadequacies of present services; delays in getting service; problems in getting to services located outside the neighborhood; a lack of sensitivity to people and a failure to treat persons !' seeking help with dignity and respect. Many of the latter are reflected in the minutes of the Health and Welfare Committee and resident meetings. One of the problems uncovered was that many people in the MNA were not aware of all of the programs available to them. It was too much to expect that people will make a conscious effort to become familiar with all of the many fragmented programs and services available ; [ to people who need help until such time as a problem or a crisis develops. Even professional workers in agencies may not know the details of eligibility requirements and services of all other agencies. It was found that although many agencies provide information and referral services, there is no one single central information and referral -116- �where people can obtain guidance or help with their total problems. As a follow-up of the survey and meetings, the Agency developed both five--■year and one-year objectives listed below: Five Year Objectives 1. Complete administrative integration of all public welfare services in the Model Cities Neighborhood. 2. Establishment of effective consumer participation in the develop­ ment and operation of services. 3. Improve services to a point where consumer complaints are negligible. 4. Increase individual capacity to solve their own problems and to control their own lives. One Year Objectives I. ’ Initiate program to consolidate various service agencies arid de-partments. 2. Begin establishing the necessary functions and selecting alternate site locations for a Comprehensive Human Service Center. 3. Develop central intake and eligibility determination for all services coming under jurisdiction of the Department of Public Welfare at the State level. r, 4. Establish a Consumer Protection Service, including the develop­ ment of a system for investigating, analyzing and reporting complaints. l The methods to accomplish these objectives were two in number: 1. o Consumer Protection Service To develop within the community a service which would coordinate the various consumer protection measures presently in existence and to encourage agencies to initiate programs for which they have the capacity. This service -117C n r I �I I tt w°uld be responsible for making known to the residents all of the various social services which are available and how the residents can take advantage of them. 2. tx tr a U Comprehensive Human Service Center To develop, within the target neighborhood, a model of a comprehensive, family-centered, human service program under one administration so that families could, receive the whole range of services needed and available in solving their problem or problems in an integrated manner. The intent is to provide a location where a person could start the process of getting help with any problem. Not all services needed would necessarily be located in the neigh­ borhood nor Under the control of the center staff, but the first responsibility of the staff would be to see that people get service. The staff was to become more the advocate of the consumer than has been the traditional practice in most agencies. A work program was prepared id demonstrate on a pilot basis that: I 1. a full range of social services could be provided to families on a neighborhood basis, 2. existing agencies could be brought together on a coordinated basis to efficiently deliver these services, and 3. an aggressive approach to delivery services directly to the neighborhood could be effective. o & Consistent with this program, a Human Resource Program was to be IO established within the existing site office by purchasing the staff services of the "Human Service Task Force. " These personnel were to provide a neighborhood delivery system for the following service agendies; i 1 2 3 r 4 5 6 Welfare Planning Council Catholic Social Services Family Service Association Luzerne County Child Welfare Services Wyoming Valley Visiting Nurse Association Luzerne County Board of Assistance The staffing was to consist of six senior supervisors, operating on a -118- ' I u 1 JL - �8 hour day, 1 day per week basis with the aide of two caseworkers from the agencies. However, the exact number of these ancillary personnel would have to be finally determined by the case load volume of each participating agency. Upon receipt of supplemental grant funds, the CDA would purchase the contract services of the Human Service Task Force. J —■ The five-year objectives table toward the complete administrative integration of all public welfare services in the Model Neighborhood was set j up as follows: INITIAL CONDITIONS 1/68-12/68 YEAR"! 7/69-6/70 YEAR II 7/70-6/71 year iii-v Efforts of service agencies lacking co-ordination in M. N. Establish human services pro­ gram and process 250 M. N. resi­ dents in system Evaluate pro­ cessing of 250 M. N. resi­ dents and im­ prove where necessary Utilize prior year experience in formulating proven tech­ niques and methods ip u 7/71-6/74 Although somewhat behind schedule, a Human Services Center was opened in December, 1970 on South Hancock Street in the Model Cities Area, h? r operating on a $45, 000 budget, staffed with two personnel. Other Model Cities components were located in the same quarters: The Revolving Loan Fund operated by the Family Service Association and a r 0 - the Eyeglass and Hearing Aid Bank operated by the Pennsylvania Association for the. Blind. The Revolving Loan Fund is a very limited activity which is aimed at providing emergency funds for moving expenses for persons moving M r into public housing. The Eyeglass and Hearing Aid Bank, administered by -119- r. r �the CDA Human Research Officer, provides preschool and school age children with service in audiology and opthmology. A citizen's advisory committee of 18 residents from the Area was established to offer the consumer view to the Human Resources Program. The Human Resources Service Center is a rather modest beginning toward the model welfare care system out-lined in a previous section of this study. A successful Human Resources Service Center must be constructed by the Model Cities organization if it is to accept the human responsibility to help those who need help in order to achieve and maintain their potential for a fulfilling life. The ideal obviously would be to include in such a Center branches of all the agencies listed under the Health and Welfare classification. Not only is the ideal never attained, some of the agencies are on the way to being merged or phased out. a I Moreover, some of the agencies are advocacy organizations which do not deliver an actual service beyond referral or education. It would appear that the minimum that such a Human Resources Service Center should embrace would be all those agencies categorized as family and children oriented. The proposed Home Health Services and the proposed con- 2 solidation of all family service agencies, both presently being undertaken by the United Fund and the Welfare Planning Council are steps along the way to • 3 such a Center, even though limited to family and children's problems. It should be pointed out that the MNA residents should not be made to wait an unduly" long time before the "family" agencies are brought into the Human -120- �Resources Services Center. The proposed mergers of some of these agencies may encounter seemingly insurmountable barriers at the beginning stages of discussion. The inter-relation of the "family" parts of the Center can only be fostered by an administrative structure which contained all of them. The savings and the possibility of government funds should be a strong incentive in encouraging the structural expansion of the Center. Perhaps an added incentive to the agencies might be that many of the services that can be offered in such a Center need not be gi ven in the context of a caseload delivery systems, although casework itself has a significant role to play as one method in the delivery of social services. Only in such a Human Services Center can greater emphasis be placed on group and community organisation methods. As a beginning toward an enlarged and fully developed Human Resources 11 Services Center, a Community Referral Office should be created with a specific u program of information and referral. Such an office can be instituted even before the "family oriented" agencies have fully established residency in the Center. A complete record system providing accurate and reliable information, discussed in a later section of this study, would be maintained by this office. fl The experience of this office with all health and welfare agencies over a significant period of time will reveal which agencies are most readily avail- in 11:- able and which provide the best service to clients of the MNA. Such experience should provide both subjective and objective evaluation as the Center expands. A great deal of variation could be reduced for the local community �While the tasks carried on by the Office may be those which could be carried by volunteers, the need for accuracy and reliability of information would suggest the utilization of personnel on a paid basis, in a setting tending to provide a unification of health and welfare services. Just as importantly, the whole Out-Reach system, also discussed in a later section, could be easily operated out of the Referral Office and even­ tually out of Human Resources Services Center. It goes without saying and emphasizing the ridiculous that a $45,000 is wholly inadequate for the kind of structure proposed above. Some of the gaps in the social welfare delivery system that a Referral Office and Human Resources Services Center could more clearly identify and n possibly assist in filling, or at least calling attention to them, are; Lack of communication as to what facilities are available, where they are, and how they can be used Inadequate adjustment services for the physically handicapped who have been institutionalized Insufficient supplies for vocational training of blind persons Inadequate supervision of interim housing and foster homes for physically handicapped persons Lack of half-way house for those leaving prison Lack of general day care program Lack of knowledge of availability of services of Planned Parent­ hood -122- �Insufficient facilities for the day care of the youth in the community Insufficient care for alcoholics and drug users Inadequate care for aged persons Expansion of programs such as "Meals on Wheels" for elderly Lack of nutritional information Lack of transportation for those needing welfare services E.' COMMUNITY HEALTH CENTER The Model Cities organization has had long range plans for a Community Health Center as part of an eight-part health component. Although the Neigh- borhood Health Center concept has been successfully initiated in other parts of the country, it represents a new and innovative idea for this area. The long range plan for such a center must still be given first priority. It is a recognizable fact that the physical construction of such a Health Center in the MNA is not in itself a cure for future needs. nu 0 physicians and dentists is a very acute problem. The lack of Staffing of the facility with capable medical personnel will also be a major contributory factor in determining the success of this project. Therefore training of ancillary assistants to relieve doctors and dentists of many routine tasks has been considered of Q equal importance. The establishment of the health center, the training of paraprofessionals and additional research and planning are not expected to produce visible results overnight. ; In -123- �u71 I It has been the feeling of the Board of the Model Cities organization that a medical directory, insurance study, mobile dental unit, and emergency health service (ambulance) would be of more immediate benefit to the residents. Both the Diagnostic Survey results and the records of at least 18 I neighborhood health meetings attest to the fact that health is a serious concern of the residents. The evidence for such a facility outlined in an early pro- posal by the MC Agency is based on the following factors: i r~> 1. the availability of physician time 2. the physical location of physician service 3. the number of citizens going outside the area for treatment (40%) 4. the existing neighborhood physician rate 5. the lack of emergency service It was suggested in an early proposal that the Health Center should operate basically as a satellite of a major area hospital. n It was also hoped that the MH/MR program could probably be used to establish an information and referral service, although the primary focus of the information and referral service under the program should be to direct people with mental disabilities to 2 n appropriate types of help. The regulations promulgated in connection with the legislation describe the purpose of the service as "acquaint inquiring persons u with the care-giving resources available in the community. n given in applying to appropriate resources, and referrals are made to the Base Assistance is ■ Service Unit where indicated. " The regulations further state the "Referral and I. * i •y -124- t �Information Services given under the County program augment, but do not supplement services traditionally provided by every agency in the health and welfare field. " By no stretch of logic can a referral service be construed to be a community health center, however. Just recently, an announcement has been made that a group practice medical clinic will be constructed in the MNA. It is not intended that such a facility will focus on preventive medicine, nor is such a private facility expected to operate in conjunction with an Out-Reach program. its location in the target area. This is not to demean The Kirby Health Center, privately endowed, does immunizations, chest X-rays, and conducts a dental clinic. In the first place, it is not likely that any of these activities can be relocated in the target area. Secondly, the Kirby Center services are available "on demand" not on an Out -Reach program. .Thirdly, the Kirby Center engages in a number of peripheral activities over a large area--probably Northeastern Pennsylvania. The Public Health Center located in the MNA does provide diagnostic and nursing services, but it is a State agency covering the whole county. The facility is not intended to offer even the minimum of treatment services. □r The Mental Health Center #1, outside the Model Cities Neighborhood,’is just what the name impli es. • Located where it is, :and covtering two counties, it can hardly be labelled a community center. A Gommuriity tfealth Center, with its focus on preventive medicine, must still be given a very high priority for the residents. The PMM consumer perceptions underscore the necessity for a center that conforms to the model -125- �discussed earlier if life is to have any fulfillment at all for the target people. The gaps and problems in the medical service delivery system that a Community Health Center and a Referral Office could help to identify and help to solve are; Lack of communication and cooperation between professional, voluntary agencies, and general public concerning availability of services of the Pennsylvania Department of Health, Region'll Lack of physicians and non-existence of intern program Lack of facilities for maternal and infant well-baby clinics Lack preventive dental care for low income families including adults and children Lack of prenatal care for low income familites Lack of information for lower income groups concerning the availability of medical services THE OUT-REACH SYSTEM The Out-Reach recommendation flows from all that has been said thus far and is therefore an integral part of the service delivery system--both health and welfare. A model social services delivery system must not be process-oriented, because process-oriented programs serve agency and professional traditions and produce statistics descriptive of what an agency does, not how the client is helped. A goal orientation is particularly necessary for an efficient organisation of services and for an effective evaluation of that organization and its achievements. The only practical and feasible way to reorient any human service delivery system frqm agency to goal is through an out-reach system. -126- �Neighborhood agents of an out-reach system can contact residents to inform them of‘available services, to discover problems, and perhaps to actually de­ liver needed services. /The "out-reach" would have fohr primary functions: a. stimulating community organization b. providing easy access to facilities; services, and institutions doing prevention and early treatment work d. giving early diagnosis of all sorts of problems In the early stages of experience, the "out-reach" will be expected to focus its attention on access. In time and with increased skill, prevention and even early treatment will be emphasized and may become the central responsibility. The out-reach system can work best when manned by staffs of non­ professionals who are residents in the immediate neighborhood, and are known by their neighbors. They should be intensively trained by all of the participating professions in the basic knowledge an<4' skills necessary to provide elementary services to citizens. These "community agents" will know all the forms , offices, procedures, etc. necessary to move any medical or welfare service agency into action. The success of the O. E. O. family -planning out-reach worker is ample evidence that Out-Reach can play an important role in the expective delivery of both medical and health services. Variations of the concept are being tried locally with varying degrees of -127- �organization operating through the facilities of Radio Station WILK. The purpose of the group is to aid local citizens with such problems as hospital care, poor Complaints received by the housing, crime, narcotics, sanitation, etc. volunteer on duty Monday through Friday from 11 A. M. to 1 P. M., will be referred to the appropriate agency for action. as such a program is, it has many limits. As commendable and successful The program is limited to referrals; there is no follow up; It is demand oriented. Although the station must be lauded for opening up its facility, there is a time limitation. The out-reach concept works best when it is associated with a referral office which is part of the administrative structure of either a Human Resources Services Center or a Community Health Center, or preferably both. A "Mr. Fix-It" can not conceivably be an "Out-Reach Worker. Almost identical comments can be made about other such referral activities. The community-wide Information and Referral Service of Wyoming Valley established under the MH/MR Program did have some possibilities in that it was at least associated within the context of the law, it had a broad base within which to roam--the wholfe medical and welfare field. Personality involvements aside, such an office and the out-reach worker operated out of either type of centers previously menti oned. At the risk of too much emphasis, the out-reach concept is predicated not on demand, but on need. An Out-Reach idea is an integral part of a successful, effective, and -128- I iPiS J �efficient human services delivery system in both the medical and welfare fields, along with a Community Health Center and a Human Resources Services Center, if the Model Cities residents are to be freed from the tyranny of their own biology and their own environment. -129- �G. SOCIAL SERVICE CENTER RECORD SYSTEM A. RECORDS AND RIGHTS One of the specific missions undertaken by'the Institute of Regional Affairs as part of this report was to develop and propose ft.'a complete social service record-keeping system which would provide a current index of existing conditions-physical, social, and personal. 11 This phraseology projects a rather narrow view of the ultimate purpose and function of a record system, leaving the inference that its end product is m>erely to "provide a current index of existing conditions" in the Model Cities Area. Moreover, the simple phrase­ ology belies the broader, if not more important, question of confidentiality of the records when a "human" information record system has been established with the noble aim of bringing the clieilt closer to the service. The term "Social Service Center" has a variety of meanings. Not all of these meanings raise the spectre of traffic in ill-gotten information. It is most commonly used by an individual social service agency in a physical sense to identify the place where its specialized services may be obtained. Confidentiality---- the implicit or explicit agreement between a professional and his client to maintain the private nature of their communi­ cations -- as the basic component of the client-professional relationship would not be altered in the least. Any disclosures made within the relationship -130- �would continue to be used constructively in behalf of the client or as u required by law. Social workers and health professionals in this conception of a "Center" could still jealously guard information obtained from G relation- ships with clients. Less commonly, it is used also in the physical sense to denote the place where a number of specialized service agencies have joined in providing a common building where a prospective client may secure a number of services, r yet each agency may retain its separate identity. In this second type of "Center, " old and comfortable organizational boundaries within which social workers in the past exercised control over information can still be maintained although the physical proximity to one (another of the social service agencies creates many temptations even for the professionals,, to follow the old rules safeguarding privacy and confidentiality. n It may be that greater care will have to be exercised by the professional in this kind of "Center" situation than that, in the old atmosphere when agencies were isolated from each other. The third meaning of a "Social Service Center" denotes a conveniently located "referral" office, which may or may not itself provide actual social services, to which a person in need of assistance may turn for guidance in locating a specialized social agency equipped to assist in his particular problem. This latter concept of a "Social Service Center" has been followed in suggesting a record system in the section of the Project Report. -131 - The Model Cities Agency I �i may now or in the future provide physical facilities for bringing as many as possible individual service agencies under one roof for the convenience of neighborhood residents. In addition, a Model Cities Project may itself offer and perform specific services to residents on a direct basis. Regardless of these possibilities, the essential characteristic of such a Model Cities Social I Service Center is that of referral, and this fact demands that there must be I a central office, including specialized service agencies or not, manned by Model Cities or contracted staff, full or part-time and either professional, a or part professional and part non-professional. The primary function of this staff is to provide a single and certain means through which residents of the area can secure assistance in finding solutions to their problems. p J n The cen- tral requirement is that all Model Cities social service activities flow into and out of the Social Service Center centralized staff. It is precisely because the "referral" office could develop into a dossier type data bank that a word of p L? 1.. caution is raised as a prefatory warning signal even before the record system is presented. Anonymous statistical information records do not usually threaten privFTT) d 0 I Il acy or confidentiality. They contain data on individuals either in the aggre- gate or as individual records identified by numbering systems that are unique to each agency or organizational unit supplying them. systems, because they contain data (such as names, social security numbers, and home addresses, etc.) that directly identify individuals or families, Lw present greater risks all around. Too often, the good intention of achieving -132- n m Dossier information jI i ,h �laudable -goal - a social service rec ord-keeping system for Model Cities - causes the high-minded to lose sight of the fact that in the process it may deny the dignity of the individual, a sense of fair play, or the right of the citizen in a free society to the privacy of his thoughts and activities. In view of the vulner- ability to abuse in the "referral" office, proper safeguards and guidelines will have to be established in order to protect the client-professional relationship. B. CONCEPTUAL BASIS OF RECORD SYSTEM A productive record system should, indeed, provide information which identifies the physical, social, and personal problems in the Model Cities Area, and should also provide a means of evaluating the progress made in resolving these problems. The dominant factor, however, in planning a record system must be the conceptual framework of the Service Center itself. What records and how they are to be managed should be established on the basis of such primary questions as the general purpose and specific functions of the Service Center, the clientele to be served, the mode of service, functional and operational participation of service agencies in the community, and the type of evaluation conducive to program progress. Since the Service Center will be a de novo operation, subject to changes based upon future experience, the initial record system must of necessity be fashioned for an assumed Service Center concept. The following general concept may be safely assumed from conclusions of other sections of this project report: -133- ----- _ �1. An unacceptable variety and number of physical, social, and personal problems exist among the residents of the Model Cities Area. 2. Manyof these problems of residents, or the general Model Cities community, retnain unresolved or are worsening, either because of unawareness of their existence or intensity, or because residents are incapable of solving them without outside assistance. 3. Varying kinds and degrees of assistance are currently available to residents from governmental, communitysupported, or private institutions or organizations operating in the Wyoming Valley area. 4. The crux of the problem, it is believed, is that the residents of the Model Cities Area, as well as other residents of the city, have difficulty in definitely identifying their problems and, additionally, are unaware that assistance is available, or do not know where to turn for a specific kind of assistance. In certain problem areas, there is nowhere to go for help: e.g. health services and housing - because of the nature of local conditions. U P C. PRIMARY ELEMENTS OF PROPOSED RECORD SYSTEM The primary elements of the proposed social service record system are four in number. 1. Data Bank The Service Center should collect and properly store all the necessary data identifying all possible sources of information and every service and program available to Model Cities residents. This data bank should include comprehensive information about agencies and their programs and services, TJ 'J I categorized into broad general service areas such as medical and dental, education, housing, employment, etc. , and further subclassified for rapid location purposes into specific needs such as clothing, transportation, glasses, -134- �- ■mM temporary housing, job training, job placement, and the like. n The basic infor- mation includes the name of the agency, location, telephone number, personnel 1 contacts, hours, nature of related services, limits of service area, eligibility This data should be under constant requirements, and financial responsibility. i 1 review and updating by personnel qualified to collect, store, retrieve, and maintain information. 2. Referral Services The primary function of the Social Service Center should be that of a 1 referral service through which residents can be assisted in securing necessary and appropriate aid from governmental, community-supported, or private B v institutions or organizations whose services are available in the area. "Referral" is not to be narrowly interpreted to mean merely informing the resident where he may receive assistance. I It extends to identification and definition of the specific problem, choice of the agency most likely to be of greatest and most prompt assistance, transmission of problem data to selected agency, and upon confirmation that service is available, arranging appointments n for resident clients and facilitating the subsequent remedial process. h 3. 1 Follow-up 1 Workable routine procedures should be established for timely and prompt t follow-up at each stage of a case activity to assure that both resident clients and participating agencies perform as planned, and ultimately to record at the Service Center and participating agency the conclusion and results of the case process. I -135- I I I I L£ �____ □ I 4. I- Service Evaluation Procedures, including appropriately simple forms, should be installed to facilitate recording of all information involving a case activity at every stage, including a summary of daily actions. This basic daily log should be designed tj to facilitate ease of compiling weekly, monthly, or demand reports, showing progress made on programs and a basis for evaluating the effectiveness of r> if r i- the service on conditions existing in the Model Cities Area. Lj D. COMPONENTS OF PROPOSED RECORD SYSTEM The basic framework of the proposed Social Service Center record r 'h system includes the ten components, all of which serve a specific function 1 n d • > essential to effective service to the Model Service residents. I ■ s of the ten components, complete with accompanying figure and justifying pur­ pose is presented after a summary listing:1. Alphabetical list of major service categories 2. Service agency cards filed according to major service category 3. Alphabetical file of service agencies showing a summary statement of their major services and eligibility requirements T hl. I 8 I ’ / "> u q A description 4. Alphabetical list of service clue words 5. Clue word agency locator 6. Individual Case Record 7. Service tickler file 8. Appointment confirmation form -136- �Daily service log 9. Weekly and/or monthly service report 10. 1. Alphabetical List of Major Service Categories The overall program of the Social Service Center can be clearly indicated by preparation and maintenance of an Alphabetical List of Major Service Cate- gones in which the Social Service Center is capable of providing service either directly, or through referrals to cooperating agencies (see Figure 1). The analysis and interpretation of data showing the variety of social services ren- dered by existing local agencies (see section 6) provides the basic elements of such a list. Other categories, not currently covered by local agencies, but which are deemed desirable under the Model Cities Concept, should be added. The list should be mechanically produced in a form suitable for distri­ I bution to Model Cities administrators, Social Service personnel, local indepen­ dent service agencies, participating or non-participating, city civic and service J P V organizations, appropriate public officials, Model Cities neighborhood leaders, and other interested individuals or groups. 3 T I The List of Major Service Categories serves the following purposes: i. Places in proper perspective the Social Service Center program in relation to the general mission and policies of overall Model Cities program. 2. Delineates the bounds of Social Service Center activities and provides a basis for determination of priorities as action demands require. 3. Aids independent local agencies or organizations engaged in restricted specialized services to direct clients to the Social Service Center for assistance in matters outside of their specialization. -137- �ALPHABETICAL 1 LIST OF MAJOR general service category I ■ FORM NUMBER J1 fill Figure I SERVICE CATEGORIES �Promotes among the residents of the Model Cities neighborhoods and the general city public a well-defined picture of the Service Center functions. Provides a basic outline for public relations programs. Agencies, Services and Eligibility Requirements A master file should be maintained showing at all times the names of agencies, organizations, or individuals, local or otherwise, which are poten­ tial sources of assistance to Model Cities residents. (A previous section of the Project Report contains a listing of agencies or organizations generally known to the public. ) This list provides an excellent starting point for such a master file, since they doubtlessly provide services required by Model T s Cities residents to a greater or lesser degree. However, as residents be- come accustomed to calling on the Social Service Center for assistance, significant problems may be presented which are not covered by the city-wide or popularly recognized agencies. It is, therefore, important that every effort be made to identify and file the name of all possible sources of c assistance active in the city or elsewhere to fill existing gaps. I- Some of these can be ascertained immediately, while others will be revealed through operating experience at the Social Service Center. The primary purpose of this record file is to provide a data bank on the nature of the operations of service agencies or organizations. The form should 1 be printed, or otherwise produced, on standard stock paper of good quality, preferably 8 1/2 x 11", and filed alphabetically according to agency name in ! I -138- �manila folders appropriately separated by alphabetical guides (see Figure 2). As shown in Figure 2, the form provides information to facilitate classi­ fication of agencies on the basis of services provided, identification of General Service Category, a detailed listing of specific detailed assistance available, eligibility requirements for services, contact names for referrals, and time of service availability. 1 '1 This record is especially useful in identifying a source of assistance by reference to the file of General Service Category Agencies (see Figure 3). 3. General Service Category Agencies This record is useful for immediate identification of all agencies pro­ I viding services listed in the Alphabetical List of General Service Category (see Figure 1). The form should be printed, or otherwise mechanically reproduced, on 3" x 5" index cards, showing the information indicated by Figure 3. One card should be filed for each general service provided by each agency listed in the file of Agencies, Services and Eligibility Requirements (Figure 2), according to the classification of services determined by the Complete List of Services Provided. Thus, an agency which provides more than one of the general ser- vices is filed an appropriate number of times under the various service classi­ fications. Cards for each general service category shall be filed, in separate-sections, each section plainly marked by a separating guide showing the title of the cate- gory, and the separators are arranged alphabetically. 4? -139- Within each category �■) i I T7^ AGENCIES, SERVICES AND ELIGIBILITY REQUIREMENTS Agency Name Address General Service Category City State Zip Phone Sponsor Contact # 1 Address Phone Contact # 2 Address Phone Contact # 3 Address Phone COMPLETE LISTING OF SERVICES PROVIDED (Underscore Clue Words for Service Category) FORM NUMBER Figure 2 �d I J ( CONDITIONS FOR SERVICE Eligibility requirements Financial Requirements — Time Open — Free F lat fee Sliding fee M to M (Days) Waiting Period For Service — Transportation Provided to Place of Service Figure 2 (cont.) �- •> co C) I I 1 r*') o O r ■ 0 ') L j .r;) ' ‘ad nd rd '-•d n,d GENERAL SERVICE CATEGORY AGENCIES I I I General Service Category Name of Agency Providing Service FORM NUMBER Address Phone Contact # I Phone Contact tl 2 Phone Contact # 3 Phone Figure 3 II 1 �section, the cards are arranged alphabetically according to the name of the agency providing the specific category of general service. The usefulness of this record file may be illustrated by a hypothetical case. A resident contacts the Social Service Center, in person or by telephone, for assistance on a problem that cannot be identified more specifically than that it is medical. The Center personnel checks the General Service Category Agency file under "Medical" to identify the various agencies providing such general service. The Center personnel can then take one of two courses of action; (1) Should the Center personnel's experience suggest a particular agency among the cards lifted which could most likely assist the resident, the contacts noted on the file card could be reached by phone for consideration of the problem;; or,, (2) should T the personnel be unable to make a choice from experience, reference to services provided could be made by consulting the Record of Agencies, Services and Eligibility Requirements (see figure 2). 4. I I B Alphabetical List of Service Clue Words Having established a records system to identify an appropriate service agency to aid a resident in cases when the exact nature of the problem I has not been determined (Figures 2 & 3), a system of clue words is recommended to facilitate a quick and exact identification of the specific nature of the assis­ tance required. Clue words are those spoken by a resident during an interview which give more specific and accurate indication of the exact problem and assistance 3 -140- �■ �SERVICE SERVICE CLUE WORD Q I a a 3 3 R FORM NUMBER Figure 4 CLUE WORDS ��FORM NUMBER Figure 5 �r productive course o£ action. It aids in the selection of the most appropriate assis­ ting agency, and through a system of reminders, facilitates follow-ups leading to satisfactory solution of the problem. Finally, it provides in summary form the basic information needed by the Center and Model Cities administration to identify, classify, and evaluate the prevalent nature of problems in the various neighborhoods as well as the effectiveness of programs and procedures. In short, all other records and procedures suggested in this report are but subsidiary aids to the Individual Case Record. The Individual Case Record form (Figure 6) should be printed, or otherwise mechanically reproduced on good quality white paper, size 8 1/2 " x 11", and should be stored in metal locked cabinets. From the moment a particular problem case is initiated, the form should be placed in an "active" file consisting of manila folders and arranged alphabetically according to the name of the resi- dent, properly separated by letter guides. A separate form should be used for each problem presented by a given resident. Once a problem has been resolved, the Individual Case Record form should be so marked and placed in a second 5 B I r r cabinet marked "Case Solved. " If, after all remedial resources have been exhausted and no solution attained, such form should be similarly filed in a separate cabinet marked "Cases Unsolved. " TJ - It is suggested that all information be recorded in pencil. Both sides of this form should be utilized. Ti ■I. n Li -143- The front contains information �Client Last Name First Initial Intermediary (Person or Agency) Address Phone Service or Information Category Address Phone Relationship to Client Date and time of Request M N A Area PROBLEM AND DISPOSITION PROBLEM: (Underscore clue word for service category) REFERAL: REMARKS Agency Referred To Address Phone Contact Person Date Appt. Date Time (REMINDER TO CLIENT THREE DAYS PRIOR) REMARKS Agency Referred To Address Phone Contact Person Date Appt. Date Time (REMINDER TO CLIENT THREE DAYS PRIOR) Date Completed PROBLEM SOLUTION: (Reason if problem is not solved) (Check) - Solved or unsolved Cost to Client $ Signature of Service Personnel Date Recorded on Service Summary Form FORM NUMBER Figure 6 �Type of Contact With Whom Made Purpose Results (Walkin, Phone, Letter) SUMMARY OF SERVICE RECORD Service Category Date filed in Soled File Type Service Rendered Date filed in Unresolved File Date Problem Solved Date filed on Monthly Report Reason Problem Unresolved REMARKS Name Service Personnel �required to define the problem, agency to which the case is referred, the action by which the problem was solved, or reason for failure to solve it, and, desirably, a tab or notation at the top right corner of the form to indicate the MNA area in which the case was located. The rear of the form should be used to record each reminder, follow-up, other steps taken throughout the pursuit of a solution, and finally a Summary of Service record for reporting purposes. 7. Service Tickler File To ensure that action agreed upon and entered on the individual Case Record form is taken at the proper time, including making or confirming appoint­ ments, follow-ups, etc., a tickler file using 3" x 5" index cards should be utilized. The arrangement should consist of a series of twelve guides or folders with the names of the months printed on their tabs, and 31 guides or folders whose tabs are printed with 1 through 31 for the days of the month. The tickler card should be printed, or otherwise mechanically re- 13 produced,to include the information indicated in Figure 7 in order to insure I tl some degree of uniformity. 5 Action to be taken at some future date should be filed according to that date which allows sufficient time to make preparations for, or to take the appropriate action on time. Reference to the tickler file should be the first order of business of Center personnel each day. 8. Appointment Confirmation Form As a part of the follow-up procedure which is so important to an effective assistance program, it is suggested that a routine method be established 'T; 11" r -144- �4 k FORM NUMBER Figure 7 �to assure that any appointments made by or through the Social Service Center be adhered to by both residents and agencies. For this purpose the form shown in Figure 8 is suggested. The form should be printed on 3" x 5" light paper stock in alternate ■:- . colors of white, green, and yellow which are self-carboning, with a convenient number of sets bound into manageable pads. The form should be completed at the time an appointment is made for the client. The white form should be retained by the Social Service agency, the green copy and the yellow copy made available respectively to the client and the agency either at that time, or at a reasonable period before the date of the appointment. The resident can be notified in person or by telephone or mail. In the case of the agency with which the resident has the appointment, the confirmation may be telephoned at the appropriate time, or mailed. In both instances, if the confirmation is given in person or by tele­ phone, the Social Service Center should retain all three copies with an appro­ priate notation that contact had been made, and the action recorded on the follow-up form on the rear of the Individual Case Record form (Figure 6). The Social Service Center copy should be placed temporarily in the tickler file, and a follow-up contact made with the resident and the agency at the u appropriate time to be assured that the appointment was kept, and to be informed of the results. -145. �FORM NUMBER Figure 8 �9. Daily Service Log The purpose of the Daily Service Log is to keep a day to day record of every service action taken by personnel, individually, so that a weekly, monthly, or on demand, inventory of actions can be summarized for administrative purposes. The summarized information will indicate the types of problems and their prevalence in each MNA area, and the Model Cities neighborhood as well, the types of actions taken, and the results in solved or unsolved cases. Each Center personnel handling an aspect of a case on any particular day should make appropriate entries on his individual log form, which are then filed for future consolidation for report purposes. When engaged in a case by personal interview or walk-in, conference with a client or agency, or by telephone, letter, or other means, the Center personnel should enter on the day's log form the general service category involved in the transaction, and the subsequent columns simply indicate the nature of the activity by placing a stroke or check. Before the close of each day's -business,'. each individual adds the action iri each column to show daily totals. 10. Monthly Service Report This record consists of a form based on the classifications of the Daily Service Log, and provides a summary of activities for administrative purposes (Figure 10). -146- �i DAILY SERVICE LOG Name of Service Personnel General Service Category Date Case Initiated Case Referred Appts. Made Followup Case Solved i 'S 1 ,fe> TOTAL 7' FORM NUMBER Figure 9 Case Closed �MONTHLY SERVICE REPORT MONTH OF General Service Category Case Initiated 19 Case Referred Appts. Made Followup Cases Solved g rform number Figure 10 TOTAL Cases Closed �E. SUMMARY The general mission of the Model Cities Social Service Center is to improve the quality of living in designated neighborhoods by assisting residents who need help in resolving problems beyond their individual capacities. Surveys conducted to compile the Project Report indicate that these needs are quantitively and qualitively extensive, a.nd, doubtlessly, will become more so as the operation of the Center proceeds in time. While it i'h certain that Center services will eventually be quite comprehensive, the initial and ultimate scope of activities will be limited by such factors as future changes in the mission of the Model Cities Program, available financial resources, fluctuation in the kinds and number of service needs, and the existence of outside local service agencies willing and able to cooperate with the Social Service Center. It is, therefore, essential that the nature of services to be rendered by the Center be broadly, but clearly, defined, subject to future revision based upon accumulated experience. -147- �APPENDIX A SOCIAL SERVICE AGENCY PROFILE 1. Name of agency 2. Address and Telephone 3. Director or Chief Administrator 4. Person interviewed and Title (if different from # 3) 5. What is the main purpose of your agency as stated in your by-laws ? 6. What kinds of services does your agency render ? Can you list these services in their order of importance or priority? a. I b. c. d, e. ■ tl n; 7. What goals or accomplishments do you seek for each of the previously mentioned services? a. b. £ c. d. e. ■ J £ �Considering the nature of the clients' problems; are these services mainly meeting the: (1) immediate needs (2) ilong range needs, or (3) intermediate range needs of your clients? List separately for each service given in question 6. a. b c. L1 d. - e. jr 9. Does your agency provide services which are not part of the goals stated in your by-laws? If yes, what are these services? ! ? G B [J nu n n j', 10. In general, what is the main orientation of your service objectives? Does it seek: a. prevention b. maintenance c. rehabilitation d. education e. other goals fl H -ii- �How do you measure the effectiveness of your agency in achieving your goals ? Do you receive any information regarding effects of services provided to your clients? If yes, is this information coming from:(check more than one if applicable) .. 13. ei a. staff meeting b. board meeting c. clientele d. other sources In terms of the completion of services rendered to your clients, is your program mainly oriented toward: temporary service permanent repetitive other 14. What is the "target population" that you seek to provide services for? □ n n -iii- �F 15. What is the geographic area served by your agency? ' 1 I r ! 16. What are the clients' "eligibility requirements" in order for services to be provided by your agency? 17. During the past calendar year, approximately how many clients have you provided services for ? T 4' F I How many of these were new clients ? S' $ b. 18. K 19i. jj -' 0 I How many were returnees or previous clients ? What did you do with your "ineligible" clients ? a. Were they referred to another agency? b. Were they referred elsewhere? c. given information d. other How do you inform the community of your agency's services? a. paid advertising b. talks c. spot announcements d. newspaper's articles e. outreach-neighborhood workers f. other -iv- n U �Where are your services given? main office building home neighborhood d. clinic or hospital e. other How many people are employed in this agency? Of these people, how many work directly with clients ? How many work in other capacities ? L’ In terms of occupation and work performed, how do you distinguish your professional workers from your para-professional workers? With this in mind, how many of your personnel are: professional paid employees para-professional paid employees professional voluntary workers para-professional voluntary workers -v- �> i •J n 24. d c.l/ £_■ 25. How many of your professional employees work: a. f ull time b. part time In providing services, does your staff work as: a. individuals b. teams both For each of the services rendered (as previously listed in question #6), approximately what proportion of your manpower is expended on the different kinds of services? Explain if need be. L’ a. b. c. d. e. rT' i ] 27. What is your current annual operating budget? r 7 r -vi- �I 1 1*' ;r 28. Xl P>. 29. How much of this is obtained from the following sources ? a. sectarian b. United Fund c. county d. state e. federal f. client fees g- other Where do your referrals come from? <1 I I a. self referrals b. from other agencies c. from other sources (specify)_ i ; n a in 30. I I fl 1 i l.i < f 31. What kind of relationships do you have with other agencies providing similar services? a. coordinated services b. purchase agreement c. cooperative relationship d. other Who makes policy decisions for your agency? 1 A '0, ■ < I r 1 -vii- �J r 3 tr 32. What kind of relationships do you have with governmental agencies ? a. local b. state c. federal t-u’ e 33. What do you see as the main problem (or unresolved social service) of the community? r. & 34. a. How severe is it? b. Does it deserve a priority in dealing with it? Are you aware of any gaps in services or areas of neglected needs in the community? r -viii- La �Would your delivery system function better if you had more: financial help u personnel other Name of Interviewer Date of Interview -ix- �APPENDIX B CONSUMER PROFILE You are to ask the interviewee if he has any problems or if he knows of any problems in the community. category and check. If he spontaneously responds, find the appropriate On any question to which the ‘interviewee responds, ask him if he thinks the problem is getting "better", or "worse", or remaining the same", and mark the appropriate box. For any questions not spontaneously answered, ask him, "Do any of these present personal problems for you?" In some cases, questions may need a short explanation, e. g. what is the health services project as proposed by the Welfare Planning Council. ASSURE THE INTERVIEWEE THAT ALL INFORMATION VOLUNTEERED WILL BE HELD IN STRICTEST CONFIDENCE. Immediately after leaving interviewee's home, write on the back of this questionnaire any comments of. the interviewee which are revelant to community social services but not specifically brought out in the questionnaire, e. g. , the physical condition of home, does respondent seriously want to become involved in Model Cities programs, number of people living home. .. ? of special services, and what kind, etc. Is respondent in need Make these comments short and to the point. CODE: Sp = Spontaneous B = Better W = Worse S = Same �I I Date Interviewer t 1. Name of Interviewee Address 2. J 3. Marital Status M P 4. Number of Children 5. House d n E - 6. 7. , a a a. Own b. Rent c. Mortgage d. Land Contract S College b. High School c. Grade School Employment a. Place b. Position 8. Religious Background 9. Nationality ft -xi- i I ' r W Ages Educational Background a. D �1 Personal Community w s Sp B Have.you ever sought an agency for an addiction problem? Yes Sp B W s ADDICTION ( Narcotics) No What agency? How did they assist you? c. What did you like most about their services? d. What did you dislike most about their services ? When did you last talk to this agency? For what reason? Were they helpful? Yes No -xii- J �■TT u t r Personal Community Sp V B w s Sp B aged pa,' L’ I pi a 1. Are you receiving any service at the present? a. What agency? b. How did they assist you? c. What did you like most about their services? d. What did you dislike most about their services? e. When did you last talk to this agency? f. For what reason? g- Were they helpful? Yes I I « Y es -xiii- No No w s �Personal Community w Sp B Are you receiving services of an agency at the present? Yes S W S ■5 pchildren 1. a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? e. When did you last talk to this agency? f. For what reason? g- Were they helpful? Yes CP -xivfJ'- I No No �Personal What did you like most about their services? What did you dislike most about their services,? When did you last talk to this agency? For what reason? Were they helpful? Yes -xv- No �Community Personal EDUCATION 1. Yes Are you receiving a service at the present? What agency? How did they assist you? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes ft. -xvi - No No �C ommunity Personal W S HEALTH . Sickness or Ill Health, Finding Doctors, Clinics or Hospitals Has there been a need for you or members of your family to seek health services? Yes No Was it a hospital, doctor, clinic or program? Name What kind of service did you seek? What did you like most about the service? What did you dislike most about the service? Did you seek their services again when necessary? For what reason? Briefly tell me if they were helpful or not. •rn i il U I -xvii- �Personal C ommunity B Sp w S Sp B W HOUSING Having a Decent Place to Live Did you seek the services of any local agency to find a place to live? Yes No What agency assisted you? Who referred you? What services did they provide? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency ? g. For what reason? Briefly tell me if they were helpful or not. -xviiii1 ' /- S �Personal C ommunity B Sp W S Sp B W S JOBS Finding Decent Jobs 1. Have you ever sought the help of agency to find a job? a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? f. For what reason? g. Were they helpful? Yes -xix- - No Yes No �Personal Legal Matters, Courts, and Finding Lawyers Have you ever sought this agency for legal matters? a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes ■ -XX- No Yes No �Personal Community PUBLIC services Are you receiving any service at the present? Yes What agency? How did they assist you? What did you like most about their services? What did you dislike most about their services? When did you last talk to this agency? For what reason? Were they helpful? Yes 0 Ig -xxi - i fl) No No �— Personal Community Sp B W S Sp B W recreation Parks, Playgrounds; Programs for Children fc Teenagers 1. r Have you ever sought any agency for a specific program? Yes a. What agency? b. How did they assist you? What did you like most about their services? d. What did you dislike most about their services? When did you last talk to this agency? .7 /!' f. For what reason? g- Were they helpful? Yes < IZ a 8 -xxii- I flU *1 j No No S �Personal Community B W s Sp B TRAINING Getting Training for Better Jobs Have you ever received job training to improve your job skills? No Yes :: a. What agency provided the training? b. What kind of training was this ? Did this training help you to find better employment? £ Yes No d. What did you like most about their service? e. What did you dislike most about their services? f. Has there been a need to contact this agency? g- For what reason? h. Briefly tell me if they were helpful or not . -xxiii- W S �I * Community Sp B W s Personal Sp B W S WELFARE Social Workers and Investigators not Giving Needed Help Are you receiving this kind of service at present? Yes What agency ? What kind of service(s) are they providing? What do you like most about their services? What do you dislike most about their services? When did you last talk to this agency? For what reason? Briefly tell me if they were helpful or not. -xxiv- No �■■ APPENDIX d demographic profile ATW ApPENDix ne sw SE c IT Total % ,aa ^7 68 C L^ATCHING ' ACENCYTo sbrvicb/problem TO Addiction Aged Vets. Pen. Social Sec. R. R. Pen. Model Cities Children Catholic Youth Charity Education Food Smith School Stamps CEO Child Welfare Blind Assoc. United Rehab. Asthma Assoc. Girl Scouts Head Start Model Cities CYC -1 Category Consumer d.p.a. Head Start Kings College Health Gen. Hosp. Clinic Housing Redev. Auth. Jobs B-E.P. C.E.P. Legal SjbHc_Service Recreation Legal Aid Ambulance Carbage Mercy Hosp. Model Cities Priv. Counsel Streets Medi­ care Family Police Service WilkesBarre Public Schools Blue Cross Sanitation Public Defend. S.P.C.A. Smith School Kirby Health Center Tutor ial Family Doctor YMCA Model Cit. Elk Club Slattery Lounge Jewish Center Wyoming Valley Hosp. Nesbit Hosp. Blind Assoc. -xxv- Welfar Mary- Dept, wood of Coll. Public Asst. WIN. Wik RCA Voc. YWCA Wilkes Coll. Boy Set. ECPI 4-H Prog. T£ng. Public Health Nurse ��I APPENDIX G appendix E tabulations of pERn ■ ■c'XTr'TTr.q ErceptiONs 0-F commumty s1Tuations. B IT E NW T SE T C E SW R NE Total % 1 0 4 2 0 4 11 3% 1 0 3 4 7 29 44 25% 4 3 5 2 4 3 21 7% 30 26 43 15 13 14 141 43% 10 11 8 4 15 21 69 27% 7 0 11 4 16 34 72 41% 12 9 11 4 14 14 64 22% 14 20 16 7 7 24 88 27%> s IT NW 8 4 16 4 6 10 48 15% 21 24 NE Total % Total of 536 333 62% 20 1 3 5 6 2 3 20 8% 12 16 10 7 6 9 60 19% E SW 39 19 55 24 10 64 211 71% Health 9 40 15 10 56 166 65% 62 46 49 23 29 65 274 82% “c 36 8 0 13 14 9 15 59 34% Educ. 34 1 33 22 6 53 149 47% WIT o NW RSE S C ESW NE Total % A SE Cons. Child Addict 16 9 15 22 107 34% 316 59% 255 48% 175 33% 326 296 61% 55% J 3 13 7 11 43 97 30% fl I l/fl Housini 9 9 13 11 4 25 71 20% ... J obs Legal Pub.Serv. Recreat. 20 13 22 10 3 42 110 36% 24 0 17 7 8 36 92 43% 33 3 26 11 5 34 112 31% 58 27 47 33 17 38 220 60% 34 15 23 12 8 14 106 35% 7 0 7 3 2 4 23 11% 14 8 13 4 10 22 71 20% 12 8 20 12 8 26 86 28% 362 68% .. -XXV11- Training Welfare Total 27 9 38 9 8 41 132 42% 43 18 41 17 4 38 161 62% 28 2 28 16 7 45 126 46% 322 86 343 165 85 496 1,497 19 24 22 15 9 24 113 31% 24 7 20 19 12 13 95 30% 5 1 3 5 2 1 17 6% 9 11 8 9 12 16 65 24% 266 179 245 153 123 233 1, 199 8 10 18 6 13 42 97 46% 31 22 26 9 18 30 136 38% 10 16 13 11 10 30 90 28% 7 9 14 5 15 33 83 32% 13 17 21 6 9 15 81 30% 167 158 203 85 156 323 1, 092 361 261 272 212 317 302 67% 59% 49% 51% 56% 40% i J ) �APPENDIX G APPENDIX f TaBULations OF perceptions OF PERSONAL situation Addict B IT E NW T SE T C E SW R NE Total % 3_ 7 4% IT W O NW R SE S C SW E NE Total % 16 1 4 15 11 54 101 62% IT s NW A SE C M E SW NE Total % Resp. Total % of 536 1 1 2 9 29 5 2 10 55 34% 163 30% Aged 26 1 Child 99 24 1 5 9 5 54 98 46% 56% 5 3 2 3 12 2 55 8 34 16% 16 33 7 8 20 84 39% 217 40% 5 2 7 2 13 29 21% 1 6% 2 3 4 28 38 28% 5 5 7 5 6 Cons. 3 2 3 10 27 3 10 21 19 4 8 33 __ 66 69 38% 51% 174 32% 136 25% Educ. Health Housing 25 1 10 14 15 6 4 8 4 43 115 75 60% 34% 5 2 2 2 3 17 9% 18 4 7 9 8 13 59 27% 10 1 31 5 8 __14__ 14 4 36 7 3 22_ 69^ 31% 201 37% Legal Pub. Serv. Recreat. 86 39% 220 4-1% 6 5 2 22 42 18% 41 16 32 15 21 5 5 1 2. 4 8 8 1 15 6 2 9 33% 4 42 82 40% 40 75 43% 12 2 40 73 41% 16 1 7 10 4 9 47 23% 1 1 2 135 22 1 56 2 5 13 8% 8 2 9 11 3 26. 59 25% 10 1 27 27 1 26 39 63 32% 22 7 32 111 48% 17 1 7 7 8 12 52 26% 6 6 3 6 1 34 5 6 24 76 33% 229 43%> 1 33 11 5 27 83 42% 198 _ 37% -xxxii- 3 29 54 34% 4 1 1 5 8 42 93 58% 160 30% 30 79 6 11 29 100 42% 238 44% 9 23 8 6 29 75 37% 204 38% -XXVT.il- r< Training Welfare Total 13 1 60 3 6 Jobs ’ 3 3 4 1 10 6% 7 1 37 4 9 32 90 51% 16 3 3 5 8 18___ 37 21% • 10 32 3 7 16 68 38% 175 178 33% 33% 213 5 70 100 33 470 891 36% 97 66 212 588 24? 134 10 387 73 91 319 1,014 41% 2,403 �■ APPENDIX G SOCIAL SERVICE AGENCIES SERVING MODEL CITIES NEIGHBORHOOD AREA Alcoholics Anonymous American Cancer Society American Red Cross Wyoming Valley Chapter Arthritis Foundation Eastern Penna. Chapter, Luzerne County Unit Boy Scouts of America Penn Mountains Council Bureau of Employment Security Commonwealth of Pennsylvania Bureau of the Visually and Physically Handicapped Commonwealth of Pennsylvania Bureau of Vocational Rehabilitation Commonwealth of Pennsylvania Catholic Social Services of Wyoming Valley Catholic Youth Center of Wyoming Valley Children's Service Center of Wyoming Valley Commission on Economic Opportunity of Luzerne County Concentrated Employment Program Council House Crippled Children's Association of Wyoming Valley National Cystic Fibrosis Research Foundation Anthracite Chapter i -xxviii- —- --- r �Family Service Association of Wyoming Valley National Foundation - March of Dimes Wyoming Valley Chapter Georgetown Settlement Association Girl Scouts Penn's Woods Council Project Headstart Heart Association of Northeastern Pennsylvania Home for Homeless Women Homemakers Service of Luzerne County Jewish Community Center of Wyoming Valley Jewish Welfare Agency Kirby Memorial Health Center Legal Aid Society of Luzerne County Legal Services Association of Luzerne County Lutheran Children's Bureau Luzerne County Agricultural & Home Economics Extension Association fl I Luzerne County Association for Retarded Children Board of Assistance Commonwealth of Pennsylvania Luzerne County Federation for the Blind Public Health Center Commonwealth of Pennsylvania Bureau for the Aging Luzerne County -xxix- ■ J I "I �Adult Welfare Services Luzerne County Institution District Child Welfare Services Luzerne County Juvenile Court Luzerne Coucty Probation Office, Adult Division Luzerne County Domestic Relations Division Luzerne County Veterans Affairs Bureau Luzerne County Mental Retardation Program Mercy Hospital Multiple Sclerosis Society Muscular Dystrophy Association National Polio Foundation Wyoming Valley Chapter Nesbitt Memorial Hospital Pennsylvania Association of the Blind Wilkes-Barre Branch Pennsylvania Department of Health, Region II Pennsylvania Veterans Commission 0 Planned Parenthood Association of Luzerne County Regional Office Department of Welfare Retreat State Hospital -xxx- �Sutton Home for Aged and Infirm Men Tuberculosis Society Wyoming Valley United Cerebral Palsy Association of Wyoming Valley United Rehabilitation Services, Inc. Valley Crest County Home Veterans Administration Veterans Administration Hospital Visiting Nurses Association Wyoming Valley Wayside Mission White Haven State School Wilkes-Barre General Hospital Wyoming Valley Council of Churches Wyoming Valley Hospital Young Men's Christian Association Wilkes-Barre Young Women's Christian Association -xx.xi- �1 ' ■! i �CLUE WORDS (CONTINUED) M handicapped persons health health education health information heart home economics education homeless women home patients home teaching’ hospital admission hospitals mental disorders mental health mental health education mutiple sclerosis muscular distrophy N needy neglected and orphaned children nursery school nurses nursing care elderly nursing homes I immunization income maintenance indigent persons individual infirm injustice O obstetrical treatment occular treatment occupational therapy orthopedic J P job orientation programs jobs juvenile juvenile delinquents Pap smear test parenthood parole physical fitness physically handicapped physical therapy polio (infantile paralysis) poor prevention of blindness preventive medical services probation professional education programs psychiatric consultation to schools psychiatric help L legal legal services M marital hearings medical diagnosis medical equipment meeting place ..xxxiv'r- �CLUE WORDS P (CONTINUED) U psychiatric social workers psychological psychological psychiatric disorder p sychother apeutic public education unemployment compensation unwed mothers V R recreational Red Cross rehabilitation religious remedial education to deprived children retardation programs retarded children rheumatic fever rural government S scholarships scouts senior citizens services sheltered employment social activities social security social security payments social workers speech disorders spiritual surgical treatment veterans Vietnam bonus visually handicapped vocational counselling vocational information vocational placement vocational rehabilitation vocational training - general W welfare welfare delivery systems work-study programs Y youth youth education T training transportation tuberculosis -XXXV — �10001515ge I I I I I I I J. j 4:‘>-. < ♦ . i/ □ n ! f r hr, J r 1 �1 n ! 0 1 I 3 ! 1 i - ■? i*s‘ L-L J I � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Health and Welfare in the Model Cities Neighborhood, 1971 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1971 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/a3a5739019bcffca7cd3619c0235e7a2.pdf 5c3df79f85c7e3d9f97ccf04a0010a13 PDF Text Text WILKES COLLEGE ARCHIVES Eugene ' ''>re^ fcffllfclllJJ ExeeIIehee iCTEhpniiffltt WM973 J I i 2 Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania £ 5 �PURPOSE AND PROGRAM STAFF The basic rationale of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary and secondary school children. Professor J. George Siles, Director Assistant Professor of Elementary Education, Reading and other Language Arts Graduate Division of Education Associate Director, Educational Planning, Institute of Regional Affairs Wilkes College An individualized program is developed for each child. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the child's ability to read. Instruction extends from basic auditory and vis­ ual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Education Department faculty. Each instructor is assigned only one to three children during the academic year, and limited to two children during the summer session. Upon admittance to the program each student will be given a series of reading, auditory, and visual tests which will be used to develop the student's individual pro­ gram. An abundant array of traditional and re­ cently developed instructional materials and equipment is applied to each child's program. Professor Joseph Kanner, Staff Psychologist Instructor Department of Psychology Wilkes College Mr. Lynn Johnson, Supervisor, Elem. Program Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mr. William Roberts, Supervisor, Secondary Adult Intermediate Reading Clinician Wyoming Valley West School District The instructional staff is composed of ex­ perienced master Elementary School teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications in the Masters Degree Program at Wilkes College. REPORTS SCHEDULE During the academic year, two reports will be submitted to parents. The first report will The academic year program consists of two sessions totalling thirty meetings beginning October 7 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Meetings will be held on Saturday mornings 9:00 a.m. until noon. (Children will be served milk and a snack at 10:15 a.m. during the aca­ demic year and summer sessions.) give the child's level at the start of the program, and the second will discuss the progress made by the child during the semester. During the summer session, two reports will be submitted to the parents. Conferences can be arranged by appointment. �The summer program consists of five week sessions with morning meetings Monday thru Friday beginning in June, following closing of public and private schools. WILKES CC: •;--r f.iCMIVES Eugene Sue—. a Library TUITION Tuition is $130.00 per session or $240.00 for enrollment in both academic year sessions. Bradlmigj ExEriDraEE For additional information: Institute of Regional Affairs AicWMiminit Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717-824-4651 iCTrfmpnMiiiit 1972=1973 I i s ft Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania § �archives WILKES Eugene .. I . Earley Library. Reading Improvement Center 1973-1974 i | I I I ii Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania Reading Center PAYNE HALL 110 South River Street Wilkes-Barre, Pennsylvania 18703 I I I I I �PURPOSE AND PROGRAM The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary and secondary school children and adults. An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from basic auditory and visual discrimination to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual tests which will be used to develop the student's individual program. Graduate Division of Education Associate Director, Educational Planning, Institute of Regional Affairs Wilkes College Professor Joseph Kanner, Staff Psychologist Instructor Department of Psychology Wilkes College Mr. Lynn Johnson, Supervisor, Elem. Program Instructor in Non-Graded Elementary School Intermediate Team Leader and Chairman of Intermediate Language Arts Wyoming Valley West School District Mr. William Roberts, Supervisor, Secondary, Adult Program Intermediate Reading Clinician Wyoming Valley West School District Mrs. Mary Poremba, Supervisor Visual-Auditory Perception, Discrimination and Reading Readiness Program The instructional staff is composed of ex­ perienced master elementary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. REPORTS Two reports will be submitted to parents. The first report will give the student's level at the start of the program, and the second will discuss the progress made by the student during the semester. Conferences can be arranged by appointment. STAFF Professor J. George Siles ,Director Assistant Professor of Elementary Education, Reading and other Language Arts SCHEDULE The academic year program consists of two sessions totalling thirty Saturday meetings be­ ginning September 8 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Children will be served milk and a snack during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class. �WILKES CC'..' ~ ~~~ ARCHIVES Eugene. Shedeen Carley Library TUITION Reading Tuition is $135.00 per session or $250.00 for enrollment in both sessions. Tuition for students who have been previously enrolled is $115.00 Improvement per session. Center 1973-1974 For additional information: J. George Siles, Director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code (717) 824-4651 I——I t-J s II II Institute of Regional Affairs WILKES COLLEGE Wilkes-Barre, Pennsylvania Reading Center PAYNE HALL 110 South River Street Wilkes-Barre, Pennsylvania 18703 I I �V\bra^ Eugene s^eA Reading Improvement Center [?oDD = S)[p[?nongi I I ? J I Institute of Regional Affairs WILKES COLLEGE WILKES-BARRE, PENNSYLVANIA § I I L K^^:>5BS:^B£:S5K:S8»C5es:>3SK>ie@aK83l»K3Se8:>i! Reading Center ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM STAFF The basic objective of the reading center is the improvement of reading skills and related J. GEORGE SUES, Director and supportive language arts and study skills of elementary, secondary, and post-secondary stu­ dents. JOSEPH KANNER Staff Psychologist An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student's individual program. LYNN JOHNSON Supervisor, Elementary Program WILLIAM ROBERTS Supervisor, Secondary, Adult Program MARY POREMBA — RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent’s reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. The academic year program consists of two sessions totalling thirty Saturday meetings be­ ginning September 7 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Children will be served milk and a snack during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class. �co^; Eugene TUITION Tuition is $150 per session or $285 for en­ rollment in both sessions. Tuition for students who have been enrolled previously is $135 per session. Additional Services to the Community 1. College Student — Adult (Post-Secondary) A program extending from basic skill develop­ ment to speed reading techniques. Classes will meet Tuesday and Thursday from 6:007:30 p.m. Tuition is $150 per semester. No tuition charged for senior citizens. 2. Testing Program Full battery of diagnostic reading and reading related tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. 3. Tutoring Program Tutors at college or at home. All areas of cur­ riculum except reading. Fee is $7.50 per hour at college or $8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. Reading improvement Center I I s ¥ I /Ox Institute of Regional Affairs I I £ WILKES COLLEGE s WILKES-BARRE, PENNSYLVANIA 8 b § -.aeoaK £ >3EK>»xx«t»:ox«<>3 For additional information J. George Siles, director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 R Reading Center ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES fugene. Shedden Farley Library Reading Improvement Center Summer 1S>75 Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM STAFF The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary stu­ dents. J. GEORGE SILE5, Ed.D. Director An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student's individual program. REPORTS A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent's reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. JO5EPH KANNER Staff Psychologist LYNN JOHNSON Supervisor, Elementary Program Pa. Certification — Elementary Guidance WILLIAM ROBERTS Supervisor, Secondary, Adult Program Pa. Certification — Reading Supervisor MARY POREMBA - RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical tech­ niques and applications. SCHEDULE The Summer program consists of two five week sessions. The first begins June 16 and ends July 17. The second begins July 21 and ends August 21. Classes will meet Monday through Thursday from 9:30 a.m. to 12:00 noon. Chil­ dren will be served milk and a snack during each meeting. Students may enroll for either or both sessions. TUITION Tuition is $150 per session or $285 for en­ rollment in both sessions. Tuition for students who have been enrolled previously is $135 per session. �WILKES COLLEGE ARCHIVES Eugene Shedden Farley Library ADDITIONAL SERVICES TO THE COMMUNITY 1. College Student - Adult (Post-Secondary) A program extending from basic skill devel­ opment to speed reading techniques. Classes will meet Mondays at 6:00 p.m. beginning June 16 and ending August 18. Tuition is $100 per semester. No tuition charged for senior citizens. 2. Testing Program Reading Improvement Center Summer 1S>75 Full battery of diagnostic reading and reading related tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. 3. Tutoring Program Tutors at college or at home. All areas of curriculum except reading. Fee is S7.50 per hour at college or S8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. Institute of Regional Affairs For additional information Dr. J. George Siles, Director (717) 824-4651, Ext. 364 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES Eugen^Lcc;.,j;i rL'ifp»Liijrary_ LvS®(o]QJD[jD^ Improvement Institute of Regional Affairs WILKES COLLEGE READING CENTER —ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �STAFF PURPOSE AND PROGRAM j. GEORGE SILES, Ed.D. The basic objective of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is de­ signed to attempt to correct known deficiencies and/or generally strengthen the student’s ability to read. Instruction extends from devel­ opment of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical application, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, and visual acuity and perceptual tests which will be used to develop the student’s individual program. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON SX-^m^a^Xnce Pa. WILLIAM ROBERTS Supervisor, Secondary. Adult Programs Pa Certification - Reading Supervisor MARY POREMBA —RITA MUNDY Supervisors, Perceptual Development and Reading Readiness Program Pa. Certified Reading Specialists The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Cer­ tification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS The academic year program consists of two A minimum of two reports will be submitted to parents. The initial report will give the stu­ dent's reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim re­ ports will be sent as appropriate. Conferences can be arranged by appointment. sessions totalling thirty Saturday meetings be­ ginning September 6 and ending in May. There will be no meetings during the usual holiday recesses when public and private schools are closed. Refreshments will be available during each meeting. Students may enroll for either a 9 a.m. to 12 noon or a lp.m. to 4 p.m. class. �^LKes COLLEGE archives TUITION Tuition is $150 per session or $300 for enroll­ ment in both sessions. Tuition includes all W«li^ costs. There are no additional fees. Additional Services to the Community 1. College Student'—Adult (Post-Secondary) A program extending from basic skill develop­ ment to speed reading techniques. Classes will meet Tuesday from 6:00-9:00 p.m. Tuition is S150 per semester. No tuition charged for senior citizens. •SornjCw PcaDO ° Spyim® 2. Language and Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with Amer­ ican culture and heritage. 3. Testing Program Full battery of diagnostic reading and reading related tests. Complete detailed descriptive re­ port, diagnosis, recommendations and prog­ nosis. Program is available to individuals and school districts. 4. Tutoring Program Tutors at college or at home. All areas of curric­ ulum except reading. Fee is S8.00 per hour at college or S9.00 per hour at home. 5. Consulting Program Individual and team consulting, materials evalu­ ation, curriculum development, testing and in­ service to schools and school districts. Fee by arrangement. 6. Speakers Service Clinic Staff available to address community groups. No fee. For additional information Dr. J. George Siles, director (717) 824-4651, Ext. 389 Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 Institute of Regional Affairs WILKES COLLEGE READING CENTER —ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �WILKES COLLEGE ARCHIVES Eugene Shedden Farley Library reading □mC©[?@v7®[juo®[inD' GOffiTuW sramm®,? Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 �PURPOSE AND PROGRAM The basic objectives of the reading center is the improvement of reading skills and related and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is designed to attempt to correct known deficiencies and/or generally strengthen the student's ability to read. Instruction extends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical applica­ tion, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is as­ signed only one to three students during the session. Upon admittance to the program each student will be given a series of reading, audi­ tory, visual and perceptual tests which will be used to develop the student's individual pro­ gram. STAFF J. GEORGE SUES, Ed.D. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON Supervisor, Elementary Program Pa. Certification — Elementary Guidance WILLIAM ROBERTS Supervisor, Secondary, Adult Program (Speed Reading) Pa. Certification — Reading Supervisor MARY POREMBA Supervisor, Perceptual Development and Reading Readiness Program The instructional staff is composed of exper­ ienced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and applications. SCHEDULE REPORTS The Summer program consists of two five week sessions. The first begins June 14 and ends July 16. The second begins July 19 and ends August 20. Classes will meet Monday through Thursday from 9:30 a.m. to 12:00 noon. Refresh­ ments will be available during each meeting. Students may enroll for either or both sessions. A minimum of two reports will be submitted to parents of new students. The initial report will give the student's reading level at the start of the program. A final report will discuss the prog­ ress made by the student during the semester. Interim reports will be sent as appropriate. Con­ ferences can be arranged by appointment. Tuition is $150 per session. Students admitted during the second week must pay a $30.00 late Registration/Special testing fee. There is an additional charge of $30.00 for students whose testing indicates a need for exceptional atten­ tion. This program is optional. TUITION �WILKES COLLEGE ARCHIVES ADDITIONAL SERVICES TO THE COMMUNITY 1. Speed Reading Course for College Students —■ Adult (Post-Secondary) A program extending from basic skill devel­ opment to speed reading techniques. Classes will meet Mondays at 6:00 p.m. beginning June 16 and ending August 18. Tuition is $150 per semester. No tuition charged for senior citizens. 2. Testing Program Full battery of diagnostic reading and reading tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Program is available to individuals and school districts. Eugene Shedden Farley Library □Duocsni®v7®i™®ro'Li' SQODOTIjuOOG3 3. Tutoring Program Tutors at college or at home. All areas of curriculum except reading. Fee is $7.50 per hour at college of $8.50 per hour at home. 4. Consulting Program Individual and team consulting, materials evaluation, curriculum development, testing and in-service to schools and school districts. Fee by arrangement. 5. Speakers Service Clinic Staff available to address community groups. No fee. 6. Language & Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with American culture and heritage. For additional information: Dr. J. George Siles, Director Wilkes College Wilkes-Barre, Pennsylvania 18703 Area Code 717 824-4651 Ext. 389 Institute of Regional Affairs WILKES COLLEGE READING CENTER - ROSS HALL 251 South River Street Wilkes-Barre, Pennsylvania 18703 ��PURPOSE AND PROGRAM The basic objective of the reading center is the improvement of reading skills and re­ lated and supportive language arts and study skills of elementary, secondary, and post-secondary students. An individualized program is developed for each student. Each specific program is designed to attempt to correct known defi­ ciencies and/or generally strengthen the student’s ability to read. Instruction ex­ tends from development of basic motor skills, auditory and visual perception to sophisticated levels of analysis, critical ap­ plication, and advanced study skills. All activities are developed and applied by staff instructors under the supervision of the Wilkes College faculty. Each instructor is assigned only one to three students dur­ ing the session. Upon admittance to the program, each student will be given a series of reading, auditory, and visual acui­ ty and perceptual tests which will be used to develop the student’s individual pro­ gram. A REPORTS A minimum of two reports will be sub­ mitted to parents. The initial report will give the student’s reading level at the start of the program. A final report will discuss the progress made by the student during the semester. Interim reports will be sent as appropriate. Conferences can be arranged by appointment. STAFF J. GEORGE S1LES, Ed.D. Director JOSEPH KANNER Staff Psychologist LYNN JOHNSON Pa. Certification — Guidance and Counseling WILLIAM ROBERTS Pa. Certification — Reading Supervisor MARY POREMBA Pa. Certified Reading Specialist (Perceptual Development and Reading Readiness Program) MARY KANE Pa. Certified Reading Specialist MARY MALONEY Pa. Certified Reading Specialist The instructional staff is composed of experi­ enced master elementary and secondary school teachers who hold Pennsylvania Certification and are trained specifically in clinical techniques and ap­ plications. SCHEDULE The academic year program consists of two ses­ sions totaling thirty Saturday meetings. The first session will run from September 10 to December 17 and the second session from January 21 to May 13. There will be no meetings during the usual holi­ day recesses when public and private schools are closed. Refreshments will be available during each meeting. Students may enroll for a 9 a.m. to 12 noon or a 1 p.m. to 4 p.m. class on Saturdays. See back of brochure for Evening Schedule. TUITION Tuition is $180 per session or $360 for enroll­ ment in both sessions. Tuition includes all costs ex­ cept perceptual training which will be $30 extra. A deposit of $60 must be paid at registration. �1. College Student-Adult (Post-Secondary) A program extending from basic skill development to speed reading techniques. Classes will meet Monday through Thursday from 6:00 p.m. to 8:30 p.m. The first session will run from September 6 to December 15 and the second session will run from January 16 to May 11. Students may register for one to four nights. Tuition is $180 per night for a full semester. No tuition charge for Senior Citizens. 2. Language & Cultural Development Program Audio-lingual instruction to improve fluency in English and to familiarize students with American culture and heritage. 3. Testing Program Full battery of diagnostic reading- and writingrelated tests. Complete detailed descriptive report, diagnosis, recommendations and prognosis. Pro­ gram is available to individuals and school districts. 4. Tutoring Program Tutors at college or home. All areas of curriculum except reading. Fee is $8.00 per hour at college or $9.00 at home. 5. Consulting Program Individual and team consulting, materials evalua­ tion, curriculum development, testing and in-serv­ ice to schools and school districts. Fee by arrange­ ment. 6. Speakers Service Clinic Staff available to address community groups. No fee. Institute of Regional Affairs READING CENTER - ROSS HALL 251 S. River St., Wilkes-Barre, Pa. 18703 For additional information: DR. J. GEORGE SILES, Director (717) 824-4651, Ext. 389 Wilkes College, Wilkes-Barre, Pa. 18703 WILKES COLLEGE improvement center FALL - SPRING 1977-1978 WILKES COLLEGE ARCHIVES Eugene Shedden Earley Library � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Reading Improvement Center pamphlets, 1972-1978 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1972-1978 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/d5a1360faa36f0166b50732944250c07.pdf 06f6464a35284f2528ffffca5603682b PDF Text Text n i �ANTHRACITE: 1 I I I 1 ENERGY ALTERNATIVE FOR THE 80'S SPONSORING ORGANIZATIONS THE WILKES COLLEGE DEPARTMENT OF ENGINEERING GREATER WILKES-BARRE CHAMBER OF COMMERCE SMALL BUSINESS DEVELOPMENT CENTER WILKES COLLEGE INSTITUTE OF REGIONAL AFFAIRS a 1 I I I I a I 3 I J 1 I I J EUGENE SHEDDEN FARLEY LIBRARY. 1 1933 WILKES COLLEGE WILKES-BARRE, PA. ORGANIZING COMMITTEE SANDRA A. BEYNON DR. UMID NEJIB DR. ANDREW SHAW, JR. DOROTHY SCHLINGMAN i �ARCHIVES r il /W TABLE OF CONTENTS I FOREWORD n I! ■ WELCOME/OPENING REMARKS President Robert S.... Dr'. Andrew Shaw, Jr... 3 THE OBJECTIVES OF THE ANTHRACITE COUNCIL Michael Clark I I I I I I Hi J . J . 6 ENERGY OUTLOOK FOR THE 80'S Dr. Umid Nejib 10 COAL AS AN ENERGY SOURCE: NATIONAL OUTLOOK Dr. Jerry Pell 14 PENNSYLVANIA COAL - HCW CAN WE USE IT? Fred Taylor 21 THE ROLE OF THE ANTHRACITE TASK FORCE Attorney Abe Frumkin.... 29 COAL GASIFICATION IN NORTHEASTERN PENNSYLVANIA Hugh Campbell 37 I FLUIDIZED BED PROJECT - WILKES-BARRE j KEYNOTE ADDRESS Lt. Governor William W. Scranton, III 45 COST AND CONSEQUENCES OF COAL CONVERSION Thomas J. Lynott 52 1 i il II 1 1 ■ J Carl Uhgvarsky 41 Louis J. Pagnotti, III 54 Kenneth Harrison 57 Louis Beltrami 60 John J. Wilkes 63 Richard Miller 65 Dr. Bruce Berryman 68 Paul Tetherow. 71 Leonard Ziolkowski 73 CLOSING REMARKS Dr. Andrew Shaw, Jr 76 0 o �FOREWORD The objective of the regional conference "Anthracite: Energy­ Alternatives For The 1980's" held at Wilkes College on April 23, 1980, was to acquaint local leaders in business, government and industry, as well as any large users of energy, with current technology available for the utilization of anthracite as an energy source. The conference stressed the practical aspects of domestic anthracite coal as an energy source, its cost benefits and its drawbacks, as well as the impact of revitalization of the industry on Northeastern Pennsylvania. Included in this document are the presentations of conference speakers who represent a variety of official and unofficial views. These speeches reflect the opinions of anthracite coal producers, government policy toward revitalization and growth of the industry and environmental considerations. The meeting afforded an opportunity to establish a dialogue between industry officials and representatives of regulatory agencies and environmental- ists. This resulted in many suggestions, recommendations and understandings. The statements herein presented are indicative of the many facets of the contro­ versy surrounding the efforts to revive the supremacy of "King Coal". On behalf of the organizing committee, I would like to thank all the participants, organizations and agencies for their time and effort - for their interest, frankness and cooperation. Dr. Unid Nejib Editor �II'!h WELCOME/OPENING REMARKS Robert S. Capin President Wilkes College Ladies and Gentlemen! Good Morning. One of the pleasures of being President of an institution of higher education is the opportunity to welcome groups such as yourselves, to the College. And I have that opportunity in a number of occasions. fl As a matter of fact, after I welcome you, I'm going next door to welcome a group of students from all over the state to a Yearbook Conference. to have people visit our campus. So, it is a delight to meet new people and But, as a President of an institution of higjner education, I remind you and tell that we have two missions at Wilkes College. One, of course, is to provide academic programs and proper environment for study for the students. i 1 il But, secondly, and just as important is that because of our physical location and because of the commitment of this institution to WilkesBarre and Northeastern Pennsylvania, we also have the mission to provide programs that are of principal concern to the citizens, and which affect the quality of life of our citizens. I can think of no more important subject matter than the title of this conference today. j All one has to do is to read the newspapers, and of course, you know immediately that the subject matter is one of prime importance both internationally and nationally and will become increasingly important as we new a I go down into some very difficult years. The implications are difficult to describe. ■ On a more personal note, I would like to tell you that the College has a budget of approximately $14 million a year. The utility bill for Wilkes College next □ ■ year will be in excess of $750,000. and we're not partial, by the way, because we use every kind of energy possible except coal and solar energy. So the impli­ ■ cations for this institution so far as tuition and the operating costs are �concerned is of prime concern to me as President and, of course, to the staff of the College. You have a very inportant session today, and I know you have very outstanding speakers. Mach time has been dedicated into planning the conference. I want to personally thank, in particular, Dr. Shaw, who you met, and Dr. Nejib, j Chairman of our Engineering Department, who will be introduced to you as one of your speakers. However, there are many people who worked hard to put this Conference together. 8 here today. The proof is we have some very, very outstanding people I'm proud to meet you and while, unfortunately, I cannot be with you for the entire day, I do hope that you have a very profitable and successful seminar. Thank you very much. il IT1 J '.I it 0 -2- �r ' I VJELCOME/OPENING REMARKS Dr. Andrew Shaw, Jr. Dean of Management Wilkes College 3 Ladies and Gentlemen, Good Ifoming! About three years ago we put on a conference here on Microprocessors and Microcomputers, and we anticipated about 30-25 people showing up for that conference. ! And indeed the registration amounted to about 30 people until the very morning of the conference where about 100 people showed up. That set the stage for a whole series of seminars in the entire region on the subject. Seminar we have today is following the same cycle. I The We anticipated having about 25-40 people, it looks like we're going to have about 90 people. We're hoping that this will be more of the start of a resurrection of the Anthracite Coal Industry. Many of us have attended a good many conferences on coal and a few on i the anthracite coal industry, in particular. However, we came back feeling all of this sounded great, but nothing concrete has happened. i ■3 And so, Dr. Nejib, head of our Engineering Department, myself, and Miss Sandy Beynon, Director, Small Business Development Center, Wilkes College, in a joint effort, sat down and reorganized the responsibilities of Wilkes College and our conmitroent to '.I the conmunity. We determined that perhaps this was the most appropriate place to have a conference on Anthracite and the potential of Anthracite. I And we went about trying to put together a realistic and a professional meeting. - We invited a good number of people from all phases of the industry. People who are interested in that industry. industry. People who have investment in the And as you look through your program, you will note that we have people from the national level, the state level, and the local level. L We have manufacturers of equipment, we have producers of coal and we also have the users -3- �1 of coal. As our President pointed out to you, we use all sources of energy to heat and maintain our buildings and it's true that we don't use coal directly. But since we're customers of the Wilkes-Barre Steam Heat Company, we do indirectly use Anthracite Coal. Mayor McLaughlin was to be with us this rooming but when we planned this conference, we overlooked the fact that it occurred the day after the election. £ 1 1 s 1 I'm sure they're still counting votes. The Mayor may stop a little later and if he does, we will introduce him to you. I guess every conference or every seminar has a few announcements. I'd like to acknowledge a few people who have really helped us pull together this entire body of people. each other very heavily. We, here at the College, work as a team. We rely upon I'd like to introduce our Dean of Academic Affairs, Dean Jerry Hartdagen; our Dean of External Affairs, Dr. Thomas Kelly. We have a mail-o-gram here from U. S. Senator Dick Schweiker, who we invited but Congress is in session. "Deeply regret unable to join you for the Anthracite Energy Alternatives for the 80's Conference. Anthracite possesses unique qualities w and that is low sulphur energy efficient fuel which, if properly exploited, could 1 on already depressed eastern coal markets. compete with low sulphur western coal which has been putting additional pressure As a location for virtually all the significant anthracite deposits in the U. S., Northeastern Pennsylvania stands to gain a great deal from the revitalization of the Anthracite Industry. will play a major role in energy's future. 1 I E have a leading part in the coal renaissance. Coal And Pennsylvania Anthracite should Consequently, I wish you the greatest possible measures of success in your efforts to foster a greater awareness of Anthracite potential as a major alternate energy source". We do hope that this Conference will achieve its positive goals. This • institution and the sponsoring groups is conrnitted to the welfare and progress jr -4- �of this region. The coal resource we have here is a viable one and cannot be II ignored or neglected. I welcome you and wish you the best. J 1 i I j fl i -5- �THE OBJECTIVES OF THE ANTHRACITE COUNCIL Michael Clark Anthracite Coordinator Appalachian Regional Commission Washington, D.C. Thank you, Dr. Shaw, and congratulations to you, to the Engineering Department, President Capin, and to the College for taking the leadership in putting this conference together today. I don't really have that much to say other than I think it's fantastic that we are continuing the momentum in revi­ talizing the anthracite industry in this area. Approximately four weeks ago, President Carter hosted a National Conference of Coal Industry at the White House. The specific item on the agenda that day was to receive the Rockefeller Commission Report on the future of coal in the United States, and also to present a study on the backlog of legislation on coal. As a part of that conference, we put together a special group of in- dustries and federal people to evaluate what the problems of anthracite coal are. One constant theme was stressed time and again — nothing seems to get done. It is that concern and point of interest what the Anthracite Council in Washington is focusing on. The first good news, for the benefit of the coal industry is, that we did not create another bureaucracy. We have no formal offices as such. We have no staff and no budget. We are working with the various areas of the federal government which can help in anthracite and potentially can give seme new support to our programs. We did set forth an agenda. Our immediate concern is keeping the anthracite industry going. Then we will get into examining other related items such as new technologies and things like that. You have many gifted and experienced speakers \<ho can talk of the on-going programs. you today. I am sure they will have some interesting things to say to However, I should point out that the biggest single factor in keeping �the anthracite industry going in terms of coal sales is the annual purchase by the Department of Defense of Anthracite. lations, primarily in West Germany. This is used in our defense instal- This fiscal year, the United States Depart­ ment of Defense is going to purchase roughly 380,000 tons of anthracite coal. By way of comparison, in 1965 the federal government bought 1,650,000 tons of anthracite coal but its purchase has dropped to a figure of 380,000 tons. This represents approximately, by the time it is shipped to Europe, forty to fifty million dollar economic factor. This factor inpacts not only on the anthracite industry but also on the trucking industry, the rail industry, and others. Now the people in the industry know very well that this sale is vital to them and others. If the European order gets washed down, then the industry will face a very difficult time. We have as as our second item of concern, the thorough analysis and I hope action, to get something going in the area of conversion. We hear time and again that we must make greater use of anthracite coal. The hard facts are that the public buildings, both state and federal, do not bum anthracite coal. The new ones were built using oil. Most of them are converted to oil. ago, I had Mr. Al Smith up here. Two weeks He works on our task force and is also the federal co-chairman of the Appalachian Regional Commission. We started out in Scranton and the first stop on our agenda was the site for a very major building for the postal facility in Scranton. He was very incensed as we learned that there were no plans to use coal in that new building viiich is being built on top of anthracite coal. In Washington, we did some checking with the construction division of the United States Postal Service and found that there were five sources of fuel considered by the postal service, architects and engineers. the five, none was coal ... bituminous or anthracite. and this was only two years ago. Of Coal was never considered, So this is the kind of thinking we are dealing with at a time when we are trying to put the national coal policy into use. The �Penn State survey on the conversions of federal and state buildings, back to coal - which in many cases means anthracite - has been finished and will be published very shortly. The Anthracite Task Force is inmediately going to begin to see what it would cost to get public buildings back on the track and back into We have talked to some of using anthracite. We do not have any idea what it is. IS IE the state people and have been told there is great interest. The Appalachian Regional Coirmission is acting as the monitoring agency for all of the anthracite programs. We are getting great cooperation out of them. The third area of our concern, this again very familiar, is the problem of transporting anthracite. Conrail is the major carrier of anthracite coal. As things stand, you might as well take the coal and build another dike with it be­ 1 s 1 cause the problems of transporting anthracite coal away from the coal working areas are just unbelievable. The rail service is terrible, the tracks are in awful shape, and the road beds are in bad shape. By the time you get the coal, particularly the coal that goes to Europe, down to Philadelphia, you find out that the docks and the whole loading system there is a total wreck. j 1 the shipment of coal to Europe as much as six months. This delays However, five million dollars has already been appropriated to fix these docks, and we hope to add another twenty million dollars shortly. i J J Finally, the theme of this conference is "Anthracite, An Alternate Source of Fuel". Many of you know that an alternate source of fuel tends to be a very technical and legal thing. of coal. Anthracite is legally considered a part We are starting a very big effort to see what can be done to get legislation together which considers and makes anthracite coal an alternate D source of fuel. We found out from our various meetings in Washington that the anthracite profile, while it has been in Washington for years, is not all that high in energy areas. Actually, it is higher in some areas that do not deal specifically with energy like EDA and the ARC. -8tj We are trying to get it spelled �E E out in writing that anthracite is an alternate source of fuel. Once we do that, I think those of you who work with the bureaucracy know then our work is much I £ £ easier. We have the full cooperation of the legislators who are concerned with anthracite. The four Congressmen from this area - Mr. Musto, who was just elected, has pledged his full support. Mr. McDade is always behind anthracite programs; so are Mr. Yatron and Mr. Earl from Williamsport. IE is 5 friend of the industry for years but then he is leaving. Senator John Heinz has extended an absolutely fantastic support for the anthracite programs. The Senator has assured me personally that he would continue to cooperate with any­ thing we propose. Basically, that is what it is all about. i Senator Schweiker has been a We are not into the areas of building super anthracite structures or getting into multi-million dollar projects. We are interested in keeping the industry going and keeping the export projects underway and expanding them. 5 I would like to have the input of anybody at all at this conference today who is willing to help in any way. I will be watching with great interest, the proceedings of this meeting. Thank you for your time, and thank you for your cooperation. J J J 3 -9- �ENERGY OUTLOOK FOR THE 80'S Dr. Umid Nejib Chairman Wilkes College Department of Engineering Thank you, Dr. Shaw. Ladies and Gentlemen! I would like to apologize for my voice and for my accent, and for the information I'm going to give you on this nice day. I would like to welcome you on behalf of the Department of Engineering and its staff. We are attempting to bring to this region, its industry and comnunity, as much of the technical inno­ vations and know how that it long seeked and needed. My presentations, which is going to concentrate on the energy outlook for the 1980's is not as bright as this day. It is awfully bleak. However, the solutions are always there and what I'm going to propose to you is maybe an idea that many of you thought about but never really put into effect. The energy crisis that was supposed to be a myth, is in fact a reality. We have heard the federal government and the local government stare that they are trying to implement energy plans. with "bureaucracies". Many of us were involved directly or indirectly However, the salvation of this industry and region, at this day and age, is not going to be the government alone. I think the federal government now is looking at a national crisis on a national scale, and the priority for Northeastern portion of Pennsylvania is not high. The government is looking to get out of being dependent on foreign oil and is trying to get away from what is defined as political blackmail. policies on all levels outside and inside. It is trying to implement That leaves the problem of solving the energy crisis in this region to the people of this region. I think for the 1980's for a region like this, it is very much imperative that you assess and reassess the resources. Personally, I do not like coal. -10- It does not look nice. It does not �bum clean. It creates acid rain. However, I would rather live next to a coal- fired power station than a nuclear fueled one. as well as scientific. The reasons are both economical A coal-fired power plant can be brought on line in about However, looking at the energy alter- half the time needed for a nuclear plant. natives available for this region, the problem has to be attacked from various I do not think that should be attacked entirely through anthracite alone. points. A complete turn around is not healthy by any means. The approach should be made on a balanced format. One and foremost in my opinion, is the adequate education of the community, the industry and the people regarding the energy outlook. With that, you can possibly link conservation measures. I am pretty confident that conservation measures in this region will reduce the energy consumption by approximately 20 to 25%. This will have a stronger impact when coupled with a realistic set of laws and regulations. energy laws. The state of Pennsylvania is very much behind in terms of There is no such sun laws in Pennsylvania. for example, by means of adding a solar system. reassessed into a higher tax level. You upgrade your house, Your house will probably be These things could be rectified. It does not have to be done on a national level; it could be done on the local level. An effort should be made to return the large users of energy back to coal. The steam plant that we have here in the city, has done a tremendous job in that respect. The major pollution aspects of anthracite will be discussed at this seminar today, but if you really put a cost effective figure on scrubbing the II pollutant, you will still be ahead and be competitive with oil. In the short term, as far as what is defined as the national energy plan, I would like to recommend that this area should establish a regional energy plan. Go to implementation and get it out of the debate part, that has been gping on for the past four or five years. I would like to recommend that a comnission be established that will -11- �have powers to implement a regional energy plan. I would like to reconmend that the conmission have a majority of industry people, with representatives of the people living in the region, and a representative of the government. The reason I say this is because I am a firm believer that if anybody is going to take the ball and run with it, it's going to be industry and not the government. The limitations and the discussions against utilizing other sources of What we have to look for is new and energy in the region are not acceptable. innovative use of anthracite and on solar and all their aspects. You should not look to anthracite as a coal to burn only, but to expand that into its gasification and liquification potentials. Two years ago we had an energy seminar here where most of the participants had no detailed ideas about energy or technology. In two weeks this group was able to bring forth a study and reconmendation for the area. One such idea was the situation of a burning mine. Your first reaction to a burning mine is to extinguish it. correct. Which is The problem was realized that extinguishing burning mines is a long and complicated task. Nobody could, in reality, do anything about it fast enough. In the meantime, you're wasting all that heat, so why not top it and use it in a fashion similar to a geothermal source. ■J Now we looked into that problem, and we think it is feasible for small scale - say to melt the sidewalk, but it's not feasible for establishing a major power station. If we look at the power plant, we can always say that we really have heat pollution from the cooling towers, or heat pollution from the cooling water If that's been actually returned to the river. However, you can look objectively and say that heat pollution is really wasted heat. It should be topped and used and a method should be developed to do just that. 'I J i If you build a coal- fired power plant, then you might be able to use that water and recycle it throughout the area. That approach has been done in Europe very successfully. And I think it's been done in the States in a few places. -12- �I don't like to give you many figures and numbers here. should be left to a technically oriented seminar. that something has to be done. But, what I am proposing is The technical capabilities are available, as well as political structure and a motivated people. from the industry and the need. I think that I think we have the commitment All we have to do is put it together and get it off, looking toward a federal solution. I i -13- �COAL AS AN ENERGY SOURCE: NATIONAL OUTLOOK Dr. Jerry Pell Director Division of Anthracite Office of Coal Supply Development U.S. Department of Energy Washington, D.C. You know the old joke about I'm from the federal government and I'm here to help you. There are various versions of the other two parts of that joke and I'll spare you any one of those versions. The last time I was in Wilkes- Barre at Wilkes College was on October 12, 1979 and our generous and gracious host, Dr. Shaw, had the idea back in October to take us outside on the lawn for a group photo and it was much colder than today. pictures today, I'm much more receptive. So, Andy, if you want to take It was a cold day in October. The occasion of this meeting could not have come on a better day. much has been happening in the news. So Most of you are aware that yesterday was Earth Day, and not only was it Earth Day but it was the Tenth Anniversary of Earth Day. The first of which was in 1970. This has a significance for me because I was involved with anthracite through the Anthracite Task Force since '77. Since I had an environmental shop in what was then the Federal Energy Administration, I was brought in to help out with regard to the Clean Air Act implications for anthracite. So, Earth Day, to me represents the bridge that I crossed from being an environmentalist and an air quality meteorologist to anthracite. So you have the sky above and earth below. It is also a day after the Pennsylvania Primaries. part of last night watching the returns on TV. I spent a good For the Wilkes-Barre area, the election of a new Congressman to represent perhaps the single greatest force in support of anthracite ever. Mike Clark is with us today. I can't tell you how delimited I am to see that The kind of continuity that Mr. Clark can bring -14- �I will do us all a great service and I'm really thrilled that you're still going to support the Northeast. i There are no other domestic energy resources in the northeastern part of the United States other than anthracite. That fact, I've i been drunming and trying very hard to inpress upon the bureaucracy in Washington. i Division of Anthracite which I officially acquired in May of 1978. It is almost the second anniversary, short by about one month, of the I have heard there is a certain amount of rumblings up here in the anthracite area that is not related to the volcano in the state of Washington. I i just what is Jerry doing in Washington the last two years. i a s B fl that is required from the creation of a new program or project or office to the Tn the few minutes I have available to me this morning, I hope to familiarize you with at least some of the things we are doing and some of the studies that are now about to hit the street. time, and it does require patience. It does take The one person who is at least patient is the person who is standing before you today, yours truly. I am the one who suffers the red tape and delays in getting these programs initiated. And let me tell you, it is just a matter of biting the bullet and keeping your fingers crossed and waiting for the wheels to churn slowly. Nevertheless, we are doing some impor- tant things. The subject of my talk assigned to me by Wilkes College is "Coal as an Energy Source: II 11 You really have to be very cognizant of what Washington is like, to appreciate the kind of delay time time you start seeing some results. i Runbling with regard to National Outlook". Once you use the word national, it means that I have to diverge a little bit from anthracite to discuss coal in it's generic sense with regard to the nation's energy resources of coal. course, a certain amount of bituminous coal. pursuing bituminous coal. This includes, of I am not active personally in However, I think it's instructive to look at what the Department of Energy's official policy is with regard to coal in general. 1 J One of the advantages in considering anthracite as a part of coal is that it does -15- �come under the umbrella of any policy statements that are issued by Washington, either by the administration per se or by the Department of Energy. I i Secretary Duncan appeared before the House Conmittee on Science and Technology on January 31, 1980 and issued what he refers to as the Department of Energy's posture statement. I am going to read to you a very few paragraphs that I've i i i what it could mean for anthracite specifically. 1 of handling, transporting and using coal. extracted from that posture statement as they pertain to coal. Please, when you hear them, think not only in terms of national energy resource but also One of the things that Mr. Duncan pointed out is the fast rate of increase in coal use can only be achieved by resolving such issues as stringent environmental controls and the high cost These barriers and the problems they represent nay be overcome through technological advances in the conversion of coal, synthetic gas, through the development of systems that will bum coal in i 8 B 1 fl a more efficient and environmentally acceptable manner, and through financial incentives to utilities to encourage substituting coal for petroleum based fuels. With regard to the United States energy supply, Secretary Duncan said the country is not energy poor and that is a very important point. sufficient use of our abundant domestic resources and I don't think anybody knows that better than the people in this room this morning. The Secretary goes on to identify the demand for electricity is expected to grow by about four percent per year between now and 1985. The major share of the primary inputs to power generating plants will be provided by coal and nuclear energy. fl 1 1 1 Let me just say being in the state that hosts Three Mile Island, I happen to be a firm proponent of nuclear power regardless of Three Mile Island. I think that these two energy sources - coal and nuclear energy - certainly for the short haul, are going to be vital to our national energy posture. Secretary Duncan goes on to say coal consumption by utilities will rise from about 500 million tons in 1979 to nearly 700 million tons by 1985. Oil and gas utilities will decrease by 1985, but the -16- il We have not made �b b i level of savings will depend largely on measures taken to replace oil fired utility plants. Renewable sources, and this goes back to the remarks we heard from the earlier speaker, Dr. Nejib, hold great potential for the future but demand cannot be expected to increase significantly by 1985 because of the time required to develop cost effective and efficient technology. i short term realities of the renewable resources. Then there is the As the price of oil rises, United States coal will capture an increasing share of industrial energy and 1 electric utility markets. Eventually will become a feedstock to the production i of synthetic fuels. ■ under development, synthetic liquids produced from coal, will grow markedly after Abundant domestic resources of coal will insure sufficient supply for all our energy requirements. The deployment of technologies currently 1985. I i R I 1 1 II II In my own office, which as I noted, came into existence almost two years ago. We've had under contract for almost a year now, Berger Associates of Harrisburg, Pennsylvania, which is the undisputed authoritative firm on anthracite. You can always tell the federal bureaucrats by the consultants they bring with them. I 'm delighted that Richard Miller and Norman Muchler of Berger Associates are with me today. You will see more of Richard Miller this afternoon on the panel discussion, and I cannot tell you how delighted I am with the work that he and his Associates have been doing for my office. specific tasks on Anthracite. They are right now pursuing four The first of which, and perhaps the most important, is an assessment of the Anthracite Task Force final recommendations. Most of you are aware that the Task Force report was submitted to the DOE in November 1977. Of the twenty-six recommendations, there are twenty-one that are pertinent which Berger is going to put into context for their priority of implementation. 1 That report in draft form should be submitted to me sometime next month, and I am waiting with baited breath to see that. n The second major effort Berger is doing is the Utility Market Study -17- �i in light of the flue gas desulphurization exemption that we obtain from EPA in June of 1979. 8 I regard that in new source performance, standard regulation with the exemption from scrubbing requirements for anthracite. Historically, that event is a milestone in the history of the anthracite industry, and the beginning of a turning point for the industry's revitalization. I The third task that Berger is doing is an inventory, a catalog of all federal involvement in anthracite projects and programs which is an inmensely resource document for me. I i I i This means that under one cover I can see who is doing what with regard to anthracite within the Washington scene. I consider this to be an inmensely valuable source document which I'll be extremely proud to distribute and make available. It is used as a reference volume of federally funded projects for anthracite. Now, I' 11 come back to that in a few moments to tell you some of the highlight of the information that Berger Associates and their subcontractors I were able to present. I is an assessment of EPA's proposed new source performance standards. The newest task that I have asked Berger Associates to help me with This time a not for the utility sector but for the industrial sector which EPA plans to 1 have Berger Associates helping me out on the marketing side of the industrual a a promegate regulations on in final form in 1981. analysis and on the Environmental Clean Air Act side. I I have now under contract as of only about three weeks ago, Environmental Research and Technology, Inc., out of Massachusetts. representing ERST. others. n This is a two-prong effort. Ms. Karen Pearson is with us today from Massachusetts You'll notice that some of our consultants are prettier than ERT is going to do for me on industrial sources the equivalent of what they did for me on the utility sector. To those of you who are familiar with ERT, they are the country's largest environmental consulting firm and most recently were acquired as a subsidiary of COMSET. I cannot think of a more prestigious association that I could possibly have to help me in the vitally -18- �important area, because if the industrial regulations on the air quality side are favorable for anthracite then this could play a major role in revitalizing the industry not only by making it an attractive fuel for utilities but as an attractive fuel for industries. There is an awful lot of possibilities of medium and fairly large users going to anthracite or converting back to anthracite if the environmental climate makes it economically favorable. A part from what my own office is doing in the Department of Energy, there's another major element in DOE. Resource Applications. I am under the Assistant Secretary for The Assistant Secretary for Fossil Energy, Mr. George Fumick, which includes a segment of the Bureau of Mines which was folded in the DOE in 1977, has the expertise and the know how when it comes to mining. And through the good graces of Congressman Alan Ertel in 1980, this part of the agency has one and one-half million dollars for Anthracite Mining R & D. They also have under contract to them, Skelly and Loy, which is now doing a needs assessment for Anthracite Mining R & D. They are busy at work with regard to the mining and reclamation aspects of anthracite. i Again, through the good graces of Congressman Ertel, as I'm sure many of you know from reading the local press, he has taken an initiative to add two million dollar line item to the fossil energy for anthracite; specifically for an open pit mining demonstration program. This, I am absolutely thrilled about for many reasons. Perhaps the most important reason is that this could be a vehicle for assisting the Allegheny Electric Cooperative proposed power plant project. So, despite the fact that sometimes the news from Washington is slew in coming, there are exciting things happening back there in the Capitol. Very briefly, I want to give you the benefit of some of the Berger Associates Inventory Study. Berger, their consult- ants, and subcontractors came across with forty-two projects out of Washington related to anthracite. Eight of which are in the general area of research and development and Research Demonstration and Development. -19- Six are in the area of �environment, eight in the information and data gathering area, sixteen in terms There are forty-two, either of general studies and four miscellaneous projects. on-going or completed projects related to anthracite coming out of Washington one way or the other. dollars. Those add up to a total of 27.1 million anthracite This does not include reclamation money. It also does not include the vast majority of money spent on data analysis and publication of data summaries, or any expenditure for purchase of anthracite. I think that this is an absolutely crucial piece of information, and we hope to do more. -20- Thank you. �I IF I PENNSYLVANIA COAL - HOW CAN WE USE IT? IR Fred W. Taylor President International Boiler Works Company East Stroudsburg, PA I r I Good Morning! I I The International Boiler Works Company in East Stroudsburg, Pennsylvania, is a wholly owned siibsidi ary of Combustion Equipment Associates, Inc., of Na? York. I I i i 1 g 1 n [i Last month, in our annual corporate planning session, I was asked what the Corporate R&D Department could do for International Boiler Works in the next two years. My reply, in typical Irish arrogance, was nothing as we did not have any programs we wanted delayed five years or screwed up. Needless to say, this was poorly received by Corporate, however, the record proved I was correct and I am in hopes that my blockbuster at corporate will result in a change in attitude and objectivity with our Corporate R&D Department. In fact, I can almost guarantee it as I've been assigned the task of supervising their performance and efforts. My story has a parallel in the Federal and State scene. Four years ago, I was on the lecture circuit, beating the drum on the use of domestic coal to reduce our dependency on foreign oil. President Ford's program was beginning to show signs of action, then came the election, and the new administration's declaration of war on energy. formed with cabinet status. The Department of Energy was You have to understand the workings of the Washington bureaucracy to know the problems this created. Energy oriented departments of almost all federal agencies were transferred to DOE and the Pyramid Club began. i Based on the old Washington status, measurement of people in nurrbers, DOE grew to a multi-billion dollar agency overnight. the whole city. DOE became the monster composed of all the misfits from other -21- fl It was utter confusion spread over �r I ■ ® I agencies. It's a fact, and this came directly from Schlesinger's Congressional Testimony. The monster grew and all the public relations goals and objective became secondary to conbating the enemy. I i The Environmental Protection Agency, The battles who was determined to be the biggest agency with maximum control. are a matter of record. DOE wrould issue a policy and EPA wrould immediately counteract it to make sure it wouldn't work. It is fact, and in the meantime, our progress towards utilization of domestic fuel sources took steps backwards, I I not forward. DOE established areas of technology to develop, most of which had already been developed. EPA's definition of "Best Available Control Technology” became whatever was the most expensive not what could do the job. I As I said, we, the boiler industry, were on the speaking circuit in the 70's and contributed much time and effort into educating the public as to i what could be done and what couldn't. and our general theme was the same. I spoke in over six states and Washington Coal is the most expeditious and practical domestic energy source that can be utilized to reduce our dependency on foreign 1 I 1 oil- Despite the technology gap of twenty-five years, the industry does have the capability to bridge this gap and can, if given the markets and incentives. The meetings in the late 70's became all alike — someone from DOE and the various Governor's Energy Councils ■would get up and give the for motherhood, against sin speech on using coal as the answer to the problems. I theme at the outset and all rallied around the flag until after the first coffee break. li 01 1 This was the Then it started with DOE explaining all the regulations, reports, impact statements required to use coal. EPA followed shortly and contradicted most of what DOE said, then a parade of characters like you've never seen all with their hands out. The railroads needed more federal funds to provide rail service. The Fish and Wildlife Lobby is fantastic in telling everyone why no matter what is done, it will adversely effect the streams and environment. Don't the �operators for increased benefits, health programs, etc. Then carne QSHA saying ■ we haven't established the regulations yet, however, you are in violation. DOE and EPA vacillated on so many policies and decisions that industry, all industry just stopped industrial construction until the two agencies agreed on something. That was three years ago and they have yet to agree. Myself and my colleagues grew totally disgusted and withdrew from the circuit. I recall my last talk was to the American Boilers Manufacturers Associ­ ation Convention in 1978 and my final reccmnendation was that the Department of Energy and the Environmental Protection Agency should be combined into one agency, The Department of Power and Environment, DPOE. Prior to this, I had become totally disenchanted with Pennsylvania. a matter of fact, I was ashamed. Governor Shapp's Energy Council was a joke. As They published reams upon reams of coal information with little or nothing to show for it. The V. W. Plant in New Stanton was supposed to be a coal fired high temper­ ature water system as preferred by V. W. However, when the system costs were included in the loan, all of a sudden, a large reserve of natural gas was found to n n use the inefficient gas rooftop units installed. gas was found while Pittsburgh's mills, plants, and schools were all closed down because of a natural gas shortage. Here's another winner. H The horror of this was that this Miller Brewing Company had all but consunmated a deal to build a major plant in the Williamsport area. It was a fast track job and they prepurchased two coal fired steam boilers from a competitor and friend. Pennsylvania Department of Environmental Resources gave Miller so much static 1 I 1 about pollution and would not approve the mechanical collectors proposed for the coal-fired boilers but insisted on a system twice as expensive. forget it, and built the plant in New York State exactly as originally designed. It works fine and they recently doubled the plant. lost. -23- J Miller said, That's 1300 jobs Pennsylvania �L L p By now you're perhaps saying who in the hell invited this S.O.B. and how can he contribute to this conference. I I I Well, let's say this is my last shot. I'm here today at the invitation of Dean Shaw and Tom Lynott, two people who share with me a bit of pride in Pennsylvania and have the guts to fight the bureaucracy and use Pennsylvania coal. Pennsylvania, with its greatest natural resource, coal, should be a leader in the coal utilization, not the follower it is. I I I I'm here to set a secondary theme to this conference. That is "Pennsylvania Coal - How Can We Use It?" not the prevalent attitude of why we can't. I challenge every speaker to take a positive attitude and approach of "How Can We Burn Coal?" - "Not Why We Can't". As I tell ny employees, "bring me solutions, not problems. I I I 1 1 I 11 No, I'm not through yet. gas shortage and energy crisis. j II 1 Oil was still cheap, however, the imbalance of payments and our foreign oil dependence was being recognized and people were assessing coals potential. It was just like it is today, however, now that fuel oil exceeds a dollar a gallon, it becomes more economically feasible. Here's the situation. Twenty-five years ago the last of the coal-fired residential and industrial stokers were designed. or development standpoint. away. 1 1 Let's go back to square one — 1973, the first Nothing has been done since from a technical The designers have long since been retired or passed Only a few boiler and stoker manufacturers remained that knew anything about coal and solid fuels firing. The market, in the past twentv-five years, had not demanded or justified technical development. Add another five or ten years due to the new environmental laws and regulations and we have a thirty year technology gap in solid fuels firing. -24- �This technology gap cap he bridged by industry, the talent, capabilities and facilities are readily available. The gap will not be solved by an Energy Council of Do Gooders, it will not be solved by a massive bureaucratic agency. It is not going to be solved by two federal agencies, dedicated to over­ power and overrule each other politically. Only industry can solve the problem. Given incentives, markets and no government intervention, the gap can be solved, and in two to five years not twenty-five to thirty. Let's take a look at three other key factors. Nuclear power must and can be our energy source of the future, but safe, reliable nuclear power was two decades away before Three Mile Island, and now, is perhaps three or four decades away. Thus we cannot expect nuclear power to solve our energy dependence until the year 2020. COAT. MUST BE THE INTERIM FUEL. The inflation, economy and reputation of the United States depends on it. President Carter was told this directly by the World Powers in Bohn in 1978 when they told him the value of the U.S. Dollar was going down because the United States was not doing anything about their energy problems. I s payments by foreign oil was deflating the dollar abroad. 1 ill immobilized in ninety days if our supplies were cut. 1 As a World Power, we were slipping fast as a direct result of our failure to address our energy problems. Now, let's look at another key economic factor. One of the proven methods to spark an economic recovery was to stimulate the construction industry. This was the fastest and most direct way to get dollars flaying and snark a recovery. It worked in recessions past because the Federal Government always had large construction programs on the shelf ready to go. Today, however, we don't. We are overbuilt on Veterans Hospitals, Federal Office Buildinps, Military Bases and Post Offices. ll U. S.'s dependence on foreign oil made us the hostages of the O.P.E.C. Nations, and a war would see us I I The imbalance of Sector. Thus,this key economic tool is not available in the Federal What's Left? Industrial Construction? -25- Sure, a surge of industrial �construction would provide g major economic lift, it would provide construction jobs as well as new industrial jobs, There's only one hitch, Industrial L construction is now at a virtual standstill due mainly to industries total dis­ E trust of the government. i enact any meaningful energy and tax legislation has industry at a standstill. Industry is waiting for the Administration to get its act together before they move. E i The vacillation, over-regulation and total failure to The high interest rates also are a major deterrent to progress. What can we do as Pennsylvanians? What can we do to show the world as one of the largest coal producing states we can utilize our own domestic energy source, coal, to solve energy, economic, and world problems? What can we i do to set an example for the world to follow? I than any other state. i i H I I First, let's recognize that ’Pennsylvania has more boiler manufacturers We have the talent, technology and capabilities right here in the Keystone State. Let's take a hypothetical case. boiler. A new plant calls for a 50,000#/HR. A gas/oil system installed would run $250,000. A coal-fired system would cost over $1,250,000. and this does not include a 25% cost increase for a larger building, nor does it include coal receiving and storage facilities. The rule of thumb is a coal fired plant will cost ten times as much as a gas/oil-fired unit. Let's assume our coal unit cost is $2,500,000. The present 10% extra tax credit for non-oil units doesn't even pay the interest on the loan. The difference between a gas/oil unit and coal unit should be allowed an accelerated tax 1 1 II write-off of at least 25% additional, and tax free loans should be made available through Industrial Development Authorities to encourage coal utilization. The present energy policy is based upon penalties not incentives, and will remain a deterent until it is changed. Incentives should be established with the knowledge that coal utilization reduces our balance of payments and 1 dependency upon OPEC. It sparks industrial construction and expansion and provides �L jobs in the coal industry as well as equipment and transportation, all right here L at home in our State and Country, and our dollars to the OPEC camel drivers is L drastically reduced. R L I State and federal energy and environmental agencies have got to get their act together and change their whole attitude. It must be changed to "HCW CAN WE" and not "WHY WE CAN'T". Industry can and will solve the problems given the markets for products I I and incentives and the technology gap will be bridged in short order. Environmental standards must be practical and economically achieveable, not inpossible and theoretical. Declare a moratorium on the impossible standards, allow mechanical collectors, then establish a test program to determine what they can do. Work with the industry to inprove standards. The federal and state agencies have got to change their approach and work with industry to first define I I i i i 1 1 1 1 the problems then seek solutions not by establishing impossible standards and changing them monthly. As I said at the outset, I came here as a favor to Dean Shaw and Tom Lynott as they are two people who recognize the true problems and inpact and are trying to do something about it. something can be done. We have been working with Tern in the hopes that This is a last chance for Pennsylvania to lead the way as a coal producing state, to set an example for other states and the Federal Government to follow. It can be done, it should be done, it must be done. have the answers and are ready to help. We as an industry However, we've been pushed around, over-regulated, dictated to by federal and state agencies who are not technically qualified to dictate, we must see a new attitude, you must demonstrate a "Can Do" attitude, recognize the problems, not the symptoms and formulate a positive solution plan not more regulations, paper work and controls. I call upon each member of this conference to anproach their subject �■k — -U on a positive attitude of "HCW CAN WE" not "WHY WE CAN'T". It's fist or cut bait time, gentlemen. Let's show the world the old fashioned American shirt sleeve approach still exists right here on top of our E wonderful coal field. I make a bet on that. i This might be our last chance as the lights are going out. "HCW CAN WE WIN", "HOW CAN WE SURVIVE", i i i i i l l 1 i i i I -28- "HCW CAN WE SHCW THE WORLD". You can �THE ROLE OF THE ANTHRACITE TASK FORCE Attomey Abe Frumkin Anthracite Task Force Pottsville, PA Semebody doesn't like me very much or they wouldn't have me follow Mr. Taylor. Ffy topic is one that leads to some recapping, but I think you will find that I, as well, will have some things that are a little strong to say. On April 29, 1977, President Carter gave us his first energy address in which he was looking for an increase by two thirds in the coal production through 1985. Here we are almost exactly three years later and the production of both anthracite i and bituminous has dropped. But all has not been lost from anthracite's point of view. Anthracite Task Force, which I've been asked to speak about, was established in May of 1977 at a meeting called the Pennsylvania Congressi cmal Delegation. It was attended by Jim Schleshinger and FEA Administrator, John O'Learia, who turned out to be a great friend of anthracite. There were five meetings of the full Task Force and five meetings of each of the five subcom­ mittees from June through October of '77. in Hazleton in September. In addition, there was a public meeting The final report was delivered on Nbvenber 18, 1977. There are a couple of points to be made from that little boring story. First, in answer to one false complaint frequently heard, I would remind you that it was the Pennsylvania delegation in Congress that initiated the formation of the Task Force. 1 1 1 J Dan Flood. I am sure Ft. Mike Clark had a very significant part in that as did Our political representatives can be, and frequently are, most helpful. Indictments to the contrary, I believe, are not appropriate, valid or construetive. Second, I point out to you, that many private citizens in and out of the coal industry, environmentalists, industrialists and others gave innumerable hours of their time to review the status of anthracite and came up with -29- �fl ft i I I reconmendations. I This, anthracite task force was really my first experience with organized anthracite efforts. Although I was bom and raised in this region, I was inpressed by the interest and dedication of most of those involved. It was also my first experience with the regions Greek chorus of Nasares, who delighted saying over and over again that nothing would be accom- plished that might benefit the industry. that. I People do care. I was, and remin, unimpressed with Dr. Pell spoke of twenty-six objectives that the Task Force delineated. He neglected to point out that the first two of those were the establishment of the dedicated anthracite office and the amending of the regulations under the Clean Air Act to exclude anthracite where appropriate. I On May 19, 1978, the anthracite office was created. quite as large as we would like but an office nevertheless. Albeit not one In addition, through­ out the course of the Task Force, we made friends within DOE, that proved to be I most important to us. Let me give you an example of how important having a friend in Washington can be. Even just one man. The hero of this story is Mr. Jack Daley, Director of the Task Force, who has maintained his interest in anthracite. In early 1979 when it appeared that we would be successful in pro- curing exemptions for anthracite, Mr. Daley called, in somewhat of a panic, to inform me that he had been told by EPA that they would not grant an exemption because they had become aware of some of the difficulties that some of our producers had faced in this region. n i to be cooperative. As a matter of policy, they were not going Fortunately, Daley knew the facts. He had spent time with the people in the industry and he personally procured the cooperation of the Justice Department in getting them to speak directly to the EPA and the objection was withdrawn and the exemption was granted. The key point that I make by this is tliat every step that is taken on behalf of anthracite by anyone, eventually benefits all of us even if in a small direct way. important. Every friend we make is I'm sure that Dr. Pell, being in Washington, has had an affirmative -30- �tl Fj impact on things like the Korean business, -which has been generated in the I anthracite business. R Although sometimes I. wish he would be a little more affirmative and aggressive, he is much more polite than I am. The fact remains the word anthracite is now attached to an office in the Pppa-rt-ment of Energy. t It is manned by an aggressive and an active young man who operates within a bureaucracy that probably makes it almost impossible for him to work. I When the initial regulations of the new source performance standards I for coal-fired electrical generating facilities were published, it was agreed that a response on behalf of the anthracite industry would be required. I The Joint Anthracite Conmittee was formed in Pottsville on June 13 of ' 78 and met a second time in October of that year. I people based effort in the region. I This group was the beginning of a broad At the same time, few of the producers organized together in an adhoc group called Anthracite Development and Utilization I I Association to fund the kind of technical response that was required to deal with the questions raised by EPA. They also funded the hiring of a Washington council with expertise in dealing with agencies like EPA. United States Senator John Heinz's help was solicited and procured and by September 19, 1978, the Senator 1 1 1 1 1 1 was in a position to announce that President Carter supports the position of the Joint Anthracite Conmittee directly with the Environmental Protection Agency. On December 12 of 1978, a formal presentation was made to EPA in Washington on behalf of ADUA and the Joint Anthracite Conmittee. was granted. On June 11, 1979 the exemption This, as was pointed out earlier, was the high-water mark of efforts on behalf of anthracite. Unfortunately, from the moment when it looked as though anthracite could win in the Washington area, those who had the most to benefit turned their back on efforts to aid the industry. The producers, who have the most to gain, appeared to prefer to quarrel with one another than work together. I One of the things that I will never be able to understand since I was -31- 1 �bom and raised in this region, is the inability of the industry to pull together to coordinate their efforts to do things like advertise the benefits of anthra­ cite, lobby in Washington and Harrisburg, and deal with those questions and problems that face the industry across the board. interest. There just seems to be no However, while the producers may not be motivated when it comes to such matters, they certainly are nosey. There always seems to be a person who is not involved in anthracite directly that has taken an interest in the industry with a view of increasing employment in our region. Most important of those individuals since his inauguration in January 1979 has been the Lt. Governor of the Corrmonwealth of Pennsylvania, Mr. William Scranton. Mr. Scranton has recognized the fact that when you talk about anthra- cite in the United States, you are talking about Pennsylvania. And that when United States anthracite is competing in the world market it is essentially competing with other governmental entities. The Conmonwealth of Pennsylvania has begun to act and become actively interested in the problems of anthracite internationally. It has reached a point where it might be accused of opening its own Department of State. Bill Scranton also took a direct, aggressive interest in the development of an anthracite fired utility plant within our region. His efforts were substantially responsible for focusing on the importance of generating jobs within our region. I 1 1 1 Those efforts have been most effective. One of the blessings and curses of the recent past has been the emergence of the so- called Korean business, as it is generally referred to. Problems generated in connection with business have been faced by the Lt. Governor's office. It has held direct informal discussions with the Office of Supply of the Republic of Korea as well as with the representative of the Prime Minister's office. Step #1 in the solution to the problems that have resulted in recent reduction in the amount of United States anthracite going to Korea, has been the preparation of a 1 fl prequalification process and the reconmendation of that process. -32- This has been �L li I I developed by the Conmonwealth to help insure the Korean trading companies purchasing anthracite in the region are buying from people who are in a position to deliver the anthracite. The Lt. Governor's office has developed the thesis on which they have procured the cooperation of the U. S. Department of Conrnerce and the U. S. Department that maybe twenty or twenty-five percent of the four I I I or five million tons a year of anthracite that Korea must purchase overseas, should be bought in this country. producers should not be penalized for the shipping distance. I I If you look at costs, F.O.B. the coal mine, the price of U. S. anthracite compares very favor­ ably. I The office argues that the United States The Korean government has been encouraged to reduce the number of their trading companies in the region. There have even been efforts to interest the European and the Korean governments in shipping anthracite from the mines through our ports. It is this kind of level of involvement that is absolutely invaluable to the industry. Looking over the foregoing list of what has occurred since the formation I 1 1 of the Anthracite Task Force, I am pleased that what has begun at that time seems to have moved forward in a solid way over an extended period of time. remiss if I did not comment on the fact that none of the progress that has been made quite so easily or effectively without the cooperation, contrary to Fred's comments, of the United Mine Workers'. •] I would be Mr. Savitski agreed at the first meeting of the Joint Anthracite Cornnittee that the union could work together with non- 1 union operators in order to help the entire industry. 1 using the EPA regulations. This has been a significant factor, particularly with the sophistification of the mine workers in lobbying I would also be doing a disservice if I did not recall to you the strenuous efforts of Mr. Lesarchick, Mr. Succos of Pottsville, 1 J I fl and Mr. Ziolkowski. I personally felt that the deep mine project, which is important not so much to any one producer, established the principle that anthra- cite can pay and will play an inportant part in the energy situation in this -33- �3 t I country. When this, project ran off the track because of a problem, Chuck Minula had already solved the problem. have had significant progress. I I This was unbelievable to me. Yes, we Unfortunately, there has been an interruption in the course of that progress and I am pleased to note from Mr. Clark today that he has picked up the ball and moved forward on behalf of anthracite. think that we could have anybody more effective working in our behalf. I don't But, let me tell you a story which I passed on to him about how progress can be I I I thwarted. At Mr. Len Ziolkowski's invitation, I attended a meeting of people interested in anthracite with Dr. Gene Eidenberg, one of the President's repre- sentatives. He was extremely bright, receptive and very interested. We followed up with Dr. Eidenberg and eventually set up a meeting with his assistant, Mr. I I 1 I i 9 Hilmenski, who inpressed us not only with his interest but also with his under­ standing of the fact that it was not words but action that were required. study committees but working groups. Not The end product of which would not be another report but an agreement on how specific projects might move forward. He talked about bringing together representatives for DOE, the Treasury, Office of Surface Mining, the utilities and industry. I could not have been more excited since it coincided with efforts to bring the anthracite-fired electric utility into being. An extremely productive meeting was held in the White House with Al Pierce of Gilbert, Frank Succos of the Joint Anthracite Committee, Nat Goldhober of the Lt. Governor's office, representative of DOE and Ed Helminski. I All I could think of was, imagine that, anthracite has made it to the White Plans were made to move forward. 11 House. II movements. to and set forth. industry. II II Very specific objectives were agreed All that was missing was the letter to authorize forward No publicity, no noise, just cooperation between government and And as Mr. Clark pointed out, no bureaucracy. I was dreaming. The letter never came. -34- For awhile, I thought The whole project stopped. �L I I I'm happy to note this morning for the first time that the effort has begun again but on a slightly different track. this is one thing that I hope everybody is in agreement on the anthracite issue is jobs. The issue is putting our people to work again, no way that this can be a political issue. I I I I I In my view, there is I'm not working for the coal producers. When I take time to speak on behalf of anthracite, I'm concerned about putting our people back to work. On a broader picture, I want to help this country find its way to some energy independence. and dignity for our people. accomplished. The basic issue is jobs It is my hope that the momentum which has been lost will be regained, and we will move forward together. I As far as I'm concerned, and There is much to be The rail and port situations are an example. Believe it or not, the Department of Energy has finally recognized the importance of stock piling. When the President was in Japan at the Inter­ national Energy Conference, one of the things that he presented was the estab­ lishment of stock piling in this country so that any European country which i relied on us to supply them with coal in lieu of oil was assured of the supply. 1 1 1 Even is there was a strike in this country or even if there was some interruption I an industry located in Pittsburgh. 1 in transportation. It is interesting that after all the years which anthracite producers have been talking about the stock piling concept and getting nowhere, the federal government can see the importance of the idea when it comes to an industry located in Holland, but fails to see the reality of it when it comes to As long as the idea has finally surfaced in a meaningful way, it should be broadened. The agenda of required action is endless but not hopeless, I would certainly hope that the industry finds itself in a position to finance the kind 11 of work that is required. 1 1 Mr. Clark said the project that he is working on was moving forward without a federal bureaucracy, but somebody has to pull together the data and establish a central office. -35- I don't care what you say. �E E You take the bureaucracy for what it is. You can stand here and cry about it twenty-four hours a day and make jokes about it, complain about it, but it’s there. The thing that distinguishes me from most people is I believe we can I move it and we can make it work. instance. I i I We have proven it can be made to work in one It can be done if we all work together, if the producers fund these efforts so that reports like the Franklin Reasearch Group Report can be developed. I am always reminded when I think in terms of the anthracite producers, Ask now for whom the of Hemingway's "For Whom The Bell Tolls", but in reverse. bell tolls but when a bell tolls well for anyone in anthracite, it tolls well for everyone in anthracite. a benefit. The industry is too small to really be able to isolate During World War I anthracite contributed 100 million tons to our During World War II, 50 million tons in one year. Now we are engaged I efforts. I will once again have the opportunity to contribute its fair share. 11 1 1 I in yet another war. A war for our economic survival. You can be sure the people of the region are ready. been. Let us hope their leaders are not found wanting. i 1 i -36- !l Hopefully, anthracite They always have Thank you. �L L COAL GASIFICATION IN NORTHEASTERN PENNSYLVANIA Hugh Campbell Technical Director EBECO Associates Hazleton, PA 1 I I I Mr. Taylor will be interested to know that there is still another Federal Agency being formed. nuch about is caused, in part, by scrubbers which utilities were forced to use according to EPA regulations. I I As you know, the acid rain we've been reading so This is similar to what happened years agp in automobiles when we had more pollution rather than less as a result of the efforts of the EPA. The new agency is called the PEPA. This is the agency charged to protect the environment from the Environmental Protection Agency. I The gasification project in Hazleton actually started in 1941 when my grandfather bought the Well & Galusha gas producer for the Hazleton Brick Company, I li I I and we subsequently bought three more. total of fourteen. The Glen Garry Brick Company bought a As President of Cando in 1973, I suggested, after the oil embargo, that we build a coal gasification plant in an industrial park. process would soon be more economical than fuel oil or natural gas. This I had a great deal of difficulty convincing the board that the process would work and that I was not a screwball for recommending it. I think I've managed to convince I them ultimately that it will work, but I'm not sure about being a screwball. I 1 1 thing works briefly. 1 I The plant is now under construction and I will run through how the Coal is stored, for the most part, outside the plant. We maintain about three or four days supply inside to take care of us in the winter months. It is loaded into a coal hopper, elevated to an upper storage bin, where it flows by gravity down to the gas producer. by gravity down to the gas producer. The lower storage bin flows The lower storage bin acts as a lock hopper. The valves in the bottom and top of the lower bin are interlocked so that the -37- �bottom valves are closed when the top ones axe opened and vice versa. In the gas producer, we simply set the coal on fire. carbon in the coal will give off carbon dioxide. 1 I in the process of burning the coal. We also utilize water vapor That passes through the coal as steam Above the fire bin the hot carbon reaction of the carbon dioxide and the water vapor breaks down to hydrogen and carbon monoxide. Hot rod gas comes out of the gas producer and is used directly in many industries. I I I I I it more acceptable to a variety of users. 1 1 We pass the half-gas through a waste­ heat boiler to make steam which is used later in the process. We then scrub the gas, compress it to about five pounds, scrub it again and then run it through The purpose of the chiller is to take out all of the moisture that was put in during the scrubbing process. The chiller is cooled by cold water frcm an absorption refrigerator which runs on the steam that was made in the waste heat boiler earlier. The gas is then reheated to about ambian temperature, again using some of the earlier made steam. out the Park. I It is that easy. At the Humboldt Park, we will be firing it somewhat different to make a chiller. I Burning the The gas is then distributed through- That is one way the plant will work at Humboldt. The plant is currently under construction. gasifiers in the past two weeks. November of this year. We have installed the The expected completion date of the plant is The purpose of this project is to create jobs, and not to demonstrate a new technology. We should not forget that in Wilkes-Barre, Scranton, Hazleton and Philadelphia, years ago, the only gas we had was gas I 1 1 made from anthracite. It is an old technology and it works like a charm. gas producer gives us clean compressed gas. We get about 857. of the energy that was in the coal. There is no reason why this process should be restricted to the Humboldt Industrial Park specifically or to industrial parks in general. 1 The There is no reason, for example, why a gasifier should not heat Wilkes College. -38- There is �t L t I no conversion cost. use. You do not have to take out the boilers that are now in They currently use fuel oil and natural gas. on environment is minimal. The impact of the process EPA estimates show the process generates about 2C% of the pollution that is expected from the direct burning of coal. There is no limit to the size of gasifiers. I I I ducers were made small enough to power automobiles. I I At one time, there was a regular ferry service between New York and London on the boats powered by small gas producers. There is nothing new about the technology, incidentally, just about anything that has carbon in it. Carter will be happy to know, peanut shells. I Years ago, these gas pro- cmics. You can gasify, That includes, President It is simply a question of econ- Twenty years ago it was economical to make gas out of anthracite coal. Ten years ago it was not, but today it is. The cost of todays fuel oil is about $6.00 per million BTU. of coal gas in the Humboldt Industrial Park will be about $2.50. The cost Prior to working full time on this project, I reenergized the gas producer at the Hazleton Brick I i I 1 1 I 1 1 1 1 Company, which happens to be thirty years old. a month. Our gas bills used to be $50,000. The coal bills now are $20,000. a month. So, this process is not a theoretical exercise, but a reality which is being done right now in Hazleton and will be done this time next year in the Humboldt Park. It is one efficient way of using coal that we have not heard much about. We have heard about coal gasification but when you look a little further you find that they are talking about a pipeline quality gas. I do not think that it is necessary to bail out the oil companies by building $40 billion gasification plants that have the sole purpose of substituting gas for oil and natural gas in pipelines. It should be pointed out that to bum one volune of natural gas requires eleven volumes of air, but coal gas requires something less than one cubic foot of air for the complete combustion of one cubic foot of gas. The burners of the tunnel kiln at the Hazleton Brick Company do not -39- �E k distinguish, whether they are hooked up to natural gas or coal ga,s. works just as well. t Either gas There is no reason why this process cannot be duplicated throughout the northeast, or for that matter, throughout the nation. Everyday I we see trains of various companies bringing 14,000 tons of bituminous coal into I is no reason why they cannot carry anthracite back to Pittsburgh and Virginia the PP&L plant at Montoursville. for gasification facilities. i I I fuel for gasification. These trains leave the region empty. I should point out that anthracite is the ideal It does not have the problems of bituminous coal, such as tar formation or high sulphur emission. or swelling. There With anthracite, there is no caking Bituminous coal plants or gasifiers have investment in the cleanup of equipment equal or greater than the investment in the gasifier itself. That is not true of an anthracite plant. I i I ! I So, we have an ideal fuel for coal gasification in anthracite. We have the means whereby we can use coal to replace oil and natural gas. guess ny question to you is - Why don't we do it more often? Thank you. I 1 I 1 1 1 1 -40- And I �E L FLUIDIZED BED PROJECT - WILKES-BARRE L I Carl Ungvarsky Chief Engineer Wilkes-Barre Redevelopment Authority Wilkes-Barre, PA My topic is the prototype Fluidized Bed Boiler as it is used in the Wilkes-Barre Steam Heat operation. The city of Wilkes-Barre has a central steam heat plant that delivers heat to buildings in the downtown area. This central steam heat system was first installed in April of 1886, and the first steam i i i I introduced into the lines in November of that year. anthracite coal has fired the boilers. For the past 94 years, Last year the plant used 25,000 tons of anthracite coal and this fuel accounts for approximately 80% of the entire annual budget. With the use of the fluidized bed that burns anthracite culm, we antic­ ipate approximately 50% cost in fuel savings. Six years ago the former owners/operators of the company began to install oil burners in a move toward the conversion to oil. ruptcy shortly afterward. They went into bank­ Now all of you know what happened to the price of oil I the former owners. 1 heat operation in August of 1976 in order to continue service to the 280 customers, since 1973, and whether this or poor management contributed to the failure of I do not know. The city of Wilkes-Barre took over the steam who would have had to install individual heating systems. In fact, this had already occurred with some former customers of the central heat system because of the impending bankruptcy of the steam heat company during that period. Since taking over, the Steam Heat Authority began the gradual reconstruction of the 1 1 1 I plant including the underground piping that had been allowed to deteriorate for many years. Simple preventive mantenance had not been performed and this was the first order of business. During the heating season the plant operates with Cxto anthracite-fired -41- �Keeler Boilers with traveling grate stokers and a combined capacity of 180,000 pounds per hour steam. L In addition, three smaller oil fired York Shipley Boilers serve as back up to the main boilers and are used for light load because of their turn down capability. The turn down capability for the coal units was removed when four smiler Babcock and Wilcox Boilers were taken out of service, disassembled and stripped for parts when the oil burners were installed. The underground lines were leaking in many areas, and especially on one major feed line on Union Street. Taking this line out of service for replacement would require heat cut off to a large portion of the downtown area. So, through the cooperation of the city government, a major feedline was installed using a double i 1 1 1 pipe insulation systen and heat was maintained throughout this period by install­ ing a temporary line on the surface of Market Street. Maybe seme of you remember that the steam line was used as a traffic line divider during the winter of 1976. This line leaked so bad that the city street department saved on snow removal each winter, as the escaping steam melted the snow as it fell. The underground lines were gradually replaced as part of the city reconstruction program, and the result of this line replacement could readily be seen in the improved delivery system. 9 I I I 1 1 1 1 The peak output required to meet demands for steam dropped from 170,000 pounds per hour to 125,000 pounds per hour because of these insulated and improved steam heat lines - approximately 3 1/2 miles of lines. The plant itself was also rehabilitated. The boilers were broken down and replacement and repairs were made where possible. There was nothing we could do about an inside coal storage bunker that the former owners installed to house 30,000 gallon storage oil tanks. This base, as you probably can realize, could be utilized for inside coal storage thereby eliminating outside storage with related moisture problems. Bob Betzler, Wilkes-Barre City Engineer and Project Manager for the Fluidized Bed Boiler Project, noted that the engineers who were in the process of converting the plant to oil back in 1972, were dealing -42- �t! Il L t with oil at .18q a gallon which may have been a major factor for the conversion. In any event, we now have a city-owned central steam heat distribution system. The underground lines have been replaced as part of the city's rebuilding program. The plant generates stem using two anthracite fired Keeler Boilers and three oil burners for backup and light load. i i I Any long-range planning would re- quire an additional coal boiler for backup with a capability to meet light loads so the oil burners would not be needed. The city of Wilkes-Barre had the oppor- tunity to apply to the Department of Energy to co-sponsor the design, construction and operation of a prototype anthracite-fired fluidized bed boiler. The objec- tives of the program are first, to establish the technical and economic feasibility I i I I 1 i of firing anthracite culm in an atmospheric fluidized bed steam generator pro­ ducing steam for district heating in downtown Wilkes-Barre; and second, to establish the relationship among the variables of excess air, bed temperatures, culm analysis, feeding value and limestone to coloration in order to identify ccnmercially, acceptable operating conditions for the combustion of anthracite, culm and/or anthracite coal mixtures in an atmospheric fluidized bed steam generator; and third, to limit sulphur dioxide and nitrogen oxide emissions to air quality standards. The project was approved by the Department of Energy and the city of Wilkes-Barre then called upon the Foster-Wheeler Corporation to design, supply and erect the fluidized bed boiler, and the engineering firm of Pope, Evans and I 1 Robbins to design the balance of the plan. The boiler was originally planned • to burn a blend of anthracite coal and mine refuse and that may be its use in the future. However, testing has revealed that material in area culm banks with a 50 to 55% ash content is suitable for burning with no blending. I 1 I I would like to refer you to the booklet that includes a technical paper that was presented by the Foster-Wheeler Boiler Corporation to the Sixth International Conference of Fluidized Bed Combustion in Atlanta, Georgia, on April 10th of this year. -43- �L [ This booklet describes in detail the anthracite fluid bed steam generator for Wilkes-Barre. The city of Wilkes-Barre was- looking for a high reliability and availability, east of maintenance, low turn down and simplicity of design. i I The fluidized bed boiler is designed with a four to one turn down capability. Therefore, the steam heat operation can use the fluid bed boiler because it has the flexibility for base load as well as for light load. At this time, Phase I, which consists of the pilot plant tests, the I ! design of the boiler and the feed systems has been completed. drawings and specifications are now under review by the Department of Energy and the city of Wilkes-Barre. I I I I I I I I I Construction is planned for this sunnier for the fluidized bed and to be on line for the 1981-1982 heating season. In conclusion, I would like to state that the successful operation of the Wilkes-Barre project will demonstrate the ability of a fluidized bed to generate steam from a poor quality fuel in an environmentally and economically acceptable manner. 14y point here, is that this boiler is designed to bum low grade fuel in an economically and environmentally feasible manner. 1 'I 1 The detailed -44- Thank you. �■ KEYNOTE ADDRESS The Honorable William W. Scranton, III Lt. Governor Commonwealth of Pennsylvania Ladies and Gentlemen! setting on such a beautiful day. our mission is concerned. I am very pleased to be here in such a lovely I hope this weather is auspicious as far as I am very happy to be able to meet with you and talk with you at some length about anthracite coal. does not have a future. And whether, indeed, it does or I am one of those who firmly believes that it does, however, that future will not be an automatic one. It is a future which we are all going to have to work terribly hard together to achieve. One of the questions that I get asked very often, and I am sure many of you are asked very often and that is, we have heard over the last several years all kinds of rosy descriptions of what is going to happen to anthracite coal, and yet what has actually happened? What has been accomplished? I think it is a fair question to ask, a question that we have to ask continually. It will only be until we actually can see and measure the results. Only then can we claim victory over the problem of revitalizing anthracite coal. Some very important things have happened and it is important, I think, that we review them and recognize them. Since the time that we took office a little over a year ago, the outlook for anthracite coal has changed dramatically for the better. Not because we took office, I don't mean to take credit for that, but because of the dynamics of the energy situation. The very first thing that I did as Lt. Governor was join many of you in putting the weight of Pennsylvania government behind the proposal to exempt anthracite coal from the Environmental Protection Agency source performance standards. That we did immediately upon talcing office in January, which is not, as you know, a minor accomplishment. -45- �I. For the first time, anthracite coal became a marketable coranodity to 11 a much greater extent than it ever was before. I L I That exemption went a very long way in clearing up one of the major problems in the further development of anthracite coal for various markets. Then, Three Mile Island occurred. Now, many people have claimed a variety of things as a result of Three Mile Island. However, one of the main consequences of that accident was a tremendous uncertainty in the mind of many I I I people about the viability of the nuclear power industry. among those who advocate that it is absolutely unsafe, or those people who think it is the salvation to our energy problem. I I I 1 As a result of Three Mile Island, the answer has invar- iably been, in Pennsylvania and in other states, into coal-fired plants. Coupled with the EPA exemption, a dynamic situation has been developed that we did not enjoy for many years. Another thing has occurred since we took office, and that was the fall of the Shah of Iran. 1 Those people are the ones who have to make decisions whether to invest their companies money into nuclear power or into coal-fired plants. i Those people are not situation. This event has impacted strongly on the international energy Although we had hints about it in 1973, we never realized the full extent of it, as a nation or as a group of allies until last year. Suddenly, nations such a Korea, Taiwan, and the european countries, have seen the necessity to import coal. There is no reason why anthracite coal cannot be part of that, if we get together and work hard. So, if people say to you, what has happened to give you the feeling that something good can come about anthracite coal, you I 1 can point to those three items which have really revolutionized the prospects for this industry. You loiow and I know that a great deal more has to happen before anthra- cite coal enjoys the resurgence that we think it should have. I don't want to raise unrealistic expectations about what can happen to anthracite coal. -46- Those �of you who know'anthracite .coal, know that its. production peaked in 1917 about one hundred thousand million tons a year. fifty thousand million tons a year. We are now producing a little over To get back to anywhere near one hundred thousand million tons would require a miracle, though I don't think anyone here expects that. We do expect, however, a major expansion of the anthracite coal industry within the next few years and maybe over the next decade. real possibilities now that we can double the production. There are I think anybody who looks at the dynamics of the energy situation, and if we are smart and work together to put together a package that can be marketed easily, we can do much better between now and the year 2000. The question that I really have to answer and should continue to answer to you, is the what the state govemnent intends to do about it? I would fore­ warn you by saying that the state government is not gping to be able to guarantee a market for anthracite coal anymore than the producers are going to guarantee a market for anthracite coal or anymore than the federal government is gping to be able to guarantee a market for anthracite coal or anymore than Conrail is going to be able to guarantee a market. Working together in a consorted, coordinated, and intelligent way, we can guarantee a considerable larger market for the anthracite coal. There are a number of things that we in state government feel particularly responsible for. One is, to set an example, by undertaking a study of state buildings and state-owned boilers to determine which can begin to convert back to anthracite coal. I am pleased to say that such study has been completed and I think you will see some movement in that area. That is obviously not a major market for anthracite coal but it is important we put forth our best foot forward and set an example. I am happy to say that the house that I live in bums anthracite coal, so I pass my winters snugly and securely. true of every institution in the Conmonwealth. -47- This is not �The second is the very real and troublesome problem of coal trans- portation. This is a problem that the state government has to begin identifying but we need assistance from the federal government and the help of each of you by making your voice heard. We have come up with a coal transportation package through the entire state. A great deal of which will impact on anthracite coal of about eight hundred million dollars. reactivization of Conrail tracks. miles of roads and bridges. This includes the rebuilding and the The restructuring of about eighteen hundred Finally, the very important rejuvenation of the Grenwich Pier at the Port of Philadelphia. That is a thirty million dollar package and we are very hopeful we will get that through. As you know, Conrail has decided to put five million dollars into that immediately, but we hope very strongly to push for the thirty million dollar package which will double the capability of that Port to export coal. And we are going to push it. If President Carter is serious about his coal policy, and if Mr. Mondale meant it when he came to Pittsburgh a couple of weeks ago and declared by 1985 coal production in this state will double, then they cannot afford to neglect the very important problem of the infra structure for transportation in the state. We have put together a state package which I outlined, and we have taken it to our Congressional delegation. You will see a very vigorous push on our part, but we need your help to get it through. This is absolutely the key for any kind of coal development in Pennsylvania. The next thing the state has to do is take a leading role in facili- tating the export of Pennsylvania anthracite. I have sent a representative of my office over to Korea earlier this year to meet with government and industry leaders there. I intend to undertake a trip in May to try and get an agreement from the Koreans to import a specific percentage of their anthracite needs from Pennsylvania. fair size. This will help guarantee a market which we can build up into a It will also help guarantee financing for the infra structure changes -48- �I I that have to be made, and for producers who are going to develop the capability of producing larger quantities of anthracite coal in the years ahead. I think there is a real market in Korea. I think there is a real market in Europe, and the state government is working very hard to facilitate that. L I We are extremely interested in seeing that developed because we think it is a major market for anthracite coal in the short term as well as in the long term. Next step that we have to take as a state government, is to put our money where our mouth is when it comes to synthetic fuel projects. I I I fortunate to have some part in the opening of the Cando Coal gasification plant in Hazleton. We are extremely interested, and have reconmended now the help with state and federal funds to open the Nanticoke coal gasification project. I I Anthracite coal has very real potential in synthetic fuel production but it requires state dollars. I I economic development dollars so as to make them happen. Finally, the jewel in our crown, for anthracite production has been the idea that we inherited from the energy council that proceeded us. il It was an It has gone a long way in that time with the help of Mr. Ebner who is sitting here, and the Allegheny Electric Cooperative. To become a reality, Allegheny Electric has made a corrmitment to it, PP&L has made a conrnitment to it, and Philadelphia Electric has made a conrnitment to it. 1 1 1 We intend to determine which of those projects are well founded and back them with state large scale anthracite project of the Allegheny Electric Cooperatives. I Many of you may not know this but Pennsylvania leads the nation in coal gasification plants and intends to remain being the leader. I We were very If this becomes a reality, then there is a possi- bility of increasing the output of anthracite coal by 60%. There have been very real interests, both Inside Pennsylvania and outside Pennsylvania, to be involved in the mining operation. continue to work on that and develop it. -49- We are going to I think now you are beginning to see �Our administration the utilities understand the logic of us.ing anthracite coal. will be more than happy to be as helpful as we can, not only in this project, but in any other similar project. We intend to coordinate the effort of state government, in so far as licensing and permits, DER and all those very compliI am glad to say, Mr. Cliff Jones cated issues which involves the environment. has given his personal pledge to see to it that the project works and any other project like it will work. So, I think you see very briefly, a real possibility now for increased production in anthracite coal. It is not something that people are just talking about. real. It is very Obviously, that you people who work in it on a day to day basis, has some There is no doubt about it. very real problems that have to be addressed. But for the first time in a long time there is optimism and there is real grounds for a bright future in the anthracite coal region. It will be our fault, and I don't mean the state government, but all of us in this roan including state government, if that optimism does not come to fruition. We must work extremely hard and understand with each other that we all have responsibilities and a partnership. That, if one of us lets down, we are going to disappoint the entire project and the entire effort. As you know, and I can be very frank with you because you know it, anthracite coal has not had the best possible reputation either nationally or internationally for a long time. There is no reason for that. There is no reason we cannot overcome that, and we are going to work terribly hard to overcome it. It is a coal of The anthracite coal is a resource of tremendous value. tremendous quality. It is a coal that in time of crises will be the main energy source for Pennsylvania and our allies throughout the world. ernment, are determined to do our best to make it happen. in return to keep very close in touch with us. We; in state gpv- I would only ask you Tell us what you are doing and what you would like to see us do and understand that we are all working in -50- �partnership here. This region of the state deserves better than it has received for The economy of this region, the image of this region, and many, many years. I 1 the pride of this region, now has the opportunity to develop itself in a tre­ mendous fashion. The responsibility lays on all of our shoulders. If we under- stand that, and if we don't let ourselves begin to gripe at ourselves and worry about the fact that things aren't moving fast enough, but just keep constantly 1 I I on the road of developing what we have now, and that is a very fine and marketable product. I think we are all going to see a major resurgence of anthracite coal between now and the year 2000. Thank you very much. I 1 I I I I 1 1 -51- 1 �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Thomas J. Lynott, Chief Economic Development Division Bureau of Human Resources Department of Community Affairs Harrisburg, PA L 1 I Good afternoon! Thank you very much for your patience today. like to just briefly outline how and where the Department of Conrnunity Affairs is involved in our efforts here. I I will In the Department of Community Affairs we have what is known as the 601 Program which is designated for coal impacted counties. This is a federally funded program under Farm Heme Administration, and unfortunately, in Pennsylvania there was only one county in the anthracite I region, Northumberland County that was funded the first time around. So, the Department of Community Affairs asked me if I would work a few days a week with I I I i I the coal operators in the northeast region in particular, the anthracite region. The objective is to develop a dialogue, and see if there is a possibility of an eight per cent increase in production to qualify for the 601 Program and get the county certified. It is not that difficult to reach this objective. With all the ideas, the plans and enthusiasm available, we do hope that there is going to be an increase in anthracite production and an increase in employment. We presently have the Columbia County representatives here working with the corrmissioners in planning. Their county has the necessary documentations in for the program certification. I am presently working in Schuylkill County with the tremendous cooperation of the county-wide comnunity action agency. 1 1 'J Ms. Dawn Cagerese has made available four of her staff members to go to each of the coal operators with a very simple one page form to ask them if they have an increase in their production. Be it in the deep mines, strip mines or in transportation. We are working also with the agency here in Luzerne County. -52- This, �however, is a rather large task because I know when some of the people in the industry get a form from the government requesting production increases projec­ tions, they will chuck it in the basket thinking it is just another form. What 1 we would like to do is to confoine the community and our efforts with those of I we are going to acquire ground in the anthracite region and work with you the coal operators to build and maintain central fired anthracite units. If people, we are going to try desperately to work with your interest in mind. I I i I I I I I I it is a new site or an existing site and we are going to do anything in housing and economic development, the first things we are going to do is to take a good hard look at using a central fired anthracite unit. Whether it is high temper­ ature water or a gasifier is not important. in Northumberland County. attest to this. So, the Department of Corrmunity Affairs will attempt to promote and use anthracite in its programs and development projects. market, more industry, and jobs. Thank you. 1 i [1 I ■ The proof what we say and do is Mr. Grennon represents Northumberland County, would 1 1 1 If -53- This means wider �I PANEL DISCUSSION COAL AND CONSEQUENCES OF COAL CONVERSION I Louis Pagnotti, III Pagnotti Enterprises, Inc. West Pittston, PA 1 I I I am an engineer with Pagnotti Enterprises, Inc. Our company and its subsidiaries have been continuously engaged in the mining, preparation, and marketing of anthracite coal for forty-eight years. The anthracite industry, located almost entirely in northeastern I I Pennsylvania, is more than one hundred fifty years old. At its peak, the industry produced one hundred million tons of coal per year, employed one hundred fifty thousand men, and was the primary source of space heating energy for a significant part of our country. Since 1925, when fuel oil began to make inroads into norml anthracite I I I markets, and, subsequently, with the availability of natural gas in these same markets, the utilization and production of anthracite coal has steadily declined. It was virtually inpossible to meet the competition of these low cost, laborless fuels and the conveniences they afforded. Anthracite coal production has continued, nevertheless, even though at i a drastically reduced rate, and there remains to be mined in excess of seven and These reserves are available, partially by Open Pit Mining 1 one-half billion tons. I ground, nine hundred million tons of anthracite waste/refuse material in more and partly by Deep Mining. In addition, we have mined and have stored above than eight hundred fifty banks located throughout the region. 1 Given the above reserves, the anthracite industry can be an abundant DOMESTIC source of fuel, which is a most important strategic issue considering our dependence on foreign sources for our basic energy requirements. I J Probably the most important issue preventing expansion of the -54- �anthracite industry is a long-term increasing market. Accordingly, .we wish to submit the following reconmendations: 1. All conversions from coal to natural gas and fuel oil should be discontinued, and all installations which have the equipment to burn anthracite should be i required to convert from natural gas and fuel oil to coal. 2. Anthracite coal should be designated as the preferred fuel for utilization within an appropriate geographical radius of the anthracite producing region. i I I I I I I i I I I 3. Federal, state, county, municipal, and school buildings should be required to bum coal rather than natural gas and fuel oil. 4. Conmercial, industrial, hospital, apartment, and housing units should be required to utilize coal instead of natural gas or fuel oil. 5. Public utilities in the general area of the anthracite-producing field should be required, encouraged, directed, and assisted in the design and construction of generating plants which would use anthracite coal. 6. Encourage the use of small gasification units such as the Galusha, Riley- Iforgan, and Lurgi processes for industrial park complexes and similar industrial installations. 7. Relaxation of the Environmental Protection Agency's Industrial New Source Performance Standards to allow the use of coal containing 0.7 to 0.8 percent sulphur. 8. Adequate Research and Development Funds should be made available for the development of new burning methods, advanced equipment design, and the construction and operation of a Demonstration Plant to further the efficient utilization of anthracite coal. 9. An appropriate program should be established which would give tax credits, accelerated depreciation, or some other form of benefits to those who convert from natural gas or fuel oil to coal, or for those who provide for the use of 1 a coal in new installations. -55- �I 10. Establish a Federal Stockpiling Program which will permit the uninterrupted operation and expansion of the anthracite coal industry. This would make it possible for the industry to acquire necessary mining equipment, perform the required development work, and expand its production to meet the antic­ ipated marked demands if the program outlined herein is adopted. I I I I I I I I I I I It should be noted that anthracite coal does not lose its energy value as a result of stockpiling and, since it has such a high fusion point, it is not subject to spontaneous combusion. It would be desirable to consider the establishment of Coal Stockpiling Facilities at certain strategic locations so that this energy fuel would be immediately available when and where it is needed. I am thankful for the opportunity to present our views to you and I am ready to answer any questions you may have. I I I 11 -56- �1 PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION 1 Kenneth R. Harrison Product Manager International Boiler Works Company East Stroudsburg, PA ( 1 I I I I I I I I I I I 1 1 1 International Boiler Works has been around since 1886 and we have been manufacturing coal-fired boilers I think, since that time. The basic design on the International Boiler has never really changed, and we have no limitations so far as output is concerned. We currently catalog high temperature boiler up to 200 billion BTU, and we could probably go to 250 billion BTU. We currently have orders for 360,000 pound per hour steam generators and coal-fired. Yesterday, I under­ stand, we were the low bidder on one for 50,000 pounds per hour unit. Now, for the snail user, there is a great economical advantage in burning anthracite coal. Up to approximately 7 1/2 million BTU's, the stoker coal firing equipment and a boiler combination is relatively inexpensive compared to what happens when you get into chain grade stoker in the area of about 8 million BTU's on up. Once you get around 8 million BTU's and for cost/benefit ratio, you start getting into the area of bituminous coal-fired boilers. We basically have no limitations on pressure. Boilers can be designed pretty much for what you want although we try to cut off around 500 to 600 PSIG. There are few things we have to concern ourselves with xdien we design a coalfired boiler plant and basically we call it the three T - temperature, time and turbulence. When you are talking about the combustion of coal, these things are very important. There is an advantage with anthracite because the amount of time and turbulence is not the same as bituminous. Generally, thereby cutting down the cost of the furnace setting and ultimately saving some money. As far as the EPA guidelines are concerned, we can generally get by -57- �i with mechanical collectors in series up to about 40,000 pounds per power. the State of Pennsylvania, the curve drops down. drops down to 0.1 pound. I 1 In I think around 50,000,000 it I do not believe there is a major manufacturer who is going to guarantee the 0.1 pounds level of EPA. The lowest I have gone with mechanical collectors is approximately 3.2 and I am planning to go to 0.25 by using bag hoses. As soon as you put bag hoses on they get relatively expensive, but they do a good job. I I I I I I I I I I would like to give you an idea of the amount of coal now. done a lot of work in Wyoming installing four systems there. IBW has These are coal­ We do design work on the complete coal-fired boiler plant fired boiler plants. and Campbell Company of Wyoming apparently has enough bituminous coal to us. It currently has enough coal to provide the needs of this country at the current rate for sixty years. And that's just one county in Wyoming. I would also like to point out that the price of anthracite coal seems to me out of line. I don't know, maybe I'm out of line. If you are to compare anthracite coal to bituminous coal, you are talking of $50. and $60. a ton versus $23. a ton. This is a great disadvantage to anthracite and I do not know what can be done about getting that cost down. some of the jobs I worked on. The price of a ton of coal has killed The coal I mentioned to you at $23. a ton is a very high grade bituminous and it is readily available, especially throughout the South - Tennessee, Kentucky and Alabama. I knew, for instance, in the State College area, there are people shipping bituminous coal and ther are bituminous 1 coal mines in the region. I'd also like to point out that in our office generally, I since I work primarily on coal-fired boilers designing coal-fired boiler plants, 1 1 1 occasionally and I will sit down, I will design the system and I spend quite a I get the impression that anthracite is almost a dead thing. We have inquiries bit of time, but the system is off because of the cost. I would like to point out that design time is generally not as long as required for bituminous plant -58- �I because they get rather cumbersome. for a small boiler. These systems cost $120,000. - $125,000. It is going to save you a tremendous amount of fuel cost, but these are big figures to small firms and they just do not have the capital 1 1 to spend. In one case two years ago, I proposed a 30,000 pound per hour job for about three quarters of a million dollars. pound power boiler. i I I I I I I the action. This is relatively low for a 30,000 They put an oil fired boiler in, and now are very sorry for I have since quoted them again on a small anthracite coal-fired boiler and they have been sitting on it for three months. get the people to move. I don't know how you It is a lot of work and it doesn't seem to be proving beneficial to us at this particular time. Possibly it will break open. There was also a lot of talk here about studies being done. studies, that's all I ever hear. studies. I will tell you what happens with a lot of I get calls from some engineering firm, from some guy who doesn't know basically what the hell he's talking about. He spends about one-half an hour on the phone with me and apparently he writes his report from what I told him. What I tell him is not incorrect but rather an abbreviated discussion. go and visit the coal companies. 1 You can't have somebody inexperienced who knows That's just another point I'd like to make. I would like to recornnend that you people here today give a lot of thought to what is the most serious and important question you have regarding coal-fired boilers. So, when you leave here today, you should get the feeling of satisfaction, and that it was a worthwhile coming here. recomnendation I would have. 1 1 Also, to notiiing about coal-fired boilers doing a study over the phone in twenty minutes. It won't work. I If, on the other hand, he wants to do a study, I would advise him to come out to our plant and sit down and plan to spend some time - like several days. 1 Studies, -59- That is the only other �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Louis Beltrami President Beltrami Enterprises, Inc. Hazleton, PA I I I I I I I I I I 1 1 1 1 1 I First of all, I would like to take this opportunity now to thank Wilkes College, the faculty and all the people responsible for putting together a fine program. I don't think I heard the word anthracite spoken many times in one day as I have had today. I want to thank Wilkes College again for the time and their efforts in the promotion of anthracite coal. I own a coal company. I don't knew if that's good or bad. to figure it out and I cannot come up with the right answer yet. I am trying I have heard all the speeches in the room today and I want to sum it up by saying this, can we do to revitalize the anthracite area? "What Is it a dead area or is it a dead issue?" None of this is true. We are producing coal to the tune of 2.7 million tons of anthracite coal from surface mining. The figures used in here this afternoon that the anth­ racite industry is producing 5 million tons of coal is not correct. The actual surface mining of coal is no more than I would use the figure 3 million tons. My ccmpany is working seven days a week trying to produce the coal that I need for the market. I hear everyone saying in the room that we must find a market for anthracite coal and to do this, we must go to Russia, kets. We must make the utility companies go to coal. We must open foreign mar- That is an impossible task. The reason is obvious, to produce a million tons of coal takes a lot of equip- ment. A lot of equipment. People think that we just go, take the coal out of the ground and take it to the preparation plants. But that is not the case. produce a million tons of coal a year, approximately 300 million dollars is -60- To �needed to purchase the necessary equipment, That is one problem - Nbney! The I second big problem, if we had the money, is how do we get the equipment? It [ extra million tons of coal annually. takes five years to get the type of equipment that we would need to produce an It will take five years before the shovels and proper equipment would 1 1 I I I I I I I be set on the jobs. Building new preparation plants takes time. We are talking about a very strong conmitment. What is needed here is for the coal companies to have some form of Assuring us that they are insurance from federal, state or local government. going to start a conversion process. Converting their buildings that once burned coal that are now using oil or gas back to coal. If someone would come from overseas right now and say, Mr. Beltrami, I need a million tons of coal for fnends, I would have to say no to him. Now as a small company that started off with thirteen cents and a lot of guts, where would I get the money to go out and pur­ chase this equipment? The banks, the financial institutions would say not because I'm in a yo-yo business. produce. There are some years, some months we sell all we could Then, the next month, we are back working four days a week. Right now we are working seven days and I can't tell anyone of you people in the room hew many days we will be working by next month. So, we are in the yo-yo business. There is never a guarantee^ 1 i 1 So, if you people are interested in coal, and the federal government is sincere, and Lt. Governor Scranton is sincere about converting state buildings over to coal, then I would recommend that he have some type of a stock piling program. institutions to borrow this money that temporarily we would have a market to sell this coal. 9 1 A stock piling program would give us the right to go to our own financial Unless we have that stock piling program, the coal companies are going to produce what they are producing now. The next thing I have respect for is DER. -61- I have respect for OSN. In �turn, I asked those same people to have respect for the cgal company. that was written was written with conmon sense. pends on conmon sense. Every law Everything you do in life, de­ I say that for us to produce more coal in the future, we must sit down in a more gentleman-like manner and discuss the problems that the DER or OSN or OSHA sees. I'm sure everyone will be cooperative. We cannot go on with state and federal inspectors coming on our jobs writing us up because they want to write a report; or because we are ten feet out of a prime rate area that has already been mined twenty-five years ago. We need better communication. invited to Washington. We need more meetings. We have to be We must be invited to Harrisburg so that we could sit down and help in writing these laws so that we could all live with them. My brother-in-law is an OSM inspector. He wrote me up three times in the last week in Wilkes-Barre, but he still comes over to my house and drinks my beer on Easter. Why should they write, write, write? Why can't they just come and talk? Last week I had a meeting with DER for putting some water into a creek. It wasn't my fault. The letter I received from Harrisburg says that I have an alternative; either two to five years in jail or a fine of $20,000. I I I 1 I'm a criminal because I am trying to be a productive man. This must change. We must think more of productivity in this country. together. tions. We must work If we must have these offices, if we must have these rules and regula­ The government cannot regulate us to the degree of putting us out of business. They must help us and assist us so that we can go on producing to satisfy the energy needs of this nation. -62- Thank you. �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION John J. Wilkes, Jr., P.E. Regional Air Pollution Control Engineer Bureau of Air Quality Control Department of Environmental Resources Wilkes-Barre, PA The Department of Environmental Resources has a positive position now on anthracite. DER would like to see anthracite used wherever possible and burned in an environmentally sound manner. The policy has changed somewhat. We are changing the way we are writing seme of our permits. For example, we used to take the maximum rate of capacity of units and used that as a basis for permit issuance and the type of controls that had to be put on it. Today, we basically tailor make a permit that will allow for a reactivation of similar units. I I I I I I I I « It also contributes to the installation of less costly control equipment that requires less sophisticated control equipment in conjunction with operating restrictions. The Lt. Governor stated that the policy of the administration now is to attempt and help anthracite as much as possible. It is interesting because one ton of anthracite coal is equal to about 122 gallons of No. 2 fuel oil. So, everytime we burn a ton of coal, it's that much less dependency on oil from overseas. The only reason for changing policies is that agencies like ours react to situations; problem situations. Some of the people in here remember going back a few years when DER came to be and prior to that an agency in the Health Department. There were things like burning coal, refuse areas in the valley which people had to live next to. There were other conditions that people were subjected to live next to in some locations. They have been corrected and what we are doing now is addressing priorities as they occur. -63- �A very evident example which is a little out of air quality line, but I guess I might as well use it. Tunnel. t I I I I I This case happened in Pittston at the Butler The people who are with DER and responsible for a ten county area, number to a total of three people. all solid waste disposal; That was it. all hazardous wast disposal - everything. There was a plan to beef up the organization, but there was no funding for it. It wasn't done. Now that this situation has occurred up here, the funding was made available and everything was, in fact, done. prevented something like that from occurring. thing. I Now it may have So, we're back into the same Where there is a problem, it occurs, and you react accordingly. I I I I I I I 1 They are responsible to oversee -64- �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION I I I I I Richard M. Miller Berger Associates Harrisburg, PA I have to start out by saying that this is such a nice day outside, but I am not really sure it is my day. I heard this morning, why hire a con- suiting firm from Harrisburg that does not pay enough attention to come to you and talk to you in detail about your problems. On top of that, I have to go back tonight and negotiate with the police force on a new contract. follow Lou Beltrami's presentation. And now I I mean, this is not fair. Setting all this aside, I want to just make a couple remarks supplementing Dr. Pell's cornnents this morning. But before that, I do think it is proper that I establish the credentials of Berger Associates. Many of you in this room recall the work that was done by Berger Associates for the Bureau of Mines in 1975. We are very proud of that report. We think it did a good job in describing the industry, and pointing out the problems. One of the reasons we think it was a good job because it is not a Berger report but a Berger-Rydall report. I I i I I I 0 So, when we pass ourselves off as authorities, we do also use as much information from the industry and with the people in the area as we possibly can. If we go out and talk to a boiler man- ufacturer, we try to find out exactly what it takes. I am not an engineer, I am an economist which makes it even worse, I guess. Our organization includes engineers that know what they are speaking of. Dr. Pell mentioned the task assignments that we have been given. inventory which is irmiinent, will be out in just a very short time. The I think it is a very good report and the first single source of information on the federal projects and programs. -65- �Let me put something in perspective here. The 27.1 million dollars mentioned for RD&D for studies and environmental projects, and the European markets of the Armed Forces which is about 33 million dollars. So there, for whatever it's worth, the federal effort is 33 million dollars for buying the coal and 27 million dollars for research studies and environmental projects. I 1 I think that's inportant. In the past, Mr. Clark mentioned, that the market has declined since '63, but it is still, I think, substantial considering the current situation. The Task Force reconroendation, which is another study that will be out in about a month includes twenty-one recommendations. Some of which were market oriented, some are production related, and others are mixed. I I I I Among the latter is stock piling, which could help both the market and the producers. I just want to mention that our task in the project is to assess its economic feasibility and its inpacts on the private sector. I am not prepared at this time to talk about the individual reconmendations and our assessments. It would be wrong and premature, since the report is not yet given to our client, the Department of Energy. I will only add that we hope to send it to Dr. Jerry Pell within the next month and hope it will be 1 made public soon after that. I visibility but are important. I won't go into the other assignments that Dr. Pell mentioned, but I will discuss a couple other things that get less exposure and At the end of last year, we were reviewing some EPA data regarding the 1 I I I I use of anthracite in residential areas and school districts in Philadelphia. That data was wrong. will be wrong. And if EPA bases its decisions on this kind of data, it Our reconroendation to Dr. Pell was to go and find exactly what the school districts in Philadelphia are using. the New York area. The same was extended to include The results were very interesting. The New York State and New York City is a good market for anthracite. -66- �Three-hundred sixty buildings in the New York City school district bum That amounts to something like 70,000 to 100,000 tons a year, and anthracite. they seem to live with their environmental problems. By contrast, Philadelphia has a five year plan to replace the anthracite fire equipment. This restriction in Philadelphia is not even based on the air regulations or requirements of DER or EPA, but rather on the Philadelphia City codes. That is the problem they face. This kind of constructive information was passed on to EPA through I J Dr. Pell's office as part of the documentation on which proposed regulations are based on. In the course of doing the New York City and the Philadelphia investi­ gations , a survey of available residential and conrnercial stokers was provided I n J to Dr. Pell. His office not only analyzed the potentials of anthracite use but also in disseminating that information. important. This is the advocacy role that is very These are the kind of things that are not usually seen in a report. I mentioned them for that sole reason but they did go to EPA directly. In ny opinion, it is this kind of information -which is necessary for the decision making process. LI 11 .1 I I �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Dr. Bruce Berryman Chairman Department of Earth and Environmental Sciences Wilkes College It is true that there has been friction between environmentalists, coal producers and users. I think today, in view of the tone of this conference, I would like to try as much as possible, to talk about the positive aspects of anthracite mining in terms of its environmental consequences. First and foremost, is the sulphur dioxide problem. We all know that anthracite contains small amounts of sulphur and S02industry to receive a sulphur exemption. This property led the I think you are going to find in the future that this exemption will be worth its weight in gold. This is a direct consequence of the problems that we are facing now with acid rain. Everytime we look in a pond, everytime we look at a fish in the river, in a forest, we are I finding strong evidence of severe acid rain. dioxide. This is due primarily to sulphur There is no question that as the years go by, the sulphur standards are going to be lowered further. So, if you are happy with the sulphur exemption now, you will be more so ten years from now. That I am sure of. The next consequence of burning anthracite is the production of large I X amounts of ash. 1 should also begin to think about other uses for the ash. I I I accidents. Right now ash can be used for roads in the winter to prevent It can also be compressed to make cinder blocks. So, if you are thinking of increasing your anthracite production by a factor of ten, then you ipate and avoid a possible environmental problem. This way you can antic- Think now and plan. I would like to compare anthracite with nuclear energy, Certainly, everyone is thinking about where the energy will be coming from in the future. Energy from coal and nuclear reaction seem to be in a battle right now. -68- Here, �I think the coal people have it all over the nuclear people. nuclear are many. The problems with We have no known technology for dealing with waste, for example. With coal the technology is here and available. It may be expensive but at least it does exist, and that is certainly a point in your favor. This area has a culm bank problem. problem left from the mining days. It is perhaps the biggest, single It affects the air when it is blowing around. It affects the water through the ground that percolates through it. eyesore. industry. It is an It prevents people from wanting to move into the area and consequently, If you can burn that stuff, every environmentalist in the country will be on his knees praising you. You will be eliminating tremendous problems in all aspects of the environment. In a new article that came out yesterday, the new problems that people are worried about regarding coal burning carcinogens was discussed. the tars. cancer. too. I I I I I I I I These are The same type of tar that you get from your cigarettes and lead to The same stuff comes out of coal-fired plants and gives people cancer, However, you all know that anthracite is difficult to burn. The reason it is difficult to burn is that it does not contain the volatiles in it which are the hydro-carbons. It is these volatiles that produce the carcinogenic tars. So, there again, anthracite comes out on top. Standards have gotten a lot of flack today. optimistically about standards. Well, I heard this morning from someone who said he could live with the current standards. heard that statement in years. \<hat can we possibly say That is the first time that I have Everybody always wants to do away with the stand- ards and make the rules more lenient. If the anthracite people can live with the current standards, that will be a tremendous optimistic note. There are two problems, I think, that we have to face up to and cannot really segregate. One, in this area, the problem of the social impact of mining is very -69- �evident. Over the noon hour, I was interviewed by one of the media. He was asking about the environmental consequences of opening the mine, but did not want to hear about air pollution, water pollution, solid waste, or strip mining. He wanted to know about the black lung, the maiming and killing in mine accidents and cave-ins, and the subsidences. opening up the mines again. l This, I think, will be your main problem in There will be many people who, in spite of the unemployment and low income, are not going to want to put up with the social headaches again in opening the mines. I think you are going to have to face up and plan to this situation. 11 Lately, we have been hearing about the carbon dioxide problem and its impact on the world's climate. I I I That is a real problem. Unfortunately, when you burn coal and burn it efficiently to get the most energy out of it, you produce the most C02- I really have no answer to that problem. I I I I I I I I think, as of right now, C02 is not considered a pollutant. years to come, we may have to establish C02 standards. the ultimate waste. In the It can be considered as Burning anything that has carbon in it will result in CO2 emission and you cannot get around. The thing that I find Let me close on an optimistic note again. thrilling about the resurgence of anthracite, is that we are getting on the ground floor. We really are starting over again. I think some may disagree with that, but certainly, we are starting revitalization. It is easier not to make mistakes in the beginning than to go back and try to patch them later. Getting in on the ground floor, we have that opportunity. I don't have to remind you that it is not only easier to do things that way but it is also less costly. Thank you. �PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Paul Tetherow Assistant General Manager Allegheny Electric Cooperative, Inc. Harrisburg, PA I would like to keep ray remarks short and to the point. I will start by saying who, what, where and how we, Allegheny Electric, got where we are at. Who are we? We are the wholesale power supplier of thirteen distri- bution cooperatives in the state of Pennsylvania and one cooperative in the state of New Jersey. We supply the wholesale power to the retail cooperative. For years and years we purchased all of our power from the private power companies, and only lately have we been into the actual generation of electricity. first plant is not on line yet. Our This is the PP6L Susauehanna Nuclear Plant. Allegheny Electric owns ten per cent of it. We are involved in seine hydroelec- trie power, and have one permit for a hydro site. Our corporate objective is to have a mix of generation. I I I I Allegheny Electric is owned by about 650,000 people. They are the owners of the fourteen distribution cooperatives. We are located in Harrisburg, and we have been in existence really since the 1940's. However, unless you have lived in rural areas, you probably have never heard of the Allegheny Electric Cooperatives. I would like to discuss our involvement in an anthracite generating station. It is a real short and simple story. Our engineers staff reconmended that we should plan for two units at 600 megawatts each. So, we hired some consultants, some engineering firms and we went to work looking for proper sites 1 I and the necessary coal reserves in Western Pennsylvania. We also had long discussions with the Governor's Energy Council at the time, and were persuaded to think about anthracite. The facts favoring anthracite were many and made -71- �sense. The air exemptions would be lifted, but more important than that, Mr. Chuck Manula's study had shown that with moneys set aside for reclamation, water treatment, etc., anthracite is competitive with soft coal. Allegheny I I Electric does not have any acts to grind with soft coal or anthracite. We can 1 tunities. I I I I I I I I I Governor then wrote us pledging the full support and the cooperation of the be a good citizen of the Commonwealth by helping the coal industry, by helping the clean environment, by providing some of the social benefits and work opporThis is possible if the cost is competitive and to us, it is. So, we stopped our studies in western Pennsylvania and when the Lt. administration, we jumped on board. We were happy to know that since that time, PP&L has decided to enter the field, even though they spent a lot of money studying and anthracite power plant. Philadelphia Electric, I think, is also coming out with similar plans. I want to make a statement or two about the cooperation of the state administration. plant. It takes between seventy and ninety permits to build a power Almost every one of those permits is subject to challenge by some group, or a coalition or an association or an agency. No plant will be built, if you do not have the assistance and the cooperation of the state government. We are happy that we do have that pledge from the administration. I might add one other thought here that you people may or may not know about. Two or three years ago, there was a tax enacted on the gross sale of electricity exported out of Pennsylvania. Receipts Act repealed. We worked all year to have the Gross So, now if a new anthracite power plant does come on line, the power can be put into the PJM pool and exported, if necessary, without the penalty of a tax. I I I This is another good incentive for us and we are looking forward to it. There is much work to do. It is not going to happen overnight. This is what Allegheny Electric is doing and what we are looking forward to implement and plan. -72- �* I I L I I I I I II I I I I I I PANEL DISCUSSION COST AND CONSEQUENCES OF COAL CONVERSION Leonard Ziolkowski Assistant Director Economic Development Council of Northeastern Pennsylvania Avoca, PA I now know how my daughter feels, who is in the fourth grade, when she canes home and says, "Dad, why is our name Ziolkcwski. I am always the last one being called upon in school and I am in the last row." All the people here today have given good representations regarding their views of what is happening to revitalize the Anthracite Industry. you may know what the Economic Development Council is. Some of We are a seven-county research planning and development organization that does many studies. Those studies are made in conjunction with local businessmen, Chambers of Conmerce, industrial development groups, and also various state and federal agencies. In fact, we provide the regional inputs into at least ten or fifteen statavide plans. Economic Development Council has worked very closely with George Ebner, when he was with the Governors' Energy Council, with Jerry Pell of the Department of Energy, with the people from the Berger Associates, and many others here. We were involved with a Pennsylvania coal allocation model with Dr. Manula, and the Federal Anthracite Task Force when it was doing the studies on the coal regions. In addition, we were involved with the joint Anthracite Comnittee of Abe Frunikin and the people of Schuylkill County, as well as the 601 Program with Tom Lynott and many other people. EDC got involved in all these energy related programs because it has a study which outlines strategy and policy for the state and federal governments to spend their money in this region. We developed what is called the Area Action Program which identifies several developmental opportunities. One of these opportunities is that we have the capability of being an energy house for North- V -73- �eastern United States. When we were developing the case fpr exempting anthracite from the SO2 standards, we showed that close to seventeen and one half billion tons of recoverable anthracite coal is available in this region. about 0.6% to 0.8% sulphur content. It averages This coal is within 300 miles of nine pro­ posed or planned coal-fired electric generating plants; two proposed or planned i I I coal conversion plants and twenth-three electric generating plants that have been ordered to convert to coal. We also have given a big description on how many tons of coal they can convert to, what their needs are, and when these plants are coming on line. If any of the coal producers are looking a market, we have already made a market for you. IGW or Babcock and Wilcox or some of the other people including Foster Wheeler can provide the various boilers. I In addition to that, we are involved in two or three other programs here that we are very excited about. The Nanticoke Coal and Methanol Project is one such project which, I am proud to say, our Council was directly involved with. That specific application went in yesterday for four million dollars to ascertain the feasibility of constructing a coal and methanol plant somewhere in northeastern Pennsylvania. The primary site for that facility is the Dan Flood Industrial Park in Nanticoke. There are also several other sites that are 1 to be looked at. I I capable of acconmodating this facility. We did a deep evaluation of about eight townships in north- eastern Pennsylvania. We identified twenty-eight potential sites that might be Now, let me give you some idea about this facility. where frcm five to twenty thousand tons of coal a day and processing that coal into liquid methanol. The projected production is anywhere from twenty-five hundred tons to fifteen I It will burn any- thousand tons of methanol a day. The facility will need a site around twelve hundred to fifteen hundred acres of which at least eight hundred will be for storage of coal and methanol or the disposal of waste. This project will also provide approximately two thousand jobs for the I area. -74- �The Coal Methanol Project will cost in the neighborhood of 1.5 to 5 billion dollars, and will put many people to work directly or indirectly. We are only a small part of the team. I 1 I I Some of the people involved in the team include the Energy Research Development Corporation from Nanticoke, Evasco Engineers of New York City, Babcock and Wilcox, and the Economic Development Council. Several utilities have decided they would support the feasibility study and are willing to serve on the advisory corrmittee to monitor the project. They include mainly PP&L, Philadelphia Electric, possibly GPU and UGI. Several chemical firms are also possibilities and may include Gordon Chemical, Ashland Chemical and International Minerals and Chemicals. As the Lt. Governor stated, the administration has endorsed the feasibility study. We have dealt with several I I of the local coal producers to investigate the minimum need of about twenty to fifty million tons of coal over the life of the program. Right now the bid hurdle that the project faces is the availability of water. minute. This plant uses a minimum of seventy-one hundred gallons of water per That means, anywhere between 3.5 to 15 billion gallons of water a year. These are seme of the things we are going to have to look at in the feasibility I I I I 1 I I I study to see whether or not we can get that water from the river. Whether or not we are going to have to recycle it, whether or not we can recapture some of that water from the mine pools. By working with some of the people in the U.S. Department of the Mines and DER, we feel that if in the event the ultimate site for the plant is Nanticoke, there may be the possibility of tapping the South Wilkes-Barre, the Buttonwood, and the Nanticoke bore holes. In closing, I would like to say that the Economic Development Council is very bullish about the revitalization of anthracite coal in northeastern Pennsylvania. Thank you very much. -75- �■ CLOSING REMARKS Dr. Andrew Shaw, Jr. Dean of Management Wilkes College * It has been a long day, but I hope it has been enlightening and I I I I intriguing. I also hope it has been somewhat controversial. I certainly know it has been thought provoking, and that you leave here with a challenge and many avenues for solutions to the anthracite problems. But, if you really want to do something about the revitalization of anthracite, keep on our toes, keep on our back. Let us know where we have been deficient, where we have done an effective job so that we can work with you and for you. We are all in this together whether we like it or not. And so, anyway we can be of help to you here at the College, we will attempt to do so. I reiterate, get in touch with me, with Dr. Nejib, or Ms. Beynon. to working with you. I will We look forward We do have a good track record of working with business and industry throughout Northeastern Pennsylvania. We have been doing it for a good many years. That is what Wilkes College is all about. i i I So, with those fa; remarks, I just want to leave you with that challenge and hope that it will set forth what we consider the dynamics of anthracite revitalization. But, we have to work together. If you feel that this conference was beneficial to you, then I hope we will continue to hold sessions that will zero on some specific areas of concern. Thank you for coming, and we stand adjourned. I -76- II �■■III 100015155? WH KFS CRHFfiF I IRRiRY fl D fl n I i i Ii i i �n j 0 G n Q -■ � Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Series VI of the Hugo Mailey papers: The Institute of Municipal Government and Institute for Regional Affairs publications, 1958-1980 Description An account of the resource Series VI: The Institute of Municipal Government and the Institute for Regional Affairs publications, 1958-1980, is arranged chronologically by publication date and contains annual reports, surveys, conference meetings, proceedings, inventories, and statistics on Wyoming Valley municipalities, institutions, and companies such as the Wyoming Valley Sanitary Authority and the Copley-Whitehall Sewer Company. Creator An entity primarily responsible for making the resource Institute of Municipal Government and Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1958-1980 Rights Information about rights held in and over the resource Wilkes University retains copyright of these publications. Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publications Text A resource consisting primarily of words for reading. Examples include books, letters, dissertations, poems, newspapers, articles, archives of mailing lists. Note that facsimiles or images of texts are still of the genre Text. Dublin Core The Dublin Core metadata element set is common to all Omeka records, including items, files, and collections. For more information see, http://dublincore.org/documents/dces/. Title A name given to the resource Anthracite: Energy Alternative for the '80s, 1980 April 23 Creator An entity primarily responsible for making the resource Institute for Regional Affairs Date A point or period of time associated with an event in the lifecycle of the resource 1980 April 23 Format The file format, physical medium, or dimensions of the resource PDF Type The nature or genre of the resource Publication Rights Information about rights held in and over the resource Wilkes University retains copyright of this publication. https://omeka.wilkes.edu/omeka/files/original/e15201ab8221dd45a151544887d9cdf6.pdf 1b49ab8da953bb2c9187f2141b02121b PDF Text Text The Inkwell Inside this issue: • Fall/Winter 2006 Students in Action 2 • Internship Opportunities 3 What do you do with a B.A. in English? 3 Faculty Blurbs 4 The English Major. . . 6 Special Spotlight 8 “Highway Medicine” 9 • The Writing Center Reaches Out 9 • Club Updates Volume 1 Issue 1 CC' The pen is the tongue of the mind. - Miguel de Cervantes - ■ | ■ I 11 1 GRE Highlights 12 H Dear Inkwell Readers, I was once told by a close friend that writers do what they love because they have to. Writers are not the type to easily chase some other idea that they are uninterested in just because it pays well. They do what they must to get by because it is in their blood, because to do otherwise would be to deny their own existence. And if you have that job we mention above with the "bad pay," if your parents cluck their tongues any time the subject of careers or majors is mentioned, or if you spend your life trying whatever talent that you own and still don't make your mark, but still continue to reach—this newsletter is for you. The Inkwell has been a long time coming. This newsletter is a project about us as writers and English majors and minors. Both your enthusiasm and voice for this project has inspired us to produce something solid. Although the newsletter has only started as a tiny spark of idea, we continue to build. ’’ ’. The pieces you see here are not just written by the staff, but you, as well. Some of them are funny. Others wracked with emotion. And some are simply just stories that had to be told. The Inkwell is not just a newsletter, but our opus—a way of saying, "I love this, and I am not sorry for it." Please enjoy what all of us have offered, for these are not only our words and voices, but yours, as well. Sincerely, Stefanie McHugh & The Inkwell Staff © 4 4 V 4 4 4 <_ © i; (b �The Inky Students in Action: Amanda McMahon By: Kacy Muir Amanda McMahon is a name that is prominently known throughout the Humanities department. McMahon is a senior 'nun English major with minors in Women's Studies and Secondary Education. While concentrating in English, she also has ESL certification and a service roster that could make most students turn heads as though they were indeed Regan Photo Courtesy of Kacy MacNeil. As the president of Sigma Tau Delta, McMahon has Muir ________________ worked diligently to become acquainted with all members, ensuring that their time with her is memorable. Among her participation in other clubs on campus she is also an E-mentor for freshmen, a writing associate for English 101, a Vagina Monologues participant, and has been a Student Government representative up until her sabbatical this year. Most of her clubs involve community service within the Wilkes-Barre area, but not all of them do. Last year, she participated in the Alternative Spring Break to Peru held by Wilkes University's community service club. While some students were taking relaxing breaks from their hectic semester, McMahon was building homes for families in crisis and helping the elderly. "Being an English major in a Spanish speaking country is an interesting thing. I learned how to communicate without words, and it was truly a beautiful thing," says McMahon. She continues to work with young children at the McGlynn Learning Center, which has given her proper experience in teaching. "I think it is important to find at least one opportunity a semester, no matter how big or small, to give your time and effort toward a cause that may make the life of someone else a little bit better because you. cared," says McMahon. Her work with children will enable her to conquer her dream of becoming a high school English teacher. "I feel there is nothing more rewarding than touching a person's life in a significant way, especially if it can be done through education," says McMahon. Along with her pursuit of teaching she hopes to one day become a successful author. When McMahon graduates this spring, she will leave behind many memories, especially for the lives that she has touched. She concludes with some advice to her fellow undergraduates to find escape: "students are stressed, overworked, and, if involved in extra-curricular activities, pressed for time. Maybe your place of escape is a bubble bath on Sunday nights or an uninhabited corner of the library. Whatever it is, wherever it may be, find it and use it to your advantage. Without it you insult your soul and lose your sanity." Inte MA1JUULU The Inkwell Staff Faculty Advisors: Dr. Maria Hebert-Leiter & Dr. Marcia Farrell Managing Editor: Kacy Muir Copy Editors: Melissa Bugdal & Lauren Carey Layout & Design: Stefanie McHugh Staff Writers: Ashley Fiorucci & Catherine Gallagher Guest Contributor: Dr. Larry Kuhar (Department Chair) © 4 4 4 4 4 I Will ] proc you fift ] plee What E have ir travel details so too you res answer there s fields publish B lead hi degree Spencer Stanfor Critici receive will ha gave hi educati of hard serves he is b A poems, hope th some of places w a t 4 4 4 4 *■‘ ‘ 4 4 A A A ► *• ‘ * * * A A * Ol ( �The Inkwell known i senior scondary >o has lake 1 Regan hon has bers, ion in g been a Barre ty their nd ountry and it ith roper e ,e and e bit am of e ally if suit of hon ly for er rked, Maybe ited and use Volume 1 Issue 1 Internship Opportunities Compiled by: Ashley Fiorucci Here are some, but 1 not all of“ the internship opportunities available from Wilkes University for the Spring 20071 semester: ♦ The Weekender ♦ The Times Leader ♦ Vintage Bath and Tub Internships can replace a class and are worth three credits. Reflection and progress papers are written throughout the internship, almost like an assignment you would write for class. Depending on the internship, most require at least fifteen hours per week and are unpaid. If you are interested in an internship, or are looking for a complete listing, please contact Sharon Castano at sharon.castano@wilkes.edu. What Do You Do with a B.A. in English? By: Catherine Gallagher People become English majors for all sorts of different reasons, but one thing they have in common is their love of reading and writing. What other major allows you to travel abroad without ever having to leave the comfort of home, or can take you on a detailed search for a convicted murderer? Just as there is an endless amount of stories, so too are there endless amounts of possibilities for the book worm. I'm sure most of you reading this have been asked, "What can you do with an English degree?" Luckily, the answer to that question is that the study of English is a very broad field, and likewise, there are multitudes of professions that require English skills. For instance, some fields that you may consider entering might include teaching, public relations, publishing, or critical writing. Brent Spencer is the perfect example of a man who let his love and study of English lead him to his success. Dr. Spencer is a widely-known author who received his English degree from Wilkes University. After graduating from Wilkes University in 1974, Dr. Spencer went on to the University of Michigan, the University of Iowa, Penn State, and Stanford. He received two masters degrees, one in Fiction Writing and one in Literary Criticism. He also received a Ph.D. in Twentieth-Century American Poetry. Although he received quite a bit of higher education, he feels that whatever success he has had or will have is owed "in large part to the Wilkes English department." He feels that Wilkes gave him the building blocks that he would need to become successful and that this "good education [won't] end after four years but [will] last a lifetime." Clearly, he is a man of hard work and dedication. His studies and perseverance have paid off: he currently serves as'the Chair of the English Department at Creighton University in Nebraska, where he is both an influence and an inspiration to his students. Along with teaching and writing books, Dr. Spencer has also written screenplays, ■ ’ ’ . Although he is a professor, he is first and foremost a writer. I poems, and articles. ■ • ' you —i all learn a bit more about this man as well as take from this interview hope that 1-of his insightful advice and realize that a Wilkes education can take you to the some c_ -- -places of your dreams. (f) 4 4 V What did you want to do with your English degree? I was—and remain-deeply interested in creative writing, the writing of poetry and fiction in particular. The many fine teachers who taught me at Wilkes made me think teaching might be a good "day job" while I worked on my writing. (continued on page 5) 4 4 �To make contributions to The Inkwell, please contact: Dr. Marcia Farrell (marcia.farrell@wilkes.edu) or Dr. Maria Hebert-Leiter (maria.hebertleiter@wilkes.edu) for details. "I The Inkw (contii I i i Faculty Blurbs Dr. Weliver is proud to announce that her latest work, The Musical Crowd in English Fiction, 1840-1910: Class, Culture and Nation, is now available through Palgrave Macmillan. The book examines the "music crowd" as an insightful means of exploring larger cultural perspectives of class and national identity in works from Charlotte Bronte, George Meredith, Samuel Butler, George Bernard Shaw, Vernon Lee, and E.M. Forster. Dr. Anthony received a grant to examine P.D. Manvill's Lucinda; Or the Mountain Mourner. Some of her findings will be published in an article in Early American Literature and in two other essays that are under review at Legacy journal and a collection on letters in early America. She also recently returned from the Society for the Study of American Women Writers conference in Philadelphia, where she and others discussed the work involved with forming a scholarly edition of Manvill's book. ■» Dr. Starner traveled to the Bodleian Library at Oxford University and the British Library in London this summer to examine manuscripts of the • poem "Jack on Both Sides." This study can only be accomplished by examining the manuscripts in person to answer questions about format, ink color, handwriting, and context because it was written in italic hand in a manuscript otherwise filled with secretary hand (a variety of handwriting that is no longer used). The poem, read horizontally, as long lines of iambic .CfjL pentameter, is a loyal affirmation of the Church '' F® 11 ucuuc J. , 1of England. _ . Read contrarily, as two vertical columns of shorter "half" lines, it scathingly “The Burger King and His Jester” rejects Protestantism. After examining nearly two Photo Courtesy of Dr. Farrell dozen copies of the poem (one at Yale University), she noticed that this sort of "performance" is a clever structure which provokes questions about the authors' composing strategies and readers' responses, the plasticity of language, and revelations about the nature of readers-as-writers and their responses to early modern texts. ■ I holde as faythe What Romes Church faith Where the king is head The flock's mislead Where the Altar's Drest The People's Blest He's but an Asse Who shun's the Maker[master?] Wherefore I pray That Rome may sway What Englands Church allowes My conscience dissavowes The Church can have no shame That hath the Pope Supreame Ther's Service Scarce Divine With Table Bread and Wine Who that Comunion flyes I, Catholique and Wise That England flourish best Shall ne're be my request. (cont �The Inkwell Volume 1 Issue 1 (continued from page 3) Did you always see yourself as a teacher or a writer? As a writer, anyway. It was the thoughtful, energetic, and insightful teachers in the English department who made me think teaching might be a meaningful way to live my life. 1 ' Talking with smart people about great poems, novels, stories, etc. seemed to me like a great way to live a life. I still believe this. n rough eans of orks ntain rican and a he , where n of rary at I noticed that you have many different types of writing under your belt, You have books, screenplays, poems, etc. Where do you get your inspiration from? Ideas, images, scraps of dialogue, situations, and characters come to me all the time. They wake me in the middle of the night. They stop me in mid-bite at lunch. They chase me down the street. The poet Muriel Rukeyser was right: "The universe is made of stories, not atoms." I never have to look for ideas; I have more ideas than I can ever write in a lifetime. I write them all down in a notebook. When I'm eager to start a new story, poem, or screenplay, I look through the notebook and usually find something pretty quickly. I also keep a file of newspaper clippings—stories of the odd behavior of people. I recently cut one out about a fellow who got his revenge on his neighbor by sawing off his deck and burning it in his burn barrel. I'm fascinated by this. What could have driven him to such a difficult and time-consuming revenge? And what did the neighbor think when he tried to step out onto his deck to drink his morning coffee? Another source of ideas for my work is strangers. I seem to attract strangers who come up to me out of nowhere and tell me the most private things about their lives. One time a woman told me her husband died when he fell into a vat of caustic soda, leaving nothing but his rodeo belt buckle. I got a whole story out of that line. What advice would you give to the aspiring writer? Read everything—stories, novels, poems, screenplays, biographies—all of it. And then read it again. Don't read it in order to pass judgment. Read like a magpie, collecting everything you can for your art. And while you're doing all that reading, write. A lot. Hard. i : the inly be 1 c /as :wise )em, lurch jiy _y two rsity) , evokes the ters Do you find it more challenging to write a book or a screen play? Why? Since I've just finished a new book, I think books are the hardest thing to write. They're long, for one thing. And to write one well, you have to hold it all in your head at once and over an extended period of time. A novel is a world, and you need to know everything about that world in order to write well about it. But as I think about it, screenplays are hard, too, but in a different way. The form is so structured that it's difficult to fit your ideas to the narrow confines of the form. A novelist can convey so much through dialogue, description, and narration. But a screenwriter has to do almost everything through dialogue. That's a challenge. But it's very satisfying when it all comes together. My wife and I recently finished a screenplay that's being produced by the legendary Hollywood producer Roger Corman. It's great fun to see your work come alive on-screen. We can't wait for it to be finished. What do you feel is the best piece of writing you have written and why? My opinion changes depending on what I'm working on. Right now I'm very proud of the book I've just finished. It's a non-fiction book about my father's mysterious life and death. For the last ten years of his life, he lived in a camper and drove along the US-Mexico border. After his death, I retraced his steps, tracking down his border friends, visiting the places he visited, etc. The resulting book is a true-life mystery and a tribute to the troubled relationship between fathers and sons. But I'm also very eager to begin a new novel that I've been planning for a while about a small-town lawyer in Nebraska. Do you think that any of your material will ever be taught in schools? I hear- from teachers and students now and then when a story of mine is taught in a college creative writing class. It's very flattering. In general, though, I try think about signs of success like that. I try to keep my focus on the work not to itself, though it's hard not to think about those forms of success. © (continued on page 6) © �The I (Continued from page 5) How many books/articles, etc. have you written. Well, I've written five books, but only novel called The Lost Son and a book of stories about 15 stories, and I've got another 15 or s I've got a countless number of story fragments though I' don't write so much poetry anymore, though I ve two full-length screenplays, one of which so treatments that sold. A treatment is a detailed published so far, a •0 of them are Not Men? I've published called Are We c_ various states of completeness, and I work on from time to time. I ..^pishedI a dozen or so. I've written po Hollywood, I've also written two °outline of an idea for a screenplay. What advice would you give about careers to Eng is qead to any career that English is an incredibly flexible major t a thinking, and imagination. My requires a high level of communication skills, cri i Instead, decide the kind of advice is not to look at classified ads and job lists, is s. nrofession. In time this career you'd like, and then interview people who are ikind of networking will result in a job. became an established Could you briefly explain the challenges you faced before you author and professor? "established," but over the years I've I don't know if I'd describe myself as held an amazing number of jobs in an effort to- --V pay the rent. I used to feel bad about how these jobs took away from my writing time. But E-- then I realized that the jobs were teaching me a lot about how people live, and that this was very useful for my riting. How do you feel about having your thoughts and ideas read by hundreds of people. Frankly it feels strange. I'm a basically private person. It s o w en a perfect stranger writes to you and talks to you about things you wrote in the privacy of your own heart and mind. I'm flattered, of course, but I also feel a little exposed, like a cockroach when the lights go on—got to run for cover! What do you think is the most important thing one can learn from being an English major, or from writing a book? That's a good question. I think the most important thing you learn about from studying literature and from writing stories is how and why we live, what we're capable of, what we're afraid of—the mystery of the human heart. It's an endlessly fascinating, complex, and important subject. The English Major and your Career Narratives By: Dr. Larry Kuhar, Department Chair "In you are natural powers, great." ~ Chief Crow You already possess everything necessary to become A f^vey i ?f22.?_ma2°L?OrpOratiOnS emPloying nearly 88 million million people people coneludes that in today's workplace writing is3 a "threshold skill" for hiring and promotion. Your English degree provides you with writing skills and much more. By providing you with critical, creative, and interpersonal skills, the English major uniquely prepares you to succeed in today's workplace. EBut to do so y°u will need to negotiate the ideas implicit in f^W2rkp}ace ‘ Chief Crow's words. In The Rise of the Creative Class and How It's r"__ Transforming Work, Leisure, Community and Everyday Life (2002), Richard Florida desert ------ an structure" in which "property" is constituted ° "emerging class as the "creative capacity" ___ of its members. The defining characteristic of this emerging "creative class"structure," 4 *cue auiiicy Florida argues, -LO is the ability or of Its its 1members to 'create meaningful new forms." < Members of this emerging class include: scientists, engineers, professors, and po7 ets, "as well as t 1 J ~* --’ ■ ’ the thought leadership of modern society: nonfiction writers, « editors . . . analysts and other opinion-makers. 4 © 4 4 4 4 (Continued on page 10) sp couj spe< the; wil Far Vic the Corr tra Eli mic exe anc whc inj an1 Whi am) 3. co se ex co ap tc ar D< w: s: ii 1. P' f r a f t f �The Inkwell _____ _ Volume ... ._1_ Special Course Topics in English Issue 1 By: Melissa Budgal Courses in English numbered 198, 298, or or 398 398 courses. As stated in the student bulletin, these coursesWarpS1 special topic these special topic m language, literature, or criticism 'meant as a study of a The prerequisite for any of these courses is Eng. 101, and credit varies based on the course. For the spring semester, Eng. 398 will be offered. This 3.0 credit course will be taught on Tuesdays and Thursdays from 2:30-3:45 and J taught by Professor Farrell. The topic of the course is Postcolonialism. Course Description: The development,of anti-imperial literature met its heyday at the end of the Victorian period, incited by the reaction against the Boer War. With the fall of the British Empire during the early twentieth century, writers all over the Commonwealth attacked imperialism. Students in this course will examine the trajectory of anti-imperial literature by writers, including Mulk Raj Anand, Elizabeth Bowen, E.M. Forster, and J.M. Coetzee. Through weekly discussions, a midterm exam, paper proposal, conference paper, a researched essay, and a final exam, students will interrogate anti-imperial texts and accompanying postcolonial and colonial discourse theories in order to address the following questions: To what degree is decolonization and the fall of the British Empire attributed to or influenced by anti-imperial literature? What are the central arguments of these anti-imperial texts? What is the relationship between resistance and complicity? What do these texts suggest about our contemporary understandings of empire and the ambivalence associated with it? All students majoring in English are reguired to take the Eng. 397 seminar. A 3.0 credit course involving presentations and discussions of selected topics, this course is generally taken during senior year; however, juniors often take the seminar. The decision to take this course before senior year is made based upon examination of the student transcript (courses taken and performance in those courses). Students interested in taking 397 before their senior year should seek approval from Dr. Kuhar. The The topic topic for for the the spring spring semester semester is Contemporary Irish Literature and will be taught by Professor Stanley on Thursdays from 6:30-9:15. Course Description: . In this seminar we will study the comedic fictions of contemporary Irish authors Roddy Doyle (A Star Called Henry, The Snapper, The Woman Who Walked into Doors) and Patrick McCabe (The Butcher Boy, Breakfast on Pluto) Our will cover nearly the entire body of prose work authored by each of these two ii cover nearly u consideration will be determined based upon student significant writers. Topics or consiue . Tr-i^h rnmariir interests, but will certainly include: the traditional conventions of Irish comedic literature- class distinctions in Irish Society, the religious, , literature, class d with "the troubles" and Irish nationalism; relevant political conflicts ^soc atefl violence, with reference to their literary forms of domestic an P global media culture and American media culture; representations; the influenc* g orientations. We will also view and the social poll J required texts. Course requirements will include film adaptations o ti s research presentations, an annotated bibliography, © textual analysis presentations, research p final research paper, and a final exam. © �The Inkw Senior Spotlight: Interview with Matthew Faraday Jones (Contii By: Kacy Muir at- Wilkes wiiites University is No wonder that Matt Jones, a senior Englisht major major at a. f their skill, Both geniuses linked to the great scientist, Michael Faraday. Both genius relative a name Jones was given Faraday as a middle name in homage to his amous other Matthew that is as rich as it is unique, and distances him from all t e Joneses of this world. Originally from Plainfield, New Jersey, he and his mother move +-hat Pennsylvania to be closer to her family. Growing up in Kingston, e am he found himself in some troubling situations, extending into his res men y Wilkes University. Jones, now 24 years old, looks at his experience wi different schools. "What I've learned is that small matters. The two sc„oo s transferred to after my freshmen year were supposed to be great schools, Jones „ goes on to mention that what they lacked were professors who were inspirations In the end, Jones had enough experience in coursework, but sadly no credits t at were transferable. Even considering his loss, Dr. Kuhar made him realize that graduating was still worth it. "[He] has had a major impact on me. Having„him as a professor, I knew I made the right choice about becoming an English major says Jones who learned that starting over was one of the best choices he has ever made. Like most poets, Jones contrives his writing from life. But, his writing is anything but ordinary, especially in his approach towards how he wants to make his readers feel: "I want someone to feel claustrophobic when they are reading, but only temporarily." Jones describes his writing as "a darker and lighter side to the gray area of writing." His writing addresses these grey areas but also does not preclude hope. Writing, as he expresses, is "extremely therapeutic" to him. Writing makes you think, and Jones furthers that by saying, "it's a reminder that you're alive." I couldn't help but ask Jones the most predictable question of all: Had he always wanted to be a writer? Jones, smiling, says to me, "I knew I wanted to write, but I had no pure intention of being a writer." He said that writing has always been an aspiration of his, but becoming a professor was the goal he intended to reach. From the beginning, his parents, George Garfield Jones and Laurie Burnside Cummings, have been supportive of him. While his mother understood him and accepted his intentions no matter what the choice, his father believed that finances were top priority, But everyone knows that, and even Jones mentions, anyone who is a writer or English-oriented probably isn't doing it for the money. Jones spends most of his free time watching movies, listening to music, preferably his favorite band Tool, reading, <and of course, writing. He mentions that he does not read enough poetry, but of all the writers in the world, Jones claims Walt Stevens to be the most inspiring: He talks about intangible things in a tangible way. He is understated, which I appreciate and admire." For those who have ever been told that writers rare born, Jones proves that sometimes that is not the case, especially for fellow writers --- _s seeking advice. Revision makes the writer. In the beginning Jones never revised because he treated his poems as "found found pieces" which he now realizes was naive naive. He stresses that revision is not only helpful to the writer ------ to express his feelings, but to « connect with the reader, as well. Criticism follows that - -’..-c says same’jones pattern. "I wish 4 people would.be harsher to be honest; I need criticism," “ ----Bad or ; good, criticism is the best guide for a writer. unes. collec likely have a the tr infamc each i behinc Hig I can closi few c a gre when we b' ten fog any are the vita are alw T sil th Ma Un th Th wi ii t: S' d t c c (Continued on Page 9) �The Inkwell Volume 1 Issue 1 (Continued from page 8) sity is skill, e—a name .tthew Kingston, its that en year at h hools I " Jones rational." its that e that ing him as jor" says 3ver made. writing is > make his tg, but side to so does to him. her that Had he ;d to :ing has Jones is currently in the process of finishing his senior capstone, a collection of poetry with a critical introduction. The last semester will most likely be the hardest for Jones, who will graduate and leave Wilkes behind. "I have a single class here at i at Kirby this semester; it feels sacrilegious to tell the truth," expresses _ ____ Jones. __ . As new transfers and freshmen English majors enter infamous Kirby’ Hall I’ ’' they must always remember that no shoes can be filled, and each individual who ..’..o leaves this great institution will always leave his words behind. don't you the that Highway Medicine By: Matt Jones I can make this all disappear without closing my eyes or yours, few certainties make sense, I know a great illusion, maybe the best, happens only when we both believe it to be true— ten and two fog lines manifest the margins any misdirectional interchange available, are you watching closely? the remains are circular and I've choked through vitriol just to drive and stop caring, are you watching at all? Photo Courtesy of Kacy Muir always ten and two and father en Jones it for LC, itions rones lings in that e. resses out to "I wish or The Writing Center Reaches Out By: Lauren Carey The National Conference on Writing Centers as Public Space was held at the Univer­ sity of Illinois, Chicago campus from September 29th to October 1st. Wilkes University sent three capable representatives to the conference: Dr. Chad Stanley, Writing Center director; Matt Zebrowski, 2006 Wilkes graduate, former Writing Center Peer Consultant, current Temple University graduate student; and Pat Austin, Writing Center Peer Consultant. The theme for the conference was, "Negotiated Alliances: When Writing is Academic, Public, and Urban." Dr. Stanley presented a paper and led a panel discussion on Saturday, September 30th. The paper was entitled "The Writing Center as a Clinic." It examined the ways in which writing is "an extension of the human self" and how this idea shapes the practice of writ­ ing consultation. Dr. Stanley said that "consultation involves a type of clinical examina­ tion, even dissection, of the writer." He acknowledged that this consultation process can sometimes be uncomfortable for the writer. In an effort to alleviate this discomfort, Matt Zebrowski and Pat Austin led a panel discussion about "Comfort and Communications: Online Conferencing with the MySpace Genera­ tion." They presented a project for developing a new website-based online conferencing software system. Zebrowski felt that "the potential for the online medium of writing con­ sultation wasn't being fully realized." He described the idea that he and Austin came up with as "a useful and highly functional step in the right direction." s 4 4 4 4 4 4 4 (Continued on page 10) 4 �The Inkwell (Continued from page 6) ■ ’ / s "creative class." Chaucer and Chopin, membership As English majors, you court membersnip m and Woolf, develop your Reading, researching, and writing about Shakespeare 'African-Mexican skills are Native-American oral narratives and thinking capacities. analytical, creative, and criticalworld and workplace that values^ as Florida more importantly, commodities for circulation in a w~. suggests, "problem solving" and "problem finding ski who you are and who you these "capacities" prepare you to negotiate the gap tQ project who you can want to be; that is, they serve your imagination sail You become. _ . . • _n> ' gs dreams come true? What values will you need to make your imagin A = k "What can an will need to practice patience and discipline. Students often as _ n old and outdated English degree do for me?" This question constructs aroun de/reconstruct this narrative of education and work. You will need discipline to work> narrative and to advance your imagination's vision for w o you. can career Only two times in your Studies show that you will probably change jobs many times in you . . . . , of thirteen professionals, ' ' , including a lawyer, newspaper editor, 9ra HR director, who visited my "Writers at Work" class in f. fall 2 sai . , , now in careers that they started in after their college graduations. i . eac class, course, and semester you complete, you demonstrate the kind o iscip me i will take for you to achieve your dreams. You will also need patience. Career plots can be as paradoxical and unpredictable as plot in a postmodern novel. Be patient with your story. In Thomas Pynchon's The Crying of Lot 49, Oedipa Maas asks, "Shall I project a world? Her question underscores our human need to question the value of experience, to make sense of our stories, and to imagine a progress toward fulfillment. You are right to question the value and meaning of your experiences. You are right to question your education and to 'read for the plot' as you embark on your career journey. Be patient with your story even as you question how you will get to where you want to be. Few people who have found genuine happiness and fulfillment in career knew absolutely where their career journey would take them. Simply stated, your English degree prepares you to ask the right questions, to investigate answers, and to anticipate how your career narrative will form: One chapter at a time. Finally, Chief Crow's words anticipate a lifelong journey toward knowing yourself. This quest to realize your dreams begins now. Whether you dream of becoming a writer, editor, teacher, business owner, lawyer, or leader, you should embark on your journey with an awareness that "you already possess everything you need to become great." (Continued from page 9) Zebrowski recalled an anecdote about <one — of - ” the speakers at the conference. He said she was treating a community farm near her college as a sort of’ "impromptu writing center." The farm was maintained by a variety of immigrant populations" English) . He noted that,z in that kind of situation, people are with no common language (save — necessity for effective communication." This realization drove1 'forced to recognize the ' home the point that the role that Dr. Stanley felt that representing Wilkes at this tvne nf ccareer path." noted that those in attendance at the panel sessions "r t conference was important. He presentations and papers, and that they had "much to offe0"^ Very,favorably" to the topics considered. Most of all, Dr. Stanley was "thrill d" regardln9 the ongoing work in the university with a view of Wilkes. He felt that those n/ tO able tO Provide another clearly see the "mentoring culture that Wilkes is prom5^ Conference were able to -cl / 7'“.. .'"7'7“ __ Club Uf The Manuscri • In pre] the editor pieces, ir This proce Offset pul second anc is also re the Sprint Hodorowskj (mischelle • The Ha. creepy per Hartman, i her Aztec word colic reject Sat major, wor original s • Come ti Gallery. ( readings 1 Sigma Tau De • Sigma 1 eventful e and set ox Academic 1 Henry Stuc celebratic the Sprint of chillir (sponsorec prospectix revival oJ series of screams, < the partit • For th to engage Street ant tradition McGlynn Lt • If you more aboui Study Abroat Throug travel and tc experience. C to Spain, whi receive six c transferable general, educe in art, cultx language, art The cc have the oppt includes the (Continued 01 �The Inkwell hopin, rtantly, who you u can 1 You in an lated : this ; work. Only two list, and shey are aach □line it In Thomas " Her make e right estion ney. Be want to knew : English 1 to /ing a of should Lng you He said center." age (save e the the ole that portant. He he work in the .nother •e able to Volume 1 Issue 1 Club Updates The! Manuscript Society: In preparation for a career in editing, publishing, or creative writing, work on the editorial board of the Manuscript Society and critigue a variety of creative pieces, including visual art, from the Wilkes faculty, staff, students, and alumni. This process includes copyediting, layout, Adobe InDesign work, and communicating with Offset publishers. Meetings are held during club hours, twice weekly, during the second and third month of the semester. Attendance at monthly evening poetry readings is also required. The end product is a published, award-winning magazine. Join us in the Spring semester! For more information, contact our Executive Editor, Chris Hodorowski (magazine@wilkes.edu ) or the faculty advisor, Mischelle Anthony (mischelle.anthony@wilkes.edu). The Halloween reading was a rousing success with plenty of costumed readers, creepy performative readings, seasonally appropriate refreshments, and prizes. Sarah Hartman, freshman English major, won a Vintage edition of Edgar Allen Poe's works for her Aztec sacrifice costume. Keith Hubbard, senior English major, received a spoken word collection of poetry (with CD) for his performance of his short story involving reject Satanists and Sean Connery as demon bovine. Patrick Austin, senior English major, won a gift certificate to the Barnes & Noble Cafe for honorable mention for his original short fiction reading. Come to our Fall 2006 unveiling, Thursday, December 7 at 11 am, in the Sordoni Art Gallery. Copies of the latest issue of Manuscript will be available along with readings from the published authors. Sigma Tau Delta: o Sigma Tau Delta has had an active Fall semester, and we look forward to an eventful end of term and an exciting Spring. In September, we elected new officers and set out our plan for campus and community service activities for the 2006-2007 Academic Year. On September 22nd, we hosted an all-day public reading event in the Henry Student Center in commemoration of the American Library Association's week-long celebration of Banned Book's Week. We may host another such event on the Greenway in the Spring. More recently Sigma Tau Delta members spooked out Kirby Hall in a series of chilling literary scenes for the first annual Haunted Wilkes Halloween Tour (sponsored by the Admissions Office and geared toward high school juniors—and prospective Wilkes students). Sigma Tau Delta's display, which featured Ophelia's revival of the grand bathtub on the second floor for her drowning scene, of course, a series of students haunted and killed by books and reading, wonderfully shrill screams, and a scene from Poe's "The Cask of Amontillado," was awarded second place by the participant-panelists. • For the remainder of 2006-2007, Sigma Tau Delta plans, among its other activities, to engage in various literacy outreach projects at the new Barnes & Noble on Main Street and at ArtsYOUniverse on Franklin Street. We also hope to continue the tradition of some of our already established community service work in support of The McGlynn Learning Center. ' ‘ ' ’ . ■ to . • If you are interested in applying for membership Sigma Tau ~Deltat or in learning more <about the Honor's Society, please contact Dr. Hamill at thomas.hamill@wilkes.edu. Study Abroad: Through Wilkes University's Study Abroad Program students have the opportunity to travel and to study courses abroad, which gives them the chance to gain a new cultural experience. Currently, one of the most popular programs is the summer study abroad trip to Spain, which includes four weeks in Madrid, Spain for the month of July. Students receive six credits through the classes they choose to take and these credits are can take classes for1-their major, minor, transferable back to Wilkes University. JStudents -- ---- -—I— -1 ---- --general education, or also free electives. Classes that are taught in English are courses in art, culture, and history. Courses taught in Spanish are in the areas of Spanish language, art, culture, and literature. The cost for this trip is $3,495, and scholarships are available. Students also have the opportunity to spend four days in Paris as part of this package. This price includes the following items: (Continued on page 12) �GRE Highlights Fiorucci Compiled by. Ashley Effective Fall 2007, the Graduate Record changes will include the following: Examinations (GRE) will be revamped. The The New Verbal Reasoning Section: ■ ■ enn material and Measure of ability to analyze and evaluate ^■ “ 1----- J relationships among ♦ synthesize information obtained from it, analyze recognize relationships between words and component parts of sentences, and i_ concepts in context such as complex reasoning Emphasis on skills related to graduate work, ♦ and less dependence on Greater emphasis on higher cognitive skills ♦ vocabulary knowledge alone More text-based materials, such as reading passages ♦ A broader selection of reading passages ♦ Expansion of computer-enabled tasks (e.g., highlighting a sentence in a ♦ function described in the question) passage that serves the f ----------Two 40-minute sections ♦ The New Quantitative Reasoning Section: Measure of ability to reason quantitatively and solve problems in a ♦ quantitative setting Measure of basic mathematical skills and understanding of elementary ♦ mathematical concepts of arithmetic, algebra, geometry, probability, and statistics ♦ Quantitative reasoning skills that are closer to skills generally used in graduate school: + Proportion of questions involving real-life scenarios and data interpretation increased + Proportion of Geometry questions decreased + On-screen four-function calculator with square root Inclusion of question types other than multiple-choice, including computer-enabled tasks such as entering a numerical answer via a keyboard Two 40-minute section ♦ Kaplan offers a GRE service to help students prepare for the GRE. These are classes similar to the SAT prep classes you may have taken in high school. The classes are rather pricey but to register just go to www.kaptest.com. We have several locations here in WilkesBarre where GRE classes are given. For more information about the GREs, visit the website www.ets.org/gre. (Continued from page 11) ♦ International Airfare: Round trip airfare from New York to Madrid and back to New York (via Paris) ♦ Airfare from Madrid to Paris ♦ The tuition for the 6 credits ♦ Lodging and Meals: In Madrid students have residence and also have three meals daily, except for Sunday evening. In Paris, students stay at a three star hotel for three nights and receive a cold buffet breakfast. ♦ Airport Transfers ♦ Cultural activities and a dinner in a typical Spanish restaurant with all students. ♦ Health Insurance for the trip © 4 4 4 4 4 4 Students who are interested in studying abroad are not just limited to our summer trip to Spain. They can also study in France or Italy for a month or more at different dates throughout the year, usually leaving the first of the month. They can also choose to study for a whole semester or even a year in another country such as Australia. For more information, please contact Dr. Paola Bianco. 4 @ *■ *■ ■» ■* 4 A A 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 The Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Fall and Winter 2006 (Volume 1, Issue 1) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Fall and Winter 2006 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/ec0ffe6a0a8bcadc7194d595d387a5a7.pdf cc6f8a438cad8c1b422983971ffe354d PDF Text Text tebmgfji, felj® Wfj©# h In This Issue: An Interview with Dr. Starner o Faculty Blurbs Best of English 101 o and 120 Contest Kudos Student and Club Updates Student Services: At Wilkes and on the Web o Dr. Jtaftnjgr By: Shannon Curtin i i All of the professors at Wilkes, regardless of what some students might think, are 2 1 involved with multiple school functions, class work, and personal research, which is 3 especially the case for Dr. Janet Starner. Dr. Starner is not only a full-time faculty member in the Wilkes University 3 ! English Department but also is responsible for the previous growth and development of the 4 i Writing Center. She is now i involved in co-editing a collection of essays on "anonymity" in "the early modern period." Throughout the following interview, Dr. Starner explains her research, offers advice for future 5 1 teachers or professors, and provides some of her personal feelings towards the subject we all love: literature. I Senior Spotlight 6I Guest Author 6 Kuhar’s Corner 7 Celebrating V-Day at Wilkes 8 : Can you explain your findings? Could you explain your research; How long have you been teaching at Wilkes? What do you like about it? I have been at Wilkes since the fall semester of 1999. I like lots of things about my job: I love the class discussions I have with my students; I love learning new things as I prepare to teach them to my students; I love learning from my colleagues about good teaching practices; I love being paid to read books and talk about them; and I like sharing my research findings with interested listeners. What are you currently working on? What have you found thus far? Teacher’s Pet 10 what is "A Manuscript Miscellany?" The big project that I am currently at work on is co-editing a collection of essays centered on the topic of "anonymity" in the | early modern period. My chapter in the volume is titled "Jack on Both Sides: Appropriating Equivocation." In this essay I focus on i a 10-line poem that I discovered in a 400-year-old manuscript several years ago. This poem equivocates. Read horizontally, it affirms loyalty to the doctrine of the Church of England; read contrarily as a twenty-line poem in two vertical columns, it vehemently rejects Protestant practices. Interesting—but the poem is transcribed in at least two dozen different manuscripts. But in several of those manuscripts, the compiler has changed the I Continued on page 9 �Issue 2 Volume 1 The Inkwell The Inkwell Continued fron Faculty Blurb/ • Mischelle A Association Autobiograp memoir cour Mountain Me nineteenthAnthony's p poetry mags Larry Kuhar organized and facilitated the 2nd annual "Writers at Work" panel discussion on December 11, 2006, in the Kirby Salon (photo at right). The event offered our students, faculty, and local community the opportunity to hear career stories and learn about communication practices from professionals working in business and industry. Panel guests shared their career stories and answered questions on careerrelated topics, including technology, leadership, organizational culture, gender, and diversity. Additionally, over the January break, Dr. Kuhar completed a Leadership Communications program at a local business. On December Miss More t Language As consequence New Orleans representat damage's ef Orleans tie reached out devastation Last October, Marcia Farrell participated in the 2006 Modernist Studies Association conference in Tulsa, OK, where she presented the short paper "(Re)fashioning Utopia in Stella Gibbons' Cold Comfort Farm" as part of the seminar: Modernism and the Utopian. The paper examined the roles of the marketplace and consumer culture in developing seemingly utopian societies. Also, Dr. Farrell completed a bibliography project on the Anglo-Irish writer, Elizabeth Bowen, which will be published as a selected bibliography in an upcoming special issue of Modern Fiction Studies. Phyllis Weliver will co-convene "Words and Notes in the Nineteenth Century," an interdisciplinary conference on musical writing jointly hosted by the Institute of Germanic and Romance Studies and the Institute of Musical Research at the University of London School of Advanced Study. The School of Advanced Study acts as a hub, nationally, for researchers in the ten disciplines which it represents, and also runs research programs of international caliber. The conference will take place on July 23, 2007, and is organized on a theme devised by Dr. Weliver. In addition to her many responsibilities, Dr. Weliver will also chair the final plenary and the session on women and fiction. Conference Link: http://music.sas.ac.uk/imr-events/imr-conferences-colloquta­ per formance-events/words-notes-19c .html#1241 Agnes Cardoni, author of Women's Ethical Coming-of-Age: Adolescent Female Characters in the Prose Fiction of Tillie Olsen, wrote a memorial piece, at the request of Olsen's daughter, Julie Olsen Edwards, celebrating the writer's life that was shared on February 17, in Oakland, California. Tillie Olsen passed away on January 1, 2007, just a few days shy of her 95th birthday, a loss that Dr. Cardoni is still mourning. For interested readers, Dr. Cardoni's book is located in the Farley Library. Saids The Engl Best of Englis of student wri year. Prizes w All stuc academic year consisting of be May 12, 200 copy, and will winners will b will be awarde At prese for this publi the 1st floor c take place by Continued on Page 3 The Inkwell Staff Faculty Advisors: Dr. Maria Hebert-Leiter & Dr. Marcia Farrell Managing Editor: Kacy Muir Copy Editors: Melissa Bugdal & Lauren Carey Layout & Design: Stefanie McHugh Staff Writers: Shannon Curtin, Ashley Fiorucci, & Catherine Gallagher Guest Contributors: Dr. Larry Kuhar (Department Chair) & Dr. Chad Stanley 2 Ir^d©/ To: Shannon Curtin February 16, 2 continued effo women. �Issue 2 " tS'“ “3^ The Inkwell kx-*”" Volume 1 \:;T~ “ '~StSsl.T-’-vxH'SE'- Issue 2 Continued from Page 2 ° ’ r I 1 Mischelle Anthony will present two essays of at this year's American Literature Association conference in Boston. "Teaching the Unpublished: Eighteenth-Century Women Autobiographers in New England" discusses her experience teaching in the ENG 397 memoir course last fall, and "'Innumerable Judgments': P.D. Manvill's Lucinda; Or, The Mountain Mourner" investigates how an 1807 letter collection complicates early nineteenth-century concerns about audience, purpose, and the publishing industry. Dr. Anthony's poem "Six-Foot Fetus" will appear in Mudfish 16 (2007), a Manhattan-based poetry magazine. On December 28, Maria Hebert-Leiter presented her paper "Cajuns Know What It Means to Miss More than New Orleans" for the Ethnicity and Literature Panel at the 2006 Modern Language Association Conference in Philadelphia. This panel focused on the consequences of Hurricane Katrina and the 2005 levee breaks on the ethnic makeup of New Orleans. Dr. Hebert-Leiter's work expanded this topic to address literary representations of hurricane and flood damage in Louisiana literature and such damage's effects on ethnic communities. As a native Louisianan with strong New Orleans ties, she would like to thank all of you in the Wilkes community who have reached out in any way to the people along the Gulf Coast who experienced the devastation in 2005. on la in >hy >f iity runs ily 2many >n :ers ired 2007, ng. By: Dr. Chad Stanley & Dr. Marcia Farrell The English program would like to announce the creation of a new—as yet unnamed— Best of English 101 and 120 publication. This publication will include exceptional pieces of student writing from ENG 101 and ENG 120 courses taught during the 2006-2007 academic year. Prizes will be awarded for the strongest work in a variety of categories. All students enrolled in ENG 101 or ENG 120 at any time during the 2006-2007 academic year are encouraged to submit work. Submissions will be judged by a panel consisting of both Wilkes University faculty and students. The submission deadline will be May 12, 2007. Submissions may be of any length, but must be in the form of a hard copy, and will be collected in the English office on the 2nd floor of Kirby Hall. Contest winners will be notified over the summer. The publication will be distributed and prizes will be awarded at the start of the Fall 2007 semester. At present, Drs. Farrell and Stanley are collecting your ideas for possible names for this publication. Please fill out a ballot form and deposit it in the box located on the 1st floor of Kirby Hall by March 19, 2007. Voting for the best contest name will take place by March 24, 2007. 3SS Page 3 t^yd©/ T©s Shannon Curtin ('07) and Dr. Chad Stanley for being named "Vagina Warriors" at the February 16 2007 presentation of The Vagina Monologues. This honor recognizes their continued efforts to raise awareness of social gender issues, especially those affecting women. 3 �The Inkwell Issue 2 Volume 1 Ibudeqt Jbudeqb ciqd Club Update/ • The Inkwell On December 2, 2006, all thirteen members of Dr. Hamill's Chaucer class (ENG 340) presented papers at The Undergraduate Conference in Medieval and Early Modern Studies ____ _ _in Bethlehem, __ The one-day conference featured presentations at Moravian College PA. from more than 70 students from colleges and universities throughout the Northeastern United States, as well as Louisiana and Ohio. For ENG 340 students, the conference was the culmination of a nearly semester-long process during which they submitted paper proposals to the conference organizers and then worked to prepare their papers for public presentation at Moravian. The students produced first-rate papers, and they took their work to a public, and an intense, academic setting with great success. Dr. Hamill met several faculty members at the Conference who spoke directly to the quality of the work they saw from Wilkes that day, noting that the students should be proud of their accomplishments. Dr. Hamill could not agree more. Congratulations, class 1 Conference Participants: Sam Chiarelli, Ashley Fiorucci, Jennifer Hameza, Meagan Harkness, Henry Hunsinger, Corrine Medvec, Maggie Merkle, Conrad Miller, Kacy Muir, Elisa Phillips, Mollie Rance, Brian Redmond, and Angelina Teutonico. Writing Center News: ° The Writing Center is pleased to announce that staff and English faculty will be attending two writing center conferences in March of 2007. In conjunction with writing center staff and Writing Mentors, Dr. Chad Stanley will be leading a panel on the topic of the Wilkes University Writing Mentor program, given at the 2007 NEWCA (New England Writing Center Association) conference hosted by the University of Connecticut. Wilkes students will also lead a second panel at this conference. Dr. Mischelle Anthony will lead a panel session, in cooperation with Wilkes students, at the 2007 MAWCA (Middle-Atlantic Writing Center Association) conference in Philadelphia. The student participants are Jeremy Zuckero from English and Math, Sarah Doman from English and Elementary Education, and Michalene Davis from Psychology. Both conferences are scheduled for March 31, 2007. All panel proposals were quickly accepted and approved by the organizers of these two conferences. Wilk Registrar, campus and Shop. Whi the Studen Registrar Mila Services h page. "St Milano sai campus eve clicking o Asid links to: o The simply go sites such change onl at Student questions. Spring 2007 Writing Center Hours: Monday 9-6, Tuesday 10-6, Wednesday 9-6, Thursday 9-6, Friday 9-1 The department encourage all students to make use of this wonderful service and thanks all of the students who work in the center. Manuscript News: • Don't forget to look for the new Manuscript, which will be unveiled on May 1, 2007. Further information will be released later. Students interested in joining The Manuscript should come to meetings on Thursdays at 11am in Kirby Hall. Also, save your materials for the fall issue. Future readings will be announced. Sigma Tau Delta News: • This semester will be an active one ffor Sigma Tau Delta. In In addition addition to to continuing continuing its efforts to partner with both Barnes ’ __ -- j f& ”Noble and; ArtsYOUniverse for community literacy outreach projects for the spring and future semesters, members of Sigma Tau “orki"g “ith "rs; Barbara Welch, of The United Hebrew Institute'in we?’b °n w WrltJ;TWorksh°P “ith her fifth through eighth-grade students. Welch invited members of Sigma Tau delta to lead the Workshop for her Continued on Page 5 4 Continuedfroi UHI studen of Logan, aspects of invitation Tau Deltatheir pass Dr. Ham Delta. mid-Apr Senior Cap; ° We wouli scheduli in the j �Issue 2 The Inkwell Volume 1 Studerib lervice/: 0) tudies tions astern ance ad apers and access. rhe aid be ms, le ;New )r. ;, at 1/ als nd UJii^e/ c^d oq,tf|e Uteb By: Catherine Gallagher Wilkes University recently decided to make student life a bit easier. The Registrar, cashier, and recorder are now all in one place. Instead of walking all over campus and trying to get all that paperwork in order, students may now go to The One Stoo Shop. While Margaret Zellner and Diane Milano encourage students to take advantage of the Student Services office, they also suggest that students acquaint themselves with the Registrar online. Milano was kind enough to sit down and discuss some links that the online Student Services has to offer. One link that she particularly advocates is the Today at Wilkes page. Students need to check their Today at Wilkes like they check their Myspace," Milano curd. said, Today at Wilkes offers information on everything from tax information to campus events. This link can be accessed by first going to www.wilkes.edu and then clicking on the Current Students link. Aside from the advantages of Today at Wilkes, Student Services also offers online links to: o writing Issue 2 Student Enrollment & Registration Degree and Enrollment Verifications Assignment of Classroom Space Posting of Grade Reports Posting of Dean's List Historical Information about Wilkes Calendars and Schedules Maintenance of Academic Transcripts The best way to learn about all the online services Wilkes has to offer is to simply go to www.wilkes.edu and browse around.. The Wilkes web page has many links to sites such as Clearing House, Praxis, student health insurance, alumni services, name change online, tax information, FAFSA on the web, and much more. Also, the receptionists at Student Services are always more than willing to help Wilkes students with any questions. For additional information about Student Services, check out: o Registrar information at http://www.wilkes.edu/pages/588.asp o Student Services at 84 West South Street, Wilkes-Barre, PA 18766 O 1-800-WILKES-U o Operations Manager Margaret Zellner at 408-4402 Continuedfrom Page 4 ys at ing Tau Page 5 □HI students when she was awarded a Language Arts Grant by Creative Communications, Inc. of Logan, UT. Sigma Tau Delta members will work with Mrs. Welch's students on various aspects of the writing process, as they create their own poems and short stories. The invitation to participate in this workshop is a great honor for Wilkes's chapter of Sigma Tau Delta—and a great opportunity for members to share their time, their talents, and their passion for literature with the community. Dr Hamill will soon be contacting students eligible for membership in Sigma Tau will be sometime in More information on the 2007 induction ceremony (which ( Delta. mid-April) is forthcoming. Senior Capstones News: We would like to remind all students that senior capstone presentations^will be The specific dates and times will be published scheduled at the end of the semester, in the next issue. �The Inkwell Volume 1 "Coqqecbiqg Issue 2 The UUribiqg Uteryir : Jeqior Jpoblighp o^fllarictfv? Ferraqbiqp By Kacy Muir Many students hope to have a passionate and inspirational teacher. That teacher, with the utmost intellect, can make learning fun. Mariane Ferrantino, a senior English major and Secondary Education minor, spoke about her dreams of becoming that awe-inspiring teacher who is devoted to making her passion of education a lesson to all of her students. In Tobyhanna, PA, her parents, John and Grace Ferrantino could not have raised a more positive and caring person. When asked to speak about teaching and its importance in her life, Ferrantino couldn't help but smile. Currently, she is student teaching at Crestwood High School. She is busy these days, as she writes lesson plans while trying to manage both her academic and J social life. Ferrantino, who was once a Musical Theater major before transferring to Wilkes, stays true to her theatrical beginnings. As a participant in February's The Vagina Monologues, Ferrantino believes taking notice of the struggles of all women is important. Although she did not have the ability to double major in English and Musical Theater, she never stopped loving the stage, which is why she hopes to become involved in and give back to the drama program at the school where she will be teaching. At Wilkes she has become accustomed to Kirby Hall and all of the people who make it such a wonderful little community. "Kirby Hall has a history behind it. I'm sure there are some fantastic urban legends," says Ferrantino, who along with her fellow Sigma Tau Delta members, helped decorate the hall for Haunted Wilkes last fall. It has proved to be the fondest memory yet for Ferrantino, who will miss all of the friends and faculty she has met here. Ferrantino is also involved in many extra-curricular activities, but one will continue to stand out even after she graduates: the Kick Me campaign that stems from a presentation for Dr. Hebert-Leiter's Contemporary Drama course last fall. "It focused on the representation of AIDS in the media as it connected with Tony Kushner's play Angels in America. As I was doing research I stumbled across YouthAids.org and the Kick Me campaign. [It] basically asked for young people to become activists by forming teams and raising money. People would sponsor members from the team to wear a 'kick me' sign declaring facts about HIV and AIDS among the youth population. It was a great experience organizing it," says Ferrantino who hopes someone will carry the torch. She professed that Dr. Cardoni, who we can't help but call "Mama" Cardoni, has been most influential during her time at Wilkes. "Dr. Cardoni gave us the opportunity to dive into works of literature of our cultural heritage," she said, speaking of American Literature II. Ferrantino adds that Dr. Cardoni has always been open to talking with her and has a great interest in all of her students. Although, without as much as a pause, she explains that all of the English professors have made an impact on her life. In her spare time, Ferrantino writes poetry and short stories, She tries to write in her journal daily. "Writing should be a very big part of everyone's education. I think that a lot of people have forgotten what it's like to write with a pen and paper," says Ferrantino, who is a firm believer in the written word. One day someone may commend Ferrantino for her teaching, ;and this is one aspect of her lessons that she is most grateful for: seeing the final product. At the end of this semester Ferrantino will graduate and have the certification to teach middle school through high school. She will place her blue and gold tassels in safe-keeping, her honor cords in a box, and remember the biggest lesson of all: the hard work is worth the effort if one student can leave class taking Ferrantino's lessons both about life and literature — a with them. ^4, Gue/t Hubt\pr . ■ ,Unive54t,y.°£Mafyland ?rOfeSSOr Dave Wyatt, author of nine books and a number of articles, will be the focus of several‘ events events on on Thursday, March 22. He will discuss non­ fiction writing and his latest book, And the War CameAn Accidental Memoir Wisconsin Press 2004). Wyatt's memoir deals with the’events of September 11'(University of , 2001. He will the writing process in Dr. I' ’ -- ---a students in the Kirby Finally, he will hold a public reading at 7pm in the Kirby sllon 4°m Pm ' Pm‘ in the Kirby anuy Salon. baron. Please plan to attend. “ E4sv01 aiaaa at r 6 By: Whe que Hal wit bas lit of wit for not ori coir Rai nov bee rea aro The stu we' bee Wil to is nat �Issue 2 The Inkwell Volume 1 Larry Kuhar lai By: I r that Where English majors and minors ask the questions, and Dr. Kuhar provides the answers. io 1. tn it is she and igs. of e he ill I j What is one of your favorite quotes from a book, literary piece, or song? "A screaming comes across the sky. It has happened before, but there is nothing to compare it to now. It is too late." These words open Thomas Pynchon's Gravity's Rainbow. The "screaming" is the supersonic blast of the German-built V-2 weapon. In the novel, this sound occurs after the V-2 has exploded on its target. I like these lines because of the playful reversal of cause and effect. This idea informs a problem with reading for the plot; that is, we should be careful as readers when we shape importance around every detail in a story. It also tells us something important about ourselves: The importance of our experiences, education, and relationships with professors, students, and friends is often available only well after our time shared together when we're able to shape stories around the experiences and people that help shape who we have become. a met inue on tai. oney. t HIV n Does being a professor of English lead you to have superpowers? Funny question to ask because I've researched this question for nearly 20 years at Wilkes and feel awkwardly authorized to share my findings: Unfortunately, I'm compelled to report that being an English professor does not produce superpowers; however, all hope is not lost. I saw recently that superpower can be purchased for roughly 20% more than natural powers cost. Moreover, who would want to be a "superpower" now? 3. a ature a is her sster 5OX, can aof ill 3 at What is your favorite aspect of working in Kirby Hall? My favorite aspect of working in Kirby I;. Hall is the people-students, faculty, and staffwith whom I share these halls on a day-to-day basis. We focus on setting when we study literature but sometimes overlook the importance . of place in our lives. Kirby Hall will stay ■Z.j: with us as a prominent part of the stories we The story of Kirby Hall is form together here. not the story of the building's fascinating origins and incredible history; it's the story of the people in it. ' 2. are in shat Dr. Issue 2 I 1 Tuesday Morning By: Stefanie McHugh ^err|erqber... Any English majors or minors with questions for the department chair, Dr. Kuhar, can send in their questions to The Inkwell, care of Dr. Farrell or Dr. HebertLeiter. Tuesday morning Snuck up from behind Came in with the sun rays, Peeking through the blinds My hand reached, Tried so hard to find Just a piece of Monday night In my mind �Issue 2 Volume 1 The Inkwell The Inkwell Continued fr< CelebrGbiqg V-D®y at UJill$er By: Catherine Gallagher February 16, 2007, kicked off a two-day presentation of Eve Ensler's The Vagina Monologues at Wilkes University. Co-coordinators Lauren Carey and Nicole Leader did an excellent job of organizing the event. The performances, overseen by faculty advisor Dr. Mischelle Anthony, were held in the Henry Student Center Ballroom. Aside from watching the monologues, students were able to purchase lollipops and The Comic Book Club also showed their support by .1. t-shirts. selling homemade cookies, while the WISEUP club sold soda. The Commuter Council also had a table. Carey and Leader made this year's performance a T-: _ holistic I ■ one by opening the two-hour presentation with Ten which Things Men can do to Prevent Gender Violence, w..-— was. ! ' ' ism,., . Iread^by some of Wilkes's male population, including student, IDrs. Thomas Hamill and Chad Stanley, and personnel from I_ Wilkes's Public Safety. '’, Lauren Carey, Monologue performers included: Raychil Arndt, Amanda Baronowski, Mariane Ferrantino, Shelley Hydock, Nicole Shannon Curtin, Sarah Doman, Gerry DuBoice, L —-------Swatho, Leader, Dana Manning, Kristen Potsko, Kimberly Kj.uiucj.j__y Sarosky, ucu-uu,^, Erica ----- Tory — j Tomassetti, _ . and Valerie Martinez. Shelley Hydock was named most valuable performer (MVP) and will shadow Carey and Leader next year before taking over directorial duties in the future. Dr. Chad Stanley and Shannon Curtin were presented with Vagina Warrior awards for their support of Women's studies on campus. Curtin was additionally recognized for her organization of WISEUP, the only women's studies club on campus. Additionally, Curtin served as one of this year's readers. She, along with her fellow castmates, delivered the monologues in a way The which made the audience both laugh and cry. whole experience was very moving. Thanks to Wilkes's Student Government, Wilkes students were able to attend this event free of charge. Non-students paid $10.00 to attend. Additionally, audience members had the opportunity to purchase t-shirts designed by Baronowski and Tomassetti for $10.00 each. All the proceeds from this event were sent to charity in an effort to prevent violence against women. According to Carey, 10% of the proceeds went directly to the V-Day Foundation. The rest °f the proceeds was split between the Victim's Resource Center, Domestic Violence Service Center,, NEPA Women's Health Alliance, and Planned Parenthood. I; To make contributions to The Inkwell, please contact: Dr. Marcia Farrell (marcia.farrell@wilkes.edu) or Dr. Mana Hebert-Leiter (maria.hebertleiter@wilkes.edu) for details. wording of th translating t for those cha compiler/read imagine as th I argue sense that ea the 21st cent meaning on th enjoined to a and reflectio poem offers e with readersprivate, cloi perhaps only What do you L The ans multiple read meanings. On the challenge early modern : worked in the: What's next f< I want teaching myse( branch out in1 What are a fei Of cour Tolkien's tril recently, I rc Milton's Parac like Billy Col If you could : ask them? Shakespi know all about A good number what kind of e field? Have as many different your fellow st be surrounded teach, remembe level, know th What do you fe That woi while I was it Writing Across Center, and wh computer hard Center evolved and mentored e expert directi wide concern, such a big dif �Issue 2 The Inkwell Volume 1 Issue 2 Continued from page 1 wording of the poem, sometimes significantly: leaving out lines, adding extra stanzas, or translating the poem into a different language. In the essay, I explore the potential reasons for those changes. I am particularly interested in questions like: How did early modern compiler/readers conceptualize the copying they did? What audience response, if any, did they imagine as they composed? How did early modern readers "use" poetry? I argue that the various transcriptions of this poem lend weight to the new scholarly sense that early modern readers thought of the act r ' of reading very differently than we do in the 21st century. They believed they should be "active readers" and as such could make meaning on their own own.. Not only was it acceptable to change a text, but also readers were enjoined to.add bits of prose and verse to their "paper books" for later use in conversation and reflection. Since "Jack on Both Sides" is both equivocal and playful, I suggest that the poem offers each compiler a performance opportunity. If this manuscript verse is in communion with readers--and I believe it is — then it has the power to engage with them, in particular private, cloistered, spaces. "Jacke" is inviting his audience into a liminal, "no-space," perhaps only possible in the chirographic (part oral, part aural, part written) medium. ation rsity. ices, ire held :hing iops and 'ort by­ soda . What do you love about early British literature? The answer to that comes in two parts: I love it for its complexity. Each text rewards muI-tiple readings, and like an onion, can be peeled apart to reveal more and more hidden meanings. On the other hand, meaning resides in the mind of the reader not in the text, so the challenge that these older pieces present is in understanding what was in the mind of an early modern reader. I love reading history, and the clear understanding of how these texts worked in their historical time is essential to understanding them as literature. h "Ten was :udent, Dm rey, iicole setti, i will iture. What's next for I want to teaching myself branch out into i - ■ ■ . nt the ce ed you, either with your research or your academic career in general? continue to study early modern manuscripts, I've spent the last four years the fundamentals of manuscript study, Now I want to use those skills to areas I've not yet explored. What are a few of your all time favorite works (poetry or prose)/authors? Of course it won't surprise you to know that I love Shakespeare. But I also love Tolkien's trilogy, The Lord of the Rings. I love reading science fiction and fantasy. Most recently, I read Philip Pullman's series His Dark Materials and loved it. Influenced by Milton's Paradise Lost, it is fantasy for adult readers. I also love modern poetry, writers like Billy Collins, Donald Hall, and Adrienne Rich. If you could interview any author from any time period who would it be, and what would you ask them? I'd ask him who the dark lady of the sonnets is, and then I'd want to Shakespeare. know all about his life, and then I'd say to him, "About Pericles, what were you thinking?" A good number of English majors want to teach, either at the high school or college level; what kind of advice would you offer these individuals, knowing what you do know about the field? Have as many different experiences as you can while you're an undergraduate. Read as many different kinds of books, in as many different periods, as you possibly can. Talk to your fellow students about what you read; never again will you have so willing an audience or be surrounded by so many people who are as excited about books as you are. If you plan to teach, remember how your good teachers helped you learn, If you plan to teach at the college level, know that you will need to commit to obtaining a Ph.D. Above all, enjoy the journey. What do you feel is your biggest accomplishment thus far in your career? That would have to be two things, which are related: my vision for the Writing. Center while I was its Director and my role in getting the faculty and administration to think about Writing Across the Curriculum. I began my career at Wilkes as the Director of the Writing Center, and when I arrived, my predecessor had thrown out all the files and erased the computer hard drives, so I had to start from scratch. In the years that followed, the Writing Center evolved into a place where students and faculty collaborated on writing and researc and mentored each other. That energetic and stimulating environment continues under the expert direction of Dr. Chad Stanley, and Writing Across the Curriculum is now a. universitywide concern. I am very proud that the seeds I planted have grown into programsi that make such a big difference in students' lives. 9 �Volume 1 The Inkwell 0^ o Kuhar’s Corner • • • New faculty game Capstone information Senior Spotlight Issue 2 HHMS8KHS36SHSHK - - sSE_ Ja~-- : (njcife kiWooo o o o Review of David Wyatt’s visit Unveiling of Essay Contest title Information on 300-level Fall courses Answers to Teacher’s Pet —- ~ Description A) Dr. Stanley: "Between the four of us, two feline and two canine, we have political, literal, and cultural connections." B) Dr. Hebert-Leiter: "We are a Frenchie and a Bullmastiff; mom says we snore loudly and are odoriferous... whatever that means." T/r/Q/.t P€T . Directions: Match the staff/faculty member''s name with the name of his/her pet(s) in the fishbowl below. Answers will appear in the next issue of The Inkwell. C) Deb Archavage: "I like to play with a piece of my ball." D) Dr. Farrell: "I'm a pink and white fish; I have my own sunken ship, and grandma calls me 'Lardy'" E) Dr. Cardoni: "I am a 'Tuxedo' cat from a litter that Brian Dewey's cat had." F) Dr. Weliver: "My favorite food is tuna, and I would love to meet Abelard." SOX NOVA CHARLOTTE NEWT JOLIE G) Dr. Hamill: "I am constantly confronted with the gravitational burdens of my own centrality." H) Dr. Kuhar: "One of us has a PHD in 'Human Training,' and the other is 'a wonderful addition' to our owner's 'story.' Our names both start with the same letter." 10 �� 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Spring 2007 (Volume 1, Issue 2) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Spring 2007 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/9a1dd501681d86ba43c1e2e82d695ff2.pdf 5a0274d595ab940c2a7cf42637bc2a42 PDF Text Text Fall 2007 Volume 2 Optiqg Por Qccessibiliby In This Issue: • Club Updates By Amy Kaspriskie 2 Faculty Blurbs 2 Senior Spotlight 3 • Secondary Education Requirements 4 • Poetry in Transit 4 Kuhar’s Corner 5 • Issue 1 The Kirby Canon 5 The History of Kirby Hall 6 Writing Center Hours 6 Faculty Contact 7 Listing Writers at Work 7 Humanities Division Picnic Photos 7 Faculty Crossword Puzzle 8 Kirby Hall was recently renovated by Wilkes University and converted into classrooms and offices. One facet that failed to be converted or created was the construction of handicap accessibility within the hall. Paul Kaspriskie, Wilkes University Manager of Capital Projects, explains that if handicap accessibility would be constructed to gain entrance to the first floor it would be “by means of a concrete ramp with railings meeting ADA (Americans with Disabilities Act) Requirements.” The ADA states that when constructing a ramp, every 30 feet must have a six foot flat rest area. Photo Courtesy of Stefanie McHugh The total length of the entire ramP would then be approximately 80 feet. Installation of a ramp would cost about $100,000 to provide access to the first floor of the building. Since Kirby Hall is a historical building, the historical and structural integrity of the building must be maintained if assembling an elevator on the interior, which would make the project a difficult one. As a solution to the problem, an elevator shaft would need to be constructed on the exterior of the building, which would inflate the cost. In order for change to take place, the project would have to be proposed and approved by the Wilkes University Board of Directors. Upon the director’s approval, a site would be selected, and tire project set into motion by a structural engineer and architect. The choice of elevator type would be an important part of the construction process. A hydraulic elevator’s construction consists of an elevator pit which contains> a hydraulic piston that pushes the car to each floor level. When the piston fully extends, it will propel the car to the top of the building and lower the car when it is retracted. The construction of the elevator includes less maintenance because it does not include pulley systems and cables. The problem that would occur with this type of elevator has to do with the land beneath Kirby. “We wouldn’t be able to use that type of elevator because of the fact that we have tried it at the Student Union Building as well as Breiseth Hall and it seems like the area between Breiseth and Kirby is rich with methane,” stated Kaspriskie. Methane gas tends to collect in the elevator pit, so an air evacuation system would be necessary to extract the gas and change the air in the pit. The system is necessary to prevent an explosion that could be ignited by the mechanics of the elevator. An evacuation system was installed in the Breiseth Hall elevator to solve the problem, which is caused by the close proximity of coal seams beneath the building. Continued on Page 6 1 �The Inkwell Volume 2 Issue 1 Club Update/: The Inkwell Jenior /potligf • Contact The Inkwell online at inkwell@wilkes.edu. • On Friday, October 5, 2007, Sigma Tau Delta held a marathon reading to raise awareness as part of the activities for Banned Books Week. • The Comic Book Club compiled an anthology last spring and hopes to make another one this semester. The Comic Book Club welcomes new members. Contact wilkescomicclub@gmail.com for more information. • Study Abroad in Spain for a month in Summer 2008 for $3595. Two-week and six-week programs are also available. Month-long summer programs are offered in Rome or Florence, Italy. Programs include liberal arts classes taught in the English language. For more information, contact Dr. Paola Bianco, the Study Abroad Coordinator, at 408-4519. Watch for the Study Abroad Information Session to take place in late October. • The Student Political Action Forum plans to host events such as a documentary film series, a voter registration drive, and the third annual SPAFapalooza in the upcoming months. The Student PoEtical Action Forum meets weekly, Tuesdays at 11:00am in Breiseth 109. • The Manuscript Society is hosting a Halloween Poetry Reading on Tuesday, October 30, 2007, at 7:00pm the Kirby Salon. All are encouraged to come in costume. • On Tuesday, October 3, 2007, Wilkes in the World was granted club status by Student Government. EngEsh major Elizabeth Clark is the club’s president. The club will focus on global humanitarian efforts. The month of October is dedicated to environmentaEsm, and November through December wiU focus on World AIDS Day. Anyone interested should contact Elizabeth Clark (elizabeth.clark@wilkes.edu) or Dr. Marcia Farrell (marcia.farrell@wilkes.edu). One afternoor senior Angelina Teutor What made you deck When I was in some psychology and h English. I chose Wilkes English Department se Who is your favorite s I don’t reaUy h now, I’d say Chaucer. I entertained people in ft to see how humor in Et thought was funny bad What was the book th Ever since I wa books, I knew I was inti What are your other p I am pursuing a societies throughout the What are you planning I’m looking intc with students. I like to h want to do yet. Faculty Blurb/: • Wilkes University’s “Teaching of English” instructor, Professor Thomas Jones, is acting as an adjudicator for the English Journal, which is The National Council of Teachers of English publication for secondary English teachers. As an adjudicator, Jones reviews articles for the pubhcation in his area of expertise and helps the editor decide which articles to pubksh. The articles are evaluated according to quaEty, interest, appeal, and research value. • Dr. Maria Hebert-Leiter will be presenting her paper “That’s Entertainment: Contemporary Hollywood Images of Louisiana,” for the South in Film Panel at the South Atlantic Modern Language Association Conference in Atlanta, Georgia., which will be held from November 9-11, 2007. • Dr. Thomas Hamill is working on a multitude of scholarly projects this semester. Most recently, he is reviewing Jeffery HiU’s Sports and the Literary Imagination: Essays in history, literature, and sport for The Journal of British Studies. HamiH is also currently revising two of his essays. The first centers on the intersections of swimming and print technologies in early modern England; his other essay investigates the inter-relationships between ecology, violence, and chivalric ideology in Chaucer's The Knight's Tale. HamiU plans to submit both for pubhcation in medieval and early modern studies journals In addition to writing a review of Jeffery HiU’s book, as web as revising his own work for pubhcation, he also advised Sigma Tau Delta’s Banned Books Week reading. 2 �Issue 1 The Inkwell Volume 2 Issue 1 /eqior Jpobligl\b: Qngeliqp Teuboqko By Elizabeth Clark ie activities One afternoon in the Writing Center, I conducted an interview with senior Angelina Teutonico. r. The lion. also :al arts iad :r. gistration i meets What made you decide to be an English major? When I was in high school, I took a lot of English electives. I also took some psychology and history courses, but I seemed to really gravitate towards English. I chose Wilkes University because of its location and because the English Department seemed to be very close-knit, like a family. Who is your favorite author? I don t really have one for all time, but if I’d have to pick one for right now, I d say Chaucer. I like how the Canterbuy Tales pertained to what entertained people in that society. The tales are still funny today; it is enjoyable to see how humor in literature is universal. It’s nice to know that what people thought was funny back in the Middle Ages is still funny in the present. Photo Courtesy of Angelina Teutonico pm the tiglish major October is one What was the book that made you fall in love with literature? Ever since I was a child, I’ve been interested in literature. From reading picture books at a young age, like Dr. Seuss’ books, I knew I was interested in English. What are your other passions besides English? I am pursuing a minor in Women’s Studies, so I am interested in studying the roles of women in other cultures and societies throughout the world. I am also interested in humor on TV and in movies. What are you planning on doing after you graduate? I’m looking into graduate school programs. From working in the Writing Center, I’ve discovered that I like working with students. I like to help them improve their writing skills. I am still looking around, diough. I don’t exacdy know what I want to do yet. or the lers. As an h articles to The Inkwell Staff rages of tlanta, Faculty Advisors: Dr. Marcia Farrell & Dr. Maria Hebert-Leiter Managing Editors: Melissa Bugdal & Lauren Carey wing Jeffety I is also 5 in early deology in journals, advised Copy Editors: Ginny Hults & Kacy Muir Junior Copy Editors: Mary Beth Mostyn and Jessica Foster Layout and Design Editor: Stefanie McHugh Layout Team: Elizabeth Clark, Geoff Forman, & Jessica Mahoney 007, where is van der Staff Writers: Sam Chiarelli, Catherine Gallagher, Amy Kaspriskie, Matt Kogoy, & Dana Zlotucha Faculty Contributor: Dr. Larry Kuhar �Issue 1 Volume 2 The Inkwell fnpjor Requirerqeqb/ Por Secondary Cducobioq CerbiPica q The Inkwell ^ul\or7 Corn Compiled by Elizabeth Clark Major: English Minor: Education 1. 2. Field Experience Placement Form (which can be received must be submkted to the ±Jd dXOf£e. You must also apply for the Teacher Edueadou 3. 4. 5. Program while taking ED 190. SX s‘h°°k special-methods course). You - need to update your Child-Abuse and Criminal Record background checks. Complete ED 390 with Student Teaching. In order to qualify for a teaching certificate, English Majors must: 1. Earn a BA in English, with a GPA of 3.0 or higher. 2. Complete the Secondary Education requirements listed above. 3. Pass the Praxis I Exam (basic academic skills test) and the Praxis II Exam (testing knowledge in your field). Poetry iq Traq/ib By Jessica Mahoney In July 2007, the Luzerne County Transportation Authority received a face lift to their transportation systems. Short poems widi photographs mounted on placards replaced empty advertising spaces on local public busses. Dr. Mischelle Anthony, enjoyed the Poems of the Underground Program in London and wanted to bring the idea home. Anthony stated, “I saw McDonald’s ads and all this blank space above the seats on the bus every morning. I also heard people talking about the ads. They were paying attention to what was up there. I thought how great it would be to have people talking about photo Court of Mark Go|aSzewski poetry instead of McDonald’s.” With the help of Mark Golaszewski, Assistant Director of Creative Services; Christine Seitzinger, Director of Marketing/Communications; the LCTA, especially Executive Director Stan Strellish; and Jim Gattuso of Lamar Advertising, the Poetry in Transit program is underway. Each person is dedicated to the cause, volunteering his/her time, equipment, and expertise towards the project. Every so often, Anthony will drive to work, but she is an avid rider of the 7:25am bus. When asked why take the bus if she has a car, Anthony responded, “I see people on the bus that I don’t see anywhere else and it’s good to get out of the Wilkes bubble.. .Pm always Dr. Anthony, the teacher. On the bus, I’m just another commuter. Riding the bus reminds me of who I am in the world, how complex life is, and how vibrant and diverse our community is.” Anthony is always looking for ways to connect with the community outside of Wilkes “I am a big behever in everyone being a part of each other, and the more positive, contemplative energy I can bring to the world, the better,” she said. . common ^°und in poetry helps bring people together. The placards consist of short texts that everyone can «„ see sImeXX“ XmeX “X X”8'™ the artistic piece of the Wilkes-Barre comnSnity.” g d A"‘h°^ Al’th°"y X If have “Wned and becomes an integral part .heX^XXtxSs0:XXXXr ™nd A “™s °f 12 pl,“* tate throughout the 38 buses of the LCTA. What is your favori Over the yea activity in Kirby Hall Americans believe in the darkened hours, these apparitions are ghosts rising to Dr. S that informs our sen consider, as Oedipa recognizing patterns How do you prepa New acaden students and colleag’ “power packs.” Lik< requires us to prepar for teaching, identify faculty and program aspects of our cultur new academic year is stories. If you were strandc A few years However, times hav rocket replica (for at from my son and da You seem to be wi Well, let’s se mention to Presence ( important rock n’ rc The Hobbit? Finally, song if “Stairway Tc Ttye tjirby G During the essays written in Eng categories: English 1 Kirby Cannon, which ’ fairness. The papers outstanding. Shanno to the winners: Mich Doman (300-level). �Issue 1 The Inkwell Volume 2 Issue 1 Huhpr'/ Corner By Dr. Larry Kuhar ’A, a completed a current Child:d to tire Education 1 need to I 1 How do you prepare for a new academic school year? New academic years shape our arrivals. We restart our stories with our students and colleagues, re-engage research projects, and renew our mental “power packs.” Like our English majors and minors, our work in academics Photo Courtesy of Stefanie McHugh requires us to prepare at the academic and administrative levels. At the academic level, my preparation involves reading for teaching, identifying new texts to teach, and reviewing related research. I’m also focused on the work of serving faculty and program needs, including assessing course offerings, registering new and transfer students, and sharing aspects of our culture and values with adjuncts, new hires, and students. The most rewarding part of preparing for a new academic year is talking with returning and new students and faculty and the sharing of our return and arrival stories. d). K | If you were stranded on a desert island, what three things would you bring? A few years back I would have responded with the obvious: duct tape, dental floss, and a harmonica. However, times have changed. Today’s three essentials include duct tape (still the most important), a model-sized V-2 rocket replica (for an imagined departure), and a cell phone/camera/computer/MP3 all-in-one gadget (this I’ve learned from my son and daughters). □ wski A, especially irway. Each What is your favorite Kirby Hall ghost/haunting story? Over the years we have heard stories about ghosts and paranormal activity in Kirby Hall, and it’s been reported that approximately 32% of Americans believe in ghosts. Well, for those of us who spend time in Kirby in the darkened hours, we know that Kirby’s ghosts are alive and well. Whether these apparitions are long-lost Kirby children or the locked-away basement ghosts rising to Dr. Starner’s office, these ghosts maintain a Kirby presence that informs our sense for why folklore matters while also moving us to consider, as Oedipa Maas perceives in The Crying ofLot 49, the importance of recognizing patterns in random perceptions. I You seem to be wise, quite wise. What are your thoughts on Led Zeppelin? Well, let’s see. My favorite Led Zeppelin album is the mostly-acoustic Led Zeppelin III (1970), with honorable mention to Presence (1976) and Physical Graffiti (1975). We can place John Bonham as one of the most innovative and important rock n’ roll drummers of all time. Where else (except for Pete Townshend’s lyrics) can we find references to The Hobbit? Finally, what would most (if not all) high school classes from 1971-2000 have selected as their senior class song if “Stairway To Heaven” was not recorded? iy take the bus rt out of the :eminds me of lever in letter,” she t everyone can lude his own ny stated, “I ntegral part o 12 placards The hjrby Caqqoq By Mary Beth Mostyn During the 2006-2007 academic year, Drs. Chad Stanley and Marcia Farrell created an arena to showcase the best essays written in English courses. The contest, originally consisting of English 101 essays, grew to include four more categories- English 120 201 200-level, and 300-level courses. The winning essays will be collected into an anthology, The Kirby Cannon which will be copied, bound, and used as a teaching tool. The selection process was extensive in order to ensure fairness. The papers were first divided in half, and Stanley and Farrell each nominated the essays they believed to be outstanding Shannon Curtin, a 2007 graduate, donated time during the summer to make the final selections. Congratulations to the winners: Michelle Junker (101), Naseem Mian (120), Henry Hunsinger (201), Stefame McHugh (200-level), and Sarah Doman (300-level). 5 �The Inkwell Volume 2 The Inkwell Issue 1 €oglizh.F Tt\e Ki/bory oP l\irby Hall By Kacy Muir & Sam Chiarelli Since Kirby Hall was first constructed, only one murder has occurred within its walls. The most significant story, however, is that the hall has been home to more influential families than any other residence on South River Street. History plays an important role in a home that is 134 years old. Many stories about Kirby Hall have started with, “It was a dark and rainy night,” but after speaking with Wilkes University historian Dr. Cox, some stories retain their intrigue. Kirby is an old house, and the noise of an old house inspires stories. As Dr. Cox insists, “with open chimneys, the wind plays them like organ pipes,” and that noise, eerie as it might seem, is just the house photo Co Qf Me|jssa Bugda| breathing. Though Kirby Hall was first designed in 1873 by architect Frederick Clarke Whithers for the Thurlow family. Stephen Thurlow was a coal dealer by trade, originally from Massachusetts. Upon coming to Wilkes-Barre, his family moved into the mansion that would become a transitional home for various residents. By 1880, Frank Lee bought the home, but once again, only stayed a short time. Together, the Thurlows and the Lees resided in the mansion for a total of thirteen years. In 1886, Rueben Flick, Sr. bought the mansion and lived there for nineteen years until it was sold to F.M. Kirby in 1905. When the Kirby family came along, the house finally became a permanent residence; and from 1905 until 1940, the mansion belonged to the Kirby family. Since the Kirbys’ time, many rumors have surfaced. Those who have had die pleasure of being in office 205 may have wondered why metal bars are located outside the window. Climbing from the roof into the window would be easy. During the time from 1873 up until the Kirby family moved in, Irish and Welsh servants lived within those quarters. The window bars were either meant to stop burglars or romantic rendezvous between the servants. Through the 66 years during which Wilkes has owned Kirby Flail, the stories of the past remain. To make contributions to The Inkwell, please contact inkwell@wilkes.edu for details. To join The Inkwell staff, contact Dr. Maria Hebert-Leiter (maria.hebert-leiter@wilkes.edu) or Dr. Marcia Farrell (marcia.farrell@wilkes.edu). Continued from Page 1 The proper elevator would be a standard cable elevator or a cable and hydraulic combination to subset die cost of the methane evacuation system. The elevator’s exterior, as well as the car itself, would have to be modified to meet the historical authenticity of the building. A decision would need to be made on the cosmetics of the interior walls being laminate, stainless steel, or wood. As for the outward appearance of the extension, Kaspriskie explains, “Kirby Flail, I believe, is covered with limestone, and Wilkes might opt to try and match that the best they can, which would be very costly.” Considering the limitations and obstacles, the cost of malting Kirby Flail completely handicap accessible would be at a cost in excess of $1,000,000. Debra Archava Mischelle Anth Marcia Farrell Benjamin Fiest Jack Grier Thomas Hamil Patricia Heama Robert Heamai Maria Hebert-L Thomas Jones Walter Karpinic Kathleen Kemi Bernie Kovacs Lawrence Kuht Marr Lampmar Marcie Riebe Chad Stanley Janet Stamer John Wills Jill Yurko UJriber/ at I Dr. Larry specific informatio: from professionals of career-related to provide informatio More information 1 Hun\aqitie/ I On Monday, Octol ■ Wribiqg Ceqber Hour/ Fall 2007 Monday: Tuesday: Wednesday: Thursday: Friday: 8:00am-l0:00am, ll:00am-6:00pm 9:00am-6:00pm 8:00am-12:00pm, l:00pm-6:00pm 9:00am-6:00pm 8:00am-9:00am, ll:00am-6:00pm To make an appointment call 408-2753, or stop by Breiseth 018. Plan for your consultation to last approximately an hour, but please inform the Peer Consultant you are working with if your project will take longer to discuss. Remember to bring a hard copy of your project with you to the session. �Issue 1 The Inkwell Volume 2 Issue 1 €qglirfi Faculty OPPice PF|pqe Qyrqber/ al Iv moved e, but :een irby in 0, the Debra Archavage (Admin. Assistant) Mischelle Anthony Marcia Farrell Benjamin Fiester Jack Grier Thomas Hamill Patricia Heaman Robert Heaman Maria Hebert-Leiter Thomas Jones Walter Karpinich Kathleen Kemmerer Bernie Kovacs Lawrence Kuhar (Division Chair) Mary Lampman Marcie Riebe Chad Stanley Janet Starner John Wills Jill Yurko Kirby 202 Kirby 302 Kirby 301 Bedford 32 Kirby 309 Kirby 303 Kirby 204 Kirby 309 Kirby 206 (Kirby Mailbiiox Bedford 33 Kirby 206 Kirby 205 Kirby 204 Kirby 201 Passan 211 Kirby 209 Kirby 308 Kirby 204 Kirby 106 408-4530 408-4529 408-4528 408-4531 408-4538 408-4539 408-4167 408-3433 408-4549 only) 408-4524 408-4548 408-4525 408-4172 408-4532 408-4106 408-4514 408-4536 408-4535 * 408-4517 debra.archavage@wilkes.edu thomas.hamill@wilkes.edu marcia. farrell@wilkes.edu benjamin.fiester@wilkes.edu jbartholomay.grier@wilkes.edu mischelle.anthony@wilkes.edu patricia.heaman@wilkes.edu robert.heaman@wilkes.edu maria.heberdeiter@wilkes.edu thomas.jones@wilkes.edu waiter .karpinich@wilkes. edu kathleen.kemmerer@wilkes.edu bernard.kovacs@wilkes.edu lawrence.kuhar@wilkes.edu mary.lampman @wilkes. edu marcie.riebe@wilkes.edu chad.stanley@wilkes.edu jill.yurko 1 @wilkes. edu john.wills@wilkes.edu janet.starner@wilkes.edu * Email Preferred; all staff is avail­ able through email. 2 mar arters. Writer/ ob WorS^ By Matt Kogoy ntact Dr. Larry Kuhar is planning his third Annual Writers at Work seminar. At press time, Kuhar was unable to release specific information pertaining to the program. The event will include the opportunity for students to hear career stories from professionals in various fields, to learn about professional communication practice, and to ask questions about an array of career-related topics such as leadership, culture, organization, and diversity. The goal of the Writers at Work seminar is to provide information for those on the growing writing track as well as any others who will encounter writing in the workplace. More information will appear in future issues. 3St of of the ood. HufHQqitie/ Divi/ioq. Picqic On Monday, October 1, 2007, the Humanities Division held their Fall Picnic on die Kirby Lawn. Id be at n ire iscuss. ith Continued on Page 8 7 �The Inkwell Issue 1 Volume 2 Continued from Page 7 1 L. - * ■tqe t ■■ All Picnic Photos Courtesy Dr. Marcia Farrell . MiMW_______________ Faculty Cro/zuiord Puzzle By Lauren Carey Clues correspond with die last name of a member of the Wilkes English Department. Down 1. The New International Student Advisor 2. Hidden Office 3. The First Folio 4. 200 Florida Election Focus 5. Severed Foot 6. Compost Across 1. Drama Queen 2. Co-POCO 3. Morgan 4. Belated (and Apologetic) 5. He Who Paddles 1 2 3 1 2 4 5 6 3 4 8 � 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Fall 2007 (Volume 2, Issue 1) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Fall 2007 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/bdf84f11ba44aa648550a63eb5221526.pdf 1b373951b5a4d48c1c531da77d4f3482 PDF Text Text Volume 2 Issue 2 Winter 2007 Writiqg iiqeqbor Proororri By Jessica Mahoney In This Issue: • Faculty Updates 2 Club Updates 2 Vagina Monologues 2 Spring 2008 Course Listings 3 The Inkwell Online 3 Internship Fair 3 Kuhar’s Corner 4 Graduate Studies 4 Discussion Group Faculty Hiring Process 5 The Kirby Canon 5 Dr. Michael Lennon On God 5 Professional Tip 6 What About Kirby? 6 Senior Spotlight 7 Faculty Office Phone Numbers 7 Faculty Office Match-Up 8 Since fall 2006, the Writing Mentor Program, a part of Writing Across the Curriculum, has been active. Under the direction of Dr. Chad Stanley, the program consists of ten writing mentors including English majors and one Political Science major. The program is funded by an internal grant from the Wilkes University Mentoring Task Force. The Writing Mentor Program is set up to provide close academic support for students taking English 101 and other English courses. Writing mentors act as in-class support systems by attending class meetings, engaging in class work, and joining group discussions. Meetings can also be arranged outside the classroom for additional help and support. The Writing Mentor Program is designed to meet goals pertaining to academic support. The program helps advance student writing and also generates self-reflection. Students as well as the writing mentors benefit from the program. “For the writing mentors, these experiences serve to meet profound personal and professional development objectives,” stated Stanley. Several mentors have used their experiences to further their professional goals. As well as attending classes and providing assistance, writing mentors attend academic conferences. The Writing Mentor Program has been invited to present at the 2008 Southeastern Writing Center Association (SWCA) Conference. The presentation is entitled “From Axis to Praxis: Reaching out from the (Writing) Center.” The panel presenting this piece includes Wilkes faculty and students: Dr. Stanley, Dr. Thomas Hamill, Dr. Janet Starner, Patrick Austin, and Amanda Flynn. In keeping with the concept and practice of Writing Across the Curriculum, Stanley is hoping to introduce writing mentors across the campus. “The idea is to place students who have discipline-specific writing experience and writing consultation skills in support of significant writing courses in various majors,” he explained. A strong interest exists in sustaining the program with a developing interest in expanding it within the Humanities and across the curriculum. Stanley concluded, “I hope to see it become a lasting institution at Wilkes, one which represents its strengths in the areas of mentoring and student, faculty, and staff support.” 1 �Issue 2 Volume 2 The Inkwell JpriQg Faculty Update/ . On October 26, 2007, Dr. Janet Starner, along with students the Van Pelt Dietrich Library at the University of Pennsylvania. 1 he group from the rare book and manuscript collection. • tarkMode examined Medieval and Early Modern Dr. Kathleen Kemmerer plans on leading a class centered on a culturally revolutionary group called the bluestockings. leading a class centered The class will consist of discussions pertaining to Eighteenth-Century literature and music. Stu ents chance to reenact Restoration plays dealing with subjects from the Eighteenth Century. Dr. Maria Hebert-Leiter organized the participation of Wilkes students in the YouthAids “Kick Me!” Campaign. The campaign ran on November 29 and 30, 2007. Hebert-Leiter’s class and the Wilkes in the World students participated in the activity to raise awareness for HIV/AIDS. _____ _ _____ — By Dana ] 101 Corr English a • Ei • Ei • Ei . Ei New 30C English Larry K Club Updater Wilkes in the World sold holiday ornaments and bracelets for the charity “Keep a Child Alive. November and December will focus on AIDS/HIV awareness. Anyone interested should contact Elizabeth Clark (elizabeth.clark@wilkes.edu) or Dr. Marcia Farrell (marcia.farrell@wilkes.edu). • The Inkweh • Sigma Tau Delta is holding a book exchange on December 7, 2007, at 1:00pm in the Kirby Salon. Refreshments will be served. • On Tuesday, October 30, 2007, The Manuscript Society hosted its Halloween Poetry Reading. Prizes for best costumes went to Daniel Rae for most outrageous and Sarah Hartman for most creative. See The Inkwell Online for event photos. Tt\e Vdgiqa (Horiplogues Rebury bo UJilKe/ Uqiver/iby By Elizabeth Clark In celebration ofV-Day, students from Wilkes University are encouraged to participate in the annual staging of Eve Ensler’s award winning play, The Vagina Monologues. V-Day, founded by Ensler, is a day when men and women unite to end violence against women and celebrate feminine freedom. Devoting her life to halting violence against women, Ensler wrote The Vagina Monologues after interviewing over two hundred women, many of whom were victims of violence. Only women may perform, but men are encouraged to help with other aspects of the show, such as staging, coordination, etc. The Vagina Monologues will be performed on February 8 and 9, 2008, at 7:00pm in the Plenty Student Center Ballroom. Contact Lauren Carey (lauren.carey@wilkes.edu) or Nicole Leader (nicole.leader@wilkes.edu) for information on how to participate. For additional information on V-day, see www.vday.org. An informational meeting will be held on December 6, 2007, at 12:00pm in the Kirby Salon. ss The Inkwell Staff Faculty Advisors: Dr. Marcia Farrell & Dr. Maria Hebert-Leiter Managing Editors: Melissa Bugdal & Lauren Carey postmoc years ap; counteralso wor and exp< English in partic the thee Englisl taught t environ class wi to the ft By Mary J future stt issues of brought i at wwwa additiona Copy Editors: Elizabeth Clark, Ginny Hults, & Kacy Muir Junior Copy Editors: Jessica Foster & Mary Beth Mostyn Iqberr Layout & Design Editor: Stefanie McHugh By Kacy 1 Layout Team: Geoff Forman & Jessica Mahoney On Thu forty com semesters Weekender Office, at Staff Writers: Sam Chiarelli, Catherine Gallagher, Amy Kaspriskie, Matt Kogoy, & Dana Zlotucha Faculty Contributor: Dr. Larry Kuhar 2 �Issue 2 The Inkwell Volume 2 Jpriqg 2008 Cour/e/ ok a trip to lodem texts By Dana Zlotucha restockings. :o have a , n. „ For anyone anyone who wno has nas yet yet to to register register for tor spring spring courses, courses, aa variety variety of of courses courses are being offered. In addition to English 101 Composition and English 120 Literature courses, English 201: Writing about Literature and Culture is being offered “ 701 is the tb. first of nf the th. entry-level courses all majors must and uppef.level courses offefe* indude; EngEsh 201 npaign. The irticipated in and nents will lest )nline for ring of Eve nite to end sler wrote t women The Vagina :t Lauren oarticipate. ', 2007, at • • * * EngEsh 202: Technical Writing EngEsh 218: Writing Practicum EngEsh 234: Survey of EngEsh Literature II EngEsh 281: Survey of American literature I • • • English 303: Advanced Workshop in Creative Writing: Poetry English 324: History of the EngEsh Language EngEsh 342: Studies in Shakespeare New 300-level courses include: English 351: Studies in Postmodernism: 3-credit course on Tuesday j and Thursday jfrom 9:30-10:45am, taught by Dr. Larry Kuhar. The term postmodern often refers to postmodemity, a period from about 1960 to the present. In literature, postmodern refers us to a set of varied concepts and ideas, stylistic traits, and thematic preoccupations that set the last 45 years apart from earlier literature. The course will explore how postmodern literature involves not only a continuation of the counter-traditional experiments of modernism, but also diverse attempts to break away from modernist forms. Students will also work to understand how postmodern literature often aims to subvert the foundations of our accepted modes of thought and experience. English 397: Seminar: Indian Literature: 3-credit course on Thursday from 6:30-9:15pm, taught by Dr. Marcia Farrell. Studies in South Asian literature provide a necessary component to the globalization of literary examination. India, in particular, serves as a unique region of literary production. The seminar will examine the rich textual history of India and the theoretical tracts developed out of India’s relationship with the western world. English 398: The Eighteenth Century Experience: 3-credit course on Monday, Wednesday, and Friday from ll-ll:50am, taught by Dr. Kathleen Kemmerer. The course will allow students to experience the culture of the eighteenth century in a bluestocking salon environment that includes music, tea, culture, participatory drama, poetry, literary criticism, biographies, and novels. The class will be hands on, including the opportunity to examine first editions of some important works and a possible field trip to the Museum of Art in Philadelphia. T/\e IqJtujell Oqliqe By Mary Beth Mostyn The Inkwell recently added an online version in order to make the publication more accessible to both current and future students. After receiving faculty approval for the project, English major Kacy Muir began to compile all previous issues of The Inkwell. Craig Thomas, Assistant Director of Web Services, and his work study student, Tom Larrabee were brought in to help with the project. In order to access the page, visit the Humanities Department page on the Wilkes website at www.wilkes.edu/pages/2236.asp. Be sure to check regularly for current updates. The site features contact links, additional photos, and previous issues. Iqbefq/hlP Fair By Kacy Muir On Thursday, October 25, 2007, the Cooperative Education department held their second annual Internship Fair. Over forty companies located in the greater Wilkes-Barre area offered information for those seeking internships in upcoming semesters. The foUowing companies are seeking EngEsh majors for internships: Geisinger Health Systems, Pepperjam, The WVTA Solid Cactus. BabvAve. and March of Dimes. For more information, please contact the Student Affairs �The Inkwell Issue 2 The Inkwell Volume 2 VV Humor's Corqer By Dr. Larry Kuhar J...,., M I£ Th? Faculti By Melissa Bugdal a The Wilkes What profession, other than your own, would you like to attempt and why. American Literature including Rhetoric : review process, and Each facult our faculty possess contain a varying ni curriculum. The ne When a un the MT-A Job List, a proceeds to a series potential applicants and job postings an staying in the city a: In the Job Candidates have a t interviewing sessioi At the con reached to bring tw visit to the school t English course or L position is offered. Even thou in the English depa the University com What profession would you not like to attempt, and why? I’d like to be Survivor Man or Bear Grylls on the Man vs. WildTN shows. I’d be dropped off in exotic settings and left to fend for myself with only my duct tape, my model-sized V-2 rocket replica (for an imagined departure), and someone’s cell phone/camera/computer/MP3 (See Inkwell2.1). (Is there a word for this career?) Or, I’d like to be an investigative journalist, which was my first choice in possible careers. There are not too many jobs I wouldn’t want to try. I guess I’d never want any of the jobs I’ve seen on the TV show Dirty Jobs. What is the most interesting/unusual thing you’ve ever done/encountered? These experiences seem to happen in nature with family and friends. On our honeymoon, my wife and I sailed in heavy winds along the Hawaiian coast. Fun and scary. My son and I hiked to the Havasupai waterfalls in Arizona (southwest end of the Grand Canyon) and climbed backwards down a 300-foot cliff on a kind of chain-link ladder. Fun and dangerous. We learn about ourselves at these fear-wrenching, gut-testing times. Photo Courtesy of Stefanie McHugh If you could date any literary character, who would you date, and why? Other than my wife, I’ve always been enamored by Oedipa Maas in i The Crying of „ Lot 49 because of her fortitude and >rld of intrigue and threat, a world of knowing and chaos. Or, maybe a speaker or persona courage in going forward into a woi ~ from one of Jane Kenyon’s poems, a searching, vivid voice of someone who reflects openly on an available past while negotiating the knowledge of ends—all in the effort of living a fulfilled life. What’s your favorite footnote from Eliot’s The Wasteland, and why? This is easy, and a topic I’ve wanted to share with our Inkivellreaders for some time now. Offhand, I’ll go with Eliot’s reference in Section III, “The Fire Sermon.” Eliot writes, “This music crept by me upon the waters.” I’ve always been a big fan of Eliot’s allusive reference here to the exact words in Ariel’s song of transformation in The Tempest. I’m a fan of this reference because the woman to whom EEot refers here is lost in translation, if you will, between experience and awareness. Her less-than-subtle immersion in a confused, urbanized identity of isolation from real relationships shapes our sense for the dangers of disconnecting from people we love and value. (This is an easy question to answer for most students in our English 282 class.) If you could name only three books which are of the utmost importance and necessary to read in life, what would they be, and why? I’m not sure I possess the authority to recommend three necessary books. But.. .for our world today, we could do worse than to read Hoff s The Tao ofPooh, Ehrlich’s The Solace of Open Spaces, and your choice of literary text that motivates considerations of connections between spirit, mind and body. (P.S.: Sorry I could not select canonical texts that would reverberate with our acknowledged audiences here.) T^e tyrby G By Stefanie McHugh 1 The Kirby Ca English 101, 120, 20 was reviewed over tl professor judged ess Curtin, a 2007 Engl Kirby Canon is not on classroom. It will be unveiling ceremony ■ Graduate Studies Discussion Group Dr. njict\ael U By Dana Zlotucha By Ginny Hults learn about and discuss different pro-ams0 AmXgsTSlt^ha^thared eduCa*°n application process and curricula of graduate programs. At the most recent meeting iT concerns aboUt the (chad.stanley@wilkes.edu) provided tips on how to maximize one’s appeal through StaIy*ey interested in joining the group can contact Stanley for meeting times. StmUntc f n weU~deslgned resume- Anyone programs are welcome. ° a maj°rs and in pursuit of all graduate The Barnes University Creative1 thoughts on the ere: co-authored with th addressing issues su intelligent design an unique belief system �Issue 2 The Inkwell KI Issue 2 Tl\e Faculty Hiriqg Proce/r By Melissa Bugdal and Stefanie McHugh * !McHugh tude and ir persona tile with Iways I’m a fan : and ipes our t students The Wilkes English Department is currently searching for two new tenure-track positions: one in Nineteenth century American Literature and one in Nineteenth century British Literature. The new hires will also be critiqued in specializations including Rhetoric and Composition, Drama Studies, or Linguistic Studies. Applications are currently undergoing an initial review process, and the interviewing process will begin in February. Each faculty member currently on staff specializes in a specific academic area. Faculty areas are flexible, as many of our faculty possess interdisciplinary skills that function to expand the core <of" the ' English department. Individual areas contain a varying number of staff members depending on the emphasis placed1 on each particular field within the English curriculum. The new hiring search has been initiated in order to expand the English department’s literary track. When a university or college is looking to hire a new English faculty member, most applications are filtered through tire MLA Job Last, a database of job listings in the English field at colleges and universities nationally. The process then proceeds to a series of interviews at the annual MLA Convention, to be held this year in Chicago, IL. At the convention, the potential applicants are directed to the Job Center, where most interviews are conducted, and interviewing tips, information, and job postings are also available. The Job Center includes information pertaining to where apphcants and interviewers are staying in the city and can be contacted. In the Job Center, the interviews are conducted with representatives from each respective university or college. Candidates have a thirty-minute interviewing session at each station to which they were granted interviews. Private interviewing sessions can also be conducted in hotel suites. At the conclusion of the convention, the representatives report their findings to the department, and a decision is reached to bring two or three candidates to campus. This visit is referred to as a “fly back” and usuaUy includes a two-day visit to the school to interact with faculty, students, and campus officials. The candidate also has the opportunity to teach an Enghsh course or lecture. If the candidate meets department expectations, his or her references are checked, and the position is offered. Even though the overaU process seems tedious, it is an essential aspect for prospective Wilkes University professors in the EngHsh department. The main goal behind the hiring process is to estabhsh a “perfect fit” between the new hire and the University community. Further information will be available in later issues of The Inkwell. Ttie Pyrby By Stefanie McHugh t would :ould do tivates ould Volume 2 ! The Kirby Canon is a collection of winning student essays from the 2006-2007 academic year, in the categories of English 101, 120, 201, 200-level, and 300-level courses. All submissions were either faculty or self-nominated. Each essay was reviewed over the summer by a faculty panel consisting of Dr. Marcia Farrell and Dr. Chad Stanley. Neither professor judged essays from the classes they taught in order to insure an unbiased opinion of the submissions. Shannon Curtin, a 2007 English graduate, reviewed the essays and chose the winners. Stefanie McHugh designed the layout. The Kirby Canon is not only a place to showcase well-written essays, but will also be used by faculty as a teaching mechanism in the classroom It will be published once a year and submissions will be taken near the end of every spring semester. An unveiling ceremony will be held for The Kirby Canon on December 13, 2007, at 4:30pm in the Kirby Salon. Dr. njictioel leqQpQ. Oq God By Ginny Hults tion to ibout the yone aduate The Barnes and Noble college bookstore hosted a book signing by Dr. Michael Lennon, co-founder of the Wilkes Universil Crea”ve Writing Program on October 23, 2007, from 6:00pm to 8:00pm Duong tins stgnmg, Lennon shared hts university Creative Writing gr > Hs book, q„ God: An Uncommon Conversation, which was thoughts on the creative writing procesn Conversation offers a unique vision of the world, co-authored with the late Norman Mailer. On God. An Uncommo« « on posslbilkles of addressing issues such as organized religion and atheism. hnol is DevU’s most brilliant creation, establishing a —-— “SSi sssss: and Noble book distributors. 5 �The Inkwell Issue 2 Volume 2 The Ink mmsmsswassE feni1 ProPer/ioqGl Tip: letter/ oP PeconyneQdatiori By Sam' By Catherine Gallagher Prospective employers look at more than a resume. One of the first things Lid highlight p'ositive attributes mendation. Letters of recommendation should be no more than two pages in leng § namely in the area of the position one is applying for. The following are a few suggestions to e p en , Why En rprp:vp different doesn’t i the strongest recommendations possible: 1. Be rational: Request letters of recommendation from professors and employers who can write the strongest letters on You’ve your behalf. well. H 2. Be proactive: Allow your professors and employers time to write your recommendation. Request letters at least three intricacii the Clas weeks before you need them. 3. Be over-prepared: If you need a certain number of letters, consider collecting one or two more than necessary just in case. Descrik 4. Be organized: Create a portfolio for your recommenders that include the following: • A letter of appreciation that includes the due date and a reminder to sign the back of the envelope to make the letter • • • against 1 Led Zef If you c official. An updated curriculum vitae that includes all pertinent information: • A writing sample or some other work that reminds them of your abilities. • A paragraph on the job/school of your interest with adequate postage. An envelope addressed to the organization requiring the information. If the job or school requires that specific recommendation forms be completed, include those in your portfolio. translati €qg 5. Be persistent: Politely remind your recommenders of the due date as it approaches. facultj 6. Be resourceful: Your list of recommenders, with contact information, should always be on a separate sheet of paper that you can easily attach to your application if the list is requested. If your application does not require your recommender’s in­ formation, to protect them make a note at the bottom of your curriculum vitae or resume that states: “References available upon request.” 7. Be considerate: Thank your recommenders with a brief note when they have completed the letters. Dt Mi M; Be Ja< Wfycib tyboub By Amy Kaspriskie kt TheJ“k “f h“di“PP'd *“essible to Hall makes traveling to dasses difficult for students with disabilities. Yet, the addition of an elevator or ramp will interfere with Kirby Hall’s historical intercity , navigates campus with the aidTf canes. In general she Sth“S± ± H^s “,S Wh° ”Md «es should have ie ramps, as Shauna Strellish, a Junior Communication Studies major, notes that Kit-bvr’c . making additions to benefit the handicapped. She believes that although Kirby is aL^V^ k a determlnlng factor m with disabilities because they may have to use the building for classes. Strelli k t «t °udd“a& xt ls not to PeoP^e building, but it shouldn’t be an issue whether or not to build a handicap accessibl^’ 1 Understand that 1<irbyis a historical city and approaching the Mayor’s Office if it really becomes an issue ” ‘ & entrance. I would work on going to the Sophomore Pharmacy major, indicates added to one of the rear entrances on fire door doses. to South Street because, «A interior should be enjoyed by all.” 6 be TlPa Rc M T1 W K Bt Li M M a Ja Jc Ji] �Issue 2 The Inkwell Volume 2 Issue 2 feqior Spotlight;: Haqh.liurv’iqger By Sam Chiarelli :omdbutes eive on :ee in Why English and History? What’s the deal? WeU, for me, Eterature is history so there reaUy isn’t much difference. If you can’t understand the history behind Hterature, it doesn’t mean much. You’ve said in class that the two disciplines co-exist very wen. How are you personally bridging the two? As Xerxes forded the HeUespont, I attempt to ford the intricacies of English Literature in order to fulfiU my goal of mastering the Classical Literature of the ancient HeUenic civilization. Describe your musical tastes. I am heavily influenced by Black Sabbath, and I wiE stand against Dr. Kuhar and continue to argue that Master ofReality is better than any Led Zeppelin album. Photo Courtesy of Sam Chiarelli e letter If you could leave a legacy at Wilkes, what would it be? That one day in the distant future, a student in Dr. Hamill’s Reading Classical Literature course will be analyzing my translation of Homer. ' r’j'" " o. '1"*'' '"11’ -"-iriiT" "u’,’Jni!!-'" r:. ’■ ~ ""T: ’ ■ ’ ■ *'. ” ..... ■ ~ ........ ■■■■■■ ■'■■■ i I'JL '■■■■ i-w——f.j,.— €qgli/l\ Faculty OPPice Ptpqe Qynqberx We apologize for any mistakes that appeared in the last issue of The Inkwell regarding the contact list for the EngEsh faculty and staff. The amended Est contains the correct information. We are sorry for the inconvenience. :r that r’s inlable h , she nps, as ieople torical • the a :an be itional Debra Archavage (Admin. Assistant) Mischelle Anthony Marcia Farrell Benjamin Fiester Jack Grier Thomas Hamill Patricia Heaman Robert Heaman Maria Hebert-Leiter Thomas Jones Walter Karpinich Kathleen Kemmerer Bernie Kovacs Lawrence Kuhar (Division Chair) Mary Lampman Marcie Riebe Chad Stanley Janet Starner John WiHs Jin Yurko Kirby 202 Kirby 302 Kirby 301 Bedford 32 Kirby 106 Kirby 303 Kirby 309 Kirby 309 Kirby 206 (Kirby Mailbo:ix only) Bedford 33 Kirby 206 Kirby 205 Kirby 201 Kirby 204 Passan, 2nd floor Kirby 209 Kirby 308 Kirby 204 Kirby 204 408-4530 408-4529 408-4528 408-4531 408-4517 408-4539 408-4538 408-4533 408-4549 408-4524 408-4548 408-4521 408-4532 408-4172 408-4525 408-4514 408-4536 408-4535 * 408-4167 itaff is available through email. * Email preferred; aU si 7 debra.archavage@wilkes.edu mischelle.anthony@wilkes.edu marcia.farrell@wilkes.edu benj amin.fiester@wilkes.edu jbartholomay.grier@wilkes.edu thomas.hamill@wilkes. edu patricia.heaman@wilkes.edu robert.heaman@wilkes.edu maria.heberdeiter@wilkes.edu thomas.jones@wilkes.edu walter.karpinich@wilkes.edu kathleen.kemmerer@wilkes.edu bemard.kovacs@wilkes.edu lawrence.kuhar@wilkes. edu mary.lampman@wilkes. edu marcie.riebe@wilkes. edu chad.stanley@wilkes.edu janet.stamer@wilkes.edu john.wills@wilkes.edu jill.yurkol@wilkes.edu �� 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Winter 2007 (Volume 2, Issue 2) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Winter 2007 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/3105bcc754a160dfefb10a96172803a3.pdf d73cd53d2675294eaec783d18df1c7c2 PDF Text Text nkwell A special edition of The Inkwell Readers’ favorites from “Kuhar’s Corner” selected from Inkwell 1A-2.2 Photo Credits www.baseballgloves.us www.laspilitas. com www. 1800hart.com www.waxmansrugs.com www.wishuponaster.com Collage compiled and designed by Lauren Carey �The Hits What is your favorite aspect of working in Kirby Hall? My favorite aspect of working in Kirby Hall is the people—students, faculty, and staff—with whom I share these halls on a day-to-day basis. We focus on setting when we study literature but sometimes overlook the importance of place in our lives. Kirby Hall will stay with us as a prominent part of the stories we form together here. The story of Kirby Hall is not the story of the building’s fascinating origins and incredible history; it’s the story of the people in it. If you were stranded on a desert island, what three things would you bring? A few years back I would have responded with the obvious: duct tape, dental floss, and a harmonica. However, times have changed. Today’s three essentials include duct tape (still the most important), a model-sized V-2rocket replica (for an imagined departure), and a cell phone/camera/computer/MP3 all-in-one gadget (this I’ve learned from my son and daughters). How do you prepare for a new academic school year? New academic years shape our arrivals. We restart our stories with our students and colleagues, re­ engage research projects, and renew our mental “power packs.” Like our English majors and minors, our work in academics requires us to prepare at the academic and administrative levels. At the academic level, my preparation involves reading for teaching, identifying new texts to teach, and reviewing related research. I’m also focused on the work of serving faculty and program needs, including assessing course offerings, registering new and transfer students, and sharing aspects of our culture and values with adjuncts, new hires, and students. The most rewarding part of preparing for a new academic year is talking with returning and new students and faculty and the sharing of our return and arrival stories. You seem to be wise, quite wise. What are your thoughts on Led Zeppelin? Well, let’s see. My favorite Led Zeppelin album is the mosdy-acoustic Led Zeppelin III (1970), with honorable mention to Presence (1976) and Physical Graffiti (1975). We can place John Bonham as one of the most innovative and important rock n’ roll drummers of all time. Where else (except for Pete Townshend’s lyrics) can we find references to The Hobbit? Finally, what would most (if not all) high school classes from 1971-2000 have selected as their senior class song if “Stairway to Heaven” was not recorded? � 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Spring 2008 (Volume 00, Issue 8) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Spring 2008 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/9a55e139ad6aa004fe3eb63f870cc3e6.pdf 67d5e4ba4c2b1dbda72f3804f78ee767 PDF Text Text nlcwjdl Spring 2008 Volume 2 Issue 3 Senior Capstones In This Issue: • Faculty Updates 2 • Club Updates 2 • Senior Spotlight 3 Women’s Studies Conference 3 The Kirby Canon 4 Kuhar’s Corner 4 By Catherine Gallagher Before graduating from Wilkes, seniors on the writing and literature tracks are required to present a senior capstone. Students future goals are often incorporated or directly relate to the topic of the capstone. Secondary Education minors student teach, which is their capstone. According to Dr. Larry Kuhar, the capstone consists of four main components: ° ° 0 • Professional Tip 5 • English Department Focuses the Nation 6 • Ken Knelly Workshop 6 • Wilkes University Celebrates V-Day 7 Writers at Work 8 /As You Like It 8 Take the Words Out of My Mouth! 8 • The application of skills learned in the academic career; A self-reflective piece that expounds upon the student’s overall academic growth; A written component produced under the guidance of a fac­ ulty advisor; and An oral component presented to English faculty and peers. Capstones can be research-based or creative, depending the student’s academic track. The student may also select a paper that he or she has worked on in a particular class and, in conjunction with his or her mentor, develop the paper into the capstone piece. At the end of the semester, capstones students give a fifteen to twenty minute presentation, followed by questions from the audience. Kuhar states, “This event serves to celebrate—in a formal, professional way—the work and efforts needed to earn a degree.” Capstone presenters are Visiting Poet By Stefanie McHugh Barbara DeCesare, author of Jigsaweyesore, Adrift, and Silent Type, will visit Dr. Mischelle Anthony’s Advanced Workshop in Poetry course on April 15-16, 2008. On April 15, 2008, at 7:00pm, DeCesare will be featured in a special po­ etry reading, followed by a question and answer session. The poetry reading is open to the public. DeCesare will also guest lecture during Anthony’s poetry workshop on the following evening. 1 �Volume 2 The Inkwell Issue 3 Senior Sp< Faculty Updates accepted Dr. Mischelle Anthony’s manuscript of Lueinda; Or Tie M.^Me^er: Syracuse University Press A Scholarly Edition. The manuscript will be appearing in 2009. • • Drs. Marcia Farrell and Chad Stanley are in the process of creating an online version of The Kirby Canon that will appear on the English department homepage. • Dr. Farrell is compiling an exhaustive <---------- bibliography o x t of works composed by and about the Anglo-Irish writer - -- she • compiled whic\ was published in Elizabeth Bowen. Farrell’s work is based on the “Selected Bibliography the special Bowen issue of Modem Fiction Studies, 53.2. • Dr. Patricia Heaman’s article on Dorothy Richardson’s sequence novel Pilgrimage,?, was published in Scribner’s about Flora Thompson for the volume XIII of the British Writers. Heaman is currendy working on an article : same series. • Dr. Robert Heaman presented a paper on Charles Dickens’ Our Mutual Friend to the Dickens Fellowship of Haarlem in the Netherlands on March 6, 2008. Heaman is also a regular reviewer for The Dickens Quarterly. Club Updates • The Inkwell Wilkes in the World participated in V-Day by providing information about die rape crises in Africa. Students were able to receive the information at both performances of The Vagina Monologues, at the Wilkes in the World table. Wilkes in the World also announced the official times and locations for the events taking place during the upcoming Humanitarian Weekend that will be held from April 11—April 13, 2008. For more information about Wilkes in the World’s participation in Humanitarian Weekend, contact Elizabeth Clark (elizabeth.clark@wilkes.edu). • The international students at Wilkes held their second International Movie Night on February 25, 2008, from 6:00pm to 9:00pm in honor of the Punjabi students visiting the campus. • The new issue of The Manuscript will appear at the unveiling on Tuesday, April 29, 2008, at 11:00am, in the Sordoni Art Gallery. The Inkwell Staff By Elizabeth Clai English campus. A staf: intern for The I What made yo I was a forced conversz and it really stu< What has beer I really Hamill teaches play with words fun. You seem to b disciplines fit I know artistic—the wa essential to hov emotional respc that the fields o What is your f; My fave book are very a English is a ve Honesd I know tiiat I w much informati Women’s : By Virginia Hults Faculty Advisors: Dr. Marcia Farrell & Dr. Maria Hebert-Leiter Managing Editors: Melissa Bugdal & Lauren Carey Copy Editors: Elizabeth Clark, Virginia Hults, & Kacy Muir Layout & Design Editor: Stefanie McHugh Staff Writers: Sam Chiarelli, Justin Jones, Amy Kaspriskie, Matt Kogoy, & David Lewis Faculty Contributor: Dr. Larry Kuhar Guest Contributor: Catherine Gallagher I 2 The die: Across Cultures and will run in t Women The sessions, cc Betweer the conference, will take place ir �Issue 3 The Inkwell Volume 2 Issue 3 Senior Spotlight: Marissa Phillips tinier: By Elizabeth Clark n that English major Marissa Phillips is involved in a number of activities on campus. A staff writer for The Beacon, president of the Comic Book Club, and intern for The Etruscan Press, she is currently enjoying a frappuccino. iter led in bner’s the p of >■ idents Vorld r the n What made you choose English as a major? I was a communications major and realized that I don’t like socially forced conversation, so I decided to choose a back-up major. I picked English, and it really stuck with me. I sort of clicked with English. What has been your favorite English class here at Wilkes? I really enjoyed taking Comparative Grammar. I think the way that Dr. Hamill teaches is awesome. I think it’s interesting how he has the ability to play with words and vocalize his interior monologue. The class was a lot of fun. You seem to be a very artistic person. How do the Ait and English disciplines fit into your life? I know that it seems cliche, but I see art in everything. Writing is artistic—the way you position words on a page is important to the message and essential to how you communicate with your audience. Writing and art invoke emotional responses in both those who create and diose who observe. I think that the fields of Art and English fit well together. Photo Courtesy of Marissa Phillips What is your favorite book? My favorite novel is A Complicated Kindness by Miriam Toews. I like it because the story and feel of the book are very absurd, sincere, and awkward. I diink that those three words basically sum up the nature of real life. rom English is a very broad discipline. Do you have any plans to study a specific field in the future? Honesdy, I enjoy studying basically everydiing. I am very indecisive, which is both a blessing and a curse. I know that I will try to branch out into numerous fields of study as much as possible, so that I can soak up as i the much information as I can. Women’s Studies Conference By Virginia Hults The theme for the Women’s Studies Conference is “Masculinity—Femininity: Gender Through Time and Across Cultures.” The conference will be held on March 27, 2008, at the Genetti’s Hotel and Conference Center and will run in two sessions, from 9:30am to 11:30am, and from 2:00pm to 4:00pm. Women’s Studies 101 students, along with Women’s Studies minors, will be presenting in each session. The sessions, consisting of five to six presenters, are organized based on the content of the submissions. Between the sessions, a discussion panel featuring faculty and students will focus on the overall theme of the conference. Along with these discussions, a poster display/performance session by the Feminist Theory class will take place in the main ballroom. 3 �The Inkwell The Inkwell Issue 3 Volume 2 Continued from Pt The Kirby Canon Sadly, we m. view event (See Mo: structures referred t meeting established adhering to a cohen such inquiries (qtd. all will want to decc will not be co-optec competition. By Matt Kogoy , 1 J ^aether to publish The Kirby Canon, a periodical Drs. Marcia Farrell and Chad Stanley have worked g stanley states, “The Canon is a publication designed to incorporate and access works from all English co^se . across the English program.” The of student wnung that helps us demonstrate excellencet acadenu -““Van mstrucnn/toolVbodt facJty Canon s purpose is to demonstrate student achievement, wniie ai & pYpmnlifvino- the pvnore J and students. Th, Canon serves as a model to all students ta'™gJ“g L^izes and commemorates the selected"' of high-quality writing in English coursework. The held on March 14,2008, for the students for their literary achievement. An unveiling and awards y winningFor writers of thewho 2006-2007 academic year. nnQ e on submissions > students are interested in submitting their papers to The Kirby Canon 2008 will be accepted until summer 2008. Students may pick up submission forms on t e ta e on e s oor o Cirby Maybe we s and deposit entries in either Farrell or Stanley’s mailboxes. H Kuhar’s Corner H By Dr. Larry Kuhar What literary criticism best informs/mirrors your teaching style and/or the way you prefer to approach a text? Why? Interesting question: Do our reading and teaching approaches reflect and reflect on our intellectual interests? It seems logical and reasonable to me that we teach and communicate in ways that reflect our intellectual interests, educations, backgrounds, and values. The most interesting professors and classes probably blend critical approaches. By understanding and employing different approaches (formalist, feminist, psychological, new historical, Marxist, and post-structuralist, to name a few), we’re better able to read our Hved stories and to read the world in which we live. Of course some texts are better read by applying one critical approach over another. For example, we would want, I think, to select a particular critical approach to analyze the (imprisoned) condition of Princess Peach in Super Mario Galaxy and another to understand the psychology of the first-person shooter in Call ofDuty. Professional 1 By Kacy Muir In any prof crucial. The follow w Im ■ y Photo Courtesy of Stefanie McHugh If all of the authors of the literary canon were to enter a royal rumble, who would win? Before I provide a coherent, thoughtful response, let me say that on the surface my response may appear to some to elevate canonical, authorized (“elect”) writers over non-canonical, unauthorized (“preterite”) writers. This is not my intention. In our culture of competition that demands winners, participation alone constructs “winning.” But there’s a problem with this sort of “winning,” as even Vince McMahon would agree. To show this, consider who would win these epic battles: William Langland’s strong-handed voice against William Faulkner’s manipulation of perspective? Virginia Woolfs stream of consciousness or Marianne Moore’s collage appmach? George Herbert’s shaped “royal rumble” poems or Ezra Pound’s (early) Pisan “royal rumble’’ cantos? Mary Wdkins Freeman or Mary Rowlandson? Whose sleeper hold is stronger Tennyson or Emerson? Could e.e. Cummings syntax hold off John Milton’s show-stoppmg iconographlc “royal nimble” imagery? Continued on Page 5 1 1 The Do’s of ai • Researc ahead c • Know t the trip 0 Wear n color as • Arrive 1 early. • Annum • Listen j • Thank intervie Be mindful come through in si necessary part of c �Issue 3 The Inkwell Volume 2 Issue 3 Continued from Page 4 Sadly, we may never know the answers even as intrim Structures referredtol 'Crary canon’^^rS’ Heal iblication The iculty ctations lected 'or the k u meeung establtshed, conventional standards for competitive processes „'7 7 tem°Ved &Offl *= OED for not adhering to a coherent representation of a totalized past as available m “Lst ° T™ ™nK5 “d while such inquiries (qtd. in die public works of Beckett’s Puncher and w “atetIills Mcded to conduct ah wiU want to deconstruct the ,dea that one event, like the “rovalCCle ” M°“°Ver’ *' structuralist in us will not be co-opted by one form or another of centralized authoJXr and KSult ” an competition. want to exploit the function of sions will Kirby I Maybe we should look into what Edge or Chris Jericho are reading? Attention fans of Kuhar’s Corner! Help choose Kuhar’s Corner’s Greatest Hits by sending your votes to Lauren Carey (lauren.carey@wilkes.edu) by April 15,2008. Include volume and issue number in your responses File Kuhar with your taxes! . , u, ...— —- — ■ - - ........................................ ■'•TZ“r Professional Tip: Interview Process and Attire By Kacy Muir In any professional setting, representing oneself in a manner that reflects determination and seriousness is crucial. The following is a list of tips to follow before and during the interview. McHugh r ippear iters. :ts how I The Don’ts of an Interview: The Do’s of an Interview: • Overuse cologne or perfume. • Research the position, staff, and company • Dress inappropriately or wear too many ahead of time. bright colors. • Know the location; if you are unaware, make • Lie. the trip ahead of time. • Ask about salary and vacation time unless • Wear neutral shades with only one brighter discussed. color as an accent. • Speak negatively of past employers. • Arrive to the interview at least ten minutes • Chew gum. early. • Talk about personal matters. • Annunciate when speaking. • Curse, use slang, or make inappropriate • Listen attentively. gestures. • Thank the interviewer at the end of the interview. illage autos? old e.e. , . . • i dgg body language. A disinterested attitude will Be mindful of the image you are projecting, w c me u tervjewer. Remember that eye contact is a come through in slouching, yawning, or distancing oneself fr Page 5 necessary part of communication. 5 �The Inkwell Volume 2 Issue 3 English Department Focuses the Nation By Amy Kaspriskie Focus on the Nation is an organization that developed a national teach-in on the effects of global warming. According to the Focus on the Nation website, the teach-inl was devised in an effort to develop a dialogue in more than one thousand colleges and universities, secondary and elementary schools, as well as religious and civic organizations, and businesses to connect people with the nation s decision makers. Wilkes University participation in the event was initiated by the leaders of the Focus on the Nation committee on campus, Drs. Mike Case and Ned Fletcher. The teach-in, which was held on January 31, 2008, engaged Wilkes University students and encouraged an interest in saving the environment. Guest professionals in the field were invited to stimulate student interest by identifying solutions to the problem of global climate change. The English department and other departments at Wilkes were united with the common goal of learning about global warming and the effects of emissions and pollution on the environment. Dr. Chad Stanley’s English 234 course focused specifically on the health of the environment by integrating the topic of global warming into class discussions. Stanley stated that he incorporated global climate change—in the context of evaluating the effects of human technological developments and practices on humanity and various environments.” Though Stanley said he did not partake in the webcast directly, the discussion that he and his class developed as a result alluded to the interest and development of global climate change as an issue that is relevant in classroom discussion. English 234 curriculum includes the analysis of texts such as Mary Shelley s Frankenstein and H.G. Wells s The Time Machine. The discussion of technology in reference to the texts is relevant, Stanley indicates, because the negative effects of technological practices on the environment and industrial production fit into the coursework. The novels provide a context for both current global climate research and the long-term effects of technology. Wells’ vision of the ultimate end of the Earth was accompanied with environmental changes in the text. “In The Time Machine, H. G. Wells is speculating as to how industrial production, forms of work, and our ways of living might eventually alter the human on a microcosmic, basically genetic, level. The question of global climate change asks us to reconsider, to healthily question, how industrial production and our ways of living alter the macrocosm of the global environment,” Stanley said. Accompanying Stanley with the inclusion of environmental considerations in coursework is Dr. Mischelle Anthony. Anthony, like Stanley, brought up the event in her English classes, most specifically her English 101 courses. She indicated to her students that the issue would be a good topic for research in the course. Also, Anthony’s English 303: Advanced Creative Writing: Poetry course attended the webcast. The students then wrote a poem based on their knowledge of global warming and the event. Anthony said that the experience “was a good time to reflect on the realities of our earth, to transcend the traditional [poetry] workshop, and then to bring it all back for an enriching conversation.” Anthony also added, “Awareness and action to combat and raise awareness about climate change is part of who we are in tire English discipline. We’re all about slowing down and paying attention, contemplating the world around us and our own interpretations of it. That’s what the Focus on the Nation event asks us to do.” The Focus on the Nation website can be accessed from the Wilkes Portal. Ken Knelly Workshop The Inkwel Wilke: By Sam Cl o another it raises awa helps to b major, La four years audience : People gc Carey. E: of the she Spotlight Carey adc Alternate Pl English F Monologi how most E noted tha ‘Angry Vs great bees V to contini Pharmacy All Ph By Kacy Muir C°UegeTnnd^seer^Dary^spoke^w^E^lliesh^stu1den^:tXnoutldsU<Uverse1exCperieOnc^,^UnUtinCat‘^1S In learning the purposes of writing and editing, Knelly explained the twel wilting, editing, and journalis . personal and peer writing. Some of the most important rules were- makinv m apprOaching 1SSUeS networking, knowing the trends of writing in your area meeting d S P<"lsonal connections for sources and being a team player. The workshop was beneficial for studentsliX 7 Standards’ positive, and ested in the writing and revision process. 6 �Issue 3 Volume 2 [he Inkwell C.' ......... * ’ ~ .... “................ Issue 3 Wilkes University Celebrates V-Day BySamChiarelli d warming. Je in more ivic on 1, 2008, sionals in te change, about 1 climate humanity n that he issue that Wells’s ause the ework, f in the I our f global ag alter lischelle h 101 e t the >rkshop, o about That’s m the 3ible rnalistnes with js and nd s. ' On February 8 and 9, 2008, Wilkes University presented another installment of the annual Vagina Monologues. The show raises awareness about violence against women and girls, and helps to bring feminine topics into perspective. Senior English major, Lauren Carey, has been involved with the project for four years and was excited to reflect on the show. “I think the audience reaction was better this year than in any other year. People got really involved, and there was a lot of laughter,” said Carey. Each year, The Vagina Monologues include a new rsegment —— of the show called the Spotlight Monologue, which highlight: dealtWi41|the andX p^htofMeans. Carey added, “That was especially cool because some of the women performing to that area last year for Alternative Spring Break.” Planning stages for tor V-Day v-Uay began in October, and Carey was quick to show her appreciation for the English Department in helping to spread the word: “The English department is especially receptive to the Monologues. Most of the professors announce the performance dates to their classes. I’d be willing to bet that is how most of our student audience found out about the show. And I thank them for that.” The show is known for both its message and its humor. Elementary Education major Sherilyn Jones noted that her favorite monologue was performed by Caroline Ursillo. Jones stated, “All women can relate to the Angry Vagina’ rant, but no one ever says diat kind of thing in public.” Jones also admitted that the show was great because it allows subjects to be discussed that would not be accepted in any other context. With Carey and long-time partner Nicole Leader graduating in the spring, The Vagina Monologues will have to continue to evolve without two of its stars. According to the cast, Angela D’Allesandro, a freshman Pre­ Pharmacy major, will be running the production in the future. Her excitement and enthusiasm helped to earn her the position. Carey is sad to leave the project behind, but proud of her achievements. “I think we raise more awareness each time around,” she said. “I hope that continues after I’m gone.” V-Day t-shirts are still available for $10 and will be on sale at Humanitarian Weekend. See Dr. Mischelle Anthony, the faculty advisor for The Vagina Monologues, for more details. If you are interested in joining The Inkwell staff, please contact: Dr Marcia Farrell (marcia.farrell@wilkes.edu) or Dr Maria Hebert-Leiter (maria.hebertleiter@wilkes.edu) for more details 7 �The Inkwell Issue 3 Volume 2 Writers at Work By Matt Kogoy and David Lewis Dr. Larry Kuhar will soon be presenting the third annual Writers at Work panel discussion. The event, which is open to students, faculty, and the local community, offers the opportunity to hear career stories and learn about communication practices from professionals working in business and industry fields. For anyone mterested in the writing profession, Writers at Work is a great opportunity to become better acquainted with the field. Look in Kirby Hall for information regarding the date and time of the event. ■asaa As You Like It By Virginia Hults The Theatre Department will present a performance of Ah You Yike It, a comedy by William Shakespeare, r r _ . . show . . scheduled , i i -i for r . April a____ -in as its last play of the academic year. Directed byr Naomi. Baker, the is 10 n 12, anno 2008, at 8:00pm, and April 13, at 2:00pm, at the Dorothy Dickson Darte Center. Take the Words Out of My Mouth! By Lauren Carey A Match the “catchphrase” with the correct C Brilliant! professor. B 1. Dr. Stanley 2. Dr. Starner 3. Dr. Anthony 4. Dr. Farrell 5. Dr. Hebert-Leiter 6. Dr. Hamill 7. Dr. Kuhar 8. Dr. Kuhar 9. Dr. Kuhar These are our stories! D NICE! This is REALLY interesting... G That make sense? .. .Sort of? Keep me posted! Can I get a shew of hands? i Answers to Previous Game: 1. 2. 3. 4. E G I A 5- J This is who we are! 6. B 7. 8. 9. 10. D F H C 8 All right, folks... � 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Spring 2008 (Volume 2, Issue 3) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Spring 2008 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/4ea6ff3cc7a2cb32a20f6bb65ada6c07.pdf bf37851c0dfa87058f5b06266c61ab80 PDF Text Text hp BnkwgU 4 > Issue 2 Winter 2008 €xarr|iqiqg Rare fl[ar(u/cripb/ In This Issue: By Melissa Bugdal Faculty Updates 2 Club Updates 2 The Kirby Canon 2008 2 Senior Spotlight: Mike Elias 3 ; : - - :-<■ Kuhar’s Corner 3 Wilkes University’s Plagarism Policy 4 Forms of Criticism 4 On Friday, November 14, 2008, Dr. Janet Starner’s English 332: Studies in Sixteenth-Century Literature class visited The Walter H. and Leonore Annenberg Rare Book and Manuscript Library of the Van Pelt Dietrich Library at the University of Pennsylvania. The students met with the curator of the collection, Dr. Daniel Traister, who educated them on sixteenth-century printing and publication practices. Traister also provided the students with the opportunity to see and handle rare manuscripts and books, such as William Shakespeare’s First Folio and a unique copy of Lady Mary Wroth’s romance The Countess ofMontgomery’s Urania, first published in 1621. This copy of Wroth’s romance contains marginal corrections in Wroth’s own hand, and Traister believes these annotations may be the only direct critiques by a canonical author in a first edition of his or her work. ■I Cour/e Jbudy Jugge/tioq/ Por bl\e Jpriqg 2009 Jenje/ber nr: H By Cory Attanasio & Matthew Kogoy The Inkwell Staff Faculty Advisor: Dr. Marcia Farrell Managing Editors: Melissa Bugdal & Stefanie McHugh Senior Copy Editor: Elizabeth Clark Copy Editors: Jackie Butwinski & Ginny Hults Layout Team: Sara Crolick, Amanda Kaster, & Courtney Sperger Staff Writers: John Acito, Cory Attanasio, Chris Bednar, Rachel Cannuli, Justin Jones, Matt Kogoy, & Anthony Truppo Guest Contributor: Dr. Larry Kuhar The English department offers many interesting and valuable courses which cover a variety of topics. Some courses students may consider taking in the spring semester include: English 203, Introduction to Creative Writing: Dr. Mischelle Anthony’s course will focus on the diverse aspects of creative writing, including short stories, novels, screenwriting, poetry, and creative nonfiction. Students will practice critiquing the works of their peers and revising their own material, finishing the course with a completed portfolio. For writing track students, this course is one option in order to complete the required number of credits needed to obtain their degree. English 281, Survey of American Literature I: Dr. Sean Kelly’s course will cover writings from the early Puritan period through the 1850s. Students will be reading poetry, propaganda pieces, and journal entries. Students also will be using critical perspectives in order to further their study of the course material. Along with fulfilling the required survey credits, this course is an important foundation to English majors. English 342, Studies in Shakespeare: Dr. Janet Starner’s course will cover the plays and poems of William Shakespeare’s collective works. Students will study different types of Shakespearian plays, including history, comedy, and tragedy. The course also will explore Shakespeare’s poetic endeavors, such as the sonnet form. Students enrolled in this course will be traveling to Folger Shakespeare Library in Washington, D.C. to experience a live performance of one of Shakespeare’s plays. This course will not only further develop the students’ knowledge of Shakespeare but also English literature and writing. Students should take this course to better understand one of the greatest influences on literature in English. Volurqe/ By Jackie Butwinski Volumes, a book club sponsored by Sigma Tati Delta, held its first meeting on October 21, 2008. Volumes is a project aligned with Sigma Tau Delta’s approaches to the spread of literacy and aims to generate fun, in-depth group discussions about selected reading material. All reading material is suggested and voted on by Volumes participants. Participants are encouraged to vote for spring 2009 reading material in early December. Meetings for the fall semester take place biweekly on Tuesday nights from 7:00-8:30 pm in Stark Learning Center (SLC) 160. Students interested in participating are encouraged to email Lauren Mannion(lauren.mannion@wilkes.edu) with any questions. 1 �The Inkwell Issue 2 Volume 3 The Inkwell Jeqiof Jpotli< Foculby Update/ By Chris Bednar Compiled by Courtney Sperger Mike EL Secondary Educati Additionally, Elias Besides reading (o • On Sunday, September 28, 2008, Amy Archavage, daughter of Humanities Division Clerical Assistant Debra Archavage, married Ron Trapasso in Watertown, MA. • Three of the English faculty will present papers at the Northeast Modern Language Association Conference in Boston, MA on February 26 through March 1, 2009: Trisha Brady (“H.D.’s Trilogy and the Task of the Poet: Hatching Butterflies from ‘Litde Boxes’ of Trauma” on the panel “Twentieth-Century American War Narratives: Representing Trauma ; Brady is also the organizer of this panel); Dr. Chad Stanley (“Simulated War/Simulated Trauma on the panel “Twentieth-Century American War Narratives: Representing Trauma”); and Dr. Sean Kelly (“The Art of Sympathy: Hawthorne and the Pre-Raphaelites” on the panel “Art and NineteenthCentury American Literature”; Kelly is also the chair of this panel). Additionally, Brady presented “Representing the Trauma of War: H.D.’s Trilogy” at Lifting Belly High: A Conference on Women’s Poetry Since 1900 at Duquesne University in Pittsburg, PA in September 2008. • Nominate your professor or advisor for the Outstanding Advisor Award or the Innovative and Non-traditional Teaching Award. Nomination forms can be found in the Henry Student Center, 2nd floor mail room. For more information, contact Dr. Lisa Kadlec (lisa.kadlec@wilkes.edu). • Dr. Marcia Farrell’s book review of Sophie Ratcliffe’s On Sympathy will be published in Consiousness, Literature and the Arts. Farrell also presented “What about Hercules?: Elizabeth Bowen’s Silenced Children in The Last September at the Modernist Studies Association Conference on Friday, November 14 in Nashville, TN. • On Saturday, December 6, 2008, students from Dr. Janet Starner’s English 332: Studies in Sixteenth-Century Literature class and Dr. Thomas Hamill’s English 397: Allegories of Reading in Medieval Literature class will attend the Undergraduate Conference in Medieval and Early Modern Studies at Moravian College in Bethlehem, PA. Ninety-two students from 32 institutions will be presenting at this event If you had to cho My favot 282. What is your fav< My favoi having a bad day, ’ have ever read. H so much detail. A If you could choi why? I like thi than being with ft Who has been th Dr. Hai whatever he is tea importandy, he w: work or life) and < honestly say, £T hi you improve your if you may not Any sports picks I would Club Updates huhynr's Corp Compiled by Courtney Sperger Compiled byjacl; The Manuscript will hold the Fall 2008 unveiling on Tuesday, December 2, at 11:00 am in the Sordoni Art Gallery. Everyone is welcome to attend. Where is Thoms While sc companion and si empire. On Sunday, October 26, 2008, the Medieval Renaissance Club attended the Pennsylvania Renaissance Fair in Mount Hope, PA. • Wilkes in the World invites everyone to attend the Stitch-A-Thon on Tuesday, December 2, 2008, from 10:00 am to 5:00 pm on the first floor of the Henry Student Center. This semester’s proceeds will be donated to YouthAIDS, an education and prevention program designed to help stop the spread of AIDS. Photo Courtesy of Sabrina Hannon Tt[e tyrby Caqoq 2008 By Stefanie McHugh Dr. Chad Stanley is proud to announce the winners of the 2008 Kirby Canon essay contest: Laureen Jones (English 101)- Sara Crolick (English 120); Lauren Mannion (English 201); Neil Kocher (200-level course); and Angelina Teutonico (300-level course) * The Kirby Canon is a collection of winning student essays from the 2007-2008 academic year, in the categories of English 101,120, 201 200-level, and 300-level courses. AU submissions were either faculty or self-nominated. The Kirby Canon showcases well-written academic essays and is used by faculty as a teaching mechanism in die classroom. Submissions for the 2008-2009 academic year will be taken near the end of the spring semester. What role does t Here’s a speaker “beholds Internet’s impact net. Each interfa often subtle, imp< clandestine, unco intellectual freedc self-awareness pri academic identity impact on our aca In places status and interpe Jag, who is enroll stereotyping and' researching, surfij because we’re sile �Issue 2 The Inkwell Volume 3 Issue 2 Jeqiof Xpoblig^b: fTUKe €licv By Chris Bednar Mike Elias, a long-time resident of Wilkes-Barre, PA is completing an English degree with a minor in Secondary Education, with tire hopes to be accepted into a Master’s program for English Literature. dinonally, Elias is also an active member of Sigma Tau Delta, as well as an employee of Cardoni & Associates. Besides reading (of course), Elias spends his free time golfing, running, and hanging out with friends. If you had to choose one English course here at Wilkes as your favorite, what would it be? My favorite English course would have to be Dr. Stanley’s American Lit survey class. I believe it was 282. Vrchavage .ward. sa Farrell lass and srence in What is your favorite book? Who is your favorite author? My favorite book is Tuesdays With Morrie-, it was given to me by my father to read whenever I was having a bad day, week, month, etc., and it worked. I’ve learned more lessons from that book than any other I have ever read. However, my favorite author would have to be Hemingway. I find it amazing how he can write so simply, yet incorporate so much detail. Also, he rarely explains the morals of his stories. I like extracting my own ideas and meaning from his work. If you could choose a vacation spot based on something you have read in your English studies at Wilkes, where would it be and why? I like this question. I want to hang out in Spain with the characters from The Sun Also Rises. They simply enjoy life. What is better than being with friends, hanging out, and just living life somewhat carefree? Who has been the most influential professor you have encountered at Wilkes? Dr. Hamill has to be the most influential professor/teacher I’ve ever had for two reasons. He does an excellent job nf making whatever he is teaching interesting, and which facilitates better work from the students because they are engaged into his lesson. More importantly, he wants us to succeed and produce the best work possible. When you have someone who is always willing to help (with class­ work or life) and constantly pushes you further, your work always improves. I can look back on all the work I have done for his classes and honestly say, “I have really come a long way since my freshman year.” There is a distinct difference between a teacher who helps you improve your work simply for a better grade and a teacher who motivates you to get a better grade because he or she sees potential, even if you may not. Any sports picks for 2009? I would be going crazy about the Nittany Lions right now, but I think the Iowa game speaks for itself... a.... j I fyjlicir*/ Corqer Compiled by Jackie Butwinski Where is Thomas Pynchon? While some paparazzi-inclined scholars have written that Pynchon lives in Greenwich Village with his companion and son, I think that we can be assured that Pynchon currently lives in Plains awaiting silent Trystero’s empire. What role does the Internet play in shaping our academic identities? Here’s an easy question requiring a brief response. In Wallace Stevens’ poem, “The Snow Man,” Stevens’ speaker “beholds I Nothing that is not there and the nothing that is.” This is kind of how I feel about the Photo Courtesy of Internet’s impact on our academic identities. As academics we spend time working, playing, and socializing on the Stefanie McHugh net. Each interface impacts our ability to “behold” in powerful ways even as we acknowledge that this impact is often subtle, impersonal, and routinized. This constructs a quiet ambiguity: An unaware/awareness that our identity is being shaped in clandestine,’unconscious, primal ways even as the impersonal forces at work/play on the net powerfully promote personal growth, intellectual freedom, and a dissolution of harmful hierarchies. We type rather than talk; we blog rather than get together; and we construct self-awareness privately in language and signs rather that in contact with reality and people. Does this result in a diminished or elevated academic identity? Acknowledging the potential for a negative impact on our identities, I’d have to say that the Internet has a positive 01); Sara ourse). ,201, :en .demic impact on our academic identities. In places like MySpace and Facebook, we self-consciously shape personal veneers promoted for constructed audiences. Material status and interpersonal communication cues (like eye color and body type) are not openly revealed on the net. We don’t know who drives a Tag who is enrolled in Dr. Starner’s 16th Century Literature class or Dr. Anthony’s American Novel class. While this frees us from some stereotyping and hierarchies, it also risks replacing life with simulation and reality with games, MUDS, and chat rooms. Whether we’re researching surfing, or blogging, our interface with language is often elevated in subtle yet meaningfill ways. This impacts our identities because we’re silent in the production of responses to stimuli beyond the printed words, blue trim, and white space of the web text. Continued on Page 4 3 �The Inkwell Issue 2 Volume 3 Wilder Uqiver/ity Plagiari/n^ Policy By Elizabeth Clark Academic honesty is a critical issue in education. As technological advances and educational standards increase tire: temptation to X5OnliTl'h” "" brf°“- Unf°“1\m°st smd“B f,“d defines vaneties of academic dishonesty—plagiarism is only one of many ways to cheat. The Wilkes umve y plagiarism as the use of another’s ideas or words without proper acknowledgment of the source. is define defined as as tthee ina inadvertent use o of ano another Two other types of plagiarism exist: unintentional, and self. Unintentional plagiarism is verten use e ’ss idea, such as in die improper use of citation. Self plagiarism is when an individual copies work from a previous y se create wor or use in another work, without acknowledging self-credit from the previous work or course. . . . According to the Handbook, faculty have authority to penalize students for academic dishonesty. The penalties for plagiarism may range from failure of the particular assignment to failure of the course. In order to avoid academic dishonesty, pay close attention to citation of sources; one can never have too many aca ermc citations. Be careful to grant acknowledgment to sources for paraphrased materials, as well. If one becomes anxious of academic s onesty, professors are available for consultation. “Kuhar’s Corner” Continued from Page 3 Like speakers in Wallace Stevens’ poems, we’re disembodied voices miming interpersonal interactions through the keyboard s click, click, click. Our fingers poised above obscure web links, a nearly infinite list of Google sources, or a virtual reality game maneuver, we possess a kind of pro-active, self-composing responsiveness to textual stimuli that would otherwise be unavailable to many of us. This shapes our academic identities by sparking our imaginations about who we can become even if only in a simulated, cyber-spacial way. While web presence is only slightly similar to our traditional, isolated academic work in library space, we’re not in the library anymore, Dorothy. The Internet uniquely promotes this kind of textual presence—a self-awareness about becoming who we want to become. In this way being on the web mimics the highest ideals of education. As a result, I think, we become better readers of our world, our literature, and our own stories because our world and our stories are formed and told to us—now more than ever—through the web. Whether we like it or not, we are engaged in a Baudrillardian simulation of self through our mind’s work to process Internet experiences. To understand this experience as positive, we must, like John Barth’s speaker in “Lost in the Funhouse,” see ourselves as makers of our own universes. We need to affirm that we’re accountable for the story even if the surface (web) representation of self is often routinized and flat. In my opinion, we need to affirm how tire Internet powerfully influences our identity even as we confirm that participation permits an available frontier, parallel universe into being—interestingly, a goal for the best creative writers, academic critics, and English majors. The parallel (web) universe superimposes its structures and meaning-making processes on our brains’ cognitive functions. I think this is a benefit for our academic identities because these experiences are not presented finally in isolation or extinction of other reality or experiences (i.e., the binary is denied). Ironically (and perhaps sadly), the net may serve our academic identities most powerfully by presenting us with (virtual) space for what we appreciate most in our work as students and teachers: The need for knowledge, the power to locate ourselves in settings that answer this call, and the cry for others to confirm our human identities. As Stevens’ speaker suggests, “One must have a mind of winter... / not to think / Of any misery in the sound of the wind... Which is the sound of the land / Full of the same wind / That is blowing in the same bare place / For the listener...” 1 Foray oP Cribici/n\ 2 By Cory Attanasio & Matt Kogoy Across critiques only the text itself. 2. Criticism focuses on the author of aa showing how 3. Criticism focuses on examining one text reflects reality. 4. text within the context of other texts. □□□zz □□□□□□□ 5. text. Down argues that no text is bound to one 1. form and is able to be deconstructed in many = □□□ ways. 4 � 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 Inkwell Quarterly, 2006-present Description An account of the resource The Inkwell Quarterly is a student-based publication circulated among the Wilkes population as well as prospective students who consider entering the English program. The IQ provides current information about faculty events and students active in the Wilkes’ English program. Creator An entity primarily responsible for making the resource Wilkes University's English Department Publisher An entity responsible for making the resource available English Department Format The file format, physical medium, or dimensions of the resource PDFs Language A language of the resource English Type The nature or genre of the resource Publication 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 Inkwell Quarterly, Winter 2008 (Volume 3, Issue 1) Creator An entity primarily responsible for making the resource The English Department Date A point or period of time associated with an event in the lifecycle of the resource Winter 2008 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.